HomeMy WebLinkAboutCAO-17-027 - 2018 Corporate Business Plan - Strategic ActionsREPORT TO: Finance & Corporate Services Committee
DATE OF MEETING: December 4, 2017
SUBMITTED BY: Laurie Majcher, Manager Strategy & Business Planning, (519) 741-2200
ext. 7817
PREPARED BY: Laurie Majcher, Manager Strategy & Business Planning, (519) 741-2200
ext. 7817 and, Gloria MacNeil, Director of Bylaw Enforcement, (519)
741-2200 ext. 7952
WARD (S) INVOLVED: All
DATE OF REPORT: November 22, 2017
REPORT NO.: CAO-17-027
SUBJECT:2018 Corporate Business Plan Strategic Actions
__________________________________________________________________________________________
RECOMMENDATION:
That the City of Kitchener 2018 Strategic Action Plan outlined in Appendix B to report
CAO-17-027 be approved, subject to budget deliberations.
BACKGROUND:
On August 24, Strategic Plan for 2015-2018, confirming the
top five priorities for this term of Council and the strategies that will be put into action to build
aninnovative, caring and vibrant Kitchener.The corporate strategic action plan, which is
driven by the Strategic Plan and developed through the annual business planning process,
identifies the specific projects and programs that will be implemented by city staff to move
forward on our strategies.
The strategic actions included in the Business Plan have been developed based on broad
community input that was captured through the strategic planning process. Council provided
direction through a strategy session and prioritization exercise immediately following the
election and again following the approval of the Strategic Plan, as well as ongoing dialogue
throughout the year. Theaction plan is developed by the Corporate Leadership Team based
on the full participation of the Corporate Management Team and a wide range of staff from all
city departments.
The timeline of the Business Plan is aligned with the four-year term of Council, with a one-year
outlook to capture work that will be started but not finished until after the next municipal
election. As each year is completed, the Corporate Leadership Team reviews our progress on
our strategic priorities, reports on our accomplishments and recommends adjustments to the
plan for Council approval. Council approves changes and additions to the Business Plan at
the same time as the annual budget to ensure that required resources are available to
implement the proposed actions in the context of the overall budget discussion.
4 - 1
REPORT:
December 2017 marks the completion of 3 of the 4 years for this term of Council. A summary of
all strategic actions for 2015-2019 is included in Appendix A. To date, the organization has made
good progress on all five priorities within the strategic plan with 105 strategic actions that have
been completed or on track to be completed by the end of this year.Overall, the city is expected
to complete 144 strategic actions during this term of Council (2015-2018) and make progress on
82 more that will carry-over into 2019. s progress on each of the priorities
included in the Strategic Plan include:
Open Government -
s Open Data Portal; the implementation of routine
disclosure and active dissemination processes for city information; better citizen access
to reports, minutes and video of Standing Committee and Council meeting discussions;
and, full implementation of the e-participation strategy. The recent acquisition and
implementation of customer relationship management software through the Customer
Service Strategy will improve the customer experience. The recommendations of the
Community Engagement Review provide a clear path for the meaningful involvement of
citizens in decisions that affect them.
Strong & Resilient Economy In the past three years the City of Kitchener has
contributed to the creation of the Waterloo Region Economic Development Corporation,
and has established a clear strategic framework through the Make it Kitchener strategy,
the new Downtown Action Plan and the Kitchener Market Strategic Plan. Working
within a collaborative network of city-builders, progress has been made on key
economic development initiatives, including broadband and fibre optic infrastructure, the
advanced manufacturing Incubator, and the creative hub. The city continues to
advocate for improved passenger rail service within the innovation corridor and new
funding for the arts from the federal and provincial governments.
Safe & Thriving Neighbourhoods The completion of the neighbourhood strategy
earlier this year established three specific areas of focus for the city to help residents
build great neighbourhoods. The Neighborhood Development Office has been created
and progress is already well underway on the action plan with the approval of the
Community Gardens Program and Neighbourhood Markets with many new projects
starting next year. The city is creating safer streets through pro-active traffic calming
design features in new neighbourhoods, school zone speed reduction and the approval
of new low-cost traffic calming options. The 2015-2017 Growth Management Plan, new
guidelines for residential intensification in established neighbourhoods, incentives for
affordable housing, and plans to guide new development around LRT stations support
to create complete, connected, safe and walkable neighbourhoods with a
range of housing types.
4 - 2
Sustainable Environment and Infrastructure
Master Plan cture strategies in combination with conventional
approaches to better and more efficiently manage stormwater, reducing the risk of
flooding and improving the environment. streetlights to LED
technology, which is expected to be completed within the next few months, will cut
electricity consumption by more than half and reduce GHG emissions from city
operations by 200 tonnes annually. Ongoing programs to implement the cycling master
plan, the sidewalk infill policy and the current pilot for year-round maintenance on trails
and walkways around schools have created more active transportation options for
getting around the city. nd
sustainable assets in the long-term has been supported through the ongoing progress
to improve asset data systems and develop asset management plans.
Effective & Efficient City Services Since 2015,the City of Kitchener has completed
more than 40 different project to improve the design and delivery of city services so that
they provide citizens with what they want in the most reliable, convenient and cost
effective way, including: the selection and development of the new snow disposal site
at Battler Road, the Williamsburg Cemetery expansion, the Digital Kitchener Strategy,
Kiwanis Park Pool Renovation, and Parking Payment Technologies to name a few. The
creation of the Office of Strategic Partnerships and the municipal sponsorship program
have been effective in leveraging new resources to reduce the burden on the tax rate,
and the ongoing progress on the Emergency Management and Business Continuity
Program has better prepared the city to protect lives and continue to deliver critical
services to the community in an emergency situation.
As we move into 2018, work will continue on 47 business plan projects that are already in
progress including: Broadband and Fibre Optic Infrastructure; Implementation of the South
Kitchener District Park Master Plan - Phase 1;the Comprehensive Zoning By-law Review;the
Sustainable Urban Forest Management Program;Implementation of the LED Street Light
Conversion;the Long Term Financial Plan; Responsible Pet Ownership Strategy and
Purchasing Procedures to Support New Bylaw, just to name a few.
Each year as projects are successfully completed, directors assess the capacity of available
staff resources to support new projects and initiatives that are driven by the strategic priorities
of Council. Next year there will be 45new projects started, some examples include: Close the
Loop with Citizens; Community Engagement Training; Music and Film Industry Office;
Automated Speed Camera Program for Traffic Calming; Resident Led Public Art; Public
Seating Program; More Neighbourhood Events; Trail Maintenance Service Level Review; a
Service Review of Maintenance Standards for Public Spaces;Update the Cycling Master Plan
and the Leisure Facilities Master Plan.
4 - 3
Recommended Changes from 2017
The Proposed 2018 City of Kitchener Strategic Action Plan includes the addition of 29 new
strategic actions,10 are directly related to the implementation of recommendations in the
Neighbourhood Strategy, four are related to the implementation of Make it Kitchener, four are
Asset Management Program and three are related to the implementation
of the Customer Service Strategy. A summary of all new strategic actions that have been
added to the recommended plan, and projects that have been removed, is provided in
Appendix C, along with a summary of changes that have been made throughout the year to
the expected completion dates for projects that have been delayed beyond the end of the year.
The recommended 2018 Strategic Action Plan for Council approval (Appendix B) incorporates
all of the noted changes in Appendix C.
Cat Licensing Project
On November 6, City Council referred consideration of the creation of a cat licensing program
to the corporate business planning process. At that time staff indicated the development of
such a program would require a significant amount of work, likely taking 18 24 months to
complete. This estimated timeline is based upon the process the City undertook when
developing its backyard chicken bylaw. In order to develop a cat licensing program, the
following high-level activities would be required:
1.Community engagement A series of public workshops and online surveys would be
animal related issues, there is a large amount of public interest with strongly held views,
which means the community engagement component of this project should not be
rushed. This work will require the support of Corporate Communications staff.
2.Research of other municipalities that have implemented similar programs. Given the
wide variety of service delivery model for animal control across the province, this
research will take an estimated 2-3 months to complete.
3.Information gathering from a variety of groups with knowledge in this area (given that
staff have no specific knowledge in the area of cat control). For example, Humane
4. Detailed discussions with the KW Humane Society to understand how the program
could work (eg. what would their costs be? What would be an appropriate service
level?). This work would require staff from the Humane Society to complete work on
their end to understand their staffing levels and needs if the program were to be
implemented.
4 - 4
5.Financial modeling to develop options as to the appropriate level of a licensing fee in
order to ensure the program is either: cost-neutral, or revenue generating for the City.
This will require the support of Financial Planning staff.
6.Negotiations with the KW Humane Society to amend our contract for service. This
will require the support of Financial Planning and Legal staff. It will also require the
attention of Humane Society staff.
Bylaw Enforcement does not have any staffing resources to take on a project of this
magnitude, and as a result it would have to be led by the Director of Bylaw Enforcement
(Gloria MacNeil) and the Supervisor of Bylaw Enforcement (Steve Vrentzos). Both of these
individuals are scheduled to lead another major project in 2018, the development of an
Administrative Monetary Penalties System (AMPS) for the City.
Administrative Monetary Penalties System (AMPS)
-2019 Strategic Action Plan which
identified the development of an AMPS system to occur in 2017 2018. AMPS is an
enforcement mechanism that allows municipalities to transition minor bylaw offences out of the
traditional Provincial Offences court system to a municipally run system similar to a quasi-
judicial hearing system.
The development of an AMP system has been identified as a Joint Services project between
the City of Kitchener and the City of Waterloo Bylaw Divisions. Both cities are scheduled to
proceed with this work in 2018. By working together, at the same time, both cities are able to
cost share in the research and development portion of this project, as well as potential sharing
the costs of hiring one AMPS Hearing Officer to deal with offences in both cities.
In addition to relieving pressure placed on the provincial court system by removing these minor
parking offences, an AMP system would achieve the following benefits:
1.Improved customer service Under an AMP system, customers would have the
ability to come in and meet with staff, explain the concerns or circumstances
surrounding the ticket and staff will have the ability to do one of three things: lower the
fine amount, cancel the ticket, or leave it the same. If the customer is not satisfied with
the response, they would have the ability to ask for a hearing, which would be much
more informal than a court hearing and likely held in a room at City Hall. Other cities
that have already implemented an AMP system have reported customers are generally
satisfied with the opportunity to discuss their ticket and have the consideration of a
potential reduction. They also appreciate not having to take a day off of work to sit in a
Provincial Court awaiting their hearing for a minor parking offence.
4 - 5
2.Bylaw Enforcement Officers spend less time in court The Bylaw Enforcement
Division will often have several Officers tied up in court for most of the day waiting for
their case to be called. This means that fewer Bylaw Enforcement Officers are on the
streets responding to calls and sometimes requires staff to be called in on overtime and
on one of their days off which costs the Corporation addition money. The AMPS
process does not require the Officer to be in attendance unless there is a
hearing. Other municipalities that have implemented AMPS have indicated the process
has reduced their number of hearings to a minimal amount.
3.Potential for additional revenue for the municipality An AMP system allows
municipalities to add administrative fees to parking fines depending on the level of staff
time and effort required to process the ticket. For example, a fee could be set if an
individual does not show up at their scheduled hearing as staff would have already
spent time preparing for that hearing.
Given the limited staff resources available to move these two significant projects forward,
should Council direct staff to proceed with the development of a cat licensing program starting
in 2018, the AMPS project would not proceed and staff would contact the City of Waterloo to
withdraw from that project as a Joint Services Initiative.
Budget Impacts
The corporate business plan and the budget are developed in parallel through an iterative
process of review and revision that keeps the allocation of resources in sync with the planned
work of the organization. A request for an investment of $1.65 M for the North and South
sections of the Iron Horse Trail Improvement Strategy is included in the 2018 budget package,
in addition to $1 M that was previously identified. $700,000 of this expenditure is expected to
be recovered through a grant from the Ontario Municipal Commuter Cycling (OMCC) program.
These resources are currently built-in to the proposed budget. If the resources are not
approved by Council through the budget process, the scope of work may be scaled down,
those action items may be deferred to a future year, or they may be removed from the
business plan.
Next Steps
Subject to Council approval of the proposed Strategic Action Plan outlined in Appendix B,
including any adjustments that may result from budget decisions, the Strategic Action Plan will
be incorporated into the City of Kitchener 2018 Business Plan organized by the departments
and divisions accountable for completing the work. All other information in the business plan
will be updated and the third phase of core service performance reporting will be included.
The final version of the
March 2018.
4 - 6
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
through the delivery of core service.
FINANCIAL IMPLICATIONS:
The following provisions have been included in the proposed 2018 capital budget to support
the strategic actions included on this plan:
SE23 Iron Horse Trail Improvement Strategy Additional funding of $1,650,000 has
been added to the 2018/2019 capital budget to complete the improvements and install
lighting on the North and South sections of the Iron Horse Trail. Staff intend to apply for
anOntario Municipal Commuter Cycling Program grant funding in the amount of
$700,000 to off-
COMMUNITY ENGAGEMENT:
Consult The community was consulted on priorities for action in this term of council through
the strategic planning process. More than 1,000 residents provided input through the
Environics survey in 2013, and approximately 2,000 citizens participated in the follow-up
community engagement campaign led by Compass Kitchener in 2014. More than 50
community stakeholder groups were given the opportunity to comment on the draft strategic
plan in June 2015 prior to council approval.
ACKNOWLEDGED BY: Dan Chapman, Chief Administrative Officer
4 - 7
APPENDIX A: All Strategic Actions to be Completed 2015-2019
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1.1
Provide public access to all city records, information and data unless there are privacy,
security or legal reasons not to do so, developing partnerships to promote the use of data for
economic, social and environmental community benefits.
OG02
Open Data Portal Launch and Data Set Automation 2016
1
OG05
Open By Default Strategy Implementation 2017
1.2
Strengthen communication on issues of interest to the public and proactively publish related
documents in an accessible format to give citizens the information they need to understand
the city's plans, priorities and the rationale for key decisions.
OG03
Accurate Communication of Plans for Future Development 2016
OG18
Review and Update Corporate Digital Media Strategy 2017
OG14
Publish Information About Council Decisions and City Processes Ongoing
1.3
Create more opportunities for citizen dialogue on community issues and introduce new ways
for people to get involved in decisions that affect them.
OG
Youth Engagement Audit 2015
OG04
Council Engagement with Citizens 2016
OG06
Implement the e-Participation Strategy 2016
OG09
Corporate-Wide Community Engagement Review 2017
1
OG15
Community Engagement Policy 2017
OG16
Community Engagement Plans, Tools and Resources 2018
OG20
Parks, Playgrounds and Trails Community Engagement Review 2018
OG10
Participatory Budgeting 2019
OG17
Community Engagement Training 2019
1.4
Introduce more convenient and effective channels for citizens to access city information and
services.
OG
Neighbourhood Association Online Registration (Phase 4)2015
OG
Implementation of 2015 AODA Standard Requirements 2015
OG01
External Website Review 2016
1
OG07
Customer Service Strategy - Phase 3 2017
OG08
E-Tendering 2018
OG21
E-Services Strategy Engagement and Refreshed Roadmap 2019
OG22
Advance CRM Technology 2019
OG19
Development of the Online Customer Service Portal Ongoing
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1.5
Strengthen a culture within the organization that puts citizens first and improves the quality
of the customer service experience.
OG13
Enhance Customer Experience at the Aud & Arenas 2016
OG12
Customer Service Review 2019
OG23
Close the Loop with Citizens 2019
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2.1
Foster a business environment that stimulates innovation and job creation, helping startup
entrepreneurs establish and grow their business.
EC
Kitchener Economic Development Strategy 2015
EC20
Creative Hub 2016
EC07
Broadband & Fibre Optic Infrastructure 2018
EC08
Make it Start - Advanced Manufacturing Incubator 2019
EC24
Make It Start - Creative Hub at 44 Gaukel Street 2019
EC25
Make It Start - Digital Training for Entrepreneurs 2019
2.2
Support the attraction, retention and development of existing and new industries within the
regional economy, working in collaboration with the economic development corporation for
Waterloo Region.
EC
Waterloo Region Economic Development Corporation (WREDC)2015
EC27
Implementation of the Make It Kitchener Strategy Ongoing
2.3
Strengthen Kitchener's connections within the GTA-Waterloo Region corridor to support the
development of a globally-significant regional innovation economy.
EC11
Intergovernmental Relations - Passenger Rail Ongoing
2.4
Develop and nurture a high quality of life and a powerful identity for the City of Kitchener to
attract investment and a talented creative workforce.
EC
Wi-Fi Rollout - Phase 2 Sites 2015
EC
Centre In The Square 2015
EC06
Canada 150 Wi-Fi Expansion 2017
EC22
Creative Hub Implementation: RFP Process 2017
1
EC05
Sport Tourism 2017
EC23
Make It Grow - Music and Film Industry Office 2019
EC12
Make it Spark - Federal and Provincial Funding for the Arts Ongoing
4 - 9
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2.5
Facilitate the ongoing development of Downtown Kitchener as the heart of the city.
EC02
Kitchener Market Strategic Plan 2016
EC03
City Hall Outdoor Spaces Master Plan 2016
EC10
Update the Downtown Kitchener Action Plan 2017
EC19
Kitchener Market Strategy Implementation Plan 2017
1
EC21
City Hall Outdoor Spaces Implementation Plan 2017
EC04
Make It Vibrant - Special Events and Urban Experience Strategy 2019
EC26
Make It Urban - Upper Level Market Transformation 2019
EC28
City Hall Outdoor Spaces Detailed Design 2019
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3.1
Give citizens the tools and opportunities to play an active leadership role in creating great
neighbourhoods and fostering a stronger sense of community belonging.
NB01
Neighbourhood Strategy 2017
NB15
Neighbourhood Development Office 2017
NB47
2019
NB48
Snow Angel Program 2019
3.2
Create safer streets in our neighbourhoods through new approaches to traffic calming.
NB
Pro-active Traffic Calming Design Features in New Developments 2015
NB40
School Zone Speed Reduction 2016
NB06
Development of Alternative (low cost) Traffic Calming Options 2017
NB34
Community Traffic Safety Advisory Committee 2019
NB46
Automated Speed Camera Program for Traffic Calming 2019
NB39
Implementation of the Traffic Calming Program Ongoing
3.3
Manage growth, curb urban sprawl, and foster more mixed-use development, ensuring new
development is integrated with the diversity and character of the surrounding community.
NB
Kitchener Growth Management Plan 2015-2017 2015
NB02
Central Stations RT Station Area Plan 2016
NB07
Residential Intensification in Established Neighbourhoods Study 2017
1
NB08
PARTS Midtown RT Station Area Plan 2017
1
NB09
PARTS Rockway RT Station Area Plan 2017
NB13
Sustainable Development Feasibility Study 2018
4 - 10
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3.3
Manage growth, curb urban sprawl, and foster more mixed-use development, ensuring new
development is integrated with the diversity and character of the surrounding community.
NB18
Complete Streets Policy 2018
NB20
Community Energy Investment Strategy 2018
NB43
Heritage Best Practices Implementation 2018
NB11
Comprehensive Zoning By-law Review 2019
NB12
Make it Urban - Rockway Centre Partnership Development 2019
NB21
Hidden Valley Land Use Study 2019
NB26
Urban Design Manual 2019
NB27
Growth Management Strategy Review 2019
NB30
Lower Doon Land Use Review 2019
NB31
Homer Watson/Conestoga College City Node Master Plan 2019
NB36
Incentives for Design/Architectural Innovation and Excellence 2019
NB32
PARTS Fairway Station Area Plan 2020
NB33
PARTS Block Line Station Area Plan 2020
NB38
Implementation of the Growth Management Strategy Ongoing
3.4
Facilitate and promote housing developments that provide options for a diversity of lifestyles
and household types.
NB
Development Incentives for Affordable Housing - Phase 1 2015
NB16
Development Incentives for Affordable Housing - Phase 2 2017
3.5
Continue to encourage active participation in existing recreational facilities while moving
forward with the provision of new recreational opportunities in underserved areas of the city.
NB
Jack Couch Ball Park Review 2015
1
NB04
Grand River Park - Phase 1 2017
NB10
Upper Canada District Park Master Plan - Priority 1 2018
NB19
Implementation of the South Kitchener District Park Master Plan Phase 1 2018
NB17
Doon Pioneer Park Skate Park 2019
NB29
Business Case for Mill Courtland Community Centre Expansion 2019
NB35
Community Centre Facility Needs Review 2019
NB42
Doon Pioneer Park Community Centre Expansion - Design & Construction 2019
NB44
Community Centre Audit Implementation 2019
NB49
South-West End Community Centre Business Case 2020
4 - 11
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3.6
Provide opportunities and support for citizens to lead the way in creating active and vibrant
public places that promote people's health, happiness and well-being by capitalizing on local
community assets such as community centres, pools, arenas, libraries, parks, trails and other
public spaces.
1
NB03
Community Gardens Program 2017
1
NB14
Huron Woods Community Centre Partnership 2017
1
NB24
Neighbourhood Markets 2017
1
NB41
Bee City Canada Initiative 2017
NB50
2018
NB51
2018
NB52
More Neighbourhood Events 2018
NB53
Boulevard Beautification Guidelines 2018
NB54
Event-in-a-Trailer 2019
NB55
Neighbourhood Use of Schools and Faith Based Facilities 2019
NB56
2019
NB37
Implementation of the Community Grants Program Ongoing
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4.1
Manage and enhance the urban forest so that it will continue to make a long-term contribution
to the livability of Kitchener.
SE06
Sustainable Urban Forest Management Program 2018
SE10
Community-Wide Tree Planting & Donation Program 2018
SE19
Implementation of the Emerald Ash Borer Management Program Ongoing
4.2
Develop measures to manage stormwater and improve water quality in the city's watershed.
SE02
Stormwater Master Plan 2016
SE05
Low Impact Development Design Guidelines - Stormwater Utility 2018
4.3
Reduce greenhouse emissions and energy consumption in all areas of city operations.
SE01
LED Street Light Standard and Conversion 2016
SE04
Corporate Climate Action Plan 2018
SE09
Implementation of the LED Street Light Conversion 2018
SE21
Implementation of the Energy Conservation Demand Management Program Ongoing
4 - 12
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4.4
Develop a network of safe, comfortable and linked pedestrian and cycling facilities and
improve year-round maintenance on priority routes.
SE
Year-round Management & Maintenance of Trails and Walkways 2015
SE
Sidewalk Infill Policy 2015
SE07
Iron Horse Trail Improvement Strategy - Central Section 2018
SE08
Year-round Maintenance of Trails and Pathways Around Schools - Pilot 2018
SE11
Trail Maintenance Service Level Review 2019
SE12
Update the Cycling Master Plan 2019
SE23
Iron Horse Trail Improvement Strategy - North and South Section 2019
SE13
Implementation of the Cycling Master Plan Ongoing
SE14
Implementation of the Sidewalk Infill Program Ongoing
4.5
Strengthen the capability and capacity within the organization to manage all of the city's
assets so that they are affordable, dependable and sustainable in the long-term.
