HomeMy WebLinkAboutDSD-20-158 - Kitchener Second Wave Pandemic PlanningREPORT TO:Strategic Session of Council
DATE OF MEETING:October 19, 2020
SUBMITTED BY:Justin Readman,General Manager, Development Services,519-741-
2200, extension 7646
PREPARED BY:Justin Readman,General Manager, Development Services,519-741-
2200, extension 7646
Jason Winter, Director, Asset Management and Business Solutions,
519-741-2200, extension 4630
WARD (S) INVOLVED:All
DATE OF REPORT:October 12, 2020
REPORT NO.:DSD-20-158
SUBJECT:Kitchener Second Wave Pandemic Planning
___________________________________________________________________________
RECOMMENDATION:
That the decision-makingcriteria, outlined on page 3 of staff report DSD-20-158, be used
to guide decision making for programs and services that may need to be scaled back
during the second and potential future waves of COVID-19 transmission; andfurther,
That the COVID-19action plans as outlined in Appendix A andB of report DSD-20-158be
approved
wellbeing.
BACKGROUND:
OnJune 8, 2020 Councilendorsed report DSD-20-072,City of Kitchener Recovery Plan,
Reopening Framework and Post Pandemic Opportunities. On August 24, 2020 Council
endorsed stage 3B, which further opened programs and services. This framework has allowed
the City to re-open many of the200 services operatingout of more than 70 facilities while
ensuring that the safety of employees and residents is not compromised.Emergency
Operations Centre Planning Section led the development ofreopening plans for facilities,
programs and services so that they could reopenfollowing the best available public health advice
and guidance. These plans were designed to be agile and adaptive to changes in provincial
direction to ensure the safest possible delivery of programs and services.
recoveryresponse,theplanhascontinued tofocus on:
meeting the needs of the community by providing valued programs and services to
businessesand residents,
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ensuring the health and safety of City employees and members of the community,
contributing to community and global efforts to slow the spread of COVID-19, and
The Province hassignaled that Ontario will be in Stage 3 of the pandemic response for quite
some time and to mitigate further spread, that physical distancing will continue to form a
significant part of theresponse.
The Province of Ontario, and much of Canada, is-19
transmissions.The Province of Ontario is currently taking a regional approach to scaling back
and has announced a modified Stage 2 in three hotspots, which prohibitsthe operation of gyms,
cinemas, casinos, performing arts and racing venues, as well as indoor dining (Ottawa, Toronto
and Peel Region). At the time of authoring this report the Region of Waterloo remains inStage
3 oftheframework.However, direction may change quickly if localized transmission
continues to trend in the wrong direction.
The long duration that the pandemic response requires is having a toll on the community. Some
may feel increasingly isolated, some may feel complacent and beginto let their guard down,and
as less daylight and colder weather sets in people may feel that they havelimited options for
stimulatingmental and physicalactivities.
The purpose of this report is to outline the criteriafor when public programs and services may
be scaled back, additional measures to ensure safety compliance, COVID-19action teams to
support community and staff well being,and to share high-level business continuityinformation.
REPORT:
Second Wave Program/Service Decision Criteria and Enhanced Measures
The City has invested considerable thought into the reopening of programs and services. This
included building program and facility plans, the addition of protective equipment, physical
distancing practices, health screening,and staff training.These measures have allowed a variety
of programs and services to be delivered safely and effectively, including thousands of camp
participants, sport training and team play, access to computers, food programs and other
recreation activities, to name a few.Community and recreation centres are open at various times
of the day to ensure that facilities are broadly accessible to the community. As the city of
Kitchener enters a second wave of COVID-19transmission this combination of measures will
continue to be used so that a variety of recreational and sports programs and services can be
offered by staffand neighbourhood associationsfor as long as it is possible to safely do so. A
guidideliveras many programs and
services as possible and in a safe manner so that community wellbeing, mental health and
physical fitnesscan be supported in a variety of ways.
In recognition thatthe Province is taking a regional approach to scaling back andlocalized case
transmissionrates can changequickly staff have identified fivecriteria for determining whenCity
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and Neighbourhood Association runprograms and servicesmay be scaled back. Note that any
one of these criteria could result in a specific program being scaled backand that each program
and service will be evaluated using a risk-based approach.These are:
a.Public health/provincial recommendations
b.COVID-19infection rates & outbreaks increasesignificantlyin elementary and
high schools (related toyouth programming, a target demographic for
programming)
c.Community spread of COVID-19 continues to increase and thatmost of the
COVID-19 transmission is not traceable to a type of activity
d.Lack of enrollment or participationinindividualprograms/services
e.Increased staff absenteeism(due to illness, self-isolation or caregiving
responsibilities) to support/deliverindividual programs services
The combination of recovery plans, physical distancing, mask wearing, good hygiene practices,
minimizing cohort sizes/mixing and health screening, when used together can be an effective
means to minimize the risk of COVID-19transmissionand will continue to form the foundation
. However, the best safety plansand protocolscan
only be as good as the compliance achieved.
Staff at community centres and recreational facilities havebegunto document, on a daily basis,
publiccompliance ofsafety protocols to determine if they are being followed consistently (e.g.
congregating in parking lots, staggered entry times, etc.), and this data willbe used to determine
if spot checks,warningsand even cancellation of offeringsare required.Future actions like a
more formalizedrandomized inspection program may occur, if required. In addition,consistent
messaging around adherence and enforcement of safety protocols will beshared through a
regional community messaging campaign.
