HomeMy WebLinkAboutCAO-19-011 - Business Plan Status Update - August 2019REPORT TO: Financeand Corporate Services Committee
DATE OF MEETING: September 30, 2019
SUBMITTED BY: Kathryn Dever,Director of Strategy & Corporate Performance,
519-741-2200 ext. 7370
PREPARED BY: Karen Cooper,Manager of Strategic and Business Planning,
519-741-2200 ext. 7817
WARD (S) INVOLVED: All Ward(s)
DATE OF REPORT:September 3,2019
REPORT NO.: CAO-19-011
SUBJECT: Business Plan: Status Update – August2019
___________________________________________________________________________
RECOMMENDATION:
ForInformation
BACKGROUND:
TheCity of Kitchenerprepares an annualBusiness Plan that sets out the projects and initiatives
that the Citywill be working on for the current year to deliver core services and to make progress
on the implementation of the Strategic Plan. The 2019 Business Plan includes a total of 75 items
consisting of57 projects and 18 ongoing initiatives.
This report providesCouncil and the public with an overview of the status as of August 31, 2019
of the projectsidentified in the Business Plan.Appendix A to this report entitled Business Plan
Status Update – August2019provides the complete list of the 57 projects and their status. The
status of the 18 ongoing initiatives is reported on annually at year end.
REPORT:
Status of All Projects
A great deal of progress has been made in completing or advancing the 57 projects in the 2019
Business Plan as illustrated in Chart 1.
Chart 1: Overall Statusof All 2019 Business Plan Projects
CompletedOn TrackOtherStatus
15 projects
35 projects7 projects
(26%)
(62%) (12%)
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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Significant achievementsin this reporting period includethe following 8 completed projects.
2019-2022 Strategic Plan (Strategic Project)
On June 24, 2019 Council endorsed a new 2019-2022 Strategic Plan
for the City of Kitchener which reflects the shared aspirations of the
community, council and staff. This plan includes five themes and
specific goals. Implementation of the plan’s 25 measurable action
statements will help Kitchener achieve its vision of an innovative,
caring and vibrant city. The plan will also be used to inform annual
budgets and business plans.
Urban Design Manual(2019-2022Strategic Project)
The City of Kitchener undertook a comprehensive update of the Urban
Design Manual to reflect evolving expectations for the design of
buildings and public spaces. The urban design manual is a convenient,
resource for the development community, as well as residents,
special-interest groups, city council and staff who are looking for
informationon our City's urban design guidelines and standards. The
manual and associated staff report are complete and will be presented
to Committee in September 2019.
Participatory Budgeting (2015-2018 Strategic Plan)
In the City’s first venture into participatory budgeting, residents had
input in all stages of two park redesign processes and chose specific
elements to be included in their neighbourhood park. This process
produced a final product that reflected the desires of the community in
a way that traditional consultation would not have. There were several
learning points in the pilot project. Staff are making recommendations
to Council through the 2020 budgeting process to support committing
futureresources to enhance people’s sense of belonging and citizen
engagement in creating a caring community.
Hidden Valley Land Use Study
The Hidden Valley Land Use Master Plan was approved by Council
on June 24, 2019. The work completed as part of the Land Use
Master Plan process has helped forge a path forward through the
challenging issues within the Hidden Valley area. A further
consultative process, study and technical review, as part of core
service work, will ensure that any future development in the area will
have positive impacts on the city’s social, environmental, economic
and cultural objectives.
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Winter Maintenance Pilots –Sidewalks and Trails
In May 2019, results and recommendations were reported to
Council on the evaluation of three pilot programs for winter sidewalk
maintenance: Proactive Inspection, Assisted Services for Sidewalks
and Windrow Clearing and Neighbourhood Shared Snow Blower.
Recognizing the importance of providing year-round safe and
accessible sidewalk conditions to support active transportation and
environmental objectives, Council further directed staff to evaluate
nine winter sidewalk maintenance programs in the 2019/2020 winter
season.
Municipal Roadway Speed LimitReview
The staff report reviewing municipal speed limits was approved by
Committee on August 12, 2019. Starting this fall, three
neighborhoods - Huron, Doon and Idlewood - will see their speed
limits reduced from 50 km/h to 40 km/h and reduced to 30km/h in
school zones. The pilot will run for a year, with the city's
transportation team monitoring all three neighbourhoods for the
duration of the pilot. A report with the findings is to be presented to
Council in 2020.
Development Charges Background Study
The Development Charges Act and its associated regulation allow
municipalities to collectdevelopment charges to pay for growth-
related capital costs to service new development. Under the terms of
the Act, municipalities must prepare a development charge
background study and pass a bylaw to determine the development
charges. Kitchener’s DC bylaw expired on July 1, 2019 and as a
result, the City workedwith an external consultant to complete the
required background study and associated engagement to help
inform the new bylaw. This has been completed and a new bylaw
was approved by Councilon June 24, 2019.
Administrative Monetary Penalties System (AMPS):
The review to remove the parking ticket process from the Regional
Court House and implement an internal process that could be shared
with the City of Waterloo has beenapproved by Counciland went live
on June 3, 2019. All supporting software and standard operating
procedures have been created and implemented. Hearing Officers
have been hired and approved by Council.The new process makes
it easier and faster for residents to resolve parking tickets. The AMPS
system will replace parking tickets with penalty notices, giving the
municipality discretion to resolve parking penalties through a review
by a screening officer or a hearing, without having to go through a
provincial court.
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Other Status
Delayed
The Purchasing Procedures to Support New By-Law project toanalyze and update
current templates anddevelop procedures to support the new purchasing bylaw has a
new completion date of Dec 2020 (originally Dec 2019) due to resourcing constraints.
TheAMANDA 7 and Public Portal Reviewto enable the City to provide an up to date
public portalin Building Servicesis slightly delayedpast the August due date. Afinal scan
from Technology and Innovation Services staffis needed prior to implementation of the
project in September.
On Hold
The Online Business Licensingproject topilot business license renewals online is on hold
pending the completion of the AMANDA 7 upgrade.
The Parkland Dedication Policy project to review the current dedication policy related to
acquiring parkland ison hold while Bill 108 implications are assessed.
The Business Case for Mill Courtland Community Centre Expansionison hold while Bill
108implications are assessed.
The E-Tendering project toenable vendors to submit tenders, proposals and quotations
electronically, is on hold pending the completion of the Purchasing Procedures project.
Not Yet Started
Work on reviewingProject Management approaches to improve corporate performance
will start in October 2019.
All of theforegoingprojects are expected to be on track by the next update report at year end.
Status of 2019 Business Plan Strategic Projects
A great deal of progress has been made onthe 12 strategic projects in the 2019 Business Plan,
as illustrated in Chart 2.These are a subset of the 57 total project list.
