HomeMy WebLinkAboutFCS Agenda - 2019-01-21Finance & Corporate Services Committee
Agenda
Monday, January 21, 2019
4:30 p.m. 6:00 p.m.
Office of the City Clerk
Council Chamber
Kitchener City Hall
nd
200 King St.W. - 2 Floor
Kitchener ON N2G 4G7
Page 1 Chair - Councillor S. Davey Vice-Chair - Councillor P. Singh
Consent Items
The following matters are considered not to require debate and should be approved by one motion in accordance
with the recommendation contained in each staff report. A majority vote is required to discuss any report listed
as under this section.
1. DSD-18-163 - Waterloo Region Small Business Centre
- Digital Main Street Program funding agreement with the
Ontario Business Improvement Area Association (OBIAA)
2. FIN-19-003 - 2019 Donations Made to City-Related Organizations
3. CSD-19-001 - Neighbourhood Association Affiliation 2019
4. DSD-19-004 - All-Way Stop Control Seabrook Drive at Woodbine Avenue
Delegations
-law, delegations are permitted to address the Committee for a maximum of 5
minutes.
None at this time.
Discussion Items
5. CAO-19-001 - 2015-2018 Business Plan Status and 2019 Business Plan Project List (45 min)
(Staff will provide a 5 minute presentation on this matter)
6. DSD-19-003 - 2019 Artist-in-Residence Appointment (20 min)
(Staff will provide a 5 minute presentation on this matter)
7. COR-19-001 - 1440 Huron Road (Fire Station 7) Cellular Tower Land Lease (15 min)
Information Items
None
Jeff Bunn
Manager, Council & Committee Services/Deputy City Clerk
** Accessible formats and communication supports are available upon request. If you require assistance to
take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
REPORT TO:Finance and Corporate ServicesCommittee
DATE OF MEETING:January 21, 2019
SUBMITTED BY:Chris Farrell, Manager, Small Business Centre 519 741 2200 ext 741
PREPARED BY:Chris Farrell, Manager, Small Business Centre 519 741 2200 ext 741
WARD (S) INVOLVED:All
DATE OF REPORT:December 21, 2018
REPORT NO.:DSD-18-163
SUBJECT:Digital Main Street Program funding agreement with Ontario Business
Improvement Area Association
___________________________________________________________________________
RECOMMENDATION: That the Mayor and Clerk be authorized to execute a funding
agreement with the Ontario Business Improvement Area Association (OBIAA) for the
Small Business Centre; said agreement to be to the satisfaction of the City Solicitor.
BACKGROUND:
events, one-on-one coaching, mentoring and access to industry professionals.
Waterloo Region Small Business Centre operates with 5.5 full time employees. Over the past year,staff
responded to over 25,000 inquiries, deliveredover 250seminars, and provided one-on-one consultations
to over 2,000 businesses.Resulting in over 600 jobs created.Avolunteer Board of Advisors consisting
of 10 local business professionals and fundersprovide guidance and governance to WRSBC.
REPORT:
The Waterloo Region Small Business Centre will implement a new program titled Digital Main Street.
The program will help main street businesses region-wide by providing resources, training and support
for adoption of digital technologies to increase sales and productivity.
The Digital Main Street Program Funding is provided by Ontario Business Improvement Area
Association (OBIAA), through a Province of Ontario Digital Initiative approved under the Main Street
Enhancement Initiative and administered through the Ontario Ministry of Agriculture, Food and Rural
Affairs (OMAFRA).
Digital Main Street servicesinclude:
ADigital Assessmentof the business that is serves as their roadmap to identify technology
needs. TheDigital Assessment generates -for businesses to
develop a digital marketing and productivity strategies.
One-on-one support assisting main street businesses with their adoption of technologies.
Technical support from a Digital Service Squad, post-secondary graduates from the Digital
Innovation Skills Graduate Certificate program. The Squad has a broad range of skills to assist
small businesses with onboarding basic technologies.
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A series of 11 on-line learning modules, businesses completing the modules create a
personalized digital transformation plan and have an opportunity to apply for a $2,500 Provincial
Grant.
An on-line directory for local companies to list and promote their technical and marketing
services.
Over the past year, WRSBC delivered a Digital Main Street Pilot Project providing services to 132 main
street businesses-applicant for the OBIAA funding.
There are over 2,000 BIA members throughout Waterloo Region;the objective of the project is to work
with 350 main street businesses.
The Waterloo Region Small Business Centre will deliver the Digital Main Street program on behalf of
ninecontribution is $90,000 for a one-year project January 1, 2019 to
December 31, 2019. The funding expenses include half a full-nefits, digital
service squad fees-for-servicesand direct overhead costs such as equipment, marketing, travel and
meeting expenses.
The Digital Main Street program supports, empowers and educates main street businesses as well as
encourages them to connect with local digital service providers when needed.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority:Strong & Resilient Economy
Strategy: #2.2 Support the attraction, retention and development of existing and
newindustries within the regional economy working in collaboration with the
economic development corporation for Waterloo Region.
Strategic Action: # 26Make It Start
# 27 Make It Grow
FINANCIAL IMPLICATIONS:
None. The project is funded by OBIAA
ACKNOWLEDGED BY: Justin Readman, General Manager DSD
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REPORT TO:Finance and Corporate Services Committee
DATE OF MEETING:January 21, 2019
SUBMITTED BY:Brenda Johnson, Director of Accounting, 519-741-2200 Ext 7647
PREPARED BY:Brenda Johnson, Director of Accounting, 519-741-2200 Ext 7647
WARD (S) INVOLVED:All
DATE OF REPORT:January 2, 2019
REPORT NO.:FIN-19-003
SUBJECT:2019 Donations Made to City-Related Organizations
_________________________________________________________________________
RECOMMENDATION: That for the fiscalyear2019, donations received by the City of Kitchener on
behalf of City-related organizations, namely Minor Sports Groups, Neighbourhood Associations, KW
Golf Committee, KW Chamber of Commerce Physicians Recruitment and Advocacy Group, and Tier
1 and Tier 2 grant recipients, be redistributed to those organizations as intended by the donor.
BACKGROUND:
The City of Kitchener is authorized to issue donation receipts for income tax purposes when a donation that
legally qualifies as a gift is made to amunicipalityas per Section 110 1a of the Income Tax Act.
REPORT:
Canada Revenue Agency requires that for donations to be eligible for income tax receipts, all funds must
be made payable directly to the City of Kitchener and that any funds re-distributed to City-related
organizations must be approved by Council. Council has granted this approval in the past on an annual
basis.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
h
the delivery of core service.
FINANCIAL IMPLICATIONS:
The City issued approximately 170donation receipts in 2018,totalling just over $99,000. Of these, 23
per cent were made to the city in general and 77per cent of donations were re-directed to city-related
organizations as requested by the donor. The cost to process receipts is minimal and includes postage,
paper and staff processing time.
COMMUNITY ENGAGEMENT:
INFORM This report has been posted nda in advance of the
council committee meeting.
ACKNOWLEDGED BY: Jonathan Lautenbach, Chief Financial Officer, Financial Services
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REPORT TO:Finance & Corporate Services Committee
DATE OF MEETING:January 21, 2019
SUBMITTED BY:Mark Hildebrand, Director, Neighbourhood Programs and Services,
519-741-2200 ext7687
PREPARED BY:Steve Roth, Manager, Community Centres, 519-741-2200 ext 7077
WARD (S) INVOLVED:All
DATE OF REPORT:December 28, 2018
REPORT NO.:CSD-19-001
SUBJECT:Neighbourhood Association Affiliation 2019
___________________________________________________________________________
RECOMMENDATION:
That the list of proposed NeighbourhoodAssociations, as attached to Community
Services Department report CSD-19-001,be approved for affiliation for the year 2019 and
BACKGROUND:
In July 2002, Kitchener City Council approved the introduction of an Affiliation Policy for
Kitchener Neighbourhood Associations (NAs). This policy and approval/renewal process was
developed in collaboration with staff and Neighbourhood Association (NA)representatives. Its
purpose is to ensurethatNAgroups on the official list receive access to City of Kitchener
supports and resources. As well, the policy clarifies the role and responsibilities of the NAs and
the City. As outlined in the policy, NAs will:
Be a voluntary, not-for-profit, non-partisan, non-denominational group based in a
geographic neighbourhood within the borders of the City of Kitchener.
Be inclusive of and responsive to the needs of the community within the specific
geographic area defined by the group.
Be open to the public and make this known through communication to the residents of
that neighbourhood by, at a minimum, publishing a contact number or through other
means such as a newsletter.
Have some level of activity with, at minimum, a contact person.
Have some structure for accountability.
The City of Kitchener provides affiliated NAs:
Coverage by a commercial general liability insurance policy,provided through the
Waterloo Region Municipalities Insurance Pool.
Access to facilities, program grants, staff assistance and printing for newsletters,minutes
and flyers (subject to guidelines and budgetary availability).
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3 - 1
REPORT:
Annually,the affiliation of NAs is approved and/or renewed for thefollowing reasons:
To ensure that NAson the list are active and continue to meetthe criteria for affiliation;
To ensure that the contact information for affiliated NAs is current; and
To obtain permission to release contact information to the public and staff.
Twenty-eight NAs are being recommended in 2019 for affiliation.Volunteers from these
Associations contribute countless hours to enhance the quality of life intheir neighbourhoods
by: i) planning and implementing recreation programming in communitycentres, schools and
churches across the city; ii) offering special events reflecting residentinterests andcelebrating
significant milestones; and/ or iii) responding to neighbourhood issues in areas such as planning,
heritage, safety and social needs.
Please find attached a list of twenty-eight NAs being recommended foraffiliation with the City of
Kitchener in 2019(see Appendix A).
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
the delivery of core service.
FINANCIAL IMPLICATIONS:
There are currently no financial implications. Services to NAsareprovided through the
NeighbourhoodPrograms and Services budget and printing process.However, as the
population of the City of Kitchener increases and new neighbourhoods emerge,the current
funding and support available to NAs willneed to be reassessed to maintain thevibrancy and
level of support to Kitchener neighbourhoods.
COMMUNITY ENGAGEMENT:
INFORM This report has been posted
council / committee meeting.The approved 2019affiliation list will be shared with internal
divisions such as InformationTechnology, Clerk's, and Communications to maintain updated
information for access by thepublic, Council and staff.
CONSULT Staff hasconsulted with NAsconcerning the affiliation process,and will confirm
affiliation status for 2019, once approved.
COLLABORATE Information sharing and collaboration will occur as appropriatewith emerging
neighbourhood groups in regard to the process for affiliation.
ACKNOWLEDGED BY: Michael May, Deputy CAO, Community Services
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APPENDIX A
Community Programs and Services
2019 Neighbourhood Associations and Ward Councillors
Ward Ward Councillor Neighbourhood Association
Bridgeport Community Association
WARD ONE Scott Davey
Stanley Park Community Association
Centreville-Chicopee Community Association
WARD TWO Dave Schnider
Stanley Park Community Association
Kingsdale Neighbourhood Association
WARD THREE John Gazzola
Caryndale Neighbourhood Association
WARD FOUR Christine Michaud
Doon Pioneer Park Community Association
Huron Community Association
WARD FIVE Kelly Galloway-Sealock
Williamsburg Community Association
Alpine Neighbourhood Association
WARD SIX Paul Singh
North Six Neighbourhood Association
(Formerly Chandler-Mowat Neighbourhood Association)
Country Hills Recreation Association
Boardwalk Neighbourhood Association
WARD SEVEN Bil Ioannidis
Forest Heights Community Association
Cherry Park Neighbourhood Association
WARD EIGHT Margaret Johnston
Forest Heights Community Association
Greenbelt Neighbourhood Association
Victoria Hills Neighbourhood Association
Westmount Neighbourhood Association
Cedar Hill Community Group
WARD NINE Debbie Chapman
Cherry Park Neighbourhood Association
Highland-Stirling Community Group
Mill-Courtland Neighbourhood Association
Victoria Park Neighbourhood Association
Downtown Neighbourhood Alliance
Auditorium Neighbourhood Association
WARD TEN Sarah Marsh
Central Frederick Neighbourhood Association
King East Neighbourhood Association
Mt-Hope Breithaupt Park Neighbourhood
Association
Olde Berlin Town Neighbourhood Association
Downtown Neighbourhood Alliance
Mayor: Berry Vrbanovic
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REPORT TO:Finance & CorporateServicesCommittee
DATE OF MEETING:January 21, 2019
SUBMITTED BY:Barry Cronkite, Director,Transportation Services
519-741-2200 ex.7738
PREPARED BY:Steven Ryder, Traffic Technologist,
519-741-2200 ex. 7152
WARD (S) INVOLVED:Ward 5
DATE OF REPORT:December 13, 2018
REPORT NO.:DSD-19-004
SUBJECT:All-Way Stop Control Seabrook Drive atWoodbine Avenue
___________________________________________________________________________
RECOMMENDATION:
That an all-way stop be installed at the intersection of Seabrook Drive and Woodbine
Avenue; and further,
That the Uniform Traffic Bylaw be amended accordingly.
BACKGROUND:
Transportation Services received a request to review the existing traffic control at the intersection
ofSeabrook Drive and Woodbine Avenue. The request cited concerns regarding pedestrian
safetyin the area of Jean Steckle Public Schooland general operation of the intersection. It was
requested that an all-way stop be considered to control traffic.
Seabrook Drive and Woodbine Avenueare
both designated as Major Neighbourhood Collector roadways. Currently, traffic on Seabrook
Drive stops and yields right of wayto traffic on Woodbine Avenue.
REPORT:
In response to the identified concerns, a traffic study was conducted for the intersection of
Seabrook Drive and Woodbine Avenue onThursday, November1, 2018. The results of the
-way stop warrant requirements. These
requirements are a set of guidelines based on the all-way stop warrants established by the
Ministry of Transportation of Ontario and the Institute of Transportation Engineers. The results
are as follows:
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4 - 1
Warrant 1 Arterial/Major RoadAll-Way Stop Warrant Analysis
Seabrook Drive at Woodbine Avenue
Warrant Factors -3-LegIntersectionResultsWarrant Met
The total vehicle volume on all
intersection approaches averages 500
296NO
vehicles per hour for each of any eight
hours of the day,
and
The total combined vehicle and pedestrian
volume crossing the major road averages
118NO
200 vehicles/pedestrians per hour for
each of any eight hours of the day,
or
The volume split does not exceed 70% /
30% for a three-way control for the same 68% / 32%YES
hour
All-Way Stop WarrantedNO
Based on traffic volumes, this intersection does not meet the warrant for an all-way stop for an
arterial/major collector roadway. However, since Seabrook Drive and Woodbine Avenue are
both primarily residential roadways, Transportation Services has also reviewed and compared
this location to the local/minor collector roadway warrant. That comparison is as follows:
Warrant 2 Local/Minor RoadAll-Way Stop Warrant Analysis
Seabrook Drive at Woodbine Avenue
Warrant Factors -3-LegIntersectionResultsWarrant Met
The total vehicle volume on all
intersection approaches averages 250
296YES
vehicles per hour for each of any eight
hours of the day,
and
The volume split does not exceed 75% /
25% for a three-way control for the 68% / 32%YES
same hour,
or
Collisions within a 12 month period
averaged over 36 consecutive months NO
0.00per year
susceptible to correction by an All Way (Warrant Value=4)
Stop
All-Way Stop WarrantedYES
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4 - 2
This intersection would be warranted under the local/minorroadway warrant assessment and is
close to being warranted through the arterial/major collector assessment. Additionally, as
development continues,volume will continue to increase and will likely meet therequirements
towarrantan all-way stop. Importantly, the volume split meets the warrant, indicating significant
demand on both roadways at this intersection. Therefore, to take a proactive approach to traffic
safety, Transportation Services recommends the installation of an all-way stop at this location
that will properly allocate right-of-way within this intersection, helping to improve vehicle and
pedestrian safety, notably at a key crossing for Jean Steckle Public School.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
the delivery of core service.
FINANCIAL IMPLICATIONS:
The approximate cost for the installation of an all-way stop at Seabrook Drive and Woodbine
Avenueis$1,000, including materials and installation and will be taken from the existing sign
maintenance budget.
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.
CONSULT This recommendation has been communicated with the local Ward Councillor.
ACKNOWLEDGED BY: Justin Readman, General Manager
Development Services Department
Attached:
Appendix A Key Map Proposed All-Way StopSeabrook Drive & Woodbine Avenue
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Key Map
Proposed All-Way Stop
Seabrook Drive at Woodbine Avenue
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4 - 4
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:
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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,
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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
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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.
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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
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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
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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
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5 - 11
REPORT TO:Finance & CorporateServices Committee
DATE OF MEETING:January 21, 2019
SUBMITTED BY:Cory Bluhm, Executive Director, Economic Development, 519-741-2200
ext.7065
PREPARED BY:Karoline Varin, Program Administrator Arts & Creative Industries,
519-741-2200 ext. 7912
WARD (S) INVOLVED:All
DATE OF REPORT:December 21, 2018
REPORT NO.:DSD-19-003
SUBJECT:2019 ARTIST-IN-RESIDENCE APPOINTMENT
___________________________________________________________________________
RECOMMENDATION: That Mary Neil be appointed as the 2019City of Kitchener Artist-in-
Residence as recommended by the Public Art Working Group and Arts and Culture
Advisory Committee; and further,
That the Mayor and Clerk be authorized to execute an agreement, satisfactory to the City
Solicitor, with Mary Neiloutlining the obligations of the Artist-in-Residence appointment.
BACKGROUND:
Established in 1995 as the first municipal program of its kind, the City of Kitchener Artist in
Residence program aims to engage the community in the production of contemporary art that
reflects our shared identity and supports the development of local artists. The program delivers
on the understanding that meaningful engagement in the arts and growth of the creative sector
contributes positively to thedynamism, authenticity,and overall competitiveness of the City of
Kitchener.
Link: Learn more about the City of Kitchener's Artist in Residence program
The annual program includes community engagement components such as workshops and
events, presentations of work in progress and completed works in city hall galleries or other
venues, collaboration with City events, programs and facilities, and participation on Public Art
Working Group (PAWG), a subcommittee of the Arts and Culture Advisory Committee (ACAC).
The Artist in Residence is provided with an honorarium for the year. Make it Kitchener identifies
the expansion of the Artist in Residence Pr
Since 2015, the call has been broadened to include artists working in any discipline, a shift
developed in close consultation with PAWG and ACAC. Beyond visual arts, proposals can
include dance, design, digital and media arts, folk and traditional arts, literature and spoken
word, music, multidisciplinary works, opera, theatre, musical theatre and performing arts. The
program continues to emphasize a high level of community engagement. Activities associated
***This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
6 - 1
with the Artist in Residence program occur throughout the city over the course of the year. A
wide variety of individuals are engaged during the programfrom those encountering artwork
and the artist at community events, to those interested in workshops on artistic practice.
REPORT:
The annual call for proposals was advertised in the summer of 2018. Fifteenproposals were
submitted by the competition close in October 2018. PAWG members assessed the entries
based on:
t working at a professional level
collaboration and meaningful exchange with the
community
strategy
PAWG reached consensus at their November 13, 2018meeting, selecting Mary Neil as the
recommended 2019City of Kitchener Artist in Residence.
Mary Neil is proposing to engagecommunities through workshops hosted at community centres
where participants use commonly-found repurposed materials to build instruments. Those
instruments will then be used to co-create a piece of music. Mary will not only use this approach
to teach basic music-making skills, but to initiatea conversation on sustainable practices
(Appendix A). The instruments created by the community will then be arranged on a mobile
outdoor wall and will provide a link to the community compositions. The wall will also serve as
an invitation to the communityat large,to use their own creativity to compose music, or to simply
at a variety of events around the city.
Mary Neil is a community musician currently completing her Masters of Artsin Community Music.
Community musicians create opportunities for people to come together and make music, a
process called participatory music-making. She is the founder of KW Junk Music, hosting
participatory music events with musical instruments made from recycled items. s practice
issituated in deeply understanding the emotion and affect of the participants, environment,
politics,andlocation in order to purposefully co-design workshops for particular communities.
This is a unique proposal to the residency programmany past artists have been visual artists.
Mary will create an opportunity to explore a different media in an approach thatishighly
accessible to all audiences, that encourages play, community building and self-expression.
6 - 2
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
the delivery of core service.
FINANCIAL IMPLICATIONS:
The $10,000 artist fee and $2,500 allocation for expenses aresupported by Arts/Creative
Industry budgets.
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.
COLLABORATE An important component of the Artist-in-Residence program is the
requirement for meaningful public engagement. City staff works with the artist to identify
interesting opportunities for public engagement and develop creative programming to suit these
opportunities. Mary Neilwill engage the community at community centres and events and will
partner with other organizations to deliver music making programming.
Engaging advisory committees: In addition to consulting on the Artist-in-Residence call for entry,
PAWG serves as the selection committee for the position, as a subcommittee of ACAC. A PAWG
motion that ACAC support the selection of Mary Neil as the 2019City of Kitchener Artist-in-
residence was considered and supported by ACAC on November 20, 2018.
ACKNOWLEDGED BY: Justin Readman, General Manager DSD
6 - 3
CAO
2019ArtistinResidenceAppointment
AppendixA:
MaryNeilProposal
3pages
6 - 4
Mary Neil Artist in Residence Application Proposal
Project Scope and Rationale:
The field of community music is relatively young. Community Musicians are practitioners that create
opportunities for people to come together and make music, a process called participatory music making.
Community Musicians use these moments of participatory music-making to achieve many outcomes.
For my practice, I began an organization called KW Junk Music (facebook.com/KWJunkMusic), which
combines music, sustainability, and community development. The story begins by diverting items away
from landfills and recycling plants and using them to create inexpensive musical instruments. By creating
inexpensive instruments, music becomes accessible to everyone, which is a fundamental pillar of
community music. I host junk music jams to a variety of audiences such as summer camps,
neighbourhood events, senior programs, and theatre productions to name a few. In my practice, I use
participatory music-making to build community, encourage people to examine their sustainable
practices, and affect social change.
As a Community Musician, I do not have a body of work in the traditional sense. However, I have hosted
a number of events where I can demonstrate impact on community building, place-making, shifts in
culture, and affecting change in sustainable practice. These events take place in a variety of settings. For
example, I hosted a junk music jam in an alleyway in downtown Kitchener where participants
commented that the positive and creative experience changed their negative view of the downtown
core. Thus, participatory music events have the potential to change how people perceive and interact
with place which can lead to community building, economic stimulation, and place-making. Another
example is an event I hosted was at an Anglican church which was designed to bring together the
congregation that attends on Sunday to interact in a creative, positive way with the Syrian children of
refugee families who use the church mid-week for an after school program. During the event, we sang
songs from all over the world in different languages including English and Arabic. The children felt so
excited that everyone was singing in their mother tongue that they offered to teach a song from their
country. Afterwards, members of the congregation interacted with the children, many of whom has ever
been in the sanctuary of a church, and answered questions about what happens on Sunday and why the
church is setup the way it is. In this particular event, participatory music created a space of welcome and
mitigated the differences between communities to offer an opportunity to build down barriers and build
bridges. Community Musicians are trained in facilitating participatory music-making sessions and in the
situated in deeply
understanding the emotion and affect of the participants, environment, politics, location, etc. in order
to purposefully design workshops that are best suited to a particular community.
In this application, I am proposing engaging communities through workshops designed to use junk
materials commonly found in the within the physical environment surrounding a given community and
other materials brought by participants to build instruments with meaning and challenge people to think
6 - 5
about sustainable practices. We will then use those instruments and co-create a piece of music that
reflects the community represented. Junk instruments will be made accessible to the city on an outdoor
music wall at Victoria Park. The community compositions will be posted on a YouTube channel and
shared with the corresponding neighbourhood associations. In my practice to date, I have only created
compositions with smaller groups at private functions (e.g. parties, small church choirs). This proposal
stretches my practice by incorporating community compositions with larger groups and by focusing on
a theme which has a very large scope and will likely be an extremely personal topic to participants of the
workshop for many different reasons. The experience will help me hone my facilitation skills to bring
and installing an outdoor
music wall will also stretch my community musicianship as I have never created one before but have
always admired other cities who have installed them.
This installation I am proposing for the City of Kitchener will be unique, however, as it will be developed
through deep community engagement. In order to engage the community in this project, I will host
workshops at each of the City of Kitchener community centres. Junk instruments and musical
compositions created will reflect the community associated with each centre. I will connect with city
staff and neighbourhood associations to promote and encourage residents to attend these events and
participate in creating an instrument that will be incorporated into a final display in Victoria Park. The
outdoor music wall will feature a map of Kitchener and the instruments created will be placed on the
map according to their corresponding community. QR codes can be scanned to link to the YouTube video
of community compositions. Milestones and Timelines: In order to make this project scope manageable,
I will combine community centres within close proximity and smaller sizes.
6 - 6
Proposed Timeline:
Month Task
Workshop at Bridgeport Community Centre
January
Workshop at Breithaupt Community Centre
February
Workshop at Downtown and Mill Courtland Community Centres
March
Workshop at Stanley Park Centreville Chicopee Community Centres
April
Workshop at Kingsdale Community Centre
May
Workshop at Country Hills and Williamsburg Community Centres
June
Workshop at Doon Pioneer Park Community Centre
July
Design, build and install outdoor music wall
August - September
Official unveiling of outdoor music wall
October
6 - 7
6 - 8
REPORT TO:Finance and Corporate Services Committee
st
DATE OF MEETING:January 21, 2019
SUBMITTED BY:Dan Murray,Director Technology Innovation and Services,519-741-
2200 x7825
PREPARED BY:Dan Murray,Director Technology Innovation and Services,519-741-
2200 x7825
WARD (S) INVOLVED:Ward 5
th
DATE OF REPORT:January 7, 2019
REPORT NO.:COR-19-001
SUBJECT:1440Huron Road (Fire Station 7) Cellular Tower Land Lease
___________________________________________________________________________
RECOMMENDATION:
That the Mayor and Clerk be authorized to sign an agreement with Signum Wirelessto
enter a land lease agreement for the purpose of installation of a telecommunications
tower at 1440 Huron Road, said agreement to be to the satisfaction of the City Solicitor;
and
That the annual revenue from thisland lease agreement, be used to fund Digital Kitchener
initiatives equally split between fundingfor community facing technology investments
and funding to support internal digital transformation initiatives.
BACKGROUND:
City staff receiveda proposal from Signum Wirelessto enter a land lease agreement for locating
a multicarrier cellular tower at 1440 Huron Road (Fire Station 7).Staff from Kitchener Fire,
Planning, Facilities Management, Legal and Technology Innovation and Services have been
working collaboratively withFontur International (on behalf of Signum Wireless)to investigate
the feasibilityof the location and developing aland lease agreement.The proposed tower would
be a 40m tri-pole with shrouding to enclose the cellular antenna modules. This would be the
first telecommunications tower to be located on City of Kitchener lands.
As wireless telecommunication use continues to grow and replace traditional wire-based
telecommunications, the need for more locations to install both telecommunications towers and
antenna installations to prepare for the next generation of telecommunications technology that
is being referredto as 5G. Interest by wireless service providers in locating their antennas on
public lands and assets is growing, which offers an opportunity to work more closely with the
municipa
locations for towers, the style of towers being built and can enforce the preference for providers
***This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
7 - 1
to share tower locationswhen possible.The potential opportunityfor the City will be the topic of
a future report to Council in relation to 5G research undertaken in 2018 as part of Digital
REPORT:
Tower Proposal for Fire Station
The city received a proposal from FonturInternational (on behalf of Signum Wireless) expressing
interest in entering into a land lease agreement for 1440 Huron Road (Fire Station 7) for the
purposes of installing a 40 meter high multi carrier telecommunications tower. The proposal
identified benefits to the City including revenue from the land lease and the agreement that
Kitchener Fire can install antennas on the structure at no cost as part of the land lease
agreement. Planning staff also indicated that the location at Fire Station 7 meets the preference
for locating telecommunication towers. The area where the tower would be installed is a
developing area and is currently underservicedby cellular providers.
Staff discussed whether there was any location within the planned parkland that might be more
suitable to locate the tower but as planning process for the park was complete and all areas
within the park were allocated, the only appropriate location was close to the Fire Station.
Locating the tower away from the Fire Station buildingwould also prevent the benefit to Kitchener
Fire of using the tower forfuture installation of antenna equipment.
