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HomeMy WebLinkAboutCAO-19-001 - 2015-2018 Business Plan Updates and 2019 Business Plan Projec..REPORT TO:Finance and Corporate Services Committee DATE OF MEETING:January 21, 2019 SUBMITTED BY:Kathryn Dever, Director, Strategy & Corporate Performance, (519) 741-2200 ext. 7370 PREPARED BY:Karen Cooper, Manager, Strategic &Business Planning, (519) 741-2200 ext. 7817 Jennifer MacLean,Corporate Planning Analyst, (519) 741-2200 ext. 7263 WARD (S) INVOLVED:All Ward(s) DATE OF REPORT:January 9, 2019 REPORT NO.:CAO-19-001 SUBJECT:2015-2018 Business Plan Status and 2019 Business Plan Project List ___________________________________________________________________________ RECOMMENDATION: That the City of Kitchener 2019 Business Plan Project List outlined in Appendix Bto report CAO-19-001be approved, subject to budget deliberations. BACKGROUND: On August 24, 2015, Council approved the 2015-2018Strategic Plan withfive top priorities for that term of Council to build an innovative, caring and vibrant Kitchener. A Strategic Plan for 2019-2022 is under development for the new term of Council. 2019 is therefore, a transition year between the two strategic plans as shown in the following graphic. 2019-2022Strategic Plan Timing The development of the new strategic plan for this term of Council began in 2017 and will be completed for Council approval in June of this year as shown in the following timeline: ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 5 - 1 Business Plan Relationship to Strategic Plan Business plans identify for Council and the community the specificactions the city is undertaking to implement the strategic plan and departmental core service work. Business plan projects are proposed for Council review each year and the status of those projects isreported onthree times per year, with ongoing initiatives reported annually at year-end. Sharing this information regularly with Council and the public demonstratestransparency and accountability. 2018 Business Plan Year End Report On December 12, 2017, Council approved 92 projects and 27 ongoing programsthat the City expected to make progress on in 2018. As of December 31, 2018, 66%of the active projects have been completed or are on track to be completed by the planned end date. Thirteen projects were completed in 2018, and 34%have been put on hold, had their expected completion dates delayed or were not started. As with previous years, more projects were listed than could be completed. A listing of all 2018 Business Plan projects and theircurrent status will be postedon the This report provides Council and the community with: 1.An overview of what wasaccomplished during the2015-2018 Council term period, and 2.Recommended business plan projects and programs to undertake in the 2019 Business Plan. REPORT: 1.Results from the 2015-2018 Business Plans There were 223 projects identified in business plans during the 2015-2018 term of Council. Over half (122) of the projects have been completed and 46arecurrentlyin progress. The majority of projects completed were related to the ffectiveand efficient city servicesstrategic priority. Business plan accomplishmentsin each Strategic Plan priorityfrom 2015-2018are outlined in Appendix A. Key accomplishments include: Open Government Implementation of the e-participation strategy, completion of a Community Engagement Policy and launchingthe Engage Kitchener platformincreasedcitizen involvement in decisions that affect them. Piloting participatory budgeting enabled residents to lead the way in terms of vision, ideas and decision making for two park upgrades and havingmore say in shaping their neighbourhood. Strong & Resilient Economy Creation of the award winning Make it Kitchener strategypromotesinnovation and vibrancy in economic development in Kitchener while supporting regional initiatives.A key success is the Creative Hub at 44 Gaukel. The Accelerator Centre and ArtsBuild Ontario have been working collaboratively managing theHubsince 2016;the space has been home to over 20 start-ups and organizations and