Chart 2: Status of Strategic Projects in 2019 Business Plan
CompleteOn Track
2019-2022 Equity, Diversity & InclusionStrategy
Strategic Plan
Affordable Housing Strategy
Participatory
Review of the Make It Kitchener
Budgeting
Strategy
4 projects
8 projects
Complete Streets Policy
Sustainable
33%
67%
Development
Cycling and Trails Master Plan Update
Feasibility Study
Municipal Response to Truth and
Sustainable Urban Reconciliation Commission Calls to
Forest StrategyAction
Development Services Review
Long Term Financial Plan
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Status of 2019-2022 Strategic Plan Projectsin 2019 Business Plan
The new Strategic Plan contains 5 themes and goals, and 25 action statements. The 2019
Business Plan also includesprojects thatwill implementthe new 2019-2022 Strategic Plan.
Completions include:
The Corporate Climate Action Plan
Urban Design Manual
Leveraging the Reserve Fund to reduce consumption and emissions at our facilities and
in our operations.
Work Underway and on Track includes:
Renovations at 44 Gaukel (tenants will be able to lease space in this multi-tenant arts
and creative industries space by the end of 2019)
Equity, Diversity & Inclusion Strategy
Affordable Housing Strategy
Review of the Make It Kitchener Strategy
Complete Streets Policy
Future business plans will be aligned to the new 2019-2022Strategic Plan and all 25 action
statements will be incorporated in future year business plans, in addition to other projects that
Council approves.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The report supports the achievement of the city’s strategic visionthrough implementation of the
2015-2018 Strategic Plan andthe 2019-2022 Strategic Plan.
FINANCIAL IMPLICATIONS:
None
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: Dan Chapman, Chief Administrative Officer
Appendix A: Business Plan Status Update – August2019
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Appendix A
Business Plan Status Update – August 2019
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Contents
August 2019 Completions Summary .................................................................................................................. 3
OFFICE OF THE CAO – Projects and Programs .................................................................................................... 5
Strategy and Corporate Performance ................................................................................................................. 5
COMMUNITY SERVICES DEPARTMENT – Projects and Programs ...................................................................... 6
Administration - Community Services ................................................................................................................. 6
By-Law Enforcement............................................................................................................................................ 7
Corporate Customer Service ............................................................................................................................... 7
Fire ....................................................................................................................................................................... 8
Neighbourhood Programs & Services ................................................................................................................. 8
CORPORATE SERVICES DEPARTMENT – Projects and Programs ...................................................................... 10
Corporate Communications & Marketing ......................................................................................................... 11
Legislated Services ............................................................................................................................................. 12
Technology Innovation & Services .................................................................................................................... 13
DEVELOPMENT SERVICES DEPARTMENT – Projects and Programs ................................................................. 14
Administration - Development Services ............................................................................................................ 14
Economic Development..................................................................................................................................... 15
Engineering ........................................................................................................................................................ 15
Planning ............................................................................................................................................................. 15
Transportation ................................................................................................................................................... 17
FINANCIAL SERVICES DEPARTMENT – Projects and Programs ........................................................................ 19
Administration - Financial Services .................................................................................................................... 19
Accounting ......................................................................................................................................................... 19
Financial Planning .............................................................................................................................................. 19
Revenue ............................................................................................................................................................. 20
Procurement ...................................................................................................................................................... 20
INFRASTRUCTURE SERVICES DEPARTMENT – Projects and Programs ............................................................ 21
Facilities Management ...................................................................................................................................... 21
Parks & Cemeteries ........................................................................................................................................... 21
Utilities ............................................................................................................................................................... 22
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August2019 Completions Summary
1.2019-2022 Strategic Plan (Strategic Project): COMPLETED
On June 24, 2019 Council endorsed a new 2019-2022 Strategic Plan for the City of Kitchener which
reflects the shared aspirations of the community, council and staff. This plan includes five themes and
specific goals. Implementation of the plan’s 25 measurable action statements will help Kitchener
achieve its vision of an innovative, caring and vibrant city. The plan will be used to inform annual
budgets and business plans.
2.Urban Design Manual (Strategic Project): COMPLETED
The City of Kitchener undertook a comprehensive update of the Urban Design Manual to reflect evolving
expectations for the design of buildings and public spaces.The urban design manual is a convenient,
go-to resource for the development community, as well as residents, special-interestgroups, city
council and staff who are looking for details on our City's urban design guidelines and standards. The
updated manual and associated staff report are complete and will be presented to Committee in
September 2019.
3.Participatory Budgeting (Strategic Project): COMPLETED
In the City’s first venture into participatory budgeting, residents had input in all stages of two park
redesign processes and chose specific elements to be included in their neighbourhood park. This
process produced a final product that reflected the desires of the community in a way that traditional
consultation would not have. There were several learning points in the pilot project. Staff are making
recommendations to Council through the 2020 budgeting process to support committing future
resources to enhance people’s sense of belonging and citizen engagement in creating a caring
community.
4.Hidden Valley Land Use Study:COMPLETED
The Hidden Valley Land Use Master Plan was approved by Council on June 24, 2019. The work
completed as part of the Land Use Master Plan process has helped forge a path forward through the
challenging issues within the Hidden Valley area. A further consultative process, study and technical
review, as part of core service work, will ensure that any future development in the area will have
positive impacts on the city’s social, environmental, economic and cultural objectives.
5.Complete Winter Maintenance Pilots – Sidewalks and Trails: COMPLETED
In May 2019, results and recommendations were reported to Council on the evaluation of three pilot
programs for winter sidewalk maintenance: Proactive Inspection, Assisted Services for Sidewalks and
Windrow Clearing and Neighbourhood Shared Snow Blower. Recognizing the importance of providing
year-round safe and accessible sidewalk conditions to support active transportation and environmental
objectives, Council further directed staff to evaluate nine winter sidewalk maintenance programs in the
2019/2020 winter season.
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6.Municipal Roadway Speed Limit Review:COMPLETED
The staff report reviewing municipal speed limits was approved by Committee on August 12, 2019.
Starting this fall, three neighborhoods - Huron, Doon and Idlewood - will see their speed limits reduced
from 50 km/h to 40 km/h and reduced to 30km/h in school zones. The pilot will run for a year, with the
city's transportation team monitoring all three neighbourhoods for the duration of the pilot. A report
with the findings is to be presented to Council in 2020.
7.Development Charges (DC) Background:COMPLETED
The Development Charges Act and its associatedregulationallow municipalitiestoimpose
developmentchargestopayforgrowth-relatedcapitalcoststoservicenewdevelopment. Underthe
termsoftheAct, municipalitiesmustprepare a developmentchargebackgroundstudyandpass a bylaw
todeterminethedevelopmentcharges. Kitchener’sDCbylawexpired onJuly1, 2019and as aresult,
the City has been working with an external consultant to complete the required background study and
associated engagement to help inform the new bylaw. This has been completed and a new bylaw was
approved by Council on June 24, 2019.
8.Administrative Monetary Penalties System (AMPS): COMPLETED
The review to remove the parking ticket process from the Regional Court House and implement an
internal process that could be shared with the City of Waterloo is complete, approved by Council and
went live on June 3, 2019. All supporting software and standard operating procedures have been
created and implemented. Hearing Officers have been hired and approved by Council. The new process
makes it easier and faster for residents to resolve parking tickets. The AMPS system will replace parking
tickets with penalty notices, giving the municipality discretion to resolve parking penalties through a
review by a screening officer or a hearing, without having to go through a provincial court.
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OFFICE OF THE CAO – Projects and Programs
Strategy and Corporate Performance Kathryn Dever (519)741-2200 ext. 7370
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OG27 2019-2022 Strategic Plan (Strategic Item) Status as of Aug 31 2019: COMPLETED
Expected Completion: Aug-2019
Description
Develop clear, measurable goals and actions in collaboration with Council, the community and staff for the 2019-
2022 term of Council that are valued by the community, relevant to Council and achievable by the organization. The
plan will be used to guide resource allocations, business plans and performance targets.
Recent Progress
Council Approved the 2019-2022 Strategic Plan on June 24, 2019. Communications have been preparing the
document and online version of the plan. Roll out to staff and the community will begin in September 2019. The
strategic plan is being used to inform the 2020 budget and 2020 business plan.
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CS75 Business Plan Alignment Status as of Aug 312019: ON TRACK
Expected Completion: Dec-2019
Description
Align the planning, priority setting and decision making of the strategic planning, budget preparation and business
planning processes for the preparation of the 2020 business plan, ensuring clear connections between all three.
Recent Progress
Financial services and Strategy Corporate and Performance have incorporated guidelines into the budget process to
ensure strategic and business plan projects are identified at an early stage and budget allocated accordingly.
Next Steps
Draft timelines for the development of the 2020 Business Plan for Corporate Leadership Team review and approval.
Incorporate items identified through the budget process into the plan ensuring consistency and greater alignment.
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CS73 Corporate Project Management Needs Assessment Status as of Aug 31 2019: NOT STARTED
Expected Completion: Dec-2020
Description
Conduct a needs assessment and develop recommendations on how the City can benefit from using project
management corporately to effectively deliver on its priorities.
Recent Progress
Next Steps
Project will begin in October 2019
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COMMUNITY SERVICES DEPARTMENT – Projectsand Programs
Administration - CommunityServices Michael May (519)741-2200 ext. 7079
NB63 Equity, Diversity and Inclusion Strategy (Strategic Item) Status as of Aug 31st 2019: ON TRACK
Expected Completion: Dec-2020
Description
The Mayor’s Task Force on Equity, Diversity and Inclusion (EDI) will create an Equity, Diversity and Inclusion
Strategy for the City of Kitchener focused on better engaging and serving marginalized and under-represented
people, as well as creating a more inclusive City workplace.
Recent Progress
The Task Force Project Manager was hired. An application process for community volunteers was launched,
applications were reviewed, and 20 of the 135 applicants were selected as members of the task force. Task
Force web page and Engage Kitchener page were developed and launched. Research on best practices for EDI
work with municipalities was conducted. Material for training workshops and task force meetings was
developed.
Next Steps
Phase I of the task force (Sept - Dec 2019) will include the following: introductory training workshops for all task
force members, launch of the monthly task force meetings with a focus on priority-setting and relationship building,
development and implementation of an organizational outreach plan with city staff and council, and development of
a community engagement plan for 2020.
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NB64 Comprehensive Grants Review Status as of Aug 31 2019: ON TRACK
Expected Completion: Aug-2020
Description
Review the City’s current grants program to identify opportunities for improvements.
Recent Progress
Preliminary engagement of targeted group of grant recipients and other stakeholders has been completed.
Next Steps
Staff will analyze the input received in preparation for a preliminary report to Committee in 2020.
By-Law Enforcement Gloria MacNeil (519)741-2200 ext. 7952
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CS56 Administrative Monetary Penalties System (AMPS)Status as of Aug 31 2019: COMPLETED
Expected Completion: Aug-2019
Description
Research and develop removal of the parking ticket process from the Regional Court House and implement an
internal process that could be shared with Waterloo, resulting in a more efficient and customer-focused process.
Recent Progress
The AMPS program was approved by Council in April 2019 and implemented in June 2019. All supporting
software and standard operating procedures (SOPs) have been created and implemented. Hearing Officers
have been hired and approved by Council.
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By-Law Enforcement GloriaMacNeil (519)741-2200ext. 7952
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CS03 Research Best Practices on Cat Licensing/Microchipping Status as of Aug 312019: ON TRACK
Expected Completion: Dec-2019
Description
Research a variety of options and best practices to better control the cat population and encourage responsible cat
ownership.
Recent Progress
Staff have contacted several municipalities and received responses to a list of questions relating to licensing,
microchipping and best practices.
Next Steps
Staff plan to report back to Council with information on best practices research we have done with other
municipalities. Final report which will include all information compiled, is scheduled for December 2019
Community & Infrastructure Services Committee.
Corporate Customer Service Jana Miller (519)741-2200 ext. 7231
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OG19 Development of the Online Customer Service Portal Status as of Aug 31 2019: ON TRACK
Dec-2020
Expected Completion:
Description
Develop and launch a centralized online serviceportal where citizens can access their e-services in one place
through a personalized, single sign on account.
Recent Progress
Council approved selection of the portal vendor. Inventory of required software/platform integrations for full
functionality was completed. The Statement of Work and Consultants Agreement was completed. First phase of
the portal's functionality has been determined based on results of community engagement and website data and
analytics. Kick off meeting with portal vendor was held in August.
Next Steps
Vendor to start working on priority integrations (those related to the functionality that the portal will have in its first
phase) and to assist with development of full project implementation plan and milestones.
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OG23 Close the Loop with Citizens Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
Expand the 2018 auto-notification (Close the Loop) pilot to enable citizens to receive email notifications for all
parking complaints.
Recent Progress
A technology provider has been identified and has begun to identify the scope of work required. Staff have
mapped key project milestones.
Next Steps
Development and sign off on scope of work with the technology provider. Development of business processes and
scripting continues in preparation for implementation of the technology.
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Fire JonRehill (519)741-2200ext. 5500
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CS61 Replacement of Fire Department Dispatch System Status as of Aug 31 2019: COMPLETED
Expected Completion: Aug-2019
Description
Implement the Intergraph Computer Aided Dispatch (CAD) system with Waterloo Regional Police Services to
enhance interoperability between the two public safety agencies. The current CAD system is approaching the end of
its life cycle and must be replaced.
Recent Progress
The project is complete. The implementation team met all project milestones and successfully implemented the
Intergraph CAD on April 24. Staff will monitor day to day operations to ensure the functionality of the CAD system
between the two agencies.
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CS67 Direct Detect Business Case Analysis Status as of Aug 312019: ON TRACK
Expected Completion: Dec-2019
Description
Conduct a business analysis to reassess current business practices, analyze technology systems, determinefuture
needs and implement the necessary steps to improve the direct detect program.
Recent Progress
Internal and external stakeholders met to discuss strategies in 12 categories to advance this project.
Next Steps
Over the next quarter, the report will be finalized and internal recommendations will be made.
Neighbourhood Programs & Services Mark Hildebrand (519)741-2200 ext. 7687
NB42 Doon Pioneer Park Community Centre Expansion-Design & Construction
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2019: ON TRACK
Status as of Aug 31
Expected Completion: Dec-2019
Description
Commence the design and construction of expanded space at the Doon Pioneer Park Community Centre, including a
gymnasium and other program and partner spaces to meet the needs of the growing community.
Recent Progress
Repairs to foundation are complete and quality continues to meet City of Kitchener standards. Project is
meeting revised timelines and is on budget and on time. Public Art call closes in September and installation in
spring 2020 outdoors by the new spraypad.
Next Steps
Construction planned to finish fall 2019. Centre staff are expected to return to site October 2019. Public Art call
closes in September 2019 to be installed Spring 2020 located beside the new spray pad.
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Neighbourhood Programs & Services Mark Hildebrand (519)741-2200ext. 7687
NB58 Review of Community Centre Use of Space and the Neighbourhood Association Affiliation Policy
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Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
This action comes from the Community Centre Audit and as an action of the love my hood strategy. There is a desire
in the community to review and consider expanding the existing policy on community use of space at our community
centres. Also connected to this is the Neighbourhood Association Affiliation Policy. There is a recommendation to
develop a clearer and comprehensive affiliation policy including well defined expectations, roles and responsibilities
for the City and our Neighbourhood Associations.
Recent Progress
Workshops have been held with Neighbourhood Associations and staff to share key themes from the engagement. A
collaborative vision to achieve common goals for our community centres was shared, along with discussions on how
to address common challenges. Draft policies have been developed, and are being reviewed by staff.
Next Steps
Draft policies will be shared with stakeholders for their feedback. A workshop including multiple stakeholders will
be held to discuss opportunities for collaboration and advancing the vision of our community centres as
neighbourhood hubs where there is something for everyone and all are welcome and included. A report to council
with recommendations will be prepared.
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NB59 Huron Brigadoon Area School / Community Centre Construction Status as of Aug 312019: ON TRACK
Expected Completion: Dec-2021
Description
Partner with the Waterloo Region District School Board (WRDSB) in the construction of a joint school/community
centre in the Huron Brigadoon area.
Recent Progress
Project team well into facility design. Staff move towards completion of a construction agreement with the school
board.
Next Steps
Project team continues with facility design. Construction agreement to be finalized and the operational
agreement with the school board to begin.
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NB29 Business Case for Mill Courtland Community Centre Expansion Status as of Aug 31 2019: DELAYED
Expected Completion: Dec-2020
Description
Engage community residents/stakeholders in a needs assessment and business case to determine the requirements
for an addition to the community centre.
Recent Progress
Internal staff team continues to discuss project limitations and scope.
Next Steps
Discussions on hold, and development of the business case has been pushed to 2020 when funding is available,
considering results of the new Development Charges by-law.
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Sport Kim Kugler (519)741-2200 ext. 7544
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CS66 Leisure Facilities Master Plan Status as of Aug 312019:COMPLETED
Expected Completion: Apr-2019
Description
Complete the Leisure Facilities Master Plan (LFMP) to provide the foundation for investment in existing leisure and
recreation facilities and services and determine future facilities and services within the City of Kitchener. The plan
will provide recommendations on new facilities to be incorporated into the development charges by-law.
Recent Progress
The project is complete. The Leisure Facilities Master Plan, along with the list of indoor and outdoor recreation
facilities eligible for development charge funding, was approved by Council on April 1, 2019. Recommendations from
the 2019 Leisure Facilities Master Plan will be prioritized and captured through the business planning process.
Funding for the prioritized list of indoor and outdoor recreation facilities eligible for development charge funding
will allocated through the development charge process.
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2019: ON TRACK
NB55 Neighbourhood Use of Schools and Faith Based Facilities Status as of Aug 31
Expected Completion: Dec-2019
Description
This action is a recommendation from the City’s ‘lovemyhood’ strategy and supports positive change in
neighbourhoods through exploring and starting conversations with school boards and faith based facilities for
greater access to their indoor and outdoor facilities.
Recent Progress
Develop a communication strategy to inform neighbourhood and sport groups of the availability of school, church
or unique rental spaces in the community and how to access them.
Next Steps
Confirm dates for adding to newsletter or email communication notices and add to city website information under
Sport Development and Neighbourhood Program and Services.
CORPORATE SERVICES DEPARTMENT – Projects and Programs
Office of the Mayor & Council Paul Grivicic (519)741-2200 ext. 7795
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EC11 Intergovernmental Relations - Passenger Rail Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
Work in collaboration with partners in the Toronto/Waterloo Region corridor to advocate for improved GO
passenger rail service including high speed rail as a priority infrastructure investment for the provincial government.
Recent Progress
In July 2019, the Provincial government announced plans for constructing additional tunnels in the Highways 401
and 409 area, with the plan to increase rail capacity on the Kitchener Line. In August, the Provincial government
announced plans to increase rail service along the Kitchener Line. Both announcements show continued support
and progress on rail transit along the Kitchener Line, with eventual Two Way All Day GO Rail service expected. At
the AMO conference in August, the Provincial government also discussed the Southwest Ontario Transportation
Plan, and noted that High Frequency Rail is an option for better rail service in Southwest Ontario.
Next Steps
City staff will continue to work with Connect The Corridor partners to advocate for Two-Way All-Day GO (TWADGO)
rail service along the Kitchener Line, and support the Metrolinx 2019 study as much as possible by providing data to
support TWADGO. We anticipate the Study's completion by the end of 2019. Connect the Corridor is starting to
advocate for High Frequency Rail service west of Toronto, particularly with the October 21, 2019 federal election).
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SE15 Intergovernmental Relations - Municipal Infrastructure Funding Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
Advocate for greater infrastructure funding for municipalities from the federal and provincial governments.
Recent Progress
At the Associations of Municipalities of Ontario (AMO) conference in August 2019, the Provincial government
announced that it is opening the application intake for the Community, Culture and Recreation Infrastructure Fund.
Intake will start on September 3, 2019. It was also announced that the Province intends to commence the remaining
federal funding stream (Green Infrastructure Fund) in fall 2019.
Next Steps
The remaining federal funding stream (Green Infrastructure Fund) is expected to move forward in fall 2019.
Therefore, all four funding streams are on track to commence by the end of 2019.
Corporate Communications & Marketing Jennifer Hassum (519)741-2200 ext. 7046
OG24 Municipal Response to the Truth and Reconciliation Commission Calls to Action (Strategic Item)
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Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
This project will result in a potential municipal response for Council consideration to the 2015 Truth and
Reconciliation Commission’s Final Report, including its Calls to Action, and identify and make recommendations for
other ways the City can support Indigenous peoples in Kitchener. Deliverables will include a staff report detailing the
full scope of work and a report with recommendations on our approach to key issues defined through the initial
project scope.
Recent Progress
Council approved the recommendations in report COR-19-021 which will result in the implementation of a land
acknowledgement practice and Indigenous cultural competency training for staff and council.
Next Steps
A draft land acknowledgement is under review for use by council, with special consideration given to studying
acknowledgement practices, and using language that is inclusive and respectful. This includes a review of other
municipalities' acknowledgements, local acknowledgements from other institutions, and community feedback.
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OG20 Parks, Playgrounds and Trails Community Engagement Review Status as of Aug 312019: ON TRACK
Expected Completion: Dec-2019
Description
This action is a recommendation from the City’s lovemyhood strategy and supports the implementation of
improvements to public spaces in the city by prioritizing the way the City engages with residents in the development
or redevelopment of neighbourhood parks, playgrounds and trails. There will be a focus on serving the specific
needs of residents in terms of ages, interests, abilities and cultural backgrounds.
Recent Progress
An internal project team and charter have been developed.
Next Steps
City staff will conduct a review of existing processes and engagement practices to create a more collaborative
engagement process. This action will also be explored through Participatory Budgeting and Open Spaces Strategy.
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Legislated Services Christine Tarling (519)741-2200 ext. 7809
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CS68 Electronic Records Management Strategy Status as of Aug 312019: ONTRACK
Expected Completion: Dec-2019
Description
Implement the necessary and appropriate strategies, tools, processes and skills to systematically control the
creation, distribution, use and disposition of the City’s electronic records/information maintained as evidence of
business activities and transactions.
Recent Progress
Conducted survey of other municipalities to benchmark efforts. Internal stakeholders engaged to better understand
electronic records environment. Gathered information from content experts to inform our strategy approach and
conducted additional research on social media, web-based and database records.
NextSteps
Analyze survey results from other municipalities and apply them to our strategy. Research databases’ records and
information management capabilities. Identify approach to applying records and information practices to electronic
records (social media, web-based, database records). Work in collaboration with internal stakeholders to get buy-in
to develop processes/documentation in managing electronic records (social media, web-based, database records).
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CS18 Electronic Agenda Management Status as of Aug 31 2019: ON TRACK:
Expected Completion: Dec-2020
Description
Create, prepare, approve and publish meeting agendas in a more efficient, collaborative, streamlined manner.
Recent Progress
Conducted a comprehensive review of the agenda preparation process for standing committees and Council
meetings through a LEAN perspective to identify and implement efficiencies. Investigated potential implementation
of a third-party application that leverages existing technology owned by the City. Reported back to Corporate
Leadership Team on findings and recommendations and prepared Issue Paper for 2020 budget deliberations.
Next Steps
Issue Paper to move forward with implementing third-party agenda/meeting management software to be
considered at 2020 Budget Administrative Review Committee.
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CS37 Online Business Licensing Status as of Aug 31 2019: ON HOLD
Expected Completion: TBD
Description
Implement the first phase of online business licensing (e.g. pilot with business license renewals).
Recent Progress
Staff have completed the folders required for implementation and taken this project as far as possible within its
control; further progress requires the AMANDA 7 upgrade to be completed as well as the implementation of an
online payment system.
Next Steps
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Technology Innovation & Services Dan Murray (519)741-2200 ext. 7825
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CS62 Development of Public Internet Access Standard Status as of Aug 31 2019: COMPLETED
Completed: Apr-2019
Description
Digital Kitchener outlined the development of a Public Internet Access Standard as part of the Inclusive theme. This
project will include working with community partners to define what attributes would constitute public access and
then using that definition, developing a minimum standard of free public Internet access to be adopted by the City.
This minimum standard can then be used to direct future investments for public access terminals or free Wi-Fi in
future projects.
Recent Progress
The project is complete. A Public Access to Technology (PATs) measurement standard was developed and reviewed
with stakeholders. The standard sets benchmarks for service and defines metrics that will be used to measure our
impact and improvements over time. A number of initiatives that support public access to technology were included in
the SmartWR Smart Cities Challenge proposal as well. The standard was presented to Council in June 2019.
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2019: ON TRACK
EC07 Broadband & Fibre Optic Infrastructure Status as of Aug 31
Expected Completion: Dec-2019
Description
Work collaboratively with stakeholders to explore options to either encourage third party fibre optic investmentin
Kitchener or partner with others to provide improved high-speed broadband infrastructure for Kitchener. High
speed internet access is increasingly viewed as essential infrastructure for a globally competitive economy.
Recent Progress
Work continues on the 5G and broadband aspects of Digital Kitchener.
Next Steps
A report outlining suggestions to prepare the City for SWIFT, 5G implementations including both small cell and
macro cell sites fibre will then be prepared for Committee for this fall.
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CS64 Civic Innovation Lab at Communitech Status as of Aug 312019: ON TRACK
Expected Completion: Dec-2020
Description
The establishment of a Civic Innovation Lab is a significant initiative in support of the Digital Kitchener strategy. The
lab is fully operational and is half way through a pilot project which concludes after 3 years. The focus is on
developing innovative solutions where Internet of Things (IoT) can help solve municipal challenges, work continues
on IoT projects in 2019.
Recent Progress
Over the past four months the lab has developed a number of sensor solutions that can feed data into the CLARA
platform. Environmental sensors such as pH, CO2, salinity, moisture and temperature can be easily deployed for
numerous purposes. Alexa skills have been built and integrated into the City's processes and will be deployed in the
coming months. Work on simple ways to share the 3D modelling with large audiences is also underway.
Next Steps
As we enter the final year for the lab pilot, the focus will be on moving the products of the lab into production
within the City. With the new lab director on board and the ability to leverage existing relationships, we are excited
to move into the final year.
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Technology Innovation & Services Dan Murray (519)741-2200ext. 7825
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CS65 Implementation of the Digital Kitchener Strategy Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2021
Description
Digital Kitchener, a four year digital strategy approved by Council in 2017, is a vision to make Kitchener more
Connected, Innovative, On-Demand and Inclusive. The annual work plan includes initiatives that fulfill the actions
outlined in Digital Kitchener and help realize the vision. Staff reports to Council annually on progress.
Recent Progress
Work continues on the items identified in the 2019 work plan for Digital Kitchener.
Next Steps
An update will be provided to Council this fall on the 5G and broadband work. As in previous years we will provide a
summary of the work in early 2020 and outline our work plan for that year.
DEVELOPMENT SERVICES DEPARTMENT – ProjectsandPrograms
Administration - Development Services Justin Readman (519)741-2200 ext. 7646
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CS74 Development Services Review (Strategic Item) Status as of Aug 31 2019: ON TRACK
Expected Completion: Aug-2020
Description
Kitchener is going through an extraordinary transformation that can be seen happening all around us. To ensure we
are in the best position possible to respond to exciting changes to the community we serve, the City is reviewing our
development services to bring greater focus, coordination and accountability to our development functions.
Recent Progress
In May, Committee / Council confirmed the two priority areas for the development services review: (i) the full site
plan process, and (ii) public engagement processes. 30 staff were subsequently identified as project team
members. A team kick-off event was held in June. In June / July, teams began to utilize a variety of methodologies
to better understand the current process, including where value is added from our customer's perspective. The
project teams also completed a data collection plan and are currently gather process data to establish a baseline
prior to implementing improvements.
Next Steps
Project teams will continue to use a variety of tools to identify opportunities for improvement, undertake root-
cause analysis, generate solutions, create an implementation plan, and begin piloting improvements that represent
"quick wins". Longer term improvements will be identified and a strategy developed for implementation.
Building Mike Seiling (519)741-2200 ext. 7669
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CS55 AMANDA 7 and Public Portal Review Status as of Aug 31 2019: DELAYED
Expected Completion: Dec-2019
Description
The AMANDA software system requires a significant upgrade to AMANDA 7. Prior to implementation, testing of
scripts and set-up of security groups and reporting tools is necessary. The existing public portal is integral to the
core business. The project will include reviewing the existing public portal and other software options.
Recent Progress
All required fixes have been completed by the vendor and have been tested by building division staff.
Next Steps
Technology, Innovation & Services (TIS) will complete a security scan prior to full implementation. The anticipated
completion of the project is September 2019.
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Economic Development CoryBluhm (519)741-2200ext. 7065
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EC29 Review of the Make It Kitchener Strategy (Strategic Item) Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
Conduct a review of the Make It Kitchener strategy.
Recent Progress
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Community engagement launched August 1 through an online survey. Stakeholder round tables are occurring in
August and planning for the Ideas of the Brave (Community symposium) is underway.
Next Steps
Stakeholder round tables will continue in the month of September, with a major public consultation event (Ideas of
the Brave) in October. Based on community input, a draft strategy will be presented to Council in fall 2019.
Engineering Hans Gross (519)741-2200 ext. 7410
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SE05 Low Impact Development Design Guidelines - Stormwater Utility Status as of Aug 312019: ONTRACK
Expected Completion: Dec-2019
Description
Low Impact Development (LID) is an approach to storm water management that mimics a site's natural hydrology as
the landscape is developed. Using the Low Impact Development approach, storm water is managed on-site and the
rate and volume of storm water reaching receiving waters is unchanged from predevelopment levels. LID guidelines
will be integrated into the existing Development Manual.
Recent Progress
Road reconstruction projects are ongoing including, including Ahren's Street which was recently featured in a
Record article that highlighted the benefits and need for LID.
Next Steps
A report to Council is expected in the fall of 2019 outlining the newly updated Development Manual. Internal
engineering standards will continue to be refined as experience is gained in design and construction projects being
led by the Engineering Division and Stormwater Utility.
Planning Alain Pinard (519)741-2200 ext. 7319
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NB26 Urban Design Manual (Strategic Item) Status as of Aug 31 2019: COMPLETED
Completed: Aug 2019
Description
Create a new urban design manual to implement the new Official Plan, make the document more efficient and
effective, complement specific design briefs and provide guidance on City building and design expectations to
ensure vibrant new development in Kitchener.
Recent Progress
The final document and staff report is complete. This project is for consideration by Committee of Council on
September 9 ahead of scheduled December completion.
Next Steps
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Planning Alain Pinard (519)741-2200 ext. 7319
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NB13 Sustainable Development Feasibility Study(Strategic Item)Status as of Aug 312019: COMPLETED
Completed: Apr-2019
Description
Working with partner organizations, under the Federation of Canadian Municipalities (FCM) Green Municipal Funds
program, undertake a feasibility study to help inform sustainable development practices at a site or neighbourhood
scale. The emphasis is to be on energy sustainability.
Recent Progress
Report endorsed by Committee and Council in March 2019.
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NB21 Hidden Valley Land Use Study Status as of Aug 312019: COMPLETED
Completed: Aug-2019
Description
Develop a master/community plan for the Hidden Valley area. This project will identify any public interest in the
Hidden Valley lands including opportunities to protect and/or acquire natural features and sensitive lands.
Implementation will be through Official Plan and Zoning Bylaw amendments.
Recent Progress
Council approved the Land Use Master Plan in June 2019.
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NB65 Affordable Housing Strategy (Strategic Item) Status as of Aug 312019: ON TRACK
Expected Completion: Dec-2020
Description
Create an affordable housing strategy for Kitchener in collaboration with the Region of Waterloo, community groups
and the development industry.
Recent Progress
The project planning phase (phase 1) has progressed. A project charter, work plan, and Advisory Committee Terms of
Reference have been prepared. An Engagement Plan has been initiated. A report highlighting project initiation was
delivered to Committee/Council in June 2019. Several meetings have taken place with non-profit organizations,
development interests, the Region, and local municipalities. A presentation was delivered at the Waterloo Region
Homebuilders Association. An Advisory Committee is being established and launched. Data collection has
commenced for the municipal housing assessment (phase 2).
Next Steps
Next steps include completing the municipal housing assessment (phase 2) and Advisory Committee member scoping
expectation interviews. This includes identifying the background data necessary for Inclusionary Zoning along with
data collection and synthesis of other housing and demographic-related data. Upcoming meetings with the Region,
City of Waterloo and City of Cambridge are planned. Advisory Committee and working group meetings will take place
in fall 2019. Phase 2 to be near completion by year end.
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NB11 Comprehensive Zoning By-law Review Status as of Aug 31 2019: ON TRACK
Dec-2019
Expected Completion:
Description
Undertake a multi-phase, comprehensive review of Zoning By-law 85-1 to implement the new OfficialPlan. The 2019
focus is to complete Stage 1 of the new Zoning By-law (Non- Residential) and work on Stage 2 (Residential).
Recent Progress
Project staff have reviewed and responded to comments on the first draft, conducted additional analysis and updates
to the draft zoning regulations, met with stakeholders and release a further Engage Kitchener public survey.
Next Steps
Staff will prepare and present a report at a statutory public meeting in fall 2019 for the second stage of the
comprehensive zoning by-law (residential zones). Stage 1 (non-residential zones) is under appeal and due to
implications of Bill 108, the Urban Growth Centre zoning is on hold and will be considered in a future project.
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Planning Alain Pinard (519)741-2200ext. 7319
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NB43 Heritage Best Practices Implementation Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
In follow up to Report CSD-15-08 which recommended the development of a variety of best practices regarding the
conservation of cultural heritage resources. The focus for 2019 will be on updates to delegated approval authority
and requirements for proposed demolition of listedproperties.
Recent Progress
Work underway on the next major initiative which is a report and updated by-law for delegated approval authority.
Next Steps
Prepare and present a report to Heritage Kitchener regarding delegated approval authority. Provide a
recommendation to Council by year end.
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NB36 Incentives for Design/Architectural Innovation and Excellence Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
Evaluate potential incentives for the development of landmark building design and architecture at strategic
locations within the City.
Recent Progress
The Kitchener Great Places Awards program preparation is underway. The City's new Urban Design Manual has
been completed and will be presented in September to Committee of Council. The Urban Design Manual outlines
the City's expectations for architectural excellence and landmark design at key locations in the City.
Next Steps
Given the Province's recent legislative changes (Bill 108), certain incentive options are no longer possible. Staff will
continue to look for alternative incentive options as part of core service moving forward. This business plan project
will be considered complete once the Urban Design Manual is approved by Council and once the Kitchener Great
Places Awards program occurs in November, which recognizes design and architectural excellence.
Transportation Barry Cronkite (519)741-2200 ext. 7738
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NB61 Review Municipal Roadway Speed Limit Status as of Aug 31 2019: COMPLETED
Expected Completion: Aug-2019
Description
Review and/or establish a new uniform posted speed limit for municipal roadways.
Recent Progress
Council approved a pilot project on August 26th that will lower speed limits by 10 km/h in the Huron, Doon, and
Stanley Park areas. This approval established 40 km/h speed limits in neighbourhood zones and 30km/h speed
limits in school zones in the pilot areas. The pilot is slated to run for one year during which time staff will collect
data to present an update to Council with recommendations.
NB18 Complete Streets Policy (Strategic Item) Status as of Aug 31st 2019: ON TRACK
Expected Completion: Dec-2019
Description
The City of Kitchener has a number of policies and practices that promote complete streets. The development of a
complete street policy would review best practices and combine elements into a coordinated policy document that
ensures planning, design and implementation of an element of the City’s transportation network considers and aims
to meet the needs of all users regardless of age, ability and travel choice.
Recent Progress
Community engagement has been conducted. A draft complete streets document has been circulated to
stakeholders for comment. Graphics for the document have been prepared by a third party.
Next Steps
The draft will be finalized considering stakeholder comments and is planned to go to Committee on October 21.
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Transportation Barry Cronkite (519)741-2200 ext. 7738
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SE12 Cycling and Trails Master Plan Update(StrategicItem)
Status as of Aug 312019: ON TRACK
Expected Completion: Apr-2020
Description
Updating the 2010 Cycling Master Plan will include on-road cycling facilities, as well as incorporate off-road trails
cycling infrastructure. Cycling related education and programming will be addressed.
Recent Progress
First round of engagement is complete. Draft principles have been established and the consultant continues to work
on the document.
Next Steps
Staff are developing the draft recommended network in preparation of another phase of consultation which is
scheduled with the public in November.
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NB34 Community Traffic Safety Advisory Committee Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
Consider options to revise the mandate of an existing advisory committee to create a co-operative partnership
between City staff, community groups and other agencies that seek to enhance traffic and pedestrian safety in
Kitchener. The committee will provide input and feedback on traffic safety issues such as school zone concerns,
traffic calming requests and traffic-related education initiatives.
Recent Progress
Options are being investigated and a staff report and new terms of reference will be written that recommends
changing the existing cycling and trails advisory committee to a committee that includes all aspects of
transportation and trail safety.
Next Steps
Report to council later this year.
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NB46 Automated Speed Camera Program for Traffic Calming Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
Subject to the passing of new Provincial legislation related to speed cameras, staff will investigate the potential use
of this technology to address speeding concerns in school zones.
Recent Progress
A preferred vendor has been selected based on the RFP that was issued.
Next Steps
The four schools that will receive the ASE unit will be identified and a staff report will be prepared for Committee/
Council consideration. The City of Kitchener will work with the Region to develop a public communications plan for
this project. Speed limit enforcement practices are being established with input from the Region, so that there is
consistency throughout the Province.
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FINANCIAL SERVICES DEPARTMENT – Projects and Programs
Administration - Financial Services Jonathan Lautenbach (519)741-2200 ext. 7334
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CS09 Long Term Financial Plan (Strategic Item) Status as of Aug 31 2019: ON TRACK
Expected Completion: Dec-2019
Description
Prepare a consolidated long term financial plan that will be the financial framework for the City going forward. The
framework will incorporate policy work pertaining to reserves, debt, and enterprise investments.
Recent Progress
Two council strategic sessions were held to consider three specific issues being looked as part of the long term financial
plan. Draft policies were also provided for feedback and comment.
Next Steps
The long term financial plan will be provided to council on September 30th.
Accounting Brenda Johnson (519)741-2200ext. 7647
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CS69 Automation of Payment Processing Status as of Aug 312019: ON TRACK:
Expected Completion: Dec-2019
Description
Multi-phase project including investigation and automation of corporate credit card processing, online travel and
expense claims, and electronic storage in SAP of payment documentation such as invoices and cheque remittances
in an effort to reduce paper and streamline processes.
Recent Progress
Conducted demos for two potential vendors. Reached out to other municipalities via a survey on credit card
automation options. Met with Legislated Services on electronic storage of documents.
Next Steps
Next steps are to make a final decision on credit card automation software and to obtain budget approval.
Financial Planning Ryan Hagey (519)741-2200 ext. 7353
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OG10 Participatory Budgeting (Strategic Item) Status as of Aug 31 2019: COMPLETED
Expected Completion: Dec-2019
Description
Report on pilot project that enables community members to directly decide how to spend part of the City'sbudget,
allowing them to make budget decisions that affect their lives.
Recent Progress
Final park designs chosen based on feedback from participatory budgeting process. Final report evaluating the
participatory budgeting process in conjunction with the University of Waterloo was presented to Council in
June.
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CS41 Development Charges Background Study (2019) Status as of Aug 31 2019: COMPLETED
Complete: Aug-2019
Description
5-year update to the City’s Development Charges Background Study and By-law as required by legislation.
Recent Progress
Final Council approval of DC Study and Bylaw occurred in June.
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Revenue Saleh Saleh (519)741-2200 ext. 7334
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OG26 Development of a Water Leak Policy Status as of Aug 312019: COMPLETED
Completed: Apr-2019
Description
The purpose of this policy is to provide customers defined relief from water leaks that occur as a result of
malfunctioning toilets, water softeners, leaking taps inside or outside, reverse osmosis units, irrigation systems and
ruptured pipes on the customer’s side of the water meter.
