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HomeMy WebLinkAboutFCS Agenda - 2018-11-05Finance & Corporate Services Committee Agenda Monday, November 5, 2018 6:00 p.m. 7:00 p.m. Office of the City Clerk Council Chamber Kitchener City Hall This is an approximate start time, as this meeting will commence immediately following nd 200 King St.W. - 2 Floor the Special Council meeting. 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. None Delegations -law, delegations are permitted to address the Committee for a maximum of 5 minutes. None at this time. Discussion Items 1. DSD-18-145 - REEP Grant Report (15 min) 2. CSD-18-088 - Community Grants Appeal Process Update (30 min) Information Items CAO-18-018 - Business Plan: Status Update August 2018 FIN-18-038 - 2018 August Variance Report 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 & Corporate Services Committee DATE OF MEETING:November 5, 2018 SUBMITTED BY:Environmental Advisory Committee PREPARED BY:Cody Boomer, Executive Assistant,Development Services, 519-741- 2200 ext. 7407 WARD (S) INVOLVED:All DATE OF REPORT:October 18, 2018 REPORT NO.:DSD-18-145 SUBJECT:Environmental Advisory Committee Recommendation Waterloo Region Green Solutions (REEP) Annual Request for Financial Support __________________________________________________________________________________________ RECOMMENDATION: That,subject to the 2019budget deliberations, $30,907 be allocated to Waterloo Region Green Solutions, Residential Energy Efficiency Project (REEP), as part of the Utilities 2019CapitalBudget. BACKGROUND: Founded in 1998, the Residential Energy Efficiency Project (REEP) provides residents with tools for sustainable resource use, energy conservation and efficiency, and renewable energy applications through the facilitation of environmental programs and services, public education, research and community partnerships. In early 2006, REEP became incorporated as a project of Waterloo Region Green Solutions (WRGS), a community-based environmentalcharity which helps citizen live sustainably. Itis funded by a combination of local partners, provincial contracts, municipal grants and client fees. REPORT: At the September 20, 2018Environmental Advisory Committee meeting, the Committee considered a request from REEP for a grant of $30,907 core2019 operating budget. Ms. Mary Jane Patterson, Executive Director,and Mr. Dave Blake, Associate Director7/2018 andgoals for 2019. Ms. Pattersonadvised that to build a strong and resilient economy, create safe and thriving neighbourhoods, and helpsestablish a more sustainable environment and infrastructure. Mr. Blake p-2018 financial report. The Environmental Advisory Committee expressed support for the request for the additional funding, noting that core funders are essential to ensure the continued operation of REEPand acknowledged the important work they offer the community. LINKhas been attached for reference. ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 1 - 1 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: delivery of core service. FINANCIAL IMPLICATIONS: Starting in 2000, the City allocated a $5,000grant to REEP.Over the past 15 years the grant amount has increased to its current level of $30,000. As of 2018, to REEPhas been$385,000. Currently $30,907has been allocated in the Utilities2018 Capital Budget.Any increaseover and above this amount would need to be funded through the tax base as there is insufficient capacity within the Utilities budget to accommodate an increased grant allocation. COMMUNITY ENGAGEMENT: INFORM -The September 20, 2018Environmental Advisory Committee agenda, the Waterloo Regional Green Solutions (REEP) grant funding request and annual report areavailable f website. CONSULT -At the September 20, 2018EnvironmentalAdvisoryCommittee meeting, the Chair informed all those in attendance that any recommendation arising from the Committee would be considered at a standing Committee meeting. ACKNOWLEDGED BY: Justin Readman, General Manager,DevelopmentServices Appendix A -funding request Appendix B -Annual Report 1 - 2 IĻƌƦźƓŭ ƦĻƚƦƌĻ ƌźǝĻ ƭǒƭƷğźƓğĬƌǤ wĻĻƦ źƭ ķƚźƓŭ ŷğƓķƭΏƚƓͲ ƦƩğĭƷźĭğƌ ǞƚƩƉ źƓ ǞŷğƷ źƭ ĬĻĭƚƒźƓŭ ƚƓĻ ƚŅ ƷŷĻ ĻƒĻƩŭźƓŭ ƭƚĭźğƌ źƭƭǒĻƭ ƚŅ ƚǒƩ ƷźƒĻ͵ Mike Strathdee, workshop participant, Reep donor - Kitchener. September 13, 2018 Dear Kitchener Environmental Committee members, Greetings from Reep Green Solutions. We are very happy to share with you .ǒźƌķźƓŭ ğ .ĻğǒƷźŅǒƌ CǒƷǒƩĻ ƚŭĻƷŷĻƩ, our 2018 Report to the Community. stories from each of our programs, of participants who solved problems with our help and made a positive environmental impact while doing it. We share this report with deep thanks to you, Committee members, as well as to Kitchener Utilities and to the City of Kitchener, for helping our community live more sustainably through your strong support of he infographic on page 3 that our programs contribute to a strong green economy as well as to our local environmental targets. Over $3 Million was spent by our home energy participants in upgrading their homes, and their actions will reduce an estimated 600 tonnes of greenhouse gas emissions annually. This letter is also our request to the City of Kitchener to renew its funding in the amount of $30,907 to Reep Green Solutions in 2019, a 1.5% cost of living increase over the $30,450 received last year. Your contribution goes directly towards our operating costs, and makes all of these results possible. Core funders help to sustain our work while we raise the rest of the funding for our programs. e way Reep and the city are working together. Reep Green Solutions applied to the Ontario Trillium Foundation for funding to work closely with two Kitchener neighbourhoods to help them become RAIN Smart. The City is kicking in a smaller amount of matching funds and receiving a 6 to 1 return year, helping homeowners landscape and flood-proof yards, capture and store rainwater, and reduce run- off into our stormwater system watch and learn from their neighbours. Home by home, Lakeside and Mount Hope are becoming more flood resilient, and beautiful, neighbourhoods. We thank Kitchener Environmental Committee members, City Councillors, and staff for your strong support of Reep G work in Kitchener, and look forward to working together in 2019. Yours truly, Mary Jane Patterson Executive Director Phone: 519-744-6583 Email: info@reepgreen.ca Website: reepgreen.ca 1 - 3 222 Frederick St., Kitchener, ON N2H 2M8 Charity registration #: 81585 2348 RR0001 Reep Green Solutions An environmental charity that helps people live sustainably is to remain nimble, operating with a minimal overhead, adapting our infrastructure as opportunities arise. We do this through a combination of: a)funded public education and action programs, such as RAIN Smart Neighbourhoods; b)fee-for-service and contract work, such as W.E.T. audits, in keeping with our strategic goals. Some of our work has no funding or revenue stream, such as the Zero Waste Challenge campaign, most of our workshops, and the Reep House for Sustainable Living. We sustain them through fee-for-service revenue from other projects. Our Core Funders give us the starting capacity to seek these opportunities. Core Funding Requested for 2019 Region of Waterloo $55,825 City of Kitchener $30,907 City of Cambridge $20,909 Waterloo North Hydro $35,525 Total $143,166 Why support Reep Green Solutions? Focus Area 2, Water Resources RAIN Smart Neighbourhoods, W.E.T. water audits and on-site measures, and the Reep House for Sustainable Living - Focus Area 3, Air Quality ClimateActionWR, co-led by Reep Green Solutions, focuses on reducing greenhouse gas emissions in all sectors, including transportation, with additional benefits ; Focus Area 5, Energy The followed home energy advice over the past 19 years have reduced an estimated 15,000 tonnes of greenhouse gas emissions through their retrofits, contributing reductions in per capita energy consumption and ; Focus Area 6, Resource Consumption and Waste Management annual Zero Waste Campaign helps residents become more conscious of their choices. holding it again landfill; 1 - 4 Focus Area 7, Environmental Education and Public Awareness Our 3 streams of workshops and tours at the Reep House for Sustainable Living exist an environmentalto increase environmental literacy, the implementation of effective . lan for 2015-2018 strong and resilient economy materials for energy, water and stormwater upgrades; a value of approximately $27 Million in the last 15 years in Kitchener alone. develop and nurture a high quality of life and a powerful identityattract investment and a talented creative workforce Improving our older housing stock also contr safe and thriving neighbourhoods draw more people to manage growthcurb urban sprawl develop measures to manage storm water Neighbourhoods project support homeowners in managing rain where it falls, and support the City in implementing its Stormwater Master Plan. We help Kitchener fulfill its greenhouse gas emission reduction commitments to: our collective ClimateActionWR plan to reduce community greenhouse gas emissions in the Region of Waterloo to 6% below 2010 levels by 2020; our new long-term target of reducing our emissions to 80% below 201 levels by 2050. Reep is one of very few organizations that work with the residential sector to promote and empower home energy efficiency, waste reduction and stormwater management in Waterloo Region. online tool called Project Neutral (https://app.projectneutral.org/reep) to the Region that helps each of us calculate our own carbon footprint, and take action to reduce it. Please log on and try it out we would love to hear your feedback! Reep Green Solutions advocates for Kitchener residents The Home Reno Rebate program from Union Gas will close to Kitchener resident participation on October 31, 2018. That leaves Kitchener residents at a disadvantage compared to Waterloo and Cambridge residents, with no access to support to upgrade their homes for energy efficiency. Reep Green Solutions has joined with our umbrella organization Green Communities Canada to advocate directly to the federal government for a federal residential energy efficiency incentive program, to start January 1, 2019. Conclusion Our Mission at Reep Green Solutions is together to make sustainable living We are proud to be part of a community that sees the importance of taking action on climate change, and to be working together with Kitchener city staff on climate change mitigation through ClimateActionWR, the Zero Waste Challenge and home energy evaluations, and on climate adaptation through Rain Smart Neighbourhoods and the Reep House for Sustainable Living. Thank you for supporting this good work! 1 - 5 1 - 6 ‡ 1 - 7 › 1 - 8 œ 1 - 9 ¨ 1 - 10 1 - 11 Š 1 - 12 ­ 1 - 13 ¯ 1 - 14 1 - 15 ‰‰ 1 - 16 ‰‡ 1 - 17 ‰› 1 - 18 1 - 19 ›­­¯¯›‡¯ˆ¨‰­ Š ‡­›­›Š‰Š¯¦¯‰ ­­›Š‰‰‰ˆ¦¯¨ ¦¦ˆ¦¦‰¦Š ‰¨¦¯Š‡ˆ­‡ˆ ¨¦‰¦­Šœ¯‡¦­¦ ‰›Š¨‰­œ‡Š­‡ ‰œ¨œ¨‰‡Šœ‰ ››¨¦¦››­‰‰ ‡‡‰‡›‡‡›¨ˆ Š¯œ­¯œ‡­ ŠŠ¦œ¨­ˆ‰ ¦­ˆœ¦¦¦ˆ ‰¯‡‡‡‡œœ œ‰‡¨œœˆ¦ ‡­¨‰‡­›Š œ‰­Š‡­›¯ šŸ  Ÿ šŸ ©Ÿ šŸ ªŸ Ÿ ªŸ ”šŸ ”Ÿ š”Ÿ ¨Ÿ ªŸ ª›Ÿ   Ÿ  ©Ÿ ‰¨ 1 - 20  ” ¨ ©¦¥ªª¦©¥©© 1 - 21 REPORT TO:Finance and CorporateServices Committee DATE OF MEETING:November 5,2018 SUBMITTED BY:Michael May,Deputy Chief Administrative Officer,519-741-2200,ext. 7079 PREPAREDBY:Carrie Kozlowski, Executive Assistant to the Deputy Chief Administrative Officer, Community Services, 519-741-2200 ext. 7395 Kathleen Woodcock, Manager, Service Coordination and Improvement, 519-741-2200 ext. 7597 WARD (S) INVOLVED:All DATE OF REPORT:October 16, 2018 REPORT NO.:CSD-18-088 SUBJECT:COMMUNITY GRANTSAPPEAL PROCESSUPDATE ___________________________________________________________________________ RECOMMENDATION:That the community grant(Tier 1and Tier 2) appeals process be delegated to apanel of staffon a permanent basis, as outlined in report CSD-18-088. BACKGROUND: On August 28, 2017, City Council resolved that for 2018, it would not consider appeals arising from the community grant(Tier 1 and Tier 2) program. Instead, Council delegated the consideration of appeals to a panel of staff made up of the CAO, the Deputy CAO Community Services, and the Executive Director, Office of the CAO. Council passed the following resolution: Community Grantspolicy, review process and assessment framework that is used to evaluate grant applications received by the City; and, WHEREAS the City's standard process of allowing grant applications to appeal decisions made on their submissions to City Council has the potential (real or perceived) to politicize grant applications; THEREFOREBE IT RESOLVED that no Community Grant (Tier 1 and Tier 2) appeals will be heard by City Council in 2018 and that for 2018, any appeals be delegated for consideration by the CAO, Deputy CAO -Community Services, and the Executive Director, Office of the CAO, as an appeals mechanism; AND FURTHER THAT staff report back in late 2018 on the effectiveness of this delegation *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 2 - 1 This report satisfies the second component of thedirection from Councilto report backinlate 2018on the effectiveness of the delegation of appeal consideration to staff for possible permanent consideration. REPORT: As directed by Council,a panel of staff considered all community grantappeals arising in both Tier 1and 2 of the programfor the 2018 grants cycle.The following measures were implemented to ensure a fair decisionmaking processand to limit the amount of work appellants are required to complete the submission of an appeal: Very clear criteria were communicated to appellants to reduce the amount of time required to prepare concise appeal submissions. Maximum submission length wasspecified to limit the amount of work required by appellants. Groups had approximatelytwo weeks to prepare their appeal submissions, which is similar to the previous appeal process. Process: Appellants submittedwritten appeals by the deadline. The staff appeal panel undertook a detailed review of the written appeal submissions independently, evaluatingthem against the appeal criteria. Input from subject matter staff (e.g.special events, arts and culture, community development) was collected and considered during the decision making process. The appeal panel met twice for a total of four hours to discuss the appeals received for both Tier 1and Tier 2andto make decisions as a group. Results of the appeals process werecommunicated to the appellants. No concerns were expressed to staff by groups participating in the community grant program regarding the new appeal process. Tier 1 Grant Appeals Appeal Additional Appeals Appeals amount Yearaward Appeal method recgranted requested amount Written, criteria-based appeal 201841 (partial)$26,204$1,000 reviewed by staff panel 201732 (partial)$124,969$16,000* 201632(partial)$105,679$22,306* 201542 (full)$43,027$21,913* 20140000* * Oral presentation to Council; not confined to specific grant criteria; new information allowed 2 - 2 For 2018, the Tier 1 grant budget increased by approximately 1.7% across the board (although appealing their grant allocations were allseeking additional grant funds, over-and-above the grant awards they had been allocated for 2018. Fourof the 59 groups in the Tier 1program appealed their 2018grant allocations.Three of the four Tier 1groups had previously experienced successful outcomes when appealing to Council, which may have been a motivating factor in their decision to appealagain. Rather than appealing the initial grant allocation award, two of the four appellants submitted entirely different requests than outlined in the original grant submissions.This practice provides those appellantswith an unfair advantage over other Tier 1 groups: an opportunity to submit a revised request for considerationand additional time to prepare it. Tier 2Grant Appeals Appeal Additional Appeals Appeals Yearamount award Appeal method recgranted requestedamount Written, criteria-based appeal 201830$15,9200 reviewed by staff panel 4 (3 20177partial;$54,000$6,500* 1 full) 201674(partial) $49,400$8,427* 201511 (partial)$12,000$1,400* 2014106 (partial)$44,600$8,200* * Oral presentation to Council; not confined to specific grant criteria; new information allowed The following chart summarizes the 2018 Tier 2 grant allocations: Submissions received54 Full awards20 Partial awards26 Denials7 Disqualifications1 Tier 2 grants are allocated through a rigorous volunteer peer and staff review process based on alignment with Council strategic priorities. The 10 members of the Peer and Staff Review Committee spent a total of 220 hours of independent and group time reviewing grant allocations and making grant allocations. Note that the Peer and Staff Review Committee and the appeal panel are made up of different members. 2 - 3 In 2018, three of the 54 groups that applied for a Tier 2grantappealed their allocations. One of the appellant groups appealeddisqualification from the process, the second appealeddenialof its request, and the third appealedfor a grant award greater than allocated. Following a careful review of the appeals, the appeal panel upheldthe Peer and StaffReview Cto deny all three appeals. However, the staff appeal panel had something to offer all three of the appellant groups: In the case of the disqualification, the group was encouraged to meet with staff for assistance in improvingfuture complete applications. In the case of the denial, the appeal panel suggested a possible partnership with Special Events staff to provide in kind support for eventsthat align with City activities. In the case of the partial allocation, the appeal panel supported the Peer and StaffReview Ca$2,000increase over the 2017grant award.As the amount of funding the City has available for grants is limited, decisions must be made within the available funding limits, and not all grant groups can receive the full amount of their grant request.Further, if Tier 2appeal requests are granted, funding sources must be identified. CONCLUSION: Based onthe2018 experience, Tier 1and 2 grant appeals to a panel of staff accomplished the following: Ensured an easier process for community groups by providing explicit criteria and limiting submission length, thus making expectations clear and the appeals process straightforward for appellants to navigate. Provided a fairer process between community groups seeking limited grant funding. Eliminated the need for an oral presentation to Council which can be very intimidating. Mitigated the risk of appeals based on previously successful appeal outcomes rather than grant award criteria. Ensured a fair and responsible decision making processfor the appeals panel(given budget limitations) by: o accepting written appeals, o providingappellants with very clear guidelinesregarding what an appeal submission requiresincluding appealcriteria and submission length, and o consultingwith sector staff with subject matter expertise. Removed the perception of the possible politicization of the appeals process. Ensuredthat appeal decisions are strongly aligned to the Council approved objectives of the grant programand policy. It is important to note that groups participating in the community grant program expressed no reservations or concerns to staff before, during or after the appeals process. 2 - 4 to delegate the appeals process,a change in the composition of the appeals panel is recommended as a further enhancement.The following staff have an intimate knowledge of the sectors served by the community grantsprogram, yet are distanced from day to day contact with potential appellant groups: Director, Neighbourhood Programs and Services (with expertise on organizations/groups providing municipal services in the area of community support and development). Director, Sport(with expertise on organizations/groups providing municipal services in the area of sports and recreation). Executive Director, Economic Development (with expertise on organizations/groups providing municipal services in the area of arts and culture/special events). ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: the delivery of core service. FINANCIAL IMPLICATIONS: None COMMUNITY ENGAGEMENT: INFORM Thi council / committee meeting. CONSULTThe Peer and Staffreview committee provided invaluable expertisethroughout the initial assessment process. In addition, the staff appeal panel consulted with sector staff subject matter experts to inform their appeal decisions. ENTRUST Council entrusted the staff appeal panel to consider community grantappeals for 2018. PREVIOUS CONSIDERATION OF THIS MATTER: On August 28, 2017, City Council resolved that no Community Grant(Tier 1and Tier 2) appeals would be heard by Council in 2018, and for 2018, appeals were delegated for consideration by the CAO, Deputy CAOCommunity Services, and the Executive Director, Office of the CAO. This resolution was passed in response to applicants to appeal decisions made on their applications to City Council, which has the potential (real or perceived) to politicize the Community Grantprocess. Council directed that staff report in late 2018 on the effectiveness of this delegation for possible permanent consideration. ACKNOWLEDGED BY:Michael May, Deputy CAO 2 - 5 REPORT TO:Financeand Corporate Services Committee DATE OF MEETING:November 5, 2018 SUBMITTED BY:Kathryn Dever,Director Strategy & Corporate Performance, 519-741-2200 ext. 7370 PREPARED BY:Jennifer MacLean,Corporate Planning Analyst,519-741-2200 ext. 7263 WARD (S) INVOLVED:All Ward(s) DATE OF REPORT:October 16, 2018 REPORT NO.:CAO-18-018 SUBJECT:Business Plan:Status Update August2018 ___________________________________________________________________________ RECOMMENDATION: For Information BACKGROUND: The City of Kitchener 2018 Business Plan sets out the corporate work to be undertaken in 2018 and 2019. The Business Plan is intended to meet community expectations, respond to emerging issues and make progress on the priorities in the 2015-2018 Strategic Planin order 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 createsclarity and focus for following through on the promises made to the community in the Strategic Plan. Approximately 94ongoing operations. The remaining 6 percent is allocated to strategic projects and initiatives. 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 transparency andaccountabilityfor this work. This report providesCouncil with an update on the status of the active business plan projects as of April 30, 2018. REPORT: hƓ IƚƌķͲ ЌͲ Ѝі In total there are 123ongoing items and projects in /ƚƒƦƌĻƷĻķͲ БͲ 5ĻƌğǤĻķͲ ЊЋͲ the 2018 Business Plan. Of these, 78 projects were ЊЉі ЊЎі in progress as of August 31, 2018 as illustrated in the adjacent chart. Eightprojects have been completed and 55 projects are on track. A full listing of all active projectson the 2018 hƓ ƩğĭƉͲ ЎЎͲ Business Plan and their status as of August 31, АЊі 2018 can be found in Appendix A: Business Plan Status Update August 2018. /ƚƒƦƌĻƷĻķhƓ ƩğĭƉ5ĻƌğǤĻķhƓ Iƚƌķ *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. IF1 - 1 The three projects completed in this reporting period include: 1.Boulevard Beautification Guidelines (NB53): The Boulevard Beautification bylaw was approvedby Council in June2018. This bylaw and a resident how-to guide providethe opportunity forresidents to usedifferent materials, ground cover and plantings as an alternative to sod on city boulevards.The processof beautifying and greening a boulevard positivelyimpacts on our community it supportssustainability, provideslow-maintenance alternatives, and bringsneighbours together through placemaking. 2.Neighbourhood Events(NB52):The City of Kitchener encourages residents to host and participate in special events within their community, which fosters neighbourhood spirit and encourages community connections and a sense of belonging. Supporting initiatives including the street party guide, special event by-law review and street party insurance package weredeveloped by staff and were approved by Council in June 2018. 3.Community Centre Facility Needs Review (NB35):The review has been completed. This is a technical document that includes working information for staff on the community center inventory. The information gathered will be used to inform the Leisure Facilities Master Plan update which will go to council in 2019. Twelveprojects in this reporting period have new expected completion dates and threeprojects have completion dates to be determined due to vacancies in key staff positions, resource constraints and time needed for coordination of work between stakeholders,as listed below. The status of these projects is expby the next reporting period. 1.Neighbourhood Places Program Public Seating program (Apr-2019) 2.Electronic Agenda Management (Dec-2020) 3.Online Business Licensing (Dec-2019) 4.Heritage Best Practices (Dec-2019) 5.Parking Payment Technologies (Dec-2018) 6.Complete Streets Policy (Aug-2019) 7.Grand River Park Phase 1 (Apr-2019) 8.Implementation of the South Kitchener District Park Master Plan Phase 1 (Dec-2019) 9.Sustainable Urban Forest Management Program (Apr-2019) 10.Iron Horse Trail Improvement Strategy Central Section (Dec-2018) 11.Year-round Maintenance of Trailsand Pathways Around Schools (Aug-2019) 12.Community-Wide Tree Planting & Donation Program (Apr-2019) 13.E-Tendering (TBD) 14.Purchasing Procedures to Support New Bylaw (TBD) 15.Make It Start Advanced Manufacturing Incubator (TBD) ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: the delivery of core service. IF1 - 2 FINANCIAL IMPLICATIONS: None COMMUNITY ENGAGEMENT: INFORM council / committee meeting. ACKNOWLEDGED BY: Dan Chapman, Chief Administrative Officer Appendix A:Business Plan Status Update Separate attachment IF1 - 3 2018 Business Plan Status Update As of August 31, 2018 COMMUNITY SERVICES DEPARTMENT Gloria MacNeil(519) 741-2200 ext. 7952 By-Law Enforcement NB53Boulevard Beautification Guidelines Status as of Aug 31st 2018: COMPLETED Dec-2018 Expected Completion: Description: Recent Progress: Review and develop guidelines which will allow Staff took a report to Council with a proposed bylaw on Boulevard residents flexibility in using different materials, Beautification and a How to Guide for residents. The bylaw was ground cover and plantings as an alternative to approved at Council in June 2018. sod on city boulevards. This action supports the Next Steps: vision for lovemyhood by creating a system where residents can take the lead in these beautification projects. CS03Responsible Pet Ownership Strategy Status as of Aug 31st 2018: ON TRACK Apr-2019 Expected Completion: Description: Recent Progress: Work in conjunction with City of Waterloo and Staff havedeveloped alist of questions relating tolicensing, KW Humane Society to development a series of microchipping andbest practices. Staff have begun contactingother actions to encourage responsible pet ownership. municipalities whocurrently licensecats to requestinformation specific tothelicensing, microchippingand spay/neuter clinics they mayhavein their municipalities. Next Steps: Researchavarietyofoptionsandbestpracticesusedbyother municipalitiestobetter control thecat population and increasethe abilitytoreturncatstotheir owners whentheybecomelost (including, but notlimitedto: licensing, microchipping, spayand neuter clinics.) StaffwillbereportingbacktoCouncilwiththe results ofthebest practicesresearchand a recommendationon which option, or combinationofoptionstheCityshouldpursueinearly2019. CS56Administrative Monetary Penalties Strategy (AMPS)Status as of Aug 31st 2018: ON TRACK Dec-2018 Expected Completion: Description: Recent Progress: Research and development of removing the City ofKitchenerandCity ofWaterloocontinue towork togetherand parking ticket process from the Regional Court moveforward with thedevelopment and implementationof theAMPS House and implementing an internal process program. To date we havedeveloped anAMPS Bylaw, a Screening that could be shared with Waterloo, resulting in and Hearings Bylaw, a procedural Bylaw, a fees chartandhave a more efficient and customer-focused process. begun workingonthedevelopment ofanewcontractwith theMTO. A reportwas recently taken toCouncil authorizingthe Director of Enforcementtosignagreements with theMTO for the purposes ofan AMPS agreement. Next Steps: ReporttoCouncilinlate2018,early2019withanoutlineofthe AMPSprogramtaffare currently workingon the development of the Screening andHearing Officer positions as well aslocationof hearings.St aff arealso working onthesoftware thatsupports our ticket process and makingthenecessary changes ontheback endof the software tosupport theimplementationof AMPS. IF1 - 4 Jana Miller(519) 741-2200 ext. 7231 Corporate Customer Service Status as of Aug 31st 2018: OG22Advance CRM Technology ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: This action supports the Customer Service Timeline for upgrade, integration of CRM to City Works has been Strategy principle of channel integration. This completed; work underway on both projects. Secured upgrade work focuses on developing a prioritized requirements and materials from CRM vendor. Vendor/City roadmap/work plan for all initiatives required to discussions, preliminary planning and budget completed for building integrate the LAGAN/CRM software with other out the capability of the CRM to back an online customer service key corporate systems. Deliverables will include portal. the development of a strategy to assess Next Steps: corporate business lines to be brought on to CRM over time. This work is critical to the Key projects proceeding this fall include upgrade to Lagan software development of a future online portal. (to same version as The Region)and integration of CRM to CityWorks software will be undertaken in fall of 2018. Anticipated completion by end of year. OG23Close the Loop with Citizens Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: This action supports the Customer Service Close the Loop (auto-notifications to citizens) pilot developed and Strategy principle of customer interactions. Use launched in mid-May 2018 for long-term parking requests. 127 users the information obtained through the Corporate to date, 74% satisfaction rating. Formal project now launched with Customer Service Review to develop a strategy Bylaw and IT,to initiate expansion of auto-notifications to citizens to outlining how final resolution to service cover more Bylaw complaints related to parking. interactions will be communicated to citizens, Next Steps: when possible. Develop timeline/ project plan for expansion of close the loop pilot to more parking requests.A dditional priorities for expansion of auto- notifications to other City services to be identified as review findings, and the scope of the online portal project (which also allows for auto- notifications), are known early next year. OG21E-Services Strategy Engagement and Refreshed Status as of Aug 31st 2018: ON TRACK Roadmap Dec-2019 Expected Completion: Description: Recent Progress: This action supports the Customer Service Three e-services focus groups with staff completed as part of the Strategy principle of channel availability. review. Ongoing consultation with citizens until end of Aug. Engage citizens to determine their preferences Next Steps: for new e-services and develop an updated, prioritized e-services roadmap and work plan. Analysis of data from citizen and staff engagement through Customer Service Review to be completed. Conduct facilitated session with CLT this fall to develop review recommendations for e-services. OG12Customer Service Review Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: This action supports the Customer Service Internal staff engagement campaign, including a survey, focus groups Strategy principle of efficiency and and one-on-one interviews has been completed - 1,600+ staff have effectiveness. This work focuses on participated. Citizen engagement campaign underway until end of understanding the service challenges and August. Developed plan to involve Corporate Leadership Team in opportunities across the organization and from development of review recommendations. Next Steps: include a comprehensive internal customer service review, external citizen engagement Analysis of staff and citizen engagement data to take place this fall. campaign, employee campaign, and Comprehensive plan to involve CLT in development of review development of a service brand. recommendations to be implemented this fall. Comprehensive review report and recommendations to be developed for presentation to Council early in new year. IF1 - 5 Jon Rehill(519) 741-2200 ext. 5500 Fire Status as of Aug 31st 2018: CS24Regional Emergency Communications Centre ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Incorporate the recommendations from the The Kitchener Fire Department and other local fire service regional emergency communications centre stakeholders continue to have regular meetings to advance the next report. phase of the regional emergency communication centre model. Next Steps: See CS61 Replacement of Fire Department Dispatch System. Status as of Aug 31st 2018: CS61Replacement of Fire Department Dispatch System ON TRACK Aug-2019 Expected Completion: Description: Recent Progress: Implement the Intergraph Computer Aided Intergraph has delivered the configuration and deployment planning Dispatch (CAD) system with Waterloo Regional workshops to the Project Team. The User Acceptance testing is Police Services to enhance interoperability complete. Mapping, response rules, and deployment models for the between the two public safety agencies. The new CAD system are being finalized. current CAD system is approaching the end of Next Steps: its life cycle and must be replaced. The project team continues to work on aligning the operation processes between WRPS and KFD dispatch services. Staff are developing training resources for KFD staff. Staff are also currently involved with establishing the plan for integration of our current records system with the new CAD. Mark Hildebrand(519) 741-2200 ext. 7687 Neighbourhood Programs & Services NB52More Neighbourhood Events Status as of Aug 31st 2018: COMPLETED Dec-2018 Expected Completion: Description: Recent Progress: Step by step street party guide, special event by-law review and street lovemyhood strategy and supports the party insurance package developed and approved by Council June implementation of creating simple steps to 2018. follow when residents are working with the City Next Steps: to organize an event, especially street parties. Status as of Aug 31st 2018: NB35Community Centre Facility Needs Review COMPLETED Dec-2019 Expected Completion: Description: Recent Progress: A review and analysis of community centre Needs review has been completed and final copy, including space and program needs geographically recommendations forwarded to inform the Leisure Facilities Master across the city. Any recommendations for Plan. additional community centre facilities or Next Steps: enhancements to existing community centres will inform the next Leisure Facilities Master Plan. IF1 - 6 Mark Hildebrand(519) 741-2200 ext. 7687 Neighbourhood Programs & Services Status as of Aug 31st 2018: NB44Community Centre Audit Implementation ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: The community centre section completed a Sectionalrecognition/reward committee hasbeenformedincluding significant audit with immediate, short-term, mid- part-time and full-timestaffthroughout the communitycentresection. term and long-term recommendations. Review A culture of trust and collaboration continues in the section - shown in and implementation of these recommendations Leadership meetings, staff initiatives (e.g., staff bbq's) and will consist of a substantial body of work. recognition activities (e.g., Bravo Cards). Next Steps: (includinghoursofoperation/weekenduse, and rentals), as well as the Neighbourhood Association Affiliation Policy. NB50 Status as of Aug 31st 2018: ON TRACK Greening Program Apr-2019 Expected Completion: Description: Recent Progress: Internal project team developed and meetings scheduled . lovemyhood strategy and supports the implementation of improvements to public Next Steps: spaces in the city (specifically neighbourhood Engagement plan isbeing developedfor winter2018 tobe greening efforts such as adopt a park, trail, implementedinQ42018 and continued inQ1and Q22019 andwill garbage can, clean-up days, etc), with a focus cover the NeighbourhoodPlacesprogram(including on providing simple steps for residents to follow Neighbourhood Greening, Neighbourhood Seating, and Resident when working with city staff to make LedPublic continues withstafftofinalizetheproject neighbourhood improvements. charter, scope, timelines anddeliverables. Status as of Aug 31st 2018: NB42Doon Pioneer Park Community Centre Expansion - ON TRACK Design & Construction Dec-2018 Expected Completion: Description: Recent Progress: Commencement of the design and construction Design and construction contractsawarded.Necessary of expanded space at the Doon Pioneer Park arrangements made toensure Kitchener Public Library remains open Community Centre, including a gymnasium and during construction. other program and partner spaces, to meet the Next Steps: needs of the growing community. Construction planned tobegin fall2018. Groundbreakingplanned fall 2018. NB48Snow Angel Program Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: This action is a recommendation from the city's Researchand engagement complete lovemyhood strategy and supports the implementation of a program that promotes Next Steps: neighbourhood safety by connecting volunteers with those who need assistance clearing snow Marketing and communications plans will be developed (for review by away from sidewalks and driveways. department management) to encourage residents to 1) help a neighbour who needs assistance shoveling snow and 2) recognize their Snow Angel. A guidebook for Snow Angels is being developed and will be launched on lovemyhood.ca before the end of December 2018. IF1 - 7 Mark Hildebrand(519) 741-2200 ext. 7687 Neighbourhood Programs & Services Status as of Aug 31st 2018: NB51 DELAYED Program Apr-2019 Expected Completion: Description: Recent Progress: Internal project team developed and meetings scheduled. lovemyhood strategy and supports the implementation of improvements to public Next Steps: spaces in the city (such as more benches or Engagement plan isbeing developedfor winter2018 tobe rest stops, improvements at bus stops, better implementedinQ42018 and continued inQ1and Q22019 andwill shading or lighting), with a focus on providing cover the NeighbourhoodPlacesprogram(including simple steps for residents to follow when Neighbourhood Greening, Neighbourhood Seating, and Resident working with city staff to make neighbourhood LedPublicWorkcontinueswithstafftofinalizetheproject improvements. charter, scope, timelines anddeliverables. Kim Kugler(519) 741-2200 ext. 7544 Sport SE25Asset Management Plans for Golf Status as of Aug 31st 2018: ON TRACK Aug-2019 Expected Completion: Description: Recent Progress: Develop the first phase of a detailed asset Completed inventory ofall golf related assets and have been actively management plan outlining the current state of working with ourGISteam toadd pointfeatures in our ESRIsystem. assets within the scope of the plan as well as Next Steps: the data requirements necessary to create a Once the inventories arefinalized, the following attributeswillbe long-range lifecycle management plan. These completed:Installation Date; Value; LifecycleFromthere Section 4 plans will support data-driven decisions and balance maintenance activities to the expected State ofthe Local Infrastructure of theAMPs for Golf will be levels of service within the asset category. completed. Status as of Aug 31st 2018: CS66Leisure Facilities Master Plan ON TRACK Apr-2019 Expected Completion: Description: Recent Progress: The Leisure Facilities Master Plan (LFMP) Staff and stakeholder engagement sessions and interviews are provides the foundation for investment in complete. The Community Centre Needs Assessment is complete existing leisure and recreation facilities and and recommendations have been prioritized for the LFMP. A review services and determines future facilities and of current recreation/leisure inventory is complete. Hours of use data services within the City of Kitchener. The final for diamonds, gymnasiums, arenas and pools has been collected and plan will provide recommendations on new will be included in the data report. Population growth and facilities to be incorporated into the demographic data was provided by GIS and will be included in the development charges by-law. data report. Next Steps: The final data report and analysis is expected to be complete September 2018. The data will be used by the project team to draft recommendations and the indoor/outdoor priority list in October 2018. Public consultation is scheduled for December 2018. IF1 - 8 CORPORATE SERVICES DEPARTMENT Colleen Collins(519) 741-2200 ext. 7094 Corporate Communications & Marketing Status as of Aug 31st 2018: OG15Community Engagement Policy COMPLETED Apr-2018 Expected Completion: Description: Recent Progress: Development of a Council policy for Community On January 29, 2018, Council approved the Community Engagement Engagement that provides direction and Policy (GOV-COU-2010) as presented. Staff groups are currently guidance to ensure that responsibilities to being notified of the new policy with additional outreach plans in place effectively communicate, consult and engage to drive awareness and support. the community are fulfilled. Next Steps: OG20Parks, Playgrounds and Trails Community Engagement Status as of Aug 31st 2018: ON TRACK Review Dec-2018 Expected Completion: Description: Recent Progress: Internal discussions have identified the scope and goals for the lovemyhood strategy and supports the project, as well as staff stakeholders. implementation of improvements to public Next Steps: spaces in the city by prioritizing the way the city engages with residents in the development or Staff are currently developing a project plan scheduled to begin this redevelopment of neighbourhood parks, fall. playgrounds and trails. There will be a focus on serving the specific needs of residents in terms of ages, interests, abilities and cultural backgrounds. Status as of Aug 31st 2018: OG16Community Engagement Plans, Tools and Resources ON TRACK Dec-2018 Expected Completion: Description: Recent Progress: Development of community engagement plans, Tools are being developed and tested on an ongoing basis including tools templates and resources to support staff engagement plan and workshop templates. A new online engagement in effectively informing and engaging citizens. platform has been secured to expand our capacity to deliver digital Initial deliverables will include an intranet engagement. presence with engagement plan templates, Next Steps: checklists for public meetings, survey development and online engagement, and Staff will continue testing and refining these tools, and developing FAQs. additional templates such as evaluation forms. Next steps include design and integration with existing communications templates, and developing supporting materials to accompany the launch of the new online engagement platform this fall. OG24Municipal Response to the Truth and Reconciliation Status as of Aug 31st 2018: ON TRACK Commission Calls to Action Dec-2019 Expected Completion: Description: Recent Progress: This project will result in a potential municipal Staff are continuing outreach and coordinating with other regional response for Council consideration to the 2015 municipalities. Staff are collaborating internally to share learning and resources. Report, including its Calls to Action, and identify Next Steps: and make recommendations for other ways the City can support Indigenous peoples in A scoping report is currently being prepared for council consideration, Kitchener. Deliverables will include a staff report including exploration of a land acknowledgement. detailing the full scope of the work and a report with recommendations on our approach to key issues defined through the initial project scope. IF1 - 9 Michael Goldrup(519) 741-2200 ext. 7117 Human Resources Status as of Aug 31st 2018: CS25Implementation of the First Phase of the Corporate ON TRACK Talent Strategy Dec-2019 Expected Completion: Description: Recent Progress: Implement actions to ensure commitment to Completed the inaugural Talent Management Report for the 2017 becoming a high-performing, credible and calendar year which includes updates and metrics on recruiting and dynamic organization, while supporting change staffing, onboarding and orientation, learning and development, to move the organization and employees toward succession management, performance management, and a desired corporate culture. The strategy foundational competencies. A comprehensive review of current years includes initiatives in 7 strategic programs: of service practices and policy was completed. workforce planning, recruiting & staffing, Next Steps: onboarding & orientation, learning & development, career management, succession Reports on a draft probationary performance review system for full- management, and performance management; time, non-union employees and current recognition/years of service as well as development in leadership. programming/policy and related change recommendations to be presented to the corporate leadership team. A project plan to support a corporate-wide needs assessment to identify long term new- employee onboarding and orientation needs, to be completed. Christine Tarling(519) 741-2200 ext. 7809 Legislated Services CS31Comprehensive Review of Business Licensing Status as of Aug 31st 2018: COMPLETED Dec-2018 Expected Completion: Description: Recent Progress: Undertake a full review of business licensing Bylaw passed by Council in December 2017. Cross-training and processes for greater customer focus, better education was completed. Tool-kits were created for new businesses use of existing technologies and to implement & pop-up Farmers' Market. New Applications for each schedule industry best practices. Review and update created. Webpage developed (kitchener.ca/businesslicensing) with licensing by-law to provide greater clarity, and fees, applications and regulations. review and update fees. Improve relationships Next Steps: and integration with internal partners, and cross- train staff for improved service provision and personal development. CS402018 Election Status as of Aug 31st 2018: ON TRACK Apr-2019 Expected Completion: Description: Recent Progress: Conduct the 2018 election and report on the All equipment/supplies procurement is completed. Election worker outcome. recruitment is underway, training dates are set and training materials are in progress. Voters' List and Voter Notification Cards are in progress. Business continuity plan for the election is done including establishing an emergency election centre. Municipal Elections Compliance Audit Committee members have been selected. New council orientation is in progress. Next Steps: Print and distribute Voters' List. Print and mail Voter Notification Cards. Create business continuity plan and establish emergency election centre. Hire workers and provide training. Carry out election, report on official results. Plan Inauguration and revise new Council orientation. IF1 - 10 Christine Tarling(519) 741-2200 ext. 7809 Legislated Services Status as of Aug 31st 2018: CS68Electronic Records Management Strategy ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Implement the necessary and appropriate strategies, tools, processes and skills to completed Records Management(RM) 101 Training.Achieved88% systematically control the creation, distribution, completion rate forRM101trainingasofJuly2018. records/information maintained as evidence of business activities and transactions. Next Steps: Continueworkwithdivisiondesignates to ensurecontinuedprogress andprovidesupport when needed. Develop anaudit/monitoringplan toensuresustainabilityoftheelectronicrecords management program. CS18Electronic Agenda Management Status as of Aug 31st 2018: DELAYED Dec-2020 Expected Completion: Description: Recent Progress: Create, prepare, approve and publish meeting Reviewed agenda preparation process for quasi-judicial and advisory agendas in a more efficient, collaborative, committee meetings. Applied LEAN concepts and implemented streamlined manner. efficiencies to streamline preparation process. Implemented electronic minute-taking to streamline minute production process. Next Steps: Conducting a comprehensive review of the agenda preparation process for standing committees and Council meetings through a LEAN perspective to identify and implement efficiencies. Continue investigating potential implementation of a third-party application that leverages existing technology owned by the City. Report back to Corporate Leadership Team on findings and recommendations.Staff anticipate presenting to the Corporate Leadership Team in April 2019 on next steps with respect to recommendations on third-party applications for agenda management. CS37Online Business Licensing Status as of Aug 31st 2018: DELAYED Dec-2019 Expected Completion: Description: Recent Progress: Implement the first phase of online business New AMANDA folders have been created for each class of business licensing (e.g., pilot with business license in both AMANDA test and AMANDA production. Automated emails renewals). have been created that are sent to Licensing and other divisions that have inspection requirements. Next Steps: New folders to be moved into AMANDA 7 (waiting on AMANDA support & IT to upgrade). Public Portal 2 & credit card payment to follow the release of AMANDA 7. Develop online renewals, develop new reports dependent on new folder creation. Project end date has changed due to unforeseen complications with the integration of AMANDA 7 and finding an online payment system. IF1 - 11 Dan Murray(519) 741-2200 ext. 7825 Technology Innovation & Services Status as of Aug 31st 2018: CS36Server Systems Failover Capability COMPLETED Apr-2018 Expected Completion: Description: Recent Progress: Accelerate the installation of required The network and server system failover capabilities were tested in equipment to provide comprehensive server March and worked successfully. Further projects will focus on backup capability at the Kitchener Operations specific business applications being moved into this environment and Facility to allow for business continuity in the individually documented but are outside the scope of this project. event a loss of operations at the City Hall Next Steps: computer room. This installation will respond to one of the major recommendations from the business continuity project. EC07Broadband & Fibre Optic Infrastructure Status as of Aug 31st 2018: ON TRACK Dec-2018 Expected Completion: Description: Recent Progress: Work collaboratively with stakeholders to Research into the current state and anticipated future needs has explore options to either encourage third party taken place throuhgout 2018. This research has included discussions fibre optic investment in Kitchener or partner with major telecommunications companies, and their strategies with others to provide improved high-speed around 5G cellular deployment, small cell installations and fibre based broadband infrastructure for Kitchener. High broadband development. speed internet access is increasingly viewed as Next Steps: essential infrastructure for a globally competitive economy. A report outlining suggestions to prepare the City to be an ideal investment target for SWIFT, 5G implementations and increased fibre deployment will be prepared before the end of 2018. CS64Civic Innovation Lab at Communitech Status as of Aug 31st 2018: ON TRACK Dec-2020 Expected Completion: Description: Recent Progress: The establishment of a Civic Innovation Lab is a The Digital Kitchener Innovation Lab developed an Internet of Things significant initiative in support of the Digital (IoT) data platform during the first co-op cohort term which will be Kitchener strategy. The lab will operate as a foundational for upcoming work. The product, named Clara will also pilot project for 3 years and focus on developing allow the curation of ideas related to smart city initiatives. Clara was innovative solutions where Internet of Things built using software technology and cloud services that are new to the (IoT) can help solve municipal challenges. City exposing us to new technologies typically used by startup Work to establish the lab will begin in 2017 companies. pending project and budget approval by Council Next Steps: with the intent of having a fully operational lab by the end of the year located at Communitech. There are a number of IoT pilot projects getting underway with the second cohort of co-ops starting in September. Smart parking, waste bin monitoring and asset tracking are the primary pilots beginning. Smart metering has been deferred due to manufacturer delays until next year. IF1 - 12 Dan Murray(519) 741-2200 ext. 7825 Technology Innovation & Services Status as of Aug 31st 2018: CS62Development of Public Internet Access Standard ON TRACK Dec-2018 Expected Completion: Description: Recent Progress: Digital Kitchener outlined the development of a Public Internet Access Standard as part of the continued to work with the Community Services department to Inclusive theme. This project will include improve the delivery of public internet and computer services. To date working with community partners to define what this work has identified five areas of opportunity related to service attributes would constitute public access and policy, standard technology offerings for public use and future then using that definition, developing a planning. This includes work to identify a benchmark for current minimum standard of free public Internet service, with an aim to target service improvements over time for access to be adopted by the City. This public benefit. minimum standard can then be used to direct Next Steps: future investments for public access terminals or free Wi-Fi in future projects. Work continues with stakeholders and staff plan to have a report for Council this fall with recommendations for a new program of work. CS65Implementation of the Digital Kitchener Strategy Status as of Aug 31st 2018: ON TRACK Dec-2021 Expected Completion: Description: Recent Progress: Digital Kitchener, a four year digital strategy Work continues on all projects identified in the Digital Kitchener 2018 approved by Council in 2017, is a vision to Brave Plan presented to Council in February. make Kitchener more Connected, Innovative, Next Steps: On-Demand and Inclusive. A number of initiatives will be identified on an annual basis Staff plan to return to Committee with an update on the Digital that fulfill the action steps outlined in Digital Inclusion and Public Access Standard as well as the fibre optic, Kitchener and help realize the vision. Staff will cellular and 5G research underway. report back to Council on the progress of the plan annually. Ongoing communications and marketing of Digital Kitchener and its supporting initiatives will need to continue. DEVELOPMENT SERVICES DEPARTMENT Justin Readman(519) 741-2200 ext. 7646 Administration - Development Services Status as of Aug 31st 2018: SE04Corporate Climate Action Plan ON TRACK Apr-2019 Expected Completion: Description: Recent Progress: Develop a comprehensive Climate Action Plan Phase 1 and 2 of the Federation of Canadian Municipalities (FCM) for the organization that integrates both Partner's for Climate Protection (PCP) program are complete, which mitigation measures with adaptation strategies include completing a greenhouse gas(GHG) inventory and setting a that work synergistically to reduce vulnerability GHG reduction target. We are now on phase 3 of creating an action to climate risks and greenhouse gas emissions. plan; preliminary mitigation strategies have been developed based on input from key stakeholders within the organization. Next Steps: The first draft of the plan will be completed and sent to key stakeholders/action owners for review. Open houses/events/outreach sessions will be used to communicate plan progress and get more feedback. Survey feedback will be integrated once the survey closes. Council and the Environmental Committee will be consulted and an updated draft of the plan will be reviewed by key stakeholders and the Corporate Leadership Team. IF1 - 13 Mike Seiling(519) 741-2200 ext. 7669 Building Status as of Aug 31st 2018: CS55AMANDA 7 and Public Portal Review ON TRACK Dec-2018 Expected Completion: Description: Recent Progress: The AMANDA software system requires a Technology, Innovation & Services and AMANDA staff have been significant upgrade; AMANDA 7. Prior to working together with the vendor and subcontractor to prepare implementation, testing of scripts and set-up of servers for the build of the new public portal. security groups and reporting tools is Next Steps: necessary. The existing public portal is integral to the core business. The project will include The vendor will build the new public portal. reviewing the existing public portal including other software options. Cory Bluhm(519) 741-2200 ext. 7065 Economic Development EC25Make It Start - Digital Training for Entrepreneurs Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Develop and launch a series of digital training The Waterloo Region Small Business Centre (SBC) launched Digital opportunities to enable entrepreneurs and small Main Street programming, having now worked with 60 businesses to businesses to become more competitive locally, date. Through recent funding announcements, the SBC will be regionally and globally. This would include the integrating their programming with the province-wide Digital Main development of partnerships, such as with the Street Initiative. The SBC now offers an extensive set of seminars and training options on supporting businesses with their digital while assessing the feasibility and funding competencies. opportunities to support such programming. Next Steps: Full integration of current programing into the province-wide Digital Main Street Initiative. Status as of Aug 31st 2018: EC26Make It Urban - Upper Level Market Transformation ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: As part of the Kitchener Market Strategy Banners were installed in and around ten city blocks of the Kitchener implementation, develop and begin Market. The food incubator team has completed a high level strategy to support new food start-ups. The two pergolas in the upper level upper level and piazza, with the goal of creating market were re-purposed to the piazza. a more vibrant, programmable, entrepreneurial Next Steps: and identifiable experience while generating additional revenue. This could include a A plan will be developed to showcase the work of four different local refreshed look, improved functionality and the artists in the Market's upper level, beginning in late 2018. Market introduction of a Food Incubator to support new signage improvements will be made to the King Street entrance. food startups.Quotes will be obtained to add more substantial shaded structures to improve the front patio area. Large planters at the front entrance will be changed seasonally. The food incubator team will conduct interviews with food industry experts fall 2018. IF1 - 14 Cory Bluhm(519) 741-2200 ext. 7065 Economic Development Status as of Aug 31st 2018: NB12Make it Urban - Rockway Centre Partnership ON TRACK Development Dec-2019 Expected Completion: Description: Recent Progress: Finalize the evaluation of potential Staff met with Rockway Seniors Community to provide an update. redevelopment opportunities for the land Staff continue to work with neighbouring property owners to find surrounding the Rockway Centre, and provide solutions. Council with options for proceeding with a Next Steps: public-private partnership. Options for proceeding are expected to be presented to Council in Q1 or Q2 2019. EC04Make It Vibrant - Special Events and Urban Experience Status as of Aug 31st 2018: ON TRACK Strategy Dec-2019 Expected Completion: Description: Recent Progress: Develop a strategy to support the delivery of Several thousand surveys have been completed which will inform the both world-class and grass roots community development of the strategy. A photographer was procured to capture experiences, such as festivals, events, moments across a variety of special events throughout the year. A programs and urban experiences. framework was developed for the strategy as well as a plan moving forward, with input from the Economic Development Analyst. Next Steps: A draft 'Strategy Framework' will be shared with key stakeholders and organizers as part of a final phase of consultation. Once complete, a draft strategy will be presented to Council. EC23Make It Grow - Music and Film Industry Office Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Support the creation of a Music and Film Council has approved a new Film Music and interactive Media Office. Industry office to facilitate local music, film and The establishment of an industry office will lead activities for 2 years. digital media cluster success in Kitchener and Following the pilot period, a migration to a suitable, existing regional area. Funding has been allocated in the entity would be implemented to share future resources and reserve. Implementation is dependent on the investments to strengthen regional sectors. Council approval of the Business Case. Next Steps: Staff plan to establish the Film Music and Interactive Media Office, including hiring, in Q4 2018. EC24Make It Start - Creative Hub at 44 Gaukel Street Status as of Aug 31st 2018: ON TRACK Apr-2019 Expected Completion: Description: Recent Progress: Facilitate the development of a hub for creative City Council approved the establishment of the Creative Hub. industry entrepreneurs through affordable space, networking and professional Next Steps: development opportunities. Based on the Implementation is underway with the goal of opening the Hub in Q1 results of the 2017 RFP process, develop 2019. revised implementation options and a re-scoped pathway forward. Funding has been allocated in the reserve. Implementation is dependent on the Council approval of the Business Case. IF1 - 15 Cory Bluhm(519) 741-2200 ext. 7065 Economic Development Status as of Aug 31st 2018: EC08Make it Start - Advanced Manufacturing Incubator ON HOLD TBD Expected Completion: Description: Recent Progress: Support the development of an advanced Waterloo Region, Toronto and Hamilton were awarded $230 Million manufacturing incubator in Kitchener, offering from the Federal Government's Innovation Supercluster Fund to specialized accelerator programming for startup support advanced manufacturing. Funding Agreements are currently manufacturers. Funding has been allocated in being drafted for execution by Next Generation Manufacturing. the reserve. Implementation is dependant on Next Steps: the Council approval of the Business Case. Implementation will be highly dependent on involvement from external partners. Staff continue to work with all partners involved to determine options for advancing the incubator. Staff anticipate identifying options to consider by Q4 2018 or Q1 2019. Clarify funding opportunities through the super cluster. Hans Gross(519) 741-2200 ext. 7410 Engineering Status as of Aug 31st 2018: SE05Low Impact Development Design Guidelines - ON TRACK Stormwater Utility Aug-2019 Expected Completion: Description: Recent Progress: Low Impact Development (LID) is an approach There have now been 5 full road reconstruction projects tendered with to storm water management that mimics a site's LID incorporated into the design (permeable concrete parking laybys, natural hydrology as the landscape is exfiltration systems in the storm sewer, bioretention and oil and grit developed. Using the Low Impact Development separation units). These projects are currently at various stages of approach, storm water is managed on-site and completion in construction. Additionally, the Stormwater Policy is the rate and volume of storm water reaching being implemented in development projects. The administrative receiving waters is unchanged from amendments in the SWM Policy were well received by the Waterloo predevelopment levels. These guidelines will be Region Homebuilders Association and Economic Development integrated into the existing Development Advisory Committee. Additional road reconstruction projects which Manual. incorporate LID are in the design phase for 2019 construction. Next Steps: An update to the Development Manual will incorporate the administrative changes to corporate policy MUN-UTI-2003 (Stormwater Management Policy) as well as the design guidelines and resources developed by the Toronto Region Conservation Authority and Credit Valley Conservation Authority for LID implementation. Internal engineering standards will be refined as experience is gained in design and construction projects being led by the Engineering Division and Stormwater Utility. Alain Pinard(519) 741-2200 ext. 7319 Planning NB20Community Energy Investment Strategy Status as of Aug 31st 2018: COMPLETED Dec-2018 Expected Completion: Description: Recent Progress: As a supporting partner with the Region of Project work is fully completed. Kitchener Council endorsed the Waterloo, local municipalities and utility Strategy, along with other local municipalities and the Region, in companies, explore opportunities for energy February 2018. The report was submitted to the Federation of efficiency, optimization of local energy Canadian Municipalities as part of the grant requirements. The resources and reduction of environmental implementation phase is now underway via a new Governance impact related to energy. The resulting region- Committee. wide strategy will set a path to improve how Next Steps: energy is generated, delivered and used throughout the community. IF1 - 16 Alain Pinard(519) 741-2200 ext. 7319 Planning Status as of Aug 31st 2018: NB21Hidden Valley Land Use Study ON TRACK Apr-2019 Expected Completion: Description: Recent Progress: To develop a Master/Community Plan for the The first public information session was held on June 26, 2018. Hidden Valley area that would be implemented by way of amendments to the Official Plan and Next Steps: Zoning By-law. This project would be integrated A preliminary draft land use plan will be prepared and a high level with a servicing study for the area that will be technical review undertaken in Fall 2018. A second public information led by Engineering. The study will also identify session is planned to be held in early November 2018 . any public interest in the Hidden Valley lands including opportunities to protect and/or acquire natural features and sensitive lands. NB30Lower Doon Land Use Review Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Develop a comprehensive and up to date Met internally regarding the preparation of the Terms of Reference. A planning framework for this area. It is decision was made to undertake a cultural heritage landscape anticipated that the resulting assessment prior to undertaking the full study. Master/Community Plan would be implemented Next Steps: by way of amendments to the Official Plan and Zoning By-law. The actual geography of the Meet with the Ward Councillor. Completion and issuance of a study area still needs to be determined. Request for Consultant Services. Consult internally to determine the Behavioural and fire safety issues associated scope of the full study. with housing that caters to the student population could be added to the scope of work. NB11Comprehensive Zoning By-law Review Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Undertake a multi-phase, comprehensive A statutory public meeting for the final draft new zoning by-law was review of the City's Zoning By-law 85-1 to held on April 30th and May 8th 2018. implement the new Official Plan and other Next Steps: required changes. Review and provide responses to submissions from the statutory public meeting. Work on the Urban Growth Centre zoning. Status as of Aug 31st 2018: NB27Growth Management Strategy Review ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Review and update the Growth Management Comments were provided to the Province on the draft implementation Strategy that was approved in 2009. documents for municipal comprehensive reviews and intensification/greenfield density target setting. Next Steps: Meeting with the Region of Waterloo to coordinate the City Growth Management Strategy Review with the upcoming Region-led Municipal Comprehensive Review in early September 2018. IF1 - 17 Alain Pinard(519) 741-2200 ext. 7319 Planning Status as of Aug 31st 2018: NB13Sustainable Development Feasibility Study ON TRACK Dec-2018 Expected Completion: Description: Recent Progress: Working with partner organizations, under the Kitchener case study sites underway. Team meeting # 2 held in July Federation of Canadian Municipalities (FCM) which includes draft information for two case study sites. Internal staff Green Municipal Funds program, undertake a have reviewed and provided comments to consultant. feasibility study to help inform sustainable Next Steps: development practices at a site or neighbourhood scale. The emphasis is to be on A draft report is planned to be prepared in September/October 2018. energy sustainability. NB26Urban Design Manual Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Undertake a full review of the urban design Completed initial engagement. Delivered first draft of most sections in manual to implement the new Official Plan, Part A of the new Urban Design Manual in June. Final sections for make the document more efficient and Part A drafted. effective, complement specific design briefs etc. Next Steps: Present and review draft Part A of the new manual with Advisory Committees in September along with conducting additional public and industry consultation in Fall 2018. NB43Heritage Best Practices Implementation Status as of Aug 31st 2018: DELAYED Dec-2019 Expected Completion: Description: Recent Progress: In follow up to Report CSD-15-08 which Update report provided to Heritage Kitchener in Spring 2018. Report recommended the development of a variety of on updating of delegated approval authority by-law successfully best practices regarding the conservation of delivered and direction provided by HK in May. cultural heritage resources. Next Steps: Preparation of delegated approval authority by-law and report to Heritage Kitchener. Tentatively scheduled for November.There are different activities that have resulted in this delay, including Heritage Kitchener committee selection, the development services review, and work coordination with other divisions. IF1 - 18 Barry Cronkite(519) 741-2200 ext. 7738 Transportation Services Status as of Aug 31st 2018: SE26Asset Management Plans for Parking Enterprise ON TRACK Dec-2018 Expected Completion: Description: Recent Progress: Develop the first phase of a detailed asset Existing data sources have been identified and analyzed to find gaps management plan outlining the current state of and simplify data repository plans. Site visits have been completed to assets within the scope of the plan as well as identify any asset which might not have been previously identified. the data requirements necessary to create a Discussions were undertaken with the Facilities Management asset long-range lifecycle management plan. These technologist to consider how to capture Facilities-related attributes plans will support data-driven decisions and and how to incorporate field inspections into the Cityworks asset balance maintenance activities to the expected manager data model. A stakeholder meeting was held to introduce levels of service within the asset category. and discuss levels of service and how that key component will be integrated into the overall Asset Management Plan. Budgetary data was provided by Enterprise management. Preliminary field inspections have been performed to capture site assets. Next Steps: Coordinate a workshop with the Facilities Management asset technologist to clarify and finalize how field asset capture can be optimized, and identify a method for information to be put into the Cityworks data model. Ongoing field data capture. Analysis of budgetary data. Begin developing a Phase 1 report for the Asset Management Plan. Status as of Aug 31st 2018: NB46Automated Speed Camera Program for Traffic Calming ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Subject to the passing of new Provincial Locations of all schools within the Region have been submitted to the legislation related to speed cameras, staff to Province for consideration and approval of photo radar. investigate the potential use of this technology Next Steps: to address speeding concerns in school zones. The Region has taken the lead as part of an overall regional initiative to provide photo radar within Waterloo Region. This plan may change depending on the direction the Province takes on photo radar throughout the Province. SE12Update the Cycling Master Plan Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: This project will entail updating the 2010 Cycling The terms of reference have been established and released. Initial Master Plan which previously had only looked at engagement has begun (workshops on wheels). Conversations with on-road cycling facilities. The proposed update the public continue to occur. will update the on-road network as well as Next Steps: incorporate off-road trails cycling infrastructure. This will also include proposing The contract award is anticipated in September 2018, with initial cycling related education and programming.meetings with the consultant and project team to follow thereafter. Continued consultation anticipated throughout fall 2018. IF1 - 19 Barry Cronkite(519) 741-2200 ext. 7738 Transportation Services Status as of Aug 31st 2018: NB34Community Traffic Safety Advisory Committee ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Consider options to revise the mandate of an Research has begun, the concept has been discussed at the existing advisory committee to create a co- Regional-level with peers, and preliminary findings have been operative partnership between city staff, summarized. community groups and other agencies that Next Steps: seek to enhance traffic and pedestrian safety in Kitchener. The Committee will provide input and Continue to research the framework for advisory committees at other feedback on traffic safety issues such as school municipalities. A Regional discussion will take place to identify the zone concerns, traffic calming requests and merits of a Regional Traffic Safety Advisory Council. traffic-related education initiatives. NB18Complete Streets Policy Status as of Aug 31st 2018: DELAYED Aug-2019 Expected Completion: Description: Recent Progress: The City of Kitchener has a number of policies A draft set of principles have been established. A new project and practices that promote complete streets. manager has been assigned. Individual stakeholder discussions have The development of a complete street policy begun. A draft of the Complete Streets policy is underway. would review best practices and combine Next Steps: elements into a standalone policy document that ensures planning, design and Work will continue on the draft Complete Streets policy. A public implementation of an element of the city's meeting is anticipated in early 2019 for general feedback. Work will transportation network considers and aims to be done to tie this engagement in with the Cycling and Trails Master meet the needs of all users regardless of age, Plan. Initially principles were established. Since that time, it has been ability and travel choice. determined that a guideline/policy is warranted, and work continues in that direction. Status as of Aug 31st 2018: CS54Parking Payment Technologies DELAYED Dec-2018 Expected Completion: Description: Recent Progress: A review of new technologies related to A Request for Proposal (RFP) was completed. Proposals have been payment options for our parking facilities, with a submitted, reviewed and rated. A proponent was selected by the mandate to incorporate more user friendly committee and staff has reviewed, edited and returned the payment options (ie. Pay By Mobile). proponent's Service Level Agreement for review/acceptance. Next Steps: Staff will finalize the award. A new end date has been set for Q4 2018. FINANCIAL SERVICES DEPARTMENT Brenda Johnson(519) 741-2200 ext. 7647 Accounting CS69Automation of Payment Processing Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Multi-phase project including investigation and Investigated system requirements and received approval in principal automation of corporate credit card processing, from CLT to proceed with development of automated workflow online travel and expense claims, and electronic approvals and US bank interface for corporate purchasing cards. storage in SAP of payment documentation such Next Steps: as invoices and cheque remittances in an effort to reduce paper and streamline processes. Meet with Technology Innovation & Services staff to have the development work required added to their work plan or if not possible, investigate bringing in a consultant. Reach out to corporate credit card provider to investigate system requirements for interface. IF1 - 20 Ryan Hagey(519) 741-2200 ext. 7353 Financial Planning Status as of Aug 31st 2018: CS41Development Charges Background Study (2019) ON TRACK Aug-2019 Expected Completion: Description: Recent Progress: Project plan completed. Consultant selected and initial meeting with Charges Background Study and Bylaw as Steering Committee has been held. required by legislation. Next Steps: Gather historic service level information and develop growth forecast. OG10Participatory Budgeting Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Enable community members to directly decide Brainstorming ideas for parks was completed through open how to spend part of the city's budget, allowing neighbourhood discussions and online, which produced a list of them to make budget decisions that affect their resident priorities. Residents then voted online, in community centres lives. and at neighbourhood meetings for their preferred design elements and a final design package. Staff have prepared construction plans based on the winning design. Next Steps: Construction of Elmsdale and Sandhills park projects to begin in the fall of 2018 and be completed in 2019. Projects include a basketball court, ping pong table and sand play area in Elmsdale Park, and a nature playground, plantings and community event space in Sandhills Park. Status as of Aug 31st 2018: CS09Long Term Financial Plan ON TRACK Aug-2019 Expected Completion: Description: Recent Progress: Prepare a consolidated long term financial plan Initial reviews of other municipalities, industry practices and that will be the financial framework for the City government financial associations conducted. going forward. The framework will incorporate Next Steps: policy work pertaining to reserves, debt, and enterprise investments. Continuing work to define scope, develop framework, and deliver the long term financial plan. This will include reviews of other municipalities, industry best practices, and government financial associations. Staff to engage council on this body of work in 2019 J Revenue Status as of Aug 31st 2018: CS58Revenue Comprehensive Service Review Action Plan COMPLETED and Implementation Dec-2018 Expected Completion: Description: Recent Progress: Develop and implement an action plan to Revenue comprehensive review was completed in the fall of 2017. respond to the Revenue comprehensive review Recommendations from this report have been implemented. key findings and recommendations. Next Steps: IF1 - 21 Jonathan Lautenbach(519) 741-2200 ext. 7334 Supply Services Status as of Aug 31st 2018: CS70Streamline Procurement Processes Related to Payment ON TRACK Processing Dec-2019 Expected Completion: Description: Recent Progress: Streamline procurement processes related to Analysis of purchasing volumes and dollar amounts for field purchase payment processing by reviewing and revising orders and cheque requisitions has been completed. Obtained SAP functionality as well as increasing approval in principal from CLT to proceed with a review of utilization of corporate credit cards. authorizations for field orders, purchase orders and having dollar limit thresholds changed in SAP to better align with purchasing bylaw. Investigate development of PeopleSoft/SAP interface to introduce automated workflow approvals based on organizational hierarchy. Next Steps: Accounting staff to meet with stakeholders to investigate current purchasing practices (field orders, purchase orders, credit card) and gather information required to make recommendations for purchasing authorizations in SAP consistent with purchasing bylaw. Due to staff turnover in Procurement, Accounting has taken on the lead for this project and is updating the Supervisor of Purchasing regarding events, as necessary. CS71Purchasing Procedures to Support New By-law Status as of Aug 31st 2018: ON HOLD TBD Expected Completion: Description: Recent Progress: Development of purchasing procedures related Project plan developed and sample documents have been gathered to the new purchasing by-law including: from other publicly funded agencies. debriefing; procurement protest; supplier Next Steps: performance evaluation; supplier suspension and solicitation document drafting. Draft procedures based on research and validate with internal stakeholders.Project on hold due to resource constraints, new end date will be provided next reporting cycle. OG08E-Tendering Status as of Aug 31st 2018: ON HOLD TBD Expected Completion: Description: Recent Progress: Implement an e-tendering module to enable Tender portion complete. Implement electronic submissions of vendors to self-identify for interested proposals by December 2018. commodities, access bid documents and Next Steps: drawings and submit tenders, proposals and quotations electronically. Create bid templates for request for proposals - electronic submissions and notify vendors of upcoming change.Project is on hold due to resource constraints, new end date will be provided next reporting cycle. INFRASTRUCTURE SERVICES DEPARTMENT Denise McGoldrick(519) 741-2600 ext. 4657 Administration - Infrastructure Services Status as of Aug 31st 2018: CS22Water & Sanitary - Review of Rate Structure ON TRACK Aug-2020 Expected Completion: Description: Recent Progress: Champion a review of the water and sanitary Staff continue to meet to review synergies with the Water utilities fixed vs. variable rate structure. Infrastructure Program (WIP) and the associated guiding principles. Next Steps: A public education/engagement plan will be developed in 2018 and will build upon the WIP work completed in 2017. IF1 - 22 Cynthia Fletcher(519) 741-2600 ext. 4424 Facilities Management Status as of Aug 31st 2018: EC28City Hall Outdoor Spaces Detailed Design ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: Develop a detailed design to address critical A project charter was prepared and a project team established. A infrastructure repairs for City Hall outdoor Request For Proposal was issued and the consulting contract was spaces and concurrent work to improve the awarded to GSP Group and sub-consultants. The project team had functionality of Carl Zehr Square for public an initial project kick-off meeting and have had several site tours with events programming. staff subject matter experts. Next Steps: The consulting team has begun the detailed design and costing for two scenarios: one is for the replacement of critical infrastructure only and the other is for a redesign of Carl Zehr Square and the replacement of critical infrastructure. Cost estimates for both scenarios will be considered through the 2019 capital budget process. Greg St. Louis(519) 741-2600 ext. 4538 Kitchener Utilities CS60Utility Meter Mobile Workforce Management System Status as of Aug 31st 2018: ON TRACK (MWMS) Dec-2019 Expected Completion: Description: Recent Progress: Source a highly configurable and flexible mobile A demo of Clevest Water Solution was provided to the project team in workforce management solution to facilitate in August. Scenarios for the water