COVID-19Action TeamsCommunity and Staff Wellbeing
The response to the pandemic has often been described as a marathon, not a sprint. As colder
weather and shorter days set in the community may feel more isolated. The fall and winter
season are also host to severalcelebrations and gatheringsthat will tempt community members
to gather and possibly increase COVID-19transmission. With restrictions in place there is a
need to reimage this time of yearand to think differently about how we, as a collective
community,can stay connected and support each other.
The Reimagine Togetherprogram, which focuses on supporting the Kitchener community, will
deliver alternatives to regular community events. This is inrecognitionthat many festivals,
events and holidays/celebrations are cancelled due to COVID-19restrictions.The program will
createopportunities for people to be connected and to enhance community spirit, while actively
reinforcing public health protocols (e.g., physical distancing, mask wearing).The main goal of
this program is to reduce depression, anxiety and social isolation for members of the Kitchener
community. See appendix A for more details.
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Theprolonged duration of the pandemic will also take a toll on staff, who are delivering services
in different ways and continue to work hard to deliver valued services that our community relies
on.AStaff Wellbeing & Resilienceprogram was created to determine employee needs and
develop a program that supports employees through the next phase of the pandemic.
The high-levelobjectives of the Staff Wellbeing & Resilience action team are detailed in
appendix B and is summarized as follows:
1.Identify key social-emotional staff needs, including those unique to the pandemic period,
and develop a comprehensive program to provide appropriate response and supports.
2.Enable teams tosustainmeaningfulconnections while working remotely or from different
work locations.
3.Coordinate current mental health and wellness work underway and effectively share results
and supports with staff; also identify gaps and work that needs to be accelerated and
address as required.
4.Ensure senior management visibility and communications, including recognition for efforts
of staff.
Critical Services
Critical services are defined as vital business processesthat if not provided putlivesat risk
and/orthe City will lose the capability to effectively achieve legislative and/or business
objectives.To maintain a continuity ofoperation the City of Kitchener, in partnership with other
local municipalities,has developed a list of prioritized critical services.Continuity of operation
can generally be defined as mitigation and planning strategies that create resilience and allow
critical services to continue to be provided in the face ofemergencies such as this on-going
pandemic.
have been aligned to the objectives set out for Emergency
Operations Centre (EOC), which also align to standardized provincial emergency response
objectives (listed in Appendix C).These objectives provide a consistent approach to ensuring
thatthe most important services are maintainedif there are shortages to staffing or other
resources.
AppendixDoutlines the prioritized critical service categories by department,based on the
current pandemic,and assuming there are no other issues the City is responding to. For
example, if a flood occurs during the pandemic response then services would need to be
reprioritized to respond to that issue.Each categoryincludes several specific core services that
may becrucial to maintain a continuity of operations at the expected level of minimum service.In
addition, there are interrelated services that are needed to support each other. As an example,
the customer contact centre is needed to assist forestry to identify downed trees and branches
during and immediately following a windstorm.
Business continuity plans have beendevelopedfor each identified critical service.The goal for
business continuity plans is to ensure that the City maintains the most critical services with
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appropriate staffing levels to meet community expectations.Should staffing resources become
constrained, due to illness and associated staff shortages, priorities will be given to services
based on the objectives in appendix C.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The recommendation of this report supp
the delivery of core service.
FINANCIAL IMPLICATIONS:
During thissecond wavesome programs and facilities may need tocloseagain, and this may
result in additional costs being incurred without the benefit of receiving expected user fee
financial projections, highlighting the need to be somewhat cautious with our approach. It
highlights the balancing act that municipalities face related to bringing services back online.
Should staffing levels become significantly impacted there may be a need to provide overtime
premiums or contract out some aspects of service delivery, which would negatively impact the
For the Reimagine Togetherprogram, special events budgets, typically earmarked for larger
events and gatherings will be repurposed to deliver the program.
Work continues to scope the financialimpact of the Wellbeing and Resilience Action Team and
staff will work within existing budgets (e.g., corporate training, etc.) where possible.
COMMUNITY ENGAGEMENT:
INFORM advance of the
council / committee meeting.
ACKNOWLEDGED BY:Dan Chapman,Chief Administrative Officer
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Reimagine Together
Appendix A
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Staff Wellbeing and Resilience
Appendix B
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Appendix C: Emergency Operations Centre Objectives
1.Safety & health of responders
The well-being of responders must be effectively addressed, or they may be
unable to respond to the needs of those at risk.
2.Save lives
The importance of human life is paramount over all other considerations.When
lives are at risk, all reasonable efforts must be made to eliminate the risk.
3.Reduce suffering
Physical and psychological injury can cause significant short-and long-term
impact on individuals, families, and communities.Response measures should
take into consideration all reasonable measures to reduce or eliminate human
suffering.
4.Protect public health
Public health measures essential to the well-being of communities should be
maintained or implemented.Enhancing surveillance and detection, eliminating
health hazards, minimizing exposure, and implementing programs such as
widespread immunization may need to be considered.
5.Protect critical infrastructure
Refers to processes, systems, facilities, technologies, networks, assets, and
services essential to the health, safety, security or economic well-being of the
municipality and the effective functioning of the government. Critical
infrastructure can be stand-alