HomeMy WebLinkAboutCIS Agenda - 2019-12-09Community &Infrastructure Services Committee
Agenda
Monday,December 9, 2019
2:00 p.m. -4:00 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 K. Galloway-SealockVice-Chair -Councillor D. Schnider
Consent Items
The following matters are considered not to require debate and should be approved by one motion in accordance
with the recommendation contained in each staff report. A majority vote is required to discuss any report listed
as under this section.
1.CSD-19-034-Nordic Sports Licence Agreement
2.CSD-19-033-Noise Exemption –Zehr Levesque Inc.
-100Victoria Street South
3.DSD-19-250-Namingof Private Streets–Activa Holdings Inc.
-124 Seabrook Drive
4.DSD-19-251-Zoning By-law Amendment Application ZC19/012/L/ES (30T-02202)
-Hallman Construction Limited(HCL)
-Removal of Holding Provision
5.DSD-19-273-Delegated SigningAuthorityfor44 GaukelLicence Agreements
6.COR-19-047-Smart Waterloo Region –Ongoing Participationand Funding
Delegations
Pursuant to Council’s Procedural By-law, delegations are permitted to address the Committee for a maximum of five
(5)minutes.
Item 7-Sumaira Tazeen
Discussion Items
7.DSD-19-274-2018Artist in Residence Commission(20 min)
(Staff will provide a 5-minute presentation on this matter)
8.DSD-19-275-Dodge Drive Trunk Sanitary Sewer and Road Restoration(20 min)
-Credit/Refund Agreement Request
9.DSD-19-245-Digital Plan Review for Planning Applications(20min)
10.CAO-19-013-2020Business Plan Project List(20min)
(Staff will provide a 5-minute presentation on this matter)
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take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
Community & Infrastructure
Services Committee Agenda Page 2December 9, 2019
Information Items
None
Dianna Saunderson
Committee Administrator
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take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994 **
REPORT TO:Community and Infrastructure Services Committee
DATE OF MEETING:December9, 2019
SUBMITTED BY:KimKugler, Directorof Sport, 519-741-2200 x7544
PREPARED BY:KimKugler, Directorof Sport, 519-741-2200 x7544
WARD (S) INVOLVED:Ward9
DATE OF REPORT:November5,2019
REPORT NO.:CSD-19-034
SUBJECT:Nordic Sports Licence Agreement
_________________________________________________________________________________________
RECOMMENDATION: That the Deputy CAO or designate be authorized to execute
a licence agreement and any subsequent renewals with Waterloo Region Nordic
Sports Club for the use of at Rockway Golf Course for cross country skiing, 625
Rockway Drive, Kitchener, Ontario; said agreement to be to the satisfaction of the City
Solicitor.
BACKGROUND:
Waterloo Region Nordic Sports Club (The Club) is an affiliated minor sports group with the City
ofKitchener,providingprogramsandopportunitiesforyouthandadultstolearnandenjoy
recreational and competitive cross country skiing.
TheClubpreviouslyhadanagreementwiththeCityofWaterlooforuseof the skitrailsatBechtel
Park, but due to future expansion of Parkview Cemetery, Bechtel Park will no longer bea viable
option. The Club would like to enter into a licence agreement with the City of Kitchener to have
winter access to Rockway Golf Couse for ski trails at 625 Rockway Drive, Kitchener, Ontario.
REPORT:
The City has met with The Club onnumerous occasions over the past 18 months to assess all
viable park locations, and it was concluded thatRockway Golf Course can best accommodate
TheClubs recreationalandcompetitivecross-countryskiingrequirements.RockwayGolf
Course has historically been a site used by residents for informal cross-country skiing and the
site will continue to be available to them.
TheCitywouldliketoenterintoamutuallyagreeablelicencewithTheClub foraccesstothe
Rockway Golf Course. The licence agreement will establish responsibilities of both the Club and
the City. The term of the licence will be for one (1) year with an option to renew annually.
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ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
the delivery of core service.
FINANCIAL IMPLICATIONS:
There will be no financial implications to the City. TheClubhas a reserve fund to cover off any
repairthe licenced property.
ACKNOWLEDGED BY: Michael May, General Manager, Community Services
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REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING:December 9, 2019
SUBMITTED BY: Gloria MacNeil, Director of By-law Enforcement, 519-741-2200,
ext. 7952
PREPARED BY:Gloria MacNeil, Director of By-law Enforcement, 519-741-2200,
ext. 7952
WARD (S) INVOLVED:Ward 8
DATE OF REPORT:November 18, 2019
REPORT NO.:CSD-19-033
SUBJECT:Noise Exemption – Zehr LevesqueInc. 100 Victoria St S
___________________________________________________________________________
RECOMMENDATION:
That an exemption to Chapter 450 (Noise) of the City of Kitchener Municipal Code be
granted toZehr Levesque Inc. for the Garment Street Developments at 100 Victoria St S,
on various dates from December 2019 through December 2020between the hours of
7:00pm and 7:00am.
BACKGROUND:
Zehr LevesqueInc. is currently underway with construction of the Garment Street Development
on Victoria Street, which consists of three residential towers and are requesting a noise
exemption for concrete pours that will be taking placeduring the winter months over the next
year.
REPORT:
Zehr LevesqueInc. is currently constructingTowers 2, 3 and the Glove Box of the Garment
Street Developmentandare in the first stages of construction, this phase of each of the projects
involves a significant amount of cast in place concrete being formed and poured on a regular
basis.
The noise exemption being requestedis to allow Zehr Levesque Inc. tocomplete concrete
pours and concrete finishing after 7:00pm, and to run diesel powered heaters ona continual
basis (24 hours per day) across each of the three construction sites. Finishing concrete pours
will require concrete trucks, concrete pumps, machine trowels, etc., to run into the evening to
complete large sections of the projects. Permitting these pours to continue past 7:00pm will
allowZehr Levesque Inc.to take advantage of good weather days over the winter and
expedite the construction progress overall. In addition, theywill be required to run heaters
before, during, and after concrete pours, outside of current construction hours allowable by
City of Kitchener bylaws. Without the ability to run these heaters, construction activities would
be brought to a stop, until warm temperatures return in the spring.
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On a typical week of construction,there would be 1-2 evenings per week that would require
concrete activitiesto extend past 7:00pm. However, with the changing weather over the
season, Zehr Levesque Inc. is unable to give exact datesof these activities. To manage the
construction schedule, theywill be taking advantage of good weather daysthat will givethem
themost progress on each of the construction sites.
Zehr LevesqueInc. is requesting thenoise exemption for concrete pours from December 2019
through December 2020, with the concrete heaters running from December 2019 – May 2020.
Once they reach structural milestones in each of the construction projects, they will revisit the
ongoing requirements for concrete pours and adjust the dates as necessary.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
TherecommendationofthisreportsupportstheachievementoftheCity’sstrategicvision
throughthedeliveryofcore service.
FINANCIAL IMPLICATIONS: N/A
COMMUNITY ENGAGEMENT:
Zehr LevesqueInc. is responsible for ensuring this is communicated throughout the community
in advance of the work being done.
ACKNOWLEDGED BY: Michael May, General Manager Community Services Department &
DCAO
Encl.
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Zehr Levesque Inc.
607 King St. W., Suite 205A, Kitchener, ON N2G1C7
P: 519-576-2233 F: 519-576-0072 | ZEHRGROUP.CA
November 15, 2019
City of Kitchener
ByLaw Enforcement
200 King Street West
Kitchener, Ontario
N2G 4G7
Attention:Ms. Gloria MacNeil,Bylaw Enforcement
Dear Ms.MacNeil:
RE:Garment Street Development Long-Term Noise Exemption
Zehr Group is currently underway with construction of the Garment Street DevelopmentonVictoria Street in
Kitchener. This overall project consists of three residential towers Tower 1, Tower 2, and Tower 3, as well as
The Glove Box Office Development, a six-storey officebuilding incorporatingthe existing Huck Glove Building.
Tower 1 is now complete, and we are proceeding with construction on Tower 2, Tower 3, and the Glove Box.
Currently, each ofTower 2, Tower 3, and the Glove Box,are in the first stages of constructionwith the overall
super-structure underway.Thisphase of each ofthe projects involves a significant amount of cast-in-place
concrete being formed and pouredonaregularbasis.With the winter weather starting, and colder
temperatures setting in, we arerequesting a long-termnoise exemption for the entire Garment Street
Development toallow us to continue our concrete pours.
Concrete construction in the winter months requires significant heat appliedto each phase of the concrete pour
to allow the concrete to cure to the required strength. Each pour has a required minimum strength test it must
passinorder to be acceptable for the structure of the building. If the cold temperatures are allowed to touch
the freshly poured concrete, that pourwill freeze,and wouldbe deemed unacceptable.If concrete fails its
strength test, it must be demolished and reconstructed at great costs in terms ofdollar valuesas well as
schedule.
The noise exemption we are requesting is to allow uscompleteconcrete poursand concretefinishingafter
7:00pm,and to run diesel powered heaters on a continualbasis (24 hours per day) across each of the three
construction sites. Finishing concrete pours will require concrete trucks, concrete pumps, machine trowels,
etc.,to run into the evening to complete large sections of the projects. Permittingthese pours to continue past
7:00pm will allow us to take advantage of good weather days over the winter andexpeditethe construction
progress overall. In addition,we willbe required to run heaters before, during, and after concretepours,
outside ofcurrent construction hoursallowable by City of Kitchener bylaws.Without the ability to run these
heaters, our construction activitieswould be brought to a stop, until warm temperatures return in the Spring.
On a typical week of construction, there would be 1-2 evenings per week that wouldrequire concrete activities
to extendpast 7:00pm. However, with thechanging weather overthis season, we are unable give exact dates
of these activities. To manage the construction schedule, we will be taking advantageof good weather days
that will give us the most progress on each of the construction sites.
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Zehr Levesque Inc.
607 King St. W., Suite 205A, Kitchener, ON N2G1C7
P: 519-576-2233 F: 519-576-0072 | ZEHRGROUP.CA
We are requesting the noise exemption for concrete pours from December 2019 through December 2020, with
the concrete heaters running from December 2019 May 2020. Once we reach structuralmilestones in each
of the construction projects, we will revisit the ongoing requirements for concrete poursand adjust the dates as
necessary.
If you have any questions regarding these constructionactivities, please feel free to contact me. I would be
happy to answer any questions.
Sincerely,
Meagan Sitek
Project Manager
P:519-576-2233 x320
E:msitek@zehrgroup.ca
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REPORT TO:Community & Infrastructure Services Committee
DATE OF MEETING: December 9, 2019
SUBMITTED BY:Alain Pinard, Director of Planning, 519-741-2200 ext. 7319
PREPARED BY:Tim Seyler, Planner, 519-741-2200 ext. 7860
WARD(S) INVOLVED:Ward 5
DATE OF REPORT:November 8, 2019
REPORT NO.: DSD-19-250
SUBJECT:NAMING OF PRIVATE STREETS
124 SEABROOK DRIVE
ACTIVA HOLDINGS INC.
RECOMMENDATION:
A.That the City of Kitchener acknowledge that Activa Holdings Inc.proposes to
name private streets: “Progress Crescent”, “Vitality Drive”, “Wellness Avenue”,
and “Visionary Avenue”within a vacant land condominiumdevelopment
located at 124 Seabrook Drive; andfurther,
B.That the City’s Legal Services be directed to proceed with the required
advertising, preparation and registration of the necessary By-law for the naming
of “Progress Crescent”, “Vitality Drive”, “Wellness Avenue”, and “Visionary
Avenue”.
REPORT:
Activa Holdings Inc.is seeking Council approval to name four private streets within the
residential development located at 124 Seabrook Drive. In May2019, the subject lands
received Site Plan Approval in Principle for148 townhouseunits onprivate roadways.
Private Street Naming Request
The applicant is proposing to name the private streetsshown on the plan below “Progress
Crescent”, “Vitality Drive”, “Wellness Avenue”, and “Visionary Avenue”.
The naming of the private streets willeliminate the need for a complicated and unattractive
Multiple Unit Identification Sign at the entrance to the site. Also, site navigation for emergency
services, residents and visitors to the sitewill be improved.
The proposal has been circulated to a number of internal departments and no concerns were
raised, particularly from Fire and the Region. The dwellingswill be addressed in accordance
with the City’s Street Naming and Addressing Policy. The Region has approved the proposed
street names.
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Staff are satisfied that the proposed private street names areappropriate and support the
street naming requests.
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:
All costs associated with the registration of the reference plan, advertising of the intent to
name the streetsand street signage and/or any agreements deemed necessary by the City
Solicitor to implement the street naming are to be entirely borne by the applicant.