SE03
Centre In The Square Lifecycle Asset Management Plan 2016
SE24
Asset Management Plans for Cemeteries 2018
SE25
Asset Management Plans for Golf 2018
SE26
Asset Management Plans for Parking Enterprise 2018
SE27
Asset Management Plan for Storm Water 2019
SE16
Management of the Water Infrastructure Program Ongoing
SE17
Development of Asset Data Systems Ongoing
SE18
Development of Detailed Asset Management Plans Ongoing
SE20
Developmnent of Facility Asset Management Plans Ongoing
4.6
Improve the City of Kitchener's ability to leverage funding opportunities for the development
and renewal of infrastructure through federal and provincial programs and other partnerships.
SE15
Intergovernmental Relations - Municipal Infrastructure Funding Ongoing
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5.1
Enhance and roll out plans for managing emergencies and business disruptions to protect lives
and continue to deliver critical services to the community.
CS
Business Continuity Plan Implementation 2015
CS27
Fire IT Strategy 2016
CS06
Five-Year Fire Master Plan 2017
CS36
Server Systems Failover Capability 2018
4 - 13
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5.1
Enhance and roll out plans for managing emergencies and business disruptions to protect lives
and continue to deliver critical services to the community.
CS45
Implementation of Emergency Management and Business Continuity Program Ongoing
5.2
Improve the design and delivery of city services so that they provide what citizens want in the
most reliable, convenient and cost-efficient way.
CS
2014 Municipal Election 2015
CS
Sign Reflectivity Study 2015
CS
Snow Disposal Site 2015
CS
OmniRIM Major Version Upgrade 2015
CS
Implementation of the Mobile Strategy 2015
CS
Regional Radio System Upgrade 2015
CS
2014 Next Generation 911 Rollout 2015
CS
Telestaff 2015
CS
Golf Operations Operating Standards Review 2015
CS
Electronic Plan Review - Building (Phase 3)2015
CS
Railway Crossing Agreements Research 2015
CS
2015
CS
Ice Strategies for Inventory Replacement 2015
CS
By-law Public Awareness Campaign 2015
CS
Leisure Services Governance Review 2015
CS
Leisure Facilities Master Plan Project Prioritization 2015
CS01
Intranet Review 2016
CS02
Strategic Business & Talent Attraction - Resource Model 2016
CS05
Williamsburg Phase ll Expansion 2016
CS12
Records Retention Improvements 2016
CS14
SAP Customer Relationship & Billing 2016
CS21
Meter Inventory System Implementation 2016
CS23
CLASS Registration Software Replacement 2016
CS28
Harmonized Sales Tax (HST) Review 2016
CS30
Snow Storage Disposal Facility - 1585 Battler Road 2016
CS32
Review of Animal Control Regulations - Keeping Chickens in Residential Areas 2016
CS11
Corporate Technology Strategic Plan & Digital Strategy 2017
CS15
Internal Order Process Improvement 2017
CS34
Payment Process Improvements and Electronic Funds Transfer (EFT) Payments 2017
CS52
Shopping Cart Management Plan Bylaw 2017
4 - 14
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5.2
Improve the design and delivery of city services so that they provide what citizens want in the
most reliable, convenient and cost-efficient way.
1
CS04
KMAC: Long-Term Planning for the Future 2017
1
CS07
Parking Business Plan Review 2017
1
CS10
Implement GHS Classification and Labelling of Chemicals 2017
1
CS16
Financial Reporting Improvement Project 2017
1
CS17
Purchasing Audit Action Plan and Implementation 2017
1
CS19
Electronic Document Management 2017
1
CS20
Property Standards Compliance Review and Proactive By-law Enforcement 2017
1
CS33
Kiwanis Park Pool Renovation 2017
1
CS35
Accounting Comprehensive Service Review Action Plan and Implementation 2017
1
CS53
Negotiation of Animal Control Services Contract 2017
1
CS54
Parking Payment Technologies 2017
1
CS57
Installation of Active Net Recreation Management Software 2017
CS03
Responsible Pet Ownership Strategy 2018
CS18
Electronic Agenda Management 2018
CS37
Online Business Licensing 2018
CS55
AMANDA 7 and Public Portal Review 2018
CS56
Administrative Monetary Penalties Strategy (AMPS)2018
CS58
Revenue Comprehensive Service Review Action Plan and Implementation 2018
CS62
Development of Public Internet Access Standard 2018
CS63
Narrowband Smart City/Internet of Things Network Development 2018
CS67
Direct Detect Business Case Analysis 2018
CS24
Regional Emergency Communications Centre 2019
CS40
2018 Election 2019
CS42
Service Review of Maintenance Standards for Public Spaces 2019
CS60
Utility Meter Mobile Workforce Management System (MWMS)2019
CS61
Replacement of Fire Department Dispatch System 2019
CS64
Civic Innovation Lab at Communitech 2019
CS65
Implementation of the Digital Kitchener Strategy 2019
CS66
Leisure Facilities Master Plan 2019
CS68
Electronic Records Management Strategy 2019
CS69
Automation of Payment Processing 2019
CS72
2019
CS44
Smart Service Delivery Ongoing
4 - 15
9ŅŅĻĭƷźǝĻ ğƓķ 9ŅŅźĭźĻƓƷ /źƷǤ {ĻƩǝźĭĻƭ
Ў͵Љ
5.2
Improve the design and delivery of city services so that they provide what citizens want in the
most reliable, convenient and cost-efficient way.
CS46
Implementation of the FCS Service Strategy Ongoing
CS47
Internal Audit & Service Reviews Ongoing
CS50
Implementation of the Mobile Computing Strategy Ongoing
CS51
Implementation of Business Intelligence Tools & Functionality Ongoing
5.3
Provide citizens with competitive, rational and affordable taxation levels.
CS
Municipal Sponsorship Program 2015
CS26
Create an Office of Strategic Partnerships 2016
CS31
Comprehensive Review of Business Licensing 2018
5.4
Ensure the responsible stewardship of public funds within a supportive policy framework.
CS
Review Allocation of Internal Overhead Costs 2015
CS
Banking Services - Request For Proposals 2015
CS
Employee Loan Program Review 2015
CS
Financial Reporting Improvements - Caseware Implementation 2015
1
CS29
Purchasing Bylaw Revision 2017
CS09
Long Term Financial Plan 2018
CS59
Parkland Dedication Policy Update 2018
CS71
Purchasing Procedures to Support New By-law 2018
CS22
Water & Sanitary - Review of Rate Structure 2019
CS38
Review of Comprehensive Reserve Fund Policy 2019
CS41
Development Charges Background Study (2019)2019
CS70
Streamline Procurement Processes Related to Payment Processing 2019
5.5
Strengthen employee engagement, performance management and accountability for results
across the organization.
CS
Workplace Accommodation Review 2015
CS
2015-2018 Kitchener Strategic Plan 2015
CS08
Performance Evaluation at Kitchener Program 2016
CS25
Implementation of the First Phase of the Corporate Talent Strategy 2019
CS43
Development of Core Service Performance Measures Ongoing
CS48
Management of the Employee Culture Survey Ongoing
CS49
Implementation of People Plan Action Items Ongoing
4 - 16
APPENDIX B: Recommended 2018 Strategic Action Plan
City of Kitchener 2018
Strategic Action Plan
November 2017
4 - 17
APPENDIX B: Recommended 2018 Strategic Action Plan
hƦĻƓ DƚǝĻƩƓƒĻƓƷ
Ļ Ǟźƌƌ ĬĻ ƷƩğƓƭƦğƩĻƓƷ ğƓķ ğĭĭƚǒƓƷğĬƌĻ Ʒƚ ĭźƷźǩĻƓƭͲ ƦƩƚǝźķźƓŭ ĻğƭǤ ğĭĭĻƭƭ Ʒƚ źƓŅƚƩƒğƷźƚƓͲ ğ
ŭƩĻğƷ ĭǒƭƷƚƒĻƩ ƭĻƩǝźĭĻ ĻǣƦĻƩźĻƓĭĻͲ ğƓķ ƒĻğƓźƓŭŅǒƌ ƚƦƦƚƩƷǒƓźƷźĻƭ Ʒƚ ƦğƩƷźĭźƦğƷĻ źƓ ƷŷĻ
ķĻƒƚĭƩğƷźĭ ƦƩƚĭĻƭƭ͵
{ƷƩƚƓŭ ğƓķ wĻƭźƌźĻƓƷ 9ĭƚƓƚƒǤ
Ļ Ǟźƌƌ ǞƚƩƉ ǞźƷŷźƓ ğ ĭƚƌƌğĬƚƩğƷźǝĻ ƓĻƷǞƚƩƉ ƚŅ ĭźƷǤΏĬǒźƌķĻƩƭ Ʒƚ ĭƩĻğƷĻ ğ ķǤƓğƒźĭ ğƓķ
ƦƩƚƭƦĻƩƚǒƭ YźƷĭŷĻƓĻƩ ƷŷğƷ źƭ Ʃźĭŷ ǞźƷŷ ĻƒƦƌƚǤƒĻƓƷ ƚƦƦƚƩƷǒƓźƷźĻƭ ğƓķ ƭǒĭĭĻƭƭŅǒƌ ĬǒƭźƓĻƭƭ
ǝĻƓƷǒƩĻƭ ƷŷğƷ ĭğƓ ŭƩƚǞ ğƓķ ƷŷƩźǝĻ ǞźƷŷźƓ ƷŷĻ ĬƩƚğķĻƩ ŭƌƚĬğƌ ĻĭƚƓƚƒǤ͵
{ğŅĻ ğƓķ ŷƩźǝźƓŭ bĻźŭŷĬƚǒƩŷƚƚķƭ
Ļ Ǟźƌƌ ǞƚƩƉ ǞźƷŷ ĭƚƒƒǒƓźƷǤ ƦğƩƷƓĻƩƭ Ʒƚ ĭƩĻğƷĻ ĭƚƒƦƌĻƷĻͲ ĭƚƓƓĻĭƷĻķͲ ƭğŅĻ ğƓķ ǞğƌƉğĬƌĻ
ƓĻźŭŷĬƚǒƩŷƚƚķƭ ǞźƷŷ ğ ƩğƓŭĻ ƚŅ ŷƚǒƭźƓŭ ƚƦƷźƚƓƭ͵ Ļ Ǟźƌƌ ĻƓĭƚǒƩğŭĻ ƦĻƚƦƌĻ Ʒƚ ĭƚƒĻ
ƷƚŭĻƷŷĻƩͲ źƓƷĻƩğĭƷ ǞźƷŷ ƚƓĻ ğƓƚƷŷĻƩ ğƓķ Ĭǒźƌķ ƩĻƌğƷźƚƓƭŷźƦƭ ƷŷƩƚǒŭŷ źƓĭƌǒƭźǝĻ ƦƩƚŭƩğƒƭͲ
ƭĻƩǝźĭĻƭͲ ĻǝĻƓƷƭͲ ğƓķ ŭƩĻğƷ ƦǒĬƌźĭ ŭğƷŷĻƩźƓŭ ƦƌğĭĻƭ͵
{ǒƭƷğźƓğĬƌĻ 9ƓǝźƩƚƓƒĻƓƷ ğƓķ LƓŅƩğƭƷƩǒĭƷǒƩĻ
Ļ Ǟźƌƌ ŷğǝĻ ǞĻƌƌ ƦƌğƓƓĻķͲ ƒğƓğŭĻķͲ ğƓķ ĭƚƭƷ ĻŅŅĻĭƷźǝĻ źƓŅƩğƭƷƩǒĭƷǒƩĻ ƭǤƭƷĻƒƭ ƷŷğƷ ƭǒƦƦƚƩƷ
ƌƚƓŭΏƷĻƩƒ ĭƚƒƒǒƓźƷǤ ƓĻĻķƭ ŅƚƩ ƭĻƩǝźĭĻƭͲ ŷğƩƓĻƭƭźƓŭ ƷŷĻ ĬĻƓĻŅźƷƭ ƚŅ ƓğƷǒƩĻ ƷŷƩƚǒŭŷ ŭƩĻĻƓ
źƓŅƩğƭƷƩǒĭƷǒƩĻ ƦƩƚŭƩğƒƭ Ʒƚ ĭƩĻğƷĻ ğ ŷĻğƌƷŷǤ ǒƩĬğƓ ĻƓǝźƩƚƓƒĻƓƷ͵
9ŅŅĻĭƷźǝĻ ğƓķ 9ŅŅźĭźĻƓƷ /źƷǤ {ĻƩǝźĭĻƭ
Ļ Ǟźƌƌ ķĻƌźǝĻƩ ƨǒğƌźƷǤ ƦǒĬƌźĭ ƭĻƩǝźĭĻƭ ƷŷğƷ ƒĻĻƷ ƷŷĻ ķğǤ Ʒƚ ķğǤ ƓĻĻķƭ ƚŅ ƷŷĻ ĭƚƒƒǒƓźƷǤ źƓ
ğ ƩĻƌźğĬƌĻ ğƓķ ğŅŅƚƩķğĬƌĻ ǞğǤͲ ƒğķĻ ƦƚƭƭźĬƌĻ ƷŷƩƚǒŭŷ ƷĻĭŷƓƚƌƚŭǤͲ źƓƓƚǝğƷźƚƓͲ ĻƒƦƌƚǤĻĻ
ĻƓŭğŭĻƒĻƓƷͲ ğƓķ ğ ƭƚǒƓķ ƌƚƓŭΏƷĻƩƒ ŅźƓğƓĭźğƌ ƦƌğƓ͵
4 - 18
Open Government
1.2Strengthen communication on issues of interest to the public and proactively publish related
documents in an accessible format to give citizens the information they need to understand the
city's plans, priorities and the rationale for key decisions.
