HomeMy WebLinkAboutFCS Agenda - 2017-10-30
Finance & Corporate Services Committee
Agenda
Monday, October 30, 2017
Office of the City Clerk
1:30 p.m. - 3:00 p.m.
Kitchener City Hall
nd
200 King St.W. - 2 Floor
Council Chamber
Kitchener ON N2G 4G7
Page 1 Chair - Councillor S. Davey Vice-Chair - Councillor D. Schnider
Consent Items
The following matters are considered not to require debate and should be approved by one motion in
accordance with the recommendation contained in each staff report. A majority vote is required to discuss any
report listed as under this section.
1. FCS-17-173 - Housekeeping Amendments to By-law 2014-138 (Responsible Dog Ownership By-law)
and By-law 2014-142 (Dog Designations By-law)
Please note: any recommendation arising from the Committee regarding this matter will be
considered at the Special Council meeting scheduled for later this same date
-law, delegations are permitted to address the Committee for a maximum of
5 minutes.
None
2. FCS-17-171 - 2018 User Fees (45 min)
3. FCS-17-179 - 152 Shanley Street - Tax Sale (15 min)
CAO-17-025 - Business Plan Status Update - August 2017
Unfinished Business List
Jeff Bunn
Manager, Council & Committee Services/Deputy Clerk
** Accessible formats and communication supports are available upon request. If you require assistance to
take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: October 30, 2017
SUBMITTED BY: Jennifer Sheryer (519) 741-2200 x7265
PREPARED BY: Jennifer Sheryer (519) 741-2200 x7265
WARD(S) INVOLVED: All
DATE OF REPORT: October 4, 2017
REPORT NO.: FCS-17-173
SUBJECT: Housekeeping Amendments to By-law 2014-138 (Responsible
Dog Ownership By-law) and By-law 2014-142 (Dog Designations
By-law)
___________________________________________________________________________
That the draft by-law to amend By-law 2014-138attached to Report #CRPS-17-173
be enacted, and further
That the draft by-law to amend By-law 2014-142 attached to Report #CPRS-17-173
be enacted.
BACKGROUND:
Currently the City requires our animal services provider, The Animal Welfare Agency
to hold a dog that is picked up or turned in for five working
days before it is considered owned by AWASCO and can be placed with a new family.
Although legislation only requires this holding period to be three days, the City
increased it several years ago in hopes of reuniting more stray dogs with their owners.
AWASCO has informed the City that the increased holding period has had a very
minimal impact on the number of dogs that are returned to their owners but has resulted
in increased expenses. Additionally, AWASCO feels that holding dogs for five working
days creates unnecessary stress on them and prevents AWASCO from being able to
start the adoption process sooner.
At its meeting on September 25, 2017, Council directed staff to seek approval of the
Director as designated by the Minister of Agriculture, Food and Rural Affairs to change
the redemption period for dogs back to the statutory minimum of three days.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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Staff also wish to take this opportunity to update the name of our animals services
provider in our Responsible Dog Ownership and Dog Designations By-laws and to have
both by-laws added to The City of Kitchener Municipal Code.
REPORT:
request to reduce the redemption period back to the statutory
minimum. Dr. Leslie Woodcock, the Director under the Animals for Research Act for the
Ministry of Agriculture, Food and Rural Affairs received this request. She responded
very quickly and approved the change requested by the City.
In light of this approval, the City is now able to amend its by-law to implement the
reduced redemption period in accordance with the minimum statutory requirements.
Additional Administrative Amendments
Staff has also been informed that The Animal Welfare Agency South Central Ontario is
now the legal name of the former Kitchener-Waterloo and North Waterloo Humane
Society. As the Responsible Dog Ownership by-law is being amended, staff wishes to
take this opportunity to also update the by-law to refer to the proper legal name of
AWASCO.-
law.
Neither the Responsible Dog Ownership By-law nor the Dog Designations By-law is
currently in The City of Kitchener Municipal Code. Staff has received requests for the
by-law and wish to ensure the public can access the by-laws easily. Accordingly, the
amending by-laws will also direct staff to place both by-laws in The City of Kitchener
Municipal Code.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
This report aligns with Community Priority: Effective and Efficient Services as contained
FINANCIAL IMPLICATIONS:
The City committed to working to implement this change as part of the recent contract
negotiations with AWASCO. This change will allow AWASCO to operate more
efficiently and maximize its capacity for animals by placing adoptable animals in a more
timely fashion.
COMMUNITY ENGAGEMENT:
INFORM
advance of the council / committee meeting.
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ACKNOWLEDGED BY: Michael Goldrup, Interim Deputy CAO, Finance and Corporate
Services
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BY-LAW NUMBER
OF THE
CORPORATION OF THE CITY OF KITCHENER
(Being a by-law to amend the Responsible Dog Ownership
By-law 2014-138.)
WHEREAS it is deemed expedient to amend By-law 2014-138;
AND WHEREAS the Director under the Animals for Research Act at the
the redemption period as set out herein;
AND WHEREAS the Kitchener-Waterloo North Waterloo Humane Society
has changed its name to The Animal Welfare Agency South Central Ontario;
NOW THEREFORE the Council of the Corporation of the City of Kitchener
enacts as follows:
1.By-law 2014-138 is hereby amended by deleting the definition
and substituting the following therefor:
means The Animal Welfare Agency South Central
Ontario which was formerly known as the Kitchener-Waterloo and North Waterloo
Humane Society mane
and shall include
2.By-law 2014-138 is hereby amended by deleting t set out in
section 1 and substituting the following therefor:
officer, a by-law officer, an
employee of the animal services provider, an agent or inspector appointed pursuant
to the Ontario Society for the Prevention of Cruelty to Animals Act, R.S.O. 1990, c.,
O.36, and a member of the Waterloo Regional Police Servic
3.By-law 2014-138 is hereby amended by deleting the definition
set out in section 1 and substituting the following therefor:
4.By-law 2014-138 is hereby amended by deleting the contents of subsection 43 (i)
and substituting the following therefor:
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2
5.By-law 2014-138 is hereby amended by deleting the contents of Section 49 and
substituting the following therefor:
any dog seized for running at large for the minimum redemption period specified
by legislation
6.By-law 2014-138 is hereby amended by inserting the following section thereto:
The Clerk of the City is hereby directed to make this by-law a part of The
City of Kitchener Municipal Code by adding it to the Concordance and arranging
and numbering it as Chapter 530 so as to fit within the scheme of the Code.
PASSED at the Council Chambers in the City of Kitchener this day
of , A.D. 2017.
_____________________________________
Mayor
_____________________________________
Clerk
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BY-LAW NUMBER
OF THE
CORPORATION OF THE CITY OF KITCHENER
(Being a by-law to amend the Dog Designations By-law 2014-
142.)
WHEREAS it is deemed expedient to amend By-law 2014-142;
AND WHEREAS the Kitchener-Waterloo North Waterloo Humane Society
has changed its name to The Animal Welfare Agency South Central Ontario;
NOW THEREFORE the Council of the Corporation of the City of Kitchener
enacts as follows:
1.Section 1 of By-law 2014-142 is hereby amended by deleting the definition of
and substituting the following therefor:
means The Animal Welfare Agency South Central
Ontario which was formerly known as the Kitchener-Waterloo and North Waterloo
Humane Society and is still commonly r
and shall include
2.Section 1 of By-law 2014-142 is hereby amended by deleting the definition of
substituting the following therefor:
a municipal law enforcement officer, a by-law officer, an
employee of the animal services provider, an agent or inspector appointed pursuant
to the Ontario Society for the Prevention of Cruelty to Animals Act, R.S.O. 1990, c.,
O.36, and a member of the Wa
3.Section 1 of By-law 2014-142 is hereby amended by deleting the definition of
substituting the following therefor:
es
4.By-law 2014-142 is hereby added by inserting the following section thereto:
The Clerk of the City is hereby directed to make this by-law a part of The
City of Kitchener Municipal Code by adding it to the Concordance and arranging
and numbering it as Chapter 531 so as to fit within the scheme of the Code.
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2
PASSED at the Council Chambers in the City of Kitchener this day
of , A.D. 2017.
_____________________________________
Mayor
_____________________________________
Clerk
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R
EPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: October 30, 2017
SUBMITTED BY: Ryan Hagey, Director of Financial Planning
519-741-2200 Ext 7353
PREPARED BY: Debra Fagerdahl, Manager of Financial Planning
519-741-2200 Ext 7114
WARD(S) INVOLVED: All
DATE OF REPORT: October 18, 2017
REPORT NO.: FCS-17-171
SUBJECT: 2018 User Fees
______________________________________________________________________
RECOMMENDATION:
THAT the proposed fees and charges contained in the 2018 User Fee Schedule attached
to Finance and Corporate Services Department Report FCS-17-171 be approved; and,
THAT Legal Services staff be directed to prepare the necessary by-laws to amend The
City of Kitchener Municipal Code Chapters for fees and charges pertaining to licensing,
planning applications, building permits and Committee of Adjustment applications.
BACKGROUND:
A comprehensive review of fees and charges forms part of the annual budget process. Council
normally approves a new fee schedule each fall to provide time to secure Provincial approvals
and by-law amendments before fees are increased effective the beginning of the following year.
Fees and charges are used by municipalities as an alternative to fully funding various programs
and services through property taxes. Fees and charges are often used for programs and
services where customers have a choice whether or not to use them and, for this reason, the
use of fees and charges tends to be favoured over property taxes alone.
REPORT:
A comprehensive schedule of proposed fees and charges is attached to this report. The fee
schedule includes hundreds of existing fees as well as a small number of new fees (all new fees
are indicated in the schedule). Utility rates are not included in this schedule as they are finalized
as part of the annual budget process.
*
** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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When setting individual rates, departments consider a range of factors including cost recovery,
legislation, rates of other municipalities and market conditions. For 2018, departments were
provided with a guideline to increase fees and charges by 2%, approximating the rate of
inflation. Failure to adjust user fees to cover inflationary impacts would shift program costs to
the property tax base and necessitate property tax increases above the rate of inflation.
In general, fees are increasing by the guideline amount, or something close to it. Some fee
increases differ from the guideline in order to come to a rounded amount (e.g. nearest $0.25,
$1, or $5). The table below breaks down the change in fees into different categories. This
breakdown shows the majority of fees (950) are increasing by an amount close to the guideline,
while the next largest category is fees being held flat (183).
Summary of Change in User Fees Compared to Prior Year
Fee change# of Fees
Fee decrease (i.e. less than 0%) 33
No change (i.e. 0%) 183
Between 0% - 1.5% 30
Between 1.5% - 2.5% 950
Greater than 2.5% 70
New fee 2
3
T
he remainder of the report highlights fee changes that differ from the inflationary guideline.
Highlighted Fee Changes
Aquatic Programs (fees 79 - 228 on the detailed fee schedule)
Some fees have not been increased in order to remain comparable to the surrounding
municipalities.
Community Programs & Services (fees 229 - 450 on the detailed fee schedule)
Kitchen fees are lower than the recommended 2% to reflect the type and use of space.