COMMUNITY ENGAGEMENT:
Should staff’s recommendation be approved, notice of the intention to pass a private street
naming by-law would be advertised in The Record. This communication corresponds to the
“inform” theme ofthe Community Engagement Strategy.
REVIEWED BY:Della Ross, Manager of Development Review
ACKNOWLEDGED BY: Justin Readman, General Manager (Development Services)
Attachments:
Appendix A – Site Plan – 124 Seabrook Drive
Appendix B – Applicant Request/City and Agency Comments
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Appendix A – Site Plan – 124 SeabrookDrive – SP19/008/S/JVW
“Progress Crescent”
“
Progress
“Wellness Avenue”“Visionary Avenue”
“Vitality Drive”
Crescent
”
“Progress Crescent”
Proposed Private Street Names:
“Progress Crescent”, “Visionary Avenue”, “Wellness Avenue”, “Vitality Drive”
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REPORT TO:Community and Infrastructure ServicesCommittee
DATE OF MEETING: December 9, 2019
SUBMITTED BY:Alain Pinard, Directorof Planning, 519-741-2200 ext.7319
PREPARED BY:Eric Schneider,Planner, 519-7471-2200 ext.7843
WARD(S) INVOLVED:Ward 1
DATE OF REPORT:November 28,2019
REPORT NO.:DSD-19-251
SUBJECT:ZONING BY-LAW AMENDMENTAPPLICATION ZC19/012/L/ES
30T-02202
Hallman Construction Limited (HCL)
______________________________________________________________________
RECOMMENDATION: That Zoning By-law AmendmentApplication ZC19/012/L/ES (30T-
02202) for the purposeof removing Holding Provision 13HSRfrom the lands specified on
the attached Map No.1, in the form shown in the “Proposed By-law” dated November 28,
2019, attached to Report DSD-19-251as Appendix A, be approved.
Subject Property: 30T-02206
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4 - 1
REPORT:
The subject property isin draft approved subdivision 30T-02206andiszoned Residential Six
Zone(R-6) with Holding Provision 13HSR. The landsare located in a Low Rise Residential
designation under the Official Plan.Holding Provision 13HSR(Holding Provision for Services and
Roadworks)specifies that it shall not be removed until OtterbeinRoad (formerly Dunnigan Drive)
is constructed, or the lands are consolidated with the adjacent subdivision (30T-91005)and
appropriate conditions have been applied to the lands for the construction of Otterbein Road, to
the satisfaction of the City.Modified conditions were applied to the lands through in the subdivision
agreements thatrequire the coordinatedconstruction and servicing of Otterbein Road from
Lackner Boulevardthrough both subdivisionlands (30T-02206 and 30T-91005).Engineering has
granted pre-servicing approval and Otterbein Road is now under construction. As such, Planning
Staff recommends that Holding Provision 13HSR be removed from the lands as shown on Map
No. 1 (Appendix “B”).
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supports the achievement of the city’s strategic vision through
the delivery ofcore service.
FINANCIAL IMPLICATIONS:
There are no financial implications associated with this recommendation.
COMMUNITY ENGAGEMENT:
INFORM - Notice of the intention to pass an amendingby-law to removeHolding Provision 13HSR
th
will be in The Record on November 15, 2019(see Appendix “C”). Under the Planning Act, no
statutory public meeting or neighbourhood circulation are required for Zoning By-law
Amendments to removea holding provision. This report will beposted to the City’s website with
the agenda in advance of the council / committee meeting.
CONCLUSION:
Planning staff are of the opinion that the requested Zoning By-law Amendmentto remove Holding
Provision 13HSRfrom the lands specified on the attached Map No.1 of Appendix “A” is
appropriate at this time since the requirements to removethe holding provision have been met.
Planning Staff recommend approval of the application as outlined in the Recommendationsection
of this report.
REVIEWED BY: Della Ross, Manager of Development Review
ACKNOWLEDGED BY: Justin Readman,General Manager (Development Services
Department)
Appendices:
Appendix “A” –Proposed Zoning By-law& Map No. 1
Appendix “B” – Newspaper Notice
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Appendix “A”
PROPOSED BY – LAW
November 28, 2019
BY-LAW NUMBER ___
OF THE
CORPORATION OF THE CITY OF KITCHENER
(Being a by-law to amend By-law 85-1, as amended, known as
the Zoning By-law for the City of Kitchener
- Hallman Construction Limited – 30T-02206)
WHEREAS it is deemed expedient to amend By-law 85-1 for the lands specified above;
NOWTHEREFORE the Council of the Corporation of the City of Kitchener enacts as
follows:
1.Schedule Number227Appendix “A” to By-law Number 85-1 ishereby amended by
changing the zoning applicable to the parcel of land specified and illustrated as Subject
Area1on Map No. 1, in the City of Kitchener, attached hereto, from Residential SixZone
(R-6) with Holding Provision 13HSRto Residential SixZone (R-6).
PASSED at the Council Chambers in the City of Kitchener this______
day of _______________,2019.
_____________________________
Mayor
_____________________________
Clerk
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Appendix B
PROPERTY OWNERS AND INTERESTED PARTIES ARE INVITED
TO ATTEND A PUBLIC MEETING TO DISCUSS
A PROPOSED ZONING BY-LAW
UNDER THE APPLICABLE SECTION34OF THE PLANNING ACT
30T-02206ZBA19/012/L/ES
The purpose of this Zoning By-law Amendmentis to remove Holding Provision 13HSRfrom the zoning of the above noted
lands,asthe conditions to remove the Holding Symbol have been fulfilled.The zoning will thereby change from
Residential Six Zone (R-6) with HoldingProvision 13HSRto Residential Six Zone (R-6).
(INSERT MAP)
The public meeting will be held by the Community &Infrastructure Services Committee, a Committee of Council which
deals with planning matters on:
MONDAY, DECEMBER9,2019
nd
COUNCIL CHAMBERS, 2FLOOR, CITY HALL
200 KING STREET WEST, KITCHENER
ADDITIONAL INFORMATIONis available by contacting the staff person noted below, viewing the report contained in the
agenda(posted 10 days before the meeting atwww.kitchener.ca-click on the date in the Calendar of Eventsand select the
th
appropriate committee), or in person at the Planning Division, 6Floor, City Hall, 200 King Street West, Kitchener between
8:30 a.m. -5:00 p.m. (Monday to Friday).
Eric Schneider,Planner-519-741-2200 x7843(TTY: 1-866-969-9994), eric.schneider@kitchener.ca
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REPORT TO: Community & Infrastructure ServicesCommittee
DATE OF MEETING:December 9, 2019
SUBMITTED BY: Cory Bluhm, Executive Director, Economic Development
519-741-2200 ext. 7065
PREPARED BY:Emily Robson, Manager, Arts & Creative Industries
519-741-2200 ext. 7084
Eric Rumble, Coordinator, Arts & Creative Industries
519-741-2200 ext. 7424
WARD (S) INVOLVED:All
DATE OF REPORT:November 12, 2019
REPORT NO.: DSD-19-273
SUBJECT: DELEGATED SIGNING AUTHORITY FOR 44 GAUKEL LICENCE
AGREEMENTS
___________________________________________________________________________
RECOMMENDATION:
That the Executive Director of Economic Development or delegate be authorized to
execute licence agreements for a term of two years or less with Creative Hub licencees
at 44 Gaukel St., subject to the satisfaction of the City Solicitor.
BACKGROUND:
In partnership with sector stakeholders, City staff have developed and executed the concept of
a Creative Hub at 44 Gaukel St. As described in CAO-16-034 “Options for a Creative Industry
Hub”, this initiative aims to support creative practitioners by offering affordable shared office
spaces, workshops, studios, event space and specialized resources. The partnership
operational and financial model (described in DSD-18-019 “Creative Industry Hub Next Steps”)
is based on consultation data and best practices.
Ground floor renovations at 44 Gaukel have resulted in a range of rental options for potential
tenants of the building, including dedicated spaces that are available to artists, arts
organizations, non-profits and creative industry practitioners for one- or two-year terms. In
addition, individual desks are available for more temporary users, and an event space can be
rented for recurring programming or one-time gatherings and launches.
Arts & Creative Industries staff are actively seeking tenants for the newly created spaces. Staff
have worked with the City Solicitor to develop a licence agreement template, as well as creating
a framework within the ActiveNet platform, to facilitate rental terms, conditions and agreements
at 44 Gaukel.
RE
PORT:
City staff expect to annually generate and execute numerous contracts for uses of 44 Gaukel.
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These could include individuals and/or organizations, each requiring signatures and support
documentation (e.g. insurance coverage). While staff anticipate that about a third of those
contracts will be with tenants of dedicated spaces for annual terms, the individual desk and event
rentals will be for shorter terms and will require a quicker turnaround time from request to
execution. Staff anticipate most licences will be for two years or less. In response to
recommendations in DSD-18-019, Council resolved:
That the Mayor and Clerk be authorized to execute contractual and/or lease agreements, subject
to the satisfaction of the City Solicitor, for the first floor of 44 Gaukel, with third party organizations
to support the operations of the Creative hub, including the leasing of portions of the ground
floor;
To date, agreements related to the operations and leasing of the Creative Hub at 44 Gaukel
have been prepared by the City Solicitor and executed by the Mayor and Clerk.
Given that the Creative Hub operating partner, ArtsBuild Ontario, is managing tenant inquiries
and intake, staff are endeavouringto establish a fast, efficient process for producing and
executing licence agreements. Delegating the approval and signing authority for licenses with
terms of two years or less, and rental contracts to the Executive Director of Economic
Development will enable such a process. In addition, this process will relieve the Mayor and
Clerk of being asked to respond to the quick turnaround times requested by tenants and/or for
short-term rental users. This approach is consistent with that of The Kitchener Market, by which
the Market Manager executes licences on behalf of the City with vendors.
To ensure Council’s expectations are met, staff will approve all agreements in accordance with
the established goals of the Creative Hub as articulated in DSD-18-019 “Creative Hub Next
Steps”: offering affordable short-term bookable space for meetings, events, classes, rehearsals,
and performances; offering affordable co-working space for temporary use; offering affordable
dedicated space for tenants; and offering shared amenities such as internet, access to meeting
rooms, and secure access for those working in the creative industries. The definition of creative
industries is included in DSD-18-019 “Appendix 1 Creative Hub at 44 Gaukel Business Case”.
Furthermore, staff willuse two templates (short- and long-term) for licence agreements
developed by the City Solicitor. Any licence request in excess of a two-year term or licence
requests that extend beyond the Creative Hub pilot project (2023) will continue to be authorized
by the Mayor and Clerk. In the event that a contract negotiation with a tenant requires unique
consideration, staff will develop a unique contract with the City Solicitor.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
This report aligns with the 2019-2022 strategic plan goal of fostering the creation of a citywide
network of incubators, accelerators and co-working spaces by completing the buildout of 44
Gaukel in 2019 and advancing work on a Creative Hub. In addition, this approach supports the
City of Kitchener’s commitment to great customer service
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FINANCIAL IMPLICATIONS:
The revenue generated from these agreements is expected to be in-line with the estimations set
forth in DSD-18-019, which was endorsed by Council on June 11, 2018. The cost per-square
foot is below market rate and ranges from $16 to $24 per square foot (inclusive of common area
maintenance fees and amenities such as internet, security and cleaning). The variation in cost
is attributed to factors such as term and suite.The licence agreement payments aredeposited
into a capital account specifically for the Creative Hub at 44 Gaukel.
COMMUNITY ENGAGEMENT:
INFORM – This report has been posted to the City’s website with the agenda in advance of the
council / committee meeting.
PREVIOUS CONSIDERATION OF THIS MATTER:
DSD-18-019Creative Industry Hub Next Steps(May 28, 2018)
FCS-17-128,P17-024Lease of 44 Gaukel Street & the Creative Hub (June 19, 2017)
CAO-16-034Options for a Creative Industry Hub (December 5, 2016)
CAO-16-025CommunityEngagement for Creative Hub – Status Update (October 3, 2016)
CAO-16-015Community Engagement on Potential Arts Hub & Potential of 48 Ontario St. N
(May 19, 2016)
CAO-16-016Animating 44 Gaukel 2nd Floor for Start Ups and Arts & Culture (April 26, 2016)
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
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REPORT TO: Community & InfrastructureServices Committee
DATE OF MEETING: December 9, 2019
SUBMITTED BY: Dan Murray, Director of Technology Innovation and Services, 519-741-
2200 x7825
PREPARED BY:Dan Murray, Director of Technology Innovation and Services, 519-741-
2200 x7825
WARD (S) INVOLVED:All
DATE OF REPORT:November 19, 2019
REPORT NO.:COR-19-047
SUBJECT:Smart Waterloo Region – Ongoing Participation and Funding
___________________________________________________________________________
RECOMMENDATION:
That Council direct staff to continue involvement in ongoing efforts of Smart Waterloo
Region to update and implement the Smart Waterloo Region (SWR)proposal.
BACKGROUND:
InNovember2017,Infrastructure Canada launched the Smart Cities Challenge to municipalities
across the country.The Smart Cities challenge encouraged communities to leverage technology
and data solutions to help overcome their most pressing challenges. The Region of Waterloo,
the Cities of Cambridge, Kitchener, and Waterloo and the Townships of Wilmot, Woolwich, North
Dumfries, and Wellesley formed Smart Waterloo Region and collectively respondedwith a
challenge theme of Healthy Children and Youth as itsarea of focus workingwith technology,
education, and social services sectors to develop a smart city proposal that aimed to make the
region the best community in Canada for child and youth wellbeing.
In the summer of 2018, the Smart Waterloo Region proposal was selected as a Phase 2 finalist
along with four other community proposals across Canada (Vancouver/Surrey, Edmonton,
Montreal, Quebec City). Smart Waterloo Region received a $250k grantfrom Infrastructure
Canada to support the development of a full proposal. These funds were matched by the
regional partnersbringing the Phase 2 budget up to $500k and were used for temporary staffing,
community engagement, pilot projects and proposal development.The work of Smart Waterloo
Region was ledby the Region of Waterloo’s Office of Economic Development staff and guided
by a Steering Committee made up of the Chief Administrative Officers from all the regional area
municipalities.
In May 2019, the Government of Canada announced that the City of Montreal was the winning
community of the $50 million grant prize.
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REPORT:
While the Smart Waterloo Region proposal did not take the top spot in the challenge, there is a
significant opportunity to benefit from the ideas and work completedto advance child and youth
well-being across the entire region.
Following the announcementthat the City of Montreal had won the Smart Cities Challenge,
project staff have been seeking input from members of the technology, education, and social
services sectors regarding how the regional municipalities should move forward with the
implementationof theSmart Waterloo Region (SWR) proposal. This has also included
discussions with proposal partners who had committed matching in-kind or cash contributions
to the implementation of the proposal to determine the willingness to keep those contributions.
Based on that engagement and a review of the over 40 technology and data enabled projects in
the proposal, project staff identified a framework to move forward with the implementation of a
revised SWR proposal, leverage operational funding from community partners, and pursue other
smart city opportunities in Waterloo Region.That framework was presented to and supported
by the SWR Steering Committee.
On October22, 2019, Region of Waterloo council approved moving forward with the proposed
framework to implement a revised SWR proposal, applying to external funding sources for
matching funds, and the allocation of $125,000 to support and update the SWR proposal in
2020.Smart Waterloo Region is also applying to a local organization that is considering
providing matching funding to supportimplementation ofthe SWR proposal.
The SmartCities Challenge brought a significantnumber of regional stakeholders together to
collectively develop the proposaland perform extensive publicengagement.Achieving a Phase
2 finalist position was asignificantachievement and demonstrates the value of the work
completedthus far.A number of key stakeholders have forged new working relationships that
will help position us to be a “smarter city” working collaboratively on future community
challenges. Infrastructure Canada has suggested that this is the first round of funding for Smart
City Challengesand thatif deemed successful, futurechallenges would be posed. It would be
beneficial for all stakeholders to continue working collectivelyso we are well positioned for any
future opportunitiesthat may arise.
Many of the projects envisioned in the SWR proposal are complimentary to the City’s Digital
Kitchener strategy as well as the City’s Strategic Plan 2019-2022, specifically the Caring
Community theme.
Staff are excited to continue theirwork with Smart Waterloo Regionand to advance initiatives to
improve the well-being of Children and Youth across our community.
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.
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FINANCIAL IMPLICATIONS:
Using the same contribution model used in the SWR Phase 2proposal development,the City of
Kitchener’s annual share to develop and implement a revised SWR proposal will be
$33,824/yearand is expected to last 5 years.These funds will be used to support administrative
staff, engagementand pilot projects.
Sufficient funding has been allocated in Technology Innovation and Services contracted services
budget to support this ongoing workpending Council’s approval.
This does not include funding for any resultinginitiatives that the City may wish to support further.
Any further fundingrequestswill be brought back to Councilfor approval with supporting
rationale.
COMMUNITY ENGAGEMENT:
INFORM – This report has been posted to the City’s website with the agenda in advance of the
council / committee meeting.
COLLABORATE – The Smart Waterloo Region project team undertook engagement activities
including stakeholder labs, pop-ups, conversation toolkits, street teams,youth forums, and
hackathons. Over 35 events occurred with an focus to reaching underrepresented youth
includingnewcomers, rural youth and LGBTQ2+. Over 50 partnerships were established with
industry associations,youth service providers, educational organizations and private sector
partners.
PREVIOUS CONSIDERATION OF THIS MATTER:
Council approved the endorsementofthe theme of Healthy Children and Youth for the Waterloo
Region Smart Cities Challenge Phase 1 application (FCS-18-031 – April 16,2018) and has
received updateson Smart Waterloo Regionthrough annual Digital Kitchener updates(FCS-18-
009– Feb 5, 2018& COR-19-017, April 15,2019)
ACKNOWLEDGED BY: Victoria Raab – General Manager, Corporate Services
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REPORT TO: Community & InfrastructureServices Committee
DATE OF MEETING:December 9, 2019
SUBMITTED BY: Cory Bluhm, Executive Director, Economic Development,
519-741-2200 ext. 7065
PREPARED BY:Karoline Varin, Program Administrator, Arts & Creative Industries,
519-741-2200 ext. 7912
WARD (S) INVOLVED:All
DATE OF REPORT:November 1, 2019
REPORT NO.:DSD-19-274
SUBJECT:2018 ARTIST IN RESIDENCE COMMISSION
___________________________________________________________________________
RECOMMENDATION:That the commissioningand installation of art work by the City’s
2018Artist-in-Residence, Sumaira Tazeenbe approved; and further,
That the Mayor and Clerk be authorized to execute the Artist-in-Residence 2018
Commission Agreement with Sumaira Tazeen, subject to the satisfaction of the City
Solicitor.