ID#Strategic Action ЋЉЊБЋЉЊВ
Publish Information About Council Decisions and City Processes
OG14
Increase public access to information by improving connections between minutes, reports and Council
decisions, and the ability to trace the history of an issue. Ultimately this will lead to more transparent
decision-making for the public, greater accountability, and increased public trust.
Lead Division:
Legislated Services
1.3Create more opportunities for citizen dialogue on community issues and introduce new ways for
people to get involved in decisions that affect them.
ID#Strategic Action ЋЉЊБЋЉЊВ
Community Engagement Plans, Tools and Resources
OG16
Development of community engagement plans, tools templates and resources to support staff in
effectively informing and engaging citizens. Initial deliverables will include an intranet presence with
engagement plan templates, checklists for public meetings, survey development and online
engagement, and FAQs.
Lead Division:
Office of the CAO
Participatory Budgeting
OG10
Enable community members to directly decide how to spend part of the city's budget, allowing them to
make budget decisions that affect their lives.
Lead Division:Financial Planning
Parks, Playgrounds and Trails Community Engagement Review
OG20
of improvements to public spaces in the city by prioritizing the way the city engages with residents in
the development or redevelopment of neighbourhood parks, playgrounds and trails. There will be a
focus on serving the specific needs of residents in terms of ages, interests, abilities and cultural
backgrounds.
Lead Division:Office of the CAO
Community Engagement Training
OG17
Development of speciialized community engagement training for staff that features topics such as
building effective community engagement plans, survey and question development, effective
egagement techniques and more.
Lead Division:Office of the CAO
4 - 19
Open Government
1.4Introduce more convenient and effective channels for citizens to access city information and
services.
ID#Strategic Action ЋЉЊБЋЉЊВ
E-Tendering
OG08
Implement an e-tendering module to enable vendors to self-identify for interested commodities, access
bid documents and drawings and submit tenders, proposals and quotations electronically.
Lead Division:
Supply Services
E-Services Strategy Engagement and Refreshed Roadmap
OG21
This action supports the Customer Service Strategy Principle of Channel Availability. Engage citizens to
determine their preferences for new e-services and develop an updated, prioritized e-services roadmap
and work plan.
Lead Division:Office of the CAO
Advance CRM Technology
OG22
This action supports the Customer Service Strategy Principle of Channel Integration. This work focuses
on developing a prioritized roadmap/work plan for all initiatives required to integrate the LAGAN/CRM
software with other key corporate systems. Deliverables will include the development of a strategy to
assess corporate business lines to be brought on to CRM over time. This work is critical to the
development of a future online portal.
Lead Division:Office of the CAO
Development of the Online Customer Service Portal
OG19
Development of an online portal will be ongoing due to substantial work to bring more and more City
services online. Initial work will focus on the work plan for building integrations between the CRM
platform and key City programs (enabling more City services to come online); developing a strategy for
assessing priority for lines of business to go online and assessing requirements/planning around single
sign-on capability.
Lead Division:
Office of the CAO
1.5Strengthen a culture within the organization that puts citizens first and improves the quality of
the customer service experience.
ID#Strategic Action ЋЉЊБЋЉЊВ
Customer Service Review
OG12
This action supports the Customer Service Strategy Principle of Efficiency and Effectiveness. This work
focuses on understanding the service challenges and opportunities across the organization and from
external citizen engagement campaign, employee campaign, and development of a service brand.
Lead Division:Office of the CAO
4 - 20
Open Government
Close the Loop with Citizens
OG23
This action supports the Customer Service Strategy Principle of Customer Interactions. Use the
information obtained through the Corporate Customer Service Review to develop a strategy outlining
how final resolution to service interactions will be communicated to citizens, when possible.
Lead Division:
Office of the CAO
Strong and Resilient Economy
2.1Foster a business environment that stimulates innovation and job creation, helping startup
entrepreneurs establish and grow their business.
ID#Strategic Action ЋЉЊБЋЉЊВ
Broadband & Fibre Optic Infrastructure
EC07
Work collaboratively with stakeholders to explore options to either encourage third party fibre optic
investment in Kitchener or partner with others to provide improved high-speed broadband
infrastructure for Kitchener. High speed internet access is increasingly viewed as essential
infrastructure for a globally competitive economy.
Lead Division:
Technology Innovation & Services
Make it Start - Advanced Manufacturing Incubator
EC08
Support the development of an advanced manufacturing incubator in Kitchener, offering specialized
accelerator programming for startup manufacturers. Funding has been allocated in the reserve.
Implementation is dependant on the Council approval of the Business Case.
Lead Division:
Economic Development
Make It Start - Digital Training for Entrepreneurs
EC25
Develop and launch a series of digital training opportunities to enable entrepreneurs and small
businesses to become more competitive locally, regionally and globally. This would include the
assessing the feasibility and funding opportunities to support such programming.
Lead Division:Economic Development
Make It Start - Creative Hub at 44 Gaukel Street
EC24
Facilitate the development of a hub for creative industry entrepreneurs through affordable space,
networking and professional development opportunities. Based on the results of the 2017 RFP process,
develop revised implementation options and a re-scoped pathway forward. Funding has been allocated
in the reserve. Implementation is dependent on the Council approval of the Business Case.
Lead Division:Economic Development
4 - 21
Strong and Resilient Economy
2.2Support the attraction, retention and development of existing and new industries within the
regional economy, working in collaboration with the economic development corporation for
Waterloo Region.
ID#Strategic Action ЋЉЊБЋЉЊВ
Implementation of the Make It Kitchener Strategy
EC27
To be a great city for people Kitchener must generate varied career opportunities. We want to be the
best place for our entrepreneurs to start a business in Canada and we want to grow the industry that
we have. Kitchener must also be a compelling city in which to live, anchored by a lively urban core that
is balanced by bustling suburban neighbourhoods. This work can only be realized through partnerships
with WREDC, Communitech, etc.
Lead Division:
Economic Development
2.3Strengthen Kitchener's connections within the GTA-Waterloo Region corridor to support the
development of a globally-significant regional innovation economy.
ID#Strategic Action ЋЉЊБЋЉЊВ
Intergovernmental Relations - Passenger Rail
EC11
Working in collaboration with partners in the Toronto/Waterloo Region corridor, advocate for improved
GO passenger rail service including high speed rail as a priority infrastructure investment for the
provincial government.
Lead Division:
Office of the CAO
2.4Develop and nurture a high quality of life and a powerful identity for the City of Kitchener to
attract investment and a talented creative workforce.
ID#Strategic Action ЋЉЊБЋЉЊВ
Make It Grow - Music and Film Industry Office
EC23
Support the creation of a Music and Film Industry office to facilitate local music, film and digital media
cluster success in Kitchener and area. Funding has been allocated in the reserve. Implementation is
dependent on the Council approval of the Business Case.
Lead Division:
Economic Development
Make it Spark - Federal and Provincial Funding for the Arts
EC12
Advocate and coordinate funding for the arts from federal and provincial government programs.
Lead Division:Economic Development
4 - 22
Strong and Resilient Economy
2.5Facilitate the ongoing development of Downtown Kitchener as the heart of the city.
ID#Strategic Action ЋЉЊБЋЉЊВ
Make It Vibrant - Special Events and Urban Experience Strategy
EC04
Develop a strategy to support the delivery of both world-class and grass roots community experiences,
such as festivals, events, programs and urban experiences.
Lead Division:
Economic Development
Make It Urban - Upper Level Market Transformation
EC26
As part of the Kitchener Market Strategy implementation, develop and begin implementing a plan for
programmable, entrepreneurial and identifiable experience while generating additional revenue. This
could include a refreshed look, improved functionality and the introduction of a Food Incubator to
support new food startups.
Lead Division:Economic Development
City Hall Outdoor Spaces Detailed Design
EC28
Develop a detailed design to address critical infrastructure repairs for City Hall outdoor spaces and
concurrent work to improve the functionality of Carl Zehr Square for public events programming.
Lead Division:
Facilities Management
Safe and Thriving Neighbourhoods
3.1Give citizens the tools and opportunities to play an active leadership role in creating great
neighbourhoods and fostering a stronger sense of community belonging.
ID#Strategic Action ЋЉЊБЋЉЊВ
NB47
This action is a recommendation from the City's lovemyhood strategy and supports the implementation
of improvements to public spaces in the city by allowing resident led public art projects in public
spaces. There will be a focus on providing simple steps for residents to follow when working with city
staff to make neighbourhood improvements.
Lead Division:Community Programs & Services
Snow Angel Program
NB48
This action is a recommendation from the City's lovemyhood strategy and supports the implementation
of a program that promotes neighbourhood safety by connecting volunteers with those who need
assistance clearing snow away from sidewalks and driveways.
Lead Division:
Community Programs & Services
4 - 23
Safe and Thriving Neighbourhoods
3.2Create safer streets in our neighbourhoods through new approaches to traffic calming.
ID#Strategic Action ЋЉЊБЋЉЊВ
Community Traffic Safety Advisory Committee
NB34
Consider options to revise the mandate of an existing advisory committee to create a co-operative
partnership between city staff, community groups and other agencies that seek to enhance traffic and
pedestrian safety in Kitchener. The Committee will provide input and feedback on traffic safety issues
such as school zone concerns, traffic calming requests and traffic-related education initiatives.
Lead Division:
Transportation Services
Automated Speed Camera Program for Traffic Calming
NB46
Subject to the passing of new Provincial legislation related to speed cameras, staff to investigate the
potential use of this technology to address speeding concerns in school zones.
Lead Division:Transportation Services
Implementation of the Traffic Calming Program
NB39
The City of Kitchener endorses traffic calming as a means to reduce speeding, through traffic and
collisions in residential neighbourhoods, thereby improving safety and quality of life for residents.
Traffic calming projects will be rated and prioritized annually by staff and approved by Council based on
the criteria and the allocated annual budget.
Lead Division:
Transportation Services
3.3Manage growth, curb urban sprawl, and foster more mixed-use development, ensuring new
development is integrated with the diversity and character of the surrounding community.