Licensed event fees have been held flat or reduced to be comparable to industry pricing. Some
new fees have been added for:
· A new program room (#4) at the Forest Heights Community Centre (fee 327)
· Books of 20 tickets for Pay As You Play programming (fees 428 & 431)
· Private (fees 434-436) and semiprivate (fee 438-440) programs based on demand
Cemeteries (fees 451 - 665 on the detailed fee schedule)
Some of the Cemetery fees differ from the 2% guideline in order to remain within a comparable
range with other municipal cemeteries. Many of the fees are legislated or based on cost
recovery and therefore will not always align with the target increase. Some new fees have been
added for:
· An arbour tree columbarium unit (fee 541)
· Memorial benches including a bronze plaque (fee 651)
· Same lot burials when used for urns (fees 662 & 665).
Golf Fees (fees 666 - 712 on the detailed fee schedule)
Golf cart rental fees have been held flat (fees 699-705) in order to remain comparable with
competitors in the industry. Some other increases differ from the guideline to arrive at rounded
prices.
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K
MAC (fees 713 - 764 on the detailed fee schedule)
The fee for shinny hockey (fee 738) and admissions (fees 740 - 743) have not been increased
to be comparable with industry rates. Fee for affiliated track & field (fee 745) has a higher
increase to be comparable with other municipalities.
Sport Development (fees 765 - 773 on the detailed fee schedule)
The Budd Park Lounge Rental fee (fee 773) has not been increased to remain competitive.
Fire Fees (fees 774 - 855 on the detailed fee schedule)
Fire Paid Duty Special Events (fee 800)
A new user fee has been created to recover costs of a fire prevention staff as a result of the
demands placed on Fire related to mandatory inspections of special events from a
regulatory and fire safety perspective. The growth in recent years of for-profit commercial
special events has had an impact on divisional resources, as Kitchener has continued to
develop itself as a tourism friendly community. Fire prevention staff is also active in
supporting City sponsored special events. Kitchener Fire is looking to emulate a similar
process as Waterloo Regional Police who currently charge for paid duty officers.
Alarm Monitoring Residential (fees 819 - 820)
No increase is recommended for residential alarm monitoring fees. There is no justification
for an increase at this time. The program is service based, not profit based, and costs are
being covered at the recommended rates. The mandate is to provide service in highest risk
fire categories, which are the single family homes. Fire losses are significantly less in homes
that are monitored compared to homes that are not monitored. There is a community benefit
by keeping fee increases to a minimum.
Building (fees 975 - 1074 on the detailed fee schedule)
After reducing many building fees by 5% in 2017, the Building enterprise is proposing no
change to permit fees for the 2018 budget. The Director of Building met with the Waterloo
Region Home Builder Liaison Committee and the membership supported no change in permit
fees for 2018. Favourable results over the last few years have allowed the Building Stabilization
reserve fund to reach its target level so no increases are recommended at this time.
Legislated Services (fees 1134 - 1156 on the detailed fee schedule)
Committee of Adjustment (fees 1139 - 1145)
These fees have been increased to align the City with neighbouring municipalities and for
cost recovery due to increased staffing costs.
Minor Variance (fees 1140 - 1141)
These fees have been increased by an additional $25 in accordance with the Council
approved recommendation for sign notification as part of the Residential Intensification in
Established Neighbourhoods Study (see report CSD-17-009).
Commissioning of Non-City Related Documents (fee 1146)
This is a new fee that was created to align the Citys fee structure with that of neighbouring
municipalities.
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Lottery/Bingo License Fee (fee 1154)
The lottery license fee has been held at no increase. Lottery licensing fees are mandated by
the Alcohol and Gaming Commission of Ontario. The license fees are charged to charitable
and non-profit organizations who wish to hold lottery events in the City. Charitable and non-
profit organizations have experienced significant drops in lottery event revenues. As these
groups are raising much needed funds for many community programs, it is difficult to justify
higher license fees.
Death Registration (fee 1155)
The death registration fee has been held at no increase in order to maintain parity with
neighbouring municipalities. Increasing the 2018 death registration fee may result in a
substantial decline in the number of registrations processed and a corresponding revenue
loss to the City.
Revenue Fees (fees 1263 - 1279 on the detailed fee schedule)
Most Revenue fees have not been increased in order to maintain parity with neighbouring
municipalities.
Engineering (fees 1371 - 1504 on the detailed fee schedule)
Several of the Engineering fees differ from the 2% guideline as they have been either rounded
to the dollar or to the nearest five dollars for ease of payment. Fees that have changed for other
reasons include:
Water Service Fees 300mm (12) Road (fees 1466 1469)
A new fee has been added in order to accommodate larger diameter water pipe
installations.
Fire Hydrant installation by private contractor (fee 1473)
A new fee has been added for developers wanting to install their own fire hydrants. This
amount is held as a deposit, and is returned (less an administrative fee of 11%) once work
has been completed properly.
Transportation Planning (fees 1505 1508 on the detailed fee schedule)
Three new fees have been added to be consistent with area municipalities as detailed in report
INS-17-067.
Road Occupancy Permit (fee 1506)
This is a new fee that all contractors are required to pay to do work within a City roadway
right of way.
Roadway Closure (fee 1507)
This is a new fee that all contractors are required to pay when all or a portion of the City
roadway is closed.
Mobile Crane Operation (fee 1519)
This is a new fee that all contractors are required to pay when the operation of a crane is
required within a City roadway.
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Parking (fees 1509 1531 on the detailed fee schedule)
As presented during the 2017 budget, parking garage rates are recommended to remain flat for
2018 with modest increases of 1.5% on surface lots. The rationale for this change is fourfold:
1) The Citys parking rates are already the highest in the market;
2) Increasing rates further will only reduce market share as competitor pricing has
remained flat;
3) Increasing rates may negatively impact future development in the downtown core; and,
4) Reduction in the supply of parking due to development together with continued demand
for surface parking.
There are two exceptions to the above general increase.
Theatre Rates (fees 1522 - 1523 on the detailed fee schedule)
Effective September 2018, an increase from $7.50 to $8 for the regular theatre rate and
from $9 to $10 for the premium theatre rate is being proposed. The last increase to these
rates was in 2014 as the preference is to adjust periodically rather than have small
increases every year.
Electric Charging Station Rate (fee 1531)
This fee was previously $0.20/kwh and is being changed to an hourly rate of $0.50 for 2018.
Re-evaluating the parking supply/demand model and the pricing formula should occur after an
independent parking study in the fall of 2017, as well after assessing the impacts of the
implementation of the Light Rail Transit (LRT), as part of the 2019 and 2020 budget.
Utilities (fees 1532 1609 on the detailed fee schedule)
Water Heater Rentals (fees 1537 - 1569)
Market research has shown that customers prefer to receive a larger increase every few years as
opposed to small annual increases. Fees were last increased in 2015, and the 5% increase in
2018 approximates inflationary increases over the last three years. Kitchener Utilities remains a
very competitively priced water heater supplier in the local market.
FOLLOW UP FROM AUDIT COMMITTEE
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 proposed 2018 tax supported budget includes a 2% increase to user fees. Not all fees
would be increased by 2% as some fees are sensitive to factors like cost recovery, legislation,
rates of other municipalities, and market conditions.
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COMMUNITY ENGAGEMENT:
I
NFORM and CONSULT
This report has been listed on the Citys website. In addition, the finalized listing will be posted
on the Citys website subsequent to adoption by Council.
The Planning, Engineering and Building fees were reviewed with development industry
stakeholders at a Waterloo Region Homebuilders Liaison committee meeting with no objections
on Friday, September 15, 2017.
ACKNOWLEDGED BY: Michael Goldrup, Acting Deputy CAO, Finance and Corporate
Services
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REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: October 30, 2017
SUBMITTED BY: Joyce Evans, Director of Revenue & Deputy City Treasurer
519-741-2200 ext. 7895
PREPARED BY: Joyce Evans, Director of Revenue & Deputy City Treasurer
519-741-2200 ext. 7895
WARD(S) INVOLVED: All
DATE OF REPORT: October 19, 2017
REPORT NO.: FCS-17-179
SUBJECT: 152 Shanley Street Tax Sale
RECOMMENDATION:
That, upon the recommendation of the Treasurer, Council directs the following
with respect to 152 Shanley Street :
1.A Planning Division initiated neighbourhood charrette to be undertaken in the
first half of 2018 to develop a vision/criteria to be used as the foundation for a
City facilitated zone change and other possible planning approvals AFTER the
successful sale of the property and upon receipt of a bona fide redevelopment
proposal that meets the vision criteria;
2.Following the completion of the charrette Council authorizesthe write-off of
the interestthat has and will accrue on the outstanding property taxes with
respect to 152 Shanley Street up to the date the Noticeof the advertisement of
the property a second time under the tax sale processisto be sentto the
persons with a registered interest in the property;
3.Advertisement of the property a second time under the tax sale process
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
3 - 1
BACKGROUND:
In April and May this year, the City advertised the tax sale of 152 Shanley Street and it
was unsuccessful. The City received only one tender in the amount of $200,000 but this
was deemed non-compliant as it did not meet the minimum tender amount or
cancellation price per legislative requirements as at May 2017 which equaled
$1,086,116.41.
REPORT:
With a minimum 30 days notice to all persons with a registered interest in the property
as per the legislation, the City is permitted to offer the property for public sale by auction
or tender a second time within two years after the date of an unsuccessful public sale
(May 3, 2017).
Outstanding Taxes
One of the limited opportunities for Council of the local municipality to write-off all or a
portion of the taxes as uncollectible is following an unsuccessful tax sale, upon the
recommendation of the Treasurer.
As of October 2017 the current taxes, interest and principal, outstanding for 152
Shanley Street is $1,135,599 with the breakdown between interest and principal as
follows:
Arrears (Principal)$422,791
Interest Charges712,808
Balance Outstanding1,135,599
Writing off of the interest portion of the taxes, would make this property more appealing
for purchase. There has been renewed interest in this property expressed since the tax
sale failed so with a reduced minimum bid there is a greater potential that a second
advertisement of the property under the tax sale process may be successful. Staff
believes this is the best chance for redevelopment. There is the potential for a
Brownfield Tax Increment Equivalent Grant as well.
It is being recommended that the interest ($712,808),which has accrued and will
continue to accrue with respect to 152 Shanley Street, up to and including the date
Notice is to be sent to parties with a registered interest in the property, be written off.
There is a risk that property will be seen as a precedent for
dealing with other compromised sites with expectations for similar treatment. However,
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this is not the case as similar sites will be considered on a one off or individualized basis
as there may be different considerations that need to be assessed.
Site Constraints
In addition to the tax arrears and the fact that this property is contaminated, there are a
number of site constraints that impact the potential for redevelopment of this property
including Official Plan height restrictions, zoning and potential for heritage designation.
Staff feels a comprehensive approach is needed to address as many issues as possible
if this property is to be redeveloped.
The Planning Division has offered to conduct a neighbourhood charrette/workshop in
the community to brainstorm future uses that improve the potential for redevelopment
and establish a new community vision for the property, before this property is advertised
for tax sale a second time. The City would then release as part of the tax sale
advertisement, a copy of the new vision established through the charrette. Using the
vision then as the foundation the City would be receptive to any development proposal
that aligns with the vision and would facilitate a zone change and other possible
planning approvals if it receives a proposal that meets specified criteria.
Action
The Planning Division to undertake the charrette in the first half of 2018 as staff
are fully committed to other Council priorities at this time.
Following the charrette, all interest that accrued on the property up to the date of
notification being sent to those parties with a registered interest to be written off.
Notice to be sent out with at least 30 days notice.
Property to be advertised for sale, a second time under the tax sale process.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation in this report is an effective and efficient provision of city services
as it will ensure the responsible stewardship of public funds within a supportive policy
framework.
FINANCIAL IMPLICATIONS:
Under the Municipal Act, the City has the authority to write-off all or portions of the
principal and/or interest on a property after an unsuccessful tax sale. The recommended
write-off amount of approximately $712,808 plus any interest up to the date of
notification will be written off to the Allowance for Doubtful Accounts. There is sufficient
funding within the allowance for doubtful accounts to cover this write-off.
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COMMUNITY ENGAGEMENT:
INFORM h the agenda in
advance of the Standing Committee.
ACKNOWLEDGED BY: Michael Goldrup,Acting Deputy CAO, Finance and Corporate
Services
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REPORT TO: Finance & Corporate Services Committee
th
DATE OF MEETING: October 30, 2017
SUBMITTED BY: Laurie Majcher, Manager Strategy & Business Planning, 519-741-2200
ext.7817
PREPARED BY: Sinisa Savic, Interim Corporate Planning Advisor, 519-741-2200
ext.7268
WARD (S) INVOLVED: All Ward(s)
th
DATE OF REPORT: October 16, 2017
REPORT NO.: CAO-17-025
SUBJECT:Business Plan Status Update August 2017
__________________________________________________________________________________________
RECOMMENDATION:
For Information
BACKGROUND:
All of the action items from the Strategic Action Plan approved by Council on December 5,
2016 have been incorporated into the 2017 corporate Business Plan. The purpose of this plan
is to ensure that strategy drives our business. Having staff commitment to integrate this work
into the ongoing operation of the organization provides a management framework that creates
clarity and focus for following through on the promises made to the community in the c
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.
Accountability and resources have been assigned to carry out the plan, in accordance with the
approved 2017 budget, and work is already underway on those actions targeted for this year.
The status of projects on the Business Plan is reported to Council three times per year, and
progress for ongoing initiatives is reported annually at year-end.Ageneral summary of the
and key planned events for each project. The intention of sharing this information regularly
with council is to demonstrate full transparency and accountability on the commitments the
organization has made to the public through the plan.
The purpose of this report is to provide Council with the status of all active business plan
st
projects as of August 31, 2017. The status updates will illustrate the degree to which the
organization is making meaningful progress on strategic priorities and following through to
completion on projects that are started, while delivering on the day-to-day needs of the
community and responding to unanticipated demands along the way.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
IF1 - 1
REPORT:
There are 88 projects on the City of Kitchener 2017 Business Plan that were in progress
st
between May andAugust of this year. As of August 31,88% of all active projects are on
track to be completed as planned and 28 projects are expected to be completed by the end of
2017.Significant progress has already been made on a number of projects so far this year
with the following projects completed:
1.Residential Intensification in Established Neighbourhoods Study (NB07):On March
th
20, 2017,Council approved a studythatinvestigatedissues and providedoptions and
recommendations on how to address the increasing growth and intensification pressures in
many neighbourhoods. The recommendations identified from the studyfocus onresidential
zoningchanges,process enhancements and community engagement. A citizen guide to
intensification wasprovided with the deliverables of the study.
th
2.Canada 150 Wi-Fi Expansion (EC06): On May 16, 2016, Council Approved the request
to increase the purchase ecord for additional network
hardware to implement Wi-Fi across public locations as part of the Canada 150 grant
program. Funding was secured to implement a Wi-Fi network at numerous City of Kitchener
facilities including the Kitchener Memorial Auditorium, Victoria Park and McLennan Park.
The network has been implemented and has gone live at all locations.
th
3.Development of Alternative (low cost) Traffic Calming Options (NB06): On June 26,
2017 Council approved the commencement of a low cost/ seasonal traffic calming program
to be set in 2018 to alleviate speeding concerns until a formal traffic calming review takes
place. Through the program each Ward Councillor, in consultation with Transportation
Services staff, establishes two locations per ward to execute radar speed display signs to
help alleviate residential speeding concerns.
th
4.Update the Downtown Kitchener Action Plan (EC10): On June 26, 2017, Council
approved the updated Downtown Kitchener Action plan and its Strategic Priorities. Building
off of the 2012-2016 plan and with extensive consultation the strategic priorities that the
updated plan will follow will be centered around; Igniting the Downtown as platform for the
next generation of urban shops, restaurants, business & services, Foster heartfelt Urban
experiences and Championing a caring and collaborative community.
It is important to keep in mind that at any point in time it is normal and expected that up to 30%
of projects on the plan may run into unanticipated or uncontrollable circumstances that prevent
those projects from moving forward as planned. Since the consistent delivery of core service
to the public is the number one priority for the organization, capacity is often redirected from
projects to core service when unexpected vacancies occur for key positions or the workload
associated with meeting the demand for service go beyond what was expected at the time the
plan was approved.
The following projects are expected to experience minor delays and their end dates have been
adjusted. However, they are all expected to be completed by the end of 2017, including:
Community Gardens Program (NB03);Parking Payment Technologies (CS54);Parking
Business Plan review (CS07); Neighbourhood Property Standards Compliance Review and
IF1 - 2
Proactive By-Law Enforcement (CS20); and, PARTS Midtown RT Station Area Plan (NB08).
Four projects that are currently active have experienced more significant delays in progress,
and their end dates have been revised as follows:
Previous New
PROJECTEXPLANATION
End DateEnd Date
Dec Dec RFP process for Creative Hub was not
Arts and Culture Strategy (EC01)
20172018successful in finding suitable proposalswhich
has delayed this project
Long Term Financial Plan (CS09)Dec AugResource constraintsdue to main staff being
20172018required for other Corporate projects
E-Tendering(OG08)Dec Dec Implementation was staggered and more time
20172018will betaken to ensure new Purchasing By-
Law is followed
Iron Horse Trail Improvement Dec Aug Project needs to be re-tendered as original
Strategy (Priority A Central 20172018yielded no bids for work
Section (SE07)
st
A full listing of all active projects on the 2017 Business Plan and their status as of August 31,
2017 can be found in Appendix A.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
through the delivery of core service.
FINANCIAL IMPLICATIONS:
None
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.
ACKNOWLEDGED BY: Dan Chapman, Chief Administrative Officer
IF1 - 3
Appendix A
2017 Business Plan Status Update As of August 31, 2017
CAO's DEPARTMENT
Victoria Raab(519) 741-2200 ext. 7935
Corporate Communications & Marketing
OG18Review and Update Corporate Digital Media Strategy Status as of Aug 31st 2017:
ON TRACK
Aug-2018
Expected Completion:
Description:
Recent Progress:
Stakeholder interviews have been conducted. Existing strategy has
communication strategy and evaluate against
been reviewed and new objectives have been identified as well
approach defined. Research undertaken for potential tools to be used.
communications are efficient and effective in
Next Steps:
connection with citizens about programs,
Finalizing of final report and recommendations. Communicating report
services and decisions that affect them.
with stakeholders while beginning implementation of identified
recommendations.
Cory Bluhm(519) 741-2200 ext. 7065
Economic Development
EC01Arts & Culture Strategy Status as of Aug 31st 2017:
DELAYED
Dec-2018
Expected Completion:
Description:
Recent Progress:
Consult with stakeholders to develop a multi-
Significant consultation has been conducted through the Creative Hub
year plan for arts business and cultural vitality
process.
strategy including digital media, music, film
Next Steps:
design and emerging clusters.
1.Fine tune the vision for a creative hub based on the learnings from
the Request for Proposal (RFP) process and additional stakeholder
engagement 2. explore possible business models/partnerships for
establishing a creative hub 3.Further engagement with stakeholders
and potential partners relating to the vision and business model 4.
Report back to Council in Dec/Jan. Once a firm direction is
established for the Creative Hub, the process of developing the Arts
and Culture strategy will continue. The end date for this project has
been delayed from December 2017 to December 2018.
Status as of Aug 31st 2017:
EC04Special Events and Urban Vitality Strategy
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Development of a special events and urban
We have received more than 2,000 surveys back from the community
vitality strategy that supports the overall
through Engage Kitchener. Survey results have all been entered
objectives of the Kitchener Economic
online through the Engage portal and the results have been compiled.
Development Strategy.
Meetings with the Director of Economic Development have been set
to discuss utilizing the raw data obtained from the surveys and tying it
into the Make It Kitchener Strategy.
Next Steps:
Discussing with downtown development team on ways to coordinate
activities together considering the close relationship on many projects
within the downtown. Meeting with corporate communications on
digging deeper into the messaging behind the survey results.
IF1 - 4
Cory Bluhm(519) 741-2200 ext. 7065
Economic Development
Status as of Aug 31st 2017:
EC08Advanced Manufacturing Incubator
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Support the development of an advanced
Working in partnership with Communitech. The completed Deloitte
manufacturing incubator in Kitchener, offering
business plan will form part of the submission through the Federal
specialized accelerator programming for startup
manufacturers.
Q3. A strategic planning session was held in Q2 with various
community stakeholders to create a vision for the incubator.
Next Steps:
An application to the Federal Government's Innovation Supercluster
Funding for this initiative was submitted in July 2017. We will be
advised if we have been shortlisted in September 2017.
EC10Update the Downtown Kitchener Action Plan Status as of Aug 31st 2017:
COMPLETED
Aug-2017
Expected Completion:
Description:
Recent Progress:
The Downtown Kitchener Action Plan (2012-
Major public consultation completed (Shape DTK 2020) Strategic
2016) focuses on organizing City and BIA
priorities developed and endorsed by Council on June 26th, 2017.
programs, services and resources to leverage
Next Steps:
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.
EC19Kitchener Market Strategy Implementation Plan Status as of Aug 31st 2017:
COMPLETED
Aug-2017
Expected Completion:
Description:
Recent Progress:
The development of a strategy to map out the
Staff have developed a plan for actions that can be implemented
future role of the Kitchener Market in the
using existing resources. Any implementation items that require
community taking into consideration its
Council approved funding will be presented to council as part of the
contribution to quality of life, the local food
annual budget process.
economy and the overall vitality of Downtown
Next Steps:
Kitchener. Key stakeholders will be engaged
and recommendations will be presented to City
Council.
Status as of Aug 31st 2017:
EC22Creative Hub Implementation: RFP Process
COMPLETED
Dec-2017
Expected Completion:
Description:
Recent Progress:
The establishment of a Creative Hub to
Request for proposal (RFP) Process was undertaken and completed.
incubate and strengthen the growth of arts and
Unfortunately there were no successful proposals submitted. The
future direction for the Creative Hub will be addressed through the
Economic Development Strategy, Make it
Arts & Culture Strategy.
Kitchener was supported by Council in 2016.
Next Steps:
The implementation of this will involve an RFP
process to select an operator at the preferred
location of 44 Gaukel street.
IF1 - 5
Cory Bluhm(519) 741-2200 ext. 7065
Economic Development
Status as of Aug 31st 2017:
NB12Rockway Centre Partnership Development
ON TRACK
Dec-2019
Expected Completion:
Description:
Recent Progress:
Gather all relevant information to inform the
Options are being reviewed.
Request for Proposals process for the
redevelopment of the Rockway Centre into a
Next Steps:
medium-to-high density mixed use project.
NB24Neighbourhood Markets Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Explore options to increase the feasibility of
Started community engagement to understand the neighbourhoods
increasing the number of neighbourhood
market and to start building out a plan for the fall.
markets in the city, looking at options to provide
Next Steps:
increased support for community-led markets
To roll out a user friendly planning guide for residents.
and the potential for a neighbourhood mobile
farmers market.
Jana Miller(519) 741-2200 ext. 7231
Office of the CAO
OG07Customer Service Strategy - Phase 3 Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Focus on continuing to positively enhance the
The scope of this project focused largely on the acquisition and
customer service experience through creating
implementation of the Customer Relationship Management (CRM)
more convenient channels for customer
platform. CRM has been acquired and implemented.
access, improved tracking, monitoring and
Escalation/complaints management policy and guidelines have been
measuring of citizen requests. Scope includes
introduced to staff and will be developed into staff training module.
acquisition/implementation of new Customer
Online complaints form was introduced in July and is being used by
Relationship Management software, staff
citizens. CRM training for early adopter divisions is complete. Plan to
training on CRM, customization of its reporting,
prioritize next divisions to be brought on to CRM being developed.
and the development a standardized complaints
Next Steps:
escalation process for citizens.
This objective is largely complete. Next steps are to go beyond scope
of Phase 3 and initial CRM implementation to build needed
integrations with other corporate software that will support the
development of an online customer service portal. Discussions have
begun with appropriate staff. Future work will also revitalize progress
and focus on our E-Services Strategy.
Status as of Aug 31st 2017:
OG09Corporate-Wide Community Engagement Review
COMPLETED
Apr-2017
Expected Completion:
Description:
Recent Progress:
Complete a comprehensive review of the city's
engagement practices, processes and policies,
identify gaps and implement improvements.
Next Steps:
IF1 - 6
Jana Miller(519) 741-2200 ext. 7231
Office of the CAO
Status as of Aug 31st 2017:
OG12Citizen-First Customer Service Culture
ON TRACK
Dec-2019
Expected Completion:
Description:
Recent Progress:
Focus on building a citizen-first culture through
Full corporate-wide review plan has been developed including draft
the development of several foundational
stakeholder list, draft questions, citizen engagement plan, full
elements beginning with a comprehensive
internal/external marketing campaign. Corporate Leadership Team
corporate review looking at customer service
approvals on all components expected by mid-September. Work with
practices, protocols and philosophies to identify
Human resources continues re: development of customer service
gaps and opportunities for improvement.
training. Leadership workshop session (150 leaders) on Customer
Review to be followed by the development of
Service planned for late October.
tools, resources, revised service guidelines and
Next Steps:
customized customer service training to support
Corporate-wide Customer Service review expected to launch first
staff and further embed our customer service
week of October. Internal launch followed by external to citizens.
culture.
Includes community engagement component in November.
Leadership workshop on customer service, with 150+ leaders,
planned for late October.
Status as of Aug 31st 2017:
OG15Community Engagement Policy
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Development of a Council policy for Community
Draft policy has reviewed by key internal and external stakeholders
Engagement that provides direction and
(including Corporate Management Team), and modified to reflect
guidance to ensure that responsibilities to
feedback.
effectively communicate, consult and engage
Next Steps:
the community are fulfilled.
Circulate the final revised policy to internal stakeholders to
communicate how feedback has been incorporated. Deliver it to
Council.
OG16Community Engagement Plans, Tools & Resources Status as of Aug 31st 2017:
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
Development of community engagement plans,
Engagement Consultant and Communications and Marketing staff
tools, templates and resources to support staff
have collaborated to develop a draft plan template for staff to use in
in effectively informing and engaging citizens.
planning engagement efforts.
Next Steps:
Testing and review of the draft community engagement plan template
to determine if it is meeting the needs of staff and ensuring we meet
our engagement promises. Clarifying the process for staff to initiate
engagement. Development of various tools and templates for internal
staff based on employee feedback and needs identified in the
Corporate Community Engagement Review.
SE04Corporate Climate Action Plan Status as of Aug 31st 2017:
ON TRACK
Aug-2018
Expected Completion:
Description:
Recent Progress:
Develop a comprehensive Climate Action Plan
The climate change vulnerability and risk assessment for all city
for the organization that integrates both
operations has been complete in draft and preliminary
mitigation measures with adaptation strategies
recommendations on priorities have been selected by the Steering
that work synergistically to reduce vulnerability
Committee and will be reviewed and confirmed by the Corporate
to climate risks and greenhouse gas emissions.
Leadership Team prior to going to Council.
Next Steps:
Consultation with staff on potential energy conservation and waste
reduction strategies has begun and will continue into Oct/Nov. When
the Corporate Sustainability Officer is hired in the next few months
this position will take on a central role in moving this project forward
into action.
IF1 - 7
COMMUNITY SERVICES DEPARTMENT
Michael May(519) 741-2200 ext. 7079
Administration - CSD
Status as of Aug 31st 2017:
NB01Neighbourhood Strategy
COMPLETED
Apr-2017
Expected Completion:
Description:
Recent Progress:
Develop a comprehensive Neighbourhood
Strategy focused on achieving two objectives: I.
Helping the municipality, citizens and
Next Steps:
community groups coordinate efforts in
planning, building and supporting safe and
thriving neighbourhoods; and, II. Creating a
framework to facilitate and support a citizen-led
approach to placemaking in the city's
neighbourhoods.
NB15Neighbourhood Development Office Status as of Aug 31st 2017:
COMPLETED
Dec-2017
Expected Completion:
Description:
Recent Progress:
Create a neighbourhood development office to
The office is set up and staff have been hired.
provide oversight and coordination of
neighbourhood action plans.
Next Steps:
Mike Seiling(519) 741-2200 ext. 7669
Building
Status as of Aug 31st 2017:
CS55AMANDA 7 and Public Portal Review
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
The AMANDA software system requires a
Council approved the updated public portal in Spring 2017.
significant upgrade; AMANDA 7. Prior to
implementation, testing of scripts and set-up of
Next Steps:
security groups and reporting tools is
Next steps, IT staff preparing the server for the new software. A
necessary. The existing public portal is integral
public portal launch meeting scheduled for the end of September
to the core business. The project will include
reviewing the existing public portal including
other software options.
Gloria MacNeil(519) 741-2200 ext. 7952
By-Law Enforcement
CS03Responsible Pet Ownership Strategy Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Work in conjunction with City of Waterloo and
Working with the Humane Society some initiatives have been
KW Humane Society to development a series
identified for investigation.
of actions to encourage responsible pet
Next Steps:
ownership.
As part of the discussion with the Humane Society, we have included
some funding as well as strategies to help put towards the
Responsible Pet Ownership Strategy.
IF1 - 8
Gloria MacNeil(519) 741-2200 ext. 7952
By-Law Enforcement
Status as of Aug 31st 2017:
CS20Property Standards Compliance Review and Proactive
DELAYED
By-law Enforcement
Dec-2017
Expected Completion:
Description:
Recent Progress:
Review existing property standards by-law and
Report with proposed changes approved by Council in June.
related initiatives to promote voluntary
compliance and reduce reliance on traditional
Next Steps:
enforcement methods.
Bylaw is drafted, will be reviewed by Legal and scheduled for Council
in September. Staff level review currently underway to determine
what pro-active enforcement may look like and how such a program
may impact current processes. The end date for this project has been
delayed from August 2017 to December 2017.
CS52Shopping Cart Management Plan Bylaw Status as of Aug 31st 2017:
COMPLETED
Apr-2017
Expected Completion:
Description:
Recent Progress:
Investigate options to require any business that
provide shopping carts to its customers to have
Next Steps:
would set out demonstrable measures to
prevent the unauthorized removal of shopping
retrieval of abandoned carts.
Status as of Aug 31st 2017:
CS53Negotiation of Animal Control Services Contract
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Investigate options available for animal control
Legal and Enforcement staff received approval from Council to move
services and licensing. Current contract ends
forward with a report to Council.
Dec 2017.
Next Steps:
Report going to Committee in September with details of the newly
negotiated contract.
Status as of Aug 31st 2017:
CS56Administrative Monetary Penalties Strategy (AMPS)
ON TRACK
Apr-2018
Expected Completion:
Description:
Recent Progress:
Research and development of removing the
The three municipalities have met to discuss process, finances and
parking ticket process from the Regional Court
allocated funding for research related to the project.
House and implementing an internal process
Next Steps:
that could be shared with Waterloo and
Waterloo is currently going through the selection process. Currently
Cambridge.
exploring various avenues for service delivery of a potential program.
Mark Hildebrand(519) 741-2200 ext. 7687
Community Programs & Services
CS33Kiwanis Park Pool Renovation Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
The revitalization of the Kiwanis Park Outdoor
The call for tenders is complete and distributed. The construction site
Pool, includes the redesign of the pool in its
has been secured by Melloul Blamey. The project is underway.
existing footprint, as well as all associated
Progress has been made on all aspects of the build. An 8 day loss to
systems (filtration pumps, filters, UV
the project occurred with a significant flood to the site. Restoration of
disinfection, piping/valves, chemical capacity &
the site was done quickly and effectively.
dosing system, heating systems) and
Next Steps:
incorporation of a future spray pad.
Demolition of the pool basin is underway. New hydro service
installation has commenced.F inal concrete pour is scheduled for
early September.
IF1 - 9
Mark Hildebrand(519) 741-2200 ext. 7687
Community Programs & Services
Status as of Aug 31st 2017:
NB14Huron Woods Community Centre Partnership
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Explore the potential for a partnership with the
Reviewed and eliminated possible partnership opportunity with the
school board for the development of a
Catholic District School Board - site will not accommodate.
community centre in the Huron Woods
Next Steps:
neighbourhood.
Discuss possibility of developing conceptual plans for a joint
school/community center with the WRDSB.
NB42Doon Pioneer Park Community Centre Expansion - Status as of Aug 31st 2017:
ON TRACK
Design & Construction
Dec-2018
Expected Completion:
Description:
Recent Progress:
Upon completion of the Business Case, an
Schematic Design completed. Project is currently on time and on
architect will be sourced and acquired to design
budget.
and build the expansion.
