HomeMy WebLinkAboutFCS Agenda - 2018-03-05Finance & Corporate Services Committee
Agenda
Monday, March 5, 2018
2:30 p.m. - 3:30 p.m.
Office of the City Clerk
Council Chamber
Kitchener City Hall
nd
200 King St.W. - 2 Floor
Kitchener ON N2G 4G7
Page 1 Chair - Councillor S. Davey Vice-Chair - Councillor D. Schnider
Consent Items
The following matters are considered not to require debate and should be approved by one motion in
accordance with the recommendation contained in each staff report. A majority vote is required to discuss any
report listed as under this section.
1. FCS-18-012 - Request for Midway - 100 The Boardwalk and 1400 Ottawa Street South
2. CAO-18-005 - Waterloo Region Small Business Centre
- Agreement with the Province of Ontario for the Summer Company Program
-law, delegations are permitted to address the Committee for a maximum of
5 minutes.
None.
3. CAO-18-001 - Downtown Financial Incentive Update: Façade Grant Program (30 min)
(Staff will provide a 5 minute presentation on this matter)
FCS-18-011 - 2017 Year-End Variance Report
CAO-18-004 - 2017 Year-End Business Plan Status Update
Jeff Bunn
Manager, Council & Committee Services/Deputy City Clerk
** Accessible formats and communication supports are available upon request. If you require assistance to
take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: March 5, 2018
SUBMITTED BY: Christine Tarling, Director of Legislated Services & City Clerk,
519-741-2200, ext. 7809
PREPARED BY: Helen Fylactou, Manager of Licensing, 519-741-2200, ext. 7854
WARD(S) INVOLVED: 5 and7
DATE OF REPORT: February 13, 2018
REPORT NO.: FCS-18-012
SUBJECT: REQUEST FOR MIDWAY 100 THE BOARDWALK and 1400
Ottawa Street South
___________________________________________________________________________
RECOMMENDATION:
That Homeniuk Rides Inc. be granted permission to operate a Midway at 100 The
Boardwalk (Ira Needles Blvd), and at 1400 Ottawa Street South for the dates and
times
BACKGROUND:
Midway events are licensed within the City of Kitchener under Municipal Code Chapter
542 Exhibition, Circus, Midway or Carnival (Chapter 542) as well as Council Policy I-
920 Midway Location Notice (the Policy). The Policy requires that prior to the
approval of an application for a midway location licence under Municipal Code Chapter
542 (Chapter 542), the proposed site and details such as the dates and hours of
operation are brought before the Finance and Corporate Services Committee.
Furthermore, the Policy requires the applicant to notify residents within 120 metres of
the proposed midway location of the hours and dates of operation. This process allows
neighbouring residents to express any concerns they might have and provides staff with
an opportunity to potentially address those concerns. In the past, certain conditions
have also been put into place with respect to granting licences for midways in order to
alleviate noise concerns residents in the surrounding area might have.
REPORT:
Correspondence has been received from Linda Homeniuk, Vice President of Homeniuk
Rides Incorporated, requesting permission to operate a midway at 100 The Boardwalk
(Walmart parking lot) and 1400 Ottawa Street South (Sunrise Centre).
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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As directed in Chapter 542, the Region of Waterloo Public Health office and the City of
Kitchener Operations Division have been advised of this midway request. No concerns
have been indicated by either. Inspections from Region of Waterloo Public Health office
as well as approvals from the Planning and Operations Divisions are a requirement
before the official licence can be issued to the operator.
Ms. Homeniuk has been provided with the mailing labels for the 120-meter notification
requirement. The notification was sent on February 16, 2018 as reported by Ms.
Homeniuk. No comments have been received by the deadline for submitting this report.
Any comments received after the submission of this report will be forwarded for
n prior to the March 19, 2018 Council meeting.
The Midway at The Boardwalk has been operating since 2016, and the Midway at the
Sunrise Centre has been operating since 2012. No complaints have been received
about either location.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
vision through the delivery of core service
FINANCIAL IMPLICATIONS:
The business licensing fee for a midway event licence is $535.00.
COMMUNITY ENGAGEMENT:
Inform
of the council / committee meeting.
Consult Ms. Homeniuk has notified the area residents as per the 120-metre
requirement. Through the notification process residents who have concerns have been
invited to contact the Manager of Licensing to express their concerns prior to the
Council meeting on March 19, 2018.
ACKNOWLEDGED BY: Lesley MacDonald, Acting Deputy CAO, Finance &
Corporate Services
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Dates and Times of Midways
LOCATION: SUNRISE PLAZA 1400 OTTAWA STREET SOUTH
Date of OperationHours of OperationMusic End Time
Friday, April 274:30 p.m. to 11:00 p.m.10:00 p.m.
Saturday, April 2811:00 a.m. to 11:00 p.m.10:00 p.m.
Sunday, April 2912:00 p.m. to 9:00 p.m.8:00 p.m.
Monday, April 304:30 p.m. to 10:00 p.m.9:00 p.m.
Tuesday, May 14:30 p.m. to 10:00 p.m.9:00 p.m.
Wednesday, May 24:30 p.m. to 10:00 p.m.9:00 p.m.
Thursday, May 34:30 p.m. to 10:00 p.m.9:00 p.m.
Friday, May 44:30 p.m. to 11:00 p.m.10:00 p.m.
Saturday, May 511:00 a.m. to 11:00 p.m.10:00 p.m.
Sunday, May 612:00 p.m. to 9:00 p.m.8:00 p.m.
Friday, July 274:30 p.m. to 11:00 p.m.10:00 p.m.
Saturday, July 2811:00 a.m. to 11:00 p.m.10:00 p.m.
Sunday, July 2912:00 p.m. to 9:00 p.m.8:00 p.m.
Monday, July 304:30 p.m. to 10:00 p.m.9:00p.m.
Tuesday, July 314:30 p.m. to 10:00 p.m.9:00 p.m.
Wednesday, August 14:30 p.m. to 10:00 p.m.9:00 p.m.
Thursday, August 24:30 p.m. to 10:00 p.m.9:00 p.m.
Friday, August 34:30 p.m. to 11:00 p.m.10:00 p.m.
Saturday, August 411:00 a.m. to 11:00 p.m.10:00 p.m.
Sunday, August 512:00 p.m. to 9:00 p.m.8:00 p.m.
LOCATION: IRA NEEDLES WALMART 100 THE BOARDWALK
Date of OperationHours of OperationMusic End Time
Friday, May 254:30 p.m. to 11:00 p.m.10:00 p.m.
Saturday, May 2611:00a.m. to 11:00 p.m.10:00 p.m.
Sunday, May 2712:00 p.m. to 9:00 p.m.8:00 p.m.
Monday, May 284:30 p.m. to 10:00 p.m.9:00 p.m.
Tuesday, May 294:30 p.m. to 10:00 p.m.9:00 p.m.
Wednesday, May 304:30 p.m. to 10:00 p.m.9:00 p.m.
Thursday, May 314:30 p.m. to 10:00 p.m.9:00 p.m.
Friday, June 14:30 p.m. to 11:00 p.m.10:00 p.m.
Saturday, June 211:00 a.m. to 11:00 p.m.10:00 p.m.
Sunday, June 312:00 p.m. to 9:00 p.m.8:00 p.m.
Friday, October 54:30 p.m. to 11:00 p.m.10:00 p.m.
Saturday, October 611:00 a.m. to 11:00 p.m.10:00 p.m.
Sunday, October 712:00 p.m. to 9:00 p.m.8:00 p.m.
Monday, October 84:30 p.m. to 10:00 p.m.9:00 p.m.
Tuesday, October 94:30 p.m. to 10:00 p.m.9:00 p.m.
Wednesday, October 104:30 p.m. to 10:00 p.m.9:00 p.m.
Thursday, October 114:30 p.m. to 10:00 p.m.9:00 p.m.
Friday, October 124:30 p.m. to 11:00 p.m.10:00 p.m.
Saturday, October 1311:00 a.m. to 11:00 p.m.10:00 p.m.
Sunday, October 1412:00 p.m. to 9:00 p.m.8:00 p.m.
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REPORT TO: Finance and Corporate Services
DATE OF MEETING: March 5, 2018
SUBMITTED BY: Chris Farrell, Manager, Small Business Centre 519-741-2200 ext 7294
PREPARED BY: Chris Farrell, Manager, Small Business Centre 519-741-2200 ext 7294
WARD (S) INVOLVED: All
DATE OF REPORT: February 12, 2018
REPORT NO.: CAO-18-005
SUBJECT:City of Kitchener, Waterloo Region Small Business Centre, Agreement
with the Province of Ontario re: Summer Company Program
___________________________________________________________________________
RECOMMENDATION: That the Mayor and Clerk be authorized to sign a one year funding
agreement with the Province of Ontario for the Summer Company program that
provides training, mentorship and grants for youth to start abusiness. Said agreement
to be to the satisfaction of the City Solicitor.
That the Executive Director of Economic Development and the Manager of the Small
Business Centre be authorized to execute agreements satisfactory to the City Solicitor
with recipients of grants under the Summer Company Program.
BACKGROUND:
Over the past 17 years, the Waterloo Region Small Business Centre has delivered the Summer
Company program to 305 students. Many continue to operate a business part-time, full-time or start
other businesses.
The purpose of the Program is to raise awareness of entrepreneurship as a viable career option among
endeavours.
REPORT:
The 2018 Summer Company program budget is $140,000over 1 year.
contribution is $140,000, with $50,000 allocated to operational expenses and $90,000 allocated to
support up to thirty, $3,000 grants. The program will employ onestaff person.
Students age 15-29, planning to return to school, are eligible to apply to the program by submitting a
business plan on-line. Staff evaluate the viability of the business plan, interview each student and
make recommendations to management for approval to the program. High school students participate
for 8 weeks, college and university students participate for 12 weeks. Once approved students are
award of up to $3,000 to help start and run a summer business. The first disbursement is $1,500 to
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
2 - 1
help with startup costs; the final disbursement is awarded on completion of the program. Participants
keep the all profits generated through the operation of their businesses.
The program activities include; launch day event,training, workshops, mentoring meetings,networking,
one-on-one coaching, trade show, anda graduation event.
AllGrants are awarded to the individual from the funds allocated by Province of Ontario.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority: Strong & Resilient Economy
Strategy: #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.
Strategic Action: # 26 Make It Start
# 27 Make It Grow
FINANCIAL IMPLICATIONS:
None
COMMUNITY ENGAGEMENT:
Entrepreneurship and innovation contributes to economic growth in the community. The Centre
provides programs and services that support and compliment other community entrepreneurial
initiatives essential to the commercialization of small business as a collaborative partner within this
ecosystem.
INFORM The Province (Ministry of Economic Development and Growth) posts the project on the
Provincial website.
COLLABORATE The City of Kitchener Waterloo Region Small Business Centre communicates,
consults and collaborates with a broad range of community groups, organizations, agencies,
secondary and post-secondary institutes, municipal, regional and provincial governments to ensure
the entrepreneurial services and programs address the needs of small business in the community.
The volunteers for the Waterloo Region Small Business Centre and the Board of Advisors are
representative of these community groups.
ACKNOWLEDGED BY: Dan Chapman CAO
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REPORT TO:Finance & Corporate Services Committee
DATE OF MEETING:March 5, 2018
SUBMITTED BY:Cory Bluhm, Executive Director, ext. 7065
PREPARED BY:
Hilary Abel, Manager of Downtown Community
Development ext. 7064
WARD(S) INVOLVED:
9& 10
DATE OF REPORT:
February 13, 2018
REPORT NO.:CAO-18-001
SUBJECT:Downtown Financial IncentiveUpdate: Façade Grant
Program
RECOMMENDATION:
That subsection 4.2.1 of Council Policy I-535 be amended to change the expiration date of the
Façade Grant Program from December 31, 2017 to December 31, 2020.
And further, that staff be directed to bring forward an amendment to the Downtown Community
Improvement Plan to enable additional support for upper story façade lighting along Queen
Street.
BACKGROUND:
The Façade Grant Program commenced in 2009, as part of the Downtown Community
Improvement Plan (CIP). The City offers matching grants of up to $10,000 per storefront, being
no more than 50% of the total project costs. Since the program began, the City has approved
70 applications, encompassing 84 storefronts. Once all of these projects are complete, the
estimated total construction value will be $1.83 million, of which the City provided $454,000. As
such, for every $1.00 the City contributed, the private sector spent $4.03.
REPORT:
It is standard practice that all financial incentive programs establish sunset clauses, requiring
City Council to repeal, amend, or extend the program, typically on a 5-year basis. In January
2014, City Council extended the Façade Grant program for 4 years expiring December 31,
2017.
The current program continues to produce tremendous results, not just in the volume of
applications, but in enhancing the overall appearance of Downtown, which is positively affecting
Staff estimate that there are upwards of 30+ storefronts
that could still benefit from façade enhancements. Most of the previous applicants noted that
they would not have enhanced their facades had it not been for the grant program, or they
would not have carried out the extent and quality of work completed.
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Benefits of the Façade Grant Program
1. Overall Aesthetic/Design Improvements
All applications are vetted by staff in accordance with the King Street Façade Guidelines. This
ensures that every project is aesthetically pleasing, completed to the highest quality feasible,
consistent with neighbouring properties, and respectful of any architectural or historic features.
Without this program, the City would have limited opportunities to achieve these design
objectives.
When the overall design quality of an area is enhanced (particularly in a downtown area), the
net results include increased community pride, an enhanced visitor experience, more positive
perceptions of safety, increased interest in redevelopment/commercial investment, and
increased attractiveness to future commercial tenants.
2. Retail Attraction
While Downtown has experienced positive growth over the last 10 years, there are still
significant challenges and improvements that need to occur in this area. In particular, the core
has lost numerous retailers over the past 3 years, and the resultant number of commercial
vacancies on King Street negatively impacts the pedestrian experience, perceptions of safety
andneighbouring businesses.
Through the Shape DTK 2020 community consultation, stakeholders identified the loss of
retailers as a significant issue they would like to see addressed over the next 3 years. In
particular, they noted apreference for independent stores, restaurants and services that offer
people unique and meaningful experiences. In the changing retail landscape, it will be difficult
to attract diverse independent businesses without an incentive program, as they often require a
lower cost of entry.Downtown buildings often require more costly and complex enhancements
as compared to traditional, turnkey retail space (ex: in a strip plaza).
This incentive program can provide support to independent business owners ready to launch or
rebrand their business.It can also be a motivating factor as to why a business owner would
chose to locate downtown over other areas in the region. As such, the Façade Grant Program
would play an important role business attraction efforts for 2018-2020.
3. Supports Streetscape Enhancements
Investments in urban streetscape enhancements by the City often lead to increased commercial
interest among businesses, building owners and developers. The Façade Grant Program was
critic
attracting new businesses and encouraging building enhancements. As the City prepares to
invest in the Queen Street in 2019, this program could be critical in facilitating private sector
investments that complement the new streetscape.
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Options
Based on the foregoing, staff recommend extending the Façade Grant Program until December
31, 2020. If supported, Council could elect to do either of the following:
a) Continue the program as is; or,
b) Continue the program as an incentive focused on business attraction, whereby only
vacant facades or new businesses (ground floor shops and restaurants) would be
eligible.
Additional Consideration Enhanced Façade Lighting on Queen Street
During the Queen Street Placemaking Plan public consultations, the community identified an
opportunity along Queen Street to encourage the private sector to illuminate upper store
facades toitecture. It was notedthrough the
consultations, that the blocks along Queen Street (between Joseph Street through Duke Street)
offer the best collection of traditional main street architecture within the Downtown. Sometimes
referred to as the royal crossroads, King and Queen is a major crossing route of the City. If
appropriately illuminated, this historic set of buildings would provide a unique nighttime
experience/backdrop for pedestrians, shoppers and visitors while contributing to improved
perceptions of safety.
The Community Improvement Plan could be modified to enable additional façade grants (over
and above the current grants) specific to lighting. For example, a building owner could receive
up to $10,000 for façade work to the ground level storefront, but also receive up to an additional
$10,000 to contribute to lighting the upper facades. Council could limit these improvements to
specific streets/blocks where historic buildings are prominent (such as Queen Street). In
combination with thstreetscape work, such lighting enhancements would showcase this
important cluster of buildings.
Before Council could formally consider such an amendment, staff would need to initiate a formal
public process, as per the statutory requirements of the Planning Act.The process typically
takes 3-4 months.
Recommendation
Based on the success of the program to date, the significant number of facades still needing
Downtown, staff
recommend
celebrating the historic fabric of Queen Street, staff also recommend initiating an amendment to
the CIP to formally consider adding an additional grant to encourage lighting of upper storey
facades on Queen Street.
FINANCIAL IMPLICATIONS:
No new funding is required beyond what is currently allocated in the capital budget.
Applications are approved based on the availability of funding. Currently, the program has
approximately $55,000 remaining, with a forecasted annual contribution of ~$75,000 per year
from the Capital Budget. Over the next three years, if all funding was approved for grants
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($275,000 total), Council could expect to see 27+ individual façade/storefront improvements.
Based on past results, this would translate into $1.1 million in private sector investments.
Should Council opt to expand the program to include upper level façade lighting, the number of
storefront improvements may be reduced but the scope of certain projects may increase.
COMMUNITY ENGAGEMENT:
Downtown Action & Advisory Committee: This advisory group passed a motion supporting
this report and recommending that the program continue as is, allowing both new and existing
businesses to be eligible but with an emphasis on attracting new business. Should funding
become at risk of depletion, it is recommended that staff be directed to prioritize the approval of
new business and vacant storefront applications.
Economic Development Advisory Committee: This advisory group discussed the benefits of
the Façade Grant Program and were generally supportive of continuing the current program.
CONCLUSION:
That the Façade Grant Program be extended until December 31, 2020,with staff bringing forward an
amendment to the program to encouraged enhanced façade lighting of Queen Street facades
between Charles Street and Duke Street.
ATTACHMENTS:
Downtown Kitchener Community Improvement Plan Project Area Map
Draft Revised Council Policy I-535
ACKNOWLEDGED BY:
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DRAFT REVISED COUNCIL POLICY I-535
That Council Policy I-535 be amended as follows:
st
1.,
2020
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IF1 - 1
Total
Actual BudgetVariance% Variance to
Annual
Surplus/Surplus/Surplus/Total
Budgeted
(Deficit) (Deficit) (Deficit) Expenses
Expenses
Tax Supported Operations 1,416 01,416 180,412 0.8%
Enterprises Net Revenue (Expense)
Building (455) 281 (736) 4,669 -15.8%
Golf (49) 12(61) 2,981 -2.0%
Parking 988 56932 6,675 14.0%
Water 3,832 2,456 1,376 40,659 3.4%
Sanitary Sewer 1,076 483 593 49,029 1.2%
Storm Sewer 710 1,007 (297) 15,586 -1.9%
Gas Division (Total) (1,152) (550) (602) 90,170 -0.7%
Gas Delivery 2,244 3,715 (1,471) 43,480 -3.4%
Gas Supply (3,464) (5,413) 1,949 27,783 7.0%
Gas Transportation (41) 1,148 (1,189) 9,185 -12.9%
Gas Carbon 109 0109 9,722 1.1%
Fleet 0 0011,940 0.0%
Total City Operations 6,366 3,745 2,621 402,121 0.7%
IF1 - 2
Significant Variances (over $200,000)
IF1 - 3
Total%
Actual BudgetVariance
AnnualVariance
Surplus/Surplus/Surplus/
Budgeted to Total
(Deficit) (Deficit) (Deficit)
Expenses Expenses
Building (455) 281 (736) 4,669 -15.8%
Total%
Actual BudgetVariance
AnnualVariance
Surplus/Surplus/Surplus/
Budgeted to Total
(Deficit) (Deficit) (Deficit)
Expenses Expenses
Golf (49) 12(61) 2,981 -2.0%
Total%
Actual BudgetVariance
AnnualVariance
Surplus/Surplus/Surplus/
Budgeted to Total
(Deficit) (Deficit) (Deficit)
Expenses Expenses
Parking 988 56932 6,675 14.0%
Total%
Actual BudgetVariance
AnnualVariance
Surplus/Surplus/Surplus/
Budgeted to Total
(Deficit) (Deficit) (Deficit)
Expenses Expenses
Water3,832 2,456 1,376 40,659 3.4%
IF1 - 4
Total%
Actual BudgetVariance
AnnualVariance
Surplus/Surplus/Surplus/
Budgeted to Total
(Deficit) (Deficit) (Deficit)
Expenses Expenses
Sanitary Sewer 1,076 483 593 49,029 1.2%
Total%
Actual BudgetVariance
AnnualVariance
Surplus/Surplus/Surplus/
Budgeted to Total
(Deficit) (Deficit) (Deficit)
Expenses Expenses
Storm Sewer 710 1,007 (297) 15,586 -1.9%
Total%
Actual BudgetVariance
AnnualVariance
Surplus/Surplus/Surplus/
Budgeted to Total
(Deficit) (Deficit) (Deficit)
Expenses Expenses
Gas Division (Total) (1,152) (550) (602) 90,170 -0.7%
Gas Delivery 2,244 3,715 (1,471) 43,480 -3.4%
Gas Supply (3,464) (5,413) 1,949 27,783 7.0%
Gas Transportation (41) 1,148 (1,189) 9,185 -12.9%
Gas Carbon 109 0109 9,722 1.1%
The variances
outlined below were anticipated when preparing, and are incorporated into the rate
recommendations brought forward by staff in report INS-17-074 Natural Gas &
Carbon Rates.
IF1 - 5
IF1 - 6
IF1 - 7
IF1 - 8
IF1 - 9
IF1 - 10
IF1 - 11
IF1 - 12
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IF1 - 14
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REPORT TO: Finance & Corporate Services Committee
DATE OF MEETING: March 5, 2018
SUBMITTED BY: Laurie Majcher, Manager Strategy & Business Planning, 519-741-2200
ext.7817
PREPARED BY: Sinisa Savic, Corporate Planning Advisor, 519-741-2200 ext.7268
WARD (S) INVOLVED: All Ward(s)
DATE OF REPORT: February 21, 2018
REPORT NO.: CAO - 18- 004
SUBJECT:2017 Year End Business Plan Status Update
__________________________________________________________________________________________
RECOMMENDATION:
For Information
BACKGROUND:
The City of Kitchener Corporate Business Plan includes the commitment to projects and
ongoing programs that are intended to drive our business forward. Every action item in the
Business Plan is designed to make progress on the priorities in the Strategic Plan and the
community vision to build an innovative, caring and vibrant community.Having staff
commitment to integrate this work into the ongoing operation of the organization provides a
management framework that creates clarity and focus for following through on the promises
made to the community in the Strategic Plan.
The status of projects on the Business Plan is reported to Council three times per year, and
progress for ongoing initiatives is reported annually at year-end.The intention of sharing this
information regularly with Council and the public is to demonstrate full transparency and
accountability for this work.The purpose of this report is to provide Council with the status of
all active business plan projects and ongoing strategic initiatives as of December 31, 2017.
REPORT:
th
On December 12,Council approved a roster of 91 strategic projects and 27 ongoing
st
programs that the City expected to make progress on in 2017. As of December 31, 2017,
91% of the active projects on the 2017 Corporate Business Plan have been completed or are
on track to be completed by the planned end date.Overall, 40 Business Plan projects were
completed in 2017, including the following:
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
IF2 - 1
2017 Business Plan Projects Completed Dept Lead Division
OPEN GOVERNMENT
OG18
Review and Update Corporate Digital Media Strategy Dec-2017 CAO - Communications & Marketing
OG09
Corporate-Wide Community Engagement Review Apr-2017 CAO - Office of the CAO
OG07
Customer Service Strategy - Phase 3 Dec-2017 CAO - Office of the CAO
OG05
Open By Default Strategy Implementation Dec-2017 FCS - Legislated Services
STRONG & RESILIENT ECONOMY
EC19
Kitchener Market Strategy Implementation Plan Aug-2017 CAO - Economic Development
EC10
Update the Downtown Kitchener Action Plan Aug-2017 CAO - Economic Development
EC22
Creative Hub Implementation: RFP Process Dec-2017 CAO - Economic Development
EC05
Sport Tourism Dec-2017 CSD - Sport
EC06
Canada 150 Wi-Fi Expansion Aug-2017 FCS - Technology Innovation & Serv.
EC21
City Hall Outdoor Spaces Implementation Plan Dec-2017 INS - Facilities Management
SAFE & THRIVING NEIGHBOURHOODS
NB24
Neighbourhood Markets Dec-2017 CAO - Economic Development
NB01
Neighbourhood Strategy Apr-2017 CSD - Administration
NB15
Neighbourhood Development Office Aug-2017 CSD - Administration
NB14
Huron Woods Community Centre Partnership Dec-2017 CSD - Community Programs & Serv.
NB16
Development Incentives for Affordable Housing - Phase 2 Apr-2017 CSD - Planning
NB07
Residential Intensification in Established Neighbourhoods Study Aug-2017 CSD - Planning
NB08
PARTS Midtown RT Station Area Plan Dec-2017 CSD - Planning
NB09
PARTS Rockway RT Station Area Plan Dec-2017 CSD - Planning
NB41
Bee City Canada Initiative Dec-2017 INS - Ops/Environmental Services
NB03
Community Gardens Program Dec-2017 INS - Ops/Environmental Services
NB06
Development of Alternative (low cost) Traffic Calming Options Aug-2017 INS - Transportation Services
SUSTAINABLE ENVIRONMENT & INFRASTRUCTURE
SE09
LED Street Light Conversion Implementation Dec-2017 INS - Transportation Services
EFFECTIVE & EFFICIENT CITY SERVICES
CS52
Shopping Cart Management Plan Bylaw Apr-2017 CSD - By-Law Enforcement
CS53
Negotiation of Animal Control Services Contract Dec-2017 CSD - By-Law Enforcement
CS20
Property Standards Compliance Review/Proactive By-law Enforcement Dec-2017 CSD - By-Law Enforcement
CS33
Kiwanis Park Pool Renovation Dec-2017 CSD - Community Programs & Serv.
CS06
Five-Year Fire Master Plan Apr-2017 CSD - Fire
CS57
Installation of Active Net Recreation Management Software Dec-2017 CSD - Sport
CS04
KMAC: Long-Term Planning for the Future Dec-2017 CSD - Sport
CS35
Accounting Comprehensive Service Review Action Plan/Implementation Dec-2017 FCS - Accounting
CS16
Financial Reporting Improvement Project Dec-2017 FCS - Accounting
CS15
Internal Order Process Improvement Dec-2017 FCS - Accounting
CS34
Payment Process Improvements/Electronic Funds Transfer Payments Dec-2017 FCS - Accounting
CS10
Implement GHS Classification and Labelling of Chemicals Dec-2017 FCS - Human Resources
CS19
Electronic Document Management Dec-2017 FCS - Legislated Services
CS17
Purchasing Audit Action Plan and Implementation Dec-2017 FCS - Supply Services
CS29
Purchasing Bylaw Revision Dec-2017 FCS - Supply Services
CS11
Corporate Technology Strategic Plan & Digital Strategy Apr-2017 FCS - Technology Innovation & Serv.
CS63
Narrowband Smart City/Internet of Things Network Development Dec-2017 FCS - Technology Innovation & Serv.
CS07
Parking Business Plan Review Dec-2017 INS - Transportation Services
IF2 - 2
st
As of December 31, 2017, eight projects have been put on HOLD or have had their expected
completion dates DELAYED, including:
2017 Business Plan Projects
New End Date Dept Lead Division
EC04
Special Events and Urban Vitality Strategy Dec-2018 CAO Economic Development
This project has been delayed due to resource
constraints
EC08
Advanced Manufacturing Incubator TBD CAO Economic Development
Project status pending decision on funding
OG15
Community Engagement Policy Apr-2018 CAO Office of the CAO
Council approved this policy on January 29, 2018.
CS03
Responsible Pet Ownership Strategy Dec 2018 CSD By-Law Enforcement
End date has been moved to correspond to Council
directive
CS56
Administrative Monetary Penalties Strategy Dec 2018 CSD By-Law Enforcement
Additional work is required to develop a collaborative
solution with the City of Waterloo
NB11
Comprehensive Zoning By-law Review Dec 2019 CSD - Planning
This project has been delayed due to resource
constraints
NB04
Grand River Park Phase 1 Aug 2018 INS Ops/Environmental
Services
Ongoing discussions required with the GRCA and the
Region has created a delay
CS54
Parking Payment Technologies Apr 2018 INS Transportation Services
Procurement was not successful, a new RFP will create
a delay in project completion
A full listing of all active projects and the ongoing strategic initiatives on the 2017 Business
Plan and their status as of December 31, 2017 can be found in Appendix A.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
through the delivery of core service.
FINANCIAL IMPLICATIONS:
None
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.
ACKNOWLEDGED BY: Dan Chapman, Chief Administrative Officer
IF2 - 3
CAO's DEPARTMENT
Office of the CAO
Jana Miller
(519) 741-2200 ext. 7231
Projects:
Status as of Dec 31st 2017:
CANCELLED
OG11
Expected Completion:
Dec-2018
Description:
Give citizens access to the latest data on a wide-range of
**NOTE: Due to resourceconstraints the project has
municipal services and a timely look at how we are building
been cancelled until further notice. Thecancellation of
a more innovative, caring and vibrant city. Develop an
theproject was reportedtoCouncilinDecember 2017.**
interactive web based tool that features service levels,
performance data and trends over time, displaying the
results in a way that citizens can readily understand.
Status as of Dec 31st 2017:
ON TRACK
OG12Citizen-First Customer Service Culture
Expected Completion:
Dec-2019
Description:
Recent Progress:
Focus on building a citizen-first culture through the
Leadership workshop on customer service, with 150+
development of several foundational elements beginning
leaders held in Fall 2017. Customer Service survey to
with a comprehensive corporate review looking at customer
inform direction of 2018 citizen engagement completed in
service practices, protocols and philosophies to identify
December 2017. Development of employee engagement
gaps and opportunities for improvement. Review to be
plan, campaign tactics etc. is complete and ready to
followed by the development of tools, resources, revised
implement.
service guidelines and customized customer service
Next Steps:
training to support staff and further embed our customer
Corporate-wide Customer Service review (internal will
service culture.
launch Feb. 12, 2018. Employee engagement campaign
to be followed by extensive citizen engagement campaign
May-August. Review will inform future culture work with
staff, including training and future customer experience
advancements for citizens. **As of 2018 this project
will be renamed to the Customer Service Review, name
change was approved by Council in December 2017.**
Status as of Dec 31st 2017:
ON TRACK
OG16Community Engagement Plans, Tools & Resources
Expected Completion:
Dec-2018
Description:
Recent Progress:
Development of community engagement plans, tools,
Engagement Consultant and Communications and
templates and resources to support staff in effectively
Marketing staff have collaborated to develop a draft plan
informing and engaging citizens.
template which is now being tested, along with a
workshop planning guide/checklist.
Next Steps:
Develop tools and templates for internal staff based on
employee feedback and needs identified in the Corporate
Community Engagement Review.
IF2 - 4
Office of the CAO
Jana Miller
(519) 741-2200 ext. 7231
Projects:
Status as of Dec 31st 2017:
DELAYED
OG15Community Engagement Policy
Expected Completion:
Apr-2018
Description:
Recent Progress:
Development of a Council policy for Community
Internal reviews have been completed and a final policy
Engagement that provides direction and guidance to
is now ready for council consideration.
ensure that responsibilities to effectively communicate,
Next Steps:
consult and engage the community are fulfilled.
The policy is scheduled for presentation to standing
committee on January 8th, 2018. This item was deferred
by the Community and Infrastructure Services Committee
due to time constraints on the agenda for December 4th,
2017. The end date for the project has been delayed from
December 2017 to April 2018.
Status as of Dec 31st 2017:
ON TRACK
SE04Corporate Climate Action Plan
Expected Completion:
Aug-2018
Description:
Recent Progress:
Develop a comprehensive Climate Action Plan for the
The climate change vulnerability and risk assessment for
organization that integrates both mitigation measures with
all city operations has been complete in draft preliminary
adaptation strategies that work synergistically to reduce
recommendations on priorities have been selected by the
vulnerability to climate risks and greenhouse gas emissions.
Steering Committee, and high level strategies for action
have been identified for consultation with internal
stakeholders.
Next Steps:
Consultation with staff on potential energy conservation
and waste reduction strategies will continue into
Feb/Mar. High level strategies will be shared with the
Environmental Committee prior to being shared with
Council in Mar/Apr. The Corporate Sustainability Officer
will take on a central role in facilitating the development of
a 5-year corporate implementation plan.
Status as of Dec 31st 2017:
COMPLETED
OG09Corporate-Wide Community Engagement Review
Expected Completion:
Apr-2017
Description:
Complete a comprehensive review of the city's
engagement practices, processes and policies, identify
gaps and implement improvements.
IF2 - 5
Office of the CAO
Jana Miller
(519) 741-2200 ext. 7231
Projects:
Status as of Dec 31st 2017:
COMPLETED
OG07Customer Service Strategy - Phase 3
Expected Completion:
Dec-2017
Description:
Recent Progress:
Focus on continuing to positively enhance the customer
Thescopeof this project focusedlargely onthe
service experience through creating more convenient
acquisition andimplementationof theCustomer
channels for customer access, improved tracking,
Relationship Management(CRM)platform. CRM has
monitoring and measuring of citizen requests. Scope
beenacquired and implemented. Escalation/complaints
includes acquisition/implementation of new Customer
management policy andguidelines havebeenintroduced
Relationship Management software, staff training on CRM,
tostaff andwill bedevelopedinto stafftrainingmodule.
customization of its reporting, and the development a
Onlinecomplaints form was introducedinJuly andis
standardized complaints escalation process for citizens.
beingused bycitizens. CRM training forearly adopter
divisions iscomplete. Plantoprioritize nextdivisions to
bebrought on toCRMbeingdeveloped.Insummary,
CRM was acquired and implemented. Complaints
ManagementPolicywascompletedandapproved as an
administrative policy.
Ongoing Initiatives:
OG19Online Customer Service Portal
Recent Progress:
Description:
Discussions and preliminary planning for integration of
Development of an online portal will be ongoing due to
CRM software with CityWorks software platform.
substantial work required to bring more and more City
A significant system upgrade to the Amanda platform
services online. Initial work will focus on bringing additional
(used by building, bylaw etc.) also got underway which will
City services already supported by CRM online and building
enable future integration with the CRM software and the
processes to bring new services/business lines on in the
development and enhancement of their online services.
future. Includes the 2018 development of prioritized inventory
offering.
of new City service areas to be served by the Corporate
Contact Centre/CRM/online portal.
Next Steps:
2018 will focus on mapping out the vision for the portal,
The implementation of the Customer Relationship
defining what is required to deliver on it and our
Management system, which occurred in late 2016, was the
developing our implementation approach and timing. This
first step toward the eventual development of an online
work will be informed by the results of the Customer
customer service portal. The development of a portal hinges
Service Review and work being done by IT on the digital
on several other projects including key system upgrades and
service framework. Additionally, work to integrate our
integrations between Lagan (our CRM product) and other
CRM platform with CityWorks will get underway.
software platforms, as well as website redevelopment. This
work is currently being undertaken or planned by various
divisions.
IF2 - 6
Office of the CAO
Jana Miller
(519) 741-2200 ext. 7231
Ongoing Initiatives:
EC11Intergovernmental Relations - Passenger Rail
Recent Progress:
Description:
Advocacy during the January to May period for High
Working in collaboration with partners in the
Speed Rail occurred through our discussions with local
Toronto/Waterloo Region corridor, advocate for improved GO
Members of Provincial Parliament, meetings with
passenger rail service including high speed rail as a priority
Ministers, and our advocacy through the Mayors of
infrastructure investment for the provincial government.
Southwest Ontario (MOSO). A letter from MOSO was
sent to the Provincial government in summer 2017
The key milestone to date was the release of the Collenette
thanking the Province for moving forward with High Speed
report for High Speed Rail in May 2017. The Collenette report
Rail.
was positive for Kitchener and area, and recommended
moving forward with High Speed Rail.
Next Steps:
More advocacy during 2018, particularly with the
Progressive Conservative Party and the New Democratic
Party so as to publicly gain their support. It will be
important to continue advocacy after the June 2018
election. We will request a meeting with the Minister of
Transportation during the AMO Conference in August
2018 and continue to meet with local Members of
Provincial Parliament to ensure this initiative is moving
forward, and advocate for High Speed Rail through the
MOSO.
SE15Intergovernmental Relations - Municipal Infrastructure
Funding
Recent Progress:
Description:
Advocacy work through meetings with local Members of
Advocate for greater infrastructure funding for municipalities
Parliament (MPs) and Members of Provincial Parliament
from the federal and provincial governments.
(MPPs), as well as through the Federation of Canadian
Advocacy for overall Infrastructure funding has been ongoing
(BCMC), the Association of Municipalities Ontario (AMO),
for years and has been effective. The City has applied for
the Large Urban Mayors Caucus Ontario (LUMCO)
various funding programs that are available at the federal and
supported the municipal sectors request for infrastructure
provincial levels, and has received funding. The Federal
funding. We also received various funding through the
government announced a municipal infrastructure program
Canada150 and Ontario 150 grants programs, and other
during the federal budget in March 2017. This infrastructure
funding programs.
program has significant funding (over $100 billion) and
significant duration (11 years).
Next Steps:
We will continue to meet with MPs and MPPs from various
political parties to ensure all parties support this funding,
and so that Kitchener gets its fair share of funding. We will
continue to work with FCM, BCMC, AMO, and LUMCO for
greater details on funding, and for additional support for
mid-sized cities like Kitchener so as to be able to grow
effectively. For other grant opportunities, continue to be
vigilant for opportunities as they arise and share with staff.
IF2 - 7
Office of the CAO
Jana Miller
(519) 741-2200 ext. 7231
Ongoing Initiatives:
CS43Core Service Performance Results
Recent Progress:
Description:
All core services will be expected to report on 2017
Continue to develop Key Result Indicators for all core
performance data using metrics that were committed to in
services and report the results through the business plan.
2016. This year, 22 core services will be reporting on
performance for the first time. Core services that are in
Services (2016); establish performance targets for each KRI
their second or third year of performance reporting have
(2018); and collect performance data and publicly report on
established annual performance targets that will be used
results.
to evaluate service performance over time. Performance
data for 2017 is published in the annual business plan as
We have just completed the fourth year of a five year
part of the core service profiles.
identified annual performance indicators and have started
Next Steps:
collecting yearly data that will give a clear picture of the
By the end of 2018, all core services will have established
results that are achieved on a day-to-day basis and the
performance measures, will have reported performance
progress made towards achieving desired outcomes and
data for at least one full year, and will have established
service improvements. Overall, the city will report on 268
performance targets for future performance. Once the
measures every year to Council and the public through the
newly created Director of Strategy and Corporate
Corporate Business Plan, strengthening accountability to the
Performance position is filled, they will work with the
public for the achievement of results.
Corporate Leadership Team to develop a framework for
managing the performance of core services to ensure they
provide what cirtizens want in the most reliable,
convenient and cost-efficient way.
CS44Smart Service Delivery
Recent Progress:
Description:
Throughout 2017 work has continued on the Joint
Participate in provincial-municipal service delivery
Services Initiative. A partnership was established to serve
collaboration in order to assess customer needs, jurisdictional
capabilities and constraints, identify feasible solutions to work
emergency/after-hours basis at first, then on a permanent
towards smarter service delivery, and create financial
24-7 basis. Joint presentation with the Region at annual
efficiencies, share knowledge and research.
MSDO conference about joint CRM project was
completed and the Regional E-Services group completed
The City of Kitchener continues our connection to the
Municipal Service Delivery Officials (MSDO) organization.
for next iteration of the platform.
Customer service staff from other municipalities who work
together to share ideas, trends, advice and support. The
Next Steps:
city's partnership with the Region of Waterloo, Cities of
RFP will accomplished to ensure needs are being met
practices, achieving cost benefits and working through RFP
and to determine a platform provider for the next RFP
development. Financial savings related to the joint Customer
contract. Continue work with City of Waterloo By-law in
Relationship Management (CRM) software project with the
regards to serving them with the Corporate Contact
Region were realized due to Kitchener not having to pay
licensing fees. A shared space with the Region has been
in an online service portal.
utilized for the contact centre and after hours/emergency
services have been provided for the City of Waterloo.
IF2 - 8
Corporate Communications & Marketing
Victoria Raab
(519) 741-2200 ext. 7935
Projects:
Status as of Dec 31st 2017:
CANCELLED
EC09Develop a Kitchener Brand Strategy
Expected Completion:
Dec-2018
Description:
**NOTE: Brand Strategyhas been incorporated into
variousotherprojects due toresource constraints and
and application as the comprehensive brand strategy for
otherworkloadpressures. As such theproject will be
the city of Kitchener. Develop a strong brand for the City of
cancelledandno work willbedoneonitmovingforward.
Kitchener that is authentic and relevant, and clearly
The cancellation of theprojectwasreportedtoCouncil
inDecember 2017.**
way that is engaging, compelling and consistent.
Status as of Dec 31st 2017:
COMPLETED
OG18Review and Update Corporate Digital Media Strategy
Expected Completion:
Dec-2017
Description:
Recent Progress:
Review and update completed. Report with
communication strategy and evaluate against current best
recommendations sharedwith CLT.Implementation of
recommendationstostartin 2018. Thisproject has been
efficient and effective in connection with citizens about
completed ahead of thepreviouslystatedend date.
programs, services and decisions that affect them.
Economic Development
Cory Bluhm
(519) 741-2200 ext. 7065
Projects:
Status as of Dec 31st 2017:
ON HOLD
EC08Advanced Manufacturing Incubator
Expected Completion:
TBD
Description:
Recent Progress:
Support the development of an advanced manufacturing
An application to the Federal Government's Innovation
incubator in Kitchener, offering specialized accelerator
Supercluster Funding for this initiative was submitted in
programming for startup manufacturers.
July 2017, and we have subsequently been advised that
we were shortlisted in September 2017.
Next Steps:
The Toronto Waterloo Region Corridor was one of 9
geographic areas shortlisted for the Innovation
Supercluster Funding with a further application submitted
in November 2017. The regions to be awarded funding
are to be announced in March 2019.
Status as of Dec 31st 2017:
CANCELLED
EC01Arts & Culture Strategy
Expected Completion:
Dec-2018
Description:
Consult with stakeholders to develop a multi-year plan for
**NOTE: Arts &CultureStrategyhas been cancelledat
arts business and cultural vitality strategy including digital
thistimeand no work isbeingdone on it. The strategy
media, music, film design and emerging clusters.
willbe revisited atalater point intimefollowingthe
completion of theCreativeHub process.The cancellation
oftheproject was reportedtoCouncilinDecember
2017.**
IF2 - 9
Economic Development
Cory Bluhm
(519) 741-2200 ext. 7065
Projects:
Status as of Dec 31st 2017:
COMPLETED
EC22Creative Hub ImplementationRFP Process
Expected Completion:
-2017
Description:
The establishment of a Creative Hub to incubate and
strengthen the growth of arts and creative industries in
Strategy, Make it Kitchener was supported by Council in
2016. The implementation of this will involve an RFP
process to select an operator at the preferred location of 44
Gaukel street.
Status as of Dec 31st 2017:
COMPLETED
EC19Kitchener Market Strategy Implementation Plan
Expected Completion:
Aug-2017
Description:
The development of a strategy to map out the future role of
the Kitchener Market in the community taking into
consideration its contribution to quality of life, the local food
economy and the overall vitality of Downtown Kitchener.
Key stakeholders will be engaged and recommendations
will be presented to City Council.
Status as of Dec 31st 2017:
COMPLETED
NB24Neighbourhood Markets
Expected Completion:
Dec-2017
Description:
Recent Progress:
Explore options to increase the feasibility of increasing the
Theneighbourhoodmarketsguide has been completed
number of neighbourhood markets in the city, looking at
detailingsupportfor community-led markets. Kitchener
options to provide increased support for community-led
Market staffwill finalizekitsfor useby neighbourhood
markets and the potential for a neighbourhood mobile
groups. NeighbourhoodDevelopment Office willpromote
farmers market.
theguideandkitin2018.Progress will becontingent
upon interest from neighbourhoodgroups.
Status as of Dec 31st 2017:
ON TRACK
NB12Rockway Centre Partnership Development
Expected Completion:
Dec-2019
Description:
Recent Progress:
Gather all relevant information to inform the Request for
Ongoing analysis ofpartnership/redevelopment
Proposals process for the redevelopment of the Rockway
options.
Centre into a medium-to-high density mixed use project.
Next Steps:
Once the full scope of options are known,staff will
present Council with optionsforproceeding with an
RFP, by theendof.
IF2 - 10
Economic Development
Cory Bluhm
(519) 741-2200 ext. 7065
Projects:
Status as of Dec 31st 2017:
DELAYED
EC04Special Events and Urban Vitality Strategy
Expected Completion:
Dec-2018
Description:
Recent Progress:
Development of a special events and urban vitality strategy
The Special Events team is developing the strategy
that supports the overall objectives of the Kitchener
based on public input, survey results, stakeholder
Economic Development Strategy.
feedback, service level capacity, etc.
Next Steps:
Draft strategy to be tabled in Q2 or Q3 of 2018, for
Council approval by the end of 2018. The end date for
this project has been delayed from December 2017 to
December 2018.
Status as of Dec 31st 2017:
COMPLETED
EC10Update the Downtown Kitchener Action Plan
Expected Completion:
Aug-2017
Description:
The Downtown Kitchener Action Plan (2012-2016) focuses
on organizing City and BIA programs, services and
resources to leverage these assets and stimulate positive
spin-off investment, engaging the community along the way
to ensure the City continues to move in the direction
preferred by Citizens.
Ongoing Initiatives:
EC12Federal and Provincial Funding for the Arts
Recent Progress:
Description:
Staff continually monitor for Federal and Provincial
Advocate and coordinate funding for the arts from federal and
funding opportunities. Staff began discussions with
provincial government programs.
potential community partners to assist in the delivery of
grant writing/sourcing seminars in partnership with the
Small Business Centre in 2018.
Next Steps:
The Small Business Centre intends to work with
community partners to deliver seminars that will assist
artists who may be looking for grant opportunities through
Provincial or Federal Programs.
EC23Implement the Make It Kitchener Plan
Recent Progress:
Description:
To date, 38 of 53 action items have been initiated or
To be a great city for people, we see two goals: First,
completed.
Kitchener must generate varied career opportunities. We
want to be the best place for our entrepreneurs to start a
Next Steps:
business in Canada and we want to grow the industry that we
Staff will begin to advance a number of the remaining 15
have. Second, Kitchener must be a compelling city in which
actions. Priorities for 2018 include, but not limited to,
to live, anchored by a lively urban core that is balanced by
EC04, EC08, NB12, EC24, EC25, EC26, EC27 and EC12
bustling suburban neighbourhoods. As we work towards
of this Business Plan.
these goals, we recognize that assets matter - but none more
than our people.
Council approved the Make It Kitchener economic
development strategy on November 16, 2015. This is the
second full year of implementation for this strategy.
IF2 - 11
COMMUNITY SERVICES DEPARTMENT
Administration - CSD
Michael May
(519) 741-2200 ext. 7079
Projects:
Status as of Dec 31st 2017:
C
NB15Neighbourhood Development Office
Expected Completion:
Aug-2017
Description:
Create a neighbourhood development office to provide
oversight and coordination of neighbourhood action plans.
Status as of Dec 31st 2017:
C
NB01Neighbourhood Strategy
Expected Completion:
Apr-2017
Description:
Develop a comprehensive Neighbourhood Strategy
focused on achieving two objectives: I. Helping the
municipality, citizens and community groups coordinate
efforts in planning, building and supporting safe and thriving
neighbourhoods; and, II. Creating a framework to facilitate
and support a citizen-led approach to placemaking in the
city's neighbourhoods.
Ongoing Initiatives:
NB37Community Grants Program
Recent Progress:
Description:
In 2017, Council approved a change to the appeals
The City of Kitchener provides a variety of grants to
process for Tier 1 and Tier 2 grants. A representative from
organizations providing municipal services in the areas of arts
the Neighbourhood Development Office was added to the
and culture, special events, sports and recreation, and
membership of the Peer and Staff Review Committee to
community support and development. These grants provide
reinforce the link between community grants and
opportunities and support for citizens to lead the way in
lovemyhood. The online application process for the Tier 2
creating active and vibrant public places and activities that
grants continues to create efficiencies for both applicants
and the Peer and Staff Review Committee. In kind facility
of Kitchener has a long history of supporting the community
and travel assistance grants will continue to be processed
through grants programs. Broad volunteer involvement in
upon receipt. All grants are assessed using criteria
planning and implementing community activities and projects.
established by Council.
The 2017 budget for Tier 1 and 2 community grants, in kind
Next Steps:
facility grants and travel assistance grants, was set at
The current application processes will remain in place for
$2,303,448.
the community grants program. After final budget
approval, Tier 1 grants payments will be processed and
agreements will be developed and/or renewed. The Tier 2
Peer and Staff Review Committee will commence
allocation of Tier 2 grant funds in the first quarter. As
requested by Council, staff will provide a report indicating
the impact of the appeals process change in the third
quarter.
IF2 - 12
Administration - CSD
Michael May
(519) 741-2200 ext. 7079
Ongoing Initiatives:
NB45Neighbourhood Strategy Implementation
Recent Progress:
Description:
In 2017, We have completed a number of lovemyhood
action items including resident-led traffic calming,
great places, connected people and working together, with
community gardens, Neighbourhood Placemaking
the vision of helping neighbours connect and work together to
Challenge, Neighbourhood Matching Grant, and reducing
do great things in their neighbourhoods. The vision of Love
red tape through noise exemptions and approvals for road
My Hood is new for municipalities and involves change
painting. We also created an internal grant review
management, collaboration and teamwork between residents
circulation process with a focus on change management
and staff, with a focus on lessons learned and continuous
and staff collaboration.
improvement.
Next Steps:
Lovemyhood: Kitchener's guide to great neighbourhoods was
approved by Council on Monday, February 27, 2017, along
website, a guide for pop-up markets, a state of the
with an implementation schedule and a new Neighbourhood
neighbourhoods report and our Placemaking Challenge
Development reserve fund. This is the first year for strategy
that will include up to 15 new resident-led projects. We will
implementation.
also continuing work on lovemyhood internal change
management with staff from various departments and
divisions.
By-Law Enforcement
Gloria MacNeil
(519) 741-2200 ext. 7952
Projects:
Status as of Dec 31st 2017:
DELAYED
CS56Administrative Monetary Penalties Strategy (AMPS)
Expected Completion:
Dec-2018
Description:
Recent Progress:
Research and development of removing the parking ticket
Cities of Kitchener and Waterloo developed a project
process from the Regional Court House and implementing
scope and identified phases for this project including a
an internal process that could be shared with Waterloo and
specific outline for each phase.
Cambridge.
Next Steps:
Kitchener and Waterloo will hire a project coordinator to
lead the outlined phases of work required to complete this
project. The end date for this project has been delayed
from April 2018 to December 2018.
Status as of Dec 31st 2017:
COMPLETED
CS53Negotiation of Animal Control Services Contract
Expected Completion:
Dec-2017
Description:
Recent Progress:
Investigate options available for animal control services and
Contract was approved by Councilandtakeseffect
licensing. Current contract ends Dec 2017.
on January 1,2018.
Status as of Dec 31st 2017:
COMPLETED
CS20Property Standards Compliance Review and Proactive
By-law Enforcement
Expected Completion:
Dec-2017
Description:
Recent Progress:
Review existing property standards by-law and related
The Bylaw was approved byCouncilandisnowin
initiatives to promote voluntary compliance and reduce
effect.
reliance on traditional enforcement methods.
IF2 - 13
By-Law Enforcement
Gloria MacNeil
(519) 741-2200 ext. 7952
Projects:
Status as of Dec 31st 2017:
DELAYED
CS03Responsible Pet Ownership Strategy
Expected Completion:
Dec-2018
Description:
Recent Progress:
Work in conjunction with City of Waterloo and KW Humane
Humane Society contract completed and approved by
Society to development a series of actions to encourage
Council. A section in the contract refers to the
responsible pet ownership.
Responsible Pet Ownership Strategy and includes
support to programs such as microchipping and spay
neuter clinics.
Next Steps:
As directed by Council, staff will research a variety of
options and best practices used by other municipalities,
including licensing of cats, microchipping and spay neuter
clinics. The end date for this project has been delayed
from December 2017 to December 2018.
Status as of Dec 31st 2017:
COMPLETED
CS52Shopping Cart Management Plan Bylaw
Expected Completion:
Apr-2017
Description:
Investigate options to require any business that provide
measures to prevent the unauthorized removal of shopping
abandoned carts.
Building
Mike Seiling
(519) 741-2200 ext. 7669
Projects:
Status as of Dec 31st 2017:
ON TRACK
CS55AMANDA 7 and Public Portal Review
Expected Completion:
Dec-2018
Description:
Recent Progress:
The AMANDA software system requires a significant
IT staff completed the necessary server upgrade
upgrade; AMANDA 7. Prior to implementation, testing of
including the preparation.
scripts and set-up of security groups and reporting tools is
Next Steps:
necessary. The existing public portal is integral to the core
Staff will review and provide comments on the draft
business. The project will include reviewing the existing
vendor produced operating document.
public portal including other software options.
Community Programs & Services
Mark Hildebrand
(519) 741-2200 ext. 7687
Projects:
Status as of Dec 31st 2017:
ON TRACK
NB44Community Centre Audit Implementation
Expected Completion:
Dec-2019
Description:
Recent Progress:
The community centre section went through a significant
Two supervisory staff positions were filled. Sectional
audit with immediate, short-term, mid-term and long-term
goals and objectives have been developed and priorities
recommendations. Review and implementation of these
assigned for 2018. 33 of 49 recommendations completed.
recommendations will consist of a substantial body of work.
Next Steps:
Staff continue to work towards completion of the
remaining recommendations.
IF2 - 14
Community Programs & Services
Mark Hildebrand
(519) 741-2200 ext. 7687
Projects:
Status as of Dec 31st 2017:
ON TRACK
NB42Doon Pioneer Park Community Centre Expansion -
Design & Construction
Expected Completion:
Dec-2018
Description:
Recent Progress:
Upon completion of the Business Case, an architect will be
Design and development is in progress. Project is
sourced and acquired to design and build the expansion.
currently on time and on budget.
Next Steps:
Completion of design and development and begin
construction.
Status as of Dec 31st 2017:
COMPLETED
NB14Huron Woods Community Centre Partnership
Expected Completion:
Dec-2017
Description:
Recent Progress:
Explore the potential for a partnership with the school board
Ongoing discussions with potential partners will be
for the development of a community centre in the Huron
included in divisional core service delivery.
Woods neighbourhood.
Next Steps:
Status as of Dec 31st 2017:
COMPLETED
CS33Kiwanis Park Pool Renovation
Expected Completion:
Dec-2017
Description:
Recent Progress:
The revitalization of the Kiwanis Park Outdoor Pool,
The pool basin was demolished and final concrete pour
includes the redesign of the pool in its existing footprint, as
completed in September. Renovations are now
well as all associated systems (filtration pumps, filters, UV
complete.
disinfection, piping/valves, chemical capacity & dosing
Next Steps:
system, heating systems) and incorporation of a future
Official reopening of facility planned for spring 2018.
spray pad.
Fire
Jon Rehill
(519) 741-2200 ext. 5500
Projects:
Status as of Dec 31st 2017:
COMPLETED
CS06Five-Year Fire Master Plan
Expected Completion:
Apr-2017
Description:
Develop a five year road map for the Fire Department to
meet the needs and circumstances of the community,
Council and staff.
Status as of Dec 31st 2017:
ON TRACK
CS24Regional Emergency Communications Centre
Expected Completion:
Dec-2019
Description:
Recent Progress:
Incorporate the recommendations from the regional
The Police Regionalized Information Data Entry (PRIDE)
emergency communications centre report.
agreement has been finalized.
Next Steps:
The CAD implementation will commence in Q1 2018.
The Intergraph CAD implementation has been delayed
due to external factors beyond KFD's control. The new
dispatch stakeholders will continue to meet to advance
consolidated dispatch.
IF2 - 15
Fire
Jon Rehill
(519) 741-2200 ext. 5500
Ongoing Initiatives:
CS45Emergency Management and Business Continuity
Program
Recent Progress:
Description:
In 2017, the first Incident Management System training
Develop and implement a corporate wide resiliency plan to
took place for the senior leadership team that makes up
enhance our emergency management capabilities and
the Emergency Operations Centre Management Team,
continuity of operations.
formerly the Emergency Control Group. The City of
We have just completed the second year of a five year
changed to reflect the new IMS framework. The
Emergency Management/Business Continuity strategic plan
Emergency Management Program By-law was updated
(2016-2020) with the goal of making our City a more resilient
which included the appointments of the Emergency
and disaster ready community. The Emergency Management
Information Officer and the Community Emergency
portion of this strategic initiative is on track with key projects
Management Program Committee (CEMPC)
being achieved. The Business Continuity portion of this
membership. The By-law also included the new
initiative has been put on hold until 2018 due to other priority
Emergency Response Plan.
corporate initiatives.
Next Steps:
In 2018, the CEMPC will conduct another round of training
and continue looking at the Emergency Operation Centre
setup and backup power. As part of the Business
Continuity Plan and Program workshops will begin for the
creation of the BCP worksheets for each Business
Unit/Division/Department. The Community Emergency
Management Program Committee has four key working
groups with specific objectives and work plans that relate
back to the five year Emergency Management/Business
Continuity strategic plan.
Planning
Alain Pinard
(519) 741-2200 ext. 7319
Projects:
Status as of Dec 31st 2017:
ON TRACK
NB20Community Energy Investment Strategy
Expected Completion:
Dec-2018
Description:
Recent Progress:
As a supporting partner with the Region of Waterloo, local
Draft Strategy and supporting documentation prepared
municipalities and utility companies, explore opportunities
and under going stakeholder review. Presentations to
for energy efficiency, optimization of local energy resources
November Environmental and Economic Development
and reduction of environmental impact related to energy.
Advisory Committees.
The resulting region-wide strategy will set a path to improve
Next Steps:
how energy is generated, delivered and used throughout
Completion of Final Strategy in January 2018.
the community.
Presentation to municipal councils and utility boards in
February 2018. Submission to province thereafter.
Status as of Dec 31st 2017:
DELAYED
NB11Comprehensive Zoning By-law Review
Expected Completion:
Dec-2019
Description:
Recent Progress:
Undertake a multi-phase, comprehensive review of the
Council strategy session held November 6, 2017.
City's Zoning By-law 85-1 to implement the new Official
Next Steps:
Plan and other required changes.
Statutory Public Meeting at Committee of Council for all of
the non-residential components is planned for April 2018.
The end date for this project has been delayed from
August 2018 to December 2019.
IF2 - 16
Planning
Alain Pinard
(519) 741-2200 ext. 7319
Projects:
Status as of Dec 31st 2017:
CANCELLED
NB22Cultural Heritage Landscape Strategy Phase 2
Expected Completion:
Apr-2019
Description:
Consult with Heritage Kitchener in order to prioritize the
**NOTE: There isasignificant amount of workrequired
implementation of conservation tools for the cultural
to undertake theapprovedculturalheritagelandscape
heritage landscapes identified in Phase 1 which include the
study. We are rolling muchoftheworkintoongoingand
listing of locations on the municipal heritage register,
upcomingneighbourhood specific planningreviews/work
identifying specific cultural heritage landscapes in the
andspreading out theremainder.Thisitemisbeing
Official Plan, and developing new/enhanced guidelines and
removed from theCorporateBusiness Plan andwillbe
best practices.
part of ourcore service forheritageresourcesoverthe
next 10+ years.The cancellation of thisproject was
reported to CouncilinDecember 2017.**
Status as of Dec 31st 2017:
COMPLETED
NB16Development Incentives for Affordable Housing - Phase
2
Expected Completion:
Apr-2017
Description:
A detailed analysis in consultation with affected business
units, the Region and the industry in order to provide an
implementation plan to help deliver development incentives
for affordable (rental) housing. The primary focus is on
reduced parking requirements, property tax exemptions or
grants, and expanded density bonusing. Secondary effort
will be on waiving or deferring certain application fees.
Status as of Dec 31st 2017:
ON TRACK
NB43Heritage Best Practices Implementation
Expected Completion:
Aug-2018
Description:
Recent Progress:
In follow up to Report CSD-15-08 which recommended the
Moving forward in partnership with Facilities Management
development of a variety of best practices regarding the
to undertake a Conservation Plan for a City-owned
conservation of cultural heritage resources.
heritage resource (in Bridgeport).
Next Steps:
Final review of several actions by internal divisions.
Report to Heritage Kitchener/Council in 2018.
Status as of Dec 31st 2017:
ON TRACK
NB21Hidden Valley Land Use Study
Expected Completion:
Apr-2019
Description:
Recent Progress:
To develop a Master/Community Plan for the Hidden Valley
Phase 1 of Flow Monitoring, Model Recalibration and
area that would be implemented by way of amendments to
Continuous Simulation work complete. Phase 2 starting.
the Official Plan and Zoning By-law. This project would be
Next Steps:
integrated with a servicing study for the area that will be led
Start of public process by June 2018.
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.
IF2 - 17
Planning
Alain Pinard
(519) 741-2200 ext. 7319
Projects:
Status as of Dec 31st 2017:
COMPLETED
NB08PARTS Midtown RT Station Area Plan
Expected Completion:
Dec-2017
Description:
Recent Progress:
Undertake all components required to complete
Councilapproval in October 2017. Followup, site
development scenarios, technical analysis, preferred
specificresolution approved December 2017.
option, community engagement and recommendations for
the Midtown Station area.
Status as of Dec 31st 2017:
COMPLETED
NB09PARTS Rockway RT Station Area Plan
Expected Completion:
Dec-2017
Description:
Recent Progress:
Undertake all components required to complete
Council approval December 2017.
development scenarios, technical analysis, preferred
option, community engagement and recommendations for
the Rockway Station area.
Status as of Dec 31st 2017:
COMPLETED
NB07Residential Intensification in Established
Neighbourhoods Study
Expected Completion:
Aug-2017
Description:
There are increasing growth and intensification pressures
in many of our neighbourhoods. Conduct a study that
investigates the issue, provides options and recommends
updates to residential zoning, design guidelines, the
development process and community engagement. The
deliverables of the study would include a Citizen Guide to
Intensification.
Status as of Dec 31st 2017:
ON TRACK
NB13Sustainable Development Feasibility Study
Expected Completion:
Apr-2018
Description:
Recent Progress:
Working with partner organizations, under the Federation
Draft report on Phase 1 submitted and under review.
of Canadian Municipalities (FCM) Green Municipal Funds
Next Steps:
program, undertake a feasibility study to help inform
Phase 2 beginning, including Kitchener case-studies.
sustainable development practices at a site or
neighbourhood scale. The emphasis is to be on energy
sustainability.
Status as of Dec 31st 2017:
ON TRACK
NB26Urban Design Manual
Expected Completion:
Dec-2019
Description:
Recent Progress:
Undertake a full review of the urban design manual to
Internal draft guidelines being prepared and reviewed for
implement the new Official Plan, make the document more
several sections.
efficient and effective, complement specific design briefs
Next Steps:
etc.
Stakeholder engagement beginning in Q1 2018.
IF2 - 18
Planning
Alain Pinard
(519) 741-2200 ext. 7319
Ongoing Initiatives:
NB38Growth Management Program
Recent Progress:
Description:
The Kitchener Growth Management Plan 2017-2019+ was
This program ensures the ongoing implementation of the
approved by Council in October 2017 which establishes
Kitchener Growth Management Strategy that was approved
the priorities for the timing of new development, growth-
by Council in 2009. The Key purposes of the program are to
related infrastructure and projects over the next two years.
monitor growth and intensification targets, and to coordinate
The Annual Growth Management Monitoring Report was
land development decisions with growth-related
provided to Council in September 2017 which highlighted
infrastructure decisions, including the capital forecast and
that Kitchener is well positioned to accommodate and
development charges reserves.
manage growth with the downtown accelerating towards
achieving the provincial target of 225 persons and jobs
Every year, a growth management monitoring report is
per hectare by 2031
prepared and considered by Council. It monitors growth, the
Next Steps:
achieving provincially-mandated targets. Every two years a
In addition to the Annual Growth Management Monitoring
growth management plan is prepared and approved by
Report, it is expected that background work will begin on
Council which assigns growth area priorities and aligns
infrastructure requirements to achieve the priority
recent changes that will need to be implemented from the
assignments.All of the divisions that build and provide
infrastructure, including community infrastructure, participate
Horseshoe (2017). Since we are nearing 10 years of this
in the preparation of a growth plan. Financial Planning also
new growth management program and 50 years of growth
participates in this program that is led and coordinated by the
management Kitchener, there will be some reassessing of
Planning Division.
any future needs.
Sport
Kim Kugler
(519) 741-2200 ext. 7544
Projects:
Status as of Dec 31st 2017:
COMPLETED
CS57Installation of Active Net Recreation Management
Software
Expected Completion:
Dec-2017
Description:
Recent Progress:
Implementation and roll out of a new web based system
EvaluationoftheActiveNet implementation completed.
across the corporation that will meet recreation and sports
The project is finished.
management requirements, facility rental activity and
participant management as well as provide point of sale
options, as part of a joint initiative with the City of Waterloo,
City of Cambridge, Township of Wilmot and Township of
Wellesley.
Status as of Dec 31st 2017:
COMPLETED
CS04KMAC: Long-Term Planning for the Future
Expected Completion:
Dec-2017
Description:
Recent Progress:
Seek Council approval of the planning framework for
Planning for the future of the Aud will continue to be
replacement of the Auditorium in 15-20 years. (LFMPU
includedinthescope of the Corporate Recreation
Rec #35)
andLeisure Steering Committee (CRLSC).
IF2 - 19
Sport
Kim Kugler
(519) 741-2200 ext. 7544
Projects:
Status as of Dec 31st 2017:
COMPLETED
EC05Sport Tourism
Expected Completion:
Dec-2017
Description:
Recent Progress:
Work with minor sport organizations and the Waterloo
Roles andresponsibilities for each municipality with the
Regional Tourism Marketing Corporation to attract
Regional Tourism Office- District4(RTO4) andWaterloo
provincial/national championship events at city facilities.
Regional Tourism Marketing Corporation (WRMTC) have
beenidentified. The roleof theSportHosting Office has
been approved.
IF2 - 20
FINANCE AND CORPORATE SERVICES DEPARTMENT
Administration - FCS & Internal Audit
Kathryn Dever
(519) 741-2200 ext. 7370
Ongoing Initiatives:
CS46FCS Service Strategy Implementation
Recent Progress:
Description:
Implementation continued on the Purchasing Audit and
A five-year plan to achieve outcomes in the following areas of
Accounting Comprehensive Review action plans to
focus: internal relationships, continuous improvement, value,
enhance internal partnerships and improve processes. A
culture and communications, with the overarching goal of
comprehensive review of the Revenue division included a
enriching service and creating value together with other
pilot application of the Lean improvement methodology,
departments.
implementation of priority process improvements, and
development of an optimal organization structure to
All actions in the FCS Service Strategy have been
address workflow/capacity imbalances. FCS staff
successfully implemented. Early efforts on internal
reviewed and improved processes for co-op student
relationships saw strengthened communications and role
recruiting and business licensing, and created a business
clarity with internal partners; all FCS divisions have
case approach to prioritize staffing requests for upcoming
undergone a comprehensive review or undertaken local
budget cycles. Staff came together at the fifth FCS Staff
process reviews; and 2017 results showed a 20% increase in
Forum event around the theme Ignite, Inspire, Imagine,
favourable perception of the department as a business
and again at the end of the year to celebrate
partner and in role clarity between departments. Departmental
accomplishments to close the Service Strategy.
communications throughout the life of the strategy
strengthened the connection of FCS mandate and vision with
Next Steps:
corporate strategy and priorities. 2017 saw great progress
As the Service Strategy ended in 2017, no formal work is
planned under this strategy for next year. 2018 will see
transition to a new organizational structure, and within the
new departmental makeup, an approach developed for
internal services which sustains the positive momentum of
the 2012-2017 strategy.
IF2 - 21
Administration - FCS & Internal Audit
Kathryn Dever
(519) 741-2200 ext. 7370
Ongoing Initiatives:
CS47Internal Audit & Service Reviews
Recent Progress:
Description:
Staff from across the corporation received training related
Internal audits and service reviews are an ongoing body of
to Lean Management, with internal audit and service
work that is carried out by internal audit and service review
review staff achieving their Lean Yellow Belts. Those
skills have been applied to several service reviews in
and customer facing services using a variety of tools. All City
order to reduce non-value added tasks and improve the
services have been prioritized for review using a framework
customer experience. Staff also completed or started 12
that focuses on reviewing higher risk services first, while
of 14 planned reviews.
adjusting the ranking for services which had recently been
reviewed or did not generate high operating expenses. In
Next Steps:
addition, traditional controls and compliance audits are
In addition to the approved Internal Audit and Service
conducted on a rotating basis.
Review work plan, work is underway to develop a
governance structure for Lean management. The
structure will define ownership and accountability
frameworks, training objectives, communications and
branding, and a plan for how to imbed Lean thinking into
plan to achieve their Lean Green Belts through training
and project experience.
Accounting
Brenda Johnson
(519) 741-2200 ext. 7647
Projects:
Status as of Dec 31st 2017:
COMPLETED
CS35Accounting Comprehensive Service Review Action Plan
and Implementation
Expected Completion:
Dec-2017
Description:
Recent Progress:
Develop and implement an action plan to respond to
Actions takenonmajority ofcomprehensivereview
Accounting comprehensive review key findings and
recommendations with 50 of 69recommendations
recommendations.
completedin 2017: cheque auditandjournal entry
efficiencies,payrollprocess improvements, andover 80
accounting procedures documented. Other actionitems
have their own workplans developed andare in
progress in collaboration withother City divisions.
Status as of Dec 31st 2017:
COMPLETED
CS16Financial Reporting Improvement Project
Expected Completion:
Dec-2017
Description:
Recent Progress:
Implement CaseWare to improve efficiency of producing
The Financial Information Return hasbeen automated
the Financial Information Return, which is an annual
where feasible.Where AssetManagementprocesses
legislated requirement for the province. Continue with data
have the detail required for internal decision making,
collection efficiencies related to the City's tangible capital
detail hasbeen eliminated from accounting records when
assets (additions and disposals). Improve internal process
in excess offinancial reporting requirements,
for budgeting, transfers for reserves, debt, etc. to gain
streamlining process and eliminating duplication. Various
efficiencies in year-end reporting.
other processes have been reviewed and efficiencies
created which which nowformpart of ongoing
procedures.
IF2 - 22
Accounting
Brenda Johnson
(519) 741-2200 ext. 7647
Projects:
Status as of Dec 31st 2017:
COMPLETED
CS15Internal Order Process Improvement
Expected Completion:
Dec-2017
Description:
Recent Progress:
Create efficiencies in SAP for asset accounting processes,
Some system attributes have beenimplemented
capital reporting processes by: implementing a new internal
including: new General Ledger (GL) codemappingon
order settlement process; implement a "locking" process
settlements, budgetedand actual amounts appearing in
for orders and use the newly purchased Business
same GL.Child internal orders now settle nightly totheir
Intelligence software to move financial reporting from SAP
parent order,eliminatingover 90%of theorders inuse.
reports to a more user friendly approach.
Project deliverables inscope that Accountingcould
accomplish havebeen completed; theproject has been
rescopedand there ispending work requiringTechnology
Innovation &Services and SAP staff resources which
were unavailablein 2017. These resources and further
workonthisinitiativewillbe pursued through other
processes.
Status as of Dec 31st 2017:
COMPLETED
CS34Payment Process Improvements and Electronic Funds
Transfer (EFT) Payments
Expected Completion:
Dec-2017
Description:
Recent Progress:
Review city-wide internal processes to streamline
EFT successfully implemented with over60%accounts
procurement activity and payment to vendors. Investigate
payablevendors paidby electronically. In addition
the opportunity to implement more EFT payments to
included non-trade vendors andstaffexpense
vendors.
reimbursement byEFT. Additionalwork aroundpayment
processingautomation will continue in2018under a new
businessplanproject.Thisproject has been completed
aheadofthepreviouslystatedenddate.
Financial Planning
Ryan Hagey
(519) 741-2200 ext. 7353
Projects:
Status as of Dec 31st 2017:
ON TRACK
CS09Long Term Financial Plan
Expected Completion:
Aug-2018
Description:
Recent Progress:
Prepare a consolidated long term financial plan that will be
Evaluated other municipal long term financial plan
the financial framework for the City going forward. The
examples for ideas and practices. Drafted high level
framework will incorporate policy work pertaining to
framework for Kitchener's plan. Completed Council
reserves, debt, and enterprise investments.
consultation.
Next Steps:
Draft recommendations for principles, policies and
performance measures based on best practice review,
municipal comparison and Council interviews.
IF2 - 23
Financial Planning
Ryan Hagey
(519) 741-2200 ext. 7353
Projects:
Status as of Dec 31st 2017:
ON TRACK
OG10Participatory Budgeting
Expected Completion:
Dec-2019
Description:
Recent Progress:
Enable community members to directly decide how to
Presented Participatory Budgeting research at Council
spend part of the city's budget, allowing them to make
Strategic Session and received Council direction on pilot
budget decisions that affect their lives.
projects. Assigned coordination role and liaison with
University of Waterloo to Community Engagement staff.
Next Steps:
Continue working with University of Waterloo partners
and relevant City staff to to plan and deliver participatory
budgeting engagement with relevant communities related
to the two pilot park sites (Sandhills Park and Elmsdale
Park).
Human Resources
Michael Goldrup
(519) 741-2200 ext. 7117
Projects:
Status as of Dec 31st 2017:
ON TRACK
CS25Implement First Phase of Corporate Talent Strategy
Expected Completion:
Dec-2019
Description:
Recent Progress:
In phases, to review and redesign across HR programing
Completed online learning/Learning Management System
including performance management, succession planning
(LMS) business case. Completed co-op placement
and recruiting.
recruiting process review. Implemented improvements to
Performance Evaluation at Kitchener program (PEAK).
Completed 18-month Leading@Kitchener leadership
development program for management staff and
succession participants. Implemented respect in the
workplace training programs for all management and
staff.
Next Steps:
Complete online learning/LMS procurement process.
Complete next phases of recruiting process review.
Develop talent management annual reporting template for
Corporate Leadership Team (CLT). Develop probationary
performance review processes and research alternative
systems to PEAK for non-management staff; develop
recommendations on both for CLT consideration. Pilot co-
op student placement to develop priority online learning
courses for Finance and Corporate Services areas.
IF2 - 24
Human Resources
Michael Goldrup
(519) 741-2200 ext. 7117
Projects:
Status as of Dec 31st 2017:
COMPLETED
CS10Implement GHS Classification and Labelling of
Chemicals
Expected Completion:
Dec-2017
Description:
Recent Progress:
GHS is a system that defines and classifies the hazards of
Corporate Safety ManualWHMIS andHazardous
chemical products, and communicates health and safety
Materials guidelinereviewedand updated;completed
information on labels and material safety data sheets
communications aboutrequirements.Created safety talk
(called Safety Data Sheets, or SDSs, in GHS). The goal is
tool for jobspecific andannual review ofWHMIS and
that the same set of rules for classifying hazards, and the
postedonK-Hubas astaff resource. Began divisional
same format and content for labels and safety data sheets
migrationof manual material safety data sheettracking to
(SDS) will be adopted, and used around the world.
anonline tool; remainder will becompleted as partof
ongoingprogram delivery. Trainingneeds communicated
and stafftrainingcompleted or underway;ongoing
monitoringtoensure compliance willcontinueaspartof
ongoing program delivery.
Ongoing Initiatives:
CS48Employee Culture Survey
Recent Progress:
Description:
In 2016/2017, more than 160 organizational, departmental
Our People Plan is the road map for creating our ideal
and divisional actions were identified in response to the
organizational culture as identified by staff, one that keeps
employee culture survey results. Implementation of the
employees interested, inspired, included and invested. The
actions is well underway with the senior management
employee culture survey is the tool we use to measure our
team having accountability for progress and/or completion
progress and identify areas for ongoing improvement.
of their respective actions. A communications plan was
developed, with one of the 3 areas of focus being
The surveys have informed a great number of improvements
to formal people programs and have been instrumental in
adjusting the corporate approach to leadership, accountability
branding the People Plan and Employee Culture Survey
and communications. To date, we have completed four
as one, refresh of K-Hub information and a poster to
employee culture surveys (2007, 2009, 2012 and 2016). Staff
inform staff of the areas of focus.
participation in the 2016 survey reached 78.1%, the highest
since the first survey in 2007.
Next Steps:
During 2018, the focus will be on the preparation for the
next employee culture survey in 2019. This will include
development of a governance model and project,
communications and implementation plans.
