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HomeMy WebLinkAboutCIS Agenda - 2019-05-13Community & Infrastructure Services Committee Agenda Monday, May 13, 2019 11:00 a.m. to 1:30 p.m. Office of the City Clerk Council Chamber Kitchener City Hall nd This is an approximate start time, as this meeting will commence immediately following 200 King St. W. - 2 Floor Kitchener ON N2G 4G7 the Special Council meeting. Page 1 Chair - Councillor K. Galloway-Sealock Vice-Chair - Councillor D. Schnider Consent Items The following matters are considered not to require debate and should be approved by one motion in accordance with the recommendation contained in each staff report. A majority vote is required to discuss any report listed as under this section. 1. CSD-19-011 - Noise Exemption Downtown Special Events Please note: Any recommendation arising from the Committee regarding this matter will be considered at the special Council meeting scheduled for later this same date. 2. CSD-19-012 - Noise Exemption Greek Food Festival - 527 Bridgeport Road June 8-9, 2019 3. CSD-19-013 - Noise Exemption Barra Condos Concrete Pours - 399 Queen Street South and 168-180 Benton Street - May 2019 September 2019 4. CSD-19-010 - Administrative Monetary Penalty System (AMPS) Policies 5. DSD-19-093 - Naming of a Private Street 155 Westwood Drive, Cook Homes 6. DSD-19-103 - All-Way Stop Control Glen Road & Pleasant Avenue 7. DSD-19-104 - All-Way Stop Control Rittenhouse Road & Erinbrook Drive/McCabe Court 8. INS-19-006 - Safety and Loss Management System and Gas Distribution System Integrity Management Program 9. INS-19-007 - Drinking Water Quality Management Standard (DWQMS) - Re-Endorsement of the Operational Plan Delegations -law, delegations are permitted to address the Committee for a maximum of five (5) minutes. Item 10 - Scott Barker, Gateman Milloy - Michael Milloy, Gateman Milloy Information Item - Violet Budhu and Kimberly Koronya, Wildflowers Action Group (WAG) Discussion Items 10. INS-19-011 - Survivor Garden (20 min) (Staff will provide a 5 minute presentation on this matter) ** 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 ** Community & Infrastructure Services Committee Agenda Page 2May 13, 2019 11. INS-19-009 - Winter Sidewalk Maintenance Review (90 min) (Staff will provide a 10 minute presentation on this matter) Information Items CSD-19-014 - Wildflowers Neighbourhood Action Plan Unfinished Business List Dianna Saunderson Committee Administrator ** Accessible formats and communication supports are available upon request. If you require assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 ** REPORT TO:Community and Infrastructure Services Committee DATE OF MEETING:May 13, 2019 SUBMITTED BY:Gloria MacNeil, Director of By-law Enforcement, 519-741-2200, ext. 7952 PREPARED BY:Gloria MacNeil, Director of By-law Enforcement, 519-741-2200, ext. 7952 WARD (S) INVOLVED:9 and 10 DATE OF REPORT:April 9, 2019 REPORT NO.:CSD-19-011 SUBJECT:NOISE EXEMPTIONDOWNTOWN SPECIAL EVENTS ___________________________________________________________________________ RECOMMENDATION: That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be CSD-19-011. BACKGROUND: The Special Events office is, once again this year, involved in coordinating a series of special events in and around the downtown area, including the Civic Square and Victoria Park. It is a primary focus of the City to provide events that will create urban vitality and attract more people to the downtown core. Many of the events involve amplified music or other forms of noise. Typically each year,the list of events is presented to Council, to identify those which will require a noise exemption due to the nature of the event. As such, staff have requested permission for various events taking place from May to December 2019. The list of downtown events is REPORT: There are several events listed as being located in Victoria Park. There havebeen some concerns relating to noise from neighbouring residents, By-law Enforcement and Special Events staffhaveworked with the Victoria Park Working Groupas well as residentsover the years,to discuss their concerns with some of the events in the Park. As a result, we have had nominal complaints in the last few years and it appears that the Group are satisfied that controls are in place to manage the types of issues that have arisen in the past. Special Events staff will be present at all events, which allows for a point of contact between them and By-law Enforcement staff, in the event that an issue arises that needs to be addressed. ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 1 - 1 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Therecommendationofthisreportsupportstheachievementofthestrategicvision throughthedeliveryofcoreservice. FINANCIAL IMPLICATIONS: N/A COMMUNITY ENGAGEMENT: The Special Events and Communications staff have developed a detailed communications plan to build awareness of these events throughout the Downtown and across the City. In addition, a vast number of volunteers and external stakeholders are involved in the wide array of events. ACKNOWLEDGED BY: Michael May, General Manager Community Services Department & DCAO Appendix: Schedule A, 2019Noise Exemptions 1 - 2 Schedule "A" - 2019 Downtown Special Events Noise 2019 Start2019 End 2019 TimeLocation 2019 Event Exemption Carl Zehr Square Sun, May 26 10-9pm Yes Bikefest Victoria Park Sat, Jun 1 11-11pm Tri-PrideYes VP Clocktower Sun, Jun 2Sun, Jun 2 11-4pm Yes Prayer in the Park King St Fri, Jun 7 4-11pm Yes TacoFest Neighbourhoods Sat, Jun 8 9am-11pm Yes Neighbours Day Downtown 3pm-2am Summer Lights FestivalYes Sat, Jun 8Sat, Jun 8 King St (college to ontario) Sat, Jun 15 5pm-11pm Yes King StrEATery Food Truck Festival Rotunda/CZS Sat, Jun 15Sat, Jun 15 5-11pm Yes Our World Festival of Music Downtown 12-11pm Yes True North Thu, Jun 20 Various Locations TBD 3pm-11pm True North DTK ActivationsYes Wed, Jun 19Thu, Jun 20 Victoria Park Sat, Jun 22Sun, Jun 23 12-9pm K-W Multicultural FestivalYes Google Building (laneway betwene Thu, Jun 27 4-11pm Tame the Lane at Breithaupt BlockYes buildings) City Hall Mon, Jul 1 4-11pm Yes Canada Day Celebration CZS, King St. (college to gaukel), Sat, Jul 6 11am-6pm KW VegFest Yes Rotunda, Council Chambers Victoria Park and downtown Fri, Jul 12 7am - 11pm Yes Cruising On King Street Victoria Park Sat, Jul 13Sun, Jul 14 12-11pm Yes Kultrun World Music Festival Victoria Park Fri, Jul 19Sun, Jul 21 12-11pm Yes Ribfest Victoria Park Island Sat, Jul 20 9-5pm Yes Non-Violence Day In the Park Victoria Park Sat, Jul 27Sat, Jul 27 12-11pm Yes Downtown Cycling Race Downtown/CZS- Water to Queen Sat, Jul 27Sat, Jul 27 11-11pm Rock and Rumble & Epic Food Truck Yes Victoria Park/Downtown Kitchener Blues Festival Thu, Aug 8Mon, Aug 12 11-11pm Yes Victoria Park Sun, Aug 18 12-5pm KidSparkYes Victoria Park Sat, Aug 24Sun, Aug 25 11-11pm Yes Link Picnic City Hall/CZS Sun, Sep 8Sun, Sep 8 11-8pm Yes Mela Festival CZS & King St Fri, Sep 13 11-11pm Yes LUNA Market Belmont Village Sat, Sep 14 11-11pm Yes Belmont Village Bestival VP Clocktower Sun, Sep 15 11-6pm Yes Terry Fox Run City Hall/CZS Fri, Oct 11 11-3pm Grillfest EventsYes City Hall/CZS Fri, Oct 11Mon, Oct 14 11-11pm Oktoberfest Yes City Hall/CZS Thu, Dec 5Sun, Dec 8 9am-9pm Yes Christkindl Market - Dec 5-8 Victoria Park Island Sat, Dec 7Sat, Dec 7 3-9pm Yes Christmas Fantasy - Opening City Hall/CZS Tue, Dec 31 6pm - 12am New Year's EveYes 1 - 3 REPORT TO:Community and Infrastructure Services Committee DATE OF MEETING:May 13, 2019 SUBMITTED BY:Gloria MacNeil, Director of By-law Enforcement, 519-741-2200, ext. 7952 PREPARED BY:Gloria MacNeil, Director of By-law Enforcement, 519-741-2200, ext. 7952 WARD (S) INVOLVED:1 DATE OF REPORT:April 9, 2019 REPORT NO.:CSD-19-012 SUBJECT:NOISE EXEMPTION GREEK FOOD FESTIVAL527 BRIDGEPORT RD JUNE8-9, 2019 ___________________________________________________________________________ RECOMMENDATION: That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be granted to the Greek Orthodox Community of Saints Peter and Paul Kitchener-Waterloo & Districtfortheir Annual Greek Food Festival at 527 Bridgeport Rd, tobe held on June thth 8, 2019from12:00pm 11:00pm and June 9, 2019 from 12:00pm 10:00pm. BACKGROUND: The Greek Orthodox Community of Saints Peter and Paul Kitchener-Waterloo & District are th hosting their annual Greek Food Festival at 527 Bridgeport Rdon June 8 and 9, 2019and are requesting a noise exemption.A copy of their request is attached. REPORT: th The Greek Food Festival isannualfamily-friendly celebration that takes place on the church grounds. It features authentic, homemade Greek cuisine and delectable desserts. Guests are entertained by traditional Greek dance performances and a live Greek band that will have amplified sound. This annual festival has become a tradition in the region and clearly depicts the spirit of the Greek culture. Staff have made arrangements to have an onsite contact person during the event should any concerns arise. ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 2 - 1 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Therecommendationofthisreportsupportstheachievementofthestrategicvision throughthedeliveryofcoreservice. FINANCIAL IMPLICATIONS: N/A COMMUNITY ENGAGEMENT: The event organizer is responsible for ensuring that this event is communicated throughout the community in advance of the event. ACKNOWLEDGED BY: Michael May, General Manager Community Services Department & DCAO Enclosed 2 - 2 2 - 3 REPORT TO:Community and Infrastructure Services Committee DATE OF MEETING:May 13, 2019 SUBMITTED BY:Gloria MacNeil, Director of By-law Enforcement, 519-741-2200, ext. 7952 PREPARED BY:Gloria MacNeil, Director of By-law Enforcement, 519-741-2200, ext. 7952 WARD (S) INVOLVED:9 DATE OF REPORT:April 23, 2019 REPORT NO.:CSD-19-013 SUBJECT:NOISE EXEMPTION BARRA CONDOS -CONCRETE POURS 399 QUEEN ST S AND 168-180BENTONMAY 2019 SEPTEMBER 2019 __________________________________________________________________________ RECOMMENDATION: That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be granted to PolocorpINC for the development of the Barra Condos at 399 Queen Street South and 168-180 Benton Street, on various dates from May 2019 through September 2019 between the hours of 7:00pm and 7:00am. BACKGROUND: Polocorp Inc. has been constructing the Barra Condos and are requesting an extension to their current noise exemption for concrete pours that will be taking place over the next few months. REPORT: Polocorp Inc.has been constructing the Barra Condos which will be located at 399 Queen Street South and 168-180 Benton Street, concrete pours began in late August2018, therehavebeen regular pours that have taken place from August through May of this year however contractors have run into time delays with the weather which has set back some of the previously scheduled pours, as a result they are asking for an extension of time in order to complete the remaining concrete pours.It is anticipated that from May until the end of September, approximately 10 pours will occur at a frequency of one pour every 1.5 2weeks. Polocorp Inc. is requesting the exemption as a precaution in case they are required to work later in order to complete the job, once a concrete pour is started, they are not able to stop and must pour, sandand finish the concrete slabs. Polocorp Inc. want to ensure that they are not in violation of the bylaw should this happen. ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 3 - 1 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Therecommendationofthisreportsupportstheachievementofthestrategicvision throughthedeliveryofcoreservice. FINANCIAL IMPLICATIONS: N/A COMMUNITY ENGAGEMENT: Polocorp Inc. is responsible for ensuring this is communicated throughout the community in advance of the work being done. ACKNOWLEDGED BY: Michael May, General Manager Community Services Department & DCAO 3 - 2 REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING:May 13, 2019 SUBMITTED BY: Gloria MacNeil, Director of By-law Enforcement, 519-741-2200, ext. 7952 PREPARED BY: Gloria MacNeil, Director of By-law Enforcement, 519-741-2200, ext. 7952 WARD (S) INVOLVED:ALL DATE OF REPORT:April 23, 2019 REPORT NO.: CSD-19-010 SUBJECT: ADMINISTRATIVE MONETARY PENALTY SYSTEM (AMPS) - POLICIES ___________________________________________________________________________ RECOMMENDATION: ThatCouncil approve the attached policies which support the implementation of the Administrative Monetary Penalty System (AMPS) as set out in report CSD-19-010; 1.Policy to Prevent Political Interference 2.Conflict of Interest and Code of Conduct Policy 3.Policy Regarding Financial Management and Reporting 4.Public Complaints Policy 5.Undue Hardship Policy 6.Policy for the Appointment of Screening and Hearing Officers BACKGROUND: On April 15, 2019, City Council approved the establishment of an AdministrativeMonetary Penalty System for parking (AMPS), and passed the Parking Administrative Penalty By-law, Screening and Hearing Officer By-law and a By-law to Amend Existing Parking By-laws to provide for AMPS. The AMPS program is scheduled to commence on June 3, 2019. REPORT: In accordance with the Municipal Act, 2001 and O. Reg. 333/07, the Parking Administrative Penalty By-law establishes the AMPS process, which will replace the current Provincial Offences Act for the City’s parking by-laws as designated in the By-law. In addition, O. Reg. 333/07 (the “Regulation”) passed under the Municipal Act, 2001, requires that a municipality shall develop standards relating to the administration of the system of administrative penalties which shall include: *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 4 - 1 (a)Policies and procedures to prevent political interferencein the administration of the system; (b)Guidelines to define what constitutes a conflict of interestin relation to the administration of the system, to prevent such conflict of interest and to redress such conflicts should they occur; (c)Policies and procedures regarding financial management and reporting; and (d)Procedures for the filing and processing of complaints made by the publicwith respect to the administration of the system The Regulation further requires that, procedures must be established: i.to allow a person to obtain an extension of time in which to request a reviewby a screening officer, or a review by a hearing officer, on such grounds as may be specified in the administrative penalty by-law. ii.to permit persons to obtain an extension of time for payment of the penaltyon such conditions as may be specified in the administrative penalty by-law. These procedures must provide for a suspension of the enforcement mechanisms available in the Regulation, in relation to the administrative penalty if an extension of time has been granted. The Parking Administrative Penalty By-law provides the grounds upon which an extension of time may be granted and delegates authority to the Director of By-Law Enforcementto establish the necessary procedures. The Regulation also requires that procedures must be established to permitpersons to be excused from paying all or part of the administrative penalty, including any administrative fees, if requiring them to do so would cause undue hardship. Lastly, the Screening and Hearing Officer By-law approved by Council on April 15, 2019, which establishes the positions of Screening Officer and Hearing Officer contemplates a City Policy to provide for the process of recruitment and appointment. Therefore, in order to support the implementation of AMPS, and as required by the Regulation, the following AMPS Policies are being presented to Council for consideration: a) Policy to Prevent Political Interference b) Conflict of Interest and Code of Conduct Policy c) Policy Regarding Financial Management and Reporting d) Public Complaints Policy e) Undue Hardship Policy f) Policy for the Appointment of Screening and Hearing Officers 4 - 2 A summary of each proposed Policy is provided below, and draft Policies are attached for reference. Policy to Prevent Political Interference The purpose of this Policy is to ensure that the AMPS system is conducted in a fair and independent manner, and to prevent political interference in the administration of AMPS. The Policy would: prohibit any person from communicating with a City employee, Screening Officer, Hearing Officer, or other person performing duties related to the administration of AMPS, for the purpose of influencing or interfering with the administration of AMPS or with any Penalty Notice (except a person entitled to be heard as part of a hearing ofthe proceeding) require all individuals involved with the enforcement and administrative functions of AMPS to carry out such duties in a manner which upholds the integrity of the administration of justice Conflict of Interest and Code of Conduct Policy The Conflict of Interest Policy set out requirements relating to Screening Officers, Hearing Officers and City employees in order to prevent actual, potential and perceived conflicts of interest, and to ensure that AMPS responsibilities are conducted in accordance with fundamental principles of justice, which include judicial and prosecutorial independence, fairness, impartiality, competence and integrity. The Policy would: recognize the restrictions relating to who can be appointed as Screening Officers and Hearing Officers, as set out in the Screening and Hearing Officer By-law define conflict of interest as including personal or financial, actual, perceived or potential conflict establish the conduct required by a Screening Officer or Hearing Officer to ensure that the administration of AMPS is conducted in a fair and impartial manner provide for disclosure of conflicts and for the reassignment of matters in the event of a conflict Policy Regarding Financial Management and Reporting The purpose of this Policy is to provide financial management, as well as the reporting and tracking of administrative penalties and fees. The Policy would: 4 - 3 apply to all financial management and reporting responsibilities and accountabilities regarding AMPS set out budgeting and reporting expectations relating to AMPS review and monitor current year actual, budgeted and projected financial performance and operating results determine priorities for maintaining and improving AMPS program services levels set outthe methods of payment, processing of payments and refunds related to AMPS Public Complaints Policy The purpose of this Policy is to provide a process for public complaints regarding the administration of AMPS and to ensure that AMPS remains an open, transparent, accessible, responsive, accountable, efficient and effective system for parking enforcement in the City of Waterloo, and that any public complaints are addressed in a timely and responsible manner. The Policy would: apply to complaintsreceived from the public, informal or formal, regarding the administration of AMPS provide the process for filing of complaints provide that, unless otherwise set out in this Policy or in another applicable City Policy, complaints will be investigated by the Designated Complaints Investigator provide that a complaint regarding a member of Council in respect of the administration of AMPS shall be processed in accordance with the Council Code of Conduct provide that a complaint regarding a hearings officershall be directed to the General Manager of Community Services or the Chief Administrative Officer notbe intended as an appeal mechanism to reverse or alter any decision of a Screening Officer or Hearing Officer, or to replace any other legal remedies Undue Hardship Policy In accordance with the Regulation, the Parking Administrative Penalty By-law provides discretion to Screening Officers and Hearing Officer to cancel, reduce or extend time for payment of Administrative Penalties and Administrative Fees where the Officer determines it is necessary in order to reduce undue hardship. This Policy is intended to provide guidelines to Screening Officers and Hearing Officers is exercising their discretion in accordance with the By-law. The Policy would: define undue hardship as meaning financial hardship, or other extenuating circumstances based on compassionate grounds provide examples of documentation that may be used to support a request based on financial hardship 4 - 4 provide that a Screening Officer or Hearing Officer will consider and satisfy themselves as to the authenticity/credibility of any oral or documentary evidence provided in respect of undue hardship, and include an assessment of such evidence in their decision Policy for Appointment of Screening and Hearing Officers The Screening and Hearing Officer By-law contemplates a Policy for Appointment of Screening and Hearing Officers. As contemplated by the By-law, this Policy would: provide for the designation of City employees as screening officers outline the recruitment process for the hearing officers establish the Joint Panel for purposes of review of hearing officer applications ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: TherecommendationofthisreportsupportstheachievementoftheCity’sstrategicvision throughthedeliveryofcore service. FINANCIAL IMPLICATIONS: N/A COMMUNITY ENGAGEMENT: The Administrative Monetary Penalties System is an administrative process that must fit within the Provincial regulations as set out in the Municipal Act. Staff will focus on engaging the public to inform and educate them on the process through a communications plan as well as information provided on our website. ACKNOWLEDGED BY: Michael May, General Manager Community Services Department & DCAO Encl. 4 - 5 Schedule “A” Policy No: POLICY Approval Date: Policy Title: Preventing Political Interference in Relation to Reviewed Date: the Administration of the Administrative Monetary Next Review Date: Penalty System Reviewed Date: PolicyType: COUNCIL Last Amended: Category: Governance Replaces: Sub-Category:Council Author: Director, By-law Enforcement Repealed: Replacedby: Dept/Div:CSD – By-law Enforcement Related Policies, Procedures and/or Guidelines: Municipal Act, 2001 O. Reg. 333/07 Parking Administrative Penalty By-law Screening and Hearing Officer By-law Code of Conduct for Members of Council 1.POLICY PURPOSE: Ontario Regulation 333/07 made under the Municipal Act, 2001requires a municipality establishing an Administrative Monetary Penalty System (AMPS) to have a policy for the prevention of political interference in AMPS. This Policy is intended to address this requirement, to define what constitutes political interference in relation to AMPS, and to ensure that the responsibilities of individuals involved in AMPS are conducted in accordance with the principles of fundamental justice, which include decision making and procedural independence, fairness, impartiality andintegrity, without any political interference. This Policy is not intended to prevent or limit the ability of Members of Council to request information about the AMPS program in general, or its implications for the City, in relation to the business of Council. 2.DEFINITIONS: 1 of 6 4 - 6 Policy No: Policy Title: “Administrative Penalty” means an administrative penalty established by the Parking Administrative Penalty By-law for a contravention of a Designated By-law as defined therein; “AMPS” means Administrative Monetary Penalty System, established by the Parking Administrative Penalty By-law; “City” means The Corporation of the City of Kitchener; “Council Code of Conduct” means the Code of Conduct for Members of Council adopted by the City to govern the conduct of Members of Council, as amended from time to time, or any successor thereof; “Council” means the Council of the City; “Director of By-law Enforcement” means the Director of By-law Enforcement of the City or his or her designate; “Hearing Officer” means any person appointed by the City from time to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a hearing officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By-law; “HearingReview” means the process related to review of a screening decision, as set out in section 6.0 of the Parking Administrative Penalty By-law; “Parking Administrative Penalty By-law” means By-law No. 2019-039 of the City, as amended from time to time, or any successor thereof; “Penalty Notice” means a penalty notice as described in Section 4.0 of the Parking Administrative Penalty By-law; “Person” includes an individual or a corporation; “Power of Decision” means a power or right, conferred by or under this By-law and the Parking Administrative Penalty By-law, to make a decision deciding or prescribing the legal rights, powers, privileges, immunities, duties or liabilities of any person: “Reprisal” means any measure taken or threatened as a direct result of disclosing or being suspected of disclosing an allegation of wrongdoing, initiating or cooperating in an investigation into an alleged wrongdoing, and includes but is not limited to: 1.Disciplinary measures; 2.Demotion of the employee or individual; 3.Termination of the employee or individual; 4.Intimidation or harassment of the employee or individual; 2 of 6 4 - 7 Policy No: Policy Title: 5.Any measure that adversely affects the employment or working conditions of the employee or individual; and 6.Directing or counselling someone to commit a reprisal “Screening and Hearing Officer By-law” means By-law No. 2019-040 of the City, as amended from time to time, or any successor thereof; “Screening Review” means the process related to review of a Penalty Notice, as set out in Section 5.0 of the Parking Administrative Penalty By-law; “Screening Officer” means any person appointed by the City from time to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a Screening Officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By-law; 3.SCOPE: This Policy applies to all members of Council, to Hearing Officers and Screening Officers, to City employees involved in the enforcement and administration of AMPS, and to all other City employees in relation to their interaction with AMPS and members of Council. The following shall apply in addition to this Policy: a)For City employees involved in the administration of the AMPS program:all other City policies and procedures applicable to City employees shall continue to apply. In the event of a conflict between the provisions of this Policy andany other City policy or procedure, in relation to AMPS, the provisions of this Policy shall supersede. b)For Hearing Officers: the provisions of any agreement governing the retainer between the City and a Hearing Officer(s), shall also apply in regard to the activities of the Hearing Officer. In the event of a conflict between this Policy and the agreement, the provisions of this Policy shall supersede. c) For members of Council: the Council Code of Conduct shall also apply in regard to the activities of members of Council. In the event of a conflict between the provisions of this Policy and the provisions of the Council Code of Conduct, in relation to AMPS, this Policy shall supersede. This Policy shall apply in addition to all applicable law (i.e. Municipal Conflict of Interest Act, etc.). A breach of applicable law shall be deemed to be a breach of this Policy. POLICY APPLIES TO THE FOLLOWING: All Employees All Full-Time EmployeesAllUnion 3 of 6 4 - 8 Policy No: Policy Title: ManagementC.U.P.E. 68 Civic Non UnionC.U.P.E. 68 Mechanics TemporaryC.U.P.E. 791 StudentI.B.E.W. 636 Part-Time EmployeesK.P.F.F.A. Specified Positions only: Other: CouncilLocal Boards & Advisory Committees 4.POLICY CONTENT: 4.1Principles of Preventing Political Interference (a)No Person shall attempt, directly or indirectly, to communicatewith any City employee or other person performing duties related to the administration of AMPSfor the purpose of influencing or interfering, financially, politically or otherwise,with the administration of AMPS or with any particular Penalty Notice; (b)No Person shall attempt, directly or indirectly, to communicate with a Screening Officer or Hearing Officer for the purpose of influencing or interfering, financially, politically or otherwise, theScreening Officeror Hearing Officerrespecting aPenalty Noticeand/or respecting a Power of Decision in a proceeding that is or will be pending before a Screening Officer or Hearing Officer, except: 1.APerson who is entitled to be heard in the proceeding or the Person’s lawyer, licensed paralegal or authorized representative; and 2.Only by that Person or the Person’s lawyer, licensed paralegal or authorizedrepresentative during the hearing of the proceeding in which the issues arises. This paragraph shall not prohibit the giving of receiving of legal advice. In addition to this Policy, the AMPS By-law sets out a prohibition on attempting to influence a Screening Officer or Hearing Officer and creates an offence for any contravention of the provisions of the By-law. Such penalty is in addition to any action taken pursuant to this Policy. (c) All individuals involved with the enforcement and administrative functions of AMPS shall carry out such duties in a manner which upholds the integrity of the administration of justice 4.2Accountability (a)A Screening Officer or Hearing Officer, City employee or any other 4 of 6 4 - 9 Policy No: Policy Title: individualperforming duties related to AMPS shall report any attempt at influence or interference, financial, political or otherwise, by any Person, to the Director of By-law Enforcementas soon as possible. No action shall be taken against the Screening Officer, Hearing Officer, employee or other person(s) for making any such report in good faith; (b)Where any employee, Screening Officer, Hearing Officer or other person performing duties related to AMPS, is contacted by a member of Council or City official with respect to the administration of AMPS or a specific Penalty Notice, he or she shall immediately disclose such contactto the Director of By-law Enforcementin order to maintain the integrity of AMPS (c) Any interference with or attempt to interfere with AMPS by any Person may result in charges under the Criminal Code of Canada, as applicable, or any other applicable law, in addition to any disciplinary action; and (d)Any interference with AMPS or attempt to interfere with AMPS, by a member of Council, will be addressed pursuant to the Council Code of Conduct 4.3Reprisal In addition to and without limiting 4.2(a), no person shall take any Reprisal against a City employee or other individual performing duties related to the administration of the AMPS because the employee or individual, in good faith: 1.Has sought information or advice about making a disclosure about wrongdoing contrary to this policy; 2.Has made a disclosure about wrongdoing contrary to this policy in good faith; 3.Has initiated or cooperated in an investigation or other process related to a disclosure of wrongdoing contrary to this policy; 4.Has appeared as a witness, given evidence or participated in any proceeding relating to the wrongdoing contrary to this policy, or is required to do so; 5.Has alleged or reported a Reprisal; or 6.Is suspected or any of the above actions The identity of employees or other individuals performing duties related to the administration of AMPS involved in an investigation, including the identity of an individual alleging political influence contrary to this policy, will be protected to the fullest extent possible. If an employee believes that he or she has suffered Reprisal, this should be reported immediately to the Director of By-law Enforcement. COMPLIANCE 4.4Policy Violation 5 of 6 4 - 10 Policy No: Policy Title: In cases of Policy violation, the Citymay investigate and determine appropriate corrective action. 