HomeMy WebLinkAboutCompass Kit - 2018-11-04Compass Kitchener Advisory Committee
Agenda
iif ,f fr,,,Nf,-,R Wednesday, November 7, 2018
Chief Administrator's Office 4:00 p.m. — 6:00 p.m.
Kitchener City Hall Schmalz Room, 2nd Floor
200 King St.W. - 2nd Floor
Kitchener ON N2G 4G7
Page 1 Chair: L. Collins Vice -Chair: J. Stephens -Wells
Delegations
• None
Discussion Items
1. Review of Previous Minutes / Current Agenda (5 min)
2. New Strategic Plan - Update (15 min)
3. All Advisory Committees Meeting - Update (20 min)
4. 2018 Citizens Report Card (65 min)
o Evaluation Criteria — 2015-2018 Activity
o Going Forward — Brainstorming for new Strategic Plan
5. Next Committee Meeting — January 9, 2019 (5 min)
6. Other Business (5 min)
Information Items
• None
Linda Korabo
Committee Administrator
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.
To: Compass Kitchener
From: Karen Cooper, Manager of Strategic and Business Planning
Date: November 1, 2018
Re: Agenda Overview
Agenda Item 2 — New Strategic Plan Update
I will provide a verbal update at our meeting.
Agenda Item 3 — Advisory Committees Meeting
I will provide a verbal update at our meeting
Agenda Item 4: 2018 Citizen Report Card
A draft report summarizing progress on implementing the 2015-2018 strategic plan is included as an
attachment to the agenda. The report is intended to assist Compass Kitchener in completing the
following 2017-2018 Compass Kitchener Work Program items:
• Develop performance measures reflective of the community's goals and
• Monitor the City's performance against goals included in the Strategic Plan
• Prepare a 2018/End of Term Citizen Report Card
The focus of our meeting will be to discuss the attached report and develop evaluation
criteria/performance measures.
Also attached is the community priorities report from 2015 to inform our discussion.
DRAFT
COMPASS KITCHENER
STRATEGIC PLAN PROGRESS REPORT
2015-2018
1I Page
Contents
RECOMMENDATIONS TBD.............................................................................................................3
PART 1 INTRODUCTION.....................................................................................................................4
PART 2 PROGRESS BY STRATEGIC PLAN GOAL....................................................................................5
2.1 SUMMARY.......................................................................................................................................... 5
2.2 STATUS BY INDIVIDUAL STRATEGIC PLAN GOAL.......................................................................................... 6
2.3 YEAR-END REVIEW............................................................................................................................... 8
PART 3 BUSINESS PLANNING.............................................................................................................9
3.1 OVERVIEW.......................................................................................................................................... 9
3.2 BUSINESS PLAN PROJECT CATEGORIZATION............................................................................................. 10
3.3 PROGRESS BY TYPE OF BUSINESS PLAN PROJECT....................................................................................... 11
3.4 NEXT STEPS WITH BUSINESS PLANS....................................................................................................... 12
APPENDIX 1: STRATEGIC PRIORITIES STATUS 2015-2019..................................................................13
APPENDIX 2: FULL LIST OF 2018 PROJECTS BY CATEGORY................................................................23
21 Page^
Strategic Plan Progress Report
2015-2018
Recommendations TBD
Part 1 Introduction
Kitchener's Strategic Plan Vision is: Together we will build an innovative, caring and vibrant Kitchener.
The Strategic Plan contains 5 goals — and under each goal are a number of objectives. The goals are:
1. Open Government
2. Strong and Resilient Economy
3. Safe and Thriving Neighbourhoods
4. Sustainable Environment & Infrastructure
5. Effective & Efficient City Services
Part 2 Progress by Strategic Plan Goal
2.1 Summary
As of August 2018, 115 projects have been completed in relation to the 2015-2018 strategic plan. The
current status of projects from the 2015 — 2018 business plans are shown in Chart 2.
Chart 2—Status ofProjects byStrategic Plan Goal Summary
IIIIIOpen Government
�Safe andThhvingNeighbourhoods
IIIIHEffective and Efficient City Services
Cancelled101
Furture Projectn
1
Not Started N12
Delayed 16
". Strong and Resilient Economy
1111111 Sustainable Environment and Infrastructure
In Progress UNA 55
Completed 115
0 20 40 60 80 100 120 140
5|Page
2.2 Status By Individual Strategic Plan Goal
The current status viewed by each goal is shown in the following charts.
Chart 3: Open Government Status of Projects
Cancelled 1
Feature Project Q
Not Started 1
Delayed 1
In Progress
Completed
U 2 4 6
Chart 4: Strong and Resilient Economy Status of Projects
Strong esiiie
8
d 10 12 14 16
Cancelled 1111M 2
Feature Project Q
Not Started p
Delayed p
In Progress 7
Completed 15
U z 4 6 d 10 12 14 16
Chart 5: Safe and Thriving Neighbourhoods Status of Projects
Safe and Thriving Neu r s
Cancelled 2
Feature Project 3
Not Started 6
Delayed 5
In Progress 16
Completed 22
U 5 10 15 20 2
Chart 6: Sustainable Environment and Infrastructure Status of Projects
Sustainable Eur
Infrastructure
Cancelled IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 1
Future Project 0
Not Started I Illllllllllllllllllllllllllllllllllllllllllllllllllllll 2
Delayed I IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIlIIl111111111111111111111111111111111111111111111111111UIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 5
In Progress I Illlllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll 6
Completed IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 6
U 1 2 3 4 5 6 7
Chart 7: Effective and Effcient City Service Status of Projects
Effective and ffic i Services
Cancelled 1111jil 4
Feature Project SII 1
Not Started 111jil 3
Delayed 111111jil 5
In Progress 18
Completed 57
U 10 20 30 40 50 60
Appendix 1 contains a listing of the status of business projects by the Strategic Priorities under each of the
Strategic Plan Goals from 2015 to 2019.
71Pag.^
2.3 Year -End Review
Over the course of January 2015 until August 2018, 115 projects were completed, 60 projects were delayed and
10 were cancelled. An overview of all projects and their year end status from 2015-2018 is shown below.
Chart 8: Year End Review
YEAR END RE SIE
011.8 11111111 011.7 1111111 011.6 1110 2011.5
0
C AN c r L L E �\�0�\�\1�/%%I
4__
IF Ey "r Ey IR IE P IR O J IE c "r 0
0
0
NOT STARTED 0
0
0
12
DELAYED IIII.�1
Part 3 Business Planning
3.1 Overview
The Business Planning process provides visibility to Council and the public into the progress the City of Kitchener
is making towards its strategic priorities on an annual basis. The business planning program manages and
supports the development of an integrated corporate business plan to guide the medium-term course of the
corporation. The process involves developing, communicating and facilitating a process to engage council, the
corporate leadership team, management and staff in establishing operational priorities that are:
• driven by the strategic plan priorities
• responsive to the expectations of the community
• achievable
• financially sustainable into the future
Status updates, on the projects included in the business plan, are provided three times a year to Council and the
public.
Chart 9: Business Planning Timeline
Compass (Kitchener
begins Citizen (Report
Card process*
2) Staff prepare draft business
plan, informed by City of
Kitchener Strategic Plan and
Community (Priorities
4) Connection to
budget established
Compass Kitchener
finalizes Citizen Report
Card for presentation
to Council
1) CLT Direction
on key priorities
and goals
3) Collaboration
on key priorities
with Council
*The Citizen Report Card evaluates the City's progress on the previous business plan
5) Final corporate
business plan
presented to Council
Beginning in 2015, the City developed a performance measurement framework where high level summary
results would be included in the core service profiles, giving Council and the public a convenient way to monitor
the work of the organization and help develop a better understanding of the relationship between resource
allocations, core service activities and the results that can be achieved. Measures were introduced in a phased
in approach and the implementation of the framework will be completed in the next two years. In 2016,
ongoing initiatives were added to the plan, providing a view into key programs and updates on progress were
done annually. The 2018 business plan was focused on following through with current commitments as it is the
final year of the 2015-2018 strategic plan.
3.2 Business Plan Project Categorization
As part of this analysis, project categories were created and all projects were reviewed by business planning
staff to determine which one they best aligned with. These categories may be revised or refined and projects
moved around as further engagement is done with council, directors and other internal/external stakeholders as
will be defined in the full analysis. A breakdown of how the categories comprise the 2018 business plan is
provided in Chart 10.
Chart 10 — 2018 Categorization of Business Plan Projects
2018 IBUSh ess Nan Projects
The four broad categories are explained below.
Strategic items are clearly and directly connected to the strategic goals and priorities that were informed by
Compass Kitchener's Community Priorities, the Environics survey and community engagement results. These
projects have been identified as those that would directly aid the City in achieving the 2015-2018 Strategic Plan.
There are 12 strategic plan projects in the current business plan as follows:
Open Government
• OG10 Participatory Budgeting
• OG24 Municipal Response to the Truth and Reconciliation Calls to Action
Strong and Resilient Economy
• EC11 Intergovernmental Relations — Passenger Rail
Safe and Thriving Neighbourhoods
• NB13 Sustainable Development Feasibility Study
• NB18 Complete Streets Policy
• NB27 Growth Management Strategy Review
• NB32 PARTS Fairway Station Area Plan
• NB33 PARTS Block Line Station Area Plan
Sustainable Environment and Infrastructure
• SE04 Corporate Climate Action Plan
• SE12 Update the Cycling Master Plan
• SE15 Intergovernmental Relations — Municipal Infrastructure Funding
Effective and Efficient City Services
• CS09 Long -Term Financial Plan
Business Plan projects include council priorities, items of high public/advisory committee interest, key service
improvements, and key ward projects. Examples include:
• CS43 Development of Core Service Performance Measures
• NB30 Lower Doon Land Use Review
Business Plan — Ongoing items are core service programs that may be connected to strategic/community
priorities and/or are of high interest to council and the public.
Examples include:
Implementation of master plans
• Development of Details Asset Management Plans (Asset Management Plans for Golf, Cemeteries,
Parking Enterprise, Stormwater, Facilities)
Implementation of city-wide strategies
• Implementation of the Neighbourhood Strategy (includes projects: Snow -Angel Program,
Neighbourhood Places Programs, More Neighbourhood Events etc.)
• Age -Friendly Kitchener
Core Service items are regular departmental work.
Examples include:
• Purchasing Procedures to Support New By -Law, Parking Payment Technologies, Advance the Customer
Relationship Management Software, Server Systems Failover Capability, Electronic Agenda Management
etc.
A full list of all 2018 projects and their assigned category can be found in Appendix 2.
3.3 Progress by Type of Business Plan Project
Chart 11 provides an overview of progress to date in each category from 2015 to 2018.
Chart 11: Projects Completed as Planned by Business Plan Category
Projects Completed as Planned by Business Plan Category
Stmt gic BLIS Han Project bo Core Service
7% 79%
67% 7/ n 68% 60%
43%
0% 0 0 �1101111�11ti1V111
2015 2016 2017 2018
111 Page
Summary of progress on 2018 strategic projects:
• Participatory Budgeting - As part of the participatory budgeting project, the city has been partnering
with researchers from the University of Waterloo to involve residents in updating two parks. In this pilot
project, the city had identified a budget to invest in two neighbourhood parks — one urban (Sandhills
Park) and one suburban (Elmsdale Park). Participatory budgeting lets the public decide how funds for a
particular project should be spent. In this case, residents lead the way in terms of vision, ideas and
decision making for the park upgrades and staff provides support and advice throughout the process. It
gives residents say in shaping their neighbourhood.