B
ACKGROUND:
Sincethe inception of the Artist in Residence program in 1995, the Artist in Residence has
customarily developed a proposal for a commissioned art work to be added to the City’s ‘Artist
in Residence Collection.’ Aspart of the annual program, a commission proposal isconsidered
by the Public Art Working Group.
LiLearn more about the City of Kitchener's Artist in Residenceprogram
nk:
Artist in Residenceart works have been installed in the public areas of City Hall and in various
city-owned facilities such as community centres. The works reflect the creative work undertaken
by the artist during theirterm of appointment. The majority are two-dimensional works of painting,
photography or prints. There are a few sculptural works as well.
SumairaTazeenwas appointed by Council to be the 2018Artist in Residence (CAO-18-002).
Her year-long residencywastitled Healing and Surviving: Sabz Bagh (The grass is greener).
During her residency, Ms. Tazeen reached out to the community with a focus on engaging
immigrant women of colourliving in the Waterloo region. Her work encouraged participants to
share stories of their life journeys. Ms. Tazeen approached the art-making process as an
opportunity to create inclusive and therapeutic experiences that would support self-confidence,
and participant’s adjustment to resettlement.
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REPORT:
Ms.Tazeen’sart practice investigatesthediscourse of how traumatic events can disrupt one’s
identity. She draws on sources of symbolism from nature, land, religion, politics and historical
and cultural events. As a newcomer to Canada, and a female artist in the Muslim South Asian
diaspora, Ms. Tazeenexplores narratives on socialissues of displacement, alienation and
belongingas related to the newcomer’s journey.
Ms.Tazeenled a seriesofparticipatorycreativeworkshopsatVictoriaHillsCommunityCentre
tocreate a collaborativeneedlecraftandtextilework(AppendixA). Overthespanoffive weeks,
participantshadtheopportunitytocreateartusingvariousmediain a relaxedandwelcoming
setting.Formany,thiswas a rareopportunitytobondthrough commonexperiencesandfocus
onpersonalfulfillment. For some participants, thiswastheirfirstexperienceofart- making,and
a timetopursuetheirowninterestsoutsideoftheireverydayresponsibilities. Theparticipants
alsorecordeddeeplypersonaloralstoriesthatconveyedtheircomplexfeelingsabout
immigration,thetraumatheyexperiencedalongtheway, andthehopeandthejoyofarrivingat
a placeofsafetyandstability.
The commission artworkis constructed frompiecesoffabricsimilarinstructuretotapestries
calledRallis. A Ralliis a traditionalquiltmadebywomenintheruralareasofsoutheastern
Pakistan andwesternIndia.Thecoloursanddesignsreferencetheshared storiespassedfrom
womantowomanduringthemakingoftheRalli. Inthecaseofthetextilecreatedbythe
participantsinMs.Tazeen’sgroup, theembroidered irisflowerbecomesthesymbolofhope,
courageandfriendship.
All theworks created during Ms. Tazeen’sresidencywere displayed in apublic exhibition at
City Hall during the month of December2018.Staff at Victoria Hills Community Centre have
identified the foyer of the centreas the site: accessible and visible toall visitors - including the
workshop participants who are also users of the facility.
The Public Art Working Group (PAWG) supported the acquisition of this commissioned work at
its meeting held on May 13, 2019. PAWG’s motion was forwarded to the Arts and Culture
Advisory Committee (ACAC) for further support, which it received onJune 18, 2019as follows:
“That 2018 Artist in Residence Sumaira Tazeen’s commission proposal for the artwork titled
Unkahi (Stories Untold) – a multi media tapestry – to be installed at Victoria Hills Community
Centre, be accepted.”
The recommendation of this report supports the achievement of the city’s strategic vision through
the delivery of core service.
FINANCIAL IMPLICATIONS:
The commission of $2,000 is fully funded from the Public Art Reserve Fund.
COMMUNITY ENGAGEMENT:
INFORM – This report has been posted to the City’s website with the agenda in advance of the
council / committee meeting.
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CONSULT – As a permanent subcommittee of the Arts and Culture Advisory Committee, the
Public Art Working Group provides oversight forthe Artist in Residence program. The committee
is a specialist working group whose members include, but are not limited to visual artists,
curators, gallery administrators, educators, architects, urban planners, cultural workers and
community activists. They review all public art proposals, including Artist in Residence
commissions and provide recommendations supported by their expertise and engagement with
the community.
COLLABORATE – The Artist in Residence program requires the artist to offer a programwith
meaningful opportunities for community engagement. In addition to facilitating the
aforementioned workshops withnewcomers, Ms. Tazeen delivered a series of interactive art
activities during family and cultural events.She took part in Feminist Fridaysseriesholding a
workshop at Kitchener Waterloo Art Gallery, in the Multicultural and Kultrun festivals, and
Discovery Square thereby involving people of different genders, ages and cultural
backgrounds.
ACKNOWLEDGED BY: Justin Readman, General Manager DSD
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APPENDIX A
Sumaira Tazeen
2018Artist in Residence
CommissionProposal
Title:Unkahi ( StoriesUntold)
CarbontransferandEmbroideryon
fabric
119cm x 107cm / 4ft x 3.5ft(Approx.)
2018
A collaborative artpiececreatedby
Ms.Tazeenandfemaleimmigrantsin
KitcheneratVictoriaHillsCommunity
Centreduringherresidencyas2018
ArtistinResidencefortheCityof
Kitchener.
Artist statement:
Ms.Tazeeninvestigatesthe
conceptual discourse ofhowtraumatic
eventsdisrupttheidentity construct.
Identifyingas a MuslimSouthAsian
womanandtrainedinminiature
paintingand stitch craftsin Pakistan,
she drawsfrom a widerangeof
symbolismsourcesfromnature,land,
religion,politicsandhistoricaland
culturalevents.Sheseekstosubvert
traditionalboundariesofartpracticesthroughexperimentationwith scale, mediums,and
materialsandcreateobjectsthatprojectdualities.As a femaleartistinthediaspora, she
exploresnarrativeson social issues thatareimportanttoher, suchasdisplacement,
abuse,alienationandbelonging.
CommissionBackground:
Thepieceproposedforthe commission, is a textilework - a culminationof a fiveweek
long(10hour)workshopseriesconductedbySumaira withnewcomerwomenat
VictoriaHillsCommunityCentreinKitchener.