ID#Strategic Action ЋЉЊБЋЉЊВ
Sustainable Development Feasibility Study
NB13
Working with partner organizations, under the Federation of Canadian Municipalities (FCM) Green
Municipal Funds program, undertake a feasibility study to help inform sustainable development
practices at a site or neighbourhood scale. The emphasis is to be on energy sustainability.
Lead Division:
Planning
Community Energy Investment Strategy
NB20
As a supporting partner with the Region of Waterloo, local municipalities and utility companies, explore
opportunities for energy efficiency, optimization of local energy 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.
Lead Division:Planning
4 - 24
Safe and Thriving Neighbourhoods
Complete Streets Policy
NB18
The City of Kitchener has a number of policies and practices that promote complete streets. The
development of a complete street policy would review best practices and combine elements into a
standalone policy document that ensures planning, design and implementation of an element of the
city's transportation network considers and aims to meet the needs of all users regardless of age,
ability and travel choice.
Lead Division:
Transportation Services
Heritage Best Practices Implementation
NB43
In follow up to Report CSD-15-08 which recommended the development of a variety of best practices
regarding the conservation of cultural heritage resources.
Lead Division:Planning
Comprehensive Zoning By-law Review
NB11
Undertake a multi-phase, comprehensive review of the City's Zoning By-law 85-1 to implement the new
Official Plan and other required changes.
Lead Division:
Planning
Hidden Valley Land Use Study
NB21
To develop a Master/Community Plan for the Hidden Valley area that would be implemented by way of
amendments to the Official Plan and Zoning By-law. This project would be integrated with a servicing
study for the area that will be led by Engineering. 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.
Lead Division:
Planning
Make it Urban - Rockway Centre Partnership Development
NB12
Finalize the evaluation of potential redevelopment opportunities for the land surrounding the Rockway
Centre, and provide Council with options for proceeding with a public-private partnership.
Lead Division:
Economic Development
Urban Design Manual
NB26
Undertake a full review of the urban design manual to implement the new Official Plan, make the
document more efficient and effective, complement specific design briefs etc.
Lead Division:Planning
Growth Management Strategy Review
NB27
Review and update the Growth Management Strategy that was approved in 2009.
Lead Division:
Planning
4 - 25
Safe and Thriving Neighbourhoods
Lower Doon Land Use Review
NB30
Develop a comprehensive and up to date planning framework for this area. It is anticipated that the
resulting Master/Community Plan would be implemented by way of amendments to the Official Plan
and Zoning By-law. The actual geography of the study area still needs to be determined. Behavioural
and fire safety issues associated with housing that caters to the student population could be added to
the scope of work.
Lead Division:
Planning
Homer Watson/Conestoga College City Node Master Plan
NB31
To develop a planning framework that establishes a City Node in the vicinity of Homer Watson
Boulevard and Conestoga College Boulevard. Opportunities for more medium and high density
housing, a broader mix of uses, and enhancing the gateway function of this area will be explored. This
project would implement a policy in the new Official Plan which gives direction to do this work.
Lead Division:Planning
Incentives for Design/Architectural Innovation and Excellence
NB36
Evaluate potential incentives for the development of landmark building design and architecture at
strategic locations within the city.
Lead Division:
Planning
PARTS Fairway Station Area Plan
NB32
Undertake all components required to complete the development of scenarios, technical analysis,
preferred option, community engagement and recommendations for the Fairway Station Area.
Lead Division:
Planning
PARTS Block Line Station Area Plan
NB33
Undertake all components required to complete development scenarios, technical analysis, preferred
option, community engagement, and recommendations for the Block Line Station Area.
Lead Division:
Planning
Implementation of the Growth Management Strategy
NB38
Continue to manage and operate this program which coordinates lands development decisions with
decisions on the capital forecast and development charges in order to better manage growth in the City
of Kitchener. This program also creates opportunities for broad ranges of housing and transportation
choices, and maximizing existing infrastructure and technologies.
Lead Division:Planning
4 - 26
Safe and Thriving Neighbourhoods
3.5Continue to encourage active participation in existing recreational facilities while moving
forward with the provision of new recreational opportunities in underserved areas of the city.
ID#Strategic Action ЋЉЊБЋЉЊВ
Upper Canada District Park Master Plan - Priority 1
NB10
The re-alignment, consolidation and improvement of the Southwest Optimist Sportsfield baseball
diamonds including supporting infrastructure as identified in the approved Upper Canada District
masterplan. Park Opening: Summer 2018. Diamond Opening: Spring 2019
Lead Division:
Operations - Environmental Services
Implementation of the South Kitchener District Park Master Plan Phase 1
NB19
Phase 1 of the development of the South Kitchener District Park will include the development of the
sports fields, playground/splash pad, stormwater management features, grading and site servicing,
roads and parking.
Lead Division:Operations - Environmental Services
Doon Pioneer Park Skate Park
NB17
The development of the Doon Pioneer Park Skate Park will be completed through this project. The
Leisure Facilities Master Plan recommended that additional skateboard facilities be developed in
Kitchener in an effort to expand on the continued success at that time of the Aud Skatepark, and to
address the growing need for opportunities in skateboarding.
Lead Division:Operations - Environmental Services
Doon Pioneer Park Community Centre Expansion - Design & Construction
NB42
Commencement of the design and construction of expanded space at the Doon Pioneer Park
Community Centre, including a gymnasium and other program and partner spaces, to meet the needs
of the growing community.
Lead Division:
Community Programs & Services
Community Centre Audit Implementation
NB44
The community centre section completed a significant audit with immediate, short-term, mid-term and
long-term recommendations. Review and implementation of these recommendations will consist of a
substantial body of work.
Lead Division:
Community Programs & Services
Business Case for Mill Courtland Community Centre Expansion
NB29
Engage community residents/stakeholders in a needs assessment and business case to determine the
requirements for an addition to the community centre.
Lead Division:Community Programs & Services
4 - 27
Safe and Thriving Neighbourhoods
Community Centre Facility Needs Review
NB35
A review and analysis of community centre space and program needs geographically across the city.
Any recommendations for additional community centre facilities or enhancements to existing
community centres will inform the next Leisure Facilities Master Plan.
Lead Division:
Community Programs & Services
South-West End Community Centre Business Case
NB49
Community needs assessment addressing space and programming needs for a new community centre
in the South West area of Kitchener.
Lead Division:Community Programs & Services
3.6Provide opportunities and support for citizens to lead the way in creating active and vibrant
public places that promote people's health, happiness and well-being by capitalizing on local
community assets such as community centres, pools, arenas, libraries, parks, trails and other
public spaces.
ID#Strategic Action ЋЉЊБЋЉЊВ
NB50
of improvements to public spaces in the city (specifically neighbourhood greening efforts such as adopt
a park, trail, garbage can, clean-up days, etc), with a focus on providing simple steps for residents to
follow when working with city staff to make neighbourhood improvements.
Lead Division:Administration - CSD
NB51
of improvements to public spaces in the city (such as more benches or rest stops, improvements at bus
stops, better shading or lighting), with a focus on providing simple steps for residents to follow when
working with city staff to make neighbourhood improvements.
Lead Division:
Administration - CSD
More Neighbourhood Events
NB52
of creating simple steps to follow when residents are working with the City to organize an event,
especially street parties.
Lead Division:
Administration - CSD
Boulevard Beautification Guidelines
NB53
Review and develop guidelines which will allow residents flexibility in using different materials, ground
cover and plantings as an alternative to sod on city boulevards. This action supports the vision for
lovemyhood by creating a system where residents can take the lead in these beautification projects.
Lead Division:By-Law Enforcement
4 - 28
Safe and Thriving Neighbourhoods
Event-in-a-Trailer
NB54
This action is a recommendation from the City's lovemyhood strategy and supports the implementation
of a bookable event-in-a-trailer that will deliver equipment to neighbourhoods running their own events
Lead Division:
Community Programs & Services
Neighbourhood Use of Schools and Faith Based Facilities
NB55
neighbourhoods through exploring and starting conversations with school boards and faith based
facilities for greater access to their indoor and outdoor facilities.
Lead Division:Sport
NB56
neighbourhoods through a review of permitted uses in parks to provide clarity on a range of uses that
are acceptable and outline a streamlined process to review requests for park use. This review will be
Lead Division:
Operations - Environmental Services
Implementation of the Community Grants Program
NB37
Oversee and administer the program including Tier 1, Tier 2, travel assistance and in-kind facility.
Support community groups in providing opportunities for citizen participation and engagement in local
community activities, events and projects in arts and culture, leisure and recreation, and community
development and support.
Lead Division:
Administration - CSD
Sustainable Environment and Infrastructure
4.1Manage and enhance the urban forest so that it will continue to make a long-term contribution
to the livability of Kitchener.
ID#Strategic Action ЋЉЊБЋЉЊВ
Sustainable Urban Forest Management Program
SE06
This project will initiate the development of a Sustainable Urban Forest Program with the creation of an
urban forest strategic plan for public and private urban forest, and an asset management plan for trees
on city lands. A sustainable program sets the course of action for a socially desirable urban forest that
can also be achieved and maintained based on the true capacity of the city to manage resources.
Lead Division:Operations - Environmental Services
4 - 29
Sustainable Environment and Infrastructure
Community-Wide Tree Planting & Donation Program
SE10
of improvements to public spaces in the city by creating a citywide public-private program with a goal,
to plant a large number of new trees in the city over the next decade. Through this program the City
and commercial land, while achieving the many quality-of-life benefits that come with planting trees.
Lead Division:
Operations - Environmental Services
Implementation of the Emerald Ash Borer Management Program
SE19
Emerald ash borer (EAB) is an introduced tree pest from Asia that attacks and kills all species of ash
trees. This pest is now found across the city, and population levels are increasing. The city's
objectives in managing the EAB are: protect part of the mature tree canopy by using chemical
injections; minimize the risks and financial costs by removing untreated trees systematically; and
develop and implement a sustainable replanting plan.
Lead Division:Operations - Environmental Services
4.2Develop measures to manage stormwater and improve water quality in the city's watershed.
ID#Strategic Action ЋЉЊБЋЉЊВ
Low Impact Development Design Guidelines - Stormwater Utility
SE05
Low Impact Development (LID) is an approach to storm water management that mimics a site's
natural hydrology as the landscape is developed. Using the Low Impact Development approach, storm
water is managed on-site and the rate and volume of storm water reaching receiving waters is
unchanged from predevelopment levels. These guidelines will be integrated into the existing
Development Manual.
Lead Division:
Engineering
4.3Reduce greenhouse emissions and energy consumption in all areas of city operations.
ID#Strategic Action ЋЉЊБЋЉЊВ
Corporate Climate Action Plan
SE04
Develop a comprehensive Climate Action Plan for the organization that integrates both mitigation
measures with adaptation strategies that work synergistically to reduce vulnerability to climate risks
and greenhouse gas emissions.
Lead Division:
Office of the CAO
Implementation of the LED Street Light Conversion
SE09
Implement the approved recommendation of the LED Street Light Conversation Strategy.
Lead Division:Transportation Services
4 - 30
Sustainable Environment and Infrastructure
Implementation of the Energy Conservation Demand Management Program
SE21
The City of Kitchener will integrate energy management in a strategic manner, promoting the
responsible and efficient use of energy resources to achieve economic, community and environmental
benefits.
Lead Division:
Facilities Management
4.4Develop a network of safe, comfortable and linked pedestrian and cycling facilities and improve
year-round maintenance on priority routes.
ID#Strategic Action ЋЉЊБЋЉЊВ
Iron Horse Trail Improvement Strategy - Central Section
SE07
Improvements to the central section (Victoria Street to Queen Street) of the Iron Horse Trail will
include trail-road crossings, signage, seating & rest areas, trail width & surfacing, connectivity,
amenities and landscaping.