IF2 - 25
Human Resources
Michael Goldrup
(519) 741-2200 ext. 7117
Ongoing Initiatives:
CS49People Plan Action Items
Recent Progress:
Description:
A 2017 communications plan highlighted 3 areas of focus:
The City of Kitchener's People Plan represents the strategy
for how the organization supports its employees so we can be
forward; Connecting the Dots. Completed actions included
successful in the work we do each day for the community.
implementation of three new respect in the workplace
The plan identifies employees' collective values, and paints a
training courses, new respect in the workplace and
picture of our ideal corporate culture through our "This is
complaints management policies, increased
Where We Want to Work" statement. The latest version of
social/newsfeed postings (storytelling), City Talk articles,
the People Plan, launched in early 2014, identified 44
cross-representative ambassadors and improved
signposts (actions) that staff said we should focus on to move
alignment of programs to the People Plan (i.e. CapaCITY,
us toward our ideal culture. Of the 44 signposts, 16 were
recognition).
selected as priorities, with cross-representative teams
assigned to each.
Next Steps:
The creation of the next iteration of the People Plan is
The city has made an ongoing commitment to the
planned for 2018, with the launch set for early 2019.
implementation of 160+ employee culture survey actions at all
Consultation with CLT on the project plan and
levels of the organization continues to advance the People
implementation is underway.
Plan. Of the 44 People Plan signposts, 35 were completed by
2017, with 7 in progress and only 2 not yet started.
Technology Innovation & Services
Dan Murray
(519) 741-2200 ext. 7825
Projects:
Status as of Dec 31st 2017:
ON TRACK
EC07Broadband & Fibre Optic Infrastructure
Expected Completion:
Dec-2018
Description:
Recent Progress:
Work collaboratively with stakeholders to explore options to
SouthWestern Integrated Fibre Technology network
either encourage third party fibre optic investment in
(SWIFT) has been supported with a $2.2M contribution
Kitchener or partner with others to provide improved high-
from the Region of Waterloo. Explored how local
speed broadband infrastructure for Kitchener. High speed
Waterloo Region Education and Public Network
internet access is increasingly viewed as essential
(WREPNet) could benefit from SWIFT; determined
infrastructure for a globally competitive economy.
WREPNet will join SWIFT as a partner. Identified
opportunities to remove barriers to fibre investment.
Next Steps:
Work to remove barriers for providers will take place in
2018 and will focus on three areas: permitting processes,
use of municipal assets, and marketing of the area.
Investigate emerging wi-fi requirements (fifth generation -
5G) and look to ensure that the region is investment
ready.
IF2 - 26
Technology Innovation & Services
Dan Murray
(519) 741-2200 ext. 7825
Projects:
Status as of Dec 31st 2017:
COMPLETED
EC06Canada 150 Wi-Fi Expansion
Expected Completion:
Aug-2017
Description:
Expand the City's Wi-Fi network through funding secured
through Canada 150 program for additional installations at
the Kitchener Memorial Auditorium, Victoria Park, Victoria
Park Pavilion, McLennan Park and other public spaces
subject to commitment of the City's matching funds. Work
will begin in July 2016 and complete in June 2017 as per
Canada 150 program requirements.
Status as of Dec 31st 2017:
ON TRACK
CS64Civic Innovation Lab at Communitech
Expected Completion:
Dec-2020
Description:
Recent Progress:
The establishment of a Civic Innovation Lab is a significant
Furnished Digital Kitchener Innovation Lab and held
initiative in support of the Digital Kitchener strategy. The
successful grand opening in November. Drafted project
lab will operate as a pilot project for 3 years and focus on
schedule; currently being validated by stakeholders.
developing innovative solutions where Internet of Things
Recruited co-op students and established work term
(IoT) can help solve municipal challenges. Work to
project framework with IoT focus.
establish the lab will begin in 2017 pending project and
Next Steps:
budget approval by Council with the intent of having a fully
Develop prioritization framework and present to
operational lab by the end of the year located at
Corporate Leadership Team for input and approval. Initial
Communitech.
projects will focus on the use of the narrowband
network.
Status as of Dec 31st 2017:
COMPLETED
CS11Corporate Technology Strategic Plan & Digital Strategy
Expected Completion:
Apr-2017
Description:
Set clear priority areas for the further development of
Information Technology services to continue to meet the
evolving needs of the organization. The development of a
broader community digital strategy will be considered as a
component or as a distinct strategy.
Status as of Dec 31st 2017:
ON TRACK
CS62Development of Public Internet Access Standard
Expected Completion:
Apr-2018
Description:
Recent Progress:
Digital Kitchener outlined the development of a Public
Research completed into best practices and resulting
Internet Access Standard as part of the Inclusive theme.
outcomes in other countries. Held in-depth discussions
This project will include working with community partners to
with Community Centres staff to better understand use of
define what attributes would constitute public access and
public computers and Wi-Fi and discuss challenges and
then using that definition, developing a minimum standard
opportunities. Further developed supporting initiatives for
of free public Internet access to be adopted by the City.
Inclusion theme.
This minimum standard can then be used to direct future
Next Steps:
investments for public access terminals or free Wi-Fi in
Continue defining with stakeholder input; once fully
future projects.
defined, determine timelines and potential costs. Prepare
report with recommendations for consideration by Council
for consideration in 2018.
IF2 - 27
Technology Innovation & Services
Dan Murray
(519) 741-2200 ext. 7825
Projects:
Status as of Dec 31st 2017:
ON TRACK
CS65
Expected Completion:
Dec-2021
Description:
Recent Progress:
Digital Kitchener, a four year digital strategy approved by
A number of key initiatives progressed throughout 2017.
Council in 2017, is a vision to make Kitchener more
Gained support for SouthWestern Integrated Fibre
Connected, Innovative, On-Demand and Inclusive. A
Technology network (SWIFT) to promote fibre
number of initiatives will be identified on an annual basis
development. Installed narrowband IoT network which is
that fulfill the action steps outlined in Digital Kitchener and
now operational. Launched the Digital Kitchener
help realize the vision. Staff will report back to Council on
Innovation lab at Communitech. Launched a new open
the progress of the plan annually. Ongoing
data site and the SAP Tax and Utility Portal. Initiated
communications and marketing of Digital Kitchener and its
work on developing a public Internet access standard.
supporting initiatives will need to continue.
Began participating in Open Data Exchange (ODX)
National Challenge for technology procurement.
Next Steps:
Prepare detailed update on 2017 Brave Plan
accomplishments for Council. Establish proposed 2018
Brave Plan priorities for 2018 for Council review and
direction.
Status as of Dec 31st 2017:
COMPLETED
CS63Narrowband Smart City/Internet of Things (IoT)
Network Development
Expected Completion:
Dec-2017
Description:
Recent Progress:
As part of the LED street light replacement program a
Finalized with vendor the list of sites where narrowband
narrowband network to enable smart city capabilities has
IoT network will connecttoCity's corporatenetwork, in
been procured. Prior to the lights being retrofitted in 2017,
order to provide required capacity andspeed.Identified
IT staff will work with the vendor to design the network,
sites where narrowband access pointswill be installed.
provision network connection points and to provision
Completed installation ofaccesspoints to communicate
network security. As the LED street lights are deployed
with streetlights,and installation of firewall and other
and the narrowband network begins to take shape, IT will
network equipment to secure the street lighting network.
optimize the network and develop a solid understanding of
Completed configuration ofsoftwareto manage
the potential uses while ensuring proper security is
streetlightsystem.
maintained.
Status as of Dec 31st 2017:
ON TRACK
CS36Server Systems Failover Capability
Expected Completion:
Apr-2018
Description:
Recent Progress:
Accelerate the installation of required equipment to provide
Upgraded wide area network between City Hall and
comprehensive server backup capability at the Kitchener
Kitchener Operations Facility (KOF). Completed upgrade
Operations Facility to allow for business continuity in the
of network equipment at City Hall and KOF computer
event a loss of operations at the City Hall computer room.
rooms. Installed network failover components and Wi-Fi
This installation will respond to one of the major
network failover. Procured and installed server hardware.
recommendations from the business continuity project.
Tested replication of data between systems at City Hall
and KOF.
Next Steps:
Complete configuration of server systems and undertake
final testing of network failover and data replications
process. Following testing, enable specific applications
for server failover and test individually. Document failover
processes. Move the Failover system to KOF.
IF2 - 28
Technology Innovation & Services
Dan Murray
(519) 741-2200 ext. 7825
Ongoing Initiatives:
CS50Improved Mobile Computing
Recent Progress:
Description:
In 2017, another 64 laptops/tablets were deployed to front
Improved mobile computing capabilities will allow business
line staff equipping them with mobile technology for the
areas to leverage our technology offerings and improve the
first time, and to knowledge workers freeing them from
efficiency of their staff, allowing them to spend less time in the
their desks. Mobile phone offerings and support have
office, reduce travel and improve data collection and data
expanded to a wider breadth of devices with specific
quality. It will also enable better customer service by closing
design features, e.g., rugged formats, brighter screens for
the loop on service request status information.
outdoor use. A pilot rollout for Windows 10 was completed
which provides better features for mobile users.
Working with business areas using mobile technologies,
approaches and practices have been refined to ensure front
Next Steps:
line staff are supported well, since often this is the first time
The Windows 10 upgrade will be a primary focus area for
they are using technology in their roles. The mobile
2018. This version of Windows has been optimized for
computing initiative has enabled more accurate and timely
mobile use and will make laptop use and network
data acquisition, allowed front line staff to receive and close
connectivity more seamless for all those using mobile
work orders in the field, and improved the overall efficiency of
technology. Staff will continue investigating enhanced
knowledge workers (office staff) as they are able to work with
mobile security tools such as multi-factor authentication
all their resources from any location.
and portable drive encryption. Work will also continue on
upgrading and improving Wi-Fi equipment in City
facilities. A pilot of Office 365 is planned, to validate
potential benefits of the cloud based service.
CS51Business Intelligence
Recent Progress:
Description:
Much of the effort this year has been focused on building
The SAP Business Intelligence (BI) Suite software platform
the required reports for the SAP Customer Relationship
and Billing (CR&B) system. A total of 80 reports have
ability to effectively capture, leverage and report on data that
been completed with 12 more in progress. The
is critical to operate their business.
complexity of the SAP data structures and specific
customizations slowed development progress in 2017
Staff have received advanced training in the use of the
while staff worked to better understand the data sources.
platform and have developed the needed expertise with the
Report requirements were validated and a number of
various software tools required to properly leverage the BI
requested changes were introduced.
platform. The system is being actively used to deliver many
of the reports required to support the Tax and Utility billing
Next Steps:
functions.
Staff will complete 27 additional CR&B reports in 2018.
Financial capabilities will be improved as staff explore
options to purchase standard financial industry reports vs
the development of customized reports inhouse. Work will
begin to bring other enterprise system data (e.g
PeopleSoft, Cityworks) into the BI environment.
IF2 - 29
Legislated Services
Christine Tarling
(519) 741-2200 ext. 7809
Projects:
Status as of Dec 31st 2017:
ON TRACK
CS402018 Election
Expected Completion:
Apr-2019
Description:
Recent Progress:
Conduct the 2018 election and report on the outcome.
Established Election steering committee, voting
subdivisions and poll locations, advance voting dates and
locations. Developed Accessibility for Ontarians with
Disabilities Act (AODA) plan and posted to website.
Updated Corporate resources policy. Began updates to
policies and procedures to meet Municipal Elections Act
requirements. Started revisions to election worker
positions, requirements and training, and began
procurement of tabulators, laptops, barcode scanners
and Voter Notification Card printer. Began updates to
forms, candidate and third party advertiser manuals, and
communications plan including website content updates.
Next Steps:
Complete policy and procedure updates, revisions to
election worker requirements and training, and equipment
procurement. Print and mail Voter Notification Cards.
Complete and execute on communications plan. Develop
and deliver candidate orientation. Establish emergency
election centre. Hire workers and provide training.
Establish Municipal Elections Compliance Audit
Committee. Carry out election, report on official results.
Plan Inauguration and revise new Council orientation.
Status as of Dec 31st 2017:
ON TRACK
CS31Comprehensive Review of Business Licensing
Expected Completion:
Dec-2018
Description:
Recent Progress:
Undertake a full review of business licensing processes for
Circulated report and revised by-law to Corporate
greater customer focus, better use of existing technologies
Leadership Team and received support for both.
and to implement industry best practices. Review and
Presented report, by-law, and fees to Council in
update licensing by-law to provide greater clarity, and
December; all were approved unanimously.
review and update fees. Improve relationships and
Next Steps:
integration with internal partners, and cross-train staff for
Continue implementation through development of new
improved service provision and personal development.
AMANDA folders and public portal. Form internal working
group wto discuss the requirement of industry tool-kits
and applications for business owners.
IF2 - 30
Legislated Services
Christine Tarling
(519) 741-2200 ext. 7809
Projects:
Status as of Dec 31st 2017:
ON TRACK
CS18Electronic Agenda Management
Expected Completion:
Aug-2018
Description:
Recent Progress:
Create, prepare, approve and publish meeting agendas in a
Ordered and received tablets for electronic minute-taking
more efficient, collaborative, streamlined manner.
use. Continued to review and refine usability of Corporate
reports pending listing. Implemented
agenda/reports/minute linking within LaserFiche in
collaboration with Open decision-making initiative.
Next Steps:
Continue to implement proposed enhancements to in-
house agenda management system with application of
Lean concepts. Monitor and track concerns with in-house
agenda management system. Continue investigating
potential implementation of a third-party application.
Report back to Corporate Leadership Team on findings
and recommendations.
Status as of Dec 31st 2017:
COMPLETED
CS19Electronic Document Management
Expected Completion:
Dec-2017
Description:
Recent Progress:
Research and evaluate the potential procurement and
Completedthe installation, testing andstaff training for
implementation of an electronic document management
Laserfiche Records Managementmoduleand
system to better manage the City's electronic information
Laserfiche Webforms.
assets in accordance with applicable legislation.
Status as of Dec 31st 2017:
ON TRACK
CS37Online Business Licensing
Expected Completion:
Dec-2018
Description:
Recent Progress:
Implement the first phase of online business licensing (e.g.,
Submitted finalized design of AMANDA folders based on
pilot with business license renewals).
approved Comprehensive Business Licensing By-law.
Next Steps:
Develop new AMANDA folders, ensure that renewals are
integrated, create corresponding reports, complete
testing, and move to AMANDA production. Advertise to
key stakeholders the option for online application.
IF2 - 31
Legislated Services
Christine Tarling
(519) 741-2200 ext. 7809
Projects:
Status as of Dec 31st 2017:
COMPLETED
OG05Open By Default Strategy Implementation
Expected Completion:
Dec-2017
Description:
Recent Progress:
To help advance the Open Government initiative to
Trainedstaff across thecorporationwho willadminister
increase transparency by developing and implementing
requests under RoutineDisclosure program.Finalized
systems, training and procedures (including routine
Routine disclosure/Active dissemination andPersonal
disclosure and active dissemination processes) to instill the
InformationBank lists of City divisions;created public
operational principle that City data and information should
Laserfichefolder where thelists canbeaccessed. Builta
be made available to the public subject to legislative and
K-Hub intranet resource page for staff. Developeda
legal constraints.
communicationplantodocument achievements and
recognize staff efforts.