meter shop were used and the project field management of a variety of gas and water team were satisfied with the results. related legislated activities. The proposed Next Steps: solution will replace the current paper based systems, integrate through SAP service orders Next steps include training staff in the water meter shop in the fall to and Cityworks work orders allowing dispatchers begin to use the program. to input into a queue of work plans delivered to staff by mobile devices through the MWMS. Niall Lobley(519) 741-2600 ext. 4518 Parks & Cemeteries NB17Doon Pioneer Park Skate Park Status as of Aug 31st 2018: ON TRACK Dec-2019 Expected Completion: Description: Recent Progress: The development of the Doon Pioneer Park A final public consultation workshop was scheduled with detailed Skate Park will be completed through this design progressing to 60%. Adjustments have been made to ensure project. The Leisure Facilities Master Plan the project remains on budget. recommended that additional skateboard Next Steps: facilities be developed in Kitchener in an effort to expand on the continued success at that time Public consultation is planned for September 13, 2018 to present the of the Aud Skatepark, and to address the final preferred design. Detailed design and preparation for tendering growing need for opportunities in skateboarding. will continue in the fall of 2018.The project was erroneously reported as ending in December 2018. Per the 2018 Business Plan, this project is intended to be completed by December 2019 and is on track. IF1 - 23 Niall Lobley(519) 741-2600 ext. 4518 Parks & Cemeteries Status as of Aug 31st 2018: NB10Upper Canada District Park Master Plan - Priority 1 ON TRACK Dec-2018 Expected Completion: Description: Recent Progress: The re-alignment, consolidation and Construction activities included the servicing for water, electrical, improvement of the Southwest Optimist irrigation, drainage and stormwater management structures. A central Sportsfield baseball diamonds including retaining wall has also been constructed. Site grading has continued supporting infrastructure as identified in the and trees have also been planted. approved Upper Canada District masterplan. Next Steps: Park Opening: Summer 2018. Diamond Opening: Spring 2019 Construction activities will continue to October 2018. The park amenities and trails will open to public at this time while the diamonds will be opening in May 2019. SE23Iron Horse Trail Improvement Strategy - North and Status as of Aug 31st 2018: ON TRACK South Section Dec-2019 Expected Completion: Description: Recent Progress: Improvements to the North (Union to Victoria) The request for professional services was advertised publicly in April and South section (Queen to Ottawa) of the Iron 2018. Stantec Consulting in Waterloo was awarded the contract. The Horse Trail will include items such as trail consultant team has been reviewing and gathering all background paving and widening, improved trail-road information, survey information and studies. crossings and wayfinding signs, additional Next Steps: seating and garbage bins, as well as, enhanced naturalization and landscaping. Subject to grant Conceptual design and public consultation to be completed in fall funding additional trail lighting will be included. 2018. Detailed design and tendering is planned for late fall 2018 and winter 2019. CS59Parkland Dedication Policy Update Status as of Aug 31st 2018: ON TRACK Apr-2019 Expected Completion: Description: Recent Progress: Comprehensive review and update of the A draft policy, by-law and discussion paper has been completed. current Parkland Dedication Policy related to acquiring parkland (or cash-in-lieu payment) Next Steps: through development applications. An internal staff review of the draft policy, by-law and discussion paper is planned. Council will receive the draft information prior to consultation with Committees of Council and community stakeholders. NB19Implementation of the South Kitchener District Park Status as of Aug 31st 2018: DELAYED Master Plan Phase 1 Dec-2019 Expected Completion: Description: Recent Progress: Phase 1 of the development of the South The pre-grading contract was completed by the retained contractor, Kitchener District Park will include the Keiswetter, in May 2018. A Federation of Canadian Municipalities development of the sports fields, (FCM) grant was confirmed and announced in the amount of playground/splash pad, stormwater $750,000. Phase 1 of the site development was tendered and management features, grading and site awarded to Gateman Milloy. The contractor has mobilized as of servicing, roads and parking. August 13, 2018. Next Steps: Construction will progress through Fall 2018 and into 2019. Early works include permitting submissions, continuation of rough grading, initial site servicing, and heritage building relocation.The project end date has been updated to December, 2019 to align with the contractor's schedule. IF1 - 24 Niall Lobley(519) 741-2600 ext. 4518 Parks & Cemeteries Status as of Aug 31st 2018: SE08Year-round Maintenance of Trails and Pathways Around DELAYED Schools - Pilot Aug-2019 Expected Completion: Description: Recent Progress: Implement the pilot project to asphalt and winter The project team has been coordinating with other city initiatives maintain trails around Glencairn Public School including the sidewalk winter clearing pilot and the Cycling and Trails and that staff monitor the use of these trails Master Plan. City wide mapping efforts and cost-benefit analysis work through two winter seasons. Continue to meet continues. with neighbourhood associations on school Next Steps: access routes and report back to council on the finding of the pilot project and future direction. Additional user counts will be completed to further inform the 2018/19 data collection. School Board registration and transportation data will be collected and compared to counting data. A community engagement plan for feedback on the pilot is being developed.The completion date is being moved out to align with the first year evaluation of the sidewalk winter maintenance program and will capture an additional year of winter data. It is intended to present results to Council in May 2019 alongside the Winter Sidewalk Pilot. New completion date is August 2019. Status as of Aug 31st 2018: SE07Iron Horse Trail Improvement Strategy - Central Section DELAYED Dec-2018 Expected Completion: Description: Recent Progress: Improvements to the central section (Victoria Construction started the first week of May 2018, with trail grading and Street to Queen Street) of the Iron Horse Trail paving completed by mid-August 2018. will include trail-road crossings, signage, Next Steps: seating & rest areas, trail width & surfacing, connectivity, amenities and landscaping. Construction will continue into the fall with the installation of lighting, landscaping and site furnishing. The project is estimated to be completed in the fall of 2018. Due to a number of unanticipated delays during construction, the project completion has been adjusted slightly to December 31/18. Status as of Aug 31st 2018: NB04Grand River Park - Phase 1 DELAYED Apr-2019 Expected Completion: Description: Recent Progress: This project will include the establishment of Staff conducted a park visioning charrette with interdepartmental criteria, the evaluation of potential lands, the stakeholders and further engaged with the Grand River Conservation prioritization of natural space land acquisition Authority (GRCA) and the Waterloo Catholic District School Board to opportunities, and the development of a vision, explore potential partnerships. including: potential park programming and cost Next Steps: estimates in order to inform future capital budget forecasts. Phase 1 includes the Staff is presenting to the Corporate Leadership Team to obtain acquisition of the site. The development of a support and direction on the proposed vision. If supported, a revised master plan will begin when Phase 1 is approach to land acquisition will be explored. Staff will also be completed.exploring potential new avenues for a sustainable funding model.The majority of the business plan objectives have been met such as establishing criteria, evaluating potential lands and preparing a preliminary park vision. The land acquisition will take longer. It is noted that discussions with the landowner, GRCA, have been fruitful and there is a willingness to work together on these lands in future. New completion date is April 2019. IF1 - 25 Niall Lobley(519) 741-2600 ext. 4518 Parks & Cemeteries Status as of Aug 31st 2018: SE10Community-Wide Tree Planting & Donation Program DELAYED Apr-2019 Expected Completion: Description: Recent Progress: Background research and extensive community engagement was lovemyhood strategy and supports the carried out as part of the work completed to develop the draft implementation of improvements to public sustainable urban forest strategy. Several of the actions identified in spaces in the city by creating a citywide public- the draft sustainable urban forest strategy support the development of private program with a goal, to plant a large a community-wide tree planting and donation program. The project number of new trees in the city over the next team has been working with the Neighbourhood Development Office decade. Through this program the City can to ensure alignment with LovemyHood. Next Steps: street trees, park trees, and trees on public, private and commercial land, while achieving Ongoing discussions with a non-profit group to support tree planting the many quality-of-life benefits that come with initiatives on private lands continue. A community-wide tree planting & planting trees.donation program will be part of the final sustainable urban forest strategy and implementation plan that will be presented to council for their consideration in early 2019. This project is closely aligned with the Sustainable Urban Forest Strategy and the associated implementation plan. New completion date is April 2019. SE06Sustainable Urban Forest Management Program Status as of Aug 31st 2018: DELAYED Apr-2019 Expected Completion: Description: Recent Progress: This project will initiate the development of a The draft sustainable urban forest strategy was presented to Council Sustainable Urban Forest Program with the on May 7th. The draft strategy was made available to the public creation of an urban forest strategic plan for shortly after and had an opportunity to comment on the draft strategy public and private urban forest, and an asset until the end of June. Staff have been working on the implementation management plan for trees on city lands. A plan. sustainable program sets the course of action Next Steps: for a socially desirable urban forest that can also be achieved and maintained based on the Staff are currently finalizing the urban forest strategy as well as the true capacity of the city to manage resources. implementation plan. These two documents will be brought forward for Council's consideration in early 2019. The Sustainable Urban Forestry Strategy is completed, and an implementation strategy is being developed. It has been decided that presenting both the strategy and implementation together to Council will be prudent and this will be done in early 2019. New completion date is April, 2019. IF1 - 26 IF2 - 1 Significant Projected Variances (over $200,000) IF2 - 2 Building(615)(317)( 298) Golf593627( 34) Parking 1,243751 492 IF2 - 3 Water1,298456 842 Sanitary Sewer 1,8961901,706 Storm Sewer 959920 39 Gas Division (Total) 681(2,055)2,736 Gas Delivery 1,8781,230648 Gas Supply (1,930)(3,494)1,564 Gas Carbon 733209524 IF2 - 4 IF2 - 5 IF2 - 6 IF2 - 7 IF2 - 8 IF2 - 9 IF2 - 10 IF2 - 11 IF2 - 12 IF2 - 13 IF2 - 14 IF2 - 15 IF2 - 16 Average Short-Term Investment Balance* Investment Report as of August 31, 2018 January to August 2018 Comparison of Short Term Yields IF2 - 17 Operating Fund Accumulated Interest Investment Report as of August 31, 2018 Long Term Investments Cash & Short Term Investments Investment Balances IF2 - 18