• Corporate Climate Action Plan - Phase 1 and 2 of the Federation of Canadian Municipalities Partner's
for Climate Protection program are complete, including setting a greenhouse gas reduction target. The
Corporate Climate Action Plan (currently in development) will guide the process of our commitment to
greenhouse gas reduction target through strategies, actions and milestones to achieve our goals
through conservation, efficiency and innovation measures within our buildings, fleet and business travel,
street lighting and waste practices as well as climate adaptation.
• Sustainable Development Feasibility Study — this project is on track to be completed by the end of the
year. Case study sites are underway and a draft report is planned to be prepared in September/October.
• Truth and Reconciliation Response - A scoping report is currently being prepared for council
consideration regarding the 2015 Truth and Reconciliation Commissions Final Report, including its Call to
Action. Staff are continuing outreach and coordinating with other municipalities on this project.
• Cycling Master Plan - The cycling master plan, which will also include trails, engagement for the update
has begun (workshop on wheels) and continued consultation is anticipated throughout the fall.
While steps have been taken to move the strategic projects forward as noted above, progress in some have
been slower than planned with some end dates being delayed. Resourcing constraints have also been an issue in
some projects which has resulted in less than anticipated progress.
3.4 Next Steps with Business Plans
In the future, staff will be focusing on a better alignment of the strategic, business planning and budget
processes. The strategic plan should be the guiding document for the City and the business plan items would
provide direction on how the organization implements and achieves the goals within the strategic plan. As the
delivery of core services is the primary focus for the city, it is important that the public understand these and see
the relationship between the budget and what can be accomplished.
Staff will work over the next year, engaging council, Compass Kitchener and internal staff, on a more in depth
analysis to improve the business planning framework and provide clear direction and focus in future business
plans.
121 Page
Appendix 1: Strategic Priorities Status 2015-2019
1.1 Provide public access to all city records, information and data unless there are privacy, security
or legal reasons not to do so, developing partnerships to promote the use of data for economic,
social and environmental community benefits.
ca.. n..a,. C.. ,J n..a,. !`......,...a C'-. .-
OG02
' . ..-
0002 Open Data Portal Launch and Data Set Automation 2014 2016 Completed 2016
0005 Open By Default Strategy Implementation 2015 2017 Completed 2017
1.2 Strengthen communication on issues of interest to the public and proactively publish related
documents in an accessible format to give citizens the information they need to understand the
city's plans, priorities and the rationale for key decisions.
1.3 Create more opportunities for citizen dialogue on community issues and introduce new ways for
people to get involved in decisions that affect them.
Start Date
End Date
Current Status
0003 Accurate Communication of Plans for Future Development
2015
2016
Completed 2016
OG18 Review and Update Corporate Digital Media Strategy
2017
2017
Completed 2017
OG11 Citizen's Dashboard
2017
n/aCLL
0006
1.3 Create more opportunities for citizen dialogue on community issues and introduce new ways for
people to get involved in decisions that affect them.
1.4 Introduce more convenient and effective channels for citizens to access city information and
services.
OG Implementation of 2015 AODA Standard Requirements
OG Neighbourhood Association Online Registration (Phase 4)
Start Date
End Date
Start Date
End Date
Current Status
OG
Youth Engagement Audit
2015
2015
Completed 2015
0004
Council Engagement with Citizens
2015
2016
Completed 2016
0006
Implement the e -Participation Strategy
2015
2016
Completed 2016
0009
Corporate -Wide Community Engagement Review
2016
2017
Completed 2017
OG15
Community Engagement Policy
2017
2018
Completed 2018
OG16
Community Engagement Plans, Tools and Resources
2017
2018
In Progress
OG20
Parks, Playgrounds and Trails Community Engagement Review
2018
2018
In Progress
OG10
Participatory Budgeting
2016
2019
In Progress
OG24
Municipal Response to the Truth and Reconciliation Commission
2018
2019
In Progress
Calls to Action
OG17
Community Engagement Training
2018
2019
NotStarted
1.4 Introduce more convenient and effective channels for citizens to access city information and
services.
OG Implementation of 2015 AODA Standard Requirements
OG Neighbourhood Association Online Registration (Phase 4)
Start Date
End Date
Current Status
2015
2015
Completed 2015
2013
2015
Completed 2015
131 Page^
1.4 Introduce more convenient and effective channels for citizens to access city information and
services.
Start Date
End Date
Current Status
EC
Start Date
End Date
Current Status
0001 External Website Review
2015
2016
Completed 2016
0007 Customer Service Strategy - Phase 3
2014
2017
Completed 2017
OG21 E -Services Strategy Engagement and Refreshed Roadmap
2018
2019
In Progress
OG22 Advance CRM Technology
2018
2019
In Progress
0008 E -Tendering
2016
2018
Delayed
1.5 Strengthen a culture within the organization that puts citizens
first and improves the quality of
the customer service experience.
2016
2019
Delayed
EC09
Start Date
End Date
Current Status
OG Customer Service Strategy Implementation at the Aud/Arenas
2014
2015
Completed 2015
OG13 Enhance Customer Experience at the Aud & Arenas
2016
2016
Completed 2016
OG12 Customer Service Review
2017
2019
In Progress
OG23 Close the Loop with Citizens
2018
2019
In Progress
2.1 Foster a business environment that stimulates innovation and job creation, helping startup
entrepreneurs establish and grow their business.
2.2 Support the attraction, retention and development of existing and new industries within the
regional economy, working in collaboration with the economic development corporation for
Waterloo Region.
