HomeMy WebLinkAboutCAO-19-013 - 2020 Business Plan Project ListREPORT TO: Community & Infrastructure Services Committee
DATE OF MEETING: December 9, 2019
SUBMITTED BY: Kathryn Dever, Director, Strategy & Corporate Performance,
(519) 741-2200 ext. 7370
PREPARED BY: Karen Cooper, Manager, Strategic and Business Planning, (519) 741-
2200 ext. 7817
WARD (S) INVOLVED: All Ward(s)
DATE OF REPORT:November 27, 2019
REPORT NO.: CAO-19-013
SUBJECT: 2020Business Plan Project List
___________________________________________________________________________
RECOMMENDATION: That the City of Kitchener 2020Business Plan Project Listoutlined
inAppendix A to report CAO-19-013be approved,subject to budget deliberations.
BACKGROUND:
In June of 2019, Council approved the 2019-2022 Strategic Plan which sets out five clear
goals that emerged from extensive community engagement, and 25 action statements to
ensure that staff focus on the priorities that matter most to Kitchener residents.
The annual business plan identifiesfor Council and the community the actions that the City is
undertaking to implement the strategic plan and departmental core service work. Business
plan projects are proposed for Council review each year, and thestatus of these projects is
reported to Council three times annually. The intention of sharing this information regularly with
Council and the public is to demonstrate full transparency and accountability for this work.
This report provides Council with the list of recommended 2020 business plan projects for their
input and direction.
REPORT:
Completion ratesof projects in the business plans has varied over the years and significantly
more projects were put forward than could be successfully delivered.Staff foundthat projects
could be categorized into twobroad categories as follows:
Strategic items: These projects are directly connected to the strategic goals and
objectives that were informed by Compass Kitchener’s Community Priorities, the
Environics survey and community engagement results. These projects will most directly
aid the City in achieving the strategic goals laid out in the 2019-2022Strategic Plan.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
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Business Plan items:These projects may be smaller scale actions that support a larger
purpose or initiative of the strategic plan. They are typically items with high visibility and/or
budget impact that are transformational (i.e. not considered a core service), often with
substantial public/political interest.
With these considerationsin mind, staff developed the proposed 2020Business Plan Project
List with the goal to achieve higher completion rates and deliver more projects that have a
strategic focus. The project list is included as AppendixA to this report, which outlines the
following:
All of the25 Strategic items(the Strategic Plan action statements) and timing in which
they will be undertaken and deliveredbetween 2020 and 2022. 3 items havealready
been delivered in 2019. A number of action statements containseveral distinct projects.
23 Business Plan itemsincluding 16 newand 7 continuing itemsand the timeframe in
which they will completed.
Next Steps
Subject to Council approval of the proposed business plan projects outlined in Appendix A,
including any adjustments that may result from budget decisions, the list will be incorporated into
the City of Kitchener 2020Business Plan document, along with updated core service and
departmental profiles.The final 2020Business Plan will be published and posted on the city’s
website in January 2020.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city’s strategic vision to build
aninnovative, caring and vibrant Kitchener.
FINANCIAL IMPLICATIONS:
The business plan and the budget are developed in parallel through an iterative process of
review and revision that keeps the allocation of resources in sync with the planned work of the
organizationas outlined in the strategic plan.Resources to complete the work identified in
Appendix A, Recommended2020Business Plan Project List, are currently provided in the
proposed 2020 budgetas outlined in reports FIN-19-085and FIN-19-086.
COMMUNITY ENGAGEMENT:
COLLABORATE – Every term, CompassKitchener conducts public engagement to identify
community priorities that inform the development of the strategic plan. They also evaluate the
City's progress on implementingthestrategic plan. The business plan now serves as a vehicle
for Compass Kitchener and the community to better understand the level of progress made in
the implementation of the strategic plan.
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CONSULT – The community was consulted on developing priorities forthe 2019-2022Strategic
Planthrough community events, statistically anddemographically relevant surveys, email and
social media.
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:Recommended2020Business Plan Project List
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Appendix A: Recommended 2020Business Plan Project List
Strategic Items
1.People-Friendly Transportation
Transform how people move through the city by making the transportation network safe, convenient,
comfortable and connected.
Strategic Plan Action Statement Project Timelineto
Completion
1.1 Develop a set of Complete Streets Complete Streets Completed
(safe and comfortable) guidelines and Work completed in 2019. in 2019
an associated evaluation scorecard by
2020 to apply to roadway construction
projects.
1.2 Encourage and incentivize Bikeshare Program 2020-2021
alternative modes of transportation by Implement a bikeshare service in which bicycles are made
developing and subsidizing a bikeshare available for shared use to the public in an effort to address
program by 2021. the “last mile,” following a feasibility study to determine the
most appropriate system.
1.3 Install a continuous and protected Protected Cycling Networkin the Downtown 2020-2022
cycling network that connects adjacent Install a continuous and protected cycling network that
neighbourhoods to the downtown by connects adjacent neighbourhoods to the downtown by
2022.2022.
1.4 Improve connectivity and year-Cycling and Trails Master Plan Update 2020
round maintenance to multi-use trails Updatethe 2010 Cycling Master Plan and the 2012 Multi-
and pathways as prioritized through Use Trails and Pathways Master Plan to include on-road
the Cycling and Trails Master Plan with cycling facilities, as well as off-road trails infrastructure, in
an initial target of providing year-one comprehensive plan that also addresses education and
round access to a minimum of an wayfinding.
additional 3 km of existing trails by
2022.
Connectivity and Year-Round Maintenance of Multi-Use 2020-2022
Trails and Pathways
Prioritize actions, connectivity and year-round maintenance
to multi-use trails and pathways through the Cycling and
Trails Master Plan, with an initial target of year-round access
to a minimum of an additional 3 km of existing trails by
2022.
1.5 Develop a plan to create Pedestrian-First Street Plan for Gaukel Street 2020
pedestrian-first streets between Develop plans to prioritize pedestrians over other travel
Victoria Park and City Hall and modes on Gaukel Street.
between the ION and Kitchener
Market by 2022.
Pedestrian-First Street Plan for the Kitchener Market 2021-2022
Work to begin in 2021.
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2.Environmental Leadership
Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by
conserving natural resources.
Strategic Plan Action StatementProjectTimelineto
Completion
Corporate Climate Action Plan Completed
2.1 Launch and implement a
Work completed in 2019. Reporting annually on greenhouse in 2019
Corporate Climate Action Plan by
gas emission reduction will continue until 2026.
2019 to achieve an absolute
greenhouse gas emission reduction
of at least 8% by 2026.
Leverage the Energy Efficiency Reserve Fund 2020-2022
2.2 Starting in 2019, leverage the
Retrofit the remaining lighting at the Kitchener Operations
Energy Efficiency Reserve Fund and
Facility to LEDs in 2020.
other resources to reduce
consumption and emission at our
facilities and in our operations.
2.3 Develop a Community Climate Community Climate Action Plan 2020
Action Plan with partner Complete the 80x50 Community Climate Action Plan.
organizations by 2020.
2.4 Implement the Sustainable Tree Canopy Target 2020
Urban Forest Strategy with a focus Review the current canopy cover and set an achievable target
on establishing a tree canopy target based on best practices as well as constraints such as land
by 2020 and eliminating the current availability, quality of soil, etc. in order to guide ongoing and
(2018) tree planting backlog by future investment in tree planting, protection and
2022. maintenance.
Tree Planting Backlog Elimination 2020-2022
Plant at least 750 trees in 2020, with the goal of reaching 2,500
trees and eliminating the current backlog by the end of 2022.
2.5 Reduce waste diverted to Waste Diversion Strategy: Increase Waste Diversion in Our 2020-2021
landfills by implementing new Public Spaces and Events
diversion programs at our facilities Expand the Waste Diversion Station to all City-run events with
and events by 2021. large volunteer involvement, and evaluate expanded waste
diversion stations at events, parks and public facilities.
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3.Vibrant Economy
Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts
and culture, and great places to live.
Strategic Plan Action StatementProjectTimelineto
Completion
Urban Design Manual Completed
3.1 Complete a new Urban Design
Work completed in 2019. in 2019
Manual by 2019 that expresses city
building and design expectations to
ensure vibrant new development
throughout Kitchener.
Buildout of 44 Gaukel Completed
3.2 Foster the creation of a city-wide
Work completed in 2019. in 2019
network of incubators, accelerators and
co-working spaces by completing the
buildout of 44 Gaukel in 2019,
advancing work on a Creative Hub and
Incubator, Accelerator and Co-Working Space Network 2020-2021
undertaking business cases in 2019-
Lease all spaces in the Creative Hub, explore the potential
2021 for the food manufacturing and
to facilitate a Food Incubator with a business case pending,
health/med-tech industries.
and explore partnerships for the development of
manufacturing and health/med-tech industry incubators.
3.3 Develop the Make it Kitchener 2.0 Make It Kitchener 2.0 Strategy 2020
Strategy by 2020 with a focus on Develop the Make it Kitchener 2.0 Strategy by 2020 with a
transformative actions to ensure the focus on transformative actions to ensure the attraction,
attraction, success and retention of success and retention of diverse businesses, talent, and
diverse businesses, talent, and arts/culture across the city.
arts/culture across the city.