Next Steps:
Design development next stage of the plan.
NB44Community Centre Audit Implementation Status as of Aug 31st 2017:
ON TRACK
Dec-2019
Expected Completion:
Description:
Recent Progress:
The community centre section went through a
New manager hired and initial orientation completed. Sectional goals
significant audit with immediate, short-term, mid-
and objectives have been developed and priorities assigned for 2017.
term and long-term recommendations. Review
12 of 49 recommendations completed.
and implementation of these recommendations
Next Steps:
will consist of a substantial body of work.
Hiring of a new supervisor to review sectional goals, sectional
mandate, divisional visioning exercise and risk assessment of specific
remaining recommendations from Report 2. 19 of 49
recommendations in progress.
Jon Rehill(519) 741-2200 ext. 5500
Fire
CS06Five-Year Fire Master Plan Status as of Aug 31st 2017:
COMPLETED
Apr-2017
Expected Completion:
Description:
Recent Progress:
Develop a five year road map for the Fire
Department to meet the needs and
circumstances of the community, Council and
Next Steps:
staff.
CS24Regional Emergency Communications Centre Status as of Aug 31st 2017:
ON TRACK
Dec-2019
Expected Completion:
Description:
Recent Progress:
Incorporate the recommendations from the
Contract with Intergraph Computer-Aided Dispatch (CAD) has been
regional emergency communications centre
signed with Waterloo Regional Police Services (WRPS). Police
report.
Regionalized Information Data Entry (PRIDE) network agreement with
WRPS has been reviewed and agreed upon in principal. Dialogue
continues with the Ministry of Health and long-term Care (MHLTC)
regarding simultaneous notification.
Next Steps:
Integraph CAD project plan will be initiated in the next quarter.
Project team will be established to ensure CAD implementation by
end of 2018.
IF1 - 10
Alain Pinard(519) 741-2200 ext. 7319
Planning
Status as of Aug 31st 2017:
NB07Residential Intensification in Established
COMPLETED
Neighbourhoods Study
Aug-2017
Expected Completion:
Description:
Recent Progress:
There are increasing growth and intensification
The Study is approved by Council.
pressures in many of our neighbourhoods.
Conduct a study that investigates the issue,
Next Steps:
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.
NB08PARTS Midtown RT Station Area Plan Status as of Aug 31st 2017:
DELAYED
Dec-2017
Expected Completion:
Description:
Recent Progress:
Undertake all components required to complete
Reviewing and improving the final plan and technical components.
development scenarios, technical analysis,
preferred option, community engagement and
Next Steps:
recommendations for the Midtown Station area.
Final Plan to October Planning and Strategic Initiatives Committee
(PSIC). The end date for this project has been delayed from August
2017 to December 2017.
NB09PARTS Rockway RT Station Area Plan Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Undertake all components required to complete
Reviewing and improving the final Plan and technical components.
development scenarios, technical analysis,
preferred option, community engagement and
Next Steps:
recommendations for the Rockway Station area.
Final Plan will be presented at October Planning and Strategic
Initiatives Committee (PSIC).
Status as of Aug 31st 2017:
NB11Comprehensive Zoning By-law Review
ON TRACK
Aug-2018
Expected Completion:
Description:
Recent Progress:
Undertake a multi-phase, comprehensive
The final component (residential) was completed ahead of schedule
review of the City's Zoning By-law 85-1 to
and released in May 2017 for public review.
implement the new Official Plan and other
Next Steps:
required changes.
Responses to first draft comments. Council Strategy Session in
November 2017.
NB13Sustainable Development Feasibility Study Status as of Aug 31st 2017:
ON TRACK
Apr-2018
Expected Completion:
Description:
Recent Progress:
Working with partner organizations, under the
Project team meetings underway. Site walk of case study in London
Federation of Canadian Municipalities (FCM)
complete. Phase 1 work well underway and outline of full study
Green Municipal Funds program, undertake a
prepared.
feasibility study to help inform sustainable
Next Steps:
development practices at a site or
Start up of Kitchener case studies sites in Fall 2017 as part of Phase
neighbourhood scale. The emphasis is to be
2.
on energy sustainability.
IF1 - 11
Alain Pinard(519) 741-2200 ext. 7319
Planning
Status as of Aug 31st 2017:
NB16Development Incentives for Affordable Housing - Phase
COMPLETED
2
Apr-2017
Expected Completion:
Description:
Recent Progress:
A detailed analysis in consultation with affected
Report recommendations and new Policies approved. Incentives are
business units, the Region and the industry in
now in effect.
order to provide an implementation plan to help
Next Steps:
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.
NB20Community Energy Investment Strategy Status as of Aug 31st 2017:
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
As a supporting partner with the Region of
Strategy outline prepared, including draft actions. Project committee
Waterloo, local municipalities and utility
undertaking all tasks.
companies, explore opportunities for energy
Next Steps:
efficiency, optimization of local energy
Draft strategy to be considered at Advisory Committees in Fall 2017.
resources and reduction of environmental
impact related to energy. The resulting region-
wide strategy will set a path to improve how
energy is generated, delivered and used
throughout the community.
Status as of Aug 31st 2017:
NB21Hidden Valley Land Use Study
ON TRACK
Apr-2019
Expected Completion:
Description:
Recent Progress:
To develop a Master/Community Plan for the
Flow Monitoring, Model Recalibration and Continuous Simulation
Hidden Valley area that would be implemented
work underway over the summer.
by way of amendments to the Official Plan and
Next Steps:
Zoning By-law. This project would be
Future actions and meetings on the land use review to be scheduled.
integrated with a servicing study for the area
that will be led by Engineering. The study will
also identify any public interest in the hidden
valley lands including opportunities to protect
and/or acquire natural features and sensitive
lands.
Status as of Aug 31st 2017:
NB22Cultural Heritage Landscape Strategy Phase 2
ON TRACK
Apr-2019
Expected Completion:
Description:
Recent Progress:
Consult with Heritage Kitchener in order to
Work plan for integration of this with other ongoing planning initiatives
prioritize the implementation of conservation
and neighbourhood engagement.
tools for the cultural heritage landscapes
Next Steps:
identified in Phase 1 which include the listing of
Community engagement planned for different neighbourhoods
locations on the municipal heritage register,
beginning Fall/Winter 2017.
identifying specific cultural heritage landscapes
in the Official Plan, and developing
new/enhanced guidelines and best practices.
IF1 - 12
Alain Pinard(519) 741-2200 ext. 7319
Planning
Status as of Aug 31st 2017:
NB26Urban Design Manual
ON TRACK
Dec-2019
Expected Completion:
Description:
Recent Progress:
Undertake a full review of the urban design
Working team underway on several tasks. Early draft content of some
manual to implement the new Official Plan,
sections prepared and being reviewed.
make the document more efficient and
Next Steps:
effective, complement specific design briefs etc.
Future stakeholder engagement.
Status as of Aug 31st 2017:
NB43Heritage Best Practices Implementation
ON TRACK
Aug-2018
Expected Completion:
Description:
Recent Progress:
In follow up to Report CSD-15-08 which
Completed Emergency Management Protocol; establishment of
recommended the development of a variety of
Heritage Kitchener Designation and Promotion Sub-Committees;
best practices regarding the conservation of
Heritage Monitoring Checklist (with Facilities Management) and
cultural heritage resources.
reviewed priority properties for designation.
Next Steps:
Completion of Heritage Procedural Protocol. Undertaking a
Conservation Plan for a City-owned heritage resource (in Bridgeport).
Kim Kugler(519) 741-2200 ext. 7544
Sport
CS04KMAC: Long-Term Planning for the Future Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Seek Council approval of the planning
Framework was reviewed by the Corporate Recreation and Leisure
framework for replacement of the Auditorium in
Steering Committee (CRLSC).
15-20 years. (LFMPU Rec #35)
Next Steps:
Report for Council by end of 2017.
CS57Installation of Active Net Recreation Management Status as of Aug 31st 2017:
ON TRACK
Software
Dec-2017
Expected Completion:
Description:
Recent Progress:
Implementation and roll out of a new web based
Training was rolled out to all staff May 2017. ACTIVE Net went live
system across the corporation that will meet
June 5, 2017.M ass pool registrations rolled August 15 and mass
recreation and sports management
community program registrations were rolled out August 22. Active
requirements, facility rental activity and
Net Training was added to Calendar.
participant management as well as provide
Next Steps:
point of sale options, as part of a joint initiative
Evaluate Active Net successes and areas of improvement to
with the City of Waterloo, City of Cambridge,
determine the focus for improvement by November 1, 2017.
Township of Wilmot and Township of Wellesley.
EC05Sport Tourism Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Work with minor sport organizations and the
Debriefed the final results of the bid and identify next steps for the
Waterloo Regional Tourism Marketing
Regional Sport Tourism Office (RSTO) and Regional Tourism Office -
Corporation to attract provincial/national
District 4 (RTO4). A facilitated session was held to determine the next
championship events at city facilities.
steps for a regional tourism entity.
Next Steps:
Identify roles and responsibilities for each municipality with the RTO4
and Waterloo Regional Tourism Marketing Corporation (WRMTC).
Approve interim role and responsibilities of Sport Hosting Office.
IF1 - 13
FINANCE AND CORPORATE SERVICES DEPARTMENT
Brenda Johnson(519) 741-2200 ext. 7647
Accounting
Status as of Aug 31st 2017:
CS15Internal Order Process Improvement
ON HOLD
TBD
Expected Completion:
Description:
Recent Progress:
Create efficiencies in SAP for asset accounting
Some system attributes have been implemented including: new
processes, capital reporting processes by:
General Ledger (GL) code mapping on settlements, budgeted and
implementing a new internal order settlement
actual amounts appearing in same GL. Child internal orders now
process; implement a "locking" process for
settle nightly to their parent order, eliminating over 90% of the orders
orders and use the newly purchased Business
in use.
Intelligence software to move financial reporting
Next Steps:
from SAP reports to a more user friendly
Implement archiving strategy, and other system attributes. Investigate
approach.
interfaces between CityWorks and Fleet work order systems with
SAP to provide more information between systems. This project is On
Hold as timing of IT and SAP resources required cannot be
determined at this time.
Status as of Aug 31st 2017:
CS16Financial Reporting Improvement Project
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Implement CaseWare to improve efficiency of
Continued to implement processes developed to date to ensure
producing the Financial Information Return,
efficient accounting for the City's tangible capital assets and smoother
which is an annual legislated requirement for
completion of draft financial statements.
the province. Continue with data collection
Next Steps:
efficiencies related to the City's tangible capital
Continue to consult with key staff to modify processes to ensure
assets (additions and disposals). Improve
budgeting and accounting is streamlined, to reduce duplicate data
internal process for budgeting, transfers for
analysis and manipulation. Continue ongoing review of processes to
reserves, debt, etc. to gain efficiencies in year-
develop additional efficiencies.
end reporting.