has resulted in innovative cross-sectoral collaborations. In 2018 Council endorsed apartnership operating model for the Creative Hub property. A new mandate for Centre inthe Squarewas approved by Council and set the direction for the centre to present commercial performances and shows from the regional non-profit arts and culture community, with the mix leaning towards community development. Safe & Thriving Neighbourhoods Completion of the neighbourhood strategy established focus for the city to help residents build and enjoy great neighbourhoods. Three community gardengrants, 16 neighbourhood matchinggrants, and 12 place-makingchallenge grants were awardedin 2018, 5 - 2 enabling residents to make great things happen in their neighbourhoods.There wereover 14,000 website visits to lovemyhood.ca. Numerous traffic calming effortswere initiated. Areduced 40km/h speed limit was implemented on all roadways adjacent to elementary schools.Alow cost/seasonal traffic calming programwas approved to help alleviatespeedingon residential streets that do not warrant traditional traffic calming.Thedevelopment manual was updated to includeproactive traffic calming measures within new subdivisions. Resident-led neighbourhood traffic calming initiatives were also completed. Sustainable Environment &Infrastructure combination with conventional approaches to better and more efficiently manage stormwater, reducing the risk of flooding and safeguardingthe environment. Conversio more than half and reduce GHG emissions from city operations by 200 tonnes annually. Effective & Efficient City Services Creation of the five year Fire Master Planresulted in better decision making in fire education, fire safety standards and enforcement, and emergency responsesto helpensure the highest level of fire protection servicesare providedin a cost-effective manner for the city. The business licensing review resulted in a new,modern licensing by-law,witha customer service focus supportingneighbourhood and community organizations, businesses andpublic protection. 2.2019 Business Plan Projects Staff foundthat projects could be categorized into two broad categories as follows: Strategic item:Big Picture/Transformative These projects are directly connected to the strategic goals and objectives and were informed by the Environics survey results and community engagement results. These projects will aid the city in achieving the strategic goals laid out in the 2015-2018 Strategic Plan. Business Plan item:Tactical focus Projects:include Council priorities, items ofhigh public/advisory committee interest, key service improvements, key ward projects and high importance to staff. They may be smaller scale actions that support a larger purpose or initiative of the strategic plan. Ongoing:core service programs that are of high interest/importance to Council, public or staff. The recommended2019 City of Kitchener Business Plan List of Projectsisincluded as AppendixBto this report.Itincludes13new items(10projectsand 3 ongoing programs),45continuing projects and 15continuingongoing programs. Some projects have been incorporated into overarching programs of work in order to streamline and help manage the work involved and some continuing projects have had scope changes. This list of projects realistically represents what can be achieved in 2019.The goal for 2019 is to achieve higher completion rates and deliver more projects that havea strategic focus. Strategic Plan Direction In 2018 Council received the results of the Environicssurvey and a presentation from Compass Kitchener on community priorities which will inform the creation of the 2019-2022 Strategic Plan. There is great alignment on areas of interest between the community, Council and staff. Staff have begun work on 5 - 3 assessing possible priorities for the new strategic plan consistent with the expressed interests.While the 2019 Business Plan projects are aligned to the existing 2015-2018 plan, many of the new items are also aligned with emerging themes.The following 13new projectsare included in the recommended 2019 Business Plan Project list: Development of a Water Leaks Policy Intergovernmental Relations Advocacy (strategies to effectively communicate City priorities to other levels of government) Review the Make It Kitchener Strategy Review Community Centre Use and Neighbourhood Association Affiliation Policy Construct Huron Brigadoon school/community centre Review Municipal Roadway Speed Limits Mayors Task Force on Inclusion Complete Winter Maintenance Pilots: Sidewalks &Trails Corporate Sustainability Program -Creation of a Revolving Energy Efficiency Fund Implementation of the Sustainable Urban Forestry Program Corporate Project Management Needs Assessment Review Provision of Development Services Comprehensive Grants Review Budget Impacts The business plan and the budget are developed in parallel through an iterative process of review and revision that keeps the allocation of resources in sync with the planned work of the organization. Resources to complete the work identified in the City of Kitchener 2019 Business Plan Project list are provided in the proposed 2019budget as detailed in the Financial Implications section of this report. Next Steps Subject to Council approval of the proposed business plan projects outlined in Appendix B,including any adjustments that may result from budget decisions, the list will be incorporated into aCity of Kitchener 2019 Business Plandocument, along withthe next phase of core service performance reporting. The final 2019 Business Plan will be ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: to build an innovative, caring and vibrant Kitchener. FINANCIAL IMPLICATIONS: The following new provisions wereincluded in the proposed 2019 capital and operating budgetsto support the recommended 2019 business plan projects. If the resources are not approved by Council through the budget process, the scope ofwork may be scaled down, items may be deferred to a future year, or may be removed from the business plan. OG19 Online Customer Service Portal New funding of $120k in capital and $225k in operating is included inthe 2019 budget package. EC28Rehabilitating City Hall Outdoor Spaces New funding of $8.5millionis included inthe 2019-2022 capital budget forrehabilitation of critical infrastructure for City Hall outdoor spaces. 5 - 4 NB59 Huron Brigadoon area school/Community Centre construction $2.9 million in new capital funding is included in the 2019-2020 capital budget as per report CSD-18-089. SE13 Implementation of the Cycling Master Plan New fundingof $1 million isincluded in the 2019 capital budget for improvements to cycling infrastructure. SE28Corporate Sustainability Program -Energy Management RevolvingFund New funding of $400kis included in the 2019 operating budget to create a revolving fund that will finance projects that promote energy efficiency/greenhouse gas reductions. SE29 Implementation of Sustainable Urban Forestry ProgramNew funding of $235k has been included in the 2019 operating budget to begin implementation of the Urban Forest Strategy. SE31Implementation of Trails Master Plan Projects New funding of $1.05 millionis included inthe 2019 capital budget for the trestle bridge replacement and to address the lossof Provincial grant funding forthe Iron Horse Trail project. COMMUNITY ENGAGEMENT: CONSULT The community was consulted on developing priorities forthe 2015-2018 Strategic Plan. In 2018 the community was consulted on developing priorities for the 2019-2022 Strategic Plan which is to be completed in 2019. Communityinput has informed the inclusion ofnew and continuing itemsin the Business PlanProject List. INFORM committee meeting. ACKNOWLEDGED BY: Dan Chapman, Chief Administrative Officer Appendix A: 2015-2018Business Plan Accomplishments Appendix B: Recommended 2019 Business Plan Project List 5 - 5 Appendix A: 2015-2018 Accomplishments Open Government 1.1Provide 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. OG02Open Data Portal Launch and Data Set AutomationCompleted 2016 OG05Open By Default Strategy ImplementationCompleted 2017 1.2Strengthen communication on issues of interest to the public and proactively publish related documents in an accessible format to give citizens the information they need to understand the city's plans, priorities and the rationale for key decisions. OG03Accurate Communication of Plans for Future DevelopmentCompleted 2016 OG18Review and Update Corporate Digital Media StrategyCompleted 2017 OG14Publish Information About Council Decisions and City ProcessesCompleted 2018 1.3Create more opportunities for citizen dialogue on community issues and introduce new ways for people to get involved in decisions that affect them. OGYouth Engagement AuditCompleted 2015 OG04Council Engagement with CitizensCompleted 2016 OG06Implement the e-Participation StrategyCompleted 2016 OG09Corporate-Wide Community Engagement ReviewCompleted 2017 OG15Community Engagement PolicyCompleted 2018 OG16Community Engagement Plans, Tools and ResourcesCompleted 2018 1.4Introduce more convenient and effective channels for citizens to access city information and services. OGImplementation of 2015 AODA Standard RequirementsCompleted 2015 OGNeighbourhood Association Online Registration (Phase 4)Completed 2015 OG01External Website ReviewCompleted 2016 OG07Customer Service Strategy -Phase 3Completed 2017 OG19Development of the Online Customer Service PortalOngoing 1.5Strengthen a culture within the organization that puts citizens first and improves the quality of the customer service experience. OGCustomer Service Strategy Implementation at the Aud/ArenasCompleted 2015 OG13Enhance Customer Experience at the Aud & ArenasCompleted 2016 Strong and Resilient Economy 2.1Foster a business environment that stimulates innovation and job creation, helping startup entrepreneurs establish and grow their business. ECKitchener Economic Development StrategyCompleted 2015 ECFCM -Municipal Partners for Economic Development (MPED)Completed 2015 EC20Creative HubCompleted 2016 2.2Support the attraction, retention and development of existing and new industries within the regional economy, working in collaboration with the economic development corporation for Waterloo Region. ECWaterloo Region Economic Development Corporation (WREDC)Completed 2015 ECRegional Economic Development StrategyCompleted 2015 EC27Implementation of the Make It Kitchener StrategyOngoing 2.3-Waterloo Region corridor to support the development of a globally-significant regional innovation economy. EC11Intergovernmental Relations -Passenger RailOngoing 2.4Develop and nurture a high quality of life and a powerful identity for the City of Kitchener to attract investment and a talented creative workforce. ECCentre In The SquareCompleted 2015 ECWi-Fi Rollout -Phase 2 SitesCompleted 2015 EC06Canada 150 Wi-Fi ExpansionCompleted 2017 EC22Creative Hub Implementation: RFP ProcessCompleted 2017 5 - 6 Strong and Resilient Economy -continued 2.5Develop and nurture a high quality of life and a powerful identity for the City of Kitchener to attract investment and a talented creative workforce. EC05Sport TourismCompleted 2017 EC12Make it Spark -Federal and Provincial Funding for the ArtsOngoing 2.6Facilitate the ongoing development of Downtown Kitchener as the heart of the city. EC02Kitchener Market Strategic PlanCompleted 2016 EC03City Hall Outdoor Spaces Master PlanCompleted 2016 EC10Update the Downtown Kitchener Action PlanCompleted 2017 EC19Kitchener Market Strategy Implementation PlanCompleted 2017 EC21City Hall Outdoor Spaces Implementation PlanCompleted 2017 Safe and Thriving Neighbourhoods 3.1Give citizens the tools and opportunities to play an active leadership role in creating great neighbourhoods and fostering a stronger sense of community belonging. NB01Neighbourhood StrategyCompleted 2017 NB15Neighbourhood Development OfficeCompleted 2017 NB48Snow Angel ProgramCompleted 2018 NB57Age Friendly Kitchener ImplementationOngoing 3.2Create safer streets in our neighbourhoods through new approaches to traffic calming. NBPro-active Traffic Calming Design Features in New DevelopmentsCompleted 2015 NB40School Zone Speed ReductionCompleted 2016 NB06Development of Alternative (low cost) Traffic Calming OptionsCompleted 