Ongoing Initiatives:
OG14Publish Information About Council Decisions and City
Recent Progress:
Description:
Legislated Services staff interconnected the 2017
Increase public access to information by improving
agendas, minutes and reports within LaserFiche by
connections between minutes, reports and Council decisions,
directly linking related documents to one another with one
and the ability to trace the history of an issue. Ultimately this
will lead to more transparent decision-making for the public,
link the results of their community engagement to relevant
greater accountability, and increased public trust.
reports and minutes in Laserfiche so that citizens can see
the full picture and the impact of their input on a given
Significant progress has been made on this initiative:
issue.
agendas, minutes and reports are posted online in a timely
manner and readily available in a searchable format on the
Next Steps:
In 2018, Legislated Services will continue to create
document relationships as well as review the organization
can watch the full discussion on a particular issue. There are
of documents in Laserfiche to identify ongoing
improvements. Laserfiche upgrades will be monitored to
minutes and reports. The result is to enable citizens to know
take advantage of enhanced functionality that could further
what decisions Council has made and to trace the
improve accessibility to documents. The Community
history/development of an issue, both of which help to
Engagement Consultant will continually follow up with
promote accountability, transparency, good governance and
public trust.
meeting the requirement to link the results of their
community engagement to related minutes and reports in
Laserfiche.
IF2 - 32
Revenue
Joyce Evans
(519) 741-2200 ext. 7825
Projects:
Status as of Dec 31st 2017:
ON TRACK
CS58Revenue Comprehensive Service Review Action Plan
and Implementation
Expected Completion:
Dec-2018
Description:
Recent Progress:
Develop and implement an action plan to respond to the
Received and reviewed comprehensive review report and
Revenue comprehensive review key findings and
recommendations. Identified proposed actions to address
recommendations.
recommendations.
Next Steps:
Discuss with Internal Auditor proposals to address and
resolve recommendations. Develop detailed plan and
implement actions.
Supply Services
Michelle Palmer
(519) 741-2200 ext. 7214
Projects:
Status as of Dec 31st 2017:
ON TRACK
OG08E-Tendering
Expected Completion:
Dec-2018
Description:
Recent Progress:
Implement an e-tendering module to enable vendors to self-
EContracts Management module fully implemented and
identify for interested commodities, access bid documents
being used to track insurance and WSIB requirements
and drawings and submit tenders, proposals and
for ongoing contracts facilitated by Supply Services.
quotations electronically.
Planned and prepared for electronic bid submissions for
tenders by revising bid documents, configuring software
and training staff.
Next Steps:
Go live with electronic bid submissions for tenders
January 1, 2018. Document lessons learned from
electronic bid submissions for tenders to inform future
stages of implementation. Finalize project plan for
accepting electronic bid submissions for requests for
proposals to support implementation in fall 2018.
Status as of Dec 31st 2017:
COMPLETED
CS17Purchasing Audit Action Plan and Implementation
Expected Completion:
Dec-2017
Description:
Recent Progress:
Develop and implement an action plan to respond to the
Communication of thedivisional mandatewith internal
Purchasing comprehensive internal audit key findings and
business partners. Process and tool review based onthe
recommendations.
prioritized list and the revised purchasing by-law.
Additionalprocesseswillcontinue to be reviewed as part
ofongoing continuous improvement of core services
IF2 - 33
Supply Services
Michelle Palmer
(519) 741-2200 ext. 7214
Projects:
Status as of Dec 31st 2017:
COMPLETED
CS29Purchasing Bylaw Revision
Expected Completion:
Dec-2017
Description:
Recent Progress:
Update and revise the Purchasing Bylaw for enhanced
Revisedpurchasing bylaw presented andapproved by
clarity of policy and ease of interpretation.
FinanceandCorporateServicesCommitteeand
Council in October 2017.
IF2 - 34
INFRASTRUCTURE SERVICES DEPARTMENT
Administration - INS
Department Head INS
(519) 741-2200 ext. 4631
Ongoing Initiatives:
SE16Accelerated Infrastructure Replacement Strategy
Recent Progress:
Description:
In 2017, 6.0 km of infrastructure replacement was
Develop and implement a long-term maintenance and
completed. In addition, a complete review of the
renewal strategy for roads, water, sanitary and stormwater
maintenance and replacement schedule was conducted
infrastructure that will mitigate risk and reduce the demand for
and presented to Council.
reactive maintenance. The strategy will allow for pro-active
and preventative maintenance and will use condition based
Next Steps:
assessments to guide decision making on infrastructure
6.1 km of infrastructure are planned to be replaced in
replacement. Year-to-year progress on this initiative will be
2018 in addition to scheduled maintenance. The next full
dependent on Council decisions to allocate resources through
review of the program is planned for 2022.
budget decisions.
The Accelerated Infrastructure Replacement Program (AIRP)
was launched in 2002. The purpose of the program was to
evaluate the age and useful life of our water infrastructure and
plan for replacement funding of 260km of water, sewer and
stormwater pipes by 2032. The AIRP program goal was to
water infrastructure.
Since 2002, there has been an increase in the growth of
water infrastructure, construction inflation increased more
rapidly than inflation, and heightened regulatory requirements
for drinking water, sanitary and stormwater systems which
required budget corrections to get the program back on track.
In addition, asset management practices have matured to a
point of being able to collect quality condition data and an
increased understanding of the cause and effect of
maintenance activities as they relate to the overall condition of
the infrastructure.
Through the 2017 budget process, staff heard there is a need
to provide a clearer understanding of the water infrastructure
program, associated rates and the variables which influence
rate recommendations. To provide better clarity, the former
AIRP was rebranded the Water Infrastructure Program.
The Water Infrastructure Program (WIP) is an update to the
Accelerated Infrastructure Program (AIRP) to include
storm, sanitary and water infrastructure. The program is
way that is beyond its serviceable life. The use of asset
management principles helps determine the appropriate
timing of maintenance activities to extend the life of the
assets and establishes plans for replacements to maximize
the life-span of each asset.
Sustainable Environment and Infrastructure by strengthening
assets.
IF2 - 35
Asset Management
Jason Winter
(519) 741-2600 ext. 4630
Ongoing Initiatives:
SE17Asset Data Systems Development
Recent Progress:
Description:
A focus in the past 12 months was to develop mobile
As the City continues to embrace the asset management
programs for various operational divisions including
philosophy across the 12 defined asset categories, the need
condition inspections for regulatory traffic signs;
for more detailed data has increased. This means that more
playgrounds; footbridges and boardwalks; and street
focus is required on how we collect data and analyze it. Since
trees. In addition, over 95 reports have been created or
the Provincial Government has passed Regulation 588/17
updated. By collecting this information, staff can get a
requiring asset management plans for municipal
better understanding of the asset conditions and what
infrastructure, this places a greater emphasis on making sure
level of effort may be required to adequately maintain the
the City has a thorough program in place and that we align
assets.
our solutions with the work we are doing on the asset
management program. Staff use a work management
Next Steps:
program called CityWorks to collect, manage and report on
In the next 12 months, further development of CityWorks
data to support our business areas.
through solution upgrades; condition inspection programs
and data analytics will be introduced. The intent is to work
on those assets where asset management plans are
completed.
SE18Detailed Asset Management Plans
Recent Progress:
Description:
In 2017, Asset Management Plans (Phase 1) have been
newly created for two asset categories: Parks & Open
Infrastructure for Jobs and Prosperity Act, 2015 to create and
Spaces, and Roads & Traffic. In addition, significant effort
maintain thorough Asset Management plans (AMPs) for all
was given to the prioritization of water infrastructure
asset groups by 2024. In order to achieve this, the city
assets necessary for rehabilitation and replacement within
requires a complete and consistent set of AMPs. Creating
the capital Water Infrastructure Program (WIP).
and maintaining these plans as the city grows and as services
mature will require an ongoing continuous improvement cycle.
Next Steps:
A data-driven process that combines financial analysis and
In the next 12 months a number of key elements will be
operational activities will result in more transparent, consistent
introduced to directly support the development of asset
and comprehensive tool for decision-making.
management plans. Key tasks include further deployment
of mobile technologies, a greater emphasis on ensuring
data quality, and further implementation of asset
management plans for golf, cemeteries and parking
enterprises. With participation in the Climate and Asset
Management Network (CAMN), staff will be updating the
Corporate Asset Management Program Policy to include
climate adaptation and resiliency elements. As well, staff
will be starting to develop a consistent framework for
service definition and levels of service across asset
categories.
IF2 - 36
Engineering
Hans Gross
(519) 741-2200 ext. 7410
Projects:
Status as of Dec 31st 2017:
ON TRACK
SE05Low Impact Development Design Guidelines -
Stormwater Utility
Expected Completion:
Dec-2018
Description:
Recent Progress:
Low Impact Development (LID) is an approach to storm
Staff have developed Standard Drawings and Standard
water management that mimics a site's natural hydrology
Specifications for Road Reconstruction projects. Review
as the landscape is developed. Using the Low Impact
of the stormwater section in the Development Manual
Development approach, storm water is managed on-site
has begun to ensure consistency with the
and the rate and volume of storm water reaching receiving
recommendations of the Integrated Stormwater
waters is unchanged from predevelopment levels. These
Management Master Plan.
guidelines will be integrated into the existing Development
Next Steps:
Manual.
The upcoming changes from the Ministry of the
Environment and Climate Change via an Environmental
Bill of Rights posting will be reviewed to ensure the
proposed LID Design Guidelines in Kitchener align with
the recommended Province-wide approach.
Facilities Management
Lynda Stewart
(519) 741-2600 ext. 4215
Projects:
Status as of Dec 31st 2017:
COMPLETED
EC21City Hall Outdoor Spaces Implementation Plan
Expected Completion:
Dec-2017
Description:
Recent Progress:
Develop a funding and implementation plan to address
On December 11, 2017, Council endorsed the functional
critical infrastructure repairs for the City Hall outdoor
design concept for Carl Zehr Square.
spaces and concurrent work to improve the functionality of
Next Steps:
Carl Zehr Square for public events programming.
The next phase will be to move towards detailed design
for all areas of the outdoor space at City Hall. In addition,
a funding plan will be prepared for 2019 budget
deliberations. Progress will be tracked in a new phase of
the project in the 2018 Business Plan.
IF2 - 37
Facilities Management
Lynda Stewart
(519) 741-2600 ext. 4215
Ongoing Initiatives:
SE20Facility Asset Management Plans
Recent Progress:
Description:
In 2017, staff used a business process analysis to re-
Develop short term major maintenance and long range capital
design the manner in which the data was collected to
better support budgeting and forecasting purposes. This
included reconfiguring elements within Cityworks and
Facilities are complex assets, comprised of many different
budgets. This process improvement also included a
components, such as the envelope (i.e. roof, exterior walls,
review of roles and responsibilities for the groups that
windows, doors); mechanical and electrical systems
collect, monitor and interact with this data. As part of the
(plumbing, HVAC); interiors (doors, finishes) and site
re-design, staff also created a comprehensive training
components (sidewalks, flagpoles). This program will
program and resources.
inventory City of Kitchener facilities and components, assign
condition ratings and ultimately develop capital plans for the
Next Steps:
maintenance and management of our facilities. This supports
In 2018, staff will continue to develop facility asset plans
and complete inventories at both the facility and
Infrastructure by building capacity to manage assets so they
component level. In addition, staff will be deploying mobile
are affordable, dependable and sustainable in the long term.
Cityworks technology (laptops and barcode scanners) to
field technicians. Front line staff will be trained on the
inventory and data collection and emphasis will be placed
on making sure work orders are tagged to assets. Efforts
to better integrate budget and inventory data will continue.
SE21Energy Conservation Demand Management Program
Recent Progress:
Description:
In 2017, twelve energy efficiency projects were
The City of Kitchener will integrate energy management in a
completed. These included optimizing HVAC systems;
strategic manner, promoting the responsible and efficient use
implementing a pilot for real time water metering at five
of energy resources to achieve economic, community and
sites; and modifying spray heads and controller
environmental benefits.
sequencing on all splash pads as recommended in the
audit. Staff also completed several LED lighting upgrades
and worked with community partners at Centre in the
Priority of Sustainable Environment and Infrastructure by
Square and The Museum to complete energy efficiency
reducing greenhouse gas emissions and energy consumption
upgrades and leverage grant opportunities.
in all areas of city operations. These objectives can be
achieved by implementing technical improvements;
Next Steps:
developing organizational policies and processes and
In 2018, staff will continue to deploy technology to improve
encouraging behaviour change in staff and users of facilities
the efficiency of air handling units. Staff expects to install
and equipment.
waste heat recovery systems at some indoor pools where
the design and operations support this approach.
Working with stakeholders, staff will identify opportunities
to improve operating procedures and occupant behaviour
to positively impact consumption trends.
IF2 - 38
Operations - Environmental Services
Denise McGoldrick
(519) 741-2600 ext. 4657
Projects:
Status as of Dec 31st 2017:
COMPLETED
NB41Bee City Canada Initiative
Expected Completion:
Dec-2017
Description:
Recent Progress:
Investigate and report to the Environmental Committee on
The Bee City initiativewasapprovedbycouncilon
the benefits and feasibility of Kitchener becoming a Bee
Dec 11, 2017.
City Canada affiliate and how such an affiliate coordinates
with any current and planned City initiatives to support
pollinators in Kitchener.
Status as of Dec 31st 2017:
COMPLETED
NB03Community Gardens Program
Expected Completion:
Dec-2017
Description:
Recent Progress:
Explore opportunities to accelerate/increase the community
Thiswas developed andapprovedbyCouncilon
garden program. Consideration will be given to support
October 30,2017. Implementation willbeginin2018.
and supplies required for the success of the program on an
ongoing basis. Work will be coordinated with the
comprehensive zoning by-law review to ensure appropriate
zoning provisions are in place.
Status as of Dec 31st 2017:
ON TRACK
NB17Doon Pioneer Park Skate Park
Expected Completion:
Dec-2018
Description:
Recent Progress:
The development of the Doon Pioneer Park Skate Park will
Consultant services for the design and user group
be completed through this project. The Leisure Facilities
consultation was approved by Council on November 6,
Master Plan recommended that additional skateboard
2017. The project team has completed the project
facilities be developed in Kitchener in an effort to expand
schedule which will include several user group
on the continued success at that time of the Aud
workshops for the skate park design.
Skatepark, and to address the growing need for
Next Steps:
opportunities in skateboarding.
Public and user group consultation is scheduled to begin
in January of 2018 through a series of workshops.
Status as of Dec 31st 2017:
DELAYED
NB04Grand River Park - Phase 1
Expected Completion:
Aug-2018
Description:
Recent Progress:
This project will include the establishment of criteria, the
Staff consulted additional key stakeholders to complete a
evaluation of potential lands, the prioritization of natural
draft Opportunities and Constraints document.
space land acquisition opportunities, and the development
Next Steps:
of a vision, including: potential park programming and cost
Further discussions with parcel owners will be undertaken
estimates in order to inform future capital budget forecasts.
to determine the best approach to acquisition. Staff will
Phase 1 includes the acquisition of the site. The
seek further direction from Corporate Leadership Team
development of a master plan will begin when Phase 1 is
(CLT) prior to reporting back to Council. The end date for
completed.
this project has been delayed from December 2017 to
August 2018.
IF2 - 39
Operations - Environmental Services
Denise McGoldrick
(519) 741-2600 ext. 4657
Projects:
Status as of Dec 31st 2017:
ON TRACK
NB19Implement the South Kitchener District Park Master
Plan Phase 1
Expected Completion:
Dec-2018
Description:
Recent Progress:
Phase 1 of the development of the South Kitchener District
A number of project milestones were achieved including:
Park will include the development of the sports fields,
submitting 90% drawings for approvals, hosting a Public
playground/splash pad, stormwater management features,
Information Centre to consult with the public on amenities
grading and site servicing, roads and parking.
and public art, obtaining Heritage Kitchener and Council
approval to to allow notice of intent to demolish/move the
farmhouse, and awarding the tender for site grading.