The workshop series was one of a number of the events that Ms. Tazeenfacilitated during
her residency with the goal of providing a platform for an open dialogue about cultural
identity, displacement and belonging.During the residency,Ms. Tazeen asked thepublic
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to consider the complex, and at times contradictory, emotions experienced by
newcomers.
Theworkshopwasspecificallydesignedtoengagewithfemaleimmigrants. Tenwomen
ofdifferentcountriesoforigin,includingChina,Jordan,SaudiArabia,Syria,Sudan,
MalaysiaandPakistan,facingchallengesinadjustingtotheirnewhomeland,participated.
Thesewomenwereengagedinvariousformsofhands-on,creativeexpression (such as
drawingandpainting) andsharedstoriesofcommonexperiencesduringthecreationof
thepiece.Someoftheexperiencestheysharedwererelatedtothechange of cultural
customs, forexamplehavingdomestichelpbackhomeversusdoingallthehousework
themselves, finding a schoolfortheirchild, orfinding a grocerystorethatcarriesfamiliar
fooditems. Someexperiencedmomentsofanger andfrustrationduringtheprocessof
resettlement.Thesesharingandmakingactivitiesculminatedin a largeembroidered
tapestrywhichMs.Tazeenassembledandcompletedwith a layerofcarbontransfer
marks.
The Victoria Hills Community Centre is the proposed site for the displayof the artwork.
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REPORT TO:Community & InfrastructureServices Committee
DATE OF MEETING:December 9, 2019
SUBMITTED BY:Hans Gross, Director of Engineering, 741-2200 ext. 7410
PREPARED BY:ChristineGoulet, ProjectManager, Development Engineering,
741-2200 ext. 7820
WARD(S) INVOLVED:Ward 4
DATE OF REPORT:November21, 2019
REPORT NO.:DSD-19-275
SUBJECT:Dodge Drive Trunk Sanitary Sewerand Road Restoration -
Credit/Refund Agreement Request
___________________________________________________________________________
RECOMMENDATION: That Council authorize the Mayor and Clerkto execute a
development charges credit/refund agreement with Activa Holdings Inc.in respect
toActiva Holdings payment forthe costs of the engineering fees and construction
of the Dodge Drive Trunk Sanitary Sewer and Road Restorationproject, to the
satisfaction of the City Solicitor.
BACKGROUND:
In 2015 Activa Holdings Inc. receivedplan of subdivision approvals to permit a residential
subdivision for lands to the northeast corner of New DundeeRoad and Reidel Drive,
extending to Dodge Drive.In 2017 a supplemental agreement was approved including a
conditionthat sanitary servicing constraints, most importantly the construction of a new
sanitary sewer, be addressed prior to occupancy permits being granted for multiple
stages.
In 2017 the Dodge Drive sanitary sewer was defined as a “trunk” sewer and therefore
qualified to be included in theCity’s 2019 Development Charges Background Study.
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8 - 1
REPORT:
The detailed design and construction of the Dodge Drive Trunk Sanitary Sewer and Road
Restorationis scheduled for 2027 and 2028 respectively,as per the capital budget. Activa
wishes to build out the Stauffer Woodssubdivision earlierand thus on August 30, 2019
the City received a development charges credit/refundapplication request from Activa to
advance the detailed design and construction of the infrastructure.Activa has had
ongoing discussion with the City, staff at this time isinsupport of this application and to
date Activa has submitted all required information to process their application.
A project team from various City departments was set to review the credit/refund
application.Project team members included Engineering, Legal, and Finance. All
internal stakeholders and members of the project team are in favour of the proposal.
Project Costs
The total preliminary cost estimate of the Dodge DriveTrunkSanitary Seweris
$6,254,000.00in accordance with the 2019 DC BackgroundStudy. The cost estimate
includes the following:
o Engineering Fees ($816,000.00 or 13% of the project cost)
Consultant fees for detailed design, tendering and contract administration,
Cost for City staff including project management, tender advertisement, permit
fees and administration,
o Dodge Drive Trunk Sanitary Sewer and Road Restoration($5,438,000.00)
Dodge DriveTrunk Sanitary Sewer and Road Restorationconstructionincluding
a 25% contingency.
The developer will fund the project in two stages:
o The Engineering design for this project has already been completed by a private
consultant. Per Supplementary Subdivision Agreement WR1087007, if and when the
Dodge drive sanitary sewer became a Development Charge eligible expense, the city
wouldpayall money for work or services normally paid by the Development Charge
Account. The invoicefor designfeesis tobe submitted to the City for incorporation
into the credit/refund agreement.
o Fees for the remainder of the permitting, tendering, contract administration and
inspection will be accepted bythe City after the credit/refund agreement has been
signed and prior to the City incurring the expenditure. The City will go through the
normal purchasing process to select any required services to complete thetendering,
permittingand contract administration.
o Construction fundsto be submitted to the City once the detailed design is completed,
but before the City tenders the construction work. The City will go through the normal
purchasing processto select the construction company for this project, including a
contract which will be awarded by City Council. Once the City completes the tendering
process, but before the tender is awarded the developer may be required to top up
the funds for this stage of work if the tendercosts are higher than expected. If the
costs are lower than expected, the unnecessary funds will be returned to the
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developer before contract award.If the tender costs exceed the construction cost
estimate by 20%, Activa has the ability to terminate the agreement.
The developer is responsible to provide the funds required to complete the project if
during construction any unforeseen issues ariseand sufficient funds are not available in
the letter of creditto cover the costs. The City will provide the developer 3 weeks’ notice
to provide the funds.
Operating and Maintenance Costs
There will be no operating and maintenance costs as the road is existing and the only
new infrastructure is a gravity-drained sewer.If maintenance is requiredwithin the sewer,
it will be at Activa’s sole responsibility and cost until 2027.
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:
Capital Cost:
The capital costs for this project will be borne by the developer. In accordance with
Council Policy I-537 (Development Charges Credit/Refund Agreements), the City will
reimburse the developer through development charge credits and refunds for significant
growth related capital items that are advanced by the developer.
Policy I-537 allowsdevelopers to proceed with such projects and be reimbursed by the
City through crediting, in this case, the sanitaryand roadportionof the Development
Charge payable upon the issuance of the building permits.