Recent Progress
A Water Leak Adjustment policy was completed ahead of schedule and approved by Council in March 2019,
allowing Kitchener Utility residential customers’ limited financial relief for highwater consumption due to leaks.
The Leak Adjustment policy and the application forms have been posted on the Kitchener Utilities website.
Procurement Margaret Fisher (519)741-2200 ext. 7241
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CS71 Purchasing Procedures to Support New By-law Status as of Aug 312019: DELAYED
Expected Completion: Dec-2020
Description
Develop purchasing procedures that support by-law and complete an analysis of current Procurement templates.
Recent Progress
Working with the consultant and internal legal representative on policies, procedures, protocols and updated
solicitation document templates as well as by-law. Staff have completed a first draft of all documents with consultant
and will be moving to second draft in fall 2019.
Next Steps
Summary of consultant's findings, recommendations, procedures/protocols and by-law review to be presented
to CLT in October. Due to resource constraints, a plan will be presented to complete as much as possible in
2019 with consultant with a roll-out implementation plan for 2020 when Procurement Team is fully staffed and
can be trained as well as training rest of organization.
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OG08 E-Tendering Status as of Aug 31 2019: ON HOLD
Expected Completion: TBD
Description
Implement an e-tendering module to enable vendors to self-identify for interested commodities, access bid
documents and drawings and submit tenders, proposals and quotations electronically.
Recent Progress
Due to a lack of internal resources for this project, no further work will occur in 2019. The project will be
moved to 2020 and be done upon completion of the new procedures, protocols and procurement templates as
well as by-law review.
Next Steps
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INFRASTRUCTURE SERVICESDEPARTMENT – Projects and Programs
Facilities Management Asad Qureshi (519)741-2600 ext. 4424
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EC28 Rehabilitation of City Hall Outdoor Spaces Status as of Aug 312019: ON TRACK
Expected Completion: Apr-2020
Description
Final design of City Hall outdoor critical infrastructure.
Recent Progress
Stakeholder consultations with business units operating in City Hall Outdoor spaces (i.e. Sport, Horticulture, etc.)
has been completed. Final design drawings and specifications were also completed.
Next Steps
Prequalification of General Contractors and sub-trades will be completed. Tender documents and drawings will be
posted and evaluation and award of tender is anticipated by December.
Parks & Cemeteries Niall Lobley (519)741-2600 ext. 4518
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Status as of Aug 31 2019: COMPLETED
SE06 Sustainable Urban Forest Strategy (Strategic Item)
Completed: Apr-2019
Description
This project will include the delivery of a Sustainable Urban Forest Strategy which will set the course of action for a
socially desirable urban forest that can be achieved and maintained based on the true capacity of the City to
manage resources. Work will also include recommendations regarding how the City can create a citywide public-
private program which is a recommendation from the City’s ‘lovemyhood’ strategy.
Recent Progress
In April Council approved Kitchener's first sustainable urban forest strategy and implementation plan. Council's
approval occurred after a comprehensive planning exercise and community engagement process. Staff will now focus
on implementing the plan based on approved priorities and funding.
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SE29 Complete Winter Maintenance Pilots – Sidewalks and Trails Status as of Aug 31 2019: COMPLETED
Completed: Aug-2019
Description
This work includes completing two pilot projects for the winter sidewalk maintenance (proactive by-law; assisted
services; neighbourhood snowblower initiative) and the year-round maintenance of trails in school zones.
Recent Progress
Staff completed the implementation and evaluation of three pilot programs for winter sidewalk maintenance:
Proactive Inspection, Assisted Services for Sidewalks and Windrow Clearing and Neighbourhood Shared Snow Blower
and reported the results to Council. Staff also provided recommendations to Council for the following winter. Based
on Council direction in May 2019, staff will be evaluating nine winter sidewalk maintenance programs in the
2019/2020 winter season. In the four next months, staff will be preparing for the implementation of the program for
the 2019/2020 winter season by selecting and coordinating routes, developing engagement materials, and
developing an evaluation system.
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Parks & Cemeteries Niall Lobley (519)741-2600 ext. 4518
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NB56 Reduce Municipal Barriers – Review Permitted Uses in Parks Status as of Aug 31 2019: ON TRACK
Expected Completion: Apr-2020
Description
This action is a recommendation from the city’s lovemyhood strategy and supports positive change in
neighbourhoods through a review of permitted uses in parks to provide clarity on a range of uses that are
acceptable and outline a streamlined process to review requests for park use. This review will be done in
collaboration with the City’s Neighbourhood Development Office and By-law Enforcement.
Recent Progress
Based on feedback through Love My Hood, the use of campfires and BBQs were prioritized for review and have
been completed. Using the permitting framework, a campfire was held at Neighbours Day 2019.
Next Steps
A permanent charcoal BBQ will be piloted in at least one location in late 2019. Program support materials for
campfires in parks is being developed. A series of How to Guides are in development by LovemyHood staff in order
to support community use of parks. Initial engagement is planned for late fall regarding the Open Space Strategy
of which this work will be included.
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CS59 Parkland Dedication Policy Update Status as of Aug 31 2019: ON HOLD
Expected Completion: TBD
Description
Comprehensive review and update of the current Parkland Dedication Policy related to acquiring parkland (or cash-
in-lieu payment) through development applications.
Recent Progress
Bill 108 was announced in early summer 2019 and within appears to be significant changes to both where and
how, and how much, can be collected in respect to parkland dedication, up to the point that it is unclear if
dedication will remain a tool for municipalities in the future. Regulations under the act are pending and it is not
considered productive to invest work in this business plan project until greater clarity around Bill 108 is
established. Work will then likely be delivered through subsequent discussion on Community Benefit Charges (the
potential successor to Development Charges under Bill 108) and/or as part of the Parks Open Spaces Strategy in
starting in 2020.
Next Steps
No activity is scheduled on this update at this time, pending clarity on Bill 108 and associated regulations. Future
work will be embedded within the Community Benefits Charge discussions and Parks & Open Spaces Strategy.
Utilities Greg St. Louis (519)741-2600 ext. 4538
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CS60 Utility Meter Mobile Workforce Management System (MWMS) Status as of Aug 31 2019: COMPLETED
Completed: Apr-2019
Description
Source a highly configurable and flexible mobile workforce management solution to facilitate in field management
of a variety of gas and water related legislated activities. The proposed solution will replace the current paper based
systems, integrate through SAP service orders and Cityworks work orders allowing dispatchers to input into a queue
of work plans delivered to staff by mobile devices through the MWMS.
Recent Progress
The chosen Clevestapplication has been fully developed and deployed to staff for Water Meters installations and is
in operation in the field. The more fulsome application of this program will continue to be rolled out to various
work areas within gas and water utilities as deemed appropriate and is now considered part of core service
delivery.
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