2017 NB39Implementation of the Traffic Calming ProgramOngoing 3.3Manage growth, curb urban sprawl, and foster more mixed-use development, ensuring new development is integrated with the diversity and character of the surrounding community. NBKitchener Growth Management Plan 2015-2017Completed 2015 NBCultural Heritage Landscape StudyCompleted 2015 NB02Central Stations RT Station Area PlanCompleted 2016 NB07Residential Intensification in Established Neighbourhoods StudyCompleted 2017 NB08PARTS Midtown RT Station Area PlanCompleted 2017 NB09PARTS RockwayRT Station Area PlanCompleted 2017 NB20Community Energy Investment StrategyCompleted 2018 NB38Implementation of the Growth Management StrategyOngoing 3.4Facilitate and promote housing developments that provide options for a diversity of lifestyles andhousehold types. NBDevelopment Incentives for Affordable Housing -Phase 1Completed 2015 NB16Development Incentives for Affordable Housing -Phase 2Completed 2017 3.5Continue to encourage active participation in existing recreational facilities while moving forward with the provision of new recreational opportunities in underserved areas of the city. NBJack Couch Ball Park ReviewCompleted 2015 NB35Community Centre Facility Needs ReviewCompleted 2018 3.6Provide opportunities and support for citizens tolead 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. NB03Community Gardens ProgramCompleted 2017 NB14Huron Woods Community Centre PartnershipCompleted 2017 NB24Neighbourhood MarketsCompleted 2017 NB41Bee City Canada InitiativeCompleted 2017 NB52More Neighbourhood EventsCompleted 2018 NB53Boulevard Beautification GuidelinesCompleted 2018 NB37Implementation of the Community Grants ProgramOngoing 5 - 7 SustainableEnvironment and Infrastructure 4.1Manage and enhance the urban forest so that it will continue to make a long-term contribution tothe livability of Kitchener. SE19Implementation of the Emerald Ash Borer Management ProgramOngoing 4.2Develop measures to manage stormwater and improve water quality in the city's watershed. SE02Stormwater Master PlanCompleted 2016 4.3Reduce greenhouse emissions and energy consumption in all areas of city operations. SE01LED Street Light Standard and ConversionCompleted 2016 SE09Implementation of the LED Street Light ConversionCompleted 2017 SE21Implementation of the Energy Conservation DemandManagement ProgramOngoing 4.4Develop a network of safe, comfortable and linked pedestrian and cycling facilities and improve year-round maintenance on priority routes. SESidewalk Infill PolicyCompleted 2015 SEYear-round Management & Maintenance of Trails andWalkwaysCompleted 2015 SE13Implementation of the Cycling Master PlanOngoing SE14Implementation of the Sidewalk Infill ProgramOngoing 4.5Strengthen the capability and capacity within the organization to manage all of the city's assets so that they are affordable, dependable and sustainable in the long-term. SE03Centre In The Square Lifecycle Asset Management PlanCompleted 2016 SE16Management of the Water Infrastructure ProgramOngoing SE17Development of Asset Data SystemsOngoing SE18Development of Detailed Asset Management PlansOngoing SE20Development of Facility Asset Management PlansOngoing 4.6Improve the City of Kitchener's ability to leverage funding opportunities for the developmentand renewal of infrastructure through federal and provincial programs and other partnerships. SE15Intergovernmental Relations -Municipal Infrastructure FundingOngoing Effective and Efficient City Services 5.1Enhance and roll out plans for managing emergencies and business disruptions to protect lives andcontinue to deliver critical services to the community. CSBusiness Continuity Plan ImplementationCompleted 2015 CS27Fire IT StrategyCompleted 2016 CS06Five-Year Fire Master PlanCompleted 2017 CS36Server Systems Failover CapabilityCompleted 2018 CS45Implementation of Emergency Management and BusinessContinuity ProgramOngoing 5.2Improve the design and delivery of city services so that they provide what citizens want in the most reliable, convenient and cost-efficient way. CSImplementation of the Mobile