3.4 Complete acomprehensive review City-Owned Property Review 2020
of city-owned properties by 2020 to Complete a comprehensive review of city-owned
determine how they could be effectively properties by 2020 to determine how they could be
used to advance city strategic effectively used to advance city strategic objectives.
objectives.
3.5 Develop a vision for downtown City-Owned Property Brought to Market 2020
Kitchener and continue to position Develop a vision for downtown Kitchener and continue to
downtown Kitchener as a leading position downtown Kitchener as a leading destination for
destination for redevelopment redevelopment opportunities, with at least one new city
opportunities, with at least one new city owned-property brought to market by 2020.
owned-property brought to market by
Innovation District (Bramm Yards) Master Plan 2020-2021
2020. Finalize the Innovation District
Finalize the Innovation District (Bramm Yards) Master Plan
(Bramm Yards) Master Plan by 2021 and
by 2021.
the Civic District Master Plan by 2022.
Civic District Master Plan 2021-2022
Work to begin in 2021.
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4.Caring Community
Enhance people’s sense of belonging and connection by providing welcomingcommunity spaces and
programs; better engaging, serving and supporting our diverse populations and helping to make housing
affordable.
Strategic Plan Action Statement Project Timelineto
Completion
Equity, Diversity and Inclusion Strategy 2020
4.1 Create a comprehensive Equity,
Create an Equity, Diversity and Inclusion Strategy focused on
Diversity and Inclusion Strategy by
better engaging and serving marginalized and under-
2020 to combat systemic barriers to
represented people, as well as creating a more inclusive City
full economic and social
workplace.
participation in the city.
4.2 Create an Affordable Housing Affordable Housing Strategy 2020
Strategy for Kitchener by 2020 in Create an Affordable Housing Strategy for Kitchener by 2020 in
collaboration with the Region of collaboration with the Region of Waterloo, community groups
Waterloo, community groups and and the development industry.
the development industry.
4.3 Reduce social stigmas Reduce social stigma through staff training 2020
experienced by those living with Provide staff with the resources to respond effectively to
mental illness and addiction in our changing community demographics.
community through staff training
and supporting the creation of
Safe Consumption and Treatment Facilities Completed
appropriate safe consumption and
Work completed in 2019. in 2019
treatment facilities in Kitchener.
4.4 Better utilize existing facilities, Mill Courtland Community Centre Expansion Business Case 2020
provide relevant programming at Complete a needs assessment and business case to determine
community centers, support the the requirements for an addition to the Mill Courtland
equitable distribution of leisure Community Centre.
programs and resources across
neighbourhoods. Start work on the
New Rosenberg Community Centre/School Business Case 2021
Mill Courtland Community Centre
Work to begin in 2021.
expansion by 2020 and the
Huron Brigadoon Area School / Community Centre 2020-2021
Rosenberg Community Centre by
Construction
2021. Complete the Huron
Construct a joint school/community centre in the Huron
Brigadoon Community Centre and
Brigadoon area, in partnership with the Waterloo Region
an Open Space Strategy by 2021.
District School Board.
Open Space Strategy 2020-2021
Develop an open space strategy to explore the value of open
spaces, how they function, are planned, maintained, and
managed, and including a review of permitted uses in parks.
4.5 Engage a broad cross-section of Arts and Culture Plan 2020-2021
the community including the arts Develop a new and inclusive Arts and Culture Plan by engaging a
and creative industry sector and broad cross-section of the community including the arts and
multi-cultural communities to creative industry sector and multi-cultural communities.
develop an inclusive arts and
culture Plan by 2021.
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5. Great Customer Service
Increase people’s satisfaction, trust and engagement with the city by providing friendly, easy and convenient
services.
Strategic Plan Action StatementProjectTimeline
5.1 Provide on-demand customer Multi-Language Interpretation Support 2020
service support in many languages Implement a 24-7 on-demand multi-language interpretation
through the Corporate Contact support for telephone and in-person inquiries to enable staff in
Centre by 2020. all facilities to ensure a more consistent and equitable
experience for all customers.
5.2 Introduce a corporate-wide Customer Satisfaction Program 2020
Customer Satisfaction Program that Implement an organization-wide Customer Satisfaction
will allow for the collection of real Program that enables real-time feedback, monitoring and
time feedback from customers reporting of satisfaction data to drive service improvements.
accessing city facilities, programs, and
services by 2020.
Online Customer Service Portal Development 2020
5.3 Enhance customer experience
Launch a centralized online service portal where citizens can
online by delivering customized
access their e-services in one place through a personalized,
information, providing easy access to
single sign-on account.
services, and allowing financial
transactions by 2021.