Lead Division:Operations - Environmental Services
Year-round Maintenance of Trails and Pathways Around Schools - Pilot
SE08
Implement the pilot project to asphalt and winter maintain trails around Glencairn Public School and
that staff monitor the use of these trails through two winter seasons. Continue to meet with
neighbourhood associations on school access routes and report back to council on the finding of the
pilot project and future direction.
Lead Division:Operations - Environmental Services
Trail Maintenance Service Level Review
SE11
Complete a review of standards and procedures for trail inspection and maintenance to ensure current
practices are meeting the needs of the community, and specifically consider options to prevent
significant damage to the usability of trails due to washouts.
Lead Division:
Operations - Environmental Services
Update the Cycling Master Plan
SE12
This project will entail updating the 2010 Cycling Master Plan which previously had only looked at on-
road cycling facilities. The proposed update will update the on-road network as well as incorporate off-
road trails cycling infrastructure. This will also include proposing cycling related education and
programming.
Lead Division:
Transportation Services
Iron Horse Trail Improvement Strategy - North and South Section
SE23
Improvements to the North (Union to Victoria) and South section (Queen to Ottawa) of the Iron Horse
Trail will include items such as trail paving and widening, improved trail-road crossings and wayfinding
signs, additional seating and garbage bins, as well as, enhanced naturalization and landscaping.
Subject to grant funding additional trail lighting will be included.
Lead Division:Operations - Environmental Services
4 - 31
Sustainable Environment and Infrastructure
Implementation of the Cycling Master Plan
SE13
Installing/implementing the recommended infrastructure/programming as outlined in the Cycling
Master Plan. Recognizing the social, health, environmental and economic benefits of cycling, the City of
Kitchener Cycling Master Plan enhances the choice to cycle as a viable means of transportation and
recreation through the provision of a safe, comfortable, and connected bikeway network on City streets
and quality multi-use trails.
Lead Division:
Transportation Services
Implementation of the Sidewalk Infill Program
SE14
Sidewalk infrastructure is a key component of the urban environment that encourages and facilitates
walking and active transportation, supports community health, vitality and safety. Sidewalks contribute
significantly to a sustainable community and a pedestrian friendly environment.
Lead Division:Transportation Services
4.5Strengthen the capability and capacity within the organization to manage all of the city's assets
so that they are affordable, dependable and sustainable in the long-term.
ID#Strategic Action ЋЉЊБЋЉЊВ
Asset Management Plans for Cemeteries
SE24
Develop the first phase of a detailed asset management plan outlining the current state of assets
within the scope of the plan as well as the data requirements necessary to create a long-range lifecycle
management plan. These plans will support data-driven decisions and balance maintenance activities
to the expected levels of service within the asset category.
Lead Division:Sport
Asset Management Plans for Golf
SE25
Develop the first phase of a detailed asset management plan outlining the current state of assets
within the scope of the plan as well as the data requirements necessary to create a long-range lifecycle
management plan. These plans will support data-driven decisions and balance maintenance activities
to the expected levels of service within the asset category.
Lead Division:
Sport
Asset Management Plans for Parking Enterprise
SE26
Develop the first phase of a detailed asset management plan outlining the current state of assets
within the scope of the plan as well as the data requirements necessary to create a long-range lifecycle
management plan. These plans will support data-driven decisions and balance maintenance activities
to the expected levels of service within the asset category.
Lead Division:
Transportation Services
Asset Management Plan for Storm Water
SE27
Update the asset management plan to create a long-range detailed lifecycle and financial management
plans for the stormwater utility. Develop a data-driven framework that leverages the cause and effect
of maintenance activities related to the overall health of the assets balanced against expected levels of
service.
Lead Division:Engineering
4 - 32
Sustainable Environment and Infrastructure
Management of the Water Infrastructure Program
SE16
Champion the annual monitoring and minor rate adjustments for Stormwater, sanitary and water
utilities to ensure the pro-active and preventative maintenance and capital replacement aligns with
lead and timelines for the next major review set for 2022.
Lead Division:
Administration - INS
Development of Asset Data Systems
SE17
Council priorities and legislated requirements.
Lead Division:Asset Management
Development of Detailed Asset Management Plans
SE18
Work towards the development of detailed asset management plans/processes for all asset groups to
defined levels of service for each asset class. The Asset Management Division provides an
advisory/coordination service to assist asset group owners for the development of detailed asset plans.
Lead Division:
Asset Management
Developmnent of Facility Asset Management Plans
SE20
occupied facility assets.
Lead Division:
Facilities Management
4.6Improve the City of Kitchener's ability to leverage funding opportunities for the development
and renewal of infrastructure through federal and provincial programs and other partnerships.
ID#Strategic Action ЋЉЊБЋЉЊВ
Intergovernmental Relations - Municipal Infrastructure Funding
SE15
Advocate for greater infrastructure funding for municipalities from the federal and provincial
governments.
Lead Division:
Office of the CAO
4 - 33
Effective and Efficient City Services
5.1Enhance and roll out plans for managing emergencies and business disruptions to protect lives
and continue to deliver critical services to the community.
ID#Strategic Action ЋЉЊБЋЉЊВ
Server Systems Failover Capability
CS36
Accelerate the installation of required equipment to provide comprehensive server backup capability at
the Kitchener Operations Facility to allow for business continuity in the event a loss of operations at the
City Hall computer room. This installation will respond to one of the major recommendations from the
business continuity project.
Lead Division:
Technology Innovation & Services
Implementation of Emergency Management and Business Continuity Program
CS45
Develop and implement a corporate wide resiliency plan to enhance our emergency management
capabilities and continuity of operations.
Lead Division:Fire
5.2Improve the design and delivery of city services so that they provide what citizens want in the
most reliable, convenient and cost-efficient way.
ID#Strategic Action ЋЉЊБЋЉЊВ
Responsible Pet Ownership Strategy
CS03
Work in conjunction with City of Waterloo and KW Humane Society to development a series of actions
to encourage responsible pet ownership.
Lead Division:By-Law Enforcement
Electronic Agenda Management
CS18
Create, prepare, approve and publish meeting agendas in a more efficient, collaborative, streamlined
manner.
Lead Division:Legislated Services
Online Business Licensing
CS37
Implement the first phase of online business licensing (e.g., pilot with business license renewals).
Lead Division:Legislated Services
4 - 34
Effective and Efficient City Services
AMANDA 7 and Public Portal Review
CS55
The AMANDA software system requires a significant upgrade; AMANDA 7. Prior to implementation,
testing of scripts and set-up of security groups and reporting tools is necessary. The existing public
portal is integral to the core business. The project will include reviewing the existing public portal
including other software options.
Lead Division:
Building
Administrative Monetary Penalties Strategy (AMPS)
CS56
Research and development of removing the parking ticket process from the Regional Court House and
implementing an internal process that could be shared with Waterloo, resulting in a more efficient and
customer-focused process.
Lead Division:By-Law Enforcement
Revenue Comprehensive Service Review Action Plan and Implementation
CS58
Develop and implement an action plan to respond to the Revenue comprehensive review key findings
and recommendations.
Lead Division:
Revenue
Development of Public Internet Access Standard
CS62
Digital Kitchener outlined the development of a Public Internet Access Standard as part of the Inclusive
theme. This project will include working with community partners to define what attributes would
constitute public access and then using that definition, developing a minimum standard of free public
Internet access to be adopted by the City. This minimum standard can then be used to direct future
investments for public access terminals or free Wi-Fi in future projects.
Lead Division:
Technology Innovation & Services
Narrowband Smart City/Internet of Things Network Development
CS63
As part of the LED street light replacement program a narrowband network to enable smart city
capabilities has been procured. Work with vendor to design the network, provision network connection
points and to provision network security. As the LED street lights are deployed and the narrowband
network begins to take shape, IT will optimize the network and develop a solid understanding of the
potential uses while ensuring proper security is maintained.
Lead Division:
Technology Innovation & Services
Regional Emergency Communications Centre
CS24
Incorporate the recommendations from the regional emergency communications centre report.
Lead Division:Fire
2018 Election
CS40
Conduct the 2018 election and report on the outcome.
Lead Division:
Legislated Services
4 - 35
Effective and Efficient City Services
Utility Meter Mobile Workforce Management System (MWMS)
CS60
Source a highly configurable and flexible mobile workforce management solution to facilitate in field
management of a variety of gas and water related legislated activities. The proposed solution will
replace the current paper based systems, integrate through SAP service orders and Cityworks work
orders allowing dispatchers to input into a queue of work plans delivered to staff by mobile devices
through the MWMS.
Lead Division:
Utilities
Civic Innovation Lab at Communitech
CS64
The establishment of a Civic Innovation Lab is a significant initiative in support of the Digital Kitchener
strategy. The lab will operate as a pilot project for 3 years and focus on developing innovative
solutions where Internet of Things (IoT) can help solve municipal challenges. 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.
Lead Division:Technology Innovation & Services
Implementation of the Digital Kitchener Strategy
CS65
Digital Kitchener, a four year digital strategy approved by Council in 2017, is a vision to make
Kitchener more Connected, Innovative, On-Demand and Inclusive. A number of initiatives will be
identified on an annual basis that fulfill the action steps outlined in Digital Kitchener and help realize
the vision. Staff will report back to Council on the progress of the plan annually. Ongoing
communications and marketing of Digital Kitchener and its supporting initiatives will need to continue.
Lead Division:
Technology Innovation & Services
Direct Detect Business Case Analysis
CS67
Conduct a business analysis that will allow the department to reassess current business practices,
analyze technology systems, determine future needs, and implement the necessary steps to improve
the direct detect program.
Lead Division:
Fire
Service Review of Maintenance Standards for Public Spaces
CS42
Measure, monitor and report on service standards for the maintenance of public spaces to ensure
expectations are met on a consistent basis and issues are identified and addressed. Implement an
ongoing process to publicly report on established standards and the extent to which the city is meeting
standards on a consistent basis.
Lead Division:
Operations - Environmental Services
Replacement of Fire Department Dispatch System
CS61
Implement the Intergraph Computer Aided Dispatch system with Waterloo Regional Police Services to
enhance interoperability between the two public safety agencies. The current CAD system is
approaching the end of its life cycle and must be replaced.
Lead Division:Fire
Electronic Records Management Strategy
CS68
Implement the necessary and appropriate strategies, tools, processes and skills to systematically
maintained as evidence of business activities and transactions.
Lead Division:
Legislated Services
4 - 36
Effective and Efficient City Services
Leisure Facilities Master Plan
CS66
The Leisure Facilities Master Plan provides the foundation for investment in existing leisure and
recreation facilities and services and determines future facilities and services within the City. The final
plan will provide recommendations on new facilities to be incorporated into the development charges
by-law.
Lead Division:
Sport
CS72
Phase 1 of the review will identify scope, stakeholders, and complete a gap analysis. The review will
help set the direction and priorities for meeting emerging community expectations with respect to
sustainability such as recycling in parks and trails, etc.
Lead Division:Operations - Roads & Traffic
Automation of Payment Processing
CS69
Multi-phase project including investigation and automation of corporate credit card processing, online
travel and expense claims, and electronic storage in SAP of payment documentation such as invoices
and cheque remittances in an effort to reduce paper and streamline processes.
Lead Division:
Accounting
Smart Service Delivery
CS44
Participate in municipal service delivery collaboration to assess customer needs, create potential
partnerships and financial efficiencies, and to share knowledge and research.
Lead Division:
Office of the CAO
Implementation of the FCS Service Strategy
CS46
Build commitment to a shared strategic workplan to align the department around the goal of enriching
service and creating value together with other departments.