StrategyCompleted 2015 CSLeisure Facilities Master Plan Project PrioritizationCompleted 2015 CSElectronic Plan Review -Building (Phase 3)Completed 2015 CSComputerized Facility Booking Implementation GolfCompleted 2015 CSBy-law Public Awareness CampaignCompleted 2015 CSGolf Operations Operating Standards ReviewCompleted 2015 CSTelestaffCompleted 2015 CSRegional Radio System UpgradeCompleted 2015 CSLeisure Services Governance ReviewCompleted 2015 CS2014 Municipal ElectionCompleted 2015 CSOmniRIM Major Version UpgradeCompleted 2015 CSRailway Crossing Agreements ResearchCompleted 2015 CSSnow Disposal SiteCompleted 2015 CSSign Reflectivity StudyCompleted 2015 CS2014 Next Generation 911 RolloutCompleted 2015 5 - 8 Effective and Efficient City Services 5.2Improve the design and delivery of city services so that they provide what citizens want in the most reliable, convenient and cost-efficient way. CSIce Strategies for Inventory ReplacementCompleted 2015 CSManagement of Termite InfestationsCompleted 2015 CS01Intranet ReviewCompleted 2016 CS02Strategic Business & Talent Attraction -Resource ModelCompleted 2016 CS05Williamsburg Phase ll ExpansionCompleted 2016 CS12Records Retention ImprovementsCompleted 2016 CS14SAP Customer Relationship & BillingCompleted 2016 CS21Meter Inventory System ImplementationCompleted 2016 CS23CLASS Registration Software ReplacementCompleted 2016 CS28Harmonized Sales Tax(HST) ReviewCompleted 2016 CS30Snow Storage Disposal Facility -1585 Battler RoadCompleted 2016 CS32Review of Animal Control Regulations -Keeping Chickens inResidential AreasCompleted 2016 CS11Corporate Technology Strategic Plan & Digital StrategyCompleted 2017 CS15Internal Order Process ImprovementCompleted 2017 CS34Payment Process Improvements and Electronic Funds Transfer(EFT) PaymentsCompleted 2017 CS52Shopping Cart Management Plan BylawCompleted 2017 CS63Narrowband Smart City/Internetof Things NetworkDevelopmentCompleted 2017 CS04KMAC: Long-Term Planning for the FutureCompleted 2017 CS07Parking Business Plan ReviewCompleted 2017 CS10Implement GHS Classification and Labelling of ChemicalsCompleted 2017 CS16Financial Reporting Improvement ProjectCompleted 2017 CS17Purchasing Audit Action Plan and ImplementationCompleted 2017 CS19Electronic Document ManagementCompleted 2017 CS20Property Standards Compliance Review and Proactive By-lawEnforcementCompleted 2017 CS33KiwanisPark Pool RenovationCompleted 2017 CS35Accounting Comprehensive Service Review Action Plan andImplementationCompleted 2017 CS53Negotiation of Animal Control Services ContractCompleted 2017 CS57Installation of Active Net Recreation Management SoftwareCompleted 2017 CS58Revenue Comprehensive Service Review Action Plan andImplementationCompleted 2018 CS46Implementation of the FCS Service StrategyCompleted 2018 CS44Smart Service DeliveryOngoing CS47Internal Audit & Service ReviewsOngoing CS50Implementation of the Mobile Computing StrategyOngoing CS51Implementation of Business Intelligence Tools & FunctionalityOngoing 5.3Provide citizens with competitive, rational and affordable taxation levels. CSMunicipal Sponsorship ProgramCompleted 2015 CS26Create an Office of Strategic PartnershipsCompleted 2016 CS31Comprehensive Review of Business LicensingCompleted 2018 5.4Ensure the responsible stewardship of public funds within a supportive policy framework. CSEmployee Loan Program ReviewCompleted2015 CSBanking Services -Request For ProposalsCompleted 2015 CSFinancial Reporting Improvements -Caseware ImplementationCompleted 2015 CSReview Allocation of Internal Overhead CostsCompleted 2015 CS29Purchasing Bylaw RevisionCompleted 2017 5.5Strengthen employee engagement, performance management and accountability for results across the organization. CSWorkplace Accommodation ReviewCompleted 2015 CS2015-2018 Kitchener Strategic PlanCompleted 2015 CS08Performance Evaluation at Kitchener ProgramCompleted 2016 CS43Development of Core Service Performance MeasuresOngoing CS48Management of the Employee Culture SurveyOngoing CS49Implementation of People Plan Action ItemsOngoing 5 - 9 Appendix B: Recommended 2019 Business