HomeMy WebLinkAboutFCS Agenda - 2019-09-30Finance & Corporate Services Committee
Agenda
Monday, September 30, 2019
1:30 p.m. –5:00 p.m.
Office of the City Clerk
Council Chamber
Kitchener City Hall
nd
200 King St.W. -2Floor
Kitchener ON N2G 4G7
Page 1Chair -Councillor S. DaveyVice-Chair -Councillor P. Singh
Consent Items
The following matters are considered not to require debate and should be approved by one motion in accordance
with the recommendation contained in each staff report. A majority vote is required to discuss any report listed
as under this section.
None
Delegations
Pursuant to Council’s Procedural By-law, delegations are permitted to address the Committee for a maximum of five
(5)minutes.
Item 1 –Zak Rochon, Metrics@Work
Discussion Items
1.COR-19-043-Employee Culture SurveyResults(45min)
(Staff will provide a 5-minute presentation on this matter)
2.FIN-19-078-2019State of the Infrastructure Report(30min)
(Staff will provide a 5-minute presentation on this matter)
3.FIN-19-079-2020-2029Long-Term Financial Plan(60 min)
(Staff will provide a 10-minute presentation on this matter)
4.INS-19-015-Natural Gas Rates(10 min)
5.FIN-19-080-Community, Culture & Recreation Grant Application(30min)
Information Items
CAO-19-011-Business Plan:Status Update -August 2019
Jeff Bunn
Manager, Council & Committee Services/Deputy City Clerk
** Accessible formats and communication supports are available upon request. If you require assistance to
take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
REPORT TO:Finance andorporateervicesommittee
DATE OF MEETING:September 30, 2019
SUBMITTED BY:Victoria Raab, General Manager, Corporate Services, 519-741-
2200 ext. 7935
PREPARED BY:Victoria Raab, General Manager, Corporate Services, 519-741-
2200 ext. 7935
WARD(S) INVOLVED:All
DATE OF REPORT:September 19, 2019
REPORT NO.:COR-19-043
SUBJECT:Employeeultureurveyesults
___________________________________________________________________________
RECOMMENDATION:For Discussion.
BACKGROUND:
The City of Kitchenerconducts an Employee Culture Survey approximately every three
years, with five surveys completed since 2007. These surveysmeasure employee
engagement andinform thePeople Plan, thestrategy for strengthening the cultureof
excellence that defines the City of Kitchener. The People Plan provides the foundation
for the corporate Strategic Plan by ensuring that an engaged workforce is aligned to our
corporate purpose and goals.
Past actions as a result of the employee culture survey have resulted in initiatives such
as a leadership development program, enhanced internal communication tools and
investments in health and wellness programming.
REPORT:
In June2019, the City of Kitchener conducted its fifth Employee CultureSurvey(ECS).
As with past surveys, an external service provider -- Metrics@Work --administered this
process. This offers severalkey benefits: employees can be confident in the privacyof
their responses, whichincreases participation;an objective third party ensures the
integrity of the process and statistically valid results; and, comparisons are possible
againstother municipalities using the Metrics@Work database.
The purpose of the ECS is to measure employment engagement by exploring ‘drivers’ of
engagement at the job, team, departmental and organizational levels. Drivers of
engagement include things like satisfaction with leadership,accountability and
recognition, team communication and coordination, health and safety, job stress and
*** 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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negative behaviours. These themes align with corporate priorities and best practices for
an engaged workforce.
The benefits of an engaged workforceto the corporationincludeincreased productivity
/efficiency, reduced turnover, safeworkspaces for employees and the public, reduced
negative behaviours, increased motivation and capacity to achieve corporate goals, and
talent attraction. Engaged employees inject their enthusiasm and energy into their work
and helpthe organization performat its best.
This translates into community benefits includinggreat customer service,
program/service improvement and/or efficiencies through innovation, maximizing value
for taxpayer dollars and greater trust in government.When employees are willing to go
above and beyond in their work, the community benefits.
2019 Employee Culture Survey Results
The City of Kitchener achieved a recordparticipation rate of 81.3 per cent, which means
that results can be interpreted witha high degree of confidence. As well, this provides
evidence that employees are engaged; staff are lesslikely to participatewhen their
engagement is low. This response rate is exceptionally high compared to Kitchener’s
culture survey history and the average of 70 per cent participation rates observed in other
municipalities in Metrics@Work’s database.
Kitchener’s 2019 survey measured 51 drivers of engagement at different levels in the
organization including job, team, division, department and organization. Organizational
drivers measure employees’ sense of purpose and job/team drivers measure the day-to-
day experience of employees in their place of work.
Key results
The following table highlights the top and bottom drivers for the City of Kitchener based
on a percentage score that represents the average level of agreement of all respondents.
Top five driversBottom five drivers
Take pride in working for the City (85.3%)Time to explore new ideas (65.3%)
Supervisor support physical safety (84.9%)Job stressful on personal life (63.4%)
Equipment & training to work safely (84.2%)Jobworkload manageability (61.5%)
Effective use of personal skills (82.8%)Opportunities for advancement (60.7%)
Supervisor trust (82.8%)Workload stress (53.9%)
The top results are a meaningful mix of job, team and organizational level drivers. They
indicate that employees feel that they are effectively using their skills in their work, they
work in safe and trusting teams, and they feel connected and proud to serve the City of
Kitchener. Thehigh scores for these results are noteworthy; to achieve results over 80
per cent is significant and Kitchener’s top 15 results are all over 80 per cent. A score of
85.3 per cent in organizational pride is extraordinarily high.
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Four of the bottom five drivers are thematically-related in the areaof stress/time/workload,
and the fifth is “opportunities for advancement”. According to Metrics@Work, these
bottom five drivers are typical bottom drivers for most municipal employersand they are
the hardest drivers to change. What is distinct about Kitchener’s bottom drivers is that
they range between 53 and 65 per cent which is considered a neutral to slightly positive
result. This indicates that even where there is opportunity for improvement, the City of
Kitchener is starting from a position of strength.
Changes in results since 2016
Of the 24 drivers comparable to 2016, 18 have improved, which exceeded expectations.
The top two increases are in satisfaction with the corporate leadership team as a whole,
and satisfaction with individual department heads.The strength of Kitchener’s past results
would typically produce a ‘ceiling effect’ which means that scores stop rising because
they are already very high.Therefore it is a significant accomplishment to achieve
improvements on so many drivers, and encouraging to see that the greatest
improvements are occurring in areas that have been given focus based on 2016 results.
There is only one statistically significant decline since 2016 in “Job: Workload Stress”,
which is also Kitchener’s lowest driver. This suggests that workplace stress is an area
that requires more attention for this organization. Further examination of this driver is
required to fully understand which of the many possible drivers beyond simply workload,
are driving this result.
Performance relative to other municipalities
Metrics@Works comparedKitchener results to up to 30 municipalities (mid-sized and
large urban cities in Ontario). There are 20 drivers that are comparable to other
municipalities, and Kitchener performed higher than average on all 20 drivers.
In 2019, the City of Kitchener set new high scores or ‘best practices’ for 10 drivers
compared to the municipal group. This is an outstanding result and builds on the success
of setting two new best practices in 2016.
Departmental LeadershipSatisfaction with Corporate Leadership
Team
City Support for Customer Service
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Division LeadershipSupport for New Ideas/Suggestions
CommunicationSupport for Work-life Balance
Team CooperationSupervisor Trust
Support for DiversitySatisfaction with Direct Supervisor
This demonstrates that the City of Kitchener has emerged as the benchmark municipality
for a highly engaged workforce with strong results in particular in leadership at all levels.
This is an important quality in building resilient, high performing organizations.
Next steps
To continue building on strong corporate results, staff will analyse employee engagement
at the corporate, department, division and team level. There are groupswithin the
organization that experience both higher and lower levels of engagement. To respond,
leadership will pursue a coordinated effort to improve results where appropriate.
The strength of the City of Kitchener’s culture is the outcomeof an intentional long-term
strategy to builda positive, purpose-driven workforce. Therefore, even though staff and
council can be proud of these results, staff willcontinue to champion culture in order to
fulfill our service commitments to council and the community. This includes the delivery
of a refreshed People Plan, which will reflect our core values and vision for a compelling
place to work. This enables the organization deliver value to the community by leveraging
our resources to achieve our best results.
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.
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: Victoria Raab, General Manager, Corporate Services
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REPORT TO: Finance and Corporate ServicesCommittee
DATE OF MEETING:September 30, 2019
SUBMITTED BY: Jason Winter, Director – Asset Management & Business Solutions
(519)741-2600 x.4630
PREPARED BY:Jason Winter, Director – Asset Management & Business Solutions
(519)741-2600 x.4630
WARD (S) INVOLVED:All
DATE OF REPORT:August 26, 2019
REPORT NO.:FIN-19-078
SUBJECT:2019 State of the Infrastructure Report
___________________________________________________________________________
RECOMMENDATION:
That staff be directed to report annually on the state of the City’s infrastructure.
BACKGROUND:
The City is legislated by the Province of Ontario’s Infrastructure for Jobs and Prosperity Act,
2015 to create and maintain thorough asset management plans (AMPs) for all asset categories.
The most consistent and cost effective asset management strategiesinclude a data-driven, risk-
based approach that combines long-range financial planning and effective maintenance
activities. The goal is to sustain a systematic approach that optimizes the management of the
City’s assets with minimal risk and in the mostcost effective way.
REPORT:
Starting this year, an annual ‘snapshot’ of the City’s most critical infrastructure will be shared
with Council as a means of highlighting the current state of our assets. The 2019 State of the
Infrastructure Reportprovides a current reportof the City’s most critical infrastructure groups
and highlights key aspects of each category. By using a consistent approach, this annual report
will act as a regular “report card across” the City’s 13 asset categories.