Lead Division:
Administration - FCS & Internal Audit
Internal Audit & Service Reviews
CS47
Oversee development and internal support for annual corporate-wide service improvement work plan.
management processes, efficiency, controls and compliance, and quality of performance in carrying out
responsibilities to achieve City goals and objectives.
Lead Division:Administration - FCS & Internal Audit
Implementation of the Mobile Computing Strategy
CS50
Improved mobile computing capabilities will allow business areas to leverage our technology offerings
and improve the efficiency of their staff, allowing them to spend less time in the office, reduce travel
and improve data collection and data quality. It will also enable better customer service by closing the
loop on service request status information.
Lead Division:
Technology Innovation & Services
4 - 37
Effective and Efficient City Services
Implementation of Business Intelligence Tools & Functionality
CS51
Business Intelligence tools and functionality will be rolled out starting in 2016, and will enhance
business.
Lead Division:
Technology Innovation & Services
5.3Provide citizens with competitive, rational and affordable taxation levels.
ID#Strategic Action ЋЉЊБЋЉЊВ
Comprehensive Review of Business Licensing
CS31
Undertake a full review of business licensing processes for greater customer focus, better use of
existing technologies and to implement industry best practices. Review and update licensing by-law to
provide greater clarity, and review and update fees. Improve relationships and integration with internal
partners, and cross-train staff for improved service provision and personal development.
Lead Division:Legislated Services
5.4Ensure the responsible stewardship of public funds within a supportive policy framework.
ID#Strategic Action ЋЉЊБЋЉЊВ
Long Term Financial Plan
CS09
Prepare a consolidated long term financial plan that will be the financial framework for the City going
forward. The framework will incorporate policy work pertaining to reserves, debt, and enterprise
investments.
Lead Division:
Financial Planning
Parkland Dedication Policy Update
CS59
Comprehensive review and update of the current Parkland Dedication Policy related to acquiring
parkland (or cash-in-lieu payment) through development applications.
Lead Division:
Operations - Environmental Services
Water & Sanitary - Review of Rate Structure
CS22
Champion a review of the water and sanitary utilities fixed vs. variable rate structure.
Lead Division:Administration - INS
4 - 38
Effective and Efficient City Services
Purchasing Procedures to Support New By-law
CS71
Development of purchasing procedures related to the new purchasing by-law including: debriefing;
procurement protest; supplier performance evaluation; supplier suspension and solicitation document
drafting.
Lead Division:
Supply Services
Development Charges Background Study (2019)
CS41
legislation.
Lead Division:Financial Planning
Streamline Procurement Processes Related to Payment Processing
CS70
Streamline procurement processes related to payment processing by reviewing and revising SAP
functionality as well as increasing utilization of corporate credit cards.
Lead Division:
Supply Services
Review of Comprehensive Reserve Fund Policy
CS38
Council approved a comprehensive reserve fund policy in 2012. One of the commitments staff made at
that time was to review the policy after 5 years.
Lead Division:
Financial Planning
5.5Strengthen employee engagement, performance management and accountability for results
across the organization.
ID#Strategic Action ЋЉЊБЋЉЊВ
Implementation of the First Phase of the Corporate Talent Strategy
CS25
Implement actions to ensure commitment to becoming a high-performing, credible and dynamic
organization, while supporting change to move the organization and employees toward a desired
corporate culture. The strategy includes initiatives in 7 strategic programs: workforce planning,
recruiting & staffing, onboarding & orientation, learning & development, career management,
succession management, and performance management; as well as development in leadership.
Lead Division:
Human Resources
Development of Core Service Performance Measures
CS43
Continue to develop Key Result Indicators for all core services and report the results through the
performance targets for each KRI (2018); and collect performance data and publicly report on results.
Lead Division:Office of the CAO
4 - 39
Effective and Efficient City Services
Management of the Employee Culture Survey
CS48
Comprehensive and organization wide survey data on employee engagement and alignment with our
People Plan. Drivers of employee engagement identified. Work plans informed by the survey data to
be developed and implemented to increase employee engagement.
Lead Division:
Human Resources
Implementation of People Plan Action Items
CS49
Implement Initiatives to enhance and improve the workplace culture of organization, supporting and
collaboration, change and growth. The current 5-year People Plan was launched in 2014; in 2018 it will
be refreshed and updated.
Lead Division:Human Resources
4 - 40
APPENDIX C: Recommended Changes from 2017
PART 1 - NEW STRATEGIC ACTIONS TO BE ADDED
Project Name:
Parks, Playgrounds and Trails Community Engagement Review ID# OG20
Lead Division: Office of the CAO Start: 2018 End: 2018
Description:
of improvements to public spaces in the city by prioritizing the way the city engages with residents in
the development or redevelopment of neighbourhood parks, playgrounds and trails. There will be a
focus on serving the specific needs of residents in terms of ages, interests, abilities and cultural
backgrounds.
Budget: N/A Strategic Priority: Open Government 1.3
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
E-Services Strategy Engagement and Refreshed Roadmap ID# OG21
Lead Division: Office of the CAO Start: 2018 End: 2019
Description: This action supports the Customer Service Strategy Principle of Channel Availability. Engage citizens to
determine their preferences for new e-services and develop an updated, prioritized e-services roadmap
and work plan.
Budget: N/A Strategic Priority: Open Government 1.4
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Advance CRM Technology ID# OG22
Lead Division: Office of the CAO Start: 2018 End: 2019
Description: This action supports the Customer Service Strategy Principle of Channel Integration. This work focuses
on developing a prioritized roadmap/work plan for all initiatives required to integrate the LAGAN/CRM
software with other key corporate systems. Deliverables will include the development of a strategy to
assess corporate business lines to be brought on to CRM over time. This work is critical to the
development of a future online portal.
Budget: N/A Strategic Priority: Open Government 1.4
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Close the Loop with Citizens ID# OG23
Lead Division: Office of the CAO Start: 2018 End: 2019
Description: This action supports the Customer Service Strategy Principle of Customer Interactions. Use the
information obtained through the Corporate Customer Service Review to develop a strategy outlining
how final resolution to service interactions will be communicated to citizens, when possible.
Budget: N/A Strategic Priority: Open Government 1.4
Council Approved: ķķΉƒƒΉǤǤ
4 - 41
Project Name:
Make It Start - Creative Hub at 44 Gaukel Street ID# EC24
Lead Division: Economic Development Start: 2018 End: 2019
Facilitate the development of a hub for creative industry entrepreneurs through affordable space,
Description:
networking and professional development opportunities. Based on the results of the 2017 RFP process,
develop revised implementation options and a re-scoped pathway forward. Funding has been allocated
in the reserve. Implementation is dependent on the Council approval of the Business Case.
Budget: N/A Strategic Priority: Economy 2.1
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Make It Start - Digital Training for Entrepreneurs ID# EC25
Lead Division: Economic Development Start: 2018 End: 2019
Develop and launch a series of digital training opportunities to enable entrepreneurs and small
Description:
businesses to become more competitive locally, regionally and globally. This would include the
assessing the feasibility and funding opportunities to support such programming.
Budget: N/A Strategic Priority: Economy 2.1
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Make It Grow - Music and Film Industry Office ID# EC26
Lead Division: Economic Development Start: 2018 End: 2019
Description: Support the creation of a Music and Film Industry office to facilitate local music, film and digital media
cluster success in Kitchener and area. Funding has been allocated in the reserve. Implementation is
dependent on the Council approval of the Business Case.
Budget: N/A Strategic Priority: Economy 2.4
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Make It Urban - Upper Level Market Transformation ID# EC27
Lead Division: Economic Development Start: 2018 End: 2019
Description: As part of the Kitchener Market Strategy implementation, develop and begin implementing a plan for
entrepreneurial and identifiable experience while generating additional revenue. This could include a
refreshed look, improved functionality and the introduction of a Food Incubator to support new food
startups.
Budget: N/A Strategic Priority: Economy 2.4
Council Approved: ķķΉƒƒΉǤǤ
COMMUNITY SERVICES DEPARTMENT
Project Name:
Neighbourhood Places Program - Resident Led Public Art ID# NB47
Lead Division: Community Programs and Services Start: 2018 End: 2019
This action is a recommendation from the City's lovemyhood strategy and supports the implementation
Description:
of improvements to public spaces in the city by allowing resident led public art projects in public spaces.
There will be a focus on providing simple steps for residents to follow when working with city staff to
make neighbourhood improvements.
Budget: N/A Strategic Priority: Neighbourhoods 3.1
Council Approved: ķķΉƒƒΉǤǤ
4 - 42
Project Name:
Snow Angel Program ID# NB48
Lead Division: Community Programs and Services Start: 2018 End: 2019
This action is a recommendation from the City's lovemyhood strategy and supports the implementation
Description:
of a program that promotes neighbourhood safety by connecting volunteers with those who need
assistance clearing snow away from sidewalks and driveways.
Budget: N/A Strategic Priority: Neighbourhoods 3.1
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
South-West End Community Centre Business Case ID# NB49
Lead Division: Community Programs and Services Start: 2019 End: 2020
Community needs assessment addressing space and programming needs for a new community centre in
Description:
the South West area of Kitchener.
Budget: N/A Strategic Priority: Neighbourhoods 3.5
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Neighbourhood Places Program Neighbourhood Greening Program ID# NB50
Neighbourhood Development Office Start: 2018 End: 2018
Lead Division:
Description:
of improvements to public spaces in the city (specifically neighbourhood greening efforts such as adopt
a park, trail, garbage can, clean-up days, etc), with a focus on providing simple steps for residents to
follow when working with city staff to make neighbourhood improvements.
Budget: N/A Strategic Priority: Neighbourhoods 3.6
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Neighbourhood Places Program Public Seating Program ID# NB51
Lead Division: Neighbourhood Development Office Start: 2018 End: 2018
This action is a recommendation from the
Description:
of improvements to public spaces in the city (such as more benches or rest stops, improvements at bus
stops, better shading or lighting), with a focus on providing simple steps for residents to follow when
working with city staff to make neighbourhood improvements.
Budget: N/A Strategic Priority: Neighbourhoods 3.6
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
More Neighbourhood Events ID# NB52
Lead Division: Neighbourhood Development Office Start: 2018 End: 2018
Description:
of creating simple steps to follow when residents are working with the City to organize an event,
especially street parties.
Budget: N/A Strategic Priority: Neighbourhoods 3.6
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Boulevard Beautification Guidelines ID# NB53
By-Law Enforcement Start: 2018 End: 2018
Lead Division:
Review and develop guidelines which will allow residents flexibility in using different materials, ground
Description:
cover and plantings as an alternative to sod on city boulevards. This action supports the vision for
lovemyhood by creating a system where residents can take the lead in these beautification projects.
N/A Strategic Priority: Neighbourhoods 3.6
Budget:
Council Approved: ķķΉƒƒΉǤǤ
4 - 43
Project Name:
Event-in-a-Trailer ID# NB54
Lead Division: Community Programs and Services Start: 2018 End: 2019
This action is a recommendation from the City's lovemyhood strategy and supports the implementation
Description:
of a bookable event-in-a-trailer that will deliver equipment to neighbourhoods running their own events
which is affordable.
Budget: N/A Strategic Priority: Neighbourhoods 3.6
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Neighbourhood Use of Schools and Faith Based Facilities ID# NB55
Lead Division: Sport Start: 2018 End: 2019
Description: ange in
neighbourhoods through exploring and starting conversations with school boards and faith based
facilities for greater access to their indoor and outdoor facilities.
Budget: N/A Strategic Priority: Neighbourhoods 3.6
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Asset Management Plans for Cemeteries ID# SE24
Lead Division: Sport Start: 2018 End: 2018
Description: Develop the first phase of a detailed asset management plan outlining the current state of assets within
the scope of the plan as well as the data requirements necessary to create a long-range lifecycle
management plan. These plans will support data-driven decisions and balance maintenance activities to
the expected levels of service within the asset category.