Plan List Open Government Projects OG08E-Tendering OG10 Participatory Budgeting*strategic item OG12 Customer Service Review OG19 Online Customer Service Portal OG20 Parks, Playgrounds and Trails Community Engagement Review OG23 Close the Loop with Citizens OG24 Municipal Response to the Truth and Reconciliation Commission Calls to Action*strategic item OG26 Development of a Water Leak Policy*new Ongoing Programs OG25Intergovernmental Relations Advocacy*new Strong and Resilient Economy Projects EC07 Broadband andFibre Optic Infrastructure EC11 Intergovernmental Relations -Passenger Rail EC28 Rehabilitation of City Hall Outdoor Spaces EC29 Review of the Make It Kitchener Strategy*newand strategic item Ongoing Programs EC27 Implementation of the Make It Kitchener Strategy Safe and Thriving Neighbourhoods Projects NB11 Comprehensive Zoning By-law Review NB13 Sustainable Development Feasibility Study*strategic item NB18 Complete Streets Policy*strategic item NB21 Hidden Valley Land Use Study NB26 Urban Design Manual NB29 Business Case for Mill Courtland Community Centre Expansion NB34 Community Traffic Safety Advisory Committee NB36 Incentives for Design/Architectural Innovation and Excellence NB42 Doon Pioneer Park Community Centre Expansion -Design andConstruction NB43 Heritage Best Practices Implementation NB46 Automated Speed Camera Program for Traffic Calming NB55 Neighbourhood Use of Schools and Faith Based Facilities NB56 Reduce Municipal Barriers Review Permitted Uses in Parks NB58 Review of community centre use of space and the Neighbourhood Association Affiliation Policy*new NB59 Huron Brigadoon area school / Community Centre construction*new NB61 Review Municipal Roadway Speed Limit*new NB63Mayors Task Force on Inclusion*new NB64Comprehensive Grants Review *new Ongoing Programs NB38 Implementation of the Growth Management Strategy NB39 Implementation of the Traffic Calming Program NB57 Age Friendly Kitchener Implementation NB60 NB62 Implementation of Parks Master Plan Projects 5 - 10 SustainableEnvironment and Infrastructure Projects SE05 Low Impact Development Design Guidelines -Stormwater Utility SE06 Sustainable Urban Forest Strategy*strategic item SE12 Update the Cycling and Trails Master Plan*strategic item SE15 Intergovernmental Relations -Municipal Infrastructure Funding SE29 Complete Winter Maintenance Pilots Sidewalks and Trails*new Ongoing Programs SE13 Implementation of the Cycling Master Plan SE14 Implementation of the Sidewalk Infill Program SE16 Management of the Water Infrastructure Program SE17 Development of AssetData Systems SE18 Development of Detailed Asset Management Plans SE28 Corporate Sustainability ProgramCreation of a Revolving Energy Efficiency Fund*newand strategic item SE30 Implementation of Sustainable Urban Forestry Program*new SE31 Implementation of Trails Master Plan Projects Effective and Efficient City Services Projects CS03 Research Best Practices on Cat Licensing/Microchipping CS09 Long Term Financial Plan*strategic item CS18 Electronic Agenda Management CS37 Online Business Licensing CS41 Development Charges Background Study (2019) CS55 AMANDA 7 and Public Portal Review CS56 Administrative Monetary Penalties System (AMPS) CS59 Parkland Dedication Policy Update CS60 Utility Meter Mobile Workforce Management System (MWMS) CS61 Replacement of Fire Department Dispatch System CS62 Development of Public Internet Access Standard CS64 Civic Innovation Lab at Communitech CS65 Implementation of the Digital Kitchener Strategy CS66 Leisure Facilities Master Plan CS67 Direct Detect Business Case Analysis CS68 Electronic Records Management Strategy CS69 Automation of Payment Processing CS71 Purchasing Procedures to Support New By-law CS73 Corporate Project Management Needs Assessment*new CS74 Development Services Review*newand strategic item Ongoing Programs CS43 Development of Core Service Performance Measures CS45 Implementation of Emergency Management and Business Continuity Program*strategic item CS47 Internal AuditandService Reviews ŷĻ ЋЉЊВ ĬǒƭźƓĻƭƭ ƦƌğƓ źƓĭƌǒķĻƭ ЎЎ ƦƩƚƆĻĭƷƭ ğƓķ ЊБ ƚƓŭƚźƓŭ ƦƩƚŭƩğƒƭ 5 - 11