Start Date
Start Date
End Date
Current Status
EC
Kitchener Economic Development Strategy
2015
2015
Completed 2015
EC20
Creative Hub
2016
2016
Completed 2016
EC07
Broadband & Fibre Optic Infrastructure
2016
2018
In Progress
EC24
Make It Start - Creative Hub at 44 Gaukel Street
2018
2019
In Progress
EC25
Make It Start - Digital Training for Entrepreneurs
2018
2019
In Progress
EC08
Make it Start - Advanced Manufacturing Incubator
2016
2019
Delayed
EC09
Develop a Kitchener Brand Strategy
2017
n/aCLL
2.2 Support the attraction, retention and development of existing and new industries within the
regional economy, working in collaboration with the economic development corporation for
Waterloo Region.
141 Page^
Start Date
End Date
Current Status
EC Waterloo Region Economic Development Corporation (WREDC)
2015
2015
Completed 2015
EC Regional Economic Development Strategy
2014
2015
Completed 2015
EC FCM - Municipal Partners for Economic Development (MPED)
2011
2015
Completed 2015
141 Page^
2.4 Develop and nurture a high quality of life and a powerful identity for the City of Kitchener to
attract investment and a talented creative workforce.
2.5 Facilitate the ongoing development of Downtown Kitchener as the heart of the city.
ca. — n..a,. C..,J n..a,. !`. .....,..,.a ca..a..,.
ECO2
Kitchener Market Strategic Plan
Start Date
End Date
Current Status
EC
Centre In The Square
2014
2015
Completed 2015
EC
Wi-Fi Rollout - Phase 2 Sites
2014
2015
Completed 2015
EC06
Canada 150 Wi-Fi Expansion
2016
2017
Completed 2017
EC22
Creative Hub Implementation: RFP Process
2017
2017
Completed 2017
EC05
Sport Tourism
2016
2017
Completed 2017
EC23
Make It Grow - Music and Film Industry Office
2018
2019
In Progress
EC01
Arts & Culture Strategy
2014
n/aCANCELLED
In Progress
2.5 Facilitate the ongoing development of Downtown Kitchener as the heart of the city.
ca. — n..a,. C..,J n..a,. !`. .....,..,.a ca..a..,.
ECO2
Kitchener Market Strategic Plan
2014
2016
Completed 2016
EC03
City Hall Outdoor Spaces Master Plan
2015
2016
Completed 2016
EC10
Update the Downtown Kitchener Action Plan
2017
2017
Completed 2017
EC19
Kitchener Market Strategy Implementation Plan
2016
2017
Completed 2017
EC21
City Hall Outdoor Spaces Implementation Plan
2017
2017
Completed 2017
EC04
Make It Vibrant - Special Events and Urban Experience Strategy
2015
2019
In Progress
EC26
Make It Urban - Upper Level Market Transformation
2018
2019
In Progress
EC28
City Hall Outdoor Spaces Detailed Design
2018
2019
In Progress
3.1 Give citizens the tools and opportunities to play an active leadership role in creating great
neighbourhoods and fostering a stronger sense of community belonging.
ca. — n..a,.
NB01 Neighbourhood Strategy 2014 2017
NB15 Neighbourhood Development Office 2016 2017
NB48 Snow Angel Program 2018 2019
NB47 Neighbourhood Places Program — Resident Led Public Art 2018 2019
151 Page^
3.2 Create safer streets in our neighbourhoods through new approaches to traffic calming.
Start Date
End Date
Current Status
NB
Pro -active Traffic Calming Design Features in New Developments
2015
2015
Completed 2015
NB40
School Zone Speed Reduction
2016
2016
Completed 2016
NB06
Development of Alternative (low cost) Traffic Calming Options
2015
2017
Completed 2017
NB34
Community Traffic Safety Advisory Committee
2018
2019
In Progress
NB46
Automated Speed Camera Program for Traffic Calming
2018
2019
In Progress
3.3 Manage growth, curb urban sprawl, and foster more mixed-use development,
ensuring new
development
is integrated with the diversity and character of the surrounding community.
Start Date
End Date
Current Status
NB
Kitchener Growth Management Plan 2015-2017
2015
2015
Completed 2015
NB
Cultural Heritage Landscape Study
2014
2015
Completed 2015
NB02
Central Stations RT Station Area Plan
2014
2016
Completed 2016
NB07
Residential Intensification in Established Neighbourhoods Study
2015
2017
Completed 2017
NB08
PARTS Midtown RT Station Area Plan
2015
2017
Completed 2017
NB09
PARTS Rockway RT Station Area Plan
2015
2017
Completed 2017
NB20
Community Energy Investment Strategy
2016
2018
Completed 2018
NB13
Sustainable Development Feasibility Study
2016
2018
In Progress
NB11
Comprehensive Zoning By-law Review
2013
2019
In Progress
NB12
Make it Urban - Rockway Centre Partnership Development
2014
2019
In Progress
NB21
Hidden Valley Land Use Study
2016
2019
In Progress
NB26
Urban Design Manual
2017
2019
In Progress
NB27
Growth Management Strategy Review
2018
2019
In Progress
NB30
Lower Doon Land Use Review
2018
2019
In Progress
NB31
Homer Watson/Conestoga College City Node Master Plan
2018
2019
In Progress
NB18
Complete Streets Policy
2017
2018
Delayed
NB43
Heritage Best Practices Implementation
2017
2018
Delayed
NB36
Incentives for Design/Architectural Innovation and Excellence
2019
2019
Future Project
NB32
PARTS Fairway Station Area Plan
2019
2020
Future Project
NB33
PARTS Block Line Station Area Plan
2019
2020
Future Project
NB22
Cultural Heritage Landscape Strategy Phase 2
2016
n/aCLL
161 Page^
3.4 Facilitate and promote housing developments that provide options for a diversity of lifestyles and
household types.
171 Page^
Start Date
End Date
Current Status
NB
Development Incentives for Affordable Housing - Phase 1
2015
2015
Completed 2015
NB16
Development Incentives for Affordable Housing - Phase 2
2016
2017
Completed 2017
3.5 Continue
to encourage active participation in existing recreational facilities while moving forward
with
the provision of new recreational opportunities in underserved areas
of the city.
Start Date
End Date
Current Status
NB
Jack Couch Ball Park Review
2013
2015
Completed 2015
NB35
Community Centre Facility Needs Review
2018
2019
Completed 2018
NB10
Upper Canada District Park Master Plan - Priority 1
2016
2018
In Progress
NB17
Doon Pioneer Park Skate Park
2016
2019
In Progress
NB42
Doon Pioneer Park Community Centre Expansion - Design &
2017
2019
In Progress
Construction
NB44
Community Centre Audit Implementation
2017
2019
In Progress
NB19
Implementation of the South Kitchener District Park Master Plan
2016
2018
Delayed
Phase 1
NB04
Grand River Park - Phase 1
2015
2018
Delayed
NB29
Business Case for Mill Courtland Community Centre Expansion
2018
2019
NotStarted
NB49
South-West End Community Centre Business Case
2018
2019
NotStarted
NB05
Public Interest In Hidden Valley
2015
n/aCLL
3.6 Provide
opportunities and support for citizens to lead the way
in creating
active and vibrant public
places that promote people's health, happiness and well-being
by capitalizing on local
community
assets such as community centres, pools, arenas, libraries, parks,
trails and other public spaces.
Start Date
End Date
Current Status
NB03
Community Gardens Program
2015
2017
Completed 2017
NB14
Huron Woods Community Centre Partnership
2016
2017
Completed 2017
NB24
Neighbourhood Markets
2017
2017
Completed 2017
NB41
Bee City Canada Initiative
2017
2017
Completed 2017
NB52
More Neighbourhood Events
2018
2018
Completed 2018
NB53
Boulevard Beautification Guidelines
2018
2018
Completed 2018
NB50
Neighbourhood Places Program — Neighbourhood Greening
2018
2018
In Progress
NB51
Neighbourhood Places Program — Public Seating Program
2018
2018
Delayed
NB54
Event -in -a -Trailer
2018
2019
NotStarted
NB55
Neighbourhood Use of Schools and Faith Based Facilities
2018
2019
NotStarted
NB56
Reduce Municipal Barriers — Review Permitted Uses in Parks
2018
2019
NotStarted
171 Page^
4.1 Manage and enhance the urban forest so that it will continue to make a long-term contribution to
the livability of Kitchener.
4.3 Reduce greenhouse emissions and energy consumption in all areas of city operations.
Start Date
Start Date
End Date
Current Status
SE06
Sustainable Urban Forest Management Program
2015
2018
Delayed
SE10
Community -Wide Tree Planting & Donation Program
2018
2018
Delayed
SE
Initiate Development of the Sustainable Urban Forest Program
2015
2017
CANCELLED
4.2 Develop measures to manage stormwater and improve water quality in the city's watershed.
Iron Horse Trail Improvement Strategy - Central Section
2016
Start Date
End Date
Current Status
SE02
Stormwater Master Plan
2014
2016
Completed 2016
SE05
Low Impact Development Design Guidelines - Stormwater Utility
2016
2018
Delayed
4.3 Reduce greenhouse emissions and energy consumption in all areas of city operations.
4.4 Develop a network of safe, comfortable and linked pedestrian and cycling facilities and improve
year-round maintenance on priority routes.
Start Date
End Date
Current Status
SE01 LED Street Light Standard and Conversion
2013
2016
Completed 2016
SE09 Implementation of the LED Street Light Conversion
2016
2018
Completed 2017
SE04 Corporate Climate Action Plan
2015
2018
In Progress
4.4 Develop a network of safe, comfortable and linked pedestrian and cycling facilities and improve
year-round maintenance on priority routes.
4.5 Strengthen the capability and capacity within the organization to manage all of the city's assets
so that they are affordable, dependable and sustainable in the long-term.
Cn..a,. C.. ,J n..a,. !`......,...a ca..a.
SE03 Centre In The Square Lifecycle Asset Management Plan
SE26 Asset Management Plans for Parking Enterprise
SE25 Asset Management Plans for Golf
SE27 Asset Management Plan for Storm Water
SE24 Asset Management Plans for Cemeteries
2016
2016
Start Date
End Date
Current Status
SE
Sidewalk Infill Policy
2014
2015
Completed 2015
SE
Year-round Management & Maintenance of Trails and
2015
2015
Completed 2015
Wa I kways
SE07
Iron Horse Trail Improvement Strategy - Central Section
2016
2018
In Progress
SE12
Update the Cycling Master Plan
2018
2019
In Progress
SE23
Iron Horse Trail Improvement Strategy - North and South
2018
2019
In Progress
Section
SE08
Year-round Maintenance of Trails and Pathways Around
2016
2018
Delayed
Schools - Pilot
SE11
Trail Maintenance Service Level Review
2018
2019
NotStarted
4.5 Strengthen the capability and capacity within the organization to manage all of the city's assets
so that they are affordable, dependable and sustainable in the long-term.
Cn..a,. C.. ,J n..a,. !`......,...a ca..a.
SE03 Centre In The Square Lifecycle Asset Management Plan
SE26 Asset Management Plans for Parking Enterprise
SE25 Asset Management Plans for Golf
SE27 Asset Management Plan for Storm Water
SE24 Asset Management Plans for Cemeteries
2016
2016
Completed 2016
2018
2018
In Progress
2018
2019
In Progress
2018
2019
In Progress
2018
2019
Not Started
5.1 Enhance and roll out plans for managing emergencies and business disruptions to protect lives and
continue to deliver critical services to the community.
CS Business Continuity Plan Implementation
CS27 Fire IT Strategy
CS06 Five -Year Fire Master Plan
CS36 Server Systems Failover Capability
Start Date
End Date
Current Status
2012
2015
Completed 2015
2016
2016
Completed 2016
2012
2017
Completed 2017
2016
2018
Completed 2018
5.2 Improve the design and delivery of city services so that they provide what citizens want in the most
reliable, convenient and cost-efficient way.
191 Page^
Start Date
End Date
Current Status
CS
Implementation of the Mobile Strategy
2014
2015
Completed 2015
CS
Leisure Facilities Master Plan Project Prioritization
2014
2015
Completed 2015
CS
Electronic Plan Review - Building (Phase 3)
2014
2015
Completed 2015
CS
Computerized Facility Booking Implementation — Golf
2014
2015
Completed 2015
CS
By-law Public Awareness Campaign
2012
2015
Completed 2015
CS
Golf Operations Operating Standards Review
2012
2015
Completed 2015
CS
Telestaff
2013
2015
Completed 2015
CS
Regional Radio System Upgrade
2015
2015
Completed 2015
CS
Leisure Services Governance Review
2014
2015
Completed 2015
CS
2014 Municipal Election
2013
2015
Completed 2015
CS
OmniRIM Major Version Upgrade
2014
2015
Completed 2015
CS
Railway Crossing Agreements Research
2014
2015
Completed 2015
CS
Snow Disposal Site
2012
2015
Completed 2015
CS
Sign Reflectivity Study
2014
2015
Completed 2015
CS
2014 Next Generation 911 Rollout
2013
2015
Completed 2015
CS
Ice Strategies for Inventory Replacement
2014
2015
Completed 2015
CS01
Intranet Review
2013
2016
Completed 2016
CS02
Strategic Business & Talent Attraction - Resource Model
2015
2016
Completed 2016
CS05
Williamsburg Phase II Expansion
2014
2016
Completed 2016
CS12
Records Retention Improvements
2011
2016
Completed 2016
CS14
SAP Customer Relationship & Billing
2014
2016
Completed 2016
CS21
Meter Inventory System Implementation
2015
2016
Completed 2016
CS23
CLASS Registration Software Replacement
2015
2016
Completed 2016
191 Page^
5.2 Improve the design and delivery of city services so that they provide what citizens want in the
most reliable, convenient and cost-efficient way.
Start Date
End Date
Current Status
CS28
Harmonized Sales Tax (HST) Review
2016
2016
Completed 2016
CS30
Snow Storage Disposal Facility - 1585 Battler Road
2016
2016
Completed 2016
CS32
Review of Animal Control Regulations - Keeping Chickens in
2016
2016
Completed 2016
Residential Areas
CS11
Corporate Technology Strategic Plan & Digital Strategy
2015
2017
Completed 2017
CS15
Internal Order Process Improvement
2014
2017
Completed 2017
CS34
Payment Process Improvements and Electronic Funds Transfer
2016
2017
Completed 2017
(EFT) Payments
CS52
Shopping Cart Management Plan Bylaw
2017
2017
Completed 2017
CS63
Narrowband Smart City/Internet of Things Network
2017
2017
Completed 2017
Development
CS04
KMAC: Long -Term Planning for the Future
2014
2017
Completed 2017
CS07
Parking Business Plan Review
2014
2017
Completed 2017
CS10
Implement GHS Classification and Labelling of Chemicals
2015
2017
Completed 2017
CS16
Financial Reporting Improvement Project
2016
2017
Completed 2017
CS17
Purchasing Audit Action Plan and Implementation
2015
2017
Completed 2017
CS19
Electronic Document Management
2015
2017
Completed 2017
CS20
Property Standards Compliance Review and Proactive By-law
2014
2017
Completed 2017
Enforcement
CS33
Kiwanis Park Pool Renovation
2016
2017
Completed 2017
CS35
Accounting Comprehensive Service Review Action Plan and
2016
2017
Completed 2017
Implementation
CS53
Negotiation of Animal Control Services Contract
2017
2017
Completed 2017
CS57
Installation of Active Net Recreation Management Software
2017
2017
Completed 2017
CS58
Revenue Comprehensive Service Review Action Plan and
2017
2018
Completed 2018
Implementation
CS03
Responsible Pet Ownership Strategy
2014
2018
In Progress
CS18
Electronic Agenda Management
2015
2018
In Progress
CS55
AMANDA 7 and Public Portal Review
2017
2018
In Progress
CS56
Administrative Monetary Penalties Strategy (AMPS)
2017
2018
In Progress
CS62
Development of Public Internet Access Standard
2017
2018
In Progress
201 Page^
5.2 Improve the design and delivery of city services so that they provide what citizens want in the
most reliable, convenient and cost-efficient way.
5.3 Provide citizens with competitive, rational and affordable taxation levels.
Start Date
Start Date
End Date
Current Status
CS24
Regional Emergency Communications Centre
2014
2019
In Progress
CS40
2018 Election
2017
2019
In Progress
CS60
Utility Meter Mobile Workforce Management System (MWMS)