Budget: N/A Strategic Priority: Sustainability 4.5
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Asset Management Plans for Golf ID# SE25
Lead Division: Sport Start: 2018 End: 2018
Description: Develop the first phase of a detailed asset management plan outlining the current state of assets within
the scope of the plan as well as the data requirements necessary to create a long-range lifecycle
management plan. These plans will support data-driven decisions and balance maintenance activities to
the expected levels of service within the asset category.
Budget: N/A Strategic Priority: Sustainability 4.5
Council Approved: ķķΉƒƒΉǤǤ
Project Name:
Direct Detect Business Case Analysis ID# CS67
Lead Division: Fire Start: 2018 End: 2018
Description: Conduct a business analysis that will allow the department to reassess current business practices,
analyze technology systems, determine future needs, and implement the necessary steps to improve the
direct detect program.
Budget: N/A Strategic Priority: City Services 5.2
Council Approved: ķķΉƒƒΉǤǤ
4 - 44
FINANCE & CORPORATE SERVICES DEPARTMENT
Project Name:
Electronic Records Management Strategy ID# CS68
Legislated Services Start: 2018 End: 2020
Lead Division:
Implement the necessary and appropriate strategies, tools, processes and skills to systematically control
Description:
evidence of business activities and transactions.
N/A Strategic Priority: City Services 5.2
Budget:
ķķΉƒƒΉǤǤ
Council Approved:
Automation of Payment Processing ID# CS69
Project Name:
Accounting Start: 2018 End: 2019
Lead Division:
Multi-phase project including the implementation of electronic processes to streamline corporate credit
Description:
card reconciliation; electronic travel and expense claims; and research and investigate opportunities to
reduce paper/ filing
N/A Strategic Priority: City Services 5.2
Budget:
ķķΉƒƒΉǤǤ
Council Approved:
Streamline Procurement Processes Related to Payment Processing ID# CS70
Project Name:
Supply Services Start: 2018 End: 2019
Lead Division:
Streamline procurement processes related to payment processing by reviewing and revising SAP
Description:
functionality as well as increasing utilization of corporate credit cards.
N/A Strategic Priority: City Services 5.4
Budget:
ķķΉƒƒΉǤǤ
Council Approved:
Purchasing Procedures to Support New By-law ID# CS71
Project Name:
Supply Services Start: 2018 End: 2018
Lead Division:
Development of purchasing procedures related to the new purchasing by-law including: debriefing;
Description:
procurement protest; supplier performance evaluation; supplier suspension and solicitation document
drafting.
N/A Strategic Priority: City Services 5.4
Budget:
ķķΉƒƒΉǤǤ
Council Approved:
INFRASTRUCTURE SERVICES DEPARTMENT
City Hall Outdoor Spaces Detailed Design ID# EC28
Project Name:
Facilities Management Start: 2018 End: 2019
Lead Division:
Develop a detailed design to address critical infrastructure repairs for City Hall outdoor spaces and
Description:
concurrent work to improve the functionality of Carl Zehr Square for public events programming.
N/A Strategic Priority: Economy 2.5
Budget:
ķķΉƒƒΉǤǤ
Council Approved:
4 - 45
Reduce Municipal Barriers Review Permitted Uses in Parks ID# NB56
Project Name:
Ops - Environmental Services Start: 2018 End: 2019
Lead Division:
This actio
Description:
neighbourhoods through a review of permitted uses in parks to provide clarity on a range of uses that
are acceptable and outline a streamlined process to review requests for park use. This review will be
d Development Office and By-law Enforcement.
N/A Strategic Priority: Neighbourhoods 3.6
Budget:
ķķΉƒƒΉǤǤ
Council Approved:
Asset Management Plans for Parking Enterprise ID# SE26
Project Name:
Transportation Services Start: 2018 End: 2018
Lead Division:
Develop the first phase of a detailed asset management plan outlining the current state of assets within
Description:
the scope of the plan as well as the data requirements necessary to create a long-range lifecycle
management plan. These plans will support data-driven decisions and balance maintenance activities to
the expected levels of service within the asset category.
N/A Strategic Priority: Sustainability 4.5
Budget:
ķķΉƒƒΉǤǤ
Council Approved:
Asset Management Plan for Storm Water ID# SE27
Project Name:
Engineering Start: 2018 End: 2019
Lead Division:
Update the asset management plan to create a long-range detailed lifecycle and financial management
Description:
plans for the stormwater utility. Develop a data-driven framework that leverages the cause and effect
of maintenance activities related to the overall health of the assets balanced against expected levels of
service.
N/A Strategic Priority: Sustainability 4.5
Budget:
ķķΉƒƒΉǤǤ
Council Approved:
Sanitation Review Phase 1 ID# CS72
Project Name:
Ops Roads and Traffic Start: 2018 End: 2019
Lead Division:
Phase 1 of the review will identify scope, stakeholders, and complete a gap analysis. The review will
Description:
help set the direction and priorities for meeting emerging community expectations with respect to
sustainability such as recycling in parks and trails, etc.
N/A Strategic Priority: City Services 5.2
Budget:
ķķΉƒƒΉǤǤ
Council Approved:
4 - 46
PART 2 - STRATEGIC ACTIONS TO BE REMOVED
ID# OG11
Project Name:
Office of the CAO
Lead Division:
Give citizens access to the latest data on a wide-range of municipal services and a timely look at how
Description:
we are building a more innovative, caring and vibrant city. Develop an interactive web based tool that
features services levels, performance data and rends over time, displaying the results in a way that
citizens can readily understand.
Resource constraints. Will look to reinstate project at Strategic Priority: Open Government 1.2
Reason:
a later date following availability of resources.
ķķΉƒƒΉǤǤ
Council Approved:
ID# EC01
Arts & Culture Strategy
Project Name:
Economic Development
Lead Division:
Consult with stakeholders to develop a multi-year plan for arts business and cultural vitality strategy
Description:
including digital media, music, film design and emerging clusters.
Will revisit the strategy upon completion of the Strategic Priority: Economy 2.4
Reason:
Creative Hub process.
ķķΉƒƒΉǤǤ
Council Approved:
ID# EC09
Develop a Kitchener Brand Strategy
Project Name:
Corporate Communication and Marketing
Lead Division:
Develop and implement a brand strategy for Kitchener that clearly and consistently articulates the
Description:
ate a brand standards manual to ensure standard application of the brand and
ensure alignment with the brand on an ongoing basis.
Brand strategy has been incorporated into various Strategic Priority: Economy 2.1
Reason:
other projects and resource constraints due to
workload pressures.
ķķΉƒƒΉǤǤ
Council Approved:
Community Services Department
ID# NB45
Neighborhood Strategy Implementation
Project Name:
Administration CSD
Lead Division:
Achievement of recommendations in the lovemyhood strategy focus areas of great places, connected
Description:
people and working together, with the vision of helping neighbours connect and work together to do
great things in their neighbourhoods.
Strategy is being implemented through various new Strategic Priority: Neighbourhoods 3.1
Reason:
lovemyhood projects included in the Business Plan
ķķΉƒƒΉǤǤ
Council Approved:
Cultural Heritage Landscape Strategy Phase 2 ID# NB22
Project Name:
Planning
Lead Division:
Consult with Heritage Kitchener in order to prioritize the implementation of conservation tools for the
Description:
cultural heritage landscapes identified in Phase 1 which include the listing of locations on the municipal
heritage register, identifying specific cultural heritage landscapes in the Official Plan, and developing
new/enhanced guidelines and best practices.
This work will be incorporated into core service. Strategic Priority: Neighbourhoods 3.3
Reason:
ķķΉƒƒΉǤǤ
Council Approved:
4 - 47
Infrastructure Services Department
ID# SE22
Recycling Services in Parks & Trails
Project Name:
Ops Env Services Start: 2018 End: 2019
Lead Division:
Review of provisions of recycling services for trails and parks. The initiative will identify required
Description:
resources to offer recycling facilities and report back to Council with options.
This project will be wrapped into a comprehensive sanitation Strategic Sustainability 4.3
Reason::
review to be initiated by INS Roads & Traffic. Recycling is one Priority:
component of sanitations. A comprehensive review is required.
ķķΉƒƒΉǤǤ
Council Approved:
4 - 48
PART 3 - NAME/SCOPE CHANGES
ID# OG12
Previous Project Name:
Citizen-First Culture
New Project Name:
Customer Service Review
Lead Division: Office of the CAO Start: 2017 End: 2019
Description: This action supports the Customer Service Strategy Principle of Efficiency and Effectiveness. This
work focuses on understanding the service challenges and opportunities across the organization
service review, external citizen engagement campaign, employee campaign, and development of
a service brand.
Budget: NA Strategic Priority: Open Government 1.5
Council Approved: ķķΉƒƒΉǤǤ
INFRASTRUCTURE SERVICES DEPARTMENT
ID# SE16
Previous Project Name:
Accelerated Infrastructure Replacement Program
New Project Name:
Management of the Water Infrastructure Program
Lead Division: INS - Administration Start: 2017 End: Ongoing
Description: Champion the annual monitoring and minor rate adjustments for Stormwater, sanitary and water
utilities to ensure the pro-active and preventative maintenance and capital replacement aligns
corporate lead and timelines for the next major review set for 2022.
Budget: NA Strategic Priority: Sustainability 4.5
Council Approved: ķķΉƒƒΉǤǤ
ID# SE23
Previous Project Name:
Iron Horse Trail Improvement Strategy (Priority C: South Section)
New Project Name:
Iron Horse Trail Improvement Strategy North and South Section
Lead Division: Operations Environmental Services Start: 2018 End: 2019
Description: Improvements to the North (Union to Victoria) and South section (Queen to Ottawa) of the Iron
Horse Trail will include items such as trail paving and widening, improved trail-road crossings and
wayfinding signs, additional seating and garbage bins, as well as, enhanced naturalization and
landscaping. Subject to grant funding additional trail lighting will be included.
Budget: $1,650,000 Including $700,000 Grant Strategic Priority: Sustainability 4.4
Council Approved: ķķΉƒƒΉǤǤ
4 - 49
PART 4 - DELAYS TO EXPECTED COMPLETION
PlannedUpdated EndDate
Dept
Project
End Date
April Status Update
NB21 Hidden Valley Land Use Study
CSD 2018 2019
Reason: Technical work will happen in phases to minimize financial risk.
SE05 Low Impact Development Design Guidelines Stormwater Utility
INS 2017 2018
Reason: Time required for responding to the anticipated Environmental
Bill of Rights from the Ministry of the Environment & Climate Change.
CS15 Internal Order Process Improvements
FCS 2017 TBD
Reason: Resource constraints due to workload pressures
CS34 Payment Process Improvements and Electronic Funds Transfer
Payments
FCS 2017 2018
Reason: Resource constraints due to workload pressures
August Status Update
CS09 Long Term Financial Plan
FCS 2017 2018
Reason: Resource Constraints due to workload pressures
OG08 E-Tendering
Reason: Implementation was staggered and more time is taken to ensure
FCS 2017 2018
new Purchasing By-Law is followed
SE07 Iron Horse Trail Improvement Strategy (Priority A Central Section)
INS 2017 2018
Reason: Project needs to be re-tendered as original yielded no bids
December Status Updates
EC04 Make It Vibrant - Special Events and Urban Experience Strategy
CAO 2017 2019
Reason: Resource constraints due to workload pressures
EC08 Make It Start - Advanced Manufacturing Incubator
CAO 2017 2019
Reason: Awaiting conclusion of the Super Cluster Funding Bid
CS03 Responsible Pet Ownership Strategy
CSD 2017 2018
Reason: Resource constraints due to workload pressures
NB11 Comprehensive Zoning By-law Review
CSD 2018 2019
Reason: Resource constrains due to workload pressures
4 - 50