Citystaff met to look at possible locations to install a tower on the property around Fire Station
7. A location at the back of the property was selected to situate the towerto reducetower
visibilityfrom the road, to avoid other utilities on the propertyand the proposed stormwater pond,
and to ensure it would not impact Kitchener Fire operations.A before and after rendering of the
proposed tower location is below.
7 - 2
Public Consultation
A formal planning site review process was then initiated which began the public notice and
consultation process. A letter outlining the proposed location and style of tower was sent to all
property owners within 120m of the subject property (1440 Huron Road) which included all the
land for RBJ Schlegel Park. The letter was sent to a total of 44 property owners. The letter
asked property owners for feedback and also notified them of a public meeting they could attend
for more information. No correspondence was received from any property owners expressing
concerns.
An information sessionwasheld with Kitchener Fire staff located at Fire Station 7 as well to
ensure that any questions regarding the proposal could be answered.
th
A public meeting was held at Williamsburg Community Centre on June 6, 2018 to meet with
interested members of the community. Three community members attended the public meeting.
Of those attending, the concerns raised related to safety concerns having cellular antennas
located close to their residence and the effect that a telecommunications tower may have on
their property values. One attendee representing Schlegel Urban Developments noted their
existing application to Industry Canadato install a stealth single carrier tower already underway
close to this tower.
Recommended Direction
As the installation of the telecommunications tower and antennas will meet all Industry Canada
Safety Code 6 requirements which governs all radio frequency antenna installations, there is no
scientific validation over concern for safety. Industry studies have also shown that
telecommunications towers do not have a negative impact on property values. Industry Canada
provides guidance that concerns over property values should not be used as a basis for approval
of tower locations.
Schlegel Urban Developments formal request for a tower was received well in advance of the
expected timeframe for the City to make a decision on the Fire Station 7 tower location. As such,
Planning staff proceeded with a letter of concurrence to Industry Canada for the single carrier
protocol which acknowledges that where a stealth tower design is important, it can be done at
the expense of co-location.
Staff are recommending we proceed with the land lease for 1440 Huron Road for the installation
of the telecommunication tower,which will improve cellular services in the Huron and Fischer-
Hallman area and provide the City with an ongoing revenue source to fund further technology
investments for community benefit.
7 - 3
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority:Strong and Resilient Economy
Strategy:2.1 Foster a business environment that stimulates innovation and job creation,
helping startup entrepreneurs establish and grow their business
Strategic Action:#EC07 Broadband and Fibre Optic Infrastructure
FINANCIAL IMPLICATIONS:
The City will financially benefit from hosting the telecommunications tower on our land. The
structure of this particular agreement ensures that the City receives annual income from hosting
the tower on City property. The agreement also includes an income sharing model where the
City receives further income when the second and third carrier leases tower space from the
tower owner. The land lease agreement will result in a minimum of $14,000 per year with one
cellular provider committed. With each additional carrier for each broadband telephone licensee,
the City will receive additional revenue.Actual annual revenue will be negotiated through the
finalization of the lease agreement.
It is recommended that the revenue from this telecommunication tower land lease be directed
to fund Digital Kitchener initiatives equally split between:
1. public facing initiatives that support increased access to technology for our community
(e.g. Public Wi-Fi, Public Access Computers)
2. internal digital transformation initiatives (with priority consideration for funding initiatives
to be made to divisions facilitating or hosting a cell tower installation)
Examples of access to technology initiatives would be free public Wi-Fi installations or increased
public access technology programs,which are an important themeof the Digital Kitchener
strategy.Revenue will be directed to a Digital Kitchener account and disbursement of funds will
be at the discretion of Corporate Leadership Team(CLT) to ensure accordance with the
established criteria.
COMMUNITY ENGAGEMENT:
INFORM A letter and information pamphlet was sent directly to all property owners within 120m
of the subject property (1440 Huron Road) outlining the proposal for the telecommunication
tower. This report
committee meeting.
th
CONSULT A public meeting was held at Williamsburg Community Centre on June 6, 2018 to
meet with interested members of the community. Property owners were also invited to submit
comments or concernsto the Director,Technology Innovation and Services.
ACKNOWLEDGED BY: Victoria Raab, General Manager, Corporate Services
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