2017
2019
In Progress
CS61
Replacement of Fire Department Dispatch System
2018
2019
In Progress
CS64
Civic Innovation Lab at Communitech
2017
2019
In Progress
CS65
Implementation of the Digital Kitchener Strategy
2017
2019
In Progress
CS66
Leisure Facilities Master Plan
2018
2019
In Progress
CS68
Electronic Records Management Strategy
2018
2019
In Progress
CS69
Automation of Payment Processing
2018
2019
In Progress
CS37
Online Business Licensing
2016
2018
Delayed
CS54
Parking Payment Technologies
2017
2018
Delayed
CS67
Direct Detect Business Case Analysis
2018
2018
Not Started
CS42
Service Review of Maintenance Standards for Public Spaces
2018
2019
Not Started
CS72
Sanitation Review — Phase 1
2018
2019
NotStarted
CS
EMS -TIF Rework
2015
CANCELLED
CS
Mobile Terminals
2015
2016
CANCELLED
CS13
Contracts Process Review
2014
n/aCANCELLED
5.3 Provide citizens with competitive, rational and affordable taxation levels.
5.4 Ensure the responsible stewardship of public funds within a supportive policy framework.
Start Date
End Date
Current Status
CS Municipal Sponsorship Program
2014
2015
Completed 2015
CS26 Create an Office of Strategic Partnerships
2016
2016
Completed 2016
CS31 Comprehensive Review of Business Licensing
2016
2018
Completed 2018
5.4 Ensure the responsible stewardship of public funds within a supportive policy framework.
211 P a g e
Start Date
End Date
Current Status
CS Employee Loan Program Review
2015
2015
Completed 2015
CS Banking Services - Request For Proposals
2015
2015
Completed 2015
CS Financial Reporting Improvements - Caseware Implementation
2014
2015
Completed 2015
CS Review Allocation of Internal Overhead Costs
2014
2015
Completed 2015
211 P a g e
5.4 Ensure the responsible stewardship of public funds within a supportive policy framework.
CS29
Purchasing Bylaw Revision
2016
2017
Completed 2017
CS22
Water & Sanitary - Review of Rate Structure
2015
2019
In Progress
CS41
Development Charges Background Study (2019)
2018
2019
In Progress
CS70
Streamline Procurement Processes Related to Payment
2018
2019
In Progress
Processing
CS09
Long Term Financial Plan
2015
2018
Delayed
CS59
Parkland Dedication Policy Update
2017
2018
Delayed
CS71
Purchasing Procedures to Support New By-law
2018
2018
Delayed
CS38
Review of Comprehensive Reserve Fund Policy
2019
2019
Future Project
CS
Business Case for Building Standards Options
2015
2016
CANCELLED
5.5 Strengthen employee engagement, performance management and accountability for results
across the organization.
221 Page^
Start Date
End Date
Current Status
CS Workplace Accommodation Review
2015
2015
Completed 2015
CS 2015-2018 Kitchener Strategic Plan
2014
2015
Completed 2015
CS25 Implementation of the First Phase of the Corporate Talent
2014
2019
In Progress
Strategy
221 Page^
Appendix 2: Full List of 2018 Projects by Category
CS09
Long Term Financial Plan
Strategic
Intergovernmental Relations — Passenger
EC11
Rail
Strategic
Sustainable Development Feasibility
NB13
Study
Strategic
NB18
Complete Streets Policy
Strategic
NB27
Growth Management Strategy Review
Strategic
NB32
PARTS Fairway Station Area Plan
Strategic
NB33
PARTS Block Line Station Area Plan
Strategic
OG10
Participatory Budgeting
Strategic
Municipal Response to the Truth and
OG24
Reconciliation Commission Calls to
Strategic
Action
SE04
Corporate Climate Action Plan
Strategic
SE12
Update the Cycling Master Plan
Strategic
Intergovernmental Relations - Municipal
SE15
Infrastructure Funding
Strategic
CS43
Development of Core Service
Business Plan Project
Performance Measures
CS56
Administrative Monetary Penalties
Business Plan Project
Strategy (AMPS)
CS61
Replacement of Fire Department
Business Plan Project
Dispatch System
CS62
Development of Public Internet Access
Business Plan Project
Standard
CS64
Civic Innovation Lab at Communitech
Business Plan Project
CS66
Leisure Facilities Master Plan
Business Plan Project
NB20
Community Energy Investment Strategy
Business Plan Project
NB29
Business Case for Mill Courtland
Business Plan Project
Community Centre Expansion
NB30
Lower Doon Land Use Review
Business Plan Project
NB31
Homer Watson/Conestoga College City
Business Plan Project
Node Master Plan
NB43
Heritage Best Practices Implementation
Business Plan Project
NB46
Automated Speed Camera Program for
Business Plan Project
Traffic Calming
OG12
Customer Service Review
Business Plan Project
OG15
Community Engagement Policy
Business Plan Project
OG20
Parks, Playgrounds and Trails Community
Business Plan Project
Engagement Review
SE05
Low Impact Development Design
Business Plan Project
Guidelines - Stormwater Utility
SE06
Sustainable Urban Forest Management
Business Plan Project
Program
23Page
Business Plan #
Project Name
Assigned Category
Iron Horse Trail Improvement Strategy -
SE07
Central Section
Business Plan
Project
Year-round Maintenance of Trails and
SE08
Pathways Around Schools - Pilot
Business Plan
Project
Community -Wide Tree Planting &
SE10
Business Plan
Project
Donation Program
SE23
Iron Horse Trail Improvement Strategy -
Business Plan
Project
North and South Section
CS48
Management of the Employee Culture
Business Plan
- Ongoing
Survey
CS49
Implementation of People Plan Action
Business Plan
- Ongoing
Items
CS51
Implementation of Business Intelligence
Business Plan
- Ongoing
Tools & Functionality
CS65
Implementation of the Digital Kitchener
Business Plan
- Ongoing
Strategy
EC27
Implementation of the Make It Kitchener
Business Plan
- Ongoing
Strategy
Implementation of the Growth
NB38
Business Plan
- Ongoing
Management Strategy
Implementation of the Traffic Calming
NB39
Business Plan
- Ongoing
Program
NB57
Age Friendly Kitchener Implementation
Business Plan
- Ongoing
SE13
Implementation of the Cycling Master
Business Plan
- Ongoing
Plan
SE14
Implementation of the Sidewalk Infill
Business Plan
- Ongoing
Program
SE16
Management of the Water Infrastructure
Business Plan
- Ongoing
Program
SE18
Development of Detailed Asset
Business Plan