Status as of Aug 31st 2017:
CS34Payment Process Improvements and Electronic Funds
ON TRACK
Transfer (EFT) Payments
Dec-2018
Expected Completion:
Description:
Recent Progress:
Review city-wide internal processes to
Converted over 50% of weekly payments to EFT and planned next
streamline procurement activity and payment to
phase of vendor EFT for fall 2017.
vendors. Investigate the opportunity to
Next Steps:
implement more EFT payments to vendors.
Investigate automation of corporate credit card processing with US
Bank. Encourage staff to use payment card when possible in order to
streamline payments. Investigate other municipalities' SAP approval
processes. Update business processes for EFT. Add all remaining
vendors to EFT. Investigate improvements and ways to streamline
procurement/payment processes; this requires changes to SAP and
processes and cannot be incorporated into SAP roadmap for 2017.
CS35Accounting Comprehensive Service Review Action Plan Status as of Aug 31st 2017:
ON TRACK
and Implementation
Dec-2017
Expected Completion:
Description:
Recent Progress:
Develop and implement an action plan to
Of the 69 recommendations, over 50% completed including audit
respond to Accounting comprehensive review
process improvements, SAP security improvements, payroll process
key findings and recommendations.
efficiencies and procedures documentation.
Next Steps:
Bank reconciliation project underway which addresses many
recommendations. Other projects such as electronic imaging and PO-
related SAP requirements planned for 2018.
IF1 - 14
Ryan Hagey(519) 741-2200 ext. 7353
Financial Planning
Status as of Aug 31st 2017:
CS09Long Term Financial Plan
DELAYED
Aug-2018
Expected Completion:
Description:
Recent Progress:
Prepare a consolidated long term financial plan
Evaluated other municipal long term financial plan examples for ideas
that will be the financial framework for the City
and practices. Drafted high level framework for Kitchener's plan.
going forward. The framework will incorporate
Completed Council consultation.
policy work pertaining to reserves, debt, and
Next Steps:
enterprise investments.
Draft recommendations for principles, policies and performance
measures based on best practice review, municipal comparison and
Council interviews. The end date for this project has been delayed
from December 2017 to August 2018.
OG10Participatory Budgeting Status as of Aug 31st 2017:
ON TRACK
Dec-2019
Expected Completion:
Description:
Recent Progress:
Enable community members to directly decide
Presented Participatory Budgeting research at Council Strategic
how to spend part of the city's budget, allowing
Session and received Council direction on pilot projects.
them to make budget decisions that affect their
Next Steps:
lives.
Continue working with University of Waterloo partners to plan and
deliver participatory budgeting engagement with relevant communities
related to the two pilot park sites (Sandhills Park and Elmsdale Park).
Michael Goldrup(519) 741-2200 ext. 7117
Human Resources
Status as of Aug 31st 2017:
CS10Implement GHS Classification and Labelling of
ON TRACK
Chemicals
Dec-2017
Expected Completion:
Description:
Recent Progress:
GHS is a system that defines and classifies the
Legislative changes came into effect July 1, 2016 with 2-year
hazards of chemical products, and
implementation period; all changes must be implemented by
communicates health and safety information on
December 1, 2018. Final report regarding Workplace Hazardous
labels and material safety data sheets (called
Materials Information System (WHMIS) presented to senior
Safety Data Sheets, or SDSs, in GHS). The
management, with recommendations and required actions to improve
goal is that the same set of rules for classifying
current program for compliance. Reviewed and updated corporate
hazards, and the same format and content for
safety manual WHMIS and Hazardous Materials guideline and
labels and safety data sheets (SDS) will be
created safety talk tool for job-specific WHMIS review. Commenced
adopted, and used around the world.
divisional migration of manual material safety data sheet tracking to
online tool. Communicated training needs to all departments and
commenced updated training, with over 50% of staff completing
training to date.
Next Steps:
Continued implementation of updated learning through to end of year.
Continued migration of manual processes into online systems
ongoing as work area needs align with the system.
IF1 - 15
Michael Goldrup(519) 741-2200 ext. 7117
Human Resources
Status as of Aug 31st 2017:
CS25Implement First Phase of Corporate Talent Strategy
ON TRACK
Dec-2019
Expected Completion:
Description:
Recent Progress:
In phases, to review and redesign across HR
Aligned core values to CapaCITY catalogue. Began needs
programing including performance
assessment and best practice research for Learning Management
management, succession planning and
System/online learning. Implemented Hiring@Kitchener K-Hub
recruiting.
resource for hiring managers. Launched new mentor program
resources. Completed corporate recognition program
communications plan. Commenced next phase of recruiting process
review and implemented improvements and tools from previous
recruiting reviews. Created succession planning program process
flows. Developed PeopleSoft PEAK online training program content.
Implemented HR management orientation online training course for
new management.
Next Steps:
Obtain senior management feedback on PEAK and potential
employee groups to participate in program. Finalize remaining items
from earlier recruiting process review. Finalize Learning Management
System research and business case. Implement second 360
feedback process for Leading@Kitchener leadership development
program. Communicate recognition program communications plan to
corporate leadership team. Finalize and launch PEAK PeopleSoft
online training course.
Dan Murray(519) 741-2200 ext. 7825
Information Technology
CS11Corporate Technology Strategic Plan & Digital Strategy Status as of Aug 31st 2017:
COMPLETED
Apr-2017
Expected Completion:
Description:
Recent Progress:
Set clear priority areas for the further
development of Information Technology
services to continue to meet the evolving needs
Next Steps:
of the organization. The development of a
broader community digital strategy will be
considered as a component or as a distinct
strategy.
CS36Server Systems Failover Capability Status as of Aug 31st 2017:
ON TRACK
Apr-2018
Expected Completion:
Description:
Recent Progress:
Accelerate the installation of required
Upgraded wide area network between City Hall and Kitchener
equipment to provide comprehensive server
Operations Facility (KOF). Completed upgrade of network equipment
backup capability at the Kitchener Operations
at City Hall and KOF computer rooms. Installed network failover
Facility to allow for business continuity in the
components and Wi-Fi network failover. Procured and installed server
event a loss of operations at the City Hall
hardware.
computer room. This installation will respond to
Next Steps:
one of the major recommendations from the
Complete configuration of server systems in progress. Final testing of
business continuity project.
network failover and data replications process. Following testing,
specific applications for server failover will be enabled and tested
individually. Document failover processes. Move the Failover system
to KOF
IF1 - 16
Dan Murray(519) 741-2200 ext. 7825
Information Technology
Status as of Aug 31st 2017:
CS62Development of Public Internet Access Standard
ON TRACK
Apr-2018
Expected Completion:
Description:
Recent Progress:
Digital Kitchener outlined the development of a
Began developing understanding of current state of digital
Public Internet Access Standard as part of the
inclusion/exclusion to help guide standard development. Initial
Inclusive theme. This project will include
meetings with stakeholders held to explore public access standard
working with community partners to define what
concept/options. Research underway into best practices and resulting
attributes would constitute public access and
outcomes in other countries.
then using that definition, developing a
Next Steps:
minimum standard of free public Internet
Develop outreach process to benchmark what a public Internet
access to be adopted by the City. This
access standard should look like. Determine scope, clarify purpose
minimum standard can then be used to direct
and share findings with stakeholders for feedback. Determine
future investments for public access terminals
timelines and potential costs. Identify a standard and bring to Council
or free Wi-Fi in future projects.
for consideration.
Status as of Aug 31st 2017:
CS63Narrowband Smart City/Internet of Things (IoT)
ON TRACK
Network Development
Apr-2018
Expected Completion:
Description:
Recent Progress:
As part of the LED street light replacement
Finalized with vendor the list of sites where narrowband Internet of
program a narrowband network to enable smart
Things (IoT) network will connect to City's corporate network, in order
city capabilities has been procured. Prior to the
to provide required capacity and speed. Identified sites where
lights being retrofitted in 2017, IT staff will work
narrowband access points will be installed.
with the vendor to design the network, provision
Next Steps:
network connection points and to provision
Continue working with vendor and internal stakeholders to gather
network security. As the LED street lights are
requirements for streetlight control system. Install new lights late
deployed and the narrowband network begins
summer/early fall. Complete network infrastructure upgrades required
to take shape, IT will optimize the network and
to connect the streetlights to the corporate network.
develop a solid understanding of the potential
uses while ensuring proper security is
maintained.
Status as of Aug 31st 2017:
CS64Civic Innovation Lab at Communitech
ON TRACK
Dec-2020
Expected Completion:
Description:
Recent Progress:
The establishment of a Civic Innovation Lab is a
Lab Director recruited and onboarding underway. Process to recruit
significant initiative in support of the Digital
co-op students started.
Kitchener strategy. The lab will operate as a
Next Steps:
pilot project for 3 years and focus on developing
Complete development of lab space and hold grand opening event
innovative solutions where Internet of Things
being planned in the fall. Development of potential project list and
(IoT) can help solve municipal challenges.
prioritization framework to determine which projects will go forward.
Work to establish the lab will begin in 2017
pending project and budget approval by Council
with the intent of having a fully operational lab
by the end of the year located at Communitech.
IF1 - 17
Dan Murray(519) 741-2200 ext. 7825
Information Technology
Status as of Aug 31st 2017:
CS65
ON TRACK
Dec-2021
Expected Completion:
Description:
Recent Progress:
Digital Kitchener, a four year digital strategy
Work underway for all the initiatives identified in the 2017 brave plan.
approved by Council in 2017, is a vision to
Digital Kitchener has won two awards on a provincial level in 2017
make Kitchener more Connected, Innovative,
and has received positive media attention through the City's
On-Demand and Inclusive. A number of
marketing and outreach efforts.
initiatives will be identified on an annual basis
Next Steps:
that fulfill the action steps outlined in Digital
Work will continue on each of the initiatives in the Brave Plan for
Kitchener and help realize the vision. Staff will
2017. Prepare progress report and proposed annual plan, and
report back to Council on the progress of the
present to Council in early 2018 for direction.
plan annually. Ongoing communications and
marketing of Digital Kitchener and its supporting
initiatives will need to continue.
EC06Canada 150 Wi-Fi Expansion Status as of Aug 31st 2017:
COMPLETED
Aug-2017
Expected Completion:
Description:
Recent Progress:
Expand the City's Wi-Fi network through
Kitchener Auditorium site implemented and live. Site surveys,
funding secured through Canada 150 program
planning and design completed for Victoria Park, McLennan Park and
for additional installations at the Kitchener
remaining arenas. Wi-Fi installed at all locations as per the project
Memorial Auditorium, Victoria Park, Victoria
plan.
Park Pavilion, McLennan Park and other public
Next Steps:
spaces subject to commitment of the City's
matching funds. Work will begin in July 2016
and complete in June 2017 as per Canada 150
program requirements.