5.HISTORY OF POLICY CHANGES Administrative Updates n/a Formal Amendments n/a 6 of 6 4 - 11 Schedule “B” Policy No: POLICY Approval Date: Policy Title: Conflict of Interest and Code of Conduct in Relation Reviewed Date: to the Administration of the Administrative Monetary Next Review Date: Penalty System Reviewed Date: Policy Type: COUNCIL Last Amended: Category: Governance Replaces: Sub-Category:Council Author: Director, By-law Enforcement Repealed: Replacedby: Dept/Div:CSD – By-law Enforcement Related Policies, Procedures and/or Guidelines: Municipal Act, 2001 O. Reg. 333/07 Parking Administrative Penalty By-law Screening and Hearing Officer By-law AMPS Program Policies and Procedures 1.POLICY PURPOSE: Ontario Regulation 333/07 (“the Regulation”) pursuant to the Municipal Act, 2001 requires a municipality establishing an Administrative Monetary Penalty System (AMPS) for parking to have a policy relating to conflicts of interest. In accordance with the Regulation, the Policy must define what constitutes a conflict of interest in relation to AMPS, contain provisions to prevent such conflicts and to redress such conflicts should they occur. This Policy addresses conflict of interest provisions in relation to the administration of AMPS. The Policy set out requirements relating to Screening Officers, Hearing Officers and City staff in order to prevent actual, potential and perceived conflicts of interest, and to ensure that AMPS responsibilities are conducted in accordance with fundamental principles of justice, which include judicial and prosecutorial independence, fairness, impartiality, competence and integrity. 2.DEFINITIONS: “AMPS” means Administrative Monetary Penalty System, established pursuant to the Parking Administrative Penalty By-law; 1 of 8 4 - 12 Policy No: Policy Title: “City” means The Corporation of the City of Kitchener; “Council” means the Council of the City; “Director of By-law Enforcement Services” means the Director of By-law Enforcement Services of the City, or his or her designate; “Hearing Officer” means any person appointed by the City fromtime to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a hearing officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By-law; “Hearing Review” means the process related to review of a Screening Decision, as set out in section 6.0 of the Parking Administrative Penalty By-law; “Parking Administrative Penalty By-law” means By-law No. 2019-039 of the City, as amended from time to time, or any successor thereof; “Parent” means a person who has demonstrated a settled intention to treat a child as a member of her or his family, whether or not that person is the natural parent of the child; “Penalty Notice” means a penalty notice as described in Section 4.0 of the Parking Administrative Penalty By-law; “Person” includes an individual or a corporation; “Policy for Appointment of Screening and Hearing Officers” means the policy adopted by the City to govern the Appointment of Screening and Hearing Officers, as amended from time to time, or any successor thereof; Power of Decision – means a power or right, conferred by or under this By-law and the Parking Administrative Penalty By-law, to make a decision deciding or prescribing the legal rights, powers, privileges, immunities, duties or liabilities of any Person: “Relative” includes any of the following persons: a)spouse, common-law partner, or any person with whom the person is living as a spouse outside of marriage; b)Parent or legal guardian; c) child, including a step-child and grandchild; d)siblings and children of siblings; e)aunt, uncle, niece and nephew; f)in-laws, including mother, father, sister, brother, daughter and son; or g)any person who lives with the person on a permanent basis. “Screening and Hearing Officer By-law” means By-law No. 2019-040 of the City, as amended from time to time, or any successor thereof; 2 of 8 4 - 13 Policy No: Policy Title: “Screening Review” means the process related to review of a Penalty Notice, as set out in Section 5.0 of the Parking Administrative Penalty By-law; “Screening Decision” means a notice which contains the decision of a Screening Officer, as set out in Section 5.8 of the Parking Administrative Penalty By-law; “Screening Officer” means any person appointed by the City from time to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a screening officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By-law; and “Statutory Powers Procedure Act” meansthe Statutory Powers Procedure Act, R.S.O. 1990, c. S. 22, as amended from time to time, or any successor thereof 3.SCOPE: This Policy applies to all Screening Officers, Hearing Officers, and all City employees involved in the administration of the AMPS program. The following shall apply in addition to this Policy: a)City employees involved in the administration of the AMPS program: all other City policies and procedures applicable to City employees shall continue to apply. In the event of a conflict between the provisions of this Policy andany other City policy or procedure, in relation to AMPS, the provisions of this Policy shall supersede. b)For Hearing Officers: the provisions of any agreement governing the retainer between the City and a Hearing Officer(s), shall also apply in regard to the activities of the Hearing Officer. In the event of a conflict between this Policy and the agreement, the provisions of this Policy shall supersede. This Policy shall apply in addition to all applicable law (i.e. Municipal Conflict of Interest Act, etc.). A breach of applicable law relevant to any matters set out in this Policy shall be deemed to be a breach of this Policy. POLICY APPLIES TO THE FOLLOWING: All Employees All Full-Time EmployeesAllUnion ManagementC.U.P.E. 68 Civic Non UnionC.U.P.E. 68 Mechanics TemporaryC.U.P.E. 791 StudentI.B.E.W. 636 Part-Time EmployeesK.P.F.F.A. Specified Positions only: Other: 3 of 8 4 - 14 Policy No: Policy Title: CouncilLocal Boards & Advisory Committees 4.POLICY CONTENT: 4.1Appointment of Screening Officers and Hearing Officers The Screening and Hearing Officer By-law and Policy ForAppointment of Screening and Hearing Officers, establish the rules regarding the appointment of Screening Officers and Hearing Officers. Screening and Hearing Officers shall be appointed and recruited in accordance with the Policy For Appointment of Screening and Hearing Officers. The following persons shall not be eligible for appointment as or to remain as a Screening Officer or Hearing Officer: a)a member of Council; b)a Relative of a member of Council; c) an individual indebted to the City other than: i)in respect of current real property taxes; or ii)pursuant to an agreement with the City, where the individual is in compliance with the terms thereof; and d)in the case of a Hearing Officer, an employee of the City of Kitchener 4.2 Conflict of Interest A conflict of interest arises where a Screening Officer, Hearing Officer or City employee involved in the administration of AMPS, or any Relative of same, has a direct or indirect personal or financial interest: a) such that they could influence a decision made in relation to AMPS; b)that may affect the performance of their job duties in relation to AMPS; c) that conflicts, might conflict, or may be perceived to conflict with the interests of the proper administrationof AMPS; or d)that may adversely affect the reputation of the City as a public authority in relation to AMPS. A conflict of interest includes a pecuniary or non-pecuniary interest, actual, perceived or potential conflict, that could arise in relation to personal or financial matters, including but not limited to: i)directorships or employment; 4 of 8 4 - 15 Policy No: Policy Title: ii)interests in business enterprises or professional practices; iii)share ownership or beneficial interests in trusts; iv)professional or personal associations with a Person; v)professional associations or relationships with other organizations; vi)personal associations with other groups or organizations; or vii)family relationships, including Relatives. Screening Officers Screening Officers are employees of the City of Kitchenerand therefore must alsoabide by all other City policies and procedures applicable to City employees. Screening Officers must be and appear to be impartial at all times. Screening Officers shall not review a Penalty Notice for a personal or business acquaintance or Relative. Hearing Officers Hearing Officers, in conducting a Hearing Review, are bound byand shall comply with the Statutory Powers Procedures Act, as well as general administrative common law principles (i.e. procedural fairness, natural justice, impartial and unbiased decision making, etc.). Hearing Officers must be and appear to be impartial at all times. A Hearing Officer shall not review a Screening Decision for a personal or business acquaintance or Relative. Hearing Officers must also abide by the terms of any agreement governing the retainer between the Hearing Officer and the City. 4.3Conduct of Screening Officers and Hearing Officers All Screening Officers and Hearing Officers shall: a) both be and appear to be independent, impartial, and unbiased; b)avoid all conflicts of interest, whether real, potential or perceived, and promptly take appropriate steps to disclose, resolve, or obtain advice with respect to any such conflict should it arise; c) not represent any Person at a Screening Review or Hearing Review; d)notdispute their own Penalty Notices and are expected to pay the Penalty Notice in a timely manner; e) not be influenced by partisan interests, public opinion, or by fear of criticism; f) not use their title and position to promote their own interests or the interests of others; g) discharge their duties in accordance with the law, City by-laws and AMPS policies, procedures and guidelines in effect from time to time; 5 of 8 4 - 16 Policy No: Policy Title: h) maintain and upgrade their knowledge and competence through their work, by participating in training and education courses as required by the City, and by seeking guidance from their colleagues and the City, as necessary; i) remain up to date on changes in the law, City by-laws, policies and procedures relevant to their function; j) act with integrity, as they are subject to ongoing public scrutiny; k) respect and comply with the law and conduct themselves at all times in a manner that promotes public confidence in the integrity and impartiality of AMPS; l) approach their duties in a calm and courteous manner when dealing with the public and others and present and conduct themselves in a manner consistent with the integrity of AMPS and with their appointment; m) convey their decisions in plain language, including the reasons therefor where such are required; n) safeguard the confidentiality of information that comes to them by virtue of their work and not disclose that information except as required by, and in accordance with, the law; o) in discharging their duties,treat those with whom they deal with in a respectful and tolerant manner regardless of the gender, sexual orientation, race, religion, culture, language, mental abilities, or physical abilities of those Persons, and without limiting the foregoing, comply in all respects with the Ontario Human Rights Code; p) refrain from openly and publicly criticizing the administration of AMPS or the conduct of others, including City employees or members of Council. Screening Officers and Hearing Officers shall acknowledge that only the Director of By-lawEnforcementServicesmay speak publicly on behalf of the City’s AMPS program. Any criticisms, suggestions or concerns related to AMPS shall be communicated through appropriate channels to the Director of By-law Enforcement Services; q) deal with the matters that come before them in a timely manner and make themselves accessible to those requiring their services; and r)not knowingly exercise a power or function for which they have not been trained or designated. Without limiting the foregoing, Screening Officers, Hearing Officers and all persons involved in the administration of AMPS shall avoid activities or circumstances that create conflicts, whether real, potential or perceived, between their personal interests and their responsibilities in relation to AMPS, including situations where their personal interests or the perception that their personal interests could influence any decisions they make on behalf of the City. Any obligation, interest or participation, which would or could interfere with the fair and impartial administration of AMPS or the exercise of judgment in relation to AMPS, constitutes conflict of interest. Every Screening Officer, Hearing Officer or City employee involved in the administration of AMPS, must disclose, in accordance with this Policy, any 6 of 8 4 - 17 Policy No: Policy Title: obligation, commitment, relationship or interestthat poses a real, potential or perceived conflict with his or her duties in relation to or interests in the administration of AMPS. 4.4 Preventing Conflict of Interest The keys to preventing conflicts of interest are identification, disclosure and withdrawal from the power of decision with respect to a Screening Review or Hearing Review. The need for identification, disclosure and withdrawal from a Power of Decision or administrative role in relation to AMPS applies to any real, potentialor perceived conflict of interest. 4.5Reporting Conflicts of Interest Screening Officers and City Employees Screening Officers and City employeesinvolved in the administration of AMPS shall notify the Director of By-lawEnforcement Services of any conflict of interest, real, potential or perceived, that they may have in relation to a matter. Hearing Officers If a Hearing Officer becomes aware of any real, potential or perceived conflict of interest, the Hearing Officer shall notify the Director of By-law Enforcement Services. 4.6Assignment of Alternate Screening Officer or Hearing Officer Where a real, potential or perceived conflict of interest is reported by a Screening Officer or Hearing Officer, as set out in this Policy: a) in the case of a review of a Screening Review or Hearing Review that has not yet commenced, the Director of By-lawEnforcement Services shall assign another Screening Officer or Hearing Officer to conduct the review to avoid actual, potential or perceived conflict of interest; or b) in the case of a review of a Screening Review or Hearing Review that has commenced: i)the Screening Officer or Hearing Officer,as the case may be, shall adjourn the review and withdraw from the Power of Decision; and ii)the Director of By-lawEnforcement Services shall cause the Screening Review or Hearing Review to be recommenced and rescheduled with another Screening Officer or Hearing Officer. 7 of 8 4 - 18 Policy No: Policy Title: If all appointed Screening Officers and/or Hearing Officers have a conflict of interest with a matter, the Director of By-law Enforcement Servicesshall retain another Screening Officer or Hearing Officer to handle the matter that is the subject of the conflict of interest. The Director of By-lawEnforcement Services may consult with the City Solicitor, or his/her designate, for further guidance in regard to this Policy. Where a Screening Officer or Hearing Officer is charged with anyoffence under the Criminal Code of Canada, or under any other Federal or Provincial statute or Regulation where continuing to perform duties may erode public confidence in the administration of justice, the Screening Officer or Hearing Officer shall disclose same to the Director of By-law Enforcement Serviceswithin 5 business days of the charge being laid, and appropriate action will be taken by the City, which, if determined appropriate, may include suspension from duties until the final disposition of the charge and, upon final disposition, may include, butis not limited to, termination of duties related to AMPS and/or revocation of appointment. COMPLIANCE 4.7 Policy Violation In cases of Policy violation, the City may investigate and determine appropriate corrective action. 5.HISTORY OF POLICY CHANGES Administrative Updates n/a Formal Amendments n/a 8 of 8 4 - 19 Schedule “C” Policy No: POLICY Approval Date: Policy Title: Financial Management and Reporting for the Reviewed Date: Administrative Monetary Penalty System Next Review Date: Reviewed Date: Policy Type: COUNCIL Category: Governance Last Amended: Sub-Category:Council Replaces: Author: Director, By-law Enforcement Repealed: Replacedby: Dept/Div:CSD-By-law Enforcement Related Policies, Procedures and/or Guidelines: Municipal Act, 2001 O. Reg. 333/07 City of KitchenerParking Administrative Penalty By-law City of KitchenerScreening and Hearing Officer By-law AMPS Program Policies and Procedures 1.POLICY PURPOSE: Ontario Regulation 333/07 requires a municipality establishing an Administrative Monetary Penalty System (AMPS) to have a policy to address financial management and reporting of AMPS. This purpose of this Policy is to provide a Policy regarding financialmanagement and the reporting and tracking of administrative penalties and fees. This Policy affirms that the City of Kitchener’s AMPS shall follow the existing corporate policies and procedures related to financial management and reporting. 2.DEFINITIONS: “Administrative Fee” means any fee specified in the Parking Administrative Penalty By- law; “Administrative Penalty” means an administrative penalty imposed for contravention of a Designated By-law, in accordance with the Parking Administrative Penalty By-law; “AMPS” means Administrative Monetary Penalty System; 1 of 6 4 - 20 Policy No: Policy Title: “By-law Enforcement Services” means the By-law Enforcement Services Division of the City, or any successor thereof; “City” means The Corporation of the City of Kitchener; “Clerk” means the City Clerk, or anyone designated by the Clerk to perform his or her duties pursuant to the Administrative Monetary Penalty System; “Council” means the Council of the City; “Director” means the Director of By-law Enforcement Services or anyone designated by the Director of By-law Enforcement Servicesto perform his or her duties pursuant to the Administrative Monetary Penalty System; “Hearing Officer” means any person who is appointed by the City from time to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a Hearing Officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By-law; “Municipal Freedom of Information and Protection of Privacy Act” means the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c. M. 56, as amended from time to time, or any successor thereof; “Parking Administrative Penalty By-law” means By-law No. 2019-039 of the City, as amended from time to time, or any successor thereof; “Penalty Notice” means a penalty notice as described in Section 4.0 of the Parking Administrative Penalty By-law; “Person” includes an individual or a corporation; “Screening and Hearing Officer By-law” means By-law No. 2019-040 of the City, as amended from time to time, or any successor thereof; “Screening Officer” means any person appointed by the City from time to time pursuant to the Screening and Hearing Officer by-law, to performs the functions of a Screening Officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By-law 3.SCOPE: This Policy applies to all financial management and reporting responsibilities and accountabilities regarding AMPS. All persons responsible for administering the AMPS program, as well as Screening Officers and Hearing Officers, shall comply with this Policy. 2 of 6 4 - 21 Policy No: Policy Title: The City has established a number of financial management policies and procedures which, along with proactive financial planning processes, provide a framework for the City’s overall fiscal planning and management. The City continues to display financial accountability through regular, thorough and transparent financial performance reporting and analysis. This will be reflected in routine reporting on AMPS financial results, as well as efficiency and effectiveness measures of the AMPS programs and services. POLICY APPLIES TO THE FOLLOWING: All Employees All Full-Time EmployeesAllUnion ManagementC.U.P.E. 68Civic Non UnionC.U.P.E. 68 Mechanics TemporaryC.U.P.E. 791 StudentI.B.E.W. 636 Part-Time EmployeesK.P.F.F.A. Specified Positions only: Other: CouncilLocal Boards & Advisory Committees 4.POLICY CONTENT: 1.1General Financial Management and Reporting Preparation of the City’s budget revolves around priority setting that reflects the City’s Strategic Plan, Council priorities, service delivery objectives and standards and historical financial performance; all balanced with the need for prudent financial management. Priority setting and budgeting with respect to AMPS shall be the responsibility of By-law Enforcement Services. Through the process of current financial management and reporting for AMPS, By-law Enforcement Servicesshall: a)reviewand monitor current year actual, budgeted and projected financial performance and operating results; b)proactively compare program financial activity with past performance to identify trends, issues and opportunities; c) determine priorities for maintaining and improving AMPS program services levels; d)review and develop long-term plans for AMPS; e)identify and mitigate factors impacting the AMPS budget and financial performance, such as inflation, fixed costs and legislative requirements that are beyond the control of City decision-makers; 3 of 6 4 - 22 Policy No: Policy Title: f)comply with all corporate reporting standards and requirements as part of the City’s financial management and reporting processes; g)ensure all necessary financial signing authorities are in place and followed by all staff involved in AMPS administration; and h)comply with all City procurement policies and procedures in regard to AMPS 1.2Payment of a Penalty Notice Any person issuing a Penalty Notice for an infraction of a Designated By-law is not permitted to accept payment for an Administrative Penalty. Hearing Officers are prohibited from directly accepting any payment from any Person in respect of a Penalty Notice. City employees shall ensure compliance with corporate and/or departmental cash/payment handling procedures for financial stewardship. 1.2.1Methods of Payment Following the issuance of a Penalty Notice, the Person is permitted to make a voluntary payment by using one of the following methods: a)Online using VISAorMasterCard at www.kitchener.ca (subject to a nominal processing fee) b)In person at the By-law Enforcement Office – 33 Ontario St. N., Kitchener OR at Kitchener City Hall, 200 King St. W., Kitchener During regular business hours Monday – Friday from 8:30am-5:00pm Payment may be made by cash, cheque, money order or debit card c) By mail using cheque or money order only. The Penalty Notice number must be written on the front of the cheque or money order and shall be made payable to The Corporation of the City of Kitchener Mail to: The Corporation of the City of Kitchener Revenue Division 200 King St. W., P.O. Box 9058 Kitchener, ON N2G 4Y2 4 of 6 4 - 23 Policy No: Policy Title: Payment is not considered made until received by the City. Persons must allow sufficient mailing time for payments and should not send cash by mail. Post- dated cheques or payment by installations (unless otherwise agreed by the Director) are not accepted. A fee will be applied for any Non-Sufficient Funds, cancelled or reversed payment, in accordance with the City’s Fees and Charges By-law. 1.2.2Processing Payments Payments will be processed as follows: a)Online The Person enters their Penalty Notice and related information into the system and makes a payment with their credit card information. Once the transaction is processed and approved, the Person may print a receipt of payment as proof of payment for their records. b)In Person Apply the appropriate method of payment to the Penalty Notice. The Person is provided with a receipt of payment for their records. c) By Mail Apply the cheque or money order payment to the Penalty Notice. A receipt is not provided when using this method of payment. Upon receipt of a Penalty Notice payment, a City employee will apply the payment to a specific Penalty Notice in the Ticket Tracersystem connected to the City’s Point-of-Sale terminals. Unless otherwise agreed by the Director, partial payments will not be accepted. The Penalty Notice will reflect “paid” status. A Person’s credit card information is not kept by the City’s system, in accordance with the Municipal Freedom of Information and Protection of Privacy Act. 1.2.3Refund of Payment If a Person has paid any Administrative Fee in respect of a Penalty Notice, and the Administrative Fee or part thereof is later cancelled or reduced by a Screening Officer or Hearing Officer, the City shall refund the Administrative Fee or part thereof cancelled or reduced, to the Person. 1.3Administrative Fees 5 of 6 4 - 24 Policy No: Policy Title: Various Administrative Fees may be payable by a Person with a Penalty Notice as set out in the Parking Administrative Penalty By-law. Where applicable, such fees shall be paid in addition to the Administrative Penalty. COMPLIANCE 1.4In cases of Policy violation, the City may investigate and determine appropriate corrective action. 5.HISTORY OF POLICY CHANGES n/a Formal Amendments n/a 6 of 6 4 - 25 Schedule “D” Policy No: POLICY Approval Date: Policy Title: Public Complaints Respecting the Reviewed Date: Administration of the Administrative Monetary Next Review Date: Penalty System Reviewed Date: Policy Type: COUNCIL Last Amended: Category: Governance Replaces: Sub-Category:Council Author: Director, By-law Enforcement Repealed: Replacedby: Dept/Div:CSD – By-law Enforcement Related Policies, Procedures and/or Guidelines: Municipal Act, 2001 Parking Administrative Penalty By-law Screening and Hearing Officer By-law AMPS Program Policies and Procedures 1.POLICY PURPOSE: Ontario Regulation 333/07 made under the Municipal Act, 2001 requires a municipality establishingan Administrative Monetary Penalty System (AMPS) to develop a policy to address public complaints regarding the administration of AMPS. The purpose of this Policy is to provide a process for public complaints regarding the administration of AMPS and to ensure that AMPS remains an open, transparent, accessible, responsive, accountable, efficient and effective system for parking enforcement in the City of Kitchener, and that any public complaints are addressed in a timely and responsible manner. 2.DEFINITIONS: “Administrative Fee” means any fee specified in the Parking Administrative Penalty by- law; “Administrative Penalty” means an administrative penalty established by the Parking Administrative Penalty By-law for a contravention of a Designated By-lawas defined therein; 1 of 5 4 - 26 Policy No: Policy Title: “AMPS” means Administrative Monetary Penalty System; “City” means The Corporation of the City of Kitchener; “Clerk” means the City Clerk, or anyone designated by the Clerk to perform his or her duties pursuant to the AdministrativeMonetary Penalty System; “Council” means the Council of the City; “Designated Complaints Investigator” means the Director of By-law Enforcement Servicesor the City Solicitor, or his or her designate; “Hearing Officer” means any person who is appointed by the City from time to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a Hearing Officer in accordance with the Parking Administrative Penalty By-law; “Hearing Review” means the process related to review of a screening decision, as set out in Section 6.0 of the Parking Administrative Penalty By-law; “Integrity Commissioner” means the Integrity Commissioner as appointed by City Council from time to time; “Municipal Freedom of Information and Protection of Privacy Act” means the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990. c. M. 56, as amended from time to time, or any successor thereof; “Parking Administrative Penalty By-law” means By-law No. 2019-039, as amended from time to time, or any successor thereof; “Penalty Notice” means a penalty notice issued pursuant to Section 4.2 of the Parking Administrative Penalty By-law; “Screening and Hearing Officer By-law” means By-law No. 2019-040, as amended from time to time, or any successor thereof; “Screening Officer” means any person who is appointed by the City from time to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a Screening Officer in accordance with the Parking Administrative Penalty By-law; “Screening Review” means the process related to review of a Penalty Notice, as set out in Section 5.0 of the Parking Administrative Penalty By-law 3.SCOPE: This Policy applies to all publiccomplaints, informal or formal, regarding the administration of the AMPS program and applies to all administrative actions and 2 of 5 4 - 27 Policy No: Policy Title: functions of all City employees and other individuals responsible for the administration of AMPS, and to all public complaints regarding Screening Officers or Hearing Officers. All individuals responsible for administering the AMPS program shall be responsible for adherence to this Policy. Any public complaint filed pursuant to this Policy in regards to the administrative actions of a City employee, Screening Officer or Hearing Officer under AMPS shall be referred to the Designated Complaints Investigator. Screening Officers and Hearing Officers do not have jurisdiction to consider questions relating to the validity of a statute, regulation or by-law or the constitutional applicability or operability of a statute, regulation or by-law. Any such complaints will not be processed under this Policy. This Policy is not intended to: (a)Operate as an appeal mechanism to reverse or alter any decision of a Screening Officer or Hearing Officer; or (b)Replace other specific City programs, policies/procedures, legislative processes, or legal processes available to the public to address public concerns with AMPS or with the outcome of a Screening Review or Hearing Review. POLICY APPLIES TO THE FOLLOWING: All Employees All Full-Time EmployeesAllUnion ManagementC.U.P.E. 68 Civic Non UnionC.U.P.E. 68 Mechanics TemporaryC.U.P.E. 791 StudentI.B.E.W. 636 Part-Time EmployeesK.P.F.F.A. Specified Positions only: Other: CouncilLocal Boards & Advisory Committees 4.POLICY CONTENT: 4.1General Provisions A public complaint shall be processed using the following framework: (a)Unless otherwise set out in this Policy, all public complaints regarding the administration of AMPS shall be submitted to the Designated Complaints Investigator, who may investigate and, if applicable, determine appropriate corrective action; 3 of 5 4 - 28 Policy No: Policy Title: (b)Any complaint regarding a member of Council in respect of the administration of AMPS shall be submitted and processed in accordance with the Council Code of Conduct; (c) Any complaint regarding a Hearing Officer shall be referred by the Designated Complaints Investigator to the General Manager of Community Services; (d)A public complaint submitted pursuant to this Policy must be in writing, using the form(s) as may be prescribed by the Designated Complaints Investigator from time to time, complete with all required information, including the name andfull contact information of the complainant, and be sent to the Designated Complaints Investigatorwithin 30 calendar days of the date of the event for which the complaint is being made. Incomplete complaint forms or forms submitted after the 30 calendar day period may not be processed, at the discretion of the Designated Complaints Investigator; (e)All complaints shall be treated as confidential by the City and shared only as required to investigate the complaint, respecting personal information privacy and confidentiality in accordance with the Municipal Freedom of Information and Protection of Privacy Act; (f)The Designated Complaints Investigator may refuse to address or process any public complaint that is deemed by the Designated Complaints Investigatorto be frivolous, vexatious, trivial or made in bad faith, or not within the scope of this Policy. The Designated Complaints Investigator shall notify the complainant in writing, and provide the complainant with a reasonable opportunity to make written submissions, prior to determining a complaint to be frivolous, vexatious, trivial or made in bad faith. Any such decision shall be communicated to the complainant in writing with reasons; (g)Where possible, at the discretion of the Designated Complaints Investigator, attempts will be made to address public complaints through an informal resolution process before proceeding to a formal resolution process; (h)Any resolution, formal or informal, of a public complaint will be addressed by a written response from the Designated Complaints Investigator to the person filing the complaint; (i)A public complaint sustained through a review cannot be used as the basis to change or void a decision of a Screening Officer or Hearing Officer, including any Administrative Penalties and Administrative Fees due or paid; and (j)The Designated Complaints Investigator will report annually on the summary of public complaints filed and addressed in respect of AMPS. 4.2 Anonymous Complaints 4 of 5 4 - 29 Policy No: Policy Title: Complaints that are anonymous will not be accepted. 4.3 Withdrawing a Complaint A complainant may withdraw his/her complaint by so requesting in writing to the Designated Complaints Investigatorat any time. COMPLIANCE 4.4In cases of Policy violation, the City may investigate and determine appropriate corrective action. 5.HISTORY OF POLICY CHANGES Administrative Updates n/a Formal Amendments n/a 5 of 5 4 - 30 Schedule “E” Policy No: POLICY Approval Date: Policy Title: Undue Hardship in Relation to the Administration of the Reviewed Date: Administrative Monetary Penalty System (AMPS) Next Review Date: Reviewed Date: Policy Type: COUNCIL Category: Governance Last Amended: Sub-Category:Council Replaces: Author: Director, By-law Enforcement Repealed: Replacedby: Dept/Div:CSD – By-law Enforcement Related Policies, Procedures and/or Guidelines: Municipal Act, 2001 O. Reg. 333/07 Municipal Freedom of Information and Protection of Privacy Act Parking Administrative Penalty By-law Screening and Hearing Officer By-law AMPS Program Policies and Procedures 1.POLICY PURPOSE: Ontario Regulation 333/07 made under the Municipal Act, 2001requires a municipality establishing an Administrative Monetary Penalty System (AMPS) to have procedures that permit persons to be excused from paying all or part of the administrative penalty, including any administrative fees, if requiring them to do so would cause undue hardship. The Parking Administrative Penalty By-law provides discretion to Screening Officers and Hearing Officer to cancel, reduce or extend time for payment of Administrative Penalties and Administrative Fees where the Officer determines it is necessary in order to reduce undue hardship. This Policy is intended to provide guidelines to Screening Officers and Hearing Officers inexercising their discretion in accordance with the By-law. It is not intended to provide criteria for establishing undue hardship in respect of other City programs or services. 2.DEFINITIONS: “Administrative Fee” means any fee specified in the Parking Administrative Penalty By- law; 1 of 4 4 - 31 Policy No: Policy Title: “Administrative Penalty” means an administrative penalty established by the Parking Administrative Penalty By-law for a contravention of a Designated By-law as defined therein; “AMPS” means Administrative Monetary Penalty System; “City” means The Corporation of the City of Kitchener; “Financial Hardship” means a significant financial difficulty or expense and focuses on the resources and circumstances of the Person owing an Administrative Penalty or Administrative Fee, in relation to the cost or difficult of paying the Administrative Penalty or Administrative Fee; “Hearing Officer” means any person who is appointed by the City from time to time pursuant to the Screening and Hearing Officer by-law, to perform the functions of a Hearing Officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By-law; “Hearing Decision” means a notice which contains the decision of a Hearing Officer, as set out in Section 6.14 of the Parking Administrative Penalty By-law; “Hearing Review” means the process related to review of ascreening decision, as set out in section 6.0 of the Parking Administrative Penalty By-law; “Municipal Freedom of Information and Protection of Privacy Act” means the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990. c. M. 56, as amended from time to time, or any successor thereof; “Parking Administrative Penalty By-law” means By-law No. 2019-039 of the City, as amended from time to time, or any successor thereof; “Penalty Notice” means a penalty notice as described in Section4.0 of the Parking Administrative Penalty By-law; “Person” includes an individual or a corporation; “Records Retention By-law” means a by-law of the City providing for the classification retention and/or disposition of records, as amended from time to time, or any successor thereof; “Screening Review” means the process related to review of a Penalty Notice, as set out in section 5.0 of the Parking Administrative Penalty By-law; “Screening Decision” means a notice which contains the decision of a Screening Officer, as set out in Section 5.8 of the Parking Administrative Penalty By-law; 2 of 4 4 - 32 Policy No: Policy Title: “Screening Officer” means any person appointed by the City from time to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a Screening Officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By-law; and “Undue Hardship” means financial hardship, or other extenuating circumstances based on compassionate grounds 3.SCOPE: This Policy applies to Screening Officers and Hearing Officers in the conduct of a Screening Review and a Hearing Review, respectively, pursuant to the Parking Administrative Penalty By-law. POLICY APPLIES TO THE FOLLOWING: All Employees All Full-Time EmployeesAllUnion ManagementC.U.P.E. 68 Civic Non UnionC.U.P.E. 68 Mechanics TemporaryC.U.P.E. 791 StudentI.B.E.W. 636 Part-Time EmployeesK.P.F.F.A. Specified Positions only: Other: CouncilLocal Boards & Advisory Committees 4.POLICY CONTENT: 1.1 Process In accordance with the Parking Administrative Penalty By-law, a Screening Officer or Hearing Officer: (a)May cancel, reduce or extend the time for payment of an Administrative Penalty and/or any Administrative Fee, where the Screening Officer or Hearing Officer is satisfied, on a balance of probabilities, that the cancellation, reduction or extension of time for payment is necessary to reduce Undue Hardship; and (b)Will consider and satisfy themselves at the Screening Review or Hearing Review as to the authenticity/credibility of any oral or documentary evidence provided, in respect of Undue Hardship, and will include an assessment of such evidence in their decision. 3 of 4 4 - 33 Policy No: Policy Title: 1.2Documentation to support Financial Hardship A Person who wishes to seek relief pursuant to the Parking Administrative Penalty By-law on the basis of Financial Hardship should bring documentation to support their claim to the Screening Review or Hearing Review. Examples of documents that may be considered in relation to Financial Hardship include, but are not limited to: (a)Old Age Security; (b)Canada Pension; (c) Guaranteed Income Supplement; (d)Disability Pension; (e)Ontario Student Assistance Program; or (f)Any other form of social assistance A Screening Officer or Hearing Officer may also consider the oral evidence provided by the Person in relation to Financial Hardship. 1.3Records Retention All information and documentation provided in support of financial hardship shall be treated in a confidential manner, in accordance with the Municipal Freedom of Information and Protection of Privacy Act. Photocopies of the documentation may be required and attached to the Screening Decision and/or Hearing Decision record and will be retained according to the City’sRecords Retention By-Law. COMPLIANCE In cases of Policy violation, the City may investigate and determine appropriate corrective action in accordance. 5.HISTORY OF POLICY CHANGES Administrative Updates n/a Formal Amendments n/a 4 of 4 4 - 34 Schedule “F” Policy No: POLICY Approval Date: Policy Title: Recruitment and Selection of Screening and Hearing Reviewed Date: Officers Next Review Date: Policy Type: COUNCIL Reviewed Date: Category: Governance Last Amended: Sub-Category:Council Replaces: Author: Director, By-law Enforcement Repealed: Dept/Div:CSD-By-law Enforcement Replacedby: Related Policies, Procedures and/or Guidelines: Municipal Act, 2001 Procedure By-Law Code of Conduct for Members of Council Code of Conduct for Members of Advisory Committees 1.POLICY PURPOSE: The purpose of the policy is to provide a consistent and transparent framework for the selectionand appointment of Screening Officers and Hearing Officers and to act as a guide for appointees. 2.DEFINITIONS: “City” means The Corporation of the City of Kitchener; “Clerk” means the City Clerk, or anyone designated by the Clerk to perform his or her duties relating to AMPS; “Council” means the Council of the City; “Hearing Officer”means any person appointed from time to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a hearing officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By- law; 1 of 5 4 - 35 Policy No: Policy Title: “Joint Panel” means a joint panel as set out herein, established to provide advice and recommendations to Council pursuant to the Screening and Hearing Officer By-law, regarding the appointment of Hearing Officers; “Parking Administrative Penalty By-law”means By-law No. 2019-039 of the City, as amended from time to time, or any successor thereof; “Relative”includes any of the following persons: a)spouse, common-law partner, or any person with whom the person is living as a spouse outside of marriage; b)Parent or legal guardian; c)child, including a step child and grandchild; d)siblings and children of siblings; e)aunt, uncle, niece and nephew; f)in-laws, including mother, father, sister, brother, daughter and son; or g)any person who lives with the person on a permanent basis “Screening and Hearing Officer By-law”means By-law No. 2019-040of the City, as amended from time to time, or any successor thereof; “Screening Officer”means any person appointed from time to time pursuant to the Screening and Hearing Officer By-law, to perform the functions of a screening officer in accordance with the Screening and Hearing Officer By-law and the Parking Administrative Penalty By-law 3.SCOPE: This Policy applies to the selection and appointment of Screening Officers and Hearing Officers for the purposes of AMPS in relation to parking. POLICY APPLIES TO THE FOLLOWING: All Employees All Full-Time EmployeesAllUnion ManagementC.U.P.E. 68 Civic Non UnionC.U.P.E. 68 Mechanics TemporaryC.U.P.E. 791 StudentI.B.E.W. 636 Part-Time EmployeesK.P.F.F.A. Specified Positions only:Other: CouncilLocal Boards & Advisory Committees 2of 5 4 - 36 Policy No: Policy Title: 4.POLICY CONTENT: 1.1Appointment of Screening Officers In accordance with the Screening and Hearing Officer By-law, Screening Officers shall be appointed by the Clerk in consultation with the City Solicitor. Except where ineligible or where the Clerk, in consultation with the City Solicitor otherwise determines that the person has demonstrated an inability to comply with City Policies or procedures, or is unable to carry out the duties related to AMPS in a fair and impartial manner, any person(s) holding the following positions of By-law Enforcement Assistant (as that position may be renamed from time to time) may be designated by the Clerk as Screening Officers. The following persons are noteligible for appointment as Screening Officers: 1)A member of Council; 2)A Relative of a member of Council; 3)A person indebted to the City, other than: a)In respect of current property taxes; or b)Pursuant to an agreement with the City, where the person is in compliance with the terms thereof The Clerk, in consultation with the City Solicitor, may revoke the appointment of a By-law Enforcement Information Officeras a Screening Officer if at any time the person becomes ineligible for appointment or continuation as a Screening Officer, or is otherwise determined by the Clerk, in consultation with the City Solicitor, to be unable to carry out the duties related to AMPS in a fair and impartial manner or to comply with City Policies or procedures. 1.2Recruitment of Hearing Officer(s) The City may, from time to time, recruit Hearing Officer(s) as contemplated by the Screening and Hearing Officer By-law, in accordance with the following process: 1.2.1Joint Panel A Joint Panel is hereby established, to carry out the duties of the Joint Panel as contemplated by the Screening and Hearing Officer By-law and in this Policy. The Joint Panel shall be comprised of the following representatives of the City of Kitchener and the City of Waterloo: a)City Solicitor or designate (Kitchener and/or Waterloo – provided that at least 1 such person is on the panel); b)City Clerk or designate (Waterloo); and c) Director of Human Resources or designate (Kitchener) 1.2.2Eligibility 3 of 5 4 - 37 Policy No: Policy Title: The following persons are noteligible to be appointed or to remain as Hearing Officer(s): a)A member of Council; b)A Relative of a member of Council; c) An employee of the City; d)A person indebted to the City, other than: i)In respect of current property taxes; or ii)Pursuant to an agreement with the City, where the person is in compliance with the terms thereof 1.2.3Application and Review Process Application Process The recruitment of Hearing Officer(s) will be carried out as a joint initiative of the City of Waterloo and the City of Kitchener. Hearing Officer(s) postings will be published by the City of Kitchener and the City of Waterloo. The posting will outline the role of the Hearing Officer(s) and eligibility criteria. All applicants must complete an application form in the form as determined by the City of Kitchener and the City of Waterloo. The application form will be provided onthe City of Kitchener and CityofWaterloo websites, and at the By-law Enforcement Office of the City of Kitchener andLegislative Services Division of the City of Waterloo. Review and Appointment All applications received by the established deadline will be forwarded to the Joint Panel which will be responsible for reviewing the applications and recommending appointments to Council. The applicantreviewprocesswill be completed in camera as the process involves reviewing personal information of the applicants. TheJoint Panel will make recommendations to Council. Council will consider the recommendations and appoint Hearing Officer(s) by by-law. The Human Resources Division of the City of Kitchener and the Legislative Services Divisionof the City of Waterloowill jointly notify all applicants of the decision of the Councilsandwill retainall applicationsaccording to their applicable Retention By-Law. Other AMPS Programs Should the City decide to expand the AMPS Program(s) to matters other than parking, Council may, but is not required to, expand the duties of and appoint any existing Hearing Officer(s) for that purpose. 4 of 5 4 - 38 Policy No: Policy Title: 1.2.4Nature of Hearing Officer(s) Position and Term Hearing Officer(s) are independent, and are not City employees. Hearing Officer(s) maybe required to enter into a contract with the City outlining the terms of service. Unless revoked, Hearing Officer(s) shall be appointed for the term of Council (or remainder thereof, where appointed mid-term), and thereafter until reappointed or until asuccessor is appointed. 1.2.5Revocation of Appointment Council may revoke the appointment of a Hearing Officer at any time, on the recommendation of theJoint Panel, in accordance with the Screening and Hearing Officer By-law. COMPLIANCE: 1.2.6In cases of policy violation,the City may investigate and determine appropriate corrective action. 5.HISTORY OF POLICY CHANGES Administrative Updates n/a Formal Amendments n/a 5 of 5 4 - 39 REPORT TO:Community & Infrastructure Services Committee DATE OF MEETING:May 13, 2019 SUBMITTED BY:Alain Pinard, Director of Planning, 519-741-2200 ext. 7319 PREPARED BY:Brian Bateman, Senior Planner, 519-741-2200 ext. 7869 WARD(S) INVOLVED:Ward 8 DATE OF REPORT:April 15, 2019 REPORT NO.:DSD-19-093 SUBJECT:NAMING OF A PRIVATE STREET 155 WESTWOOD DRIVE COOK HOMES RECOMMENDATION: A.That the City of Kitchener acknowledge that Cook Homesproposes to name a private streetwithin a vacant land condominium developmentlocated at 155 Westwood Drive; andfurther, B. advertising, preparation and registration of the necessary By-law for the naming of the . REPORT: CookHomes is seeking Council approval to name a private street within the residential development located at 155 Westwood Drive. In December 2017, the subject lands received Site Plan Approval in Principle for a 58 semi-detachedunits on a U-shaped private roadway. Council recently approved a Vacant Land Condominium for this property. Private Street Naming Request The applicant is proposing to name the private streetshown on the plan belowGleason CrescentThe name was chosen as a way to commemorate the name of the former school (Monsignor Gleason) that once occupied the lands. This would assist in wayfinding for the property neighbourhood as a nameassociated with theproperty. Naming of the private street will eliminate the need for a complicated andunsightly Multiple Unit Identification Sign at the entrance to the site improving site navigation for emergency services, residents and visitors to thesite. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 5 - 1 Proposed Private Street Name Crescent The proposal has been circulated to a number of internal departments and no concerns were raised, particularly from Fire and the Region. The dwellingswill be addressed in accordance street name. Staff are satisfied that the proposed private street name is appropriate and support the street naming request. 5 - 2 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: through the delivery of core service. FINANCIAL IMPLICATIONS: All costs associated with the registration of the reference plan, advertising of the intent to name the street and street signage and/or any agreements deemed necessary by the City Solicitor to implement the street naming are to be entirely borne by the applicant. COMMUNITY ENGAGEMENT: endation be approved, notice of the intention to pass a private street naming by-law would be advertised in The Record. This communication corresponds to the REVIEWED BY:Della Ross, Manager of Development Review ACKNOWLEDGED BY: Justin Readman, General Manager (Development Services) Attachments: Appendix A Applicant Request/City and Agency Comments 5 - 3 5 - 4 5 - 5 5 - 6 5 - 7 REPORT TO:Community and Infrastructure Services Committee th DATE OF MEETING:May 13,2019 SUBMITTED BY:Barry Cronkite, Director, Transportation Services, 519-741-2200 ext. 7738 PREPARED BY:Eric Bentzen-Bilkvist, Traffic Technologist, (519) 741-2200 x7372 WARD (S) INVOLVED:Ward 9 th DATE OF REPORT:April 17, 2019 REPORT NO.:DSD-19-103 SUBJECT:All-Way Stop Control GlenRoad & Pleasant Avenue __________________________________________________________________ RECOMMENDATIONS: Thatan all-way stop control be installed at the intersection of Glen Road & Pleasant Avenue; That the Uniform Traffic By-Law be amended accordingly. BACKGROUND: Transportation Services received a request to review the existing traffic control at the intersection ofGlen Road & Pleasant Avenue. The request cited concerns regarding general operation of the intersection. It was requested that an all-way stop be considered to control traffic. Pleasant Avenue is designated a Minor Neighborhood Collector Streetand Glen Road is designated as a Local Road. Currently, traffic onPleasant Avenuestops and yields right-of-way to traffic onGlen Road. REPORT: In response to the identified concerns, a traffic study was conducted for the intersection of Glen Road and Pleasant Avenue on May17, 2018.The results of the study were compared to 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: *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 6 - 1 Warrant Local/Minor Road All-Way Stop Warrant Analysis Glen Road andPleasant Avenue Warrant Factors -"4-Leg" IntersectionResultsWarrant Met The totalvehicle volume on all intersection approaches averages 250 167NO vehicles per hour for each of any eight hours of the day, and The volume split does not exceed 65%/ 35%for a three-way control for the 17% / 83%YES same hour, or Collisions within a 12 month period averaged over 36 consecutive months NO 0.67per year susceptible to correction by an All Way (Warrant Value=4) Stop All-Way Stop WarrantedNO As the resultsaboveindicate, the intersection of Glen Road and Pleasant Avenue does not reach the desired average volume on all approachesof 250 vehicles per hour, but the minimum Avenue and is forced to stop and yield the right of way to Glen Road. Generally when traffic on the major roadway is forced to stop at the minor roadway there is driver confusion,as the intersection does not conform to driver expectations. The stop control along Pleasant Avenue has been in place for many years, reversing the two- way stop from Pleasant Avenue to Glen Road typically would require a six week transition period to account fordriver adjustment. However, due to the duration that the existing condition has been in place, staff are recommending that an all-way stop be installed at the intersection of Glen Road and Pleasant Avenue and remain in place. Staff will review the intersection approximately one year after installation and will reassess whether to reinstate the revised intersection control through consultation with the ward councillor. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: through the delivery of core service. FINANCIAL IMPLICATIONS: The total cost of implementing the all-way stop at Glen Road and Pleasant Avenue is approximately $1,000, including materials and installation,andwill be taken from existing sign maintenance budget. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 6 - 2 COMMUNITY ENGAGEMENT: INFORM council / committee meeting. ACKNOWLEDGED BY: Justin Readman, General Manager of Development Services, DevelopmentServicesDepartment Attached: Appendix A Proposed All-Way Stop *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 6 - 3 Appendix A: Proposed All-Way Stop Glen Road at Pleasant Avenue Legend: Existing Stop Controls Proposed Stop Controls *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 6 - 4 REPORT TO: Community and Infrastructure Services Committee th DATE OF MEETING: May 13, 2019 SUBMITTED BY: Barry Cronkite, Director, Transportation Services, 519-741-2200 ext. 7738 PREPARED BY: Eric Bentzen-Bilkvist, Traffic Technologist, (519) 741-2200 x7372 WARD (S) INVOLVED: Ward 6 th DATE OF REPORT:April 17, 2019 REPORT NO.: DSD-19-104 SUBJECT: All-Way Stop Control – Rittenhouse Road & Erinbrook Drive / McCabe Court __________________________________________________________________ RECOMMENDATIONS: That an all-way stop control be installed at the intersection of Rittenhouse Road and Erinbrook Drive / McCabe Court That the Uniform Traffic By-Law be amended accordingly. BACKGROUND: Transportation Services received a request to review the existing traffic control at the intersection of Rittenhouse Road at Erinbrook Drive / McCabe Court. The request cited concerns regarding pedestrian safety and general operation of the intersection. It was requested that an all-way stop be considered to control traffic. According to the City of Kitchener’s Official Plan, Rittenhouse Road is designated a Major Community Collector Street and Erinbrook is designated a Minor Neighborhood Collector Street. Currently, traffic on Erinbrook Driveand McCabe Courtstops and yields right of way to traffic on Rittenhouse Road. REPORT: In response to the identified concerns, a traffic study was conducted for the intersection of Rittenhouse Road and Erinbrook Drive / McCabe Court on August20, 2016. The results of the study were compared to the City of Kitchener’s all-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: *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 7 - 1 Warrant – Local/Minor Road All-Way Stop Warrant Analysis Rittenhouse Road andErinbrook Drive / McCabe Court Warrant Factors -"4-Leg" IntersectionResultsWarrant Met The total vehicle volume on all intersection approaches averages 250 257YES vehicles per hour for each of any eight hours of the day, and The volume split does not exceed 65%/ 35% for a four-way controlon the major 67% / 33%NO road, 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 WarrantedNO As the results above indicate, the intersection of Rittenhouse Road and Erinbrook Drive / McCabe Court iswithin2% of therequisite warrant (volume split of65%/35%). Due to daily fluctuations anticipated in vehicle volume, staff have determined that thewarrantanalysis is within a reasonable margin to support an all way stop at Rittenhouse Road and Erinbrook Drive / McCabe Court.It should be noted that while the study was conducted in August 2016, this is an established neighbourhood and therefore little change is anticipated in traffic patterns and the data is still relevant. There is currently a crossing guard at the location of Rittenhouse Road and Erinbrook Drive / McCabe Court. The crossing guard determines when there is an adequate gap within traffic to assist students safely across the roadway. With the addition of the proposed all-way, vehicles will have to come to a complete stop along Rittenhouse Road and yield right of way. Since the number of students crossing has diminished over time (approximately 3 to 4 students cross Rittenhouse Road) staff recommendthat the crossing guard be removed from this location. Based on the resultsof the traffic study and the concerns raised by area residents, Transportation Services is recommending that an all-way stop be installed at the intersection of Rittenhouse Road andErinbrook Drive / McCabe Court. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the city’s strategic vision through the delivery of core service. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 7 - 2 FINANCIAL IMPLICATIONS: The total cost of implementing theall-way stop at Rittenhouse Road and Erinbook Drive / McCabe Court is approximately $1,000, including materials and installation,andwill be taken fromexisting sign maintenance budget. COMMUNITY ENGAGEMENT: INFORM – This report has been posted to the City’s website with the agenda in advance of the council / committee meeting. ACKNOWLEDGED BY: Justin Readman, General Manager of Development Services, DevelopmentServicesDepartment Attached: Appendix A – Proposed All-Way Stop *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 7 - 3 Appendix A: Proposed All-Way Stop Rittenhouse Road at Erinbrook Drive / McCabe Court Legend: Existing Stop Controls Proposed Stop Controls *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 7 - 4 REPORT TO:Community & Infrastructure ServicesCommittee DATE OF MEETING:May 13, 2019 SUBMITTED BY:Greg St. Louis, P. Eng., Director, Utilities 519-741-2600X4538 PREPARED BY:LesJones, P. Eng., Utilities GasEngineer 519-741-2600X4826 WARD (S) INVOLVED:All DATE OF REPORT:March 18, 2019 REPORT NO.:INS-19-006 SUBJECT:Safety and Loss Management System and Gas Distribution System Integrity Management Program RECOMMENDATION: THAT the Kitchener Utilities Natural Gas Distribution Policy be approved and that the Gas DistributionSystem Integrity Management Programoutline,be presented for informationin accordance with the Technical Standards and Safety Act, 2000 and Regulation 210/01: Oil and Gas Pipeline Systems. BACKGROUND: In June2013,report INS-13-053was brought to Council as an introduction of the Gas Distribution System Integrity Management Program (DSIMP), Kitchener Utilities version of the required System Integrity Management Program. The Technical Standards and Safety Authority (TSSA) has now incorporatedthe DSIMP into a broader requirement of a Safety and Loss Management System and require operating companies to adopt the elements of the system, as outlined in theCanadian Standards Association (CSA) Standard Z662-15. The standard defines the twoprograms as: Safety and loss management system-a systematic, comprehensive, and proactive process for the management of safety and loss control associated with design,construction, operation, and maintenance activities. Integrity management program -a documented program that specifies the practices used by the operating company to ensure the safe, environmentally responsible, and reliable service of a pipeline system CSA Z662-15, thegoverning standard requires that natural gas distributionoperating companies develop a Safety and Loss Management System designed to ensure the protection of people, the environment, and property.The Safety and Loss Management Systemshall include,among other operational controls, agas Distribution System Integrity Management Program (DSIMP) and a Security Management Program (SMP) to coverthe fulllife cycle of the pipeline system. Once in place,continuous maintenance and supportof all programs is required. 8 - 1 Furthermore, there is a requirement for aclear policy and commitment from the leadership for the development of the Safety and Loss Management System.The policy is attached to this report for Council approval, along with acommitment to generate an organizational structure with well-defined responsibilities and authorities to implementthe Safety andLoss Management System. REPORT: The hierarchy sequence of documentswithin the safety and loss management system, including theDSIMP,is establishment of the Policy and Operational Plan. Beneath the Operational plan are 273 associated standard operating procedures, work instructions, drawings, forms and documents. These documents are the basis for staff training and competency assessment reviews. In addition, continuous improvement activities are identified during the annual risk management workshops, internal audits or infrastructure reviews. The policy statement provided outlines the principles as: Safety and Security: Safety is paramount for the protection of Kitchener Utilities staff, contractors working around natural gas infrastructure, the public, the environment, andthe community of Kitchener.Kitchener Utilities is committedto thecontinuous improvement of a Safety and Loss Management System for the distribution of natural gas. As outlined in the Kitchener Utilities DSIMP, safety measures are considered during all the design, constructionand maintenancelife cycle phases of thedistribution system. There is a constant review of construction activities looking to continuously improve processes, procuring safer equipment, better devices and longer lasting materials. Kitchener Utilities usesrisk-based management processes, within the Safety and Loss mandated Security Management Program,to identify and examine potential security risks on a continuous basis and mitigatethese risks byincorporating appropriatesecurity measures. Kitchener Utilities is committed to operating and delivering safe natural gas service. Reliability:Ut-Do-Check-cyclicapproach within numerous gas maintenance programs to facilitate the on-going stability of the gas distribution system. As an ,programs such as the cathodic protection survey and the annual gas leak surveys examinethe on-going health of the system. The findingsfrom these programs,and other programs such as valve replacement and large meter set maintenance, system. If the infrastructure is at the end of its useful life the gas main and service replacement programs re-starts-ions of designing and replacingthe necessary component of thedistribution system. Throughout this cycle, Kitchener Utilities is committed to comply with applicable legislationand an assessment of opportunities for improvement of the safety and loss management systemto ensure a reliable supply of natural gas. 8 - 2 Kitchener Utilities is committed to delivering reliable natural gas service. Sustainability:Kitchener Utilities recognizes that energy efficient natural gas appliancesare constantly beingintroducedinto the market place. Kitchener Utilities energy conservation programs incentivise customers whoupgrade to greaterenergy efficientequipment. These efforts help to conserve natural gas, reduce green house gasemissions as well asthe additionalbenefit ofmaintainingor reducing peak-hour system pressures as the customer base grows.This provides anefficient and cost effectiveapproach to accommodate for customer growth. Value:Natural gas has long been viewed as a low cost energy choice. Kitchener Utilities endeavours tomake cost conscious decisions on procurement of materials, equipment and services tokeep the cost of operating the distribution system as low as possible. Furthermore, Kitchener Utilities reviewsnew and innovative costeffective processes in order to maintain the market place advantage as a valued energy source for the community. Communication:Through the efforts of the marketing team, Kitchener Utilities provides messaging on numerous safety initiatives,on multiplemedia platforms, to educate the public on the safe use of natural gas. Furthermore, Kitchener Utilities commits to communicate certain elements of the Safety and Loss Management System to staff within Kitchener Utilities, Council and senior management. Kitchener Utilities Gas Distribution Operational Plan documents the requirements of the Safety and Lossand the DSIMPoutlines how the requirements for both aforementioned programswill beachieved. The Operational Plan is a living document and efforts shall be made to continually improve the effectiveness of the Safety and Loss, and DSIMP.The Operational Plan and its associated procedures include requirements related to elements covered in the Safety and Loss program. These include: Organizational structure, roles, responsibilities, and authorities Competency and training: Training staff on gas related work processes, and assessing their competency in completing these tasks. This also includesproviding periodic refresher training. Document and record control:Processes and approval of documents created such as DSIMP documents and work instructions. This also includes the creation and processing of records, such as maintenance checklists. Operational controls: These are the defined programs associated with the safety and losssuch as risk management, integrity management and security management programs.These programs help define and focus aspects of operating the distribution system, such as maintenance and security efforts. Change management: The procedure to manage changes that can affect the integrity of the gas distribution system Continual improvement: These processes are completed on a defined annual schedule with the intention of reviewing the effectiveness of the program: 8 - 3 o Safety, hazard, and riskmanagement o Internal audits o Development and assessment of objectives and performance indicators o Annual management review o Integrity management of pipeline lifecycle including infrastructure review The DSIMP outlines the functions relatedtothe life cycle of the pipeline distribution system. The following are some of the elements covered in the DSIMP: Design and construction; Maintenance and repair; Hazard, failure, damage incidents; Damage and deterioration; Manufacturing imperfections; Environmental protection; and Safety. Outlined below are the elements that Kitchener Utilities staff have completed, tasks that are on going and tasks that are to be completed. In 2019,the intention is to role out the program to staff and incorporate the policies and procedures of the DSIMP and Safety and Loss Management System into the day to day operation of the gas distribution system. The current action elementsfor Safety and Loss, and DSIMP are: Completed to dateOn goingTo be completed Risk AssessmentInternal Audits Operational Plan Operational Plan Updates Documents Majority of Work InstructionsWork Instructions UpdatesOutstandingWork Instructions Training MaterialsTraining Materials Updates Initiated Competency Competency Assessment Remainder of Competency Assessments UpdatesAssessments Maintenance of the Security Development ofthe maintenance Management Programrequirements of the Security Management Program Annual Management ReviewTraining videos development and maintenance Learning Management Software purchase and development 8 - 4 Collecting and Analysing Performance Indicators As illustrated above, there is a significant amount of work that is required to further developthe DSIMP and Safety and Loss programsas well as the ongoing maintenance and auditing of the plans.A temporary staff resource was hired to allow for the development of the DSIMP and consideration for long-term resourcing is being evaluated through theUtility Review, whichis currently underway. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: through the delivery of core service. FINANCIAL IMPLICATIONS: The development and ongoing work associated with the Safety and Loss Management System and DSIMP represents a significant amount of time and resources.The ongoing costs will need to be reviewedthrough the annual Financial Planning process. COMMUNITY ENGAGEMENT: INFORM A DSIMP Policy related to Integrity, Safety and Communication is included in the Operational Plan and will be communicated internally and to the public via the Kitchener Utilities website. ACKNOWLEDGED BY: Denise McGoldrick, General Manager, Infrastructure Services. 8 - 5 REPORT TO:Community & Infrastructure ServicesCommittee DATE OF MEETING:May 13, 2019 SUBMITTED BY:Greg St. Louis, Director, Utilities 519-741-2600X4538 PREPARED BY:Angela Mick, Utilities Water Engineer 519-741-2600X4408 WARD (S) INVOLVED:All DATE OF REPORT:March 7, 2019 REPORT NO.:INS-19-007 SUBJECT:Drinking Water Quality Management Standard (DWQMS) Re-Endorsement of the Operational Plan __________________________________________________________________________________________ RECOMMENDATION: THAT the Drinking Water Quality Management Standards Operational Planattached to report INS-19-007be re-endorsed in accordance with the Safe Drinking Water Act, 2002 and Regulation 188/07. BACKGROUND: The Drinking Water Quality Management Standard (DWQMS), under the SafeDrinking Water Act, 2002 and Regulation 188/07, requires the City of Kitchener to belicensed to operate and of the licensing requirements was the preparation of a Quality Management System (QMS) and Operational Plan. The DWQMS is based on a Plan-Do-Check-Improvemethodology thatis similar to other international standards. Planrequirements of the DWQMS specifies policies and procedures that must be documented in the Operational Plan for the drinking water system, while Dorequirements specifies the policies and procedures that must be implemented. Checkand Improverequirements of the standard, are reflected in the requirementsto conduct internal audits and management reviews. Kitchener has obtained a Licenceas well as the required elements in place: Drinking Water Works Permit,Financial Plan, accreditation as anOperational Authority,and an audited Operational Plan. TheOperational Plan was initially endorsed by Council in 2008 (report FIN-08-1330)and re- endorsed in 2015 (report INS-15-023). It is recommended that the Operational Plan be periodically brought forward to Council for re-endorsement, with endorsement to align with each term of Council. The Safe Drinking Water Act, 2002 includes a statutory Standard of Care for individuals who have oversight responsibilities for municipal drinking water systems that can extend to municipal 9 - 1 councillors as of January 1, 2013.There are legal consequences for negligence, including possible fines or imprisonment. REPORT: The Operational Plan documents the QMS, essentially outlining how regulatory requirements are met. The Operational Plan consists of 21 elements including: riskassessment, review and provision of infrastructure, emergency management and audits. A series of Standard Operating Procedures (SOPs) have been developed as part of the QMS. The SOPs are generally high Instructions, whichare regularlycompleted to evaluate the The Operational Plan (attached) is a living document with references to approximately 225 associatedstandard operating procedures,work instructions, forms and documents. The Standard requires continualimprovement ofthe effectiveness of its QMS. Continuous improvement is completed bythe creation of new work instructions, training programs and revisions to existing documents. On an annual basis,councilisinformed of the results of the annual management review, which may include changes that mayaffect the QMSand Operational Plan.Council received the results of the DWQMS Management Reviewon February 25, 2019(INS-19-003). There have been no material changes to the Operational Plan however the document has been updated to reference new standard operating procedures, work instructions, forms and documents and is reviewed annually to ensure the plan is updated regularly. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: the delivery of core service. FINANCIAL IMPLICATIONS: None COMMUNITY ENGAGEMENT: INFORM council / committee meeting.Drinking Water Quality Management Policy is available on Kitchener Utilities Website. ACKNOWLEDGED BY: Denise McGoldrick, General Manager, Infrastructure Services. 9 - 2 The Corporation of the City of Kitchener Kitchener Utilities Municipal Drinking Water System: Kitchener Distribution System DWQMS Operational Plan Operational Plan Number 019-401 The contents of this document are the intellectual property of Kitchener Utilities and cannot be reproduced and/or distributed to any individual or organisation without the written authorization of Kitchener Utilities. 9 - 3 TABLE OF CONTENTS Part A - Introduction .............................................................................................................................. 3 Purpose............................................................................................................................................... 3 Scope .................................................................................................................................................. 3 Permits and Licences............................................................................................................................ 3 References........................................................................................................................................... 3 Definitions and Acronyms ................................................................................................................... 4 Part B - Operational Plan ........................................................................................................................ 5 Quality Management System ............................................................................................................... 5 Quality Management System Policy .................................................................................................... 5 Commitment and Endorsement .......................................................................................................... 5 QMS Representative ........................................................................................................................... 6 Document and Record Control ........................................................................................................... 6 Risk Assessment Procedures and Outcomes ......................................................................................... 10 Organizational Structure, Roles, Responsibilities and Authorities ......................................................... 10 Competencies .................................................................................................................................... 13 Personnel Coverage ........................................................................................................................... 13 Communications ................................................................................................................................ 13 Essential Supplies and Services ............................................................................................................ 14 Infrastructure Review and Provision ................................................................................................... 14 Infrastructure Maintenance, Rehabilitation and Renewal .................................................................... 14 Sampling, Testing, and Monitoring ..................................................................................................... 15 Calibration ......................................................................................................................................... 15 Emergency Management .................................................................................................................... 15 Internal Audits ................................................................................................................................... 15 Management Review ......................................................................................................................... 16 Continual Improvement ..................................................................................................................... 16 History of Changes ............................................................................................................................ 16 Subject System Description Form ........................................................................................................... 17 Appendices ............................................................................................................................................ 18 Water Distribution System Map ............................................................................................................. 18 9 - 4 PART A - INTRODUCTION Purpose The purpose of this Operational Plan is to describe the comprehensive Drinking Water Quality Management System (DWQMS) developed and implemented by Kitchener Utilities for the operation and maintenance of its water distribution system. This DWQMS Operational Plan includes references to all components of the DWQMS. Scope This Operational Plan covers the activities and personnel associated with all operational aspects of the drinking water distribution system for Kitchener Utilities, identified by waterworks number 260001458. This Operational Plan, the procedures, work instructions and other DWQMS documentation that are referenced herein are complementary to the legislated requirements for safe drinking water in the Province of Ontario. The scope of the waterworks begins at the point where treated water enters the watermain from the treatment facilities, and ends at the property lines of the consumers. Permits and Licences The waterworks system has the following permits and licences: Municipal Drinking Water Licences, Number 019-101 Drinking Water Works Permit, Number 019-201 Financial Plan, Number 019-301 Operational Plan, Number 019-401 For Form 1 Review, the City of Kitchener reviews/approves for City owned watermains and the Region completes the review/approval for Regional owned watermains. For those watermains parties sign-off. Interconnections between the two systems are documented by both parties. References Drinking Water Quality Management Standard Applicable Ontario Safe Drinking Water Legislation 9 - 5 Definitions and Acronyms AOP Advanced Oxidation Process CAO Chief Administrative Officer Distribution Watermains and related items (i.e. Hydrants, valves) DWQMS Drinking Water Quality Management Standard GAC Granulated Activated Carbon GIS Geographic Information System ML Mega Litre MECP Ministry of Environment, Conservation and Parks OIC Operator in Charge ORO Overall Responsible Operator QMS Quality Management System RMOW Regional Municipality of Waterloo SCADA Supervisory Control and Data Acquisition UV Ultraviolet Waterworks Kitchener Utilities Drinking Water Distribution System WTP Water Treatment Plant 9 - 6 PART B - OPERATIONAL PLAN Quality Management System This Operational Plan describes the QMS which covers the drinking water distribution system that is owned and operated by Kitchener Utilities. Kitchener Utilities receives treated water from the Regional Municipality of Waterloo (RMOW). Quality Management System Policy Distribution System. At Kitchener Utilities, we are committed to supplying you with safe drinking water. We work together with the City of Kitchener and the Region of Waterloo to keep water matters top of mind. We are committed to these principles: 1. Quality Kitchener water is safely treated and regularly tested according to government legislation and regulations for the consistent delivery of safe, quality drinking water. We are committed to maintaining and continually improving the Quality Management System, and complying with applicable legislation. 2. Trust Trust us to look after your water needs by delivering quality water and reliable service. 3. Value Tap water is the most economical choice. 4. Communication We will communicate openly with the public concerning matters of drinking water quality. Commitment and Endorsement The Owner (Mayor and Council) and Top Management endorsement of the Operational Plan shall be demonstrated by a copy of the council meeting minutes where the Operational Plan is accepted and endorsed (see Appendix). 9 - 7 QMS Representative The Utility Water Engineer is appointed by Top Management to the role of QMS Representative for the Kitchener drinking water distribution system QMS. The QMS Representative has the responsibilities and authorities listed in the section of this The appointment is documented and filed with the QMS Representative. Document and Record Control Procedures are in place for Document Control and Record Control (attached in the Appendix). These procedures describe how QMS documents and procedures are controlled, including instructions related to currency, legibility, retention, and storage. All QMS system documentation is controlled. Methods of control are defined in the referenced procedures. Records are maintained as objective evidence of conformance to the DWQMS and compliance with all applicable Safe Drinking Water Regulations. The Master List of Documents is a complete list of all system components. The most current version of the Master List of Documents is also available. Drinking Water Distribution System The scope of the waterworks begins at the point where treated water enters the watermain from the treatment facilities, and ends at the property lines of the consumers. There is no storage, chlorine boosting, secondary disinfection or pressure boosting within the control of the waterworks. As of the end of 2018, the waterworks consists of approximately: 890.2 km of distribution watermain 759 km Kitchener owned, 25 km Dual owned and 106 km Regional owned (22 km is untreated) 67,016 water meters in service 4,424 hydrants (not including private hydrants) 7,461 valves (not including service valves or hydrant valves) 6,935 Kitchener owned, 139 Dual and 387 Regional Hard copy maps are updated annually along with stats, however digital mapping changes are made daily (available electronically to field staff via laptops in the field). A copy of the map is included at the end of the Operational Plan. 9 - 8 DISTRIBUTION SYSTEM Owner BRESLAU Operating Authority - DISTRIBUTION SYSTEM, in TOWNSHIP OF WOOLWICH KITCHENER DISTRIBUTION INCOMING SYSTEM WATER from RMOW CITY OF (various sources) WATERLOO RIVER RIDGE A map of the distribution system is filed with the Utility Water Engineer on an annual basis. The supply system consists of multiple RMOW pumping stations, treatment systems and wells. Not all systems are required to be in operation at the same time to deliver adequate water supply. The waterworks also provides distribution to the neighbourhood of River Ridge (commonly referred to as Falconridge). The City of Waterloo Distribution System supplies water to this community, but Kitchener Utilities owns, operates and maintains the distribution to River Ridge. The City of Kitchener supplies water to the City of Waterloo in the Boardwalk area. The waterworks has a direct connection feeding water to Breslau, including a meter chamber. Breslau is a distribution system within the Township of Woolwich, which is owned and operated by the Township of Woolwich. The distribution system is not owned or operated by Kitchener Utilities. Some watermains are shared with the RMOW (Dual owned) but are maintained by Kitchener Utilities. The RMOW is back-charged for the maintenance activities performed by the 9 - 9 waterworks. The RMOW does not participate in watermain repair. The water supplied by RMOW is controlled by the RMOW, who owns and operates the treatment plants and equipment, pumps and SCADA system which controls the quality and pressure of the supply. RMOW supply water is partially from the Mannheim Reservoir, where treated water from the Mannheim Water Treatment Plant is blended with water from the Mannheim wells and Grand River. Other sources include treated water from the Greenbrook Water Treatment Plant, the Strange Street Pumping Station, Parkway Pumping Station and various wells. The Mannheim Water Treatment Plant (WTP) receives the raw water from the Hidden Valley Low Lift Station located at the Grand River. The raw water entering the WTP is treated with coagulation, ozonation and filtration. Immediately after filtration, the water is disinfected prior to entering the clearwells/reservoirs. There are two clearwells/reservoirs that have a combined total usable volume of approximately 15 ML. Mannheim has artificial recharge facilities and treated water from various wells. This facility has emergency standby power available. The Greenbrook Well System is comprised of five ground water wells K1A, K2, K4B, K5A and K8. These wells pump directly into Greenbrook Treatment Plant and Pumping Station. Raw water is chlorinated and it enters the raw water reservoir where contact time allows for primary disinfection for virus kill. Water then enters three filters for the purpose of iron and manganese removal. After filtration there is an advanced oxidation processes (AOP). This includes a peroxide dosing system and high dose ultraviolet (UV) irradiation. After the AOP processes there is a Granulated Activated Carbon (GAC) upflow contactor system followed by a GAC fines removal system. After fines removal the water is rechlorinated with sodium hypochlorite followed by addition of ammonium sulfate to convert the chlorinated water to chloraminated water. There is no emergency standby power available on site. The Parkway Well System is comprised of three ground water wells, K31, K32 and K33. These wells pump directly into the Parkway Reservoir and Pumping Station. The Parkway Reservoir has a capacity of 14ML (three million imperial gallons). The water is disinfected prior to entering the reservoir. Disinfection is achieved by injecting 12% sodium hypochlorite into a common watermain prior to entering the Parkway Reservoir. 20% ammonium sulfate is added to the water on discharge from the station to the distribution system. The ammonium sulfate converts free chlorine residual to a total combined chlorine residual creating a more stable distribution disinfectant. This site has no emergency standby power available on site. 9 - 10 The Strange Street Well System is comprised of five ground water wells, K10A, K11 and K13, K18 and K19. These wells pump directly into a common watermain and then into the Strange Street Reservoir and Pumping Station. The Strange Street Reservoir has a capacity of 4.27 ML (940,000 imperial gallons). The water is disinfected at each well site prior to entering the reservoir. Disinfection is achieved by the use of 12% sodium hypochlorite. 20% ammonium sulphate is added to the water at the discharge pipe prior to the water leaving the station and entering the distribution system. The ammonium sulfate converts free chlorine residual to a total combined chlorine residual creating a more stable distribution disinfectant. This site has no emergency standby power available on site. The Woolner Well Supply system is comprised of three ground water wells: K80, K81, and K82. These wells combine in a common watermain prior to entering the Ebydale UV Building. The water from the three wells is injected with 12% sodium hypochlorite prior to entering the Ebydale UV Building. Water entering the UV building is passed through an Ultraviolet (UV) System which provides primary disinfection. 20% ammonium sulphate is added to the water upon discharge into the distribution system. The ammonium sulphate converts free chlorine residual to a total combined residual creating a more stable distribution disinfectant. This site has no emergency stand-by power available on site. Wells K34 and K36 discharge groundwater into a common watermain, through pressure filters to remove any oxidized material and then directly into a 90,000 litre reservoir located at K34. Primary disinfection is achieved by injecting 12% sodium hypochlorite prior to the water entering the reservoir. 20% ammonium sulphate is added to the water upon discharge into the distribution system. The ammonium sulphate converts free chlorine residual to a total combined chlorine residual creating a more stable distribution disinfectant. This site has no emergency stand-by power available on site. Continuous analyzers monitor the levels of chlorine and turbidity prior to the any water being discharged from the control of RMOW into the City of Kitchener watermain. The analyzers are connected with the Mannheim Water Treatment Plant SCADA system which is monitored by an operator 24 hours per day. There are known seasonal issues with the water supply: Summer increased water usage can result in pressure challenges in some areas of the system Fall - Grand River temperature changes may cause odour challenges in the source water, which may increase flushing requirements 9 - 11 Winter temperature extremes may cause more watermain breaks in the system Risk Assessment Procedures and Outcomes The Risk Assessment Procedure is provided in the Appendix. The Risk Assessment Table shows the identified hazards and hazardous events, ranked risks, control measures, and reference to monitoring and response procedures. The Critical Control Points identified in the Risk Assessment are: Asset operation and maintenance: o to reduce water adverses o to reduce backflow / siphonage hazards including air relief hazards in chambers o to reduce risk of watermain being connected without proper inspection or watermain being brought into service without being witnessed Organizational Structure, Roles, Responsibilities and Authorities A basic overall organization chart is shown below. A detailed Organizational Chart that includes all key waterworks staff is provided in the Appendix. A list of backup or designated contacts in case of absence is available on the Kitchener Utilities Important Numbers List. Mayor and Council (Owner) CAO Deputy CAO, CFO, General Manager - and other General Infrastructure Services Managers Director of Utilities (Top Management) Manager of Operations (Top Management) Supervisor of Loss Supervisors of Water Engineer/ Prevention and Utilities QMS Representative Maintenance Construction and Cross Connection Quality Management Maintenance Staff Control Specialist System Specialist 9 - 12 Key waterworks roles are listed as follows, with associated responsibilities and authorities. This information is communicated to staff as per the Communication Procedure. City of Prescribe requirements and monitor operations of the Prescribe requirements and Kitchener waterworks obligations for the operation of Council and the waterworks Provide resources and system infrastructure, as necessary Mayor Ensure a continual supply of Represent the waterworks to end users and the public (Owner) safe drinking water Provide resources and system infrastructure, as necessary Designate responsibilities as appropriate Director of Overall responsibility for the operation of the Approval of hiring of all Utilities (Top waterworks waterworks personnel Management) Compiling/Reporting waterworks performance and Allocation of provided operations data to Council resources Attend meetings with Council as required Administration of labour agreement(s) Represent the waterworks in communications with the RMOW Designate responsibilities as required Ensure QMS is in place Ensure Operating Authority staff are aware of applicable legislation Communicate QMS as per Communication Procedure Determine, obtain and provide resources required for QMS Perform Management Review Designates ORO as per On-call Schedule Manager of Maintain regulatory compliance Direct supervisors and staff Operations Monitor water quality & demand Develop/improve departmental (Top practices Supervise Utility Engineers and Supervisors Management) Ensure training of supervisors Schedule work assignments and staff meets requirements Training and development Designate responsibilities as Work safety program required Report issues to the Director of Utilities as necessary Hire waterworks personnel Ensure QMS is in place Ensure Operating Authority staff are aware of applicable legislation Communicate QMS as per Communication Procedure Determine, obtain and provide resources required for QMS Perform Management Review 9 - 13 Supervisor - Supervise day to day staff activities Direct staff in day-to-day Utilities operations and maintenance Reporting of deviation from critical limits to the Manager activities of Operations, as appropriate Schedule construction activities Overall Responsible Operator (ORO) when on-call as they affect operations Recommend to the Manager of Operations ways to improve operational effectiveness Designate responsibilities as required Loss Supervise day to day staff activities Direct staff in day-to-day Prevention operations and maintenance Reporting of deviation from critical limits to the Manger and activities of Operations, as appropriate Maintenance Schedule construction activities Responsible for maintaining all training needs for staff Supervisor as they affect operations directly affecting drinking water quality Recommend to the Manager of Operations ways to improve operational effectiveness Designate responsibilities as required Utility Water Perform specified duties as per training and/or direction Designate responsibilities as Engineer of superiors appropriate Maintain operational parameters of the waterworks Report of adverse water quality incidences to Top Management Designates for this position may be: Manager of Operations On-Call Manager Supervisor Loss Prevention & Maintenance Utilities Engineer QMS Specialist Utility Perform back-up to the Utility Water Engineer Same as Utility Water Engineer Engineer Utility Staff Perform specified duties as per training and/or direction Operate and maintain the Construction of superiors waterworks under direction of and superiors Maintain operational parameters of the waterworks Maintenance Maintain and repair equipment where qualified The OIC is the Crew Leader or the Temporary Crew Leader Cross Enforce the Cross Connection Control/Backflow Determine hazards and Connection Prevention By-law appropriate device selection Control Commencement of Specialist enforcement activities (e.g. fines, water shut-off) in consultation with superiors 9 - 14 QMS Develop, implement and maintain the QMS Delegate duties as necessary Representative Report on the performance of the QMS to Top Management Identify needs for improvement in the QMS Ensure that the current versions of documents required by the QMS are in use at all times Ensure that all personnel are aware of all applicable legislative requirements that are relevant to the operation of the works Stay up to date on changes to relevant legislative and regulatory requirements Promote the QMS throughout the Operating Authority QMS Develop, implement and maintain the QMS Delegate duties as necessary Specialist Identify needs for improvement in the QMS Ensure that the current versions of documents required by the QMS are in use at all times Ensure that all personnel are aware of all applicable legislative requirements that are relevant to the operation of the works Promote the QMS throughout the Operating Authority Competencies The Competencies Procedure describes the process for identifying, developing and maintaining required competencies for personnel performing duties directly affecting drinking water quality. The procedure also describes activities to ensure personnel are aware of the relevance of their duties. Records show evidence of activities to meet and maintain the competencies described in the procedure, and to ensure personnel awareness. Personnel Coverage The Personnel Coverage Procedure describes the process for ensuring personnel are available for duties. The Procedure is provided in the Appendix. Communications The Communications Procedure describes the process for ensuring relevant aspects of the QMS are communicated between Top Management and the Owner, waterworks personnel, suppliers and the public. The Procedure is provided in the Appendix. 9 - 15 Essential Supplies and Services The Essential Supplies and Services Procedure describes the process for identifying essential supplies and services, and ensuring quality requirements and procurement methods are established and communicated. The Procedure is provided in the Appendix. Infrastructure Review and Provision The Infrastructure Review Procedure describes the process for the review of the infrastructure adequacy. This Procedure is provided in the Appendix. The procedure also describes the provision of infrastructure, and the communication of review findings to the Owner. Infrastructure Maintenance, Rehabilitation and Renewal The Manager of Operations maintains a scheduled program of inspection and maintenance for waterworks equipment and distribution components for which it is operationally responsible. Equipment maintenance is performed as per the manufacturer recommendations or waterworks decisions, including calibrations. Equipment manuals are retained in the Operations Centre to support maintenance activities. Planned maintenance is performed as allocated by the Supervisor, who prints planned work orders daily and distributes to staff accordingly. Unplanned maintenance performed is also recorded on a work order. The completed work orders are submitted to Support Services. The Utility Programs Assistant enters the work orders into a data management system that retains the data for analysis and historical purposes. Assets, such as valves, pipes and hydrants have been mapped and are inventoried. CityWorks contains information on work orders relating to repairing watermains, turning water on/off, repairing leaks, responding to water quality complaints, etc. All maintenance completed on the valves, pipes, and hydrants is recorded in this system, however many details of the maintenance is still hard copy only. Work orders, service requests and asset information are being captured in CityWorks. Mapping updates to the water distribution maps, and associated infrastructure, is completed by the Geographic Information Systems (GIS) group based on as-recorded drawings. Utilities Engineering reviews the mapping and also adds/revises/corrects infrastructure information based on as-recorded information and field conditions. Mapping and infrastructure information is available to staff through laptops in the field. The Infrastructure Asset Planning Manager has the responsibility and authority to decide on rehabilitation or renewal of assets (sanitary, storm, water and road), with input from other City 9 - 16 departments including Kitchener Utilities. The Regional Municipality of Waterloo is also involved in the process since the City has infrastructure on Regional roads and the Region has infrastructure on City roads. Effectiveness of the maintenance program is periodically evaluated by the Utility Water Engineer or the Manager of Operations, by evaluating the number of watermain breaks and locations. The Utility Water Engineer may also compile and review information about the number of watermain breaks per kilometre. The maintenance program is communicated to the Owner as part of the Management Review. Sampling, Testing, and Monitoring The Sampling, Testing and Monitoring Procedure describes procedures for sampling, testing and monitoring performed at the waterworks. Calibration The Calibration Procedure describes procedures for maintenance and calibration of measurement and recording equipment. Emergency Management An emergency is considered to be a potential situation or service interruption that may result in the loss of the ability to maintain a supply of safe drinking water to consumers. The Emergency Management procedure describes the process of maintaining a state of emergency preparedness at the waterworks. It refers to applicable emergency response procedures. The procedure is provided in Appendix. Internal Audits The Internal Audits Procedure describes the procedure for internal audits, including audit criteria, frequency, scope, records, methodology and schedule. The Corrective Action Procedure describes the process of initiating, investigating, performing and documenting corrective actions. Both procedures are provided in the Appendix. 9 - 17 Management Review The Management Review Procedure describes the procedure for management review, including review items, reviewers, outcomes, and documentation. The Procedure is provided in the Appendix. Continual Improvement Kitchener Utilities strives to continually improve the effectiveness of its QMS through the use of corrective actions, especially from the annual internal audits (as per the Internal Audit Procedure), staff suggestions and management reviews (as per the Management Review Procedure). The procedure can be found in the Appendix. History of Changes Revision Date Description By 19.0 March 21, 2016 Updated infrastructure summary Parmi Takk and designation of OIC. 20.0 May 17, 2017 Updated infrastructure summary Ras Sonthisay and minor grammatical corrections. 21.0 May 28, 2018 Updated infrastructure summary. Ras Sonthisay Revised organizational structure. Removed issue dates for licences, permits and plans. Added Operational Plan Number to title page and designates for Water Engineer role. 22.0 Aug 30, 2018 Revised title page. Revised footers Ras Sonthisay to include revision number and revision date on all pages. Added Schedule C for Operational Plans (Subject System Description Form). History of Changes cleaned up. 23.0 November 19, 2018 Added a line for Steve Young backup/designates for absent staff 24.0 January 30, 2019 Updating infrastructure summary, Steve Young deleting outdated information. 9 - 18 SUBJECT SYSTEM DESCRIPTION FORM 9 - 19 APPENDICES WATER DISTRIBUTION SYSTEM MAP Appendix 1 Endorsement Appendix 2 Document Control Procedure Appendix 3 Record Control Procedure Appendix 4a Risk Assessment Procedure Appendix 4b Risk Assessment Table Appendix 5 Critical Control Point Procedure Appendix 6a Current Position/Employee List Appendix 6b Organizational Chart Appendix 6c Construction and Maintenance Staff Appendix 7 Competencies Procedure Appendix 8 Personnel Coverage Procedure Appendix 9 Communications Procedure Appendix 10 Essential Supplies and Services Procedure Appendix 11 Review and Provision of Infrastructure Procedure Appendix 12 Sampling, Testing and Monitoring Procedure Appendix 13 Emergency Management Procedure Appendix 14 Maintenance and Calibration of Measuring & Recording Equipment Procedure Appendix 15 Internal Audits Procedure Appendix 16 Corrective Action Procedure Appendix 17 Management Review Procedure Appendix 18 Continual Improvement Procedure Appendix 19 Drinking Water Works Permit 9 - 20 9 - 21 REPORT TO:Community & Infrastructure Services Committee DATE OF MEETING:May 13, 2019 SUBMITTED BY:Niall Lobley,Director Parks and Cemeteries,519-741-2600, 4518 PREPARED BY:Rebecca Roy,Associate Landscape Architect,519-741-2600, 4151 WARD (S) INVOLVED:Ward9 DATE OF REPORT:April 24, 2019 REPORT NO.:INS-19-011 SUBJECT:SURVIVOR GARDEN ___________________________________________________________________________ RECOMMENDATION: That staff is directed to work with Scott Barker and Gateman Milloy to develop a Survivor Garden concept for Victoria park;and, That staff is directed to undertake stakeholder engagementto inform garden design; and, That Council authorize the General Manager, Infrastructure Services to enter into the necessaryagreements with Scott Barker and/orGateman Milloy, and any other partner for the creation of a Survivor Garden, subject to the satisfaction of the City Solicitor; and, That Council include the Survivor Garden on the list of assets not to be sold for naming rights. BACKGROUND: In 2018, the City was approached by Scott Barker and Gateman Milloy,who wish to donatethe design and construction ofa Survivor Gardento the City of Kitchener. Contrary to the many Cancer Survivor Gardens constructed in many cities in North America, this garden seeks to broaden the definition of survivor to include those individuals enduring other personal hardships and adversities, to honourtheir journey and celebrate their survival.The location desired by the donor teamfor this garden is a site in Victoria Park as this park is centrally located,andisvitalto the community and the cityfabric. This project haspersonal significance to Scott Barker who is himself on a several bouts of cancer, mental health struggles, and childhood abuse. He wishes to donateaSurvivor Gardento theCity ofKitchenerand broader community tosupport otherswho areon a self- identified survivor journey. ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 10 - 1 REPORT: Survivor Garden precedents exist inmanycities in North America, including Ottawa, London, and Chicago,howeverthe themeof these gardensis focused on cancer survival.Cancer Survivor Gardens are typically a space constructed to honour and commemorate those who have survived and have succumbed to the disease. Thephysicalexpression of a Cancer Survivor Garden space varies, and can include sculptural and commemorative elements, planting areas, interactive spaces, spaces for private contemplation, and for small group interaction. While undergoing cancer treatment, Scott Barkerfound solace in a Cancer Survivor Garden spacethat transformed his perspective on the adversity he had experienced in his lifeleading up to this point, and his own survival journey. s vision of a Survivor Garden space differs in that it is one that supportsall survival experiences including,but not limited to cancer, mental health, abuse, homelessness, poverty, residential schools, addiction, poverty, and war. This Survivor Gardenspaceis intended to be a source of inspiration and encouragement, a place forindividuals or groups togather and connect.TheSurvivor Garden ismeantto support those who are at any point on their journey of survival, as well asthose who are impacted by ajourney.Theconcept proposal includes a series of connected spaces for contemplation and meditation, for gathering and sharing, small group reflection, interaction, and private reflection(see Appendix A).The donors are not seeking recognition depicted in the garden space. In collaboration with City groupsin Development Services including Special Events and Heritage Planning, Parks & Cemeteriesstaff has considered several sites at Victoria Park as potentiallocations for the garden.The criteria for analysis included an inventory ofsummer eventsinthe parkand their locations, proximity to parking, accessibility by pedestrian traffic, sightlines, existing lighting,maintenance considerations,existing trees, proposed work, the need for enhancements in the park, and the Victoria Park Heritage District Conservation Plan. A short list of three sites that meet these criteria was determined and presentedto the donors. Their preferredlocation issite 2(see Appendix B). Scott Barker and Gateman Milloy will work closely with City staff to coordinateand implement the engagement strategy. City staff willparticipate in designreview, and willfacilitate alignment with other City requirements. The design and construction of the Survivor Garden space will be donatedto the City,the project team is working toward a 2020 construction timeline. Maintenance of the Survivor Garden will be assumed by the City on completion of construction. At the conclusion of the project,the City will also receive donated fundsto support potential future capital investment to maintain the Survivor Garden. 10 - 2 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Strategic Priority:Safe and Thriving Neighbourhoods Strategy:3.6-Provide opportunities and support for citizens to lead the way in creating active and vibrant-being by capitalizing onlocal community assets such as community centres, pools, arenas, libraries, parks, trailsand other public spaces. FINANCIAL IMPLICATIONS: Financial implications of this project include the ongoing maintenance and operation of the garden space.These costs will be managed through a sustainable design and planting plan program. However, the garden will represent an increased level of service to the park. At this point staff estimate the operating impact to be in the range of $10,000 -$15,000 a year. Capital investment, including any required fundraising for the Survivor Garden is being met completely by Scott Barker and Gateman Milloy. The design and construction of the garden is at no cost to the City, except in-kind staff time to facilitate the project.At completion, the City will be provided funds, which will be set aside for any required future capital investment in the Survivor Garden. An agreement will be entered into with Scott Barker and/or Gateman Milloy with respect to the donated funds for future capital improvements. Ongoing management of the Survivor Garden is fully at the discretion of the City with no requirement for ongoing collaboration or discussion with the developer of the garden. The City will commit to respecting the intent of the garden for its anticipated lifecycle, which is approximately 25 years. COMMUNITY ENGAGEMENT: INFORM committee meeting. CONSULT Stakeholder engagement willoccur over the spring and summer of 2019. The goal of the engagement is to identify the experientialexpectations of survivor groups in the gardenspace. The information and feedback gathered during the engagement stage will inform the design of the space. The project team has identified a variety of stakeholder groups for engagement, including neighbourhood groups, community service groups that support identified survivors,The Victoria Park Working Group,and Heritage Kitchener. Targeted engagement with specific groups will be conducted in the initial engagement effort, followed by open engagement with the broader community. The complexnature of the definition of survivorin this project demands thatengagementbe conducted in a manner that is sensitive toand inclusive of a variety of survivors, and is supportive of and beneficial tothose wanting to share their survivor experience.Specific 10 - 3 engagement tactics will adhere to best practices, and will employmethodsthatare appropriate to reach thestakeholder group. CONCLUSION:The City has been offered a generousphilanthropicgift, whichpresents a unique opportunity to develop an innovative and different asset to support health and ost prominent park spaces. The Survivor Garden is aligned with the strategic plan for the City and will add a valuable additional element to the Victoria Park landscape for generations to come. Working with the donors, stakeholders and wider community to shape a new garden within the parkthat respects its heritageprovides a different space for reflection within the park, further enhancing Victoria Park. ACKNOWLEDGED BY: Denise McGoldrick, General Manager, Infrastructure Services 10 - 4 Appendix A: Survivor Garden Concept Plan Figure 1Survivor Garden concept plan 10 - 5 Appendix B: Key Map of Victoria Park and supported locations to site Survivor Garden Figure 2Victoria Park key map of supported sites for survivor garden 10 - 6 REPORT TO:Community and Infrastructure ServicesCommittee DATE OF MEETING:May 13, 2019 SUBMITTED BY:Niall Lobley,Director,Operations -Parks and Cemeteries, 519-741-2600 ext. 4518 PREPARED BY:Faranak Hosseini, TransportationPlanning Project Manager, 519-741-2200 ext. 7665 WARD (S) INVOLVED:All Wards DATE OF REPORT:May 2, 2019 REPORT NO.:INS-19-009 SUBJECT:Winter Sidewalk MaintenanceReview ___________________________________________________________________________ RECOMMENDATIONS: That staff be directed to conduct a review of the required level of service stated inBy-law chapter 687 (Snow and Ice) as outlined in program component 1 of Report INS-19-009, throughout summer 2019 and report backinfall2019 with results and recommendations; That staff be directed to conduct a pilot to evaluate the initial clearing for 8cmsnow events program as outlined in program component 2 of Report INS-19-009 throughout winter 2019/2020 and report back by May 2020 with results and recommendations; That staff be directed to develop priority route options as outlined in program component 3 of Report INS-19-009 and report back by May 2020 with results and recommendations; That staff be directed to extendthe proactive inspectionpilot asoutlined in program component 4of Report INS-19-009throughoutwinter 2019/2020 and report back by May 2020 with results and recommendations; That staff be directed to extend the assisted servicesfor sidewalkand windrowclearing pilotasoutlined in program component 5of Report INS-19-009throughout winter 2019/2020 and report back by May 2020 with results and recommendations; That staff be directed to monitor and further evaluate the neighbourhood shared snow blower pilot asoutlined in program component 6of Report INS-19-009 throughout winter 2019/2020 and report back by May 2020with results and recommendations; and, That staff be directed to conduct a representative valid survey asoutlined in program component 7of Report INS-19-009 and report back by May 2020with results and recommendations. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 1 EXECUTIVE SUMMARY: Background Recognizing the importance of providing year-round safe andaccessiblesidewalk conditions to support active transportation and environmental objectives, the Council requested staff to prepare a report outlining alternative winter sidewalk maintenance options.In early 2018,staff initiated the Winter Sidewalk Maintenance Review and through this review,winter sidewalk maintenance programoptions weredevelopedand presented to Council in June 2018. The programs approved by Council namely: Proactive Inspection, Assisted Services for Sidewalk and Windrow Clearing, and Neighbourhood Shared Snow Blowerwere implemented and evaluated in the 2018/2019 winter season. This report presents the results of the program evaluation,and recommends seven program components to be carried forward. PilotsEvaluation Results Staff evaluated the effects of the proactive inspection on sidewalk conditions through quantitative and qualitative data analysis. On the basis of the past winter pilot, the proactive approach to by- law enforcement, which includes the high profile communications strategy supporting this, appears to have worked. In the 2018/2019 winter season, fewer notices and clearings were required compared to what was expected based on the past five year trend.This improvement can be attributed to the proactive inspectionpilotand the raised awareness aroundthis program. Staff evaluated the effectsof the assisted services for sidewalk and windrow clearing through targeted surveys. The evaluation indicates that the program was stronglysupported by those that received the service. It was run successfully via the Working Centre and was fully subscribed. Staff evaluated the effectsofprovidingcommunitysnow blower grants on sidewalk conditions through targeted inspections and surveys.The evaluation results showedcommunity benefits in most instances where grants were awarded. The inspections showed that the snow blowers were not effective in reaching the bare pavement requirement especially during ice events. The program was supported by those that received the service. However, despite being limited in scope, staff were unable to encourage communities to apply for the program which resulted in awarding eight grants out of the 10grants. Public Engagement Results During this winter season through media, social media and the Engage platform, the City became awareof the following: There isastrong desire,based on the comments received,for the City to undertake maintenance ofsidewalks. Residentshave expressedconcernson relying on an enforcement approach against a standard that is perceived as unrealistic to be achieved by residents. Residentshave requested more communications andsimplermeans to reportuncleared sidewalks. While useful as an indicator of public opinion, these platforms do not provide a statistically representative sample of the Community. pg. 2 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 2 Recommendations By taking into account the results of the pilot evaluation, stakeholder interviews, and public engagements, sevenrecommendations have been identified to further inform discussions about the winter sidewalk maintenance program for the 2020/2021 winter season and beyond. Component 1: Review the Required Level of Service Stated inBy-lawChapter 687. Component 2: Evaluate the Initial Clearing for 8cm Snow EventsPilot. Component 3: Develop Priority Route Options. Component 4:Extendthe Proactive InspectionPilot. Component 5:ExtendtheAssisted Services for Sidewalkand Windrow Clearing Pilot. Component 6: Continue to Monitor the Neighbourhood Shared Snow Blower Program. Component 7:Conduct a Statistically RepresentativeSurvey. BACKGROUND: The City of Kitchener is moving towards a more balanced and holistic transportation network that accommodatesallroadusers regardless of age, ability or mode of transportation.Over the past decade, the City of Kitchener has developed and approved a number of guidelines and policies (summarized in Appendix A)to shift the automobile dependent transportation network to a multi-modal network where walking and cycling are viableand safemodes of urban travel.One of the key components towards this shift is maintaining passable and safe sidewalk infrastructure year round. -modal transportation network and resident feedback during ongoin practices was approved and initiated in 2015.The results of this review werepresented to Council in 2016 (Report INS 16-087) which recommended that existing winter sidewalkmaintenance practices be maintained until the changes to the provincial minimum maintenance standards were adopted. The revisions to the minimum maintenance standards were released late winter 2018 and adopted by the province, triggering the City to conduct reviewof winter maintenance practices, in particular winter sidewalk maintenance.The results of this review werepresented to Council in June 2018 (Report INS 18-023) and recommended pilot programs to be implemented and evaluated in the 2018/2019 winter season. Council approved the implementationof three pilotsand deferred consideration of threepilots to May 2019.This report presents the analysis and results of the approved pilot programs evaluation, and provides recommendations to improve and further analyze REPORT This report reviews past efforts regarding improvements to practices, presents the analysis and results of the pilot programs evaluation, and provides recommendations and options for the 2019/2020 winter seasonand beyond. 2016 Staff Report INS 16-087 In 2016,staff submitted report number INS 16-087to the Community and Infrastructure Services Committee. This report provided evaluation of the impact of city-wide sidewalk snow clearing pg. 3 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 3 practices and reviewed the maintenance practices used in other municipalities.The review of municipalities that haveimplemented city-wide sidewalk snow clearing identifiedthe following: Service levels variedamongst municipalities; Sidewalkswere typically maintainedto snow packed conditions,and clearingwas initiated atspecific snow depth triggersranging from 2.5cmto 8 cm; Resident complaints increased following the implementation of city-wide programs; and, It is critical that expectations are managed regardingthe level of service that should be reasonably expectedwhere municipalities take on the responsibility of sidewalk clearing. In report INS 16-087 Council approvedthat existing winter sidewalk maintenance practices be maintained until the changes totheProvincial Minimum Maintenance Standardswere adopted and impacts of these changes could beconsidered. 2018 Staff Report INS 18-023 In 2018, staff submitted report number INS 18-023 to the Community and Infrastructure Services Committee. This report recommendedthe following programcomponentsto be piloted and evaluated during the 2018/2019 winterseason. 1.Proactive Inspection:This componentrecommended thatproactive enforcement officerswould be responsible for monitoring and inspecting various clusters of properties after each snow and/or ice occurrence. The cost of this program was estimated at $170,000 for fourofficersper winter season. 2.Initial Clearing for 8cm Snow Events:This componentrecommended that through contracted services the City would providesidewalk clearing for all sidewalks after snow events of 8cm or more within a targeted 24 hour period. The total cost of this pilot program was estimated at $67,500 for 40 km of sidewalkper winter season. 3.Full Winter Maintenance Service of all Sidewalks:This componentrecommended that with in house resources, the City would provide winter sidewalk maintenance clearing for all sidewalks, forall snow and ice occurrences, withina24 hourtarget. The cost of this pilotprogram was estimated at $179,000 for 40 km of sidewalkper winter season. 4.Pavement Weather Sensors:This componentrecommended that sensor solutionsbe designed to measure pavement surface conditions to improve data collection, evaluation and prioritization. The cost of this pilot program was estimated at $82,000 for twosensors including supply, installation, data management,andtwoyear annual maintenance. 5.Partnership Grant:This componentrecommended sidewalk and windrow clearing for eligible residents including those unable to afford private snow clearing services and living with a disability and/or over 65 years of age.The cost of this program was estimated at $25,000 per year. The above mentioned pilot programs were presented to Council in June 2018. Pilot programs 1 and 5 were approved by Council tobe implemented and evaluated during the 2018/2019 winter season. In addition to pilot programs 1 and 5, Council introduced and approved the program. A $500grant toward a purchase of a shared pg. 4 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 4 snow blower was provided. Up to10snow blower applications wereapproved that could be awarded to eligible groups of neighbours with at-least four membersin a neighbourhood. WinterSidewalkMaintenance Practices The City of KitchenerParks and Cemeteries Divisionmaintains sidewalks throughout the winter seasonfor all City owned properties and back-lotted properties.These sidewalks cover 216 km out of 1,202 kmof total sidewalks(17.6%) available across the city.These sidewalksare usually plowedwithin24 hours after cessation of snowto meet the existing by-lawrequirements. In an average winter, the City uses approximately 1,134 tonnes of salt(5.25 tonnes per km)to treat these sidewalks. The current annual expenditure for this practiceis $1,199,000 per year($5,550 perkm per year)on average(2016-2018). Sidewalks in the downtown areas arealsomaintained by the City and funded through special by-law taxation to downtown properties.There is approximately12 kmof sidewalks in the downtown area which are consistentlymaintained to bare concrete through multiple visitsduring a 24 hour period. In an average winter, the City uses approximately 177tonnes of salt (14.75 tonnes per km) to treat downtownsidewalks and the current annual expenditure for this practice is$220,085per year($18,340perkmper year)on average (2016-2018). All other sidewalks within the city are maintained throughout the winter by property owners as set -law Chapter 687 (Snowand Ice). Chapter 687 requires property owners to clear snow and ice from sidewalk(s) adjacent to their property within 24 hours after cessation of snow. In addition the City also promotesthe snow angels program.In this program, the City of Kitchener administers an awareness campaign and recognition opportunity for Snow Angels. Snow Angels are residents who self-organize to shovel snow for neighbours in need of assistance. 2018/2019 WinterSeason Pilot Programs During the2018/2019winterseasonthe following additional programs were implemented as part of the approved pilots. Proactive InspectionPilot:Introducedand pilotedinthe 2018/2019 winter season, by- law officers proactively inspectedsidewalks citywide. If a sidewalk wasnot cleared of snow and ice, a by-law officer would leave a one-time notice at the property and return within 24 hours. If the sidewalk was still not adequately cleared, the city would clear it and invoice the property owner. The invoice amount dependedon the lengthof the sidewalk and the duration it tookthe contractor to remove ice and snow. Assisted Sidewalk and Windrow Clearing ServicesPilot(approved as the :Introduced and piloted in the 2018/2019 winter season,the City of Kitchener collaborated with the Working Centre for sidewalk and windrow snow clearing for residents living with a disability and/or over 65 years of age andunable to afford private snow clearing services. The pilot program waslimited to 50 properties. pg. 5 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 5 Neighbourhood Shared Snow Blower Pilot:Introduced and piloted in the 2018/2019 winter season, the City of Kitchener provided $500 grant funding for groups of residents with four membersor moreliving in the same neighbourhood. The $500 grant wasto purchase a shared snow blower. This pilot program was limited to 10 grant applications for the season. Winter 2018/2019 Weather Conditions Review Summary:Sinceweather conditions area major contributing factor to the pilot evaluation, this section compares the weather conditions of the 2018/2019 winter season with the average of the past five winter seasons. The analysis shows that thenumber of snow eventsand the average temperatureof the 2018/2019 winter seasonweresimilar to thepastfive year trend. Key differences were thata deep freeze to thaw cyclewas experienced.Thisled to extensive icebuild up, a greater amount of freezing precipitation, and an overall decrease in the number of days where deep snow lay on the ground. Figure1compares the average temperature of each day of this winter season to the average temperature of each day of the past five winter seasons. Thisshows that on average the 2018/2019winter season experienced similar average temperatures to that of the past five years. Howeversignificant local temperature fluctuations haveoccurred especially in late January and early February,which can beattributedtothe 2018/2019 winter seasonfrequent thaw and freeze events, the freezing rain events,andice build up. Based on the projections inthe changing climate of the Waterloo Region study (AppendixB), this trend is expected to continue and worsen,with estimates up to 40% more freezing rain events by 2050. Figure 2compares both the number of snow events and the number of days with snow on the ground of the 2018/2019 winter season, to the average of the past five winter seasons. This figure shows that the 2018/2019 winter season experienced a similar number of snow events compared to the average number of snow events of the past five winter seasons. The figure also shows that this winter experienced similar number of days with more than 2 cm of snow on the ground, but less days with more than 8 cm of snow on the ground. This difference can be another indicator of the thaw and freeze events of the 2018/2019 winter season. pg. 6 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 6 Mean Temp (°C) Winter 2014-2018Mean Temp (°C) Winter 2018/2019 12.00 10.00 8.00 6.00 4.00 2.00 0.00 -2.00 -4.00 -6.00 -8.00 -10.00 -12.00 -14.00 -16.00 -18.00 -20.00 -22.00 Figure 1: Weather Conditions EvaluationAverage Temperature Average of Winters 2014-2018Winter 2018/2019 74 6969 54 DAYS 13 12 44 SNOW >2 CMSNOW >8 CMSNOW ON GROUND >2 CMSNOW ON GROUND >8 CM Figure 2:Weather Conditions Evaluation Snow Events Proactive InspectionPilot Evaluation Summary:The main purpose of this pilot program was to evaluate the effect of proactive by-law enforcement on sidewalk conditions during winter. On the basis of the past winter pilot, the proactive approach to by-law enforcement, which includes the high profile communications strategy supporting this, appears to have worked. In the 2018/2019 winter season, fewernotices andclearings were required compared towhat was expected based on the pastfive year trend. Four proactive officers were temporarily hired to each inspect a specific areawithin the City.For the purpose of the pilot, 40cluster areas (four in each ward) were selected with each area containing 50properties. These cluster areas were selected based on thefollowingcriteria:even distributionthrough each ward, continuous sidewalks for efficientinspection,and proximity to schools,parks,and key connections.After circulating each of the cluster areas once, the officer would circulate through each area for a second time later in the season to track changes in sidewalk conditions.Where possible the officers would identify residents who required assistance pg. 7 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 7 and provided contact information for supportincluding the assisted services program.The pilot was in place for a duration of five months from November 15, 2019 to April 15, 2019.The pilot program cost atotal of $170,000 for the season. During the inspection process, the officer would visually inspectsidewalks, and in cases where sidewalkswerenot adequately cleared to the by-law maintenance standard, the officer would issue a one-time notice. The officer would then return after 24 hoursand if the sidewalk was still not adequately cleared, itwould be sent for clearing. At the time of arrival for clearing,if the sidewalk had still not been cleared, the sidewalk would be cleared and the property owner would be invoiced.These events were logged by the officers for pilot evaluationpurposes. As shown in Table 1, as a result of the proactive inspectionpilot, 2,350 properties were inspected and atotal of 480 notices were issued. Out of 480 notices, only three addresses were sent for clearing,which is 0.6% of the notices issued and 0.1% of thetotal properties inspected. The data also showed that less than 1% of the properties that received notices during the first round of inspections, were not in compliance withthe by-law in the second round of inspections. Table 1Proactive InspectionResults Number of InspectionsNumber of NoticesNumber of Sent for Clearing 2,3504803 To further evaluate the impacts of the proactive inspectionon sidewalk conditions during the 2018/2019 winter season, the complaint-triggered (reactive enforcement)inspections data was analyzed. Figure 3compares the number of complaint-triggered inspections of the 2018/2019 winter season to the average of the past five winter seasons for both the city maintained sidewalksand non-city maintained sidewalks. The comparison shows a 72% increase in the number of complaint- triggered inspections on non-city maintained sidewalks. However this increase can be attributed to the raised awareness and icy weather conditions since the city maintained sidewalks also saw a 59% (102 to 162) increase in the number of complaint driven inspections. This increase happened while the maintenance practices on the city maintained sidewalks remained unchanged from the previous years. pg. 8 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 8 Average (2014-2018)Winter 2018/2019 3500 2879 3000 2500 2000 1672 1500 1000 500 162 102 0 City Maintained SidewalksOther Sidewalks Figure 3: Inspections completed in the 2018/2019 Winter Season vs the Average of the Past Five (5) Years The complaint-triggered (reactive enforcement)notices and addresses sent for clearing data was also analyzed to evaluate the effectof the proactive inspectionon sidewalk conditions during the 2018/2019 winter season. Staff developed amodelto predict the number of notices issued and addresses sent for clearing for the 2018/2019 winter season. This prediction is based on the previous 5 year trend, and assumes no change to by-lawenforcement (i.e. no proactive enforcement).Figure 4compares the number of actual noticesissuedand addresses sent for clearinginthe 2018/2019 winter season,to the predictednumber of notices andclearingsbased on the past five year trend. Based on this model 1,794notices and 231clearingswerepredictedforthe 2018/2019winter season. Howeverthe actual number of notices issued in the 2018/2019winter seasonwas1,130 and 156 properties were sent for clearing. This comparisonshows a 37% reduction in the number of notices and a 32% reduction in the number of clearings.This can be attributed to the proactive inspectionpilot and the raised awareness around this programdue to extensive communication. 2018/2019 Actual2018/2019 Predicted 156 Addresses Sent for Clearing 231 1130 Notices Issued 1794 0200400600800100012001400160018002000 Figure 4: Notices Issued and Sent for Clearing in the 2018/2019 Winter Season vs the Average of the Past Five (5) Years pg. 9 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 9 Key lessons learnt from this pilot program are as follows: The effectivenessof this program is closely correlated with the expected/required level of servicestated in the by-law. Since the bare pavement requirement was difficult to achieve, especially during ice events, it resulted incitizen complaints and dissatisfaction. Implementing this program in conjunction with a change in the expected/required level of service and/or setting exceptions on days where bare pavement is difficult to achieve wouldlikelymake the program less contentious. For the purpose of the pilot, the by-law officers needed to travel set routes on footto inspectsidewalks.Thispractice significantly constrainedthe number of inspected properties.The inspection practicein future should attemptto maximize thenumber of inspected properties and cover a greater number of properties in the City. From the pilot experience, officers using discretion to target worst offenders was identified as a way to improve the efficiency and effectiveness of the program. Any potential change to the by-law could haveimpacts on the effectiveness of enforcement activities (for example, if a less strict level of service introduced room for greater interpretation of the standard). Assisted Services for Sidewalk and Windrow ClearingPilotEvaluation Summary: The implementation of an Assisted Services program was widely supported both by the community and those that received the service. It was run successfullyvia the Working Centre and was fully subscribed. The purpose of this pilot was toevaluateprovidingassisted sidewalk and windrow snow clearing services,free of charge,toresidentsliving with a disability and/or over 65 years of age, andunable to afford private snow clearing services.This pilotwascarried out in collaboration with the Working Centre and was fullyfunded by the City of Kitchener. The totalcost of the pilot was$26,700. A capacity of 50 properties wasconsidered for the purpose of thepilot.Out of the 50vacancies, 20 of them were keptreserved forthe householdswho received aninfraction noticethrough the -law program and were eligible.When the first 30 vacancies were full, staff still encouraged eligible applicants to register for the waiting list to help estimate the demand for this service. This resulted inidentifying another 50 eligible applicantsin addition to those already enrolled in the program. To evaluate the performance of this pilot, all the households who were enrolled in the program were requested to be interviewed and surveyed inlate March2019.The surveyinquired about their experience with the program andareas of potential improvement. The survey had a response rate of 80%. Figure 5shows that overall 90% of the respondents rated the program from good to excellent, 88% of the respondents rated theresponse time and quality of the work from good to excellent, and 83% of the respondents rated the application process from good to excellent. The survey questions are provided in AppendixC. pg. 10 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 10 Excellent Very Good Good Poor Program in General 40%17%33%10% Excellent Very Good Good Poor Quality of Work 32%16%42%10% Excellent Very Good Good Fair Poor Response Time 30%23%33%3%10% Excellent Very Good Good Fair Poor Application Process 50%11%22%11%6% Figure 5: User Survey Assisted Services Pilot Program Considering the close involvement of the Working Centre in this pilotthey were also interviewed to receive feedback. It was identified that the Working Centre is generally happy with continuing to collaborate with the City on this program. However, they can only support up to a maximum of 100 properties for the winter season of 2019/2020. It was also identified that the initial estimated costs were lower than the actual costsand may need to adjust the costsby approximately 20% for the next winter season. Lessons learnt from this pilot program are as follows: of income was requested fromthe applicants. This year an honor system approach was taken in enforcing the application criteria. If this pilot is extended this approach will no longer be taken and the income criteria will be evaluated using information already available that are being used on other programs within the City to determine income thresholds. Based on discussions with the Working Centre, the cost for the program is estimated to be higher than the pilot year.For a possible future adoption,other delivery mechanisms maybe exploredto reduce operational costs. Top feedback received from the program wasabout simplifying the application process for seniors,such as enabling paper applications and providing clear contact information. It was also understood from the survey that the City should more clearly communicate what the service includes (i.e. sidewalk and windrow only). Neighbourhood Shared Snow BlowerPilot Program Summary:The purpose of this pilot was to evaluate the effect of providing snow blower grants to communities on sidewalk conditions during winter. Despite being limited in scope, staff were unable to encourage communities to apply for the program. Where applications were made they pg. 11 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 11 were all successful and there appeared to be community benefit in most instances where grants were awarded. In this pilot program, the City offered a grant fund of $500towards the purchase of a shared snow blower.Groups of residents,with a minimum of four group members,living in the same neighbourhood were able toapply for this program. A cap of 10 grants was considered for the purpose of this pilot. Despite the wide scale communication around the pilot program, only eight eligible applications were received for the 2018/2019 winter season. The properties enrolled in this program were inspected twice(24 hours after cessation of snow to evaluate the effectiveness of this pilot) during the winter season. Seven out of eight groups appeared to have used the snow blower to clear their sidewalks. Five out of eight cases had provided good community benefit for the neighbourhood. However, the snow blowers were observed to not be able to clear the sidewalks up to the City of Kitchener By-law standard of bare concrete,and were not effective in eliminating icy conditions. each group enrolled in the program wasrequested tofill out a shortsurveyin late March 2019. The aim of the survey was to capturetheir experience with the program and areas of potential improvement.Figure 6shows that overall 100% of the respondents rated the program from good to excellent, 100% of the respondents rated the application process from good to excellent,and 88% of the respondents rated the cooperation with the neighbours from good to excellent. The most common feedback was that the amount of the grant was not enough to cover the capital and maintenance costsof the shared snow blower.The survey questions are provided in AppendixD. Excellent Very Good Good Program in General 50%38%12% Excellent Very Good Good Application Process 50%38%12% Excellent Very Good Good Poor Working with the 44%31%13%12% Neighbours Figure 6: User Survey Neighbourhood Shared Snow Blower Program SurveyResults In order to gain public feedback on the2018/2019winter sidewalk maintenance pilots, threeonline surveys were released on the Engage Kitchener website. The first survey was released in November 2018 in conjunction with the start of the proactive inspectionpilot program. This survey was available until early February 2019 to receive initial feedback. A second survey was released early February for one month to receive feedback on all three winter sidewalk maintenance pilot programs. A third survey was released early Aprilfor two weeksto gain feedback on the overall pg. 12 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 12 experience regarding the wi opinion on the main areas of focus,and potential improvements for the futurewinter seasons. During the first, second and third survey, a total of 87, 424, and 139responses were received respectively. Participating in the survey required email registration in order to reduce duplicate responses and help prevent bias in the results. The surveys conducted were not representative surveys of the entire population,thereforethe results may be skewed and/or biased toward certain typesof opinions.Below are the main highlights from thesurveys. 23% of respondents believed that the sidewalk conditions had improved as a result of the proactive inspectionprogram. 63% of the respondents believed that the sidewalk conditions remained unchanged as a result of this pilot. 14% of the respondents were unsure about the impact. 58% of the respondents believed that the proactive inspectionshould be continued with increased or the same amount of resources. 42% believed that the City should allocate less resources to this program or discontinue the program. 77% of respondents were supportive of the assistedservices for sidewalk and windrow clearing pilot. 17% of the respondents were indifferent and 6% were opposed to the program.62% of the respondents believed that more resources should be allocated to this program. 43% of respondents were supportive ofthe neighbourhood shared snow blower program, 31% of the respondents were indifferent and 27% were opposed to this program. 25% of the respondents believed that more resources should be allocated to this program. A total of 1,194 comments were received through the three surveys. A review of all the comments received demonstratesthe following: 63% of the respondents were in favor/requested that the City be responsible for clearing all sidewalks and/or increase its focus and resources in this regard. 31%of the respondents emphasized the need for proactive by-law officers to use more discretion,and/or that the bare pavement requirement isunrealistic and not always achievable. 17% of the respondents requested more communication regarding the pilot programs, specifically the assisted services and shared snow blower pilots. 17% of the respondents requested for simpler ways to report an unclear sidewalk. 12% of the respondents requested more enforcement focus be put on high pedestrian and high infraction areas. 11%of the respondents requested the enforcement to be increased and faster response times to complaints. pg. 13 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 13 Winter Sidewalk Maintenance Recommendations and Options As stated earlier in the report, in June 2018,Council approved the implementation of three pilots (i.e. proactive inspection, assisted services for sidewalkand windrow clearing, and neighbourhood shared snow blower) and deferred considerationof threepilots(i.e. initial clearing for 8cm of snow events, full winter maintenance ofall sidewalks, and pavement weather sensors)to May 2019. By taking into account the results of the pilot evaluation, stakeholder interviews, and public engagements, staff suggeststhe followingresponses to the 2018 recommended pilots: Proactive Inspection: Staff be directed to extend thispilot programthroughoutwinter 2019/2020 and report back byMay 2020with results and recommendations. Initial Clearing for 8cm Snow Events: Staff be directed to evaluate this pilot program throughout winter 2019/2020and report back by May 2020with results and recommendations. Full WinterMaintenance of all Sidewalks: Staff be directed to develop criteria and select locations of prioritysidewalks for consideration of an expanded winter sidewalk maintenance service level based on high priority sidewalks. Existing sidewalk datafrom city-maintained routes will be used to estimate order of magnitude costs to deliver this. Pavement Weather Sensors:Staff believe that pavement weather sensors should be reconsidered pending final recommendations in 2020. Assisted Services for Sidewalkand Windrow Clearing:Staff be directed to extend this pilot program throughout winter 2019/2020 and report back by May 2020 with results and recommendations. Neighbourhood Shared Snow Blower:Staff be directed to continue to monitor this pilot programand report back byMay 2020with results and recommendations. In addition, based on the pilot evaluation results, stakeholder interviews and the public engagements, staff recommends twonew program componentsas follows: Review the RequiredLevel of ServiceStated in the By-law: Staff be directed to review the bare pavementrequirement stated in the By-law. If approved, this work would be completed during summer and fall 2019. It is anticipated if revisions are required, they are implemented for the 2019/2020 winter season. Statistically RepresentativeSurvey: Staff be directed to conduct a statistically representativesurvey to quantify resident desires,expectations,and level/s of service for municipal involvement in winter sidewalk clearing. To becompleted throughwinter and spring 2020 and report back by May 2020 with results and recommendations. The recommendations above is summarized inTable 2. pg. 14 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 14 Table 2RecommendationsSummary Program ComponentJune 2018 Recommendation Council Decision Proactive InspectionApprovedExtend the pilot throughoutwinter 2019/2020 Initial Clearing for 8cm Snow EventsDeferred to Evaluate the pilot throughout winter May 20192019/2020 FullWinter Maintenance Service of Deferred to Pursue only as a data driven exercise all SidewalksMay 2019 Pavement Weather SensorsDeferred to Do not pursue at this time May 2019 Assisted Services for SidewalkandApprovedExtend the pilot throughout winter Windrow Clearing2019/2020 Neighbourhood Shared Snow ApprovedContinue to monitor the pilot throughout Blowerwinter 2019/2020 Review the RequiredLevel of NewConduct the review throughout summer Service Stated in the By-lawand fall 2019 Statistically RepresentativeSurveyNewConduct the survey throughout winter and spring 2020. According to the summary illustrated in the table above, sevenrecommendations have been identifiedto be evaluated/conducted throughout winter 2019/2020.These seven recommendations are listed below, and further described on the following pages in terms of objectives, scope, cost, resources and risks. Funding sources of the recommendation components are identified in the Financial Implications section of this report. Component 1: Review the Required Level of ServiceStated intheBy-law. Component 2: Evaluate the Initial Snow Clearing for 8cm Snow Events Pilot. Component 3: Develop Priority Route Options. Component 4: Extendthe Proactive Inspection Pilot. Component 5:ExtendtheAssisted Services for Sidewalkand Windrow Clearing Pilot. Component 6: Continue to Monitor the Neighbourhood Shared Snow Blower Program. Component 7:Conduct a Statistically RepresentativeSurvey. pg. 15 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 15 Program Component 1 Reviewthe Required Level of ServiceStated in By-lawChapter 687 (Snow and Ice) 1.1ObjectiveReview the expected level of service towards a change from bare pavement to a safe, passable and consistent level of service throughout the entire city. Engage and consult the general public and related advisory groups such as GRAAC, School Board, TriTAG, Age Friendly Kitchener and Mayors Advisory groups for Kitchener Seniors (MACKS). Evaluate the results and report back to Council in fall2019. 1.2ScopeThe scope of this recommendation is limited to a review and the result of this review will not be implemented and/or tested prior to Council decision in fall2019. 1.3Estimated N/A Cost 1.4ResourcesCity staff to supervise the project. City staff to administer and manage the project. City staff to prepare communication and engagement plans. 1.5RisksThe new definition of the expected level of service may be subject to interpretation and be more challenging to enforce. The new standard/by-law may open up the City to liability issues. With enforcing the new standard/by-law sidewalks could be less accessible in general which might be a concern to persons with disabilities. 1.6NotesIn this option, the city staff is only looking for an approval to initiate the review process. Staff willnot be making recommendationsonthe expected level of service prior to the review.Staff will report back on the recommendations during fall,2019. It is anticipated if revisions are required, they are implemented for the 2019/2020 winter season. pg. 16 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 16 Program Component 2 Initial Clearing for 8cm Snow Events 1.1ObjectivesIdentify the resource and cost implications of providing sidewalk clearing services for all sidewalks after snow occurrences of 8 cm or more, within 24-48 hours through a pilot program on approximately 40km of representative sidewalk. Develop process to remediate potential property damage as a result of city led winter sidewalk maintenance Collect data on the performance of the pilot Evaluate the results of the pilot and report back to council in May 2020. 1.2ScopeThe pilot program is intended to only be implemented on 40 km of representative sidewalk across the City. This pilot program is intended for snow occurrences of 8 cm or more. The pilot program is intended to be in place from November 2019 to April 2020. 1.3Estimated Order of magnitude estimate is $67,500 to contract out clearing of five Cost(5) 8cm snow events for approximately 40km of sidewalk. 1.4ResourcesThis work will be fully contracted out City staff to supervise the project City staff to administer and manage the project City staff to intake and resolve complaints 1.5RisksContractor performance may not be up to the City standards The result effectiveness will be dependent on weather conditions and the number of snow occurrences of 8cm or more therefore may not result in statistical valid results for the purpose of the pilot City led winter sidewalk maintenance may result in property damage As a result of this pilot, sidewalks may not be cleared up to bare pavement Selecting pilot areas may be controversial Supervision resources may not be existing May be challenging to find a suitable contractor for the pilot 1.7NotesThe selection criteria for the representative40 km sidewalk are as follows: It would include different types of sidewalks such as curb face sidewalks, sidewalks with narrow boulevards, sidewalks with wide boulevards, etc. It would include areas with high pedestrian activity such as school zones. Comparable programs that foster shared responsibilities at a specific snow depth threshold were not identified. pg. 17 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 17 Program Component 3 Develop Priority Route Options 1.1Objective Develop prioritysidewalk routes through a data driven approach Identify the selection criteria for the priority routes Produce an estimated cost associated with winter sidewalk maintenance on priority routes using information from sidewalks currently maintained by the City. Report back to council in May 2020with results and recommendations. 1.2ScopeThescope of this work is limited to a theoretical analysis using existing data and is not intended to be implemented as a pilot as part of the evaluation. 1.3Estimated N/A Cost 1.4Resources City staff to manage the project 1.5RisksConsidering that this analysis requires large scale data to produce reliable outputs, there is a risk that all the required data may not be readily available at the time of the analysis. 1.6NotesN/A pg. 18 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 18 Program Component 4Extend the ProactiveInspectionPilot 1.1ObjectivesProactive by-law enforcement of sidewalks through winter months Develop methods to maximize the number of inspected properties Refine based on lessons learned 1.2ScopeTo engage 4 part time, temporary staff between approximately November and April each year to proactively monitor for and enforce compliance with the City sidewalk by-law 1.3Estimated Approximately $140,000.(Note: costs are reduced from June 2018 Costrecommendation based on experience through winter 2018/19) 1.4ResourcesFunding for part time by-law officers (4 month temp position grade 7 step 4) City staff to supervise the project City staff to administer and manage the project City staff to intake and resolve complaints 1.5RisksPublic perception and complaints Any potential change to the by-law could have impacts on the effectiveness of enforcement activities (for example, if a less strict level of service introduced room for greater interpretation of the standard). By-law officers can only cover a small fraction of the city 1.6NotesIt is important to note that the effectiveness of this program is closely correlated with the recommended program component 1 Change the Required Level of Service in By-law. If approved by Council, based on the year 1 pilot experience, this program will be refined to maximize the number of inspected properties. From theyear 1pilot experience, officers using discretion to target worst offenders was identified as a way to improve the efficiency and effectiveness of the program. The City of Waterloo practices a comparable program which includes two seasonal proactive enforcement by-law officers and shows that warning in proactive areas have been reduced significantly from 450 in year one to 200 in year two and to less than 100 in year three. The second warnings carry a fee of $80 in this program. pg. 19 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 19 Program Component 5 Extend the Assisted Services for Sidewalkand Windrow ClearingPilot 1.1Objective Sidewalk and windrowclearing services for eligible seniors 65+ and residents living with a disability 1.2ScopeService is available city wide Proof of eligibility would be required This would cover approximately 50 properties Explore options to reduce operational costs 1.3Estimated $25,000 per year Cost 1.4ResourcesContract management Administration and project management Complaint intake and resolution 1.5RisksContractor/Working Centreperformance may not be up to the City standards Clears only a small portion ofthe network at approximately $500 per house 1.6NotesBased on discussions with the Working Centre, the cost for the program is estimated to be higher than the pilot year which may result in a reduction in the program capacity. Staff mayexplorea full range of options for delivery of this service. This will include considering the existing model (through the Working Centre) and may exploreother potential options (such as a private contractor). Staff will look for potential added value services throughthese discussions (such as supporting fixed rate domestic clearing opportunities for residents in the program). income was a factor in the eligibility criteria, no proof was requested from the applicants;an honor systemapproach was taken in enforcing the application criteria. If this program component is approved by Council, this approach will no longer be taken and the income criteria will be evaluated using information already available that are being used on other programs within the City to determine the low income threshold. pg. 20 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 20 Program Component 6 Extend Monitoring of the Neighbourhood Shared Snow Blower Program 1.1Objective A pilot to evaluate the effectiveness and cost implications of providing $500 grants towards the purchase of a snow blower to be shared in a neighbourhood with a minimum of four (4) group members 1.2ScopeContinue to monitor for another year do not provide additional grants. 1.3Estimated N/A Cost 1.4ResourcesSupervision Administration and project management Complaint intake and resolution 1.5RisksN/A 1.6Notes N/A Program Component 7Statistically Representative Valid Survey 1.1ObjectiveConduct a statistically representative survey to gain a better understanding of the general opinion on winter sidewalk maintenance maintenance program. 1.2ScopeThe survey would be statistically representative of the entire population of the city. 1.3Estimated Approximately $45,000to be delivered by an independent third party. Cost 1.4Resources Supervision Administration and project management 1.5Risks Depending on the time at which the survey is conducted the results may be subject to recall/memory bias. 1.6Notes N/A Program Component Locations Through the 2019/2020winter season, the proposed winter sidewalk maintenance program will change the level of service within the evaluation areas of ProgramComponent2(initial snow clearing for 8cm snow events). As identified above, theevaluation area will include approximately 40km of sidewalk. Staff will use historic data as a primary input to determine the most appropriate locations for evaluation areas. This data includes locations of resident complaints, slip and fall pg. 21 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 21 incidents, by-law infractions, curb face sidewalk locations, and other challenges in the urban environment that require evaluation. Salt Management The City of Kitchener recognizes the importance of effective salt management andis committed to best practices andcontinuous improvementin salt management.This approach isreviewed annually and revised as necessary to achieve effective salt managementand allcity winter maintenance staff are trained in this regard. Winter maintenance of sidewalks presents some different challenges than winter maintenanceof roads due to: lack of drainage facilities, no vehicle traffic (which aids in snow melt), and salt spreading mechanisms are not as advanced as road equipment. Communication and Engagement Plan A comprehensive communications plan will be developed over the summer of 2019. The objectives of this plan will be to share information, increase awareness, manage expectations and collect feedback on the recommended winter sidewalk maintenance program and each of the program components. In addition to communicating information about the current winter maintenance program to the broader public, specific messaging will be developed for those residing in program evaluation areas. Staff will use both digital and traditional advertising tools to convey key information about the program, and use a targeted approach for evaluation areas to ensure roles and responsibilities are clearly communicated to property owners. Collecting public input will be a critical input for the evaluation of the 2019/2020winter sidewalk maintenance program. Engagement activities will work to manage public expectations and summarize the level of public support for the program components. The public will have the opportunity to base their responses on the performance and cost of the program as demonstrated through the 2019/2020winter season. Engagement activities will commence before the winter of 2019/2020and continue into spring 2020. Engagement activities will include online engagement surveys, targeted surveys, andcity wide statistically representativesurvey, which are further detailedinAppendix E. Project Schedule In early 2018, staff initiated the Winter Sidewalk MaintenanceReview project. The project had been planned in two stages. Stage 1 was the Program Development andEvaluationwhich was planned to begin in winter 2017/2018 and to be completed by end of spring 2019. Stage 2 was the Program Implementationwhich was planned to begin in spring 2019 and to be completed in summer/fall 2019.Based on the evaluation results, the project stages were modified and summarized inFigure 7.At the time of writing this report, Stage 1 of the project has been completed and Stage 2 has begun. pg. 22 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 22 Stage 1 Year 1 Program Development and Evaluation ‘źƓƷĻƩΉ{ƦƩźƓŭ ЋЉЊБ {ǒƒƒĻƩ ЋЉЊБ ‘źƓƷĻƩ ЋЉЊБΉЋЉЊВ PHASE 3 PHASE 1 PHASE 2 Year 1 Program Evaluation Year 1 Program Planning Year 1 Program Detailed and Public Engagement and ApprovalsDevelopment Stage 2 Year 2 Program Development and Evaluation {ǒƒƒĻƩΉCğƌƌ ЋЉЊВ ‘źƓƷĻƩ ЋЉЊВΉЋЉЋЉ {ƦƩźƓŭ ЋЉЊВ PHASE 2 PHASE 1 Year 2 PHASE 3 Year 2 Program Planning Program Detailed Year 2 and Approvals Developmentand Program Program Evaluation Evaluation Stage 3 Program Implementation {ƦƩźƓŭ ЋЉЋЉ {ǒƒƒĻƩΉCğƌƌ ЋЉЋЉ PHASE 1 PHASE 2 Program RecommendationProgram Implementation Figure 7Work Plan Flow Chart Next Steps & Implementation If approved by Council, Program Component 1 will be initiated in summer 2019 and the results and recommendations will be reported back to Council in fall2019. Detailed development of the rest of theapproved programs will take place Junethrough October 2019, in preparation for implementation in the winter of 2019/2020. This includes obtaining resources such as staff and equipment, selecting and coordinating routes, developing engagement and communication materials, administration, and developing an evaluation system. Each program will be evaluated for performance in achieving clear sidewalks, cost, time to complete, salt usage, resident and stakeholder satisfaction, and resident support. The outcome of this evaluation will be presented to Council in spring of 2020to support an informed decision about the winter sidewalk maintenance program for the 2020/2021winter season and beyond. The recommended long term winter sidewalk maintenance program will includeprogram(s)that achieve the best results, in the most cost effective and timely manner, and with the greatest amount of public support. pg. 23 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 23 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the the delivery of core service by: Improvingthe design and delivery of city services so that they provide what citizens want in the most reliable, convenient and cost-efficient way; Developing a network of safe, comfortable and linked pedestrian facilities; Strengtheningthe capability and capacity within the organization to manage all of the city's assets; Creating more opportunities for citizen dialogue on community issues and introducingnew ways for people to getinvolvedin decisions that affect them; Strengtheningcommunication on issues of interest to the public and proactively publishing related documents in an accessible format to give citizens the information they needto understan. FINANCIAL IMPLICATIONS: Table 3identifies total funding requirements for the 2019/2020winter season, including each of the program components and activities. Availablefunding sources are: Balance remaining from the initial pilot is approximately $55,000. This saving was realized through; o Later on boarding of by-law staff than anticipated o Reduced grant for snow blowers o Not needing to use contingency allowances from first pilot Total balance remaining in the winter control reserve is $300,000 Table 3Sidewalk Winter Maintenance Program Funding Requirements Program2019/2020 1. Change the Required Level of Service Stated in theBy-law- 2. Initial Clearing for 8cm Snow Events$67,500 3. Develop Priority Route Options- 4. Proactive Inspection$140,000 5.Assisted Services for Sidewalk and Windrow Clearing$25,000 6.Neighbourhood Shared Snow Blower - 7.Statistically RepresentativeSurvey$45,000 8. Communications and Engagement budget to support the above work$20,000 Total$297,500 pg. 24 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 24 COMMUNITY ENGAGEMENT: CONSULT In 2018/2019staff met with advisory committees and advocacy groups including Mayor's Advisory Council for Kitchener Seniors, Kitchener Cycling and Trails Advisory Committee, Kitchener Youth Action Council, Grand River Accessibility Advisory Committee, and Tri- CitiesTransportActionGroup. Through these sessions staff received valuablefeedback regarding winter sidewalk maintenance practices including pilot options, data collection, and evaluation. INFORM -e agenda in advance of the council / committee meeting. A copy of thisreport has been provided to the Mayor's Advisory Council for Kitchener Seniors, Kitchener Cycling and Trails Advisory Committee, Kitchener Youth Action Council, Grand River Accessibility Advisory Committee, Tri-CitiesTransportActionGroup, and previous delegates where contact information is available. PREVIOUS CONSIDERATION OF THIS MATTER: In November 2016, reportnumber INS-16-087was submitted to City Council which identified the impact of city-wide sidewalk snow clearing practices, including order of magnitude costs. This report recommended that existing winter sidewalk maintenance practices be maintained until the changes to the provincial minimum maintenance standards were adopted. In June 2018, report number INS 18-023 was submitted to City Council which identified pilot programs to be implemented and evaluated in the 2018/2019 winter season. Two of the pilot programs including the proactive by-law inspection and theassisted services for sidewalk and windrow clearingwere approved by Council to be implemented and evaluated during the 2018/2019 winter season. In addition to these pilot programs,Council introduced and approved program to be implemented and evaluated during the 2018/2019 winter season. ACKNOWLEDGED BY: Denise McGoldrick, General Manager, Infrastructure Services pg. 25 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 25 APPENDIX A Policies/GuidelinesApproval Comments Year Sidewalk Infill Policy2015Highlights the importance of a well-connected pedestrian environment by requiring continuous sidewalks on both sides of the City of Kitchener roads where possible Transportation 2013Focuses on creating a pedestrian friendly and less car Master Plandependent environment through enhancing other modes of travel such as walking and cycling and public transit Official Plan2011Defines a well-established transportation system as a system that moves pedestrian, cyclists, transit and vehicles safely and efficiently Transportation 2011Focuses on a travel mode shift from driving to walking, Demand cycling and public transit Management Plan Development 2010Requires newly constructed neighborhoods to Manualaccommodate sidewalks on both sides of the streets to promote a well-connected and safe pedestrian network throughout the City Pedestrian Charter2005Indicates the importance of a well-connected pedestrian friendly environment for a community with less car dependency, more public transit usage, less environmental impacts and better air quality. pg. 26 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 26 APPENDIX B See Attached. APPENDIX C 1.How did you hear about the neighbourhood shared snow blower program? Direct mail flyer website Word of mouth Media (The Record, Kitchener Post, CTV Kitchener, Kitchener Today, etc) Other 2.Please rate your experience with the neighbourhood-shared snow blower program. Please rate your experience with the ExcellentVery GoodFairPoor neighbourhood-shared snow blower program.good Sharing the snow blower with the neighbours Working with the neighbours to clear the sidewalks committed to in the application The application process The program in general 3.Would you support an extension of the program for future winter seasons? Yes No Other 4.Is there anything you would like to change/improve in this program? 5.Is there anything else you would like to add? pg. 27 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 27 APPENDIX D 1.How did you hear about the assisted services program this winter? Direct mail flyer Word of mouth Media (The Record, Kitchener Post, CTV Kitchener, Kitchener Today, etc) Other: 2.Please rate your experience with the assisted services program. (Excellent Very Good Good Fair Poor) The application process The snow clearing response time (from the end of the snow event to sidewalk being cleared) The quality of work The program in general 3.Would you support an extension of the program for future winter seasons? Yes No Other: 4.Is there anything you would like to change / improve in this program? 5.Is there anything else you would like to add? pg. 28 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 28 APPENDIX EEngagement Plan 1.TargetedSurveys and Statistically RepresentativeSurvey Targeted SurveyFall 2019, Targeted surveys mailed to property owners residing in Winter control areas for program component 2. The intent is to 2019/20, understand expectations and perceptions. and Spring 2020 In person Summer/Fall engagement 2019provide input to by-law review and priority map process. sessions Statistically Valid 2019City wide statistically representativesurvey completed Surveyby a third party research and analytics provider. Questions in this survey will be informed by the data and findings from the 2018/2019 winter season. 2.Online Platform and Open Survey Engage Kitchener Fall 2019, Online survey available to all residents throughsummer Winter 2019 andwinter 2019/2020, andspring 2020. The online 2019/20, platform will serve as a project page for information and Spring pertaining to winter sidewalk maintenance initiatives and 2020a tool for publicfeedback. pg. 29 *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 11 - 29 11 - 30 REPORT TO:Community & Infrastructure Services Committee DATE OF MEETING: May 13, 2019 SUBMITTED BY: Josh Joseph, Supervisor, Neighbourhood Development Office 519 7412200 X 7082 PREPARED BY: Sarah Anderson, Neighbourhood Liaison, 519 7412200 X 5078 WARD (S) INVOLVED: Ward 5 DATE OF REPORT:April 24, 2019 REPORT NO.: CSD-19-014 SUBJECT:WILDFLOWERS NEIGHBOURHOOD ACTION PLAN ___________________________________________________________________________ RECOMMENDATION: FOR INFORMATION ONLY BACKGROUND: In 2015, a project team of resident volunteers and staff was established to guidethe development of the City's first-ever Neighbourhood Strategy now known as #lovemyhood. Recognizing the importance of community engagementand leadership, project team membership included residents, Neighbourhood Association representatives and several community partners to guide the development of the #lovemyhood. o great things in their neighbourhoods. The Neighbourhood Action Plan puts this vision into practice by allowing resident led planning for neighbourhood-initiated projects. Neighbourhood Action Teams that write the Neighbourhood Action Plan (NAP) have a substantial stake in the plan, and they are motivated to see their plan and projects to successful completion. Neighbourhood Action Planswould not be possible without the leadership of volunteers, and Kitchener is fortunate to have so many passionate residents providing their time and expertise. Residents take the lead in making their neighbourhoods great, and the City supports them along the way. In February 2017, #lovemyhood was endorsed by City Council. Lovemyhood included 18 specific actions in three main areas: great places, connected people, and working together. The Love My Hood vision encourages residents to take the lead in shaping their neighbourhood, with help from the city. Residents choose the projects that matter most to them and decide how to shape the future of their neighbourhood. After all, the best neighbourhoods are made by the people who live in them *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. IF1 - 1 One of the actions the project team included in lovemyhoodwas related to the creation of a Neighbourhood Action Plan (NAP) Guide that would help resident groups focus their vision by building on their assets and mapping out measurable actions to make their neighbourhood safer, more accessible, connected, engaged, diverse, and priorities, while laying out a vision and plan for action. But more important than the document itself, is the community building and engagement that happens as neighbours work together through their own unique NAP process. Action #13 of the City's Neighbourhood Strategy reads: Neighbourhood Action Plans (NAP): We'll work with you to shape the future of your neighbourhood through resident-led, City-supported Neighbourhood Action Plans. These plans will help you develop a clear vision for your neighbourhood, identify specific actions to achieve that vision, and have widespread support from the neighbourhood. Starting with a pilot in two to four neighbourhoodsin 2017- 2018, the program will be available city-wide in 2019. To support the creation of NAPs, the Neighbourhood Strategy project team created a comprehensive guide and toolkit for residents to use in the future which was based on extensive research of how similar plans are created in other municipalities. Thefollowing information has been pulled from the NAP guide to provide some basic What is a NAP? A NAP is a written document that identifies the priorities for a stronger neighbourhood that is more safe, accessible, connected, inclusive, diverse and engaged. Residents define their neighbourhood boundaries and create their own plans that represent the many diverse voices of their neighbourhood. The plans are action-oriented, resident-led and supported by City staff. The plans lay out a clear vision for the future of a neighbourhood and identify meaningful and measureable goals and objectives with action itemsthat have widespread neighbourhood support and can reasonably be implemented within a 5 year timeframe. The plans also identify who will be responsible for each action item. Action items may be partially, or fully, funded by the City through programs such as the Neighbourhood Matching Grant and the Placemaking ChallengeGrant. Other funding bodies and sources may also support the actions. Who can create a NAP? Any group of residents. Virtually anyone, in collaboration with their neighbours, can create aNAP. Residents don't need to belong to an existing group, conform to particular geographical boundaries or have expertise in this type of planning. Why create a NAP? Creating a NAP will help residents connect and work together to shape the future of a neighbourhood. Residents who contribute to the creation of a plan can benefit by: IF1 - 2 increasing their knowledge of the neighbourhood, growing the opportunities to connect and get to know their neighbours, developing a sense of belonging, including a sense of neighbourhood identity/pride, increasing opportunities for residents to be involved and engaged, cultivating the ability to effect positive change by addressing neighbourhood issues, and, developing strong leadership within the neighbourhood How do residents create a NAP? The creation of a NAP is not a step-by-step process, and it does not require a one- size- fits-all approach. The process currently being piloted by the City has been designed to be as flexible as possible, and is determined in part by the interests, expertise and capacity found in the neighbourhood where the plan is being developed. Throughout the creation of a NAP, continuous engagement of residents is required to provide input, review, revise, monitor, and adjust the plan. Throughout each step of the process, residents are encouraged to: Reach out to as many members of their neighbourhood as possible. Involve everyone by making meetings and events accessible and inclusive Communicate clearly with the broader neighbourhood, using a variety of methods, to reach diverse neighbourhood members. Recruit new members for the Neighbourhood Action Team to make the team representative of the neighbourhood In 2018,Victoria Park Neighbourhood Association created the firstNAP, demonstrating the effectiveness of the guide and toolkit. With this second NAP, Wildflowers residents in Southwest Kitchener have demonstrated that the NAP process can be used in a newly developed neighbourhood to support initial community building and help shape neighbourhood identity. REPORT: Wildflowersis a new neighbourhoodbounded by Fischer Hallman Road, Huron Road, Williamsburg Cemetery, and Amand Drive (see Appendix B).Residency began in 2014, with many people coming to theneighbourhood from the Greater Toronto Area, and others from Kitchener and the surrounding area. The Wildflowers Action Group(WAG) from Southwest Kitcheneris the second resident- led group to create a NAP, and the first to create a NAP as an emerging groupin a neighbourhood still under development.WAG formed as a direct result of the NAP process. Wildflowers residents started WAG so that they could focus on community building and have a forum to address neighbourhood concerns. The group has five core members, with a variety of other residents and local business owners contributing to specific projects, events or meetings as able. The following outlines the processWAGundertook to create their plan: IF1 - 3 1.Hosted three Wildflowers neighbourhood gatherings interest in community building, with overwhelmingly positive feedback and 200 people attending. 2. connect neighbours, and promote activitiesand civic involvement. Hosted meetings which became a forum for social connection, neighbourhood discussion, and coordination of WAG activities. Organized by a core group of five WAG organizing members and attended by more than 20 different neighbours over 15 meetings. 3.Conducted neighbourhood surveys to identify assets within the neighbourhood, with a specific focus on people and places Wildflowers People Strengths Culturallydiverse Engaged children and youth 30peoplevolunteeredto translateevent Children and youth were leaders at the info into10 languages, includingUrdu, first neighbourhood Earth Day clean-up. Gujarati,Hindi. Adults said their neighbourhood cultural diversity is important. Willing to take actionCare about connecting Wildflowers neighbours identified manyfriendly neighboursand neighbourhoodassetsthey cared so neighbourhood eventsamong the most much about that they would be willing to important parts of theirneighbourhood. work with their neighbours to take action,Children and youth including: children, safety, cleanliness as and community.things about their neighbourhood that make them most happy. Skilled Neighbours named 46 skills they are willing to share with neighbours, including sports, cooking, photography, carpentry, taxes, slime making, and gaming. Wildflowers Place Strengths Hewitt parkJanet Metcalfe School 44 children & youth and 46 adults named More adults chose the new school as a favouriteor important to them than any other importantplaceneighbourhood place or characteristic. Nature & TrailsVirtual neighbourhood Adults said the neighbourhood trails and The neighbourhood Facebook groups are the Williamsburg Cemetery trails were important ways for people to connect and very important to themshare information. IF1 - 4 4.Initiated a Wildflowers Virtual Reality (VR) documentary project. WAG is collaborating with a 360° filmmaker to produce a short series of immersive neighbourhood stories that will be viewed on a smartphone, a PC or with the use of Virtual Reality headsets.The VR project will be used to promote the WAG NAP vision and engage new volunteers. Council will have the opportunity to experience a sample of the Wildflowers VR projectat the Community and Infrastructures Services Committee meeting on May 13, 2019. 5.Informed, consulted and collaborated with their neighbours throughout the development of the action plan through: a.Social media b.Face-to-face conversations c.Open meetings d.Adult survey (50 completed) e.Children and youth survey (48 completed) f.Door to door eventflyer delivery g.Winter neighbourhood gathering, Earth Day Clean-Up, Back-to-School Ice Cream Social h.Discussed WAG and NAP with Councillor Kelly Galloway-Sealock, Janet Metcalfe School Principal, Janet Metcalfe School Council and other stakeholders i.Organized Wildflowers traffic calming lawn sign design contest 6.Crafted a vision statement for their neighbourhood that reflects neighbourhood inclusive and caring neighbourhood that learns and celebrates together 7. a three year NAP workplan to support implementation Refer to Appendix A or full details of the Wildflower Neighbourhood Action Plan. ALIGNMENT WITH CITY OFKITCHENER STRATEGIC PLAN: Strategic Priority:Safe & ThrivingNeighbourhoods Strategy:3.1Give citizens the tools and opportunities to play an active leadership role in creating great neighbourhoods and fostering astronger sense of communitybelonging. Strategic Action:#NB1 NeighbourhoodStrategy FINANCIAL IMPLICATIONS: Funding for the creation of Neighbourhood Action Plans, is included the Neighbourhood Development reserve created by City Council in early 2017.Thisparticularplancost approximately$3,000tofund WAG NAP activities such as filming for Virtual Reality project, traffic calming lawn signs, and event refreshments & supplies. IF1 - 5 Should this neighbourhood wish to proceed with actions identified in their Action Plan, There are opportunities to apply for funding Neighbourhood Matching Grant and Placemaking ChallengeGrant. COMMUNITY ENGAGEMENT: INFORM From September 2017 to February 2018 staff shared information about the Neighbourhood Action Plan with community members at various informal gatherings and several exploratory neighbourhood meetings. CONSULT Wildflowers community members hosted their first neighbourhood gathering in February 2018 to invite neighbours to join in a NAP group and process. Wildflowers Action Group (WAG) formed in March 2018 and committed to completing a NAP. Extensive consultation with the neighbourhood was conducted by WAG through the following activities: Youth- Led Earth Day Clean-Up; Summer Ice Cream Social; Door to Door Canvassing; Surveys for Adults and Children; Online Engagement; Traffic Calming Contest. COLLABORATE As a new group, WAG worked closely with staff, seeking guidance and support along the way. One unique collaboration between WAG and staff involved the creation of a Virtual Reality documentary that features neighbourhood stories. ENTRUST Entrust the WAG NAP team to take the lead on NAP activities and decision-making, with continued City-staff support for navigating processes and access to resources (toolkits, grants, implementation process). PREVIOUS CONSIDERATION OF THIS MATTER: CSD-17-008 NeighbourhoodStrategy and Implementation Plan approved byCity Council on February 13,2017. CONCLUSION: The process of creating a NAP is a positive and fruitful one. Key learnings about the application of a resident-led NAP in a developing neighbourhoodinclude: Can act as a catalyst for the formation of a new neighbourhood group Supports capacity building in an emergent group Captures the assets of the neighbourhood Invites neighbours to be proactive in testing a vision for their neighbourhood Encourages intentional, ongoing community engagement Flexible process allows neighbourhoods to create an action plan that reflects their unique characteristics, priorities, and strengths IF1 - 6 Emerging groups benefit from close collaboration with staff for NAP completion so as not to overstretch new community leaders These learningswill be applied by City staff to support future NAPs in similar neighbourhoods. ACKNOWLEDGED BY: Michael May,Deputy Chief Administrative Officer IF1 - 7 Wildflowers Neighbourhood Action Plan Our vision: Wildflowers strives to be a diverse, inclusive and caring community that learns and celebrates together Wildflowers Action Group beginnings It started at the park In August 2018, Community Centre staff Sarah Anderson and Jennifer Sullivan visited Hewitt Park one summer evening. They were hoping to get to know the new Wildflowers neighbourhood. The park was busy and vibrant, with four generations (children, youth, adults and seniors) at the park swinging, climbing, sitting, socializing, and playing pick-up sports. Sarah and Jen chatted with approximately 20 people and heard from several people who were interested in park improvements such as improved seating and a cricket pitch. A few people that Sarah and Jen met invited their neighbours to come to a meeting in the park the following week for the purpose of exploring next steps. 30 people showed up on a late August Monday evening. There was a great conversation but the community decided, for various reasons, not to pursue park improvements at that time. Abi Khalid was one of the 30 people at the Monday evening meeting. He reached out to Sarah after the meeting because he wanted to work on neighbourhood visioning and community building. Abi and Sarah worked together to plan an October neighbourhood meeting. The purpose of the meeting would be to get to know other Wildflowers neighbours and learn more about LoveMyHood resources including the Neighbourhood Action Plan (NAP). Initial Wildflowers Meetings at the first three neighbourhood meetings from October 2017 to January 2018. with our We want to strengths solve problems and support We moved here diverse neighbourhood, neighbourhood because we always and we want to projects wanted to have celebrate that! that neighbourhood feeling How can we get plan a more people neighbourhood involved in these event, soon! conversations? We decided to organize a neighbourhood gathering . The gathering would help us find out if there was enough interest from neighbours to start a neighbourhood group and do a Wildflowers NAP. IF1 - 8 Wildflowers Action Group NAP highlights Formed Wildflowers Action Group In April 2018, we formed as the Wildflowers Action Group (WAG)! Nine Wildflowers neighbours came out to the meeting, with four new people. We were excited to get started with building community together. Hosted Three Neighbourhood Events 1. Wildflowers Meet & Greet In February 2018, WAG hosted our first ever resident-led neighbourhood gathering. 50 people came out including neighbours, friends from the Huron Community Association, and Councillor Kelly Galloway-Sealock. There was an enthusiastic response to the idea of building community in our neighbourhood and doing a NAP. We learned that our neighbourhood cares about connecting. 2. Earth Day Clean-Up In April 2018, WAG hosted an Earth Day Clean-Up. Neighbourhood kids helped to plan and host the event. Our keynote speaker was a 10 year old whose birthday is on Earth Day. 70 people came out, including a huge number of children and youth. We learned that neighbourhood kids and youth are leaders and contributors. 3. Wildflowers Back-to-School Blast-Off In August 2018, WAG Movie night to host a Back-To-School Ice Cream Social. WAG conducted a survey of kids & youth, and adults, with almost 100 surveys completed. We learned about our neighbourhood strengths and priorities. IF1 - 9 Tested Traffic Calming Options and Safe Routes to Schools From June 2018 to September 2018 Wildflowers experienced speeding and close calls between pedestrians and local car and truck traffic. WAG began to explore possible traffic calming options. We learned that traffic calming is a priority for our neighbourhood. 1)Hosted a neighbourhood traffic calming lawn sign design contest 2)Printed 30 Wildflowers lawn signs to be distributed for free in Spring 2019 3)Advocated for a crossing guard at the Seabrook / Fischer Hallman roundabout success! 4)Advocated for speed data collection at Seabrook and Ludolph by City of Kitchener Transportation Services success! 5)Monitored Seabrook speeds and raised awareness through use of a speed radar sign 6)Met with Janet Metcalfe School Council to explore ways to collaborate on traffic calming Congratulations to Qian Wang of Amoona Studio on her winning design! Started Wildflowers Virtual Reality doc project In January 2019 we began working with 360° filmmaker Tom Vogel to create Virtual Reality glimpses We plan to use the Virtual Reality project to engage new volunteers and promote the NAP vision. We learned that our neighbourhood is creative. IF1 - 10 Established Stakeholder Connections Our community has many homegrown businesses with owners residing in our neighbourhood or providing employment for Wildflowers residents. The symbiotic relationship between the community and these businesses is growing. We are grateful for local business sponsorship of WAG events! We also established stakeholder connections with community resources such as Janet Hale, Principal of Janet Metcalfe Public School, Fire Station 7 (Firefighters), Waterloo Region Police Services, Kelly Galloway-Sealock (Ward 5 city Councillor), Michelle Hernandez (President Huron Commmunity Association), Andre Fuentes (political candidate), and Doon South Community leaders. We learned that our neighbourhood is connected and supported. What else we learned We reached out to Wildflowers neighbours in many ways including events, survey, online discussions & polls, park signs and flyers, meetings and conversations. Below is a summary of our key findings: IF1 - 11 at least two event 2 ups using Wildflowers FB WAG hosts - fe School 2021 - event 1 WAG hosts Evaluate and adapt Wildflowers program time at Janet Metcal Year 3 WAG will organize and host neighbourhood events based neighbourhood meet - take lead on organizing their own street gatherings event 2 WAG hosts Neighbours neighbours to create interest generational learning - program possibilities MultiNeighbours learning from neighbours (Backyard sessions) 2020 - -- event 1 WAG hosts WAG tests WAG supports Secure and establish Wildflowers program time at Janet Metcalfe School Year 2 WAG will organize and host at least two neighbourhood events topics Improve party possible WAG hosts Wildflowers and Virtual Reality WAG explores collaborations: WCC, WCA, HCA in Wildflowers program - Learn Earth Up & - s youth with 2019 - WAG ontributions Hale and c elebrate Day Clean c WAG hosts connects Principal Janet School Council Year 1 Wildflowers Action Group (WAG) will organize and host at least two neighbourhood events. Events will incorporate Events should follow the Inclusion Checklist Plan and strategize a droptime at Janet Metcalfe School the Wildflowers Action Group met to review our findings from the NAP process. We created a vision and chose three goals and several objectives: December 2018 Wildflowers Goals and Objectives for 2019 - 2021 In Goal ConnectLearn IF1 - 12 2021 - education led responses to community issues - Year 3 organizes WAG campaign including prevention tips, and core message that safety is a community effort neighbourhood 2020 WAG connects neighbours with community safety partners like police, firefighters, City staff and neighbouring communities - WAG supports implementation of traffic calming solutions and for various actions WAG encourages and supports Year 2 of - staff to survey to coordinates and to safety meetings WAG working group visitproblem areas with Kitchener consult on residentled solutions ming WAG organizes define what community safety means to Wildflowersidentify safety priorities led traffic calming working - way of - a as response to porch thefts and - ins in winter 2019 - ve gi 2018 came 2019 - Lead residentgroup and campaign Continue momentum ofthat car break 1)2) WAG hosts working group meeting with key stakeholders to identify main traffic challenges WAG hosts Wildflowers Traffic CalLawn Signs created during NAP process in Year 1 Goal Improve IF1 - 13 Inclusion Checklist WAG created a checklist to help us plan inclusive neighbourhood events and programs: Recruit WAG volunteer to follow-up Direct events and activities at with 20 people who volunteered to various ages, stages, and interests translate WAG event and posters into (not just families with kids) and use neighbourhood languages the 2018 community demographics to sculpt our events and activities Share City, School, and Wellbeing Engage known individuals in Waterloo Region initiatives in our FB community who are part of a group regarding annual educational specific group (same sex couples and campaigns such as bullying living in our hood, families who awareness and prevention, family have children or adults with literacy day, end violence against disabilities, etc.) to help in Event women, etc. Planning process or to provide ideas for the events. WAG events should be free to attend Ensure activities/events planned and if we wish to raise funds, it would consider known group or religious be optional activity or separate. i.e. faux pas. Ex. If we have food, then raffle. ensure it is a variety that doesn't exclude a group or those of a certain religion from enjoying. Who is Wildflowers Action Group? Wildflowers Action Group is open to all who live or work in Wildflowers. Watch for information about upcoming meetings on the Mattamy Wildflowers Facebook Group and Wildflowers Action Group Facebook Group. Contact us at wagkitchener@gmail.com WAG Core Group: Roy Chen (Chair), Violet Budhu (Communications), Abi Khalid (Treasurer), Kim Koronya (Past-Chair), Tony Zmigrodzki (Special Projects) You can join WAG too! Come to WAG meetings to connect with Wildflowers neighbours, to bring your ideas, or to volunteer. No commitment is necessary Where is Wildflowers? Wildflowers is a new neighbourhood in Southwest Kitchener, located west of Fischer Hallman Road, below Williamsburg Cemetery, and across Huron Road from RBJ Schlegel Park. People began moving into the Wildflowers neighbourhood in 2014. Many people have moved to the neighbourhood from the Greater Toronto Area, and others from Kitchener and the surrounding area. Please see the demographics profile and map on the last two pages of this NAP for more details. IF1 - 14 Special Thanks Wildflowers Action Group thanks our many volunteers, contributors and sponsors! Wildflowers Action Group thanks the City of Kitchener for support of the Wildflowers Neighbourhood Action Plan through LoveMyHood. More information about Neighbourhood Action Plans available at www.lovemyhood.ca/en/tools-money/neighbourhood-action-plan.aspx Special thanks to our 2018 sponsors: Tim Hortons (Huron/Fischer-Hallman) -Hallman) Huron Dental and Eyecare Roti Junction Colton Davidson - Remax Lalita Premsukh (Aaxel Insurance Brokers Ltd formerly BrokersNet) Desjardin Insurance (formerly Statefarm Khalid and Afshan Malik Liz Peacock office) Amoona Studio Inc. Pooja Devgan Remax Tom Vogel Vogel Creative Our deepest gratitude goes to Sarah Anderson for her commitment, guidance, and assistance throughout the entire process. Sarah has always made herself available to us to answer our questions and came out to all our events to support us. We could not have achieved what we have today without her support. We would also like to thank Councillor Kelly Galloway-Sealock for attending and supporting our events as well as for her support on our main communication forum, our Facebook Group page. She is always quick to answer questions directed to her and guide the community. Tom Vogel for helping us tell our Wildflowers story through VR Khayla Phagu for being our first youth group leader at our 2018 Earth Day event. Kimberley Koronya for being our first WAG group chair and doing an outstanding job. Roy Chen for opening up his home and family event for our very first Virtual Reality video. IF1 - 15 IF1 - 16 IF1 - 17 COMMUNITY & INFRASTRUCTURE SERVICES COMMITTEE Page 1UNFINISHED BUSINESS2019-05-13 DATE TARGET SUBJECT (INITIATOR)INITIALLYDATE/STAFF CONSIDEREDSTATUSASSIGNED David Bergey Drive Bike Lane Implementation deferred May 1, 2017B.Cronkite 2019 Street South Reconstruction project scheduled for Report INS-17-033 2018/2019 IF2 - 1