- Ongoing
Management Plans
Implementation of the Energy
SE21
Conservation Demand Management
Business Plan
- Ongoing
Program
CS03
Responsible Pet Ownership Strategy
Core Service
CS18
Electronic Agenda Management
Core Service
Water & Sanitary - Review of Rate
CS22
Core Service
Structure
Regional Emergency Communications
CS24
Core Service
Centre
Implementation of the First Phase of the
CS25
Corporate Talent Strategy
Core Service
Comprehensive Review of Business
CS31
Licensing
Core Service
CS36
Server Systems Failover Capability
Core Service
CS37
Online Business Licensing
Core Service
Review of Comprehensive Reserve Fund
CS38
Policy
Core Service
24 1 F a g e
Business Plan #
Proj ect N am e
Assigned Category
CS40
2018 Election
Core Service
Development Charges Background Study
CS41
(2019)
Core Service
Service Review of Maintenance
CS42
Core Service
Standards for Public Spaces
CS44
Smart Service Delivery
Core Service
Implementation of Emergency
CS45
Management and Business Continuity
Core Service
Program
Implementation of the Finance and
CS46
Core Service
Corporate Services (FCS) Service Strategy
CS47
Internal Audit & Service Reviews
Core Service
Implementation of the Mobile
CS50
Core Service
Computing Strategy
CS54
Parking Payment Technologies
Core Service
CS55
AMANDA 7 and Public Portal Review
Core Service
Revenue Comprehensive Service Review
CS58
Action plan and implementation
Core Service
CS59
Parkland Dedication Policy Update
Core Service
Utility Meter Mobile Workforce
CS60
Core Service
Management System (MWMS)
CS67
Direct Detect Business Case Analysis
Core Service
CS68
Electronic Records Management Strategy
Core Service
CS69
Automation of Payment Processing
Core Service
Streamline Procurement Processes
CS70
Related to Payment Processing
Core Service
Purchasing Procedures to Support New
CS71
Core Service
By-law
CS72
Sanitation Review— Phase 1
Core Service
Make It Vibrant - Special Events and
Core Service — part of Implement the Make
EC04
Urban Experience Strategy
It Kitchener Strategy
EC07
Broadband & Fibre Optic Infrastructure
Core Service — part of Implement the Digital
Kitchener Strategy
Make it Start - Advanced Manufacturing
Core Service -part of Implement the Make
EC08
Incubator
It Kitchener Strategy
Make it Spark - Federal and Provincial
Core Service — part of Implement the Make
EC12
Funding for the Arts
It Kitchener Strategy
Make It Grow - Music and Film Industry
Core Service -part of Implement the Make
EC23
Office
It Kitchener Strategy
Make It Start- Creative Hub at 44 Gaukel
Core Service -part of Implement the Make
EC24
Street
It Kitchener Strategy
Make It Start- Digital Training for
Core Service -part of Implement the Make
EC25
Entrepreneurs
It Kitchener Strategy
Make It Urban - Upper Level Market
Core Service — part of Implement the Make
EC26
Transformation
It Kitchener Strategy
EC28
City Hall Outdoor Spaces Detailed Design
Core Service
251 Page
Business Plan #
Project Name
Assigned Category
NB04
Grand River Park - Phase 1
Core Service
Upper Canada District Park Master Plan -
NB10
Core Service
Priority 1
NB11
Comprehensive Zoning By-law Review
Core Service
Make it Urban - Rockway Centre
Core Service — part of Implement the Make
NB12
Partnership Development
It Kitchener Strategy
NB17
Doon Pioneer Park Skate Park
Core Service
Implementation of the South Kitchener
NB19
Core Service
District Park Master Plan Phase 1
NB21
Hidden Valley Land Use Study
Core Service
NB26
Urban Design Manual
Core Service
Community Traffic Safety Advisory
NB34
Core Service
Committee
NB35
Community Centre Facility Needs Review
Core Service
Incentives for Design/Architectural
NB36
Innovation and Excellence
Core Service
Implementation of the Community
NB37
Core Service
Grants Program
DoonPioneer Park Community Centre
NB42
Core Service
Expansion - Design & Construction
Community Centre Audit
NB44
Core Service
Implementation
Neighbourhood Places Program —
Core Service — part of Implement the
NB47
Resident Led Public Art
Neighbourhood Strategy*
NB48
Snow Angel Program
Core Service — part of Implement the
Neighbourhood Strategy*
South-West End Community Centre
NB49
Core Service
Business Case
Neighbourhood Places Program —
Core Service -part of Implement the
NB50
Neighbourhood Greening Program
Neighbourhood Strategy*
Neighbourhood Places Program — Public
Core Service — part of Implement the
NB51
Seating Program
Neighbourhood Strategy*
Core Service — part of Implement the
NB52
More Neighbourhood Events
Neighbourhood Strategy"
NB53
Boulevard Beautification Guidelines
Core Service
NB54
Event -in -a -Trailer
Core Service — part of Implement the
Neighbourhood Strategy*
Neighbourhood Use of Schools and Faith
Core Service — part of Implement the
NB55
Based Facilities
Neighbourhood Strategy*
Reduce Municipal Barriers — Review
Core Service -part of Implement the
NB56
Permitted Uses in Parks
Neighbourhood Strategy*
OG08
E -Tendering
Core Service
Publish Information About Council
OG 14
Core Service
Decisions and City Processes
Community Engagement Plans, Tools and
OG 16
Core Service
Resources
OG 17
Community Engagement Training
Core Service
26Page
Business Plan #
Project Name
Assigned Category
Development of the Online Customer
OG 19
Service Portal
Core Service
E -Services Strategy Engagement and
OG21
Refreshed Roadmap
Core Service
Advance Customer Relationship
OG22
Management (CRM) Technology
Core Service
OG23
Close the Loop with Citizens
Core Service
SE11
Trail Maintenance Service Level Review
Core Service
SE17
Development of Asset Data Systems
Core Service
Implementation of Emerald Ash Borer
SE19
Core Service
Management Program
Development of Facility Asset
SE20
Management Plans
Core Service
SE24
Asset Management Plans for Cemeteries
Core Service
SE25
Asset Management Plans for Golf
Core Service
Asset Management Plans for Parking
SE26
Core Service
Enterprise
SE27
Asset Management Plan for Storm Water
Core Service
271 Page
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