Policy I-537 also allows for a refund of the balance on June 30 of the year it appears in
the City’s capital forecast, but only to the extent the City has met its projected
development charge revenue targets, City wide.This ensures that there are adequate
funds to cover the project in the future.For example, if the City has only reached 60%
of its anticipated Development Charge revenue throughout the City then the developer is
only entitled to 60% of the refund in that year.Every year subsequent to that, the
developer receives a refund calculated in the same manner. Based upon this policy, a
draft agreement has been prepared by Legal Services in cooperation with legal counsel
for the developer.
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COMMUNITY ENGAGEMENT:
NFORM – This report has been posted to the City’s website with theagenda in advance
I
of the council / committee meeting.
CONSULT – Residents will be surveyed to ask about their interest in a municipal
watermain as a local improvement. Notification will also be provided to the public in
advance of construction activities.
PREVIOUS CONSIDERATION OF THIS MATTER:
2019 Development Charges Background Study
CONCLUSION:
Activa Holdings Inc.has had ongoing discussions with City staff from 2017 until now. At
this time, Activahas submitted all the required information to process their application
and staff has had the opportunity to review the application in detail. Activa Holdings Inc.
is proposing to fund the cost of the Dodge DriveTrunkSanitary Sewer and Road
Restoration. Assuch, staff recommendsthat the credit/refund agreement for the Dodge
Drive Trunk Sanitary Sewerbe approved.
ACKNOWLEDGED BY: Justin Readman, General Manager,Development Services.
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REPORT TO: Community & InfrastructureServices Committee
DATE OF MEETING:December 9, 2019
SUBMITTED BY: Alain Pinard,Director, Planning,519-741-2200 x 7319
PREPARED BY: Janine Oosterveld,Manager, Site Development & Customer Service,
519-741-2200 x 7076
WARD (S) INVOLVED:All Wards
DATE OF REPORT:November 28, 2019
REPORT NO.:DSD-19-245
SUBJECT:Digital Plan Review for Planning Applications
___________________________________________________________________________
RECOMMENDATION: That staff be directed to transfer $250,000 from 2019 planning
operating revenues to a new Digital Plan Review Capital account for the purpose of
funding the hardware, software and other capital needs to support the digital
transformation of processing planning applications.
BACKGROUND:
Staff and applicants of planning applications have an interest in transitioning to digital application
submissions and review, particularly for site plan applications. This would reduce some of the
administrative time and expense by both the City and development industry in producing,
circulating, filing and storage of paper submission material, correspondence and approval
documentsand would aligninternal comments through digital shared mark-ups,significantly
improving the customer experience.It was identified as a process improvement through the
Development Services Review (DSR) of the site plan process.This transition requires hardware
and software upgrades.
REPORT:
The City has been fortunate in 2019 to experience high volumes of site plan applications. Based
on current projections this has led to high site plan revenueswhich are projected to be $1.6
million for 2019 (aprojected surplus from budget of approximately $452,000). Concurrently,
many of the site planprocess improvements identified by staff and the development industry
through the DSR are associated with digital submissions and digital reviewincluding:
Digital submission package (avoiding print costs and delivery costs for applicants);
Digital circulations to save time moving drawings to various staff and agencies;
Digital review for all staff toreview/comment on the same plans to be able to see and
resolve conflicts and to provide clear direction to applicants;
The ability to redlineminor corrections, rather than sending the drawingback to the
applicant for revision and resubmission; and,
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9 - 1
Digital approval sets to reduce paperwork at the end of the process and to get applicants
their approved plans quickly.
Staff are in the early stages of working with Technology Innovation and Services to evaluate the
software and hardware options and needs associated with a transition away from paper. While
a firm direction on solutions and their full costing has not been determined, staff is of the opinion
that usingthe surplus insite plan revenues provides an opportunity to create a funding source
forthis process improvement.The transferwill secure funding for initial expenditures to start the
transformation.Futurefunding may be required to further expand digital review.
Anticipated costs are expected toinclude:
Hardware: Drafting-sized monitors and power desktop computers that allow for review of
large scale plans, tablets for site visits and inspections, and other associated computer
accessories, potential network or cloud-based storage capacity to address large sized
digital drawing files and secure file transfer
Software: Plan review softwareto allow all staff to review and comment on the same
drawing, file management softwareto organize plan revisions and meet our file retention
policies
Other potential costs: workspace adjustments to accommodate drafting sized monitors,
staff training, on-going licensing, storage, lifecycle costs
Associated projects that will tie into this transformation:
AMANDA public portalto allow applicants to submit and track the status of their
applications
Payment optionsper Strategic Plan great customer service goal allowing online financial
transactions
At full integration, digital plan review will include staff from various divisions across the City
including: planning, development engineering, transportation services, building, parks &
cemeteries, operations, and utilities.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
This report relates tothe objectives of the Great Customer Service Goal: Enhance customer
experience online by delivering customized information, providing easy access to services, and
allowing financial transactions by 2021.
FINANCIAL IMPLICATIONS:
While it is unconventionalto bring forward a budget request of this nature outside of the budget
process the implementation of this would make significant headway in improvingcoordination
and workflow in the site plan process. Ifcouncil wishes to defer this until a future budget process
then it would delay the implementation of this by approximately one year.
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Should Council choose to proceed, it is anticipated that the majority of the workassociated with
scoping and initial roll-outcould be completed in 2020with some of the initial capital
expenditures to extend into 2021. Subsequent phases would be necessary to transition other
components of the site plan process (such as site inspections) andothertypes of planning
applications.Digital transformation of planning applications will take a similar approach and learn
from the Building division’s digital building permit process. Given the costs incurred by Building,
it is estimated that the $250,000 transfer from operating would be sufficient to cover the majority
of anticipated set-up costs for an initial, scoped,roll-out phase. Ongoing maintenance costs
are expected to be minimal and allocated withinthe division’s operating budget.
COMMUNITY ENGAGEMENT:
INFORM – This report has been posted to the City’s website with the agenda in advance of the
council / committee meeting.
CONSULT &COLLABORATE – Digital submissions and review were ideas generated by both
staff and the development industry through the extensive engagement that has taken place
through the Development Services Review for the site plan process.
CONCLUSION:
Digital transformation of the site plan process along with other planning applications will have a
positive impact on both the City and ourcustomers, supporting great customer service as well
as resource efficiencies.
REVIEWED BY:
Ruth-Anne Goetz, Senior Financial Analyst
Sarah-Beth Bianchi, Manager, Digital Transformation and Strategy
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Department
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REPORT 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.
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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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