Next Steps:
The project team will be submitting drawings to obtain
agency approvals. The Phase 2 Environmental Site
Assessment will be completed. A tender will be prepared
for the next phase of construction. Details on the
farmhouse construction methodology and costs will be
presented to council.
Status as of Dec 31st 2017:
ON TRACK
SE07Iron Horse Trail Improvement Strategy (Priority A -
Central Section)
Expected Completion:
Aug-2018
Description:
Recent Progress:
Improvements to the central section (Victoria Street to
The design has been finalized and the project was
Queen Street) of the Iron Horse Trail will include trail-road
tendered in August 2017. No bids were received and the
crossings, signage, seating & rest areas, trail width &
construction will be deferred to 2018.
surfacing, connectivity, amenities and landscaping.
Next Steps:
The project will be re-tendered in January 2018 with an
anticipation tender award in February/March 2018.
Status as of Dec 31st 2017:
ON TRACK
CS59Parkland Dedication Policy Update
Expected Completion:
Dec-2018
Description:
Recent Progress:
Comprehensive review and update of the current Parkland
A draft policy, by-law and discussion paper has been
Dedication Policy related to acquiring parkland (or cash-in-
completed.
lieu payment) through development applications.
Next Steps:
An internal staff review of the draft policy, by-law and
discussion paper is planned. Council will be notified of
the project and update prior to consultation with
Committees of Council and community stakeholders in
the 1st quarter of 2018.
IF2 - 40
Operations - Environmental Services
Denise McGoldrick
(519) 741-2600 ext. 4657
Projects:
Status as of Dec 31st 2017:
CANCELLED
NB05Public Interest In Hidden Valley
Expected Completion:
Aug-2017
Description:
The core natural features within Hidden Valley area are
**NOTE:Asaresultofinterdependenciesandpotential
protected from development while the surrounding
overlap, the objectives for this projecthave been
farmland is designated for development. Acquiring and
integratedintoNB21Hidden Valley LandUseStudy
protecting both the natural features and the farmland
being led bythePlanningDivisionandallfuture progress
serves community interests but comes at a cost.
willbe reported throughthat project. Thatstudywill
Discussing options with property owners will inform
identifyanypublic interest in the Hidden Valley lands
analysis of costs and benefits to inform the City's decision-
includingopportunities to protectand/or acquire natural
making and budgeting.
features and sensitivelands.**
Status as of Dec 31st 2017:
ON TRACK
SE06Sustainable Urban Forest Management Program
Expected Completion:
Dec-2018
Description:
Recent Progress:
This project will initiate the development of a Sustainable
The second phase of community engagement was
Urban Forest Program with the creation of an urban forest
completed and included engagement with over 1600
strategic plan for public and private urban forest, and an
residents and two workshops with over 70 residents
asset management plan for trees on city lands. A
attending. Input from these workshops as well as the
sustainable program sets the course of action for a socially
Engage survey have been summarized. Staff completed
desirable urban forest that can also be achieved and
one-on-one interviews with the Mayor and Councillors to
maintained based on the true capacity of the city to
obtain feedback on opportunities and challenges.
manage resources.
Next Steps:
A benchmarking survey is being sent out to municipalities
in early January. A draft strategy is being prepared and is
intended to be made available for public comment in the
spring of 2018.
Status as of Dec 31st 2017:
ON TRACK
NB10Upper Canada District Park Master Plan - Priority 1
Expected Completion:
Dec-2018
Description:
Recent Progress:
The re-alignment, consolidation and improvement of the
The construction tender was awarded on September 25,
Southwest Optimist Sportsfield baseball diamonds
2017 and construction began on October 2, 2017. All site
including supporting infrastructure as identified in the
removals and preparation has been completed, including
approved Upper Canada District masterplan. Park
topsoil stripping and rough site grading.
Opening: Summer 2018. Diamond Opening: Spring 2019
Next Steps:
Construction of the park will continue in early 2018.
IF2 - 41
Operations - Environmental Services
Denise McGoldrick
(519) 741-2600 ext. 4657
Projects:
Status as of Dec 31st 2017:
ON TRACK
SE08Year-round Maintenance of Trails and Pathways Around
Schools - Pilot
Expected Completion:
Dec-2018
Description:
Recent Progress:
Implement the pilot project to asphalt and winter maintain
Staff have been tracking the operating cost of trail
trails around Glencairn Public School and that staff monitor
maintenance work for the second winter season
the use of these trails through two winter seasons.
(2017/18). A pre-winter trail count was completed. Staff
Continue to meet with neighbourhood associations on
created maps and began identifying potential trail
school access routes and report back to council on the
networks associated with other school properties.
finding of the pilot project and future direction.
Next Steps:
Staff will be undertaking analysis of the pedestrian usage
data derived from trail counts as well as the mapping data
analytics. Staff will also engage the neighbourhood
association and school board to obtain input on the pilot
project.
Ongoing Initiatives:
SE19Emerald Ash Borer Management Program
Recent Progress:
Description:
The planned ash tree removal and stumping was
Emerald ash borer (EAB) is an introduced tree pest from Asia
completed along streets and active parkland. Trees that
that attacks and kills all species of ash trees. This pest is
were previously injected continue to be monitored to
now found across the city, and population levels are
determine if continued injections are warranted. Trees that
increasing. The city's objectives in managing the EAB are:
no longer warrant an injection due to tree decline or
protect part of the mature tree canopy by using chemical
structural damage were identified for removal. There
injections; minimize the risks and financial costs by removing
were 698 replacement trees planted in 2017.
untreated trees systematically; and develop and implement a
sustainable replanting plan.
Next Steps:
In early 2018, approximately 120 additional ash trees will
We are currently in year 7 of a 10 year EAB management
be removed. Approximately 500 trees will be planted in
plan. Through this program, proactive tree removal has been
2018. Injected Ash Trees will continue to be monitored
undertaken to address the damage that this invasive species
and re-injected if warranted.
has caused to our urban forest. Original estimates 7 years
ago, indicated that at least 5,000 trees would need to be
removed. This number of removals has been completed
however additional trees have been found and will need to be
removed as well. The program also consists of planting new
trees to replace the removed ash trees as well as slowing the
spread of the species by way of injecting some trees with
TreeAzin. Approximately, 2,000 new trees have been
planted in replacement of the removed ash trees. This
program helps achieve the Strategic Priority of Sustainable
Environment and Infrastructure by managing the urban forest
in a responsible way.
IF2 - 42
Transportation Services
Ken Carmichael
(519) 741-2200 ext. 7372
Projects:
Status as of Dec 31st 2017:
ON TRACK
NB18Complete Streets Policy
Expected Completion:
Apr-2018
Description:
Recent Progress:
The City of Kitchener has a number of policies and
Staff prepared a stakeholder engagement strategy. Draft
practices that promote complete streets. The development
guiding principles have been prepared.
of a complete street policy would review best practices and
Next Steps:
combine elements into a standalone policy document that
Staff will circulate the draft guiding principles to agencies
ensures planning, design and implementation of an
and project team for review. A report to Council is
element of the city's transportation network considers and
expected in the spring of 2018.
aims to meet the needs of all users regardless of age,
ability and travel choice.
Status as of Dec 31st 2017:
COMPLETED
NB06Development of Alternative (low cost) Traffic Calming
Options
Expected Completion:
Aug-2017
Description:
Alternative short-term and low-cost options will be
developed that can be implemented on streets that are not
considered a priority under the traffic calming policy. A new
policy and procedures will be required to determine the
selection and funding allocation and a menu of options will
be created with an estimated level of speed and/or volume
reduction.
Status as of Dec 31st 2017:
COMPLETED
SE09LED Street Light Conversion Implementation
Expected Completion:
Dec-2017
Description:
Recent Progress:
Implement the approved recommendation of the LED
All of the standard cobra head HPS lights have been
Street Light Conversation Strategy.
replaced with LED. Adaptive control network is also fully
functional. The LED street light conversion (non
decorative) is complete. This project has been completed
ahead of the previously stated end date.
Next Steps:
Status as of Dec 31st 2017:
COMPLETED
CS07Parking Business Plan Review
Expected Completion:
Dec-2017
Description:
Recent Progress:
Review fee structure, occupancy rates and overall
Staff havecompleted areview ofparking utilization and
development strategies for the Parking Enterprise.
projections for downtown. In addition, staff have
developed opportunities tomaximize parking space
utilization, suchas anovernightparkingrate for
downtownresidents.
IF2 - 43
Transportation Services
Ken Carmichael
(519) 741-2200 ext. 7372
Projects:
Status as of Dec 31st 2017:
DELAYED
CS54Parking Payment Technologies
Expected Completion:
Apr-2018
Description:
Recent Progress:
A review of new technologies related to payment options
A revised Request for Proposal (RFP) was created with
for our parking facilities, with a mandate to incorporate
support from various divisions within the Corporation.
more user friendly payment options (ie. Pay By Mobile).
The new Request for Proposal will allow other members
of the Cooperative Purchasing Group of Waterloo to
participate now or in the future using the same terms and
conditions as set out in the RFP document.
Next Steps:
An updated Request For Proposal (RFP) was created
and issued early in December 2017. Bids will be received
by early in 2018 and reviewed by staff. A
recommendation on the pay-by-mobile supplier to Council
is expected for spring 2018. The end date for this project
has been delayed from December 2017 to April 2018.
Ongoing Initiatives:
NB39Traffic Calming
Recent Progress:
Description:
Council approved initiating reviews in 2017 for three
The City of Kitchener endorses traffic calming as a means to
locations: Max Becker Drive, Fallowfield Drive and
reduce speeding, through traffic and collisions in residential
Daimler Avenue. In 2017, traffic calming plans were
neighbourhoods, thereby improving safety and quality of life
approved for three locations: Doon South Drive, Doon
for residents. Traffic calming projects will be rated and
Mills Drive, and Rittenhouse Road. Final traffic calming
prioritized annually by staff and approved by Council based on
the criteria and the allocated annual budget.
Drive, Guelph Street and further measures for Glasgow
Street. Council approved follow up reviews for Glasgow
A total of 43 reviews have been initiated since the 2005
Street and Highview Drive / Yellow Birch Drive. Staff has
inception of the Traffic Calming program. Of these, 32
developed and received approval for a new small scale
reviews have been completed and 11 are in progress. Budget
Traffic Calming policy that will be implemented throughout
support is provided to initiate three (3) traffic calming reviews
the City.
each year. Traffic calming reviews typically take a minimum of
three years to complete. The first year involves public
Next Steps:
outreach and approvals. The second year involves
Three proposed new locations for traffic calming will be
implementing the approved measures. The third year involves
presented to Council early in 2018. Ongoing reviews will
a follow up review of the measures, including confirming
continue. Follow up traffic calming reviews to be executed
continued resident support.
in 2018 include Sydney Street and Doon South Drive. As
part of the small-scale Traffic Calming policy
implementation, this will see up to 100 roadways receiving
temporary traffic calming measures. Additionally,
alternative traffic calming measures are anticipated to be
implemented as part of the Neighbourhood Strategy
program.
IF2 - 44
Transportation Services
Ken Carmichael
(519) 741-2200 ext. 7372
Ongoing Initiatives:
SE13Implement the Cycling Master Plan
Recent Progress:
Description:
In 2017, 7 kms of new cycling infrastructure was
Recognizing the social, health, environmental and economic
implemented across the City. This included Wilson
benefits of cycling, the City of Kitchener Cycling Master Plan
Avenue, Zeller Drive, Heritage Drive and Shirley Drive.
for the 21st Century enhances the choice to cycle as a viable
These 7 kms of cycling infrastructure consists of 6 kms of
means of transportation and recreation through the provision
bike lanes, 0.75 kms of sharrows, 0.25 kms of super
of a safe, comfortable, and connected bikeway network on
sharrows. 10 events totaling 126 event hours, were
City streets and quality multi-use trails; and behavioural shift
supported by Kitchener Bikecheck in 2017. A total of 1538
information and programming that promotes awareness and
bikes were parked at these events, which was an increase
safe use.
when compared to 2016 which saw 1283 bikes parked
over 117 event hours. A draft Complete Streets Guiding
Bike fix-it stations have been upgraded in the downtown core
Principles have been developed and will be used to
in an attempt to mitigate theft and vandalism that occurred on
develop Complete Streets Guidelines and as a resource
the previous fix-it stations. Approximately 40% of the priority
to update to the Cycling and Trails Master Plan in 2018-
bikeway network outlined in the 2012 cycling master plan has
2019.
been implemented. Bikecheck service at special events
continues to expand to new events while still maintaining a
Next Steps:
presence at larger events in Kitchener. These
2018-2019 will see an update to the cycling master plan
accomplishments are contributing to progress on the
and multi-use trails master plan, via a merging of the two
development of a network of safe, comfortable and linked
documents to create one overarching master plan.
cycling facilities.
Kitchener was awarded provincial funding to provide safe
and comfortable infrastructure that will increase the
number of commuter cyclists in Kitchener. In a
collaborative effort between the Region, Waterloo,
Cambridge and Kitchener a functional analysis will be
completed to determine the feasibility of expanding the
current bikeshare system. By developing a station network
that is integrated with transit and connected to active
transportation infrastructure, bikesharing could connect
transit users from their stop to their final destination.
SE14Sidewalk Infill
Recent Progress:
Description:
In 2017, approximately 650 m of new sidewalk was
Sidewalk infrastructure is a key component of the urban
installed along Sheldon Avenue, Kehl Street and Pioneer
environment that encourages and facilitates walking and
active transportation, supports community health, vitality and
safety. Sidewalks contribute significantly to a sustainable
Next Steps:
community and a pedestrian friendly environment.
In 2018, sidewalks will be installed along Lancaster Street
East, Woolner Trail and roadways within the Lower Doon
On June 1, 2015 Council approved the Sidewalk Infill Policy.
Community through the sidewalk infill program. Patricia
Avenue, Shantz Lane and Bond Street will have new
commitment to an improved sidewalk network on existing
roadways to support a more pedestrian friendly environment.
reconstruction program.
The policy also defines priority levels for sidewalk infill
locations and provides a framework for community and
Council input on any proposed installations.
IF2 - 45
Utilities
Greg St. Louis
(519) 741-2600 ext. 4538
Projects:
Status as of Dec 31st 2017:
ON TRACK
CS60Utility Meter Mobile Workforce Management System
(MWMS)
Expected Completion:
Dec-2019
Description:
Recent Progress:
Source a highly configurable and flexible mobile workforce
The information and process gathering blueprint sessions
management solution to facilitate in field management of a
have been completed with staff and the resulting
variety of gas and water related legislated activities. The
document has been approved by staff. A subsequent
proposed solution will replace the current paper based
workshop was completed which focused on the solution
systems, integrate through SAP service orders and
design for the Clevest product. Currently, the recent
Cityworks work orders allowing dispatchers to input into a
iteration of a solution design document created by
queue of work plans delivered to staff by mobile devices
Clevest is being reviewed by staff.
through the MWMS.
Next Steps:
Next steps will include integration with SAP, developing
standard operating procedures and implementation.
Status as of Dec 31st 2017:
ON TRACK
CS22Water & Sanitary - review of rate structure
Expected Completion:
Aug-2020
Description:
Recent Progress:
A rate restructuring review is required to ensure the
Meetings were held to gain support for a Region-wide
financial sustainability of water & waste-water operations in
affordability program and staff continue to have
order to better align fixed and variable costs with rate
affordability meetings at various levels.
revenue costs.
Next Steps:
A public education/engagement plan will be developed in
2018 and will build upon the Water Infrastructure
Program (WIP) work completed in 2017.
IF2 - 46