EC07Broadband & Fibre Optic Infrastructure Status as of Aug 31st 2017:
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
Work collaboratively with stakeholders to
Undertook efforts to help local decision makers understand
explore options to either encourage third party
importance of fibre investment to local economy, and benefits of
fibre optic investment in Kitchener or partner
Southwestern Integrated Fibre Technology network (SWIFT).
with others to provide improved high-speed
Generated support at the Regional level to support the SWIFT
broadband infrastructure for Kitchener. High
project; Region signed on to SWIFT with $2.2M of financial support.
speed internet access is increasingly viewed as
Next Steps:
essential infrastructure for a globally
Remain connected to SWIFT network developments, and advocate
competitive economy.
for the City/Region to be one of the areas chosen for initial
investment.
IF1 - 18
Christine Tarling(519) 741-2200 ext. 7809
Legislated Services
Status as of Aug 31st 2017:
CS18Electronic Agenda Management
ON TRACK
Aug-2018
Expected Completion:
Description:
Recent Progress:
Create, prepare, approve and publish meeting
Tested three hardware options for electronic minute taking. Ordered
agendas in a more efficient, collaborative,
permanent hardware solution for electronic minute taking. Reviewed
streamlined manner.
pre-meeting procedures relating to minute preparation. Continued to
review and refine usability of Corporate reports pending listing. Met
with internal stakeholders to identify procedures and roll-out for
electronic reports and minutes linking.
Next Steps:
Implement proposed enhancements to in-house agenda management
system including: reduced duplication of online agenda material, and
interconnect reports, minutes and video. Complete testing of
hardware options to facilitate electronic minute-taking. Continue to
investigate potential implementation of a third-party application; report
back to Corporate Leadership Team later in 2017 or early 2018.
Status as of Aug 31st 2017:
CS19Electronic Document Management
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Research and evaluate the potential
Received vendor demonstration of Laserfiche Records Management
procurement and implementation of an
and Webforms to obtain improve understanding of modules.
electronic document management system to
Researched other organizations' deployment strategy for Laserfiche
better manage the City's electronic information
Webforms. Began introducing Laserfiche Webforms to various staff
assets in accordance with applicable
groups and discussed potential applications. Developed criteria to
legislation.
prioritize conversion or development of City forms using Laserfiche
Webforms.
Next Steps:
Install Laserfiche Records Management module and Laserfiche
Webforms and begin implementation with HR employee start form.
Develop and provide staff training for this initial implementation.
Status as of Aug 31st 2017:
CS31Comprehensive Review of Business Licensing
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
Undertake a full review of business licensing
Ongoing stakeholder engagement completed through one-on-one
processes for greater customer focus, better
meetings. Presentations to internal staff about direction and
use of existing technologies and to implement
collection of feedback. Report drafted for staff review and comment.
industry best practices. Review and update
Next Steps:
licensing by-law to provide greater clarity, and
Report and bylaw will be presented to Corporate Leadership Team
review and update fees. Improve relationships
(CLT) in early October and to Council at the end of October. Following
and integration with internal partners, and cross-
the outcome of Council, implement new licensing program to coincide
train staff for improved service provision and
with implementing online business licensing, and revising associated
personal development.
bylaws and processes.
Status as of Aug 31st 2017:
CS37Online Business Licensing
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
Implement the first phase of online business
Identified requirements, designed each online folder outlining what
licensing (e.g., pilot with business license
details and changes are required. Met with internal stakeholders to
renewals).
present changes to internal system and online platform.
Next Steps:
Develop a communication plan to advertise and educate
internal/external customers on the changes to the online system.
Finalize online folders, work with Accounting to enable online
payments, and create an implementation plan.
IF1 - 19
Christine Tarling(519) 741-2200 ext. 7809
Legislated Services
Status as of Aug 31st 2017:
CS402018 Election
ON TRACK
Apr-2019
Expected Completion:
Description:
Recent Progress:
Conduct the 2018 election and report on the
Reviewed amendments to the Municipal Elections Act. Identified gaps
outcome.
in policies and procedures, and began to address gaps. Work
underway to create communications plan, discuss with school boards
declaring Election Day a PA/PD Day, and work with school boards on
logistical arrangements. Began development of voting locations,
establishing advance poll days, procuring voting tabulators, and
revising forms and information for candidates.
Next Steps:
Review amendments to the Municipal Elections Act. Develop
communications plan, and content for website and other social media
channels. Develop election day and advance poll locations and
undertake inspections. Procure tabulators, laptops, barcode scanners
and other supplies. Develop AODA (Accessibility for Ontarians with
Disabilities Act) plan. Hire election workers and provide training.
Arrange printing of ballots, voter notification cards and mail.
Status as of Aug 31st 2017:
OG05Open By Default Strategy Implementation
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
To help advance the Open Government
Reviewed feedback from City staff regarding Routine
initiative to increase transparency by developing
disclosure/Active dissemination and Personal Information Bank lists.
and implementing systems, training and
Ensured lists are AODA (Accessibility for Ontarians with Disabilities
procedures (including routine disclosure and
Act) compliant in preparation for publication. Conducted training for
active dissemination processes) to instill the
staff who will administer these programs.
operational principle that City data and
Next Steps:
information should be made available to the
Finalize Routine disclosure/Active dissemination and Personal
public subject to legislative and legal constraints.
Information Bank lists of City divisions. Publish lists in City of
Kitchener website.
Michelle Palmer(519) 741-2200 ext. 7214
Supply Services
CS17Purchasing Audit Action Plan and Implementation Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Develop and implement an action plan to
Completed implementation of actions related to improving the team
respond to the Purchasing comprehensive
culture. Targets have been identified for the key results indicators.
internal audit key findings and
Reviewed and developed improved future state processes for 30% of
recommendations.
purchasing processes.
Next Steps:
Continued communication of the divisional mandate with internal
business partners. Process and tool review will continue based on the
prioritized list.
IF1 - 20
Michelle Palmer(519) 741-2200 ext. 7214
Supply Services
Status as of Aug 31st 2017:
CS29Purchasing Bylaw Revision
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Update and revise the Purchasing Bylaw for
Revised purchasing bylaw document drafted based on best practice
enhanced clarity of policy and ease of
and potential improvements from purchasing audit, process
interpretation.
improvement work, trade agreements,bylaws from comparator
municipalities, and discussions with internal business partners.
Next Steps:
Present revised purchasing bylaw document to Finance and
Corporate Services Committee in October.
OG08E-Tendering Status as of Aug 31st 2017:
DELAYED
Dec-2018
Expected Completion:
Description:
Recent Progress:
Implement an e-tendering module to enable
Scoped the project into three phases to enable full implementation of
vendors to self-identify for interested
Phase 2: eContracts Management and Vendor Performance
commodities, access bid documents and
Management module. Phase 2 underway and to be completed fall
drawings and submit tenders, proposals and
2017.
quotations electronically.
Next Steps:
Finalize project plan for Phase 3: Online Bid Submission module, with
planned start in fall 2017. The end date for this project has been
delayed from December 2017 to December 2018.
INFRASTRUCTURE SERVICES DEPARTMENT
Hans Gross(519) 741-2200 ext. 7410
Engineering
SE05Low Impact Development Design Guidelines - Status as of Aug 31st 2017:
ON TRACK
Stormwater Utility
Dec-2018
Expected Completion:
Description:
Recent Progress:
Low Impact Development (LID) is an approach
Staff have been developing draft Standard Drawings and Standard
to storm water management that mimics a site's
Specifications for Road Reconstruction projects and are currently in
natural hydrology as the landscape is
circulation for review. Review of the stormwater section in the
developed. Using the Low Impact Development
Development Manual has begun to ensure consistency with the
approach, storm water is managed on-site and
recommendations of the Stormwater Management Master Plan.
the rate and volume of storm water reaching
Next Steps:
receiving waters is unchanged from
The upcoming changes from the Ministry of the Environment and
predevelopment levels. These guidelines will be
Climate Change via an Environmental Bill of Rights posting will be
integrated into the existing Development
reviewed to ensure the proposed LID Design Guidelines in Kitchener
Manual.
align with the recommended Province-wide approach.
Lynda Stewart(519) 741-2600 ext. 4215
Facilities Management
Status as of Aug 31st 2017:
EC21City Hall Outdoor Spaces Implementation Plan
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Develop a funding and implementation plan to
A functional design was presented to the project team in August
address critical infrastructure repairs for the City
2017. This included sketch renderings and views.
Hall outdoor spaces and concurrent work to
Next Steps:
improve the functionality of Carl Zehr Square
The results of the functional design will be completed and presented
for public events programming.
to Council in late 2017.
IF1 - 21
Denise McGoldrick(519) 741-2600 ext. 4657
Operations - Environmental Services
Status as of Aug 31st 2017:
CS59Parkland Dedication Policy Update
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
Comprehensive review and update of the
A draft by-law has been completed.
current Parkland Dedication Policy related to
acquiring parkland (or cash-in-lieu payment)
Next Steps:
through development applications.
A discussion paper will be drafted to include best practices and
desired direction of park dedication policies. Council will be notified of
the project and update prior to consultation with Committees of
Council and community stakeholders in the 4th quarter of 2017.
NB03Community Gardens Program Status as of Aug 31st 2017:
DELAYED
Dec-2017
Expected Completion:
Description:
Recent Progress:
Explore opportunities to accelerate/increase the
Work continued to explore process updates and a community
community garden program. Consideration will
workshop was held in August to obtain feedback on draft documents
be given to support and supplies required for
such as roles and responsibilities, grant policy, and Step by Step
the success of the program on an ongoing
approach for establishing a new garden on city lands. A survey on
basis. Work will be coordinated with the
Engage Kitchener was also launched and an update was provided to
comprehensive zoning by-law review to ensure
Council via email.
appropriate zoning provisions are in place.
Next Steps:
Work will consist of incorporating community garden survey results
and fine-tuning the proposed program and supporting documents
where needed. A staff report will be presented to Council in the fall
with a summary of the proposed approach including a revised grant
policy. The end date for this project has been delayed from August
2017 to December 2017.
NB04Grand River Park - Phase 1 Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
This project will include the establishment of
The project team had discussions with Region of Waterloo and Grand
criteria, the evaluation of potential lands, the
River Conservation Authority (GRCA) staff to understand each
prioritization of natural space land acquisition
agency's interest in the lands as well as future plans. A review was
opportunities, and the development of a vision,
completed regarding what type of park amenities might be possible
including: potential park programming and cost
based on numerous constraints such as floodplain and source
estimates in order to inform future capital
protection policies, etc.
budget forecasts. Phase 1 includes the
Next Steps:
acquisition of the site. The development of a
Key events planned include: Corporate Leadership Team (CLT) report
master plan will begin when Phase 1 is
for review/input. Based on CLT's input, the project team will move
completed.
forward on the draft acquisition approach.
NB05Public Interest In Hidden Valley Status as of Aug 31st 2017:
CANCELLED
Aug-2017
Expected Completion:
Description:
Recent Progress:
The core natural features within Hidden Valley
area are protected from development while the
surrounding farmland is designated for
Next Steps:
development. Acquiring and protecting both the
** NOTE: As a result of interdependencies and potential overlap, the
natural features and the farmland serves
objectives for this project have been integrated into NB21 Hidden
community interests but comes at a cost.