5.4 Set clearly communicated and Set and Communicate Service Levels 2021-2022
specific service levels for frequently Work to begin in 2021.
asked about or accessed City services,
including: tree maintenance, parking,
property standards complaints, snow
clearing and grass cutting by 2022.
5.5 Implement a comprehensive Customer Experience Program 2021-2022
Customer Experience Review Work to begin in 2021.
Program to help ensure services are
easy and convenient to access from
the customer’s perspective by 2022.
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Business Plan Items
Community ServicesTimeline to
Completion
BP01Participatory Budgeting Pilot Expansion *new*2020-2022
Expand the scope of participatory budgeting beyond park redevelopment (2019 pilot) and
target the program to specific neighbourhoods that would benefit most from additional
investments of this type.
BP02Budd Park Strategy *new*2020
Identify potential sites and estimated costs to relocate the recreational assets at Budd Park
and compare the costs to the economic benefits of using the Budd Park for employment lands.
BP03Cameron Heights Pool Feasibility Study*new*2020
Collaborate with the Waterloo Region District School Board to determine the renovations and
estimated costs to isolate the pool operation from the school operation to preserve a
recreational asset in the downtown.
BP04Southwest District Pool Business Case *new* 2020-2021
Engage community residents/stakeholders in a needs assessment and business case to
determine the elements to be included in the new pool.
BP05Ice Demand Study *new*2020
Evaluate ice user needs and trends for ice time to determine the timing of a new arena.
BP06Close the Loop with Citizens 2020
Expand email auto-notifications to enable citizens to receive email notifications for all parking
complaints.
Corporate Services Timeline to
Completion
BP07Transformation and Relaunch of Kitchener.ca *new*2020
Relaunch Kitchener.ca as a user-first designed site that is easy for residents to quickly find any
information they are looking for, as well as to have the information they’re interested in
delivered to them.
BP08Indigenous Competency Training for Staff *new*2020
Implement training for staff to improve customer service and increase capacity of non-
indigenous staff and council members across the organization to develop respectful
relationships with indigenous peoples.
BP09Government Relations & Advocacy Plan 2020-2021 *new* 2020-2021
Work collaboratively with Council to determine and establish the City’s top priorities for the
2020-2021 advocacy period with the federal/provincial government.
BP10Electronic Agenda Management 2020
Create, prepare, approve and publish meeting agenda packages and minutes in a more
efficient, collaborative, streamlined manner.
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BP11
Online Business Licensing 2020-TBD
Bring applying and paying for a business license online, available to the public through the
AMANDA Public Portal.
BP12Civic Innovation Lab at Communitech 2020
Focus on bringing the knowledge gained and products developed out of the Lab and
operationalize them within the City as the Lab enters its final year of the 3-year pilot.
Development Services Timeline to
Completion
BP13
Development Services Review 2020
Undergo a review of our development services to bring greater focus, coordination and
accountability to our development functions.
Financial Services Timeline to
Completion
BP14
Community Benefit Charge Study *new* 2020
Complete a community benefit charge study to support establishing a charge under the new
Bill 108 framework.
BP15
Long Term Financial Plan – Implementation *new* 2020
Implement/consider recommended actions identified as 2020 items in the Long-Term Financial
Plan.
BP16
Electronic Reimbursement Implementation *new* 2020
Consolidate all employee travel and expense reimbursements including corporate credit card,
mileage, parking, conference and petty cash reimbursements to eliminate paper-based forms.
BP17
Point of Sale and Expansion of Payment Options *new* 2020
Replace the existing Point of Sale system, which is past its life cycle, and expand payment
options for various services.
BP18
Mobile Time Entry *new* 2020
Implement mobile time entry for operations, eliminating the need for paper based timesheets.
BP19
E-Tendering 2020-TBD
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.
Infrastructure ServicesTimeline to
Completion
BP20Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF) *new* 2020 -TBD
Plan and execute stormwater management infrastructure projects across the city to leverage
the DMAF grant funding and advance the implementation of the 2016 Integrated Stormwater
Management Master Plan.
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BP21Facilities Infrastructure Program *new* 2020
Conduct a comprehensive review of facility infrastructure needs that will incorporate building
condition assessments, sustainability opportunities, and accessibility needs to identify current
gaps and inform long-term maintenance and capital improvement strategies to address the
infrastructure deficit.
BP22Implementation of Significant Parks Projects *new* 2020-TBD
Complete Phase 2 design work for RBJ Schlegel Park; plan, design and construct the Survivor
Garden; and complete the upgrade to Westwood Park.
BP23Rehabilitation of City Hall Outdoor Spaces – Construction Phase 1 2020-2021
Begin construction associated with the rehabilitation of City Hall Outdoor spaces, focusing on
Carl Zehr Square and College Street.
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