Several noticeable changes to information that may have been presented in other recent
sessions:
1.The overall replacement value has increased to $7.5B. This value has changed due to
newly available data leading to updated replacement valuations primarily for Gas Utility
and Facility asset categories.
2.The overall infrastructure gap across all asset categories total $341.7M over 10-years.
This value is based on useful life calculations across asset categories. The notable
exception to this is for Water, Sanitary and Stormwater categories. The Water
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
2 - 1
Infrastructure Program (WIP) includes condition and risk as well as useful life to determine
the required investment to replace infrastructure and close the gap by 2044.
3.Overall, the gap analysis and grade for each asset category is based on available
information and financial forecasts for a 10-year period. This is a relatively short timeline
for assets that have a typical lifespan of more than 80 years. As more and new
information becomes available, each category will be updated accordingly.
With the on-going development of asset management plans across the different infrastructure
categories, the opportunity to enhance the information and to illustrate a more data-driven
analysis of the current state of the category. Emphasis will continue to be placed on developing
inspection programs that introduce condition informationwhich is another vital component to
assessing the state of an asset.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority:Sustainable Environment and Infrastructure
Strategy:4.5 – Strengthen the capability and capacity within the organization to manage all of
the city’s assets so that they are affordable, dependable and sustainable in the long-term
FINANCIAL IMPLICATIONS:
Thereis no direct cost impact, however asset management plans influence long-term financial
forecasting for assets under City management.
COMMUNITY ENGAGEMENT:
INFORM – This report will beposted to the City’s website with the agenda in advance of the
council / committee meeting.
ACKNOWLEDGED BY: Jonathan Lautenbach, Chief Financial Officer
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CITY OF KITCHENER
2019 STATE OF THE
INFRASTRUCTURE REPORT
19 September 2019
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CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | II
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Table of Contents
Introduction.......................................................................................................................................... 1
Kitchener’s Infrastructure at a Glance............................................................................................. 3
Asset Components.............................................................................................................................. 4
State of the City’s Infrastructure........................................................................................................ 5
Summary of Key Findings.................................................................................................................... 7
Asset Category Report Cards............................................................................................................ 9
Water Utility.....................................................................................................................................10
Sanitary Utility..................................................................................................................................11
Stormwater Utility............................................................................................................................12
Gas Utility.........................................................................................................................................13
Roads & Bridges.............................................................................................................................14
Facilities...........................................................................................................................................15
Other Asset Categories.................................................................................................................16
Future Outlook –‘Improving the Grade’........................................................................................18
Appendix A –Explaining the Scorecard.........................................................................................20
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | III
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Introduction
The City of Kitchener is a growing, vibrant and innovativecentre within the Region of
Waterloo. With a populationestimateof 257,000 (2019Census) and coveringover 136
square kilometers,the populationhas already surpassed the most current forecast
projections(Figure 1). The fastest growing areas of the City include the southwest,
downtown and southeast. The southwest is projected to grow at the fastest rate or 28,787
residents and almost double its total population by 2041. The downtown core is expected
1
to grow by 10,236 residents and the southeast will grow by 17,484 residents by 2041.
City of Kitchener Population Growth
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
2011201620212026203120362041
Population
227,200241,800254,300269,800286,500301,470315,100
Figure 1 – City of Kitchener Population Growth
Appropriate long-term investments in coreinfrastructure iscrucial to maintain the growing
expectations of our community and to ensure we sustain our obligation to optimize the
management of our City’s assets.
In addition to safeguardingthe health of the City’s assets, factors outside of our control are
continuing to impact the status quo of maintaining our infrastructure. The widespread scale
and complexity of climate change poses considerable environmental, economic and
social risks to the City. Theeffects of climate change are creating more extreme variations
in local weather patternsandlonger term changes to local climatic conditions.
Infrastructure fails to perform as it should under these conditions in the following ways:
increased pressure on the energy grid, facility heating and coolingsystems which in turn
1
2019 Leisure Facility Master Plan
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 1
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create higher costs and potential outages; road and walkway damage along withliability
from increased freeze/thaw cycles; invasive species migrate to new habitat and decimate
local urban forests(e.g. Emerald Ash Borer); frequent heat waves puttingvulnerable
populations at risk; etc. Climatechange is expected to affect a broad range of municipal
assets and government services. Preparing for climate changeis a matter of risk
management, good governance and development of effective asset management
practices. This can significantly improve community resilience and reduce the severity of
2
these effects over time.
The 2019 State of the Infrastructure Reportprovides a current snapshot of the City’s most
critical infrastructuregroups and highlights key aspectsof each category.For each core
3
asset category, an overall “grade”
is given to illustrate the current state of thatcategory.
This grade is a holistic assessment of the asset category and isbased on a number of
factors. These factorsinclude:
A thorough financial strategy to maintain the expected levels of service
throughout the lifecycle of the asset
Condition information that leads to understanding the health of the asset
throughout it’s useful life
The existence of preventative maintenance and/or rehabilitation programs to
ensure the assets meet their expected lifecycle
The availability of complete and reliable data for which to create and sustain
asset management plans focusingon optimizing the management of the assets.
As mentioned above, an evaluation of data reliability is provided to illustrate the quality of
information available to inform a detailed lifecycle management plan.
Little or no reliable Some ‘high level’ or Reliable data, but Quality data, but High quality and
information availablehistorical information gaps in detail and/or lacking some detailreliable detailed
foundcurrencydata
When assessing the overall condition of an asset category, data reliability is only one factor
in a number of components. Although there might be gaps in detail and/or currency of
information, evaluating work activities, maintenance programs, achieving service levels
and other capital projects, the overall condition is formulated.
2
INS-18-017– Corporate Asset Management Policy
3
A further explanation of grading is outlined in Appendix A – Explaining the Scorecard
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 2
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Kitchener’s Infrastructure at a Glance
4
ASSET VALUATION
Facilities
15%
Total Replacement
Water Utility
24%
Value - $7.5Billion
Stormwater
Utility
9%
Water Utility$1,781M
Gas Utility$1,554M
Other
5%
Facilities$1,110M
Roads & Bridges
13%
Sanitary Utility$1,038M
Roads & Bridges$945M
Stormwater Utility$719M
4
Gas Utility
Other$378M
Sanitary Utility
20%
14%
Please note that changes from previous totalsare as a result of newly available data leading to
updated valuationsprimarilyfor Gas Utility and Facility asset categories.
1,169 (lane-km)| Paved Local Streets
1,054km| Gas mains14| Community centres
1,171km| Sidewalks72,225| Gas meters7| Fire Stations
85| Bridges2,147 ha| Parks & Open Spaces5| Community pools
891km| Water mains219| Playgrounds9| Splash pads
4,374| Hydrants155km| Trails2| Golf Courses
845km| Sanitary sewer mains111| Sports fields10| Arenas
23| Pumping Stations62,416|Boulevardtrees24| Parking structures & lots
381km| Stormwater mains26,902| Traffic Signs6| Cemeteries
165|Stormwater facilities18,895| Street Lights1,893| Fleet Vehicles & Equipment
4
The “Other” category consists of the followingasset categories: Parks & Open Spaces, Cemeteries, Forestry, Parking,
Golf, Transportation Services and Fleet.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 3
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Asset Components
Within each asset category, there are a number of major components that make up the
total valuation and lifecycle management strategy. The table below outlines the major
asset components within each asset categoryacross the City. As asset management plans
are developed and updated, additional asset components may be added in order to
ensure the most comprehensive analysis of the City’s assets.
Water UtilitySanitary UtilityStormwater Utility
water main pipessanitary main pipesstormwater pipes
water service pipessanitary service pipesstormwater manholes
valvessanitary manholescatchbasins
hydrantspumping stationsstormwater management ponds
water metersoil & grit separators
stream reaches & creeks
Gas UtilityRoads & BridgesFacilities
gas mainsroad pavementcritical facilities & structures
gas service pipescurbscommunity facilities & structures
gas valvessidewalksother facilities & structures
gas metersmulti-use pathways
gas regulator pits & stationsbridges (greater than 3m span)
rental water heatersculverts
Parks & Open SpacesForestryParking
sports fieldsstreet treesrevenue generating surface lots
hard surface sports facilitieswood lotscommunity surface lots
parks & turfparks & open spaces treesunderground parking structures
playgroundsparking garages
trailson-street parking
pedestrian bridges & parking equipment
boardwalks
parking sundry/misc. items
horticulture
CemeteriesGolfTransportation Services
course featuresbike racks & bollards
cemeteryinfrastructure (roads,
horticulture, water services, etc.)
buildingspedestrian railings and guiderails
cemetery buildings (including
course infrastructurestreet lights & poles
mausoleum, crematorium,
utilitiesroad & pedestrian islands
storage structures, etc.)
golf course vehicles & traffic calming features
cemetery land
equipment
traffic signs & poles
Fleet
arena equipment
dump/fire trucks
fire equipment
lawn/turf equipment
licensed equipment
miscellaneous small equipment
off road equipment
two-way radios
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 4
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State of the City’s Infrastructure
Asset Management is an integrated and data-driven approach to effectively manage
existing and new assets. The intent is to maximize benefits, reduce risk and provide
expected levels of service to the community in a sustainable manner. Effective asset
management practices are fundamental to achieving asustainable and resilient
community.
The City is legislated by the Province of Ontario’s Infrastructure for Jobs andProsperity Act,
2015 to create and maintain thorough asset management plans (AMPs) for all asset
categories. The most consistent and cost effective asset management strategies include a
data-driven, risk-based approach that combines long-range financial planning and
effective maintenance activities. The goal is to sustain a systematic approach that
optimizes the management of the City’s assets with minimal risk and in the most cost
effective way. Asset management planning is cyclical to ensure that growth, new
technologies and the introduction of new services are added to the framework. This
process ultimately ensures that sustainable and resilient infrastructure is provided for through
a process of continuous improvement.
When the Corporate Asset Management Program Policy and Framework (INS-11-082) was
adopted in January 2012, it defined specific asset groups that shape the physical assets
whichmake up the large and complex estimation of value. Since that time, the numberof
groups have expanded to 13categories to best reflect the distinct types of assets across
the city. The value of these assets are either derived through an Enterprise or Tax base
(Figure 2).
VALUATION SOURCE
Tax
30%
Enterprise
70%
Figure 2 - ValuationSource
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 5
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As asset management plans aredeveloped for the 13asset categories, collaborative
support from cross functional teams and dedicated asset management leads provide new
insights intothe balance between optimizing the health of the asset while meeting
expected level of service for which the assetsupports.
Funding for asset replacement and rehabilitation is addressed through the City’s capital
budget. The 2019 capital budget proposed approximately $100M in capital spending for
2019 and $1.2B over a ten-year timeframe. This level of investment is not insignificant, but
still short of what is required to address the City’s infrastructure and asset replacement
needs(Figure 3).
The infrastructure gap analysis (Figure 3) provides a point-in-time assessment of the current
need across categoriesfor those assets that are at the end or nearing the end of their useful
lifespan. This financial requirement is compared to the available capital budget over a 10-
year period. As asset management plans are completed, this gap analysiswill be
combined with level of service and condition data to round out a current state of the asset
category.
Overall Gap
10-Year Infrastructure Gap
$341.7M
$50,000,000
$0
($50,000,000)
($100,000,000)
($150,000,000)
($200,000,000)
($250,000,000)
FacilitiesStormwaterOtherGas UtilitySanitary UtilityWater UtilityRoads &
UtilityBridges
Gap
($227,133,075)($55,864,000)($30,717,648)($24,839,730)($22,859,848)($15,406,180)$14,578,381
Figure 3-Infrastructure Gap
(*)
Please note:
1.The Stormwater Utility gap is reflective of the recent Disaster Mitigation & Adaptation Fund
announcement for the City earlier this year.
2.The Water and Sanitary gap are reflective of the financial model used for the Water Infrastructure
program over the next 10 years.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 6
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Summary of Key Findings
The gap analysis and associated forecasts are for a 10-year period. This is a relatively
short timeline for assets that have a typical lifespan of more than 80 years. Each
year, the financial information will continue to improve and be updated
accordingly.
The overall total of the infrastructure gap at this point is $341.7M. For most asset
categories, a calculation of useful life was used to identify those assets that are near
or at the end of their lifecycle.A replacement valuewas used to calculate the
required investmentfor each of those assets. This required investment was then
compared to the current 10-yr capital budget for that category. The only variation
from this approach was for categories for which a formal replacement strategyis in
place. An example of this is the Water Infrastructure Program, wherein addition to
useful life, factorssuch as condition and risk are also included to determine the
replacement need(and costs)over the useful lifeof those assets.
A comprehensive model has been developed as part of the Water Infrastructure
Program (WIP) which combines multiple factors as mentioned aboveto assess the
overall need for water, sanitary and stormwater infrastructure replacement.Overall,
WIP is forecasting to close the gap of needed infrastructure replacement by 2044 as
outlined in the report to Council (INS-17-070).
The total valuation of the Sanitary Utility category includes data related to the City’s
23 pumping stations.The valuation for those pumping stations are currently under
review and new information will be more accurately reflected in future versions of
this annual report.
Asset management plans typically outline the need for maintaining and/or replacing
an asset based on a standard lifecycle and expected level of service. The Gas Utility
however has additional larger scale drivers that require replacement and/or
additions of assets at a faster pace. The 10-year forecast outlined in this report only
takes into account those assets that are at or near end of life. This gap constitutes
only 11% of the annual need, whereas customer driven requests make up over 60%
of the required investment and are outside the scope of any asset management
plan.
As mentioned underFigure 3, the gap information for the Stormwater Utility category
now reflects the recent funding received through the Disaster Mitigation and
Adaptation Fund earlier in 2019.
With the development of asset management plans forthe 13 categories, emphasis
willcontinue tobe placed on developing inspection programs that introduce
condition information. This isa vital component to an overall comprehensive
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 7
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assessment of those assets. Arecent example of this kind of program is the
development of a comprehensive Building Condition Assessment (BCA)program for
the City’s most critical facilities and structures.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 8
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Asset Category Report Cards
Overall, the state of the City’s infrastructure is graded at a B-.
This grade is an overall average of the individualcategory evaluations and as such will
continue to be re-evaluated as new information becomes available.
In the following pages, a summarized ‘report card’ for each category and major asset
component willsummarize the relevant information leading up to the 2019State Of The
Infrastructure.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 9
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Data Reliability
Water Utility
The role of the water utility is to safely and efficiently deliver water to Kitchener residents. As
part of that, the utility is responsible to maintain the infrastructure of pipes and valves that
keep the city’s water flowing. Through the Water Infrastructure Program (WIP), an approved
rate model was established to address the overall gap related to its underground
infrastructure by 2044.
Overall, the water utility assets category is graded at a C+.
Although there is an established replacement strategy, the City is still experiencing a higher
than normal number of watermain breaks on an annual basis. Focus on achieving the
targets outlined in the Water Infrastructure Program and associated funding is a crucial
component to improve the grade of this asset categoryand close the gap of infrastructure
replacement by 2044.
WATER MAIN MATERIAL TYPE
AC -ASBESTOS
ST -STEEL
CEMENT
0.02%
0.26%
CI -CAST IRON
19.71%
COP -COPPER
PVC -POLYVINYL
0.09%
CHLORIDE
44.41%
DI -DUCTILE IRON
35.51%
% Consumed
100%
(4)
10-Year Forecast
Required Current Gap
50%
InvestmentInvestment
$145,044,180 $129,638,000 ($15,406,180)
0%
AC - ASBESTOSCI - CAST IRONCOP - COPPERDI - DUCTILE IRONPVC - POLYVINYLST - STEEL
CEMENTCHLORIDE
% Consumed
56%133%65%49%13%59%
(4)
Current and Required investment based on WIP
projections to2028
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 10
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Data Reliability
SanitaryUtility
The SanitaryUtility is responsible for the installation and disposal of the variety of sanitary
network assets, which includethe likes of wastewater pipes,manholes, syphons, forcemains,
and pumpingstations. Similar to the Water Utility, through the Water Infrastructure Program
(WIP), an approved rate model was established to address the overall gap related to its
underground infrastructure by 2044.
Overall, the sanitaryutility assets category is graded at a B-.
Effort is underway to develop a detailed asset management plan for pumping stations for
which data is currently limited.
SANITARY MAIN MATERIAL TYPE
Vitrified
Other
Clay
0.31%
Asbestos
17%
Cement
27%
Cement
11%
Plastic
45%
(5)
10-Year Forecast
Required Current Gap
InvestmentInvestment
$215,226,848$192,367,000 ($22,859,848)
(5)
Current and Required investment based on WIP
projections to 2028. Required investments for
pumping stations currently under review.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 11
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Data Reliability
Stormwater Utility
The Stormwater Utility maintains a ‘state-of-the-art’ approach to managing stormwater
across the city. The utility is made up of infrastructure that collect surface water and
dischargeintothe natural environment. As the City urbanizes and more hard surfaces are
introducedas well as climate change resulting in more intense rainfall events, additional
runoff is generated requiring appropriate management. The Stormwater Utility provides
critical infrastructure to prevent flooding and protect the natural environment by removing
pollutants from runoff. Stormwater management infrastructure and approaches are rapidly
evolving and the City is incorporating green infrastructure and low impact development
stormwater design to minimize the impact of urban land use to the natural environment.
Overall, the stormwater utility asset category is graded at a B+.
STORMWATER MAIN MATERIAL TYPE
CORRUGATED
OTHER
STEEL PIPE
3%
3%
POLYVINYL
CHLORIDE
(PVC)
20%
REINFORCED
CONCRETE
7%
CONCRETE
67%
% Consumed
60.0%
50.0%
40.0%
30.0%
20.0%
10-Year Forecast
10.0%
Required Current Gap
0.0%
CSP -CP - CONCRETEOTHERPVC -RCP -
InvestmentInvestment
CORRUGATEDPOLYVINYLREINFORCED
CONCRETE
STEEL PIPECHLORIDE
$231,341,000 $175,477,000($55,864,000)
% Consumed
53.9%49.5%40.4%17.9%13.3%
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 12
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Data Reliability
Gas Utility
Kitchener Utilities provides a safe natural gas delivery service for over 65,000 customers
across Kitchener. Through a heavily regulated set of processes, Kitchener Utilities provides a
heat source to homes and businesses through the installation and maintenance of key
infrastructure such as gas mains, valves, meter sets, regulator stations, water heaters, etc.
Overall, the gas utility category is graded at a C-.
The rationale for this grade is the lack of a current asset management plan (in progress)
which informs a detailed lifecycle management plan as well as a data-driven condition
framework across asset components. Once completed, this asset management plan is
intended on increasing the overall gradedue to the availability of new information.
GAS MAIN MATERIAL TYPE
STEEL
40%
PLASTIC
60%
% Consumed
(6)
10-Year Forecast
100.0%
Required Current Gap
InvestmentInvestment
75.0%
$122,160,730 $97,321,000 ($24,839,730)
50.0%
(6)
Note: The required investment is onlyfor asset
25.0%
replacement at the end of useful life. This constitutes
only 11%of the overall requirement as outlined in the
0.0%
PLASTICSTEEL
key findings.
% Consumed
29.9%70.8%
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 13
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Data Reliability Data Reliability
(pavement)(bridge/culvert)
Roads & Bridges
Roads and bridges are among the most valuable infrastructure assets and need frequent
maintenance and rehabilitation. Roads and bridges are widely used and highly visible to
residents therefore the planning and execution of rehabilitation and reconstruction projects
need a data-driven approach to ensure the expected level of support at a reasonable
cost. Specific to pavement, City Council set a level of service –Pavement Quality Index
(PQI) of 70 (based on a scale of 0-100).
Through heavily regulated legislation, city-owned bridges are defined to be more than 3.0m
in span and are inspected on a 2-year cycle.
Pavement assets portion of this category is graded as an A.
Bridge assets are graded as a B-.
BRIDGE/CULVERT CONDITION
PAVEMENT QUALITY STATUS
25
KITCHENER ROADS 2018
20
Good
15
55.5%
10
Excellent
# of Assets
8.2%
5
0
Very GoodGoodFairPoorVery Poor
Unknown
1.7%
Vehicle BridgesConcrete CulvertsCorrugated Stee Pipes
Pedestrian BridgesRailway Bridges
Poor
7.3%
Fair
27.3%
10-Year Forecast -Pavement
Required Current Gap
InvestmentInvestment
$22,752,064 $61,575,000 $38,822,963
10-Year Forecast –Bridges & Culverts
Required Current Gap
InvestmentInvestment
$29,611,555 $5,367,000 ($24,244,555)
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 14
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Data Reliability
Facilities
The City of Kitchener owns and maintains 255 active facilities varying in function and age.
Facilities and structures are categorized as Critical(39 facilities/structures); Community(160
facilities/structures); and Other(56 facilities/structures). As outlined in the recent Strategic
Council Session on the Long Term Financial Plan, facilities are by far the most underfunded
asset category, with a $227 million funding gap. Age information along with condition data
is used to determine when individual components within a facility should be replaced. A
thorough building condition assessment program will more effectively identify specific
needs across the City’s most important facilities and outline the costs associated for those
investments within the 10-year capital budget process.
Overall, the facility asset category is graded at a D.
FACILITY CATEGORY
Other
Critical
FACILITY AGE BY CATEGORY
Facilities
Facilities
22%
15%
70
60
50
40
30
20
10-Year Forecast –Bridges & Culverts
10
Required Current Gap
0
InvestmentInvestment
Community
Greater than 5030-50 years10-30 yearsLess than 10
Facilities
$29,611,555 $5,367,000 ($24,244,555)
Yearsyears
63%
CriticalCommunityOther
LIFECYCLE COSTS
Upfront Design &
Construction
Major Repairs &
Costs
Maintenance
20%
30%
10-Year Forecast –Facilities
Required Current Gap
InvestmentInvestment
Operational
$284,835,915$57,702,840($227,133,075)
Costs
50%
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 15
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Other Asset Categories
“Other” asset categories include Parks & Open Spaces, Cemeteries, Forestry, Parking, Golf,
Transportation Services and Fleet. Due to limited condition information or detailed lifecycle
management plans, these asset categories are currently in the process of developing asset
management plans (AMPs) which include a data-driven approach to assessing the health
of the asset and measuring the expected levels of service.
As wemove ahead on developing AMPs, the remaining asset categories will have full plans
that monitor the current condition of their assets, as well as determine a long-term estimate
and lifecycle management plan. This information will rank resources across the groups and
5
identify how to develop proactive maintenance actions.
Parks & Open SpacesForestry
• The Sustainable Urban Forest Strategy will provide the
• Phase 1 AMP completed 2016
framework for developing a detailed asset management plan
• Several asset types still require condition inspection
• Once an inventory is completed, a data-driven inspection
programs to be established
program will be developed
Data ReliabilityData Reliability
10-Year Forecast10-Year Forecast
Required Required
Current InvestmentGapCurrent InvestmentGap
InvestmentInvestment
$34,106,993 $21,602,000 ($12,504,993)$11,081,105 $4,609,000 ($6,472,105)
ParkingCemeteries
• Limited asset information available
• Phase 1 AMP completed 2019
• Comprehensive inventory required before developing a phase 1
• Community based parking lots require condition
AMP
inspection programs to be established
Data ReliabilityData Reliability
10-Year Forecast10-Year Forecast
Required Required
Current InvestmentGapCurrent InvestmentGap
InvestmentInvestment
7
$12,134,460 $8,606,000 $16,010,220 $1,094,000 ($14,916,220)
($3,528,460)
7
10-yr gap for Parking is specific to non-revenue generating Community Lots only
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 16
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GolfTransportation Services
• Phase 1 AMP completed 2018• Phase 1 AMP completed 2017
• Several asset types still require condition • Several asset types still require condition
inspection programs to be establishedinspection programs to be established
Data ReliabilityData Reliability
10-Year Forecast10-Year Forecast
Required Current Required Current
GapGap
InvestmentInvestmentInvestmentInvestment
$4,423,967 $1,153,000 $3,005,463 $6,392,000
($3,270,967)$3,386,537
Fleet
• Phase 1&2 AMP completed 2018
• Comprehensive inspection programs in place
Data Reliability
10-Year Forecast
Required Current
Gap
InvestmentInvestment
$62,362,440 $68,951,000
$6,588,560
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 17
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Future Outlook – ‘Improving the Grade’
This State of the Infrastructure report is meant to be an annual “check-in” to the overall
condition and management of the City’s most critical asset categories. On an annual
basis, an analysis of new and/or changed information will be completed to update each
category’s grade. This analysis will better determinethe overall health of the asset category
while balancing the need to maintain an expected level of service. Specific examples of
activities and programs that influence the annual grade of an asset category include:
A continued commitment towards the Water Infrastructure Program, forecasted to
close the gap of replacement need for aging water infrastructure by 2044.
Development and implementation of a Building Condition Assessment program
across City facilities.
Continueto implement low impact development (LID) options to further enhance
the stormwater mitigation strategies across Kitchener.
Beginthe implementation of the Sustainable Urban Forest Master Plan which is very
closely aligned to a detailed asset management plan for forestry assets.
Continue to enhance inspection programs across parks, playgrounds, sports fields
and trails to better assess the on-going condition of those assets.
Although these are but a fewspecific improvement opportunities, there are some common
elements that can be applied across all asset categories:
Detailed asset management plans(AMPs)provide long term strategies to ensure we
optimize themanagement of our infrastructure. Creating, updating and integrating
these AMPsinto annual workplans willensurethat long term financial and lifecycle
management strategiesare maintained. Several asset categories have yet to
complete asset managementplans, while other categories require updating based
on new information or changes in service levels.
Understanding the health of an asset is a crucial component in assessing the overall
condition and useful life of that asset. This information influences preventative
maintenance and rehabilitation programs whichidentify those priority assets
requiringthe most care and maintenance.Several asset categories have yet to
develop inspection programs which if implemented couldimprove the ‘grade’ of
that category.
Similar to the Water Infrastructure Program (WIP) which outlines a prioritized asset
replacement schedule to reduce the risk of failing infrastructure, other rehabilitation
and replacement programs need to be implemented across categories. This will
improve the ability to maintain the expected levels of service and optimizes the
resources needed to maintain the infrastructure.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 18
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Quality data is the cornerstone of understanding and influencing decisions
surrounding the lifecycle of all assets. A data-driven approach allows decision
makers to understand the cause and effect of maintenance activities to the overall
health of the asset. The total costof ownership helps to inform strategies that
optimize the management of the City’s assets while minimizing the risk of failure or
degraded services.
Continued adoption of the asset management framework supportsthe ability to minimize
the risk of failure or decreased service levels across Kitchener’s 13 asset categories. The
collaborative approach between operational teams and the Asset Management Division
will ensure strategies are in place to optimize the management of the City’s infrastructure
and increaseresiliency against changes in our environment.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 19
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Appendix A – Explaining the Scorecard
In order to consistently assess the overall “grade” of an asset category, a point system was
used in the four factors outlined below (also includedthe Introduction section onPage 2of
this report).
A thorough financial strategy to maintain the expected levels of service
throughout the lifecycle of the asset
Condition information that leads to understanding the health of the asset
throughout it’s useful life
The existence of preventative maintenance and/or rehabilitation programs to
ensure the assets meet their expected lifecycle
The availability of complete and reliable data for which to create and sustain
asset management plans focusingon optimizing the management of the assets.
In essence, if a category had met all four factors, they would be assigned a total of 4 points.
If they had three factors, 3 points would be assigned, etc.
Those points, then would be associated to a grade, as shown below.
GradeFactor Points
A4
B3
C2
D1
The “+” and “-” were aligned with the data reliability associated to that asset category. If
there was relatively high data reliability, then a “+” was included. If there were gaps in the
detail of the data or missing elements, then a “-” was included.
The overall grade for the city is an overallaverage of each category combined. As we
continue to evolve our asset management program and include more condition related
data, a further quantitative evaluation will be included.
CITY OF KITCHENER | STATE OF INFRASTRUCTURE REPORTPAGE | 20
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REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: September 30, 2019
SUBMITTED BY: Jonathan Lautenbach, Chief Financial Officer, 519-741-2200 x 7334
PREPARED BY: Jonathan Lautenbach, Chief Financial Officer, 519-741-2200 x 7334
WARD (S) INVOLVED: All
DATE OF REPORT:September 19, 2019
REPORT NO.: FIN-19-079
SUBJECT: 2020-2029 Long-Term Financial Plan
_________________________________________________________________________________________
RECOMMENDATION:
That Council endorse the 2020-2029 Long-Term Financial Planand provide direction to staff to
incorporate the recommended actions as part ofthe annual businessplanning and budget
process.
BACKGROUND:
The City of Kitchener has developed a strong reputation for being fiscally responsible, placing
the proper level ofimportance on the annual budgetand financial reporting process, to ensure
that value is provided for citizens in the delivery of programs and services. This attention to
financial planning and reporting has served the City welland will always be considered a key
aspect of good financial governance.
As municipalities facenew emerging challenges and trends such as infrastructure deficits,
impacts from climate change, economic uncertainty, legislative pressures, and increased
expectation from residents related to the delivery of service, there is a greater need for a long-
term financial planning approach that goes beyond the annual budgetprocess.A long-term
financial plan helps to achieve this goal,combining strategizing with forecasting, and
identifyingfinancial opportunities and challenges that will beimportant for the City to address
over time. The development of a long-termfinancial plan is considered a best practice and
something that many municipalities have adopted aspart of their regular strategic planning
process.
The development of a Long-Term Financial Plan(LTFP)is listed as a 2019 business plan item
and is work that the City has been looking to advance for a number of years. In March, Council
approved moving forward with the development of the LTFP. Two Council strategic sessions
were since heldto gather feedback related to specific issuesand policies that represent
importantelements of the overall plan.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
3 - 1
The 2020-2029 Long-Term Financial Plan entitled “Our City, Our Plan, Our Future” is attached
for Council’s consideration(See appendix A). The plan is an important strategic documentthat
should serve as a financial roadmapfor the Citymoving forward. Itgivesconsideration to
relevant financial areasfor the City to focus on, with the overall goal ofstrengthening the City’s
overall financial position.
REPORT:
The 2020-2029 Long-Term Financial Plan “Our City, Our Plan, Our Future”includes three
main sections that align with the title of the plan.
The Our City section provides a current overview of Kitchenerand includes important factors
to consider when assessing the City's overall financial condition. It also identifieskey
challengesthat will require new strategies and approachesover time.
Our Planhighlights a new financial framework for the municipality that is built based on three
overarchingguiding principles. Financially the City of Kitchener will be...
9 Strategic Areas of Focus have been identified under these guiding principles; these
represent important areas of consideration to ensure a balanced approach to addressing the
City’s financial needs. Theplan includes 24 recommendedactions under these areas which
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will help move the City forward and includes strategies for future work whichwillbe
implemented over the current term of Council.
Our Futureis the financial forecasting for the Operating, Capital, Reserves, and Enterprises. It
incorporates some of the strategies identified under the recommended actions of the plan and
highlights the three specific issues that Council discussed and provided feedback on earlier in
the year:
Specific Issue 001 – Facilities Infrastructure Funding
Specific Issue 002 – Operating Budget Room
Specific Issue 003 – Investment Income
Appendix 1 of the plan provides background on these items and summarizes the
recommended approach for dealing with theseissues, linking back and referencing the
recommended actions included in the plan.
The forecasting included under this section provides a high-level overview of the City’s
financial future and is intended to align in the short-term with what Council can expect to see
coming forward as part of the annual budget process.
The Long-Term Financial Plan is not intended to be a static document but should be updated
regularly to ensure it aligns with the City’soverall strategies. It is expected that the Long-Term
Financial Plan will be updated everyterm of Council to evaluatehow successful the City has
been in implementing the plan, and alsotoassess potential new recommended actions that
are needed to continue to support the City's financial goals.
Council isbeing asked to endorsethe 2020-2029 Long-Term Financial Plan and to provide
direction to staff to incorporate the recommended actions as part of the annual business
planning and budgeting process.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
Strategic Priority:Effective and Efficient City Services
Strategy:5.4 – Ensure the responsible stewardship of public funds within a supportive policy
framework
Strategic Action: #CS09 – Long Term Financial Plan
FINANCIAL IMPLICATIONS:
3 - 3
The Long-Term Financial Plan includes financial strategies and recommendations aimed at
strengthening the City’s overall financial position.
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, Office of the CAO
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FIN-19-079
2020– 2029
Long-Term Financial Plan
Appendix A
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REPORT TO:Finance and Corporate Services Committee
DATE OF MEETING:September 30, 2019
SUBMITTED BY:Greg St. Louis,Director of Utilities, 519-741-2600 ext. 4538
PREPARED BY:Greg St. Louis, Director of Utilities, 519-741-2600 ext. 4538
WARD(S) INVOLVED:All
DATE OF REPORT:September 19, 2019
REPORT NO.:INS-19-015
SUBJECT:NATURAL GASRATES
___________________________________________________________________________
RECOMMENDATION:
That Kitchener Utilities’ natural gas rates be approvedas proposed in report INS-
19-015 - Appendix A, for all Kitchener delivery customers effective November 1,
2019.
BACKGROUND:
Kitchener Utilities provides safe, reliable and economical natural gas. A balanced
approach to mitigate rate risks and provide rate stability for the gas supply program is
followed. Kitchener Utilities natural gas rates have twocomponents: gas supply,andgas
delivery.The gas supply program is responsible for the purchase of the gas commodity
and transportation of natural gas to Kitchener andis a pass through costprogram. The
delivery program is responsible for delivery of natural gas to customers. This includes
billing, meter reading, capital, maintenance and operating costs of the distribution system.
The following are key highlights of this natural gas ratechange report:
Kitchener Utilities is able to keep the natural gas supply rate stable at the
current rate for system gas customers;
The delivery components of the proposed natural gas rates will bechanged as
proposed in Appendix A;
An average residential customer will see an overall rate increase of less than
stst
1%,for the period November 1, 2019 to October 31, 2020.
REPORT:
Kitchener Utilities’ natural gas rates are set annually.
Gas Supply:
The gas supply rates are impacted by natural gas supply, demand, and the weather.The
purchase price of gas was forecastedto increase in 2019. Based on this, the gas supply
rate wasprojectedto increase to 14.5 cents per cubic metreduring the 2019 budget
process.However, production of naturalgas in North America rose above expectations
lowering the cost to purchasegas. As a result, staff were able to secure natural gas at a
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
4 - 1
lower priceand the natural gas supply rate is being held constant at the current rate of
13.5cents per cubic metreinto 2020.
Gas Delivery:
The gas delivery rate has remained unchanged since November 2017 for all customer
delivery rate groups. There is a requirement to raise the delivery rate toaddress
inflationary impacts and additional capital requirementsfor gas pipeline replacement.
There are two components to the delivery charges: a daily fixed charge, and a variable
rate. There are four Delivery Rate Groups: M1, M2, M4 and M5. These rates service
customers of different volumetric requirements.The delivery components of the proposed
natural gas rates are shown in Appendix A.As illustrated in Appendix A, the fixed rate per
day remains unchanged and the net M1 rate is proposed to change from 20.3371cents
33
per mto 20.5871cents per m, representing less thana1% netimpact to customers in
the M1 Rate Group.
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.
FINANCIAL IMPLICATIONS:
For an average system gas residential customer consuming 2,100 cubic meters annually,
theproposed natural gas rates result in an increase tothe overall annual bill by $5.25for
the period November 1, 2019 to October 31, 2020.
COMMUNITY ENGAGEMENT:
Kitchener Utilities will work with the Corporate Communicationsand MarketingDivision
to ensure that media outlets are provided with a press release to inform customers. An
insert is being prepared to be distributed with utility bills in Novemberand information will
be posted ontheKitchener Utilities’ and City website. An on-bill message will also appear
on Novembernatural gas bills.
INFORM – This report has been posted to the City’s website with the agenda in advance
of the councilmeeting.
ACKNOWLEDGED BY: Denise McGoldrick,General Manager,
Infrastructure Services
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APPENDIX A
CORPORATION OF THE CITY OF KITCHENER
NATURAL GAS
GENERAL SERVICE RATEM1
Applicability
To residential and non-contract commercial and industrial customersthat consume less than 50,000 m³ per year.
Rate
Daily Fixed Charge $ .7300
And
VARIABLE DELIVERY
SUPPLY COMMODITY NET RATE
RATE
333
¢/m¢/m¢/m
13.50007.087120.5871
Meter Readings
Gas consumption by each customer under this rate schedule shall be determined by periodic meter readings, provided that in
circumstances beyond the control of the Corporation, such as strikes or non-access to a meter,The Corporation may estimate
the monthly consumption between the meter readings and render a monthly bill to the customer.
Effective
November1, 2019
Policy Relating to Terms of Service
1)Gas purchased under this rate schedule shall not be resold, directly or indirectly by the customer, unless resold as “motor
vehicle fuel gas”, as that term is defined in Ontario Regulation 805/82.
2)Customers who temporarily discontinue service during any twelve consecutive months without payment of the monthly
fixed charge for the months in which the gas is temporarily disconnected shall pay for disconnection and reconnection.
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CORPORATION OF THE CITY OF KITCHENER
NATURAL GAS
GENERAL SERVICE RATE – M2
Applicability
To residential and non-contract commercial and industrial customers that consume 50,000 m³ and more per year.
Rate
Daily Fixed Charge $2.3000
And
SUPPLY COMMODITY VARIABLE DELIVERY NET RATE
RATE
333
¢/m¢/m¢/m
13.50006.437319.9373
Meter Readings
Gas consumption by each customer under this rate schedule shall be determined by periodic meter readings, provided that in
circumstances beyond the control of the Corporation, such as strikes or non-access to a meter,The Corporation may estimate
the monthly consumption between the meter readings and render a monthly bill to the customer.
Effective
November1, 2019
Policy Relating to Terms of Service
2)Gas purchased under this rate schedule shall not be resold, directly or indirectly by the customer, unless resold as “motor
vehicle fuel gas”, as that term is defined in Ontario Regulation 805/82.
3)Customers who temporarily discontinue service during any twelve consecutive months without payment of the monthly
fixed charge for the months in which the gas is temporarily disconnected shall pay for disconnection and reconnection.
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CORPORATION OF THE CITY OF KITCHENER
NATURAL GAS
FIRM INDUSTRIAL AND COMMERCIAL CONTRACT RATE – M4
Applicability
To a customer who enters into a contract for a minimum term of one year, that specifies a daily contracted demand (CD)as follows:
33
Between 2,400 m
and 140,870 m.
Rate
1.Bills will be rendered monthly and shall be the total of:
i)AFixed Demand Charge:
33
First8,450 mof the daily contracted demand,52.9000¢/m
33
Next19,700 mof the daily contracted demand,19.8000¢/m
333
All mover28,150mof the daily contracted demand,16.8000¢/m
ii)A Variable Delivery Charge(incl. storage):
3
First 422,250 m3 delivered per month1.4000 ¢/m
3
Next volume equal to 15 days use of CD1.4000 ¢/m
3
Remainderof volumes delivered in the month1.4000 ¢/m
iii)A Monthly Gas Supply Charge:
3
Supply Commodity 13.5000¢/m
2.Over-run Charge
Authorized overrun gas is available provided that it is authorized by the Corporation in advance.The Corporation will not
unreasonably withhold authorization.Overrun means gas taken on any day in excess of 103% of contracted daily demand.
3
Authorized overrun will be available April 1 through October 31, and will be paid for at the rate of 3.5745¢/mfor the delivery
3
and, if applicable, totalgas supply rate of 13.5¢/m.
3
Unauthorized overrun in any month shall be paid for at the rate of 6.4373¢/mfor the delivery and total gas supply charge for
3
system-suppliedvolumes at the rate of 13.5¢/m.
3.Minimum Annual Charge
In each contract year, the customer shall purchase from the Corporation or pay for a minimum volume of gas equivalent to
150 days use of contracted demand.Overrun gas volumes will not contribute to the minimum volume.In the event that the
customer shall not take such minimum volume, the customer shall pay an amount equal to the deficiency from the minimum
33
volume times a rate of 1.833¢/m, and if applicable, a total gas supply charge of 13.5¢/m.
In the event that the contract period exceeds one year, the annual minimum volume will be pro-rated for any part year.
Effective
November1, 2019
Policy Relating to Terms of Service
Gas purchased under this rate shall not be resold, directly or indirectly by the customer.
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CORPORATION OF THE CITY OF KITCHENER
NATURAL GAS
INTERRUPTIBLE INDUSTRIAL AND COMMERCIAL CONTRACT RATE – M5
Applicability
To a Customer who:
3
A)Enters into a contract for a minimum term of one year that specifies a daily contracted demand between 2,400 mand 140,870
3
minclusive and,
B)Has an alternate fuel supply and combustion system available.
Rate
1.The price of all gas delivered shall be determined on the basisof the following schedules:
i)Monthly Fixed Charge$620.00
a.and
ii)Delivery Charge (incl. storage):
Daily Contracted Demand Level (CD)
333
2,400 m<CD <17,000 m3.0539¢/m
333
17,000 m<CD <30,000 m2.7611¢/m
333
30,000 m<CD <50,000 m2.6859¢/m
333
50,000 m<CD <70,000 m2.6332¢/m
333
70,000 m<CD<100,000 m2.5955¢/m
333
100,000 m<CD <140,870 m2.5584¢/m
iii)A Monthly Gas Supply Charge:
3
Supply Commodity 13.50000¢/m
2.Over-run Charge
Authorized overrun gas is available provided that it is authorized by the Corporation in advance.The Corporation will not
unreasonably withhold authorization.Overrun means gas taken on any day in excess of 105% of contracted daily demand.
3
Authorized overrun will beavailable April 1 through October 31, and will be paid for at the rate of 3.5745¢/mfor the delivery
3
and, if applicable, totalgas supply rate of 13.5¢/m.
3
Unauthorized overrun in any month shall be paid for at the rate of 6.4373¢/mfor the delivery and total gas supply charge for
3
system-suppliedvolumes at the rate of 13.5¢/m.
Unauthorized Overrun Non-Compliance Rate:
Unauthorized overrun gas taken any month during a period when a notice of interruption is in effect shall be paid for at the
rate of 233.8800 ¢/ m³ ($60 per GJ) forthe delivery.
3.Minimum Annual Charge
In each contract year, the customer shall purchasefrom the Corporation or pay for a minimum volume of gas equivalent to
3
150 days use of contracted demand which will not be less than 350,000 mper annum.Overrun volumes will not contribute
to the minimum volume.In the event that the customer shall not take such minimum volume, the customer shall pay an amount
3
equal to the deficiency from the minimum volume multiplied by1.833¢/mfor the delivery charge and if applicable, a gas
3
supply charge of 13.5¢/m).
Effective
November1, 2019
Policy Relating to Terms of Reference
Gas purchased under this rate shall not be resold, directly or indirectly by the customer.
4 - 6
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING:September 30, 2019
SUBMITTED BY: Ryan Hagey, Director of Financial Planning, 519-741-2200 ext. 7353
PREPARED BY: Ryan Hagey, Director of Financial Planning, 519-741-2200 ext. 7353
WARD (S) INVOLVED:N/A
DATE OF REPORT:September 18, 2019
REPORT NO.:FIN-19-080
SUBJECT:Community, Culture & Recreation GrantApplication
__________________________________________________________________________________________
RECOMMENDATION:
That the following project application be approved for submission by the City of Kitchener
to the Community, Culture & Recreation Funding Stream of the Investing in Canada
Infrastructure Program:
1.Aquatic Centre (RBJ Schlegel Park); and
That the following project applications be endorsed for submission by partner
organizations to the Community, Culture & Recreation Funding Stream of the Investing
in Canada Infrastructure Program:
1.Centre in the Square Washroom & Theatre Seating Replacementand Accessibility
Improvements
2.THEMUSEUM Rehabilitation and Accessibility Renovations; and further
That the Chief Financial Officer and General Manager of Infrastructure Services be
delegated authority to sign any relevant documentation and/or agreementspertaining to
the project applications to the Investing in Canada Infrastructure Program, subject to the
satisfaction of the City Solicitor.
B
ACKGROUND:
At the 2019 AMO Conference in August, Premier Ford announced the opening of the
Community Culture & Recreation (CC&R) stream of the federal Investing in Canada
Infrastructure Program. The CC&R is an application based grant program, which allows
municipalities to apply for as many projects as they wish under the two categories:
Multi-Purpose (new builds,expansions, large scale renovations), max $50M/project
Rehabilitation & Renovation (smaller rehabs & renos, accessibility), max $5M/project
Funding for the CC&R comes from all three levels of government as noted in the table below.
Percentage
Federal Contribution40.00%
Provincial Contribution33.33%
Municipal Contribution26.67%
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
5 - 1
The CC&R is focused on capital projects that improve access to and/or increase the quality of
cultural, recreational, and/or community infrastructure. This includes items such as:
Recreation facilities (e.g., hockey arenas, multipurpose recreation centres, playing
fields)
Cultural facilities (e.g., theatres, libraries, museums, cultural centres, civic squares,
performing arts centres)
Community centres / hubs (e.g., multi-purpose spaces that bring together a variety of
different services, community centres including recreation facilities)
Education and health facilities advancing Truth and Reconciliation Commission Calls to
Action (e.g., funding for new and/or existing Indigenous healing centres, spaces in
education facilities for traditional teaching/programming)
rdth
This round of the CC&R openedon September 3and will remain open until November 12,
with another intake round planned for 2021.While the intake for this round concludes in
November, both the Premier and the Minister of Municipal Affairs and Housing indicated the
Province was keen to start reviewing and recommending applications to the Federal
government in September. Given these statements, and the fact the CC&R is a competitive
application process, staff believe there is urgency for the City to apply to the CC&R as soon as
possible instead of waiting until the end of the intake process.
REPORT:
The Recreation & Leisure Steering Committee (RLSC), a cross-functional staff team including
representatives from Neighbourhood Programs & Services, Parks & Cemeteries,Sport,
Facilities Management, Asset Management, Economic Development, Legal, Financial
Planning and Communications met in early September to consider the eligibility requirements
of the CC&R and develop a list of potential projects. In total, five City projects and two partner
projects were identified for submission to the CC&R. The list in order of priority is summarized
in the table below, and additional information about each of the seven projects is included as
an appendix to this report.
Prioritized List of CC&R Potential Projects
CostProject
Project Name
(2019 $s)Type
1Aquatic Centre (RBJ Schlegel Park)$22,000,000Growth
2Indoor Turf Field (RBJ Schlegel Park)$13,000,000Growth
Trails Infrastructure & Accessibility Enhancements &
3 $9,800,000Growth & Rehab
Improvements
4aCentre In The Square Washroom Replacement$3,000,000Partner
Centre in the SquareTheatre Seating Replacement
4b$1,350,000Partner
and Accessibility Improvements
5Mill Courtland Community Centre Addition$4,340,000Growth
Breithaupt Recreation Centre Rehabilitation &
6 $3,600,000Rehab
Upgrades
THEMUSEUM Rehabilitation and Accessibility
7 $880,000Partner
Renovations
5 - 2
Potential projects includethree types of projects:
a)Growthprojects focused on new facilities
b)Rehabilitationprojects focused on improving existing facilities
c) Partnerprojects focused on arts & culture facilities operated by another organization
After review and deliberation, the The Corporate Leadership Team chose to recommend the
top priority City project and endorse the two possible submissions from partner organizations.