Valley Land Use Study being led by the Planning Division and all
Discussing options with property owners will
future progress will be reported through that project. That study will
inform analysis of costs and benefits to inform
identify any public interest in the Hidden Valley lands including
the City's decision-making and budgeting.
opportunities to protect and/or acquire natural features and sensitive
lands.
IF1 - 22
Denise McGoldrick(519) 741-2600 ext. 4657
Operations - Environmental Services
Status as of Aug 31st 2017:
NB10Upper Canada District Park Master Plan - Priority 1
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
The re-alignment, consolidation and
Detail design has been completed, including completion of a
improvement of the Southwest Optimist
construction tender. The tender has closed on August 15, 2017,
Sportsfield baseball diamonds including
reviewed by staff and will be brought to council for award on
supporting infrastructure as identified in the
September 25, 2017.
approved Upper Canada District masterplan.
Next Steps:
Park Opening: Summer 2018. Diamond
Construction scheduling and coordination will begin following project
Opening: Spring 2019
award targeted for September 25/17.
NB17Doon Pioneer Park Skate Park Status as of Aug 31st 2017:
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
The development of the Doon Pioneer Park
Following council approval, the Upper Canada Park construction
Skate Park will be completed through this
tender was released and is on track to be presented to council for
project. The Leisure Facilities Master Plan
award in September 2017. Once this tender is awarded, the new
recommended that additional skateboard
Request for Proposal for the Doon Pioneer Skatepark will be
facilities be developed in Kitchener in an effort
advertised in the fall of 2017.
to expand on the continued success at that time
Next Steps:
of the Aud Skatepark, and to address the
Preliminary design of the skate park will begin in the fall of 2017. It is
growing need for opportunities in skateboarding.
anticipated that public and user group consultation will begin in the
winter of 2018.
Status as of Aug 31st 2017:
NB19Implement the South Kitchener District Park Master
ON TRACK
Plan Phase 1
Dec-2018
Expected Completion:
Description:
Recent Progress:
Phase 1 of the development of the South
The site layout has been completed and reviewed with key
Kitchener District Park will include the
stakeholders. Detailed site servicing design is approximately 70%
development of the sports fields,
complete. Archaeological clearance has also been granted by the
playground/splash pad, stormwater
Ministry. A Phase 2 Environmental Site Assessment has been
management features, grading and site
initiated. A grading tender was prepared and has been advertised.
servicing, roads and parking.
Next Steps:
Final submission of site design documentation to acquire City
Departmental approvals will be completed. The Phase 2
Environmental Site Assessment will be completed. A Public
Information Centre will be held in the fall to consult the public on the
park amenities. The recommended tender award will be presented to
Council in the fall in order to begin rough grading of the site and
remediation works. Additional work will continue for the preparation of
the tender for the next phase of construction.
NB41Bee City Canada Initiative Status as of Aug 31st 2017:
ON TRACK
Dec-2017
Expected Completion:
Description:
Recent Progress:
Investigate and report to the Environmental
Background review initiated and writing of draft of report has
Committee on the benefits and feasibility of
commenced.
Kitchener becoming a Bee City Canada affiliate
Next Steps:
and how such an affiliate coordinates with any
A draft report will be completed and shared with the Environmental
current and planned City initiatives to support
Committee as well as the CISC Committee for review and comment.
pollinators in Kitchener.
IF1 - 23
Denise McGoldrick(519) 741-2600 ext. 4657
Operations - Environmental Services
Status as of Aug 31st 2017:
SE06Sustainable Urban Forest Management Program
ON TRACK
Dec-2018
Expected Completion:
Description:
Recent Progress:
This project will initiate the development of a
Over the summer staff completed the first phase of community
Sustainable Urban Forest Program with the
engagement which included direct contact with more than 1,500
creation of an urban forest strategic plan for
community members at 42 public events. Kitchener's first sustainable
public and private urban forest, and an asset
urban forest report card was also completed. This report card
management plan for trees on city lands. A
compares Kitchener's existing reactive program with a sustainable
sustainable program sets the course of action
urban forest program.
for a socially desirable urban forest that can
Next Steps:
also be achieved and maintained based on the
In September the second phase of community engagement will begin
true capacity of the city to manage resources.
and include a number of events such as 2 community workshops, an
Engage survey as well as a public talk at Kitchener Public Library.
Additional discussions with stakeholders will also help to provide input
on the draft vision, goals and priorities for the urban forest strategy.
Council input interviews will also be scheduled this fall.
Status as of Aug 31st 2017:
SE07Iron Horse Trail Improvement Strategy (Priority A -
DELAYED
Central Section)
Aug-2018
Expected Completion:
Description:
Recent Progress:
Improvements to the central section (Victoria
Detail design has been completed, including completion of a
Street to Queen Street) of the Iron Horse Trail
construction tender. The tender has closed on August 15, 2017,
will include trail-road crossings, signage,
however yielded no bids to award the work.
seating & rest areas, trail width & surfacing,
Next Steps:
connectivity, amenities and landscaping.
Project will be re-tendered in January 2018. The end date for this
project has been delayed from December 2017 to August 2018.
SE08Year-round Maintenance of Trails and Pathways Around Status as of Aug 31st 2017:
ON TRACK
Schools - Pilot
Dec-2018
Expected Completion:
Description:
Recent Progress:
Implement the pilot project to asphalt and winter
Operating costs for first winter maintenance season of the trail were
maintain trails around Glencairn Public School
determined (continue tracking for 2017/18 winter season).
and that staff monitor the use of these trails
Next Steps:
through two winter seasons. Continue to meet
A trail count is planned to establish pre-winter trail usage data (gauge
with neighbourhood associations on school
usage trends). Analysis of pedestrian usage data derived from trail
access routes and report back to council on the
counts will be undertaken. Staff will conduct spatial analysis of trail
finding of the pilot project and future direction.
network surrounding school properties to understand citywide
implications. Engagement of the neighbourhood association and
school board to solicit input on pilot project is planned.
Ken Carmichael(519) 741-2200 ext. 7372
Transportation Services
CS07Parking Business Plan Review Status as of Aug 31st 2017:
DELAYED
Dec-2017
Expected Completion:
Description:
Recent Progress:
Review fee structure, occupancy rates and
Final draft of the mid-term parking solutions for Downtown Kitchener
overall development strategies for the Parking
was received from consultants for internal review in May. After the
Enterprise.
internal review, staff met with the consultant requesting a number of
changes and a re-write. A new report is due from the consultant in
September.
Next Steps:
Project is expected to be complete by December 2017. The end date
for this project has been delayed from August 2017 to December
2017.
IF1 - 24
Ken Carmichael(519) 741-2200 ext. 7372
Transportation Services
Status as of Aug 31st 2017:
CS54Parking Payment Technologies
DELAYED
Dec-2017
Expected Completion:
Description:
Recent Progress:
A review of new technologies related to
Expression of interests were received from four suppliers.
payment options for our parking facilities, with a
mandate to incorporate more user friendly
Next Steps:
payment options (ie. Pay By Mobile).
An updated Request For Proposal to be issued by end of September.
Internal review of submissions by end of October. A recommendation
on the pay-by-mobile supplier to be completed by end of 2017. The
end date for this project has been delayed from August 2017 to
December 2017.
NB06Development of Alternative (low cost) Traffic Calming Status as of Aug 31st 2017:
COMPLETED
Options
Aug-2017
Expected Completion:
Description:
Recent Progress:
Alternative short-term and low-cost options will
This was developed and approved. Staff will work with Council on an
be developed that can be implemented on
annual basis for implementation.
streets that are not considered a priority under
Next Steps:
the traffic calming policy. A new policy and
procedures will be required to determine the
selection and funding allocation and a menu of
options will be created with an estimated level
of speed and/or volume reduction.
Status as of Aug 31st 2017:
NB18Complete Streets Policy
ON TRACK
Apr-2018
Expected Completion:
Description:
Recent Progress:
The City of Kitchener has a number of policies
Terms of reference, public engagement strategy and stakeholder
and practices that promote complete streets.
engagement strategy have been prepared. W ork began on a draft
The development of a complete street policy
report.
would review best practices and combine
Next Steps:
elements into a standalone policy document
Public and stakeholder engagement will occur this fall. 2nd project
that ensures planning, design and
team meeting to occur in concert with engagement. A complete
implementation of an element of the city's
first draft is planned for early November. Staff will review whether
transportation network considers and aims to
project timelines can be achieved based on receiving input from
meet the needs of all users regardless of age,
internal stakeholders.
ability and travel choice.
SE09LED Street Light Conversion Implementation Status as of Aug 31st 2017:
ON TRACK
Apr-2018
Expected Completion:
Description:
Recent Progress:
Implement the approved recommendation of
Approximately 5000 lights have been installed.
the LED Street Light Conversation Strategy.
Next Steps:
Conversion is well under way and will involve the conversion of 16000
street lights by 2018. Media event on September 7th. The end date
for this project has been changed from December 2018 to April 2018.
IF1 - 25
Greg St. Louis(519) 741-2600 ext. 4538
Utilities
Status as of Aug 31st 2017:
CS22Water & Sanitary - review of rate structure
ON TRACK
Aug-2020
Expected Completion:
Description:
Recent Progress:
A rate restructuring review is required to ensure
Meetings were held to gain support for a Region-wide affordability
the financial sustainability of water & waste-
program and staff have had ongoing Affordability meetings.
water operations in order to better align fixed
Next Steps:
and variable costs with rate revenue costs.
A public education/engagement plan will be developed over the 4th
quarter of 2017 to incorporate the results from the Water
Infrastructure Program review (previously referred to as the
Accelerated Infrastructure Replacement Program). Staff will
investigate a Region-wide affordability program over the course of
several months.
CS60Utility Meter Mobile Workforce Management System Status as of Aug 31st 2017:
ON TRACK
(MWMS)
Dec-2019
Expected Completion:
Description:
Recent Progress:
Source a highly configurable and flexible mobile
The Utility Mobile Workforce Management System has been awarded
workforce management solution to facilitate in
by Council to the software vendor Clevest. Staff has been working on
field management of a variety of gas and water
defining internal processes in preparation for blueprinting.
related legislated activities. The proposed
Next Steps:
solution will replace the current paper based
The blueprint workshops with staff will commence in September. For
systems, integrate through SAP service orders
the remainder of the year, Clevest (the retained consultant) will be
and Cityworks work orders allowing dispatchers
working on the design of interfaces to fit Utilities requirements as
to input into a queue of work plans delivered to
identified during blueprinting.
staff by mobile devices through the MWMS.
IF1 - 26
FINANCE & CORPORATE SERVICES COMMITTEE
Page 1 UNFINISHED BUSINESS2017-10-30
DATE
SUBJECT (INITIATOR)INITIALLYTARGETSTAFF
CONSIDEREDDATE/STATUSASSIGNED
Comprehensive Review of Business LicensesNov 2015FallH.Fylactou
Report FCS-16-009
2017
Oct 16, 2017
South District Park Relocation of the Stone Farm Jan 2018D.
Report CSD-17-074
House AlternativesMcGoldrick
IF2 - 1