HomeMy WebLinkAboutCAO-16-031 - 2017 Corporate Strategic Action Plan
REPORT TO: Finance & Corporate Services Committee
DATE OF MEETING: December 5, 2016
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 23, 2016
REPORT NO.: CAO-16-031
SUBJECT: 2017-2019 Business Plan - Strategic Actions
__________________________________________________________________________________________
RECOMMENDATION:
That the City of Kitchener 2017 Strategic Action Plan outlined in Appendix A to report
CAO-16-031 be approved, subject to budget deliberations.
BACKGROUND:
On August 24, 2015, Council approved the city’s Strategic Plan for 2015-2018, confirming the
top five priorities for this term of Council and the strategies that will be put into action to build
an innovative, caring and vibrant Kitchener. The corporate strategic action plan, which is
driven by the Strategic Plan and developed through the annual business planning process,
identifies the specific projects and programs that will be implemented by city staff to move
forward on our strategies.
The strategic actions included in the Business Plan have been developed based on broad
community input that was captured through the strategic planning process. Council provided
direction through a strategy session and prioritization exercise immediately following the
election and again following the approval of the Strategic Plan, as well as ongoing dialogue
throughout the year. The action plan is developed by the Corporate Leadership Team based
on the full participation of the Corporate Management Team and a wide range of staff from all
city departments.
The timeline of the Business Plan is aligned with the four-year term of Council, with a one-year
outlook to capture work that will be started but not finished until after the next municipal
election. As each year is completed, the Corporate Leadership Team reviews our progress on
our strategic priorities, reports on our accomplishments and recommends adjustments to the
plan for Council approval. Council approves changes and additions to the Business Plan at
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the same time as the annual budget to ensure that required resources are available to
implement the proposed actions in the context of the overall budget discussion.
REPORT:
December 2016 marks the midpoint of this term of Council. To date, the organization has made
good progress on all five priorities within the strategic plan with 65 strategic actions that have
been completed or on track to be completed by the end of the year. Some of the major
accomplishments for 2016 include: the Kitchener Economic Development Strategy – Make It
Kitchener; the Cultural Heritage Landscape Study; the LED Streetlight Standard and Conversion
Strategy; the Stormwater Master Plan; the implementation of SAP Customer Relationship and
Billing; and, the review of animal control regulations with regard to keeping chickens in residential
areas.
As we move into 2017, work will continue on 62 projects that have already been started, with 2/3
of them expected to be completed by the end of 2017, including: the Corporate-Wide Community
Engagement Review; Support for an Advanced Manufacturing Incubator; the Neighbourhood
Strategy; Community Gardens Program; Implementation of the LED Streetlight Conversion;
Corporate Technology Strategic Plan & Digital Strategy; Long-term Financial Plan; and, the
Comprehensive Review of Business Licensing, just to name a few.
Each year as projects are successfully completed, staff resources are reallocated to support new
projects and initiatives that are driven by the strategic priorities of Council. Next year there will be
25 new projects started, including: Citizen-First Customer Service Culture; Kitchener Brand
Strategy; Neighbourhood Markets; Doon Pioneer Park Community Centre Expansion – Design
and Construction; Shopping Cart Management By-law; and Parkland Dedication Policy Update.
The proposed 2017 City of Kitchener Strategic Action Plan is provided in Appendix A, including a
full listing of completed projects and projects expected to be completed by the end of 2016.
Overall, the city is expected to complete 145 strategic actions during this term of Council (2015-
2018) and make progress on 56 more that will carry-over into 2019.
Council Input to 2017 Strategic Actions
Input received from members of Council on the proposed 2017 Strategic Action Plan indicated a
high level of confidence overall with the priorities that were already included in the plan and
general satisfaction with the progress that is being achieved so far.
Recognizing the importance of our existing commitments and the challenges ahead of us in
successfully completing that work, it is the preference of those members of Council that provided
input that staff stay focused on top priority issues and follow through on those expectations before
adding anything new to the Plan.
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On an individual basis, members of Council expressed an interest in having staff consider adding
following six action items to the Corporate Business Plan as priorities if possible:
CouncilRequestStaffResponse
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Recommended Changes
The Proposed 2017 City of Kitchener Strategic Action Plan in Appendix A includes the addition
of 26 new strategic actions, 11 are related to follow-through on the results of previous projects,
including: Community Engagement Policy; Community Engagement Plans, Tools and
Resources; Online Customer Service Portal; Kitchener Market Strategy Implementation Plan;
Doon Pioneer Park Community Centre Expansion – Design and Construction; Community
Centre Audit Implementation; Heritage Best Practices Implementation; Neighbourhood
Strategy Implementation; Iron Horse Trail Improvement Strategy (Priority C: South Section);
Installation of Active Net Recreation Management Software (CLASS Replacement); and, the
City Hall Outdoor Spaces Implementation Plan. New additions to the plan also include a
number of projects that were directed by a resolution of Council, including: the Creative Hub,
Shopping Cart Management Plan By-law, and Bee City Canada Initiative.
A summary of all new strategic actions that have been included in the proposed plan and
projects that have been removed is provided in Appendix B. Appendix C provides a summary
of changes that have been made throughout the year to the expected completion dates for
projects that have been delayed beyond the end of the year. The proposed 2017 Strategic
Action Plan for Council approval in Appendix A incorporates all of the noted changes.
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Budget Impacts
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 nine action items on the plan that will require the reallocation of
existing funding or new resources within the 2017 budget, as listed in the financial implications
section of this report. The resources for these strategic actions are currently built-in to the
proposed 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 2017-2019 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 second phase of core service performance reporting will
be included. The final version of the business plan will be published and posted on the city’s
website in February/March 2017.
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.
FINANCIAL IMPLICATIONS:
The following provisions have been included in the proposed 2017 capital and operating
budgets to support the strategic actions included on this plan.
OG19 Online Customer Service Portal -Funding of $101,966 has been
included in the 2017 operating budget for the conversion of two contract
positions to permanent full-time positions to support continued advancement of
the City’s Customer Service and E-Services Strategies (Budget Issue Paper Op
04 – Implementing Customer Relationship Management)
EC8 Advanced Manufacturing Incubator - Funding from the Economic
Development Reserve Fund of $500,000 has been allocated to Incubator
Capacity in each of 2017,2018, and 2019. A portion of that funding will support
the development of an advanced manufacturing incubator in Kitchener. (Budget
Issue Paper Cap 05 – Economic Development Reserve Projection)
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EC19 Kitchener Market Strategy Implementation Plan - Funding of $96,633
annually has been reallocated from within the Kitchener Market and Economic
Development operating budgets for a new full-time permanent supervisor
position for the Market starting in April 2017 (Budget Issue Paper Op 05 –
Implementing the Kitchener Market Strategic Plan)
Funding from the Economic Development Reserve Fund of $500,000 has been
allocated to Incubator Capacity in each of 2017, 2018, and 2019. A portion of
that funding will support the development of a food and culinary hub in Kitchener.
(Budget Issue Paper Cap 05 – Economic Development Reserve Projection)
EC20 Creative Hub - Funding from the Economic Development Reserve Fund
of $500,000 has been allocated to Incubator Capacity in each of 2017, 2018, and
2019. A portion of that funding will support the development of a creative hub in
Kitchener. (Budget Issue Paper Cap 05 – Economic Development Reserve
Projection)
EC21 City Hall Outdoor Spaces Implementation Plan – Funding of $500,000
has been added to the Capital budget in 2017 for the implementation of the City
Hall Outdoor Spaces Master Plan.
NB45 Neighbourhood Strategy Implementation – Funding has been
reallocated from existing accounts to support the implementation of the
Neighbourhood Strategy recommendations.
SE23 Iron Horse Trail Improvement Strategy (Priority C:South Section) -
Funding of $1,000,000 has been added of the capital budget in 2018 to
implement Iron Horse Trail – Priority C: South Section (Budget Issue Paper Cap
10 – Iron Horse Trail (South Section) )
CS60 Utility Meter Mobile Workforce Management System – Funding of
$425,000 has been allocated in the 2018 capital budget to implement the new
mobile workforce management system.
CS61 Replacement of Fire Department Dispatch System - A new computer
aided dispatch system will cost approximately $1.5M and is included in the
budget for replacement in 2018. As this replacement is a high priority for the
division, Fire staff is proposing to fully fund the CAD replacement by reallocating
existing funds from the Fire Major/Equipment Fleet account (Budget Issue Paper
Cap 07 – Replacement of Fire Service Dispatch System)
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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
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Proposed
City of Kitchener 2017-2019
Strategic Action Plan
November 2016
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Strategic Priorities for 2015-2018
OpenGovernment
Wewillbetransparentandaccountabletocitizens,providingeasyaccessto
information,agreatcustomerserviceexperience,andmeaningfulopportunitiesto
participateinthedemocraticprocess.
StrongandResilientEconomy
Wewillworkwithinacollaborativenetworkofcitybuilderstocreateadynamic
andprosperousKitchenerthatisrichwithemploymentopportunitiesand
successfulbusinessventuresthatcangrowandthrivewithinthebroaderglobal
economy.
SafeandThrivingNeighbourhoods
Wewillworkwithcommunitypartnerstocreatecomplete,connected,safeand
walkableneighbourhoodswitharangeofhousingoptions.Wewillencourage
peopletocometogether,interactwithoneanotherandbuildrelationships
throughinclusiveprograms,services,events,andgreatpublicgatheringplaces.
SustainableEnvironmentandInfrastructure
Wewillhavewellplanned,managed,andcosteffectiveinfrastructuresystems
thatsupportlongtermcommunityneedsforservices,harnessingthebenefitsof
naturethroughgreeninfrastructureprogramstocreateahealthyurban
environment.
EffectiveandEfficientCityServices
Wewilldeliverqualitypublicservicesthatmeetthedaytodayneedsofthe
communityinareliableandaffordableway,madepossiblethroughtechnology,
innovation,employeeengagement,andasoundlongtermfinancialplan.
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Completed Strategic Actions 2015-2016
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1.ExternalWebsiteReview
2.AccurateCommunicationofPlansforFutureDevelopment
3.CouncilEngagementwithCitizens
4.ImplementtheeparticipationStrategy
5.YouthEngagementAudit
6.NeighbourhoodAssociationOnlineRegistrationΑPhase4
7.Implementationof2015AODAStandardRequirements
8.CustomerServiceStrategyImplementationattheAud/Arenas
9.OpenDataPortalLaunchandDataSetAutomation
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10.KitchenerEconomicDevelopmentStrategy
11.RegionalEconomicDevelopmentStrategy
12.WaterlooRegionEconomicDevelopmentCorporation
13.FCMMunicipalPartnersforEconomicDevelopment(MPED)
14.CentreintheSquareMandateReview
15.WiFiRolloutΑPhase2Sites
16.KitchenerMarketStrategicPlan
17.CityHallOutdoorSpacesMasterPlan
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18.DevelopmentIncentivesforAffordableHousingΑPhase1
19.CulturalHeritageLandscapeStudy
20.KitchenerGrowthManagementPlan20152017
21.JackCouchBallParkReview
22.CentralStationsRapidTransitStationAreaPlan
23.HuronWoodsCommunityCentrePartnership
24.ProactiveTrafficCalmingDesignFeaturesinNewDevelopment
25.BusinessCaseforDoonPioneerParkCommunityCentreExpansion
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26.EnergyConservationDemandManagementProgram
27.YearroundManagement&MaintenanceofTrailsandWalkways
28.SidewalkInfillPolicy
29.LEDStreetlightStandardandConversionStrategy
30.StormwaterMasterPlan
31.CentreintheSquareLifecycleAssetManagementPlan
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Completed Strategic Actions 2015-2016
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32.20152018KitchenerStrategicPlan
33.IntranetReview
34.StrategicBusiness&TalentAttractionResourceModel
35.MunicipalPartnershipProgram
36.LeisureServicesGovernanceReview
37.ElectronicPlanReviewΑPhase3
38.BylawPublicAwarenessCampaign
39.ReviewofAnimalControlRegulationsΑKeepingChickensinResidentialNeighbourhoods
40.ComputerizedFacilityBookingImplementationΑGolf
41.IceStrategiesforInventoryReplacement
42.GolfOperatingStandardsReview
43.WilliamsburgCemeteryPhaseIIExpansion
44.ImplementationofFireAttendanceandSchedulingSystem(Telestaff)
45.2014NextGeneration911Rollout
46.FireRegionalRadioSystemUpgrade
47.FireITStrategy
48.CreateanOfficeofStrategicPartnerships
49.FinancialReportingImprovementsΑCasewareImplementation
50.EmployeeLoanProgramReview
51.BankingServicesΑRequestforProposals
52.ReviewAllocationofOverheadCosts
53.WorkplaceAccommodationReview
54.ImplementationoftheMobileStrategy
55.BusinessContinuityPlan
56.2014MunicipalElectionPostElectionReview
57.OmniRIMMajorVersionUpgrade
58.PerformanceEvaluationatKitchenerProgram
59.HarmonizedSalesTax(HST)Review
60.RecordsRetentionImprovements
61.SAPCustomerRelationshipandBilling
ementsResearch
62.RailwayCrossingAgre
63.SnowDisposalSite
64.DesignandConstructaSnowStorageDisposalFacility
65.SignReflectivityStudy
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ID#Strategic Action: Projects
OG5
Open By Default Strategy Implementation
To help advance the Open Government initiative to increase transparency by developing
and implement systems, training and procedures, including routine disclosure and active
dissemination processes, to instill the operational principle that city data and information
should be made available to the public subject to legislative and legal constraints.
OG7
Customer Service Strategy – Phase 3
Positively enhance the customer service experience through creating more convenient
channels for customer access, improved tracking, monitoring, measuring and reporting of
customer interactions and development of a standardized escalation process. The scope will
also include the acquisition and implementation of new Customer Relationship management
software, including staff training on the tool and customization of its business
intelligence/reporting function for business lines currently using CRM.
OG8
E-Tendering
Implement an e-tendering module to enable vendors to self-identify for interested
commodities, access bid documents and drawings and submit tenders, proposals and
quotations electronically.
OG9
Corporate-Wide Community Engagement Review
Complete a comprehensive review of the city’s engagement practices, processes and
policies, identify gaps and implement improvements. Based on the conclusions of this
review, potential actions may include: update the Community Engagement Tool Kit,
training; better coordination and communication for engagement events; better
communication with citizens acknowledging input received from citizens and action taken
on input; use of additional methods for seeking input, a citizen’s guide to community
engagement, etc.
OG10
Participatory Budgeting
Enable community members to directly decide how to spend part of the city’s budget,
allowing them to make budget decisions that affect their lives.
OG15
Community Engagement Policy
Development of a Council policy for Community Engagement that provides direction and
guidance to ensure that responsibilities to effectively communicate, consult and engage the
community are fulfilled.
OG16
Community Engagement Plans, Tools & Resources
Development of community engagement plans, tools, templates and resources to support
staff in effectively informing and engaging citizens.
OG11
Citizen’s Dashboard
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 vibrant city. Develop an
interactive web based tool that features service levels, performance data and trends over
time, displaying the results in a way that citizens can readily understand.
OG18
Review and Update Corporate Digital Media Strategy
Complete a review of the corporation’s online communication strategy and evaluate against
current best practices to ensure the city’s online communications are efficient and effective
in connection with citizens about programs, services and decisions that affect them.
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ID#Strategic Action: Projects
OG12
Citizen-First Customer Service Culture
Focus on building a citizen-first culture through the development of several foundational
elements beginning with a comprehensive corporate review looking at customer service
practices, protocols and philosophies to identify gaps and opportunities for improvement.
Review to be followed by the development of tools, resources, revised service guidelines
and customized customer service training to support staff and further embed our customer
service culture.
OG17
Community Engagement Training
Development of specialized community engagement training for staff that features topics
such as building effective community engagement plans, survey and question development,
effective engagement techniques and more.
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ID#Strategic Action: Ongoing Initiatives
OG14
Publish Information About Council Decisions and City Processes
Increase public access to information by improving connections between minutes, reports
and Council decisions, and the ability to trace the history of an issue. Ultimately this will
lead to more transparent decision-making for the public, greater accountability, and
increased public trust.
OG19
Online Customer Service Portal
Development of an online portal will be ongoing due to substantial work required to bring
more and more City services online. Initial work will focus on bringing additional City
services already supported by CRM online and building processes to bring new
services/business lines on in the future. Includes the 2018 development of prioritized
inventory of new City service areas to be served by the Corporate Contact
Centre/CRM/online portal.
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ID#Strategic Actions: Projects
NB1
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 and emerging clusters.
EC4
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.
EC5
Sport Tourism
Work with minor sports organizations and the Waterloo Regional Tourism Marketing
Corporation to attract provincial/national championship events at city facilities.
EC6
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 Pavilion, McLennan 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 complete in June 2017 as per
the requirements of the Canada 150 program.
EC8
Advanced Manufacturing Incubator
Support the development of an advanced manufacturing incubator in Kitchener, offering
specialized accelerator programming for startup manufacturers.
EC19
Kitchener Market Strategy Implementation Plan
The Kitchener Market will be delivering a Implementation plan in early 2017 that will
address how we plan to deliver the strategy approved by council Oct. 2016.
EC20
Creative Hub
Extensive community engagement, locational review and economic data analysis is in
progress to articulate the requirement for affordable space, entrepreneurial services,
networking and professional development centralized in a ”creative hub” in Kitchener. A
variety of spaces will be evaluated to respond to the needs of creative industries to grow
and thrive in the city.
EC7
Broadband & Fibre Optic Infrastructure
Work collaboratively with stakeholders to explore options to either encourage third party
fibre optic investment in Kitchener or partner with others to provide improved high-speed
broadband infrastructure for Kitchener. High speed internet access is increasingly viewed
as essential infrastructure for a globally competitive economy.
EC21
City Hall Outdoor Spaces Implementation Plan
Develop a funding and implementation plan to address critical infrastructure repairs for the
City Hall outdoor spaces and concurrent work to improve the functionality of Carl Zehr
Square for public events programming.
EC9
Develop a Kitchener Brand Strategy
Evaluate the effectiveness of Economic Development’s ‘Make it Kitchener’ branding for
consideration of extension and application as the comprehensive brand strategy for the city
of Kitchener. Develop a strong brand for the City of Kitchener that is authentic and
relevant, and clearly communicates the city’s persona globally and locally in a way that is
engaging, compelling and consistent.
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ID#Strategic Actions: Projects
Update the Downtown Kitchener Action Plan
EC10
The Downtown Kitchener Action Plan (2012-2016) focuses on organizing City and BIA
programs, services and resources to leverage these assets and stimulate positive spin-off
investment, engaging the community along the way to ensure the City continues to move in
the direction preferred by Citizens.
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ID#Strategic Action: Ongoing Initiatives
EC11
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.
EC12
Federal and Provincial Funding for the Arts
Advocate and coordinate funding for the arts from federal/provincial government programs.
EC13
Make It Spark
Support pre-commercial activity including idea generation, experimentation, talent/skill
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.
EC14
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. 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.
EC15
Make it Grow
Support the competitiveness of established industries and businesses, and to help our small
and medium sized businesses to scale up 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.
EC16
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, work with
the private sector to apply these same standards, and facilitate the development of sought-
after urban amenities, like dog parks and patios.
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ID#Strategic Action: Ongoing Initiatives
EC17
Make it Vibrant
Address opportunities to bring our city’s spaces to life. This involves placemaking,
especially in the urban spaces targeted through “Make it Urban”. Key objectives include:
build Kitchener’s identity 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.
EC18
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. 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.
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ID#Strategic Action: Projects
NB1
Neighbourhood Strategy
Develop strategy focused on: engaging and empowering more residents in planning,
building, sustaining and supporting safe and thriving neighbourhoods based on the unique
character and needs of each individual neighbourhood; building a stronger sense of
belonging and connection between residents and their neighbourhoods as a way of
increasing civic pride in the community; aligning municipal staff behind a focus on building
safe and thriving neighbourhoods as the basis for a healthy community. (LFMPU Rec #11).
NB3
Community Gardens Program
Explore opportunities to accelerate/increase the community garden program as a way of
strengthening neighbourhoods, promoting healthy living and addressing food affordability
issues. Consideration will be given to support and supplies required for the success of the
program, initially and on an ongoing basis. Work will be coordinated with the
comprehensive zoning by-law review to ensure appropriate zoning provisions are in place to
allow community gardens within neighbourhoods.
NB4
Grand River Park – Phase 1
The advancement of this project requires that criteria be established, the evaluation of
potential lands and the prioritization of natural space land acquisition opportunities for a
Grand River Park site, and the development of a Grand River Park vision, including potential
park programing and cost estimates in order to inform future capital budget forecasts for
the construction of a Grand River Park. Phase 1 includes the acquisition of the priority site.
Phase 2, which will include the development of a park master plan, will begin when Phase 1
is completed.
NB5
Public Interest In Hidden Valley Lands
The core natural features within the Hidden Valley area are protected from development
while the surrounding farmland is designated for development. Acquiring and protecting
both the natural features and the farmland serves community interests but comes at a cost.
Discussing options with property owners ill inform analysis of costs and benefits to inform
the City’s decision-making and budgeting as necessary for land acquisition and property
improvement.
NB6
Development of Alternative (low cost) Traffic Calming Options
Streets with extreme situations are addressed under the existing traffic calming policy.
Alternative short-term and low-cost options need to be developed that can be implemented
on streets that are not considered a priority under the policy to get into the community
sooner with solutions. Some initial work on this has commenced based on the Wilhelm and
Ahrens Street pilot. A new policy and procedures will be required to determine the selection
and funding allocation of these types of solutions. In addition, a menu of options will be
created with an estimated level of speed and/or volume reduction.
NB7
Residential Intensification in Established Neighbourhoods
There are increasing growth and intensification pressures in many neighbourhoods.
Conduct a study that investigates the issue, provides options and recommends updates to
residential zoning, design guidelines, the development process and community
engagement. The deliverables of the study would include a “Citizen Guide to
Intensification”.
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ID#Strategic Action: Projects
NB8
PARTS Midtown RT Station Area Plan
Undertake all components required to complete development scenarios, technical analysis,
preferred option, community engagement, and recommendations for the Midtown Station
Area.
NB9
PARTS Rockway RT Station Area Plan
Undertake all components required to complete development scenarios, technical analysis,
preferred option, community engagement, and recommendations for the Rockway Station
Area.
NB15
Neighbourhood Development Office
Create a neighbourhood development office to provide oversight and coordination of
neighbourhood action plans.
NB16
Development Incentives for Affordable Housing - Phase 2
Undertake a detailed analysis in consultation with affected business units, the Region and
the industry in order to provide an implementation plan to help deliver development
incentives for affordable (rental) housing. The primary focus is on reduced parking
requirements, property tax exemptions or grants, and expanded density bonusing.
Secondary effort will be on waiving or deferring certain application fees.
NB18
Complete Streets Policy
The City of Kitchener has a number of standalone policies and practices that promote
complete streets. The development of a complete street policy would review best practices
and combine elements into a stand-alone policy document that ensures planning, design
and implementation of any element of the city’s transportation network considers and aims
to meet the needs of all users regardless of age, ability and travel choice.
NB10
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 identified in the approved Upper
Canada District Park masterplan. Detailed Design: Spring 2016, Construction: Summer/Fall
2016, Opening: Summer 2017
NB11
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.
NB13
Sustainable Development Feasibility Study
Working with partner organizations, under the Federation of Canadian Municipalities Green
Municipal Funds program, undertake a feasibility study to help inform sustainable
development practices at a site or neighbourhood scale. The emphasis is to be on energy
sustainability.
NB17
Doon Pioneer Park Skate Park
The Leisure Facilities Master Plan recommended that additional skateboard facilities be
developed in Kitchener in an effort to expand on the continued success at that time of the
Aud Skatepark, and to address the growing need for opportunities in skateboarding.
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ID#Strategic Action: Projects
NB19
Implement South Kitchener District Park Master Plan – Phase 1
Phase 1 of the development of the South Kitchener District Park will include the
development of the sports fields, playground/splash pad, stormwater management
features, grading and site servicing, roads and parking.
NB20
Community Energy Investment Strategy
Explore district Energy to set a path to improve how thermal energy—heating and cooling—
is generated, delivered and used throughout the community. The end result will be
environmentally friendly, cost-competitive heat and hot water in high-density
neighbourhoods.
NB21
Hidden Valley Land Use Study
To develop a Master/Community Plan for the Hidden Valley area that would be
implemented by way of amendments to the Official Plan and Zoning By-law. This project
would be integrated with a servicing study for the area that will be led by Engineering.
NB12
Rockway Centre Partnership Development
Gather all relevant information to inform the request for proposals process for the
redevelopment of the Rockway Centre into a medium-to-high density mixed use project.
NB22
Cultural Heritage Landscape Strategy Phase 2
Consult with Heritage Kitchener in order to prioritize the implementation of conservation
tools for the cultural heritage landscapes identified in Phase 1 which include the listing of
locations on the municipal heritage register, identifying specific cultural heritage landscapes
in the Official Plan, and developing new/enhanced guidelines and best practices.
NB24
Neighbourhood Markets
Explore options to increase the feasibility of increasing the number of neighbourhood
markets in the city, looking at options to provide increased support for community-led
markets and the potential for a neighbourhood mobile farmers market.
NB41
Bee City Canada Initiative
Investigate and report to the Environmental Committee on the benefits and feasibility of
Kitchener becoming a Bee City Canada affiliate and how such an affiliate coordinates with
any current and planned City initiatives to support pollinators in Kitchener.
NB42
Doon Pioneer Park Community Centre Expansion – Design & Construction
Upon completion of the Business Case, an architect will be sourced and acquired to design
and build the expansion.
NB43
Heritage Best Practices Implementation
In follow up to Report CSD-15-08 which recommended the development of a variety of best
practices regarding the conservation of cultural heritage resources.
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‘16 ‘17 ‘18 ‘19
ID#Strategic Action: Projects
NB26
Urban Design Manual
Undertake a full review of the urban design manual to implement the new Official Plan,
make the document more efficient and effective, complement specific design briefs etc.
NB27
Growth Management Strategy Review
Review and update the Growth Management Strategy that was approved in 2009.
NB44
Community Centre Audit Implementation
The community centre section went through a significant audit with immediate, short-term,
mid-term and long-term recommendations. Review and implementation of these
recommendations will consist of a substantial body of work.
NB28
Leisure Facilities Master Plan Update
The Leisure Facilities Master Plan has been the foundation for the development of 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 basis. The timing of this update
to the 2013 LFMP will be coordinated to be completed prior to the City’s update of its
development charges bylaw.
NB29
Business Case for Mill Courtland Community Centre Expansion
Engage community residents/stakeholders in a needs assessment and business case to
determine the requirements for an addition to the community centre. (LFMPU Rec #31)
NB30
Lower Doon Land Use Review
To review all existing land use planning documents for the Lower Doon area for the
purpose of developing a comprehensive and up to date planning framework for this area.
It is anticipated that the resulting Master/Community Plan would be implemented by way
of amendments to the Official Plan and Zoning By-law. The actual geography of the study
area still needs to be determined. Behavioural and fire safety issues associated with
housing that caters to the student population could be added to the scope of work.
NB31
Homer Watson/Conestoga College City Node Master Plan
To develop a planning framework that establishes a City Node in the vicinity of Homer
Watson Boulevard and Conestoga College Boulevard. Opportunities for more medium and
high density housing, a broader mix of uses, and enhancing the gateway function of this
area will be explored. This project would implement a policy is the new Official Plan which
gives direction to do this work.
NB32
PARTS Fairway Station Area Plan
Undertake all components required to complete the development of scenarios, technical
analysis, preferred option, community engagement and recommendations for the Fairway
Station Area.
NB33
PARTS Block Line Station Area Plan
Undertake all components required to complete development scenarios, technical analysis, preferred
option, community engagement, and recommendations for the Block Line Station Area.
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ID#Strategic Action: Projects
NB34
Community Traffic Safety Advisory Committee
Consider options to revise the mandate of an existing advisory committee to create a co-
operative partnership between city staff, community groups and other agencies that seek to
enhance traffic and pedestrian safety in Kitchener. The Committee will provide input and
feedback on a wide range of traffic safety issues such as school zone concerns,
neighbourhood traffic calming requests and traffic-related education initiatives.
NB35
Community Centres/Neighbourhood Spaces Master Plan
A comprehensive 20 year Community Centres/Neighbourhood Spaces Development Master
Plan to identify the needs for additional and or enhancements to community centres as well
as development or enhancement of other neighbourhood spaces in both urban
intensification and greenfield development areas of the city. (LFMPU Rec #29)
NB46
Automated Speed Camera Program for Traffic Calming
Subject to the passing of new Provincial legislation related to speed cameras, staff to
investigate the potential use of this technology to address speeding concerns in school
zones.
NB36
Incentives for Design/Architectural Innovation and Excellence
Evaluate potential incentives for the development of landmark building design and
architecture at strategic locations within the city.
‘16 ‘17 ‘18 ‘19
ID#Strategic Action: Ongoing Initiatives
NB37
Community Grants Program
Oversee and administer the program including Tier 1, Tier 2, travel assistance and in-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.
NB38
Growth Management Program
Continue to manage and operate this program which coordinates lands development
decisions with decisions on the capital forecast and development charges in order to better
manage growth in the City of Kitchener. This program also creates opportunities for broad
ranges of housing and transportation choices, and maximizing existing infrastructure.
Annual monitoring report and Biannual Growth Management Plans.
NB39
Traffic Calming
The City of Kitchener endorses traffic calming as a means to reduce speeding, through
traffic and collisions in residential neighbourhoods, thereby improving safety and quality of
life for residents. Traffic calming projects will be rated and prioritized annually by staff and
approved by Council based on the criteria and the allocated annual budget.
NB45
Neighbourhood Strategy Implementation
Achievement of recommendations in the strategy focus areas of great places, connected
people and working together, with the vision of helping neighbours connect and work
together to do great things in their neighbourhoods.
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˰ úŵÌǨ"ȀșǨȳlșȳǨ
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ID#Strategic Action: Projects
SE5
Low Impact Development Design Guidelines – Stormwater Utility
Low Impact Development (LID) is an approach to storm water management that mimics a
site’s natural hydrology as the landscape is developed. Using the Low Impact Development
approach, storm water is managed on-site and the rate and volume of storm water
reaching receiving waters is unchanged from predevelopment levels. These guidelines will
be integrated into the existing Development Manual.
SE6
Sustainable Urban Forest Management Program
This project will initiate the development of a Sustainable Urban Forest Program 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 also be achieved and maintained based
on the true capacity of the city to manage the resource.
SE7
Iron Horse Trail Improvement Strategy (Priority A: Central Section)
Improvements to the central section (Victoria Street to Queen Street) of the Iron Horse
Trail will include trail-road crossings, signage, seating & rest areas, trail width & surfacing,
connectivity, amenities and landscaping.
SE9
LED Street Light Conversion Implementation
Implement the approved recommendations of the LED street light conversion strategy.
SE4
Corporate Climate Action Plan
Develop a comprehensive Climate Action Plan for the organization that integrates both
mitigation measures with adaptation strategies that work synergistically to reduce
vulnerability to climate risks and greenhouse gas emissions.
SE8
Year-round Maintenance of Trails and Pathways Around Schools - Pilot
Implement the pilot project to asphalt and winter maintain trails around Glencairn Public
School and that staff monitor the use of these trails through two winter seasons. Continue
to meet with neighbourhood associations on school access routes and report back to
Council on the finding of the pilot project and future direction.
SE10
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 the City of Kitchener can
increase its urban forest—one of our most valuable environmental asset made up of street
trees, park trees, and trees on public, private and commercial land, while achieving the
many quality-of-life benefits that come with planting trees.
SE11
Trail Maintenance Service Level Review
Complete a review of standards and procedures for trail inspection and maintenance to
ensure current practices are meeting the needs of the community, and specifically consider
options to prevent significant damage to the usability of trails due to washouts.
SE12
Update the Cycling Master Plan
The Kitchener Cycling Master Plan, finalized in 2010, presents both a network of bikeways
to be implemented over time, policies to support making Kitchener a bicycle-friendly City,
and related practices and programs to further those policies into action.
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˰ úŵÌǨ"ȀșǨȳlșȳǨ
‘16 ‘17 ‘18 ‘19
ID#Strategic Action: Projects
SE22
Recycling Services in Parks & Trails
Review of provisions of recycling services for trails and parks. The initiative will identify
required resources to offer recycling facilities and report back to Council with options.
SE23
Iron Horse Trail Improvement Strategy (Priority C: South Section)
Improvements to the South Section of the Iron Horse Trail will include items such as trail
paving and widening, improved trail-road crossings and wayfinding signs, additional seating
and garbage bins, as well as enhanced naturalization and landscaping.
‘16 ‘17 ‘18 ‘19
ID#Strategic Action: Ongoing Initiatives
SE13
Implement the Cycling Master Plan
In recognizing the social, health, environmental and economic benefits of cycling, the City
of Kitchener Cycling Master Plan for the 21st Century enhances the choice to cycle as a
viable means of transportation and recreation through the provision of a safe, comfortable,
and connected bikeway network on City streets and quality multi-use trails. The outcome
will be a dramatic increase in the number and variety of citizens choosing cycling as their
preferred mode of transportation for commuting trips and a variety of day-to-day short trips
within the City and to adjacent municipalities.
SE14
Sidewalk Infill
Sidewalk infrastructure is a key component of the urban environment that encourages and
facilitates walking and active transportation, supports community health, vitality and 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 and stand-alone infill projects within the
allocated annual budget.
SE15
Intergovernmental Relations – Municipal Infrastructure Funding
Advocate for greater infrastructure funding for municipalities from the federal and provincial
governments.
SE16
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 and reduce the demand for
reactive maintenance. The strategy will allow for pro-active and preventative maintenance
and will use condition based assessments to guide decision making on infrastructure
replacement rather than relying on age of the infrastructure as the criteria for replacement.
Year-to-year progress on this initiative will be dependent on Council decisions to allocation
resources through budget decisions.
SE17
Asset Data Systems Development
Further develop the city’s data management systems to include all asset groups, taking into
account Council priorities and legislated requirements.
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˰ úŵÌǨ"ȀșǨȳlșȳǨ
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ID#Strategic Action: Ongoing Initiatives
SE18
Detailed Asset Management Plans
Work towards the development of detailed asset management plans/processes for all asset
groups to support data-driven decisions and optimize the total cost of ownership for the
city’s assets based on defined levels of service for each asset class. The Asset Management
Division provides an advisory/coordination service to assist asset group owners for the
development of detailed asset plans.
SE19
Emerald Ash Borer Management Plan
Emerald ash borer (EAB) is an introduced tree pest from Asia that attacks and kills all
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: protect part of the mature tree
canopy by using chemical injections; minimize the risks and financial costs by removing
untreated trees systematically; and develop and implement a sustainable replanting plan.
SE20
Facility Asset Management Plans
Develop short term major maintenance and long range capital investment plans for the
City’s 70+ occupied facility assets.
SE21
Energy Conservation Demand Management Program
The City of Kitchener will integrate energy management in a strategic manner, promoting
the responsible and efficient use of energy resources to achieve economic, community and
environmental benefits.
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ID#Strategic Action: Projects
CS3
Responsible Pet Ownership Strategy
Work in conjunction with City of Waterloo and KW Humane Society to development a series
of actions to encourage responsible pet ownership.
CS4
KMAC: Long-Term Planning for the Future – Phase 1
Seek council approval of the planning framework for replacement of the Auditorium in 15-
20 years. (LFMPU Rec #35)
CS6
Five Year Fire Master Plan
Develop a five year road map for the Fire Department to meet the needs and circumstances
of the community, Council and staff.
CS7
Parking Business Plan Review
Review fee structure, occupancy rates and overall development strategies for the Parking
Enterprise.
CS9
Long-Term Financial Plan
Prepare a consolidated long term financial plan that will be the financial framework for the
City going forward. The framework will incorporate policy work pertaining to reserves, debt,
and enterprise investments.
CS10
Implementation of the Globally Harmonized System (GHS) of Classification and
Labelling of Chemicals (WHMIS Replacement)
GHS is a system that defines and classifies the hazards of chemical products, and
communicates health and safety information on labels and material safety data sheets
(called Safety Data Sheets, or SDSs, in GHS). The goal is that the same set of rules for
classifying hazards, and the same format and content for labels and safety data sheets
(SDS) will be adopted and used around the world.
CS11
Corporate Technology Strategic Plan & Digital Strategy
Set clear priority areas for the further development of Information Technology services to
continue to meet the evolving needs of the organization. The development of a broader
community digital strategy will be considered as a component or as a distinct strategy.
CS15
Internal Order Process Improvement
Create efficiencies in SAP for asset accounting processes, capital project/reporting
processes.
CS16
Financial Reporting Improvement Project
Implement CaseWare to produce the FIR (Financial Information Return), which is an annual
legislated requirement for the province. Continue with data collection efficiencies (additions
and disposals). Improve internal process for budgeting, transfers for reserves, debt etc. to
gain efficiencies in yearend reporting.
CS17
Purchasing Audit Action Plan and Implementation
Develop and implement an action plan to respond to Purchasing comprehensive internal
audit key findings and recommendations.
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ID#Strategic Action: Projects
CS20
Neighbourhood Property Standards Compliance Review and Proactive By-Law
Enforcement
Review existing property standards by-law and related initiatives to promote voluntary
compliance and reduce reliance on traditional enforcement methods. Explore the merits of
increasing pro-active enforcement of the city’s by-laws including development of a citizen
dispute resolution toolbox. Assessment of the resource requirements to implement the
toolbox actions to reduce intervention of traditional by-law enforcement.
CS21
Meter Inventory System Implementation
Source and implement a highly configurable and flexible solution to facilitate the
management of the Kitchener Utilities meters. The solution must be efficient, user-friendly
and provide close integration with several other systems within the City of Kitchener
including SAP CR&B. The system must also meet legislative requirements of all the
governing bodies and meet the requirements of stakeholders.
CS22
Water & Sanitary Rate Structure Review
Rate restructuring is needed to ensure the financial sustainability of water operating
authorities. To better align fixed costs with fixed rate revenues and variable costs with
variable rate revenue.
CS29
Purchasing Bylaw Revision
To update / revise the Purchasing Bylaw for enhanced clarity of policy.
CS31
Comprehensive Review of Business Licensing
Undertake a full review of business licensing processes for greater customer focus, better
use of existing technologies and to implement industry best practices. Review and update
licensing by-law to provide greater clarity, and review and update fees. Improve
relationships and integration with internal partners, and cross-train staff for improved
service provision and personal development.
CS33
Kiwanis Park Pool Renovation
Complete renovation of the Kiwanis Park pool to meet current regulations.
CS34
Payment Process Improvements and Electronic Funds Transfer (EFT) Payments
Review city-wide internal processes to streamline procurement activity and payment to
vendors. Investigate the opportunity to implement more EFT payments to vendors.
CS35
Accounting Comprehensive Service Review Action Plan and Implementation
Develop and implement an action plan to respond to Accounting comprehensive review key
findings and recommendations.
CS19
Electronic Document Management
Research and evaluate the potential procurement and implementation of an electronic
document management system to better manage the City’s electronic information assets in
accordance with applicable legislation.
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ID#Strategic Action: Projects
CS18
Electronic Agenda Management
Create, prepare, approve and publish meeting agendas in a more efficient, collaborative
and streamlined manner.
CS36
Server Systems Failover Capability
Accelerate the installation of required equipment to provide comprehensive server backup
capability at the Kitchener Operations Facility to allow for business continuity in the event a
loss of operations at the City Hall computer room. This installation will respond to one of
the major recommendations from the business continuity project.
CS37
Online Business Licensing
Implement the first phase of online business licensing (e.g., pilot with business license
renewals).
CS24
Regional Emergency Communication Centre
Incorporate the recommendations from the regional emergency communications centre
report.
CS25
Implement First Phase of Corporate Talent Strategy
In phases, to review and redesign across HR programing including performance
management, succession planning and recruiting.
CS52
Shopping Cart Management Plan Bylaw
Investigate options to require any business that provide shopping carts to its customers to
have a ‘Shopping Cart Management Plan’, which would set out demonstrable measures to
prevent the unauthorized removal of shopping carts from the owner’s premises and/or the
retrieval of abandoned carts.
CS53
Negotiation of Animal Control Services Contract
Investigate options available for animal control services and licensing. Current contract
ends Dec 2017.
CS54
Parking Payment Technologies
A review of new technologies related to payment options for our parking facilities, with a
mandate to incorporate more user friendly payment options (ie. Pay By Mobile).
CS55
AMANDA 7 and Public Portal Review
The AMANDA software system requires a significant upgrade; AMANDA 7. Prior to
implementation, testing of scripts and set-up of security groups and reporting tools is
necessary. The existing public portal is integral to the core business. The project will
include reviewing the existing public portal including other software options.
CS56
Administrative Monetary Penalties Strategy (AMPS)
Research and development of removing the parking ticket process from the Regional Court
House and implementing an internal process that could be shared with Waterloo and
Cambridge.
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ID#Strategic Action: Projects
CS57
Installation of Active Net Recreation Management Software
Implementation and roll out of a new web based system across the corporation that will
meet recreation and sports management requirements, facility rental activity and
participant management as well as provide point of sale options, as part of a joint initiative
with the City of Waterloo, City of Cambridge, Township of Wilmot and Township of
Wellesley.
CS58
Revenue Comprehensive Service Review Action Plan and Implementation
Develop and implement an action plan to respond to the Revenue comprehensive review
key findings and recommendations.
CS59
Parkland Dedication Policy Update
Comprehensive review and update of the current Parkland Dedication Policy related to
acquiring parkland (or cash-in-lieu payment) through development applications.
CS60
Utility Meter Mobile Workforce Management System (MWMS)
Source a highly configurable and flexible mobile workforce management solution to
facilitate in field management of a variety of gas and water related legislated activities. The
proposed solution will replace the current paper based systems, integrate through SAP
service orders and Cityworks work orders allowing dispatchers to input into a queue of work
plans delivered to staff by mobile devices through the MWMS.
CS40
2018 Election
Conduct the 2018 election and report on the outcome.
CS38
Review of Comprehensive Reserve Fund Policy
Council approved a comprehensive reserve fund policy in 2012. One of the commitments
staff made at that time was to review the policy after 5 years (i.e. in 2017).
CS61
Replacement of Fire Department Dispatch System
Replace the current computer-aided dispatch (CAD) system as the system is approaching
the end of its life cycle.
CS41
Development Charges Background Study (2019)
5-year update to the City’s Development Charges Background Study and Bylaw as required
by legislation.
CS42
Service Review of Maintenance Standards for Public Spaces
Measure, monitor and report on service standards for the maintenance of public spaces to
ensure expectations are met on a consistent basis and issues are identified and addressed.
Implement an ongoing process to publicly report on established standards and the extent
to which the city is meeting standards on a consistent basis.
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ID#Strategic Action: Ongoing Initiatives
Integrated Planning – Core Service Key Results
CS43
Continue to develop Key Result Indicators for all core services and report the results
through the business plan. Identify 3-5 Key Result Indicators for each of the City’s Core
Services (2016); establish performance targets for each KRI (2018); and collect
performance data and publicly report on the results.
CS44
Smart Service Delivery
Participate in provincial-municipal service delivery collaboration in order to assess customer
needs, jurisdictional capabilities and constraints, identify feasible solutions to work towards
smarter service delivery, and create financial efficiencies, share knowledge and research.
CS45
Emergency Management and Business Continuity Program
Develop and implement a corporate wide resiliency plan to enhance our emergency
management capabilities and continuity of operations.
CS46
FCS Service Strategy Implementation
Achievement of outcomes in the strategy focus areas of internal relationships, continuous
improvement, value, culture and communications, with the overarching goal of enriching
service and creating value together with other departments.
CS47
Internal Audits & Service Reviews
Oversee development and internal support for annual corporate-wide service improvement
work plan. Help protect the City’s assets and interests through evaluating the effectiveness
of governance, risk management processes, efficiency, controls and compliance, and quality
of performance in carrying out responsibilities to achieve City goals and objectives. Deliver
on annual FCS service improvement plan to enhance effectiveness, efficiency and perceived
value of department services.
CS48
Employee Culture Survey
Comprehensive and organization wide survey data on employee engagement and alignment
with our People Plan. Drivers of employee engagement identified. Work plans informed by
the survey data to be developed and implemented to increase employee engagement.
CS49
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 year strategy for culture
improvement.
CS50
Improved Mobile Computing
Improved mobile computing capabilities will allow business areas to leverage our
technology offerings and improve the efficiency of their staff, allowing them to spend less
time in the office, reduce travel and improve data collection and data quality. It will also
enable better customer service by closing the loop on service request status information.
CS51
Business Intelligence
Business Intelligence tools and functionality will be rolled out starting in 2016, and will
enhance business units’ ability to effectively capture, leverage and report on data that is
critical to operate their business.
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APPENDIX B: 2017 Proposed Changes
1.NEW STRATEGIC ACTIONS TO BE ADDED
OPENGOVERNMENT
ProjectName:ID#OG15
CommunityEngagementPolicy
LeadDivision:OfficeoftheCAO Start:2017 End:2017
Description:DevelopmentofaCouncilpolicyforCommunityEngagementthatprovidesdirectionandguidanceto
ensurethatresponsibilitiestoeffectivelycommunicate,consultandengagethecommunityarefulfilled.
2017Budget:No StrategicPriority:OpenGovernment1.3
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#OG16
CommunityEngagementPlans,ToolsandResources
LeadDivision:OfficeoftheCAO Start:2017 End:2018
Description:Developmentofcommunityengagementplans,tools,templatesandresourcestosupportstaffin
effectivelyinformingandengagingcitizens.
Budget:No StrategicPriority:OpenGovernment1.3
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#OG17
CommunityEngagementTraining
LeadDivision:OfficeoftheCAO Start:2018 End:2019
Description:Developmentofspecializedcommunityengagementtrainingforstaffthatfeaturestopicssuchas
buildingeffectivecommunityengagementplans,surveyandquestiondevelopment,effective
engagementtechniquesandmore.
Budget:No StrategicPriority:OpenGovernment1.3
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#OG18
ReviewandUpdateofCorporateDigitalMediaStrategy
LeadDivision:Communications&Marketing Start:2017 End:2018
Description:CompleteareviewoftheĭƚƩƦƚƩğƷźƚƓƭonlinecommunicationstrategyandevaluateagainstcurrent
bestpracticestoensurethattheĭźƷǤƭonlinecommunicationsareefficientandeffectiveinconnecting
withcitizensabouttheprograms,servicesanddecisionsthataffectthem.
Budget:No StrategicPriority:OpenGovernment1.4
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#OG19
OnlineCustomerServicePortal
LeadDivision:OfficeoftheCAO Start:2017 End:Ongoing
Description:InitialworkwillfocusonbringingadditionalcityservicesalreadysupportedbyCRMonlineandbuilding
processestobringnewservices/businesslinesoninthefuture.Includesthe2018developmentof
prioritizedinventoryofnewcityserviceareastobeservedbythecorporatecontactcentre/CRM/online
portal.
Budget:BudgetIssuePaperOp04ΑImplementingCustomer StrategicPriority:OpenGovernment1.4
RelationshipManagement
CouncilApproved:ķķΉƒƒΉǤǤ
3 - 29
APPENDIX B: 2017 Proposed Changes
STRONGANDRESILIENTECONOMY
ProjectName:ID#EC19
KitchenerMarketStrategyImplementationPlan
LeadDivision:EconomicDevelopment Start:2016 End:2017
Description:TheKitchenerMarketwillbedeliveringaImplementationplaninearly2017thatwilladdresshowwe
plantodeliverthestrategyapprovedbycouncilOctober2016.
Budget:BudgetIssuePaperOp05ΑImplementingtheKitchener
StrategicPriority:Economy2.4
MarketStrategicPlan
BudgetIssuePaperCap05ΑEconomicDevelopment
ReserveProjection
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#EC20
CreativeHub
LeadDivision:EconomicDevelopment Start:2016 End:2017
Description:Extensivecommunityengagement,locationalreviewandeconomicdataanalysisisinprogressto
articulatetherequirementforaffordablespace,entrepreneurialservices,networkingandprofessional
developmentcentralizedinaͻĭƩĻğƷźǝĻŷǒĬͼinKitchener.Avarietyofspaceswillbeevaluatedto
respondtotheneedsofcreativeindustriestogrowandthriveinthecity.
Budget:BudgetIssuePaperCap05ΑEconomicDevelopment StrategicPriority:Economy2.1
ReserveProjection
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#EC21
CityHallOutdoorSpacesImplementationPlan
LeadDivision:FacilitiesManagement Start:2017 End:2017
Description:DevelopafundingandimplementationplantoaddresscriticalinfrastructurerepairsfortheCityHall
outdoorspacesandconcurrentworktoimprovethefunctionalityofCarlZehrSquareforpublicevents
programming.
Budget:Yes$500,000addedto2017capitalbudget StrategicPriority:Economy2.5
CouncilApproved:ķķΉƒƒΉǤǤ
SAFEANDTHRIVINGNEIGHBOURHOODS
BeeCityCanadaInitiative
ProjectName:ID#NB41
LeadDivision:OpsΑEnvironmentalServices Start:2017 End:2017
Description:InvestigateandreporttotheEnvironmentalCommitteeonthebenefitsandfeasibilityofKitchener
becomingaBeeCityCanadaaffiliateandhowsuchanaffiliatecoordinateswithanycurrentandplanned
CityinitiativestosupportpollinatorsinKitchener.
Budget:No StrategicPriority:Neighbourhoods3.6
CouncilApproved:ķķΉƒƒΉǤǤ
DoonPioneerParkCommunityCentreExpansionΑDesignand
ProjectName:ID#NB42
Construction
LeadDivision:CommunityProgramsandServices Start:2017 End:2018
Description:UponcompletionoftheBusinessCase,anarchitectwillbesourcedandacquiredtodesignandbuildthe
expansion.
Budget:No StrategicPriority:Neighbourhoods3.1
CouncilApproved:ķķΉƒƒΉǤǤ
3 - 30
APPENDIX B: 2017 Proposed Changes
ID#NB43
ProjectName:HeritageBestPracticesImplementation
LeadDivision:Planning Start:2017 End:2018
Description:InfollowuptoReportCSD1508whichrecommendedthedevelopmentofavarietyofbestpractices
regardingtheconservationofculturalheritageresources.
Budget:No StrategicPriority:Neighbourhoods3.3
CouncilApproved:ķķΉƒƒΉǤǤ
ID#NB44
ProjectName:CommunityCentreAuditImplementation
LeadDivision:CommunityProgramsandServices Start:2017 End:2019
Description:Thecommunitycentresectionwentthroughasignificantauditwithimmediate,shortterm,midterm
andlongtermrecommendations.Reviewandimplementationoftheserecommendationswillconsistof
asubstantialbodyofwork.
Budget:No StrategicPriority:Neighbourhoods3.6
CouncilApproved:ķķΉƒƒΉǤǤ
ID#NB45
NeighbourhoodStrategyImplementation
ProjectName:
LeadDivision:CSDAdministration Start:2017 End:Ongoing
Description:Achievementofrecommendationsinthestrategyfocusareasofgreatplaces,connectedpeopleand
workingtogether,withthevisionofhelpingneighboursconnectandworktogethertodogreatthingsin
theirneighbourhoods.
Budget:YesΑrepurposingexistingfunds StrategicPriority:Neighbourhood3.1
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#NB46
AutomatedSpeedCameraProgramforTrafficCalming
LeadDivision:TransportationServices Start:2018 End:2019
Description:SubjecttothepassingofnewProvinciallegislationrelatedtospeedcameras,stafftoinvestigatethe
potentialuseofthistechnologytoaddressspeedingconcernsinschoolzones.
Budget:No StrategicPriority:Neighbourhoods3.2
CouncilApproved:ķķΉƒƒΉǤǤ
SUSTAINABLEENVIRONMENTANDINFRASTRUCTURE
ProjectName:RecyclingServicesinParks&Trails ID#SE22
LeadDivision:OpsΑEnvironmentalServices Start:2018 End:2019
Description:Reviewofprovisionsofrecyclingservicesfortrailsandparks.Theinitiativewillidentifyrequired
resourcestoofferrecyclingfacilitiesandreportbacktoCouncilwithoptions.
Budget:No StrategicPriority:Environment4.3
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:IronHorseTrailImprovementStrategy(PriorityC:SouthSection)ID#SE23
LeadDivision:OpsΑEnvironmentalServices Start:2018 End:2019
Description:ImprovementstotheSouthSectionoftheIronHorseTrailwillincludeitemssuchastrailpavingand
widening,improvedtrailroadcrossingsandwayfindingsigns,additionalseatingandgarbagebins,as
wellasenhancednaturalizationandlandscaping.
Budget:BudgetIssuePaperCap10ΑIronHorseTrail(SouthSection)StrategicPriority:Environment4.4
CouncilApproved:ķķΉƒƒΉǤǤ
3 - 31
APPENDIX B: 2017 Proposed Changes
EFFECTIVEANDEFFICIENTCITYSERVICES
ProjectName:ID#CS52
ShoppingCartManagementPlanBylaw
LeadDivision:ByLawEnforcement Start:2017 End:2017
Description:Investigateoptionstorequireanybusinessthatprovidesshoppingcartstoitscustomershavea
ͷ{ŷƚƦƦźƓŭCartManagementtƌğƓͲwhichwouldsetoutdemonstrablemeasurestopreventthe
unauthorizedremovalofshoppingcartsfromtheƚǞƓĻƩƭpremisesand/orretrievalofabandonedcarts.
Budget:No StrategicPriority:CityServices5.2
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#CS53
NegotiationofAnimalControlServicesContract
LeadDivision:ByLawEnforcement Start:2017 End:2017
Description:Investigateoptionsavailableforanimalcontrolservicesandlicensing.CurrentcontractendsDec2017.
Budget:No StrategicPriority:CityServices5.2
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#CS54
ParkingPaymentTechnologies
LeadDivision:TransportationServices Start:2017 End:2017
Description:Areviewofnewtechnologiesrelatedtopaymentoptionsforourparkingfacilities,withamandateto
incorporatemoreuserfriendlypaymentoptions(ie.PayByMobile).
Budget:No StrategicPriority:CityServices5.2
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:AMANDA7andPublicPortalReview ID#CS55
LeadDivision:Building Start:2017 End:2018
Description:TheAMANDAsoftwaresystemrequiresasignificantupgrade;AMANDA7.Priortoimplementation,
testingofscriptsandsetupofsecuritygroupsandreportingtoolsisnecessary.Theexistingpublicportal
isintegraltothecorebusiness.Theprojectwillincludereviewingtheexistingpublicportalincluding
othersoftwareoptions.
Budget:No StrategicPriority:CityServices5.2
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#CS56
AdministrativeMonetaryPenaltiesStrategy(AMPS)
LeadDivision:ByLawEnforcement Start:2017 End:2018
Description:ResearchanddevelopmentofremovingtheparkingticketprocessfromtheRegionalCourtHouseand
implementinganinternalprocessthatcouldbesharedwithWaterlooandCambridge.
Budget:No StrategicPriority:CityServices5.2
CouncilApproved:ķķΉƒƒΉǤǤ
ID#CS57
InstallationofActiveNetRecreationManagementSoftware
ProjectName:
LeadDivision:Sport Start:2017 End:2018
Description:Implementationandrolloutofanewwebbasedsystemacrossthecorporationthatwillmeet
recreationandsportsmanagementrequirements,facilityrentalactivityandparticipantmanagementas
wellasprovidepointofsaleoptions,aspartofajointinitiativewiththeCityofWaterloo,Cityof
Cambridge,TownshipofWilmotandTownshipofWellesley.
Budget:No StrategicPriority:CityServices5.2
CouncilApproved:ķķΉƒƒΉǤǤ
3 - 32
APPENDIX B: 2017 Proposed Changes
ProjectName:ID#CS58
RevenueComprehensiveServiceReviewActionPlanand
Implementation
LeadDivision:Revenue Start:2017 End:2018
Description:DevelopandimplementanactionplantorespondtotheRevenuecomprehensivereviewkeyfindings
andrecommendations.
Budget:No StrategicPriority:CityServices5.2
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#CS59
ParklandDedicationPolicyUpdate
LeadDivision:OpsΑEnvironmentalServices Start:2017 End:2018
Description:ComprehensivereviewandupdateofthecurrentParklandDedicationPolicyrelatedtoacquiring
parkland(orcashinlieupayment)throughdevelopmentapplications.
Budget:No StrategicPriority:CityServices5.4
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#CS60
UtilityMeterMobileWorkforceManagementSystem(MWMS)
LeadDivision:Utilities Start:2017 End:2019
Description:Sourceahighlyconfigurableandflexiblemobileworkforcemanagementsolutiontofacilitateinfield
managementofavarietyofgasandwaterrelatedlegislatedactivities.Theproposedsolutionwill
replacethecurrentpaperbasedsystems,integratethroughSAPserviceordersandCityworkswork
ordersallowingdispatcherstoinputintoaqueueofworkplansdeliveredtostaffbymobiledevices
throughtheMWMS.
Budget:Yes$425,000addedto2017capitalbudget StrategicPriority:CityServices5.2
CouncilApproved:ķķΉƒƒΉǤǤ
ProjectName:ID#CS61
ReplacementofFireDepartmentDispatchSystem
LeadDivision:Fire Start:2018 End:2019
Description:Replacethecurrentcomputeraideddispatch(CAD)systemasthesystemisapproachingtheendofits
lifecycle.
Budget:BudgetIssuePaperCap07ΑReplacementofFireService StrategicPriority:CityServices5.2
DispatchSystem
CouncilApproved:ķķΉƒƒΉǤǤ
3 - 33
APPENDIX B: 2017 Proposed Changes
2.STRATEGIC ACTIONS TO BE REMOVED
COMMUNITYSERVICESDEPARTMENT
ID#NB25
ProjectName:NeighbourhoodMatchingFundsGrantPilotReview
LeadDivision:CommunityProgramsandServices Start:2018 End:Ongoing
Description:ApartnershipwithUnitedWayofKitchenerWaterlooandArtsandCulturesection.The3yearpilot
projectwillbecomingtoconclusionattheEnd:of2017.Areviewofthesuccessesand
recommendationsforthefuturetobeprovided,includingfunding.
Reason::HandledthroughtheNeighbourhoodStrategy.StrategicPriority:Neighbourhoods3.1
CouncilApproved:ķķΉƒƒΉǤǤ
ID#OG13
ProjectName:EnhancedCustomerExperienceattheAud
LeadDivision:Sport Start:2018 End:Ongoing
Description:ImprovetheexperienceandsafetyofthecustomersutilizingTheAud&ArenasbyimplementingPhase
IIoftheBehaviouralProcedures.
Reason:Movedtocoreservice.StrategicPriority:OpenGovernment1.5
CouncilApproved:ķķΉƒƒΉǤǤ
FINANCE&CORPORATESERVICESDEPARTMENT
ID#CS13
ContractsProcessReview
ProjectName:
LeadDivision:Legal Start:2017 End:2019
Description:Contractsprocessreview:Reviewtheprocessforcontractsdevelopmentincludinginitiation,timing,
procedureandtimeliness,toimproveeffectivenessandclarifyrolesandresponsibilities.
Reason:ProjectwascancelledinAugust2016statusupdate StrategicPriority:CityServices5.2
duetolackofstaffresourcing.
CouncilApproved:ķķΉƒƒΉǤǤ
ID#CS39
InternetVoting
ProjectName:
LeadDivision:LegislatedServices Start:2017 End:2019
Description:Examinethefeasibilityofusinginternetvotingaspartofthesuiteofvotingoptionsforthe2018
election.
Reason:WorkwillbecombinedwithCS402018Electionas
StrategicPriority:CityServices5.2
partofanumberofthingstobereviewedfor
feasibility.
CouncilApproved:ķķΉƒƒΉǤǤ
INFRASTRUCTURESERVICESDEPARTMENT
ID#NB40
ProjectName:SchoolZoneSpeedReduction(2014councilpriority)
LeadDivision:TransportationServices Start:2015 End:Ongoing
Description:Workincollaborationwithlocalschoolboardstoimplementtheschoolzonespeedreductionpilot
programcitywide.
Reason:Thisstrategicinitiativehasbeenapprovedand StrategicPriority:Neighbourhoods3.2
implementedonapermanentbasis.
CouncilApproved:ķķΉƒƒΉǤǤ
3 - 34
APPENDIX C: Projects That Have Been Delayed
Planned Updated
Dept
Project
End Date End Date
April Status Update
NB3CommunityGardensProgram
INS 2016 2017
Reason:DuetokeyvacancyintheOperationsdepartment,projecthas
beendelayed.
CS18ElectronicAgendaManagement
FCS 2017 2018
Reason:CLTapprovedextendingtimelinewithimplementationplan
presentedinearly2016.
August Status Update
CAO 2016 2018
NB13SustainableDevelopmentFeasibilityStudy
Reason:Projectisnowatwophaseproject,Kitchenercomponentisin
phase2whichwillnotbecompletedthisyear.
CSD 2016 2017
NB1NeighbourhoodStrategy
Reason:Thequantityanddepthoftheinformationgatheredthroughthe
engagementprocessesrequiresmoretimetoanalyze.
CAO 2016 TBD
EC1Arts&CultureStrategy
Reason:EnddatemovedasresultofArtsHubproject.
CS31ComprehensiveReviewofBusinessLicensing
FCS 2016 2017
Reason:KeyvacancyhasresultedinreportgoingtoCouncilatalater
date.
CS29PurchasingBylawRevision
FCS 2016 2017
Reason:ToallowalignmentwiththeƦƩƚǝźƓĭĻƭbroaderpublicservice
procurementdirective.
NB5PublicInterestinHiddenValley
INS 2016 2017
Reason:Keyvacancyhasresultedinthisprojectbeingputonholdand
thereforetheenddatehasbeenpushedoutfurtherintothefuture.
NB10UpperCanadaDistrictParkMasterPlanΑPriority1
Reason:UpperCanadaParkhasbeenshiftedtocompletionin2018to
INS 2017 2018
allowtimetoconfirmdiamondneedsbasedonrecent(2016)demandfor
balldiamonds.
NB18CompleteStreetsPolicy
Reason:Asaresultofpendingupdatestovariousmasterplanswithin
INS 2016 TBD
transportation,anactivetransportationplanwillbedeveloped.This
projectwouldbephase1ofthatplan.
December Status Update
CAO 2017 2018
SE4CorporateClimateActionPlan
Reason:Itwilltakelongerthanoriginallyexpectedtoprepareadetailed
listofactions,withfundingsourcesandtimelinestoreduceCorporate
GHGemissions.Itwouldmakesensetoalignthetimingofthisplanwith
developmentoftheSustainabilityPlanrequiredbytheRegional
SustainabilityInitiative.
3 - 35
APPENDIX C: Projects That Have Been Delayed
Planned Updated
Dept
Project
End Date End Date
CSD 2018 2019
NB26UrbanDesignManual
Reason:Thescopeofworkhaschanged.
CSD 2016 2017
CS3ResponsiblePetOwnershipStrategy
Reason:Theprojecthasbeendelayedtoallowmoretimeforpublic
engagement.
CSD 2016 2017
CS4KMAC:LongTermPlanningfortheFuture
Reason:Theprojectiscarryingoverto2017asaresultofreprioritizing
workin2016.
CSD 2016 2017
CS6FiveYearFireMasterPlan
Reason:Indepthanalysisofthedatarequiresmoretimetocomplete.
CS9LongTermFinancialPlan
FCS 2016 2017
Reason:Scopeofprojecthasincreasedtoincludemoredetailedanalysis
thanoriginallyplanned.
CS38ReviewofComprehensiveReserveFundPolicy(startdatechange)
FCS 2017 2018
Reason:StartyeardelayedtoallowcompletionofLongTermFinancial
Planproject.
CS10ImplementationofGHS
FCS 2016 2017
Reason:Toallowresponsetorecentlyapprovedlegislation.
EC7Broadband&FibreOpticInfrastructure
Reason:Projectwillnotbedonein2017andrequiresadditionalscoping,
FCS 2017 2018
timeandassessment;in2018thedatewillbereassessedand/oritmay
spinoffintonew/differentimplementationprojects.
CS7ParkingBusinessPlanReview
Reason:Theconsultantparkingstudywasrecentlyreceivedlaterthan
INS 2016 2017
expected.FurtherfollowupwithotherCityworkareasisrequiredto
finalizethisplan.
NB6DevelopmentofAlternative(lowcost)TrafficCalmingOptions
Reason:WiththerecentdevelopmentofaNeighbourhoodStrategyin
CSD,alongwithitsanticipateddirectrelationshipwithproposed
INS 2016 2017
neighbourhoodtrafficcalming,wewishtoensureaconnectionbetween
ourproposedAlternativeTrafficCalmingOptionsandtheNeighbourhood
Strategy.
NB17DoonPioneerSkatePark
Reason:TheDoonPioneerSkateParkhasbeencombinedwiththeUpper
CanadaParkimprovementsastheoverallparkgradingplanincorporates
INS 2017 2018
theSkateParkarea.UpperCanadaParkhasbeenshiftedtocompletionin
2018toallowtimetoconfirmdiamondneedsbasedonrecent(2016)
demandforballdiamonds.TheDoonPioneerSkateParkprojecttiming
hasbeenrealignedtomatchthetimingforUpperCanadaPark.
3 - 36