The rationale for the recommended projects includes:
The aquatic centreis the #1 growth-related indoor recreation priority from the Leisure
Facilities Masterplan which was approved earlier this year by Council
o Growth-related projects were considered for the CC&R given the uncertainty
around the ability to fully fund recreation projects under new Community Benefit
Charge legislation (as opposed to development charges). Other municipalities
within the region (e.g. Wilmot and Woolwich) have leveraged grant funding to
build growth related recreation facilities, even under the more certain funding
framework of development charges.
Recreation facilities in the south end have been an identified priority dating back tothe
1991 ParksMasterplan.Securing grant funding for one of these projectswould provide
an opportunity to accelerate the completion of all these highly sought after facilities.
Joint applications (i.e. with partner organizationssuch as Centre in the Square and
THEMUSEUM) will be given additional consideration according to the Provincial
technical criteria.
In addition, the rationale to submit only one project from the City included:
The total per capita grant allocation for Kitchener (including federal, provincial, and local
contributions) is approximately $15,000,000. This would include all local applications
for the City as well as any other qualifying organizations in Kitchener.Including more
options from the City might dilute the City’s chance of securing funding for a larger
dollar project.
In the past when the City has submitted multiple projects for competitive funding
intakes, it has been awarded low priority projects with smaller overall costs.
Other projects could be included in the 2021 intake for the CC&R
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.
FINANCIAL IMPLICATIONS:
If successful in its application for the Aquatic Centre (RBJ Schlegel Park), the City would benefit
from more than $16M of grant funding from the federal/provincial governments, as shown in the
table below.This funding capacity could then be reallocated to advance other growth-related
recreation facilities through future budget deliberations.
5 - 3
Funding Allocationsfor Aquatic Centre (RBJ Schlegel Park)
Funding Partner% Share$ Share
Federal/Provincial73.33%$16,130,000
Local26.67%$5,870,000
Total100.00%$22,000,000
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: Jonathan Lautenbach, Chief Financial Officer,Financial Services
Department
5 - 4
Community, Culture & Recreation Grant Application
Project Summaries
Project Name Aquatic Centre (RBJ Schlegel Park)
Total Cost $22,000,000 (local share = $5,870,000)
Project Timing 2021-2025
Project The City of Kitchener Strategic Plan outlines the City’s commitment to
Description encourage participation in existing recreation facilities and move forward with
new recreation opportunities in underserved areas of the City. All City-owned
pools are currently operating at more than 90% capacity based on recent
findings of the 2019 Leisure Facilities Master Plan (LFMP). Further, some pools
are operating at up to 107% capacity by extending operating hours and
adjusting program schedules. Based on Kitchener’s anticipated population
growth and the capacity of existing aquatic facilities, Kitchener will not be able
to meet the future demand for aquatic recreation activities without the
construction of a new pool.
In a recent public survey (2018), swimming and water sports were identified as
the most popular recreation programs among residents. Further, residents
ranked a new aquatic centre as the #1 indoor recreation priority for the City of
Kitchener. In addition, City Council identified a new aquatic centre at RBJ
Schlegel park as the #1indoor recreation facility priority through the 2019
LFMP, which aligns with the recommendation for advancing a pool dating back
to the 2005 LFMP.
While the new aquatic centre is still subject to a comprehensive public
engagement process and detailed need assessment (scheduled to begin in
2021), it is anticipated the centre will include: an eight-lane 25-metre pool
with moveable floor, ramp access, diving boards, universal change rooms,
bleacher seating and on-deck viewing, warm leisure pool with water features,
multi-purpose rooms and social space, public washrooms, offices, storage and
food and beverage service.
The estimated cost of the planning phase, which includes the business case
(which will include community engagement and needs assessment), site plan
and preliminary design is approximately $684,000. Construction and
commissioning is planned for 2024-2025 with an estimated cost of
$21,000,000. The construction cost estimate is based on industry best
practices and recent aquatic centre construction projects completed by other
Ontario municipalities.
Operating Impact The costs of operating an aquatic centres can vary significantly depending on
the amenities, services and programming offered out of the facility.
Breithaupt Centre was used as the benchmark to forecast the operating
impacts of the new aquatic centre at RBJ Schlegel Park.
5 - 5
Community, Culture & Recreation Grant Application
Project Summaries
Expenses (2018 dollars)
Facility Maintenance (wages, utilities supplies) $689,000
Sport (wages, equipment, supplies) $1,325,000
Parks (parking lot and outdoor maintenance) $35,000
Total $2,049,000
Revenue (2018 dollars)
User fees, programs, camps, room rentals, etc. $912,000
It is important to note that Kitchener’s Corporate Climate Action Plan clearly
outlines the City’s goal of reducing greenhouse gas emissions by 8% by 2026.
To achieve this goal, the new aquatic centrewill be constructed as a net-zero
facility. A net-zero facility will improve functionality and services and help
reduce overall operating costs.
Project Name Indoor Turf Field (RBJ Schlegel Park)
Total Cost $13,000,000 (local share = $3,470,000)
Project Timing 2023-2027
Project The City of Kitchener made a public commitment to construct an indoor turf
Description field at RBJ Schlegel Park in both the 2013 and 2019 Leisure Facilities Master
Plans. The demand for an indoor turf facility continues to rise, which was
confirmed through the 2019 Leisure Facilities Master Plan process.
Budd Park, Kitchener’s only indoor turf facility, is currently operating at
maximum capacity on the weekends with limited available space on
weeknights. Further, in a 2018 public survey residents ranked a turf facility as
the 3rd most important indoor recreation priority and Council also ranked it
#3. A new indoor turf facility will be part of the Budd Park Replacement
Strategy, as well as address the increasing demandfor field sports.
While the indoor turf facility is still subject to a comprehensive public
engagement process and detailed needs assessment (scheduled to begin in
2023), it is anticipate the facility will include: an indoor field house with grass
like turf (to be divided to into three smaller fields) storage, washrooms and
dressing rooms, office space for sport organizations and ancillary meeting
rooms.
The estimated cost of the planning phase, which includes the business case
(which will include community engagement and a needs assessment), site plan
and preliminary design is approximately $511,000. Construction costs are
estimated at $12,500,000 spread over two years (2026 and 2027).
5 - 6
Community, Culture & Recreation Grant Application
Project Summaries
Operating Impact The costs of operating indoor recreation facilities can vary depending on the
amenities, services and programming offered out of the facility. Budd Park was
used as the benchmark to estimate the operating impacts of the new indoor
turf facility. The new indoor turf facility will operate year round and is
expected to return a higher revenue than Budd Park, which only operates
three out of four seasons a year.
Expenses (2018 dollars)
Facility Maintenance (wages, utilities, supplies) $300,640
Sport (wages, equipment, supplies) $194,000
Parks (parking lot and outdoor maintenance) N/A – accounted for in aquatic
centre operating costs
Total Expenses$494,640
Revenue (2018 dollars)
User fees, programs, camps$275,000
It is important to note that Kitchener’s Corporate Climate Action Plan clearly
outlines the City’s goal of reducing greenhouse gas emissions by 8% by 2026.
To achieve this goal, the indoor turf field at RBJ Schlegel Park will be
constructed as a net-zero facility. A net-zero facility will improve functionality
and services and help reduce overall operating costs
Project Name Trails Infrastructure & Accessibility Enhancements & Improvements
Total Cost $9,800,000 (local share = $2,610,000)
Project Timing Starting in 2021 (or earlier as funding allows) to 2027
Project Aligned with the current City of Kitchener Strategic Plan, the City has
Description committed to an enhanced network of trails that connect communities across
Kitchener. This is also an emerging outcome of the evolving Cycling and Trails
Master Plan. The City has an extensive network of trails;
MUT (M ulti-u se t rails; surfaced, not associated with roads, largely
winter maintained);
Major (trails, often available to a range of users, generally gravel or
granular in nature, and not winter maintained) and;
Minor (established trails often serving a recreational (primary) purpose
and frequently not accessible to all users)
That link with the b MUT (B oulevard or trails designed for multiple users that
are aligned along City and Regional roads) network.
This network has evolved with the development of parks, greenspaces and
corridors that connect within and between communities and adds significant
value, oftendelivering safe and comfortable trails that support daily
5 - 7
Community, Culture & Recreation Grant Application
Project Summaries
recreational and active transportation purposes. The need to build and
enhance this network has been demonstrated through:
The high priority placed on trails supporting leisure activities through
the 2019 LFMP (Leisure Facilities Master Plan)
The focus on trails embedded within the People Friendly
Transportation element of the 2019 Strategic Plan and,
The emerging themes of the Cycling and Trails Master Plan
By focusing on rehabilitation, improvement and development of trails aligned
with these needs willprovide an accessible (to all modes of use, through all
seasons) network.
Further, in 2019, comprehensive work has been completed to review and
implement signage, brand and wayfinding best practices within our parks and
trail systems. Establishing consistent signage and wayfinding standards has
highlighted the need to enhance accessibility of our trails. This will be achieved
by upgrades to signage and wayfinding, implementing the best practices being
developed across the City’s existing network, focusing on targeted accessibility
improvements to enhance accessibility to all users to the network, and
innovative ways of improving wayfinding through tactile surfacing and digital
technologies. This will be delivered in collaboration with GRAAC (Grand River
Accessibility Advisory Committee) among others to meet and exceed the
requirements of the AODA (Accessibility for Ontarians with Disabilities Act) and
ensure a trail system that is welcome to all users.
While a detailed project plan will be developed, it is envisaged that the
following elements will make up part of the plan:
Comprehensive re-signing, way finding and branding of the City’s major
trails to align them with the work being completed to the Iron Horse
Trail including the Walter Bean, Spurline and Dom Cardillo Trails
Surface upgrades to sections of these trails as needed, and a phased
and planned approach to targeted surface improvements to existing
priority trails that support active transportation and recreation within
and between communities
Developing and implementing a program of tactile surface wayfinding
on trails to ensure accessibility to those with visual impairments,
including the development of a consistent level of braille signage to
accompany existing trail signs.
Implementing the phased delivery of on trail ‘painted’ wayfinding
aligned with other regional municipal partners – painting centre lines
and use recommendations on new and existing multi use trails
5 - 8
Community, Culture & Recreation Grant Application
Project Summaries
Working with the Innovation Lab to develop data based tools that
provide for a better accessibility experience to trail information,
developing ‘talking maps’, accessibility data layers to inform users of
trail characteristics and considering the use of integrated mobile
technology to our signage and wayfinding platform.
Operating Impact The focus of this work will be twofold:
1.Addressing existing infrastructure needs – upgrade to existing trails,
addressing specific problem areas on existing trails, adding signage and
wayfinding elements to existing trails. As work is focused on an existing
asset, operating impacts will be kept to a minimum.
2.Continuing to build a high quality trail system that supports multi-
modal off road use supporting both recreational and active
transportation outcomes and ensuring that enhanced trail systems
support high quality wayfinding and signage, and embed innovative
accessibility supports ensure access for all across as much of our trail
network as possible is supported.
There are operating costs associated with any areas of new trail that would be
developed and, depending on desired service levels,if trails are enhanced and
then added to a year round maintenance cycle (including winter maintenance)
there will be an impact to both equipment needs and operations. These
impacts have not been quantified, but would be driven by a number of
ongoing projects, specifically the winter sidewalk work and Cycling and Trails
Master Plan. As such, increased operating costs will be driven by service levels
to be established and approved by Council, not specifically the elements being
identified within this grant request.
5 - 9
Community, Culture & Recreation Grant Application
Project Summaries
Project Name Centre In The Square Washroom Replacement
Total Cost $3,000,000 (local share = $800,000)
Project Timing 2020, 2021, 2022
Project A Building Condition Assessment and an Accessibility Audit have identified that
Description public and back of house washrooms require refurbishment and accessibility
upgrades. All washrooms are in poor condition, with finishes well past end of
life and require significant upgrades to improve accessibility and to meet
AODA (Accessibility for Ontarians with Disabilities Act, 2005) compliance. In
addition, new washroom space must be constructed to maintain current
fixture count. A subsequent Washroom Refurbishment study also found that
ventilation was inadequate, with current exhaust rates well below minimum
Ontario Building Code (OBC) requirements, and even further below best
practice for this application. As a result, significant HVAC improvements will
have to be made.
The total estimated cost for this project is $3,000,000 and is planned to occur
in 3 phases- Design (2020), Phase 1 Construction (2021), Phase 2 Construction
(2022). The schedule aligns with a stated purpose of the AODA Act -
“developing, implementing and enforcing accessibility standards in order to
achieve accessibility for Ontarians with disabilities with respect to goods,
services, facilities, accommodation, employment, buildings, structures and
premises on or before January 1, 2025”.
Operating Impact The washroom refurbishment will greatly improve the audience experience
and improve traffic flow and accessibility to the washrooms. Reducing the wait
time to the washrooms during performance intermissions improves bar
revenue.
There will be a reduction in the annual maintenance costs of the washrooms.
New plumbing fixtures will result in less water use and a reduction of utility
costs. The washrooms will be easier to clean and airflow and odor issues will
be resolved.
The overall impact to the operating budget will be neutral or perhaps offer a
small savings.
5 - 10
Community, Culture & Recreation Grant Application
Project Summaries
Project Name Centre in the Square Theatre Seating Replacement and Accessibility
Improvements
Total Cost $1,350,000 (local share = $360,000)
Project Timing 2022, 2023
Project This project includes the replacement of 1,881 fixed theatre seats installed in
Description 1998 that are beyond the end of their life cycle. It includes the reconfiguration
of some seating to allow for additional accessible seating in locations that
permit access directly from the ground floor of the main lobby.
In addition, the project will include the replacement of four seating wagons
located on the two orchestra pit lifts used to remove and store theatre seats
located on the orchestra pit. These wagons are original to the building installed
in 1980.
Operating Impact The replacement of the seating will provide an increase in available accessible
seating, provide direct access to the accessible seating from the main lobby
and improve the audience experience. This project is part of the modernization
of this 40-year-old facility with the goal to achieve accessibility for Ontarians
with disabilities in the facility as stated in the AODA act.
It will reduce the annual maintenance cost of the seating by approximately
$10,000 annually in the first 5 years. This includes approximately 15 days of
labour.
Project Name Mill Courtland Community Centre Addition
Total Cost $4,340,000 (local share = $1,160,000)
Project Timing 2020 - 2023
Project The Mill Courtland Community Centre is scheduled for an expansion to meet
Description programming needs of the area. The project will include an expansion of
programming spaces (eg. program rooms, foyer and offices) as well as
appropriate renovations to the existing facility to optimize space use and flow.
Exact details of the addition requirements to be determined in the needs
assessment, scheduled for 2020.
Needs assessment completed in 2020. Design in 2021. Construction 2022-23.
Operating Impact Mill Courtland currently uses a staffing model associated with our small
community centres. It is anticipated that the expansion will increase
programming to where it will be necessary to increase staffing to the model of
our mid-sized community centres adding $45,000 for Neighbourhood
Programs & Services administration staff and $35,000 for Facilities
Management costs including custodial, security, utilities, and maintenance.
5 - 11
Community, Culture & Recreation Grant Application
Project Summaries
Project Name Breithaupt Recreation Centre Rehabilitation & Upgrades
Total Cost $3,600,000 (local share = $960,000)
Project Timing 2020 - 2027
Project Breithaupt Recreation Centre (BRC)is one of the oldest multi-use facilities in
Description our portfolio and includes aquatics facilities and community program areas. As
facilities age, investments to rehabilitate and refurbish building components
and to address accessibility is necessary. The 2019 Leisure Facilities Master
Plan, which was unanimously endorsed by City Council, outlines several
recommendations to invest and maintain existing recreation facilities. Based
on a Building Condition Assessment in 2018, a multi-year refurbishment
program is proposed:
Component Description Estimate
A-Substructure Foundation wall; slab on grade
$15,000
repairs
B - EnvelopeRoofing replacements; soffits; wall
cladding; windows; skylights; exterior $520,000
doors etc.
C- Interiors Interior partition walls; interior
specialties; ceilings; wall coverings; $350,000
acoustical tiles; flooring etc.
D – Services Elevators; plumbing; electrical and
HVAC systems; fire suppression
$1,950,000
system; generator; voice & data
network etc.
E – Equipment & Furnishings; athletic & recreational
Furnishings equipment; waste handling units;
$85,000
cash registers /POS; fixed & mobile
seating
F – Special Pool components and equipment
$225,000
Construction
G -Sitework Asphalt Pavement; sidewalks;
$500,000
landscaping; signage etc.
TOTAL $3,645,000
Operating Impact This does not include an expanded footprint for BRC, so there should be
minimal impacts to operating costs for staffing. With upgraded, energy
efficient systems, a savings on utilities could be realized.
5 - 12
Community, Culture & Recreation Grant Application
Project Summaries
Project Name THEMUSEUM Rehabilitation and Accessibility Renovations
Total Cost $880,000(local share = $230,000)
Project Timing 2021-2027
Project Collaboratively, THEMUSEUM and City staff identify priorities for capital
Description projects that maintain this City-owned facility and support the programming
requirements of THEMUSEUM. The following list represents projects that
would replace end of life components and improve accessibility and visitor
experiences:
-Washroom upgrades on all five floors to meet accessibility standards.
This includes replacing all fixtures; install automatic flushes and
fixtures; and replace counter tops. This includes men’s, women’s and
family facilities. ($200,000)
-Roof replacement ($520,000)
-Skylight repairs, including automated round cover system ($100,000)
-Replacing the white board sliding doors in our classrooms for improved
accessible learning. ($30,000)
rdth
-Refinishing the 3and 4 floor exhibition space floors. ($8,000)
-Repair and replace wall sections and tile drop ceiling near rear entrance
($10,000)
-Automatic light systems in all rooms in basement, fourth floor offices
and electrical rooms. Dimmers for lights in the Atrium ($10,000)
-Replace weather stripping exterior doors ($2,000)
Operating Impact Receiving this grant would have a significant impact on accessibility and
cultural experiences at THEMUSEUM. These renovation and maintenance
items have identified in the City’s facility maintenance plan for the facility.
THEMUSEUM will also benefit from the inclusion of projects that will improve
accessibility and functionality.
A more enjoyable and accessible cultural experience for our visitors will
increase the positive visibility of THEMUSEUM in the City of Kitchener and will
increase earned revenue from visitors and facility rentals.
These renovations will not result in new immediate staff, and will positively
impact utility budgets by continuing to make the building more energy
efficient and by helping to conserve water and energy. It will also improve the
facility overall, making major initial improvements for the future of
THEMUSEUM.
5 - 13
REPORT 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.
IF1 - 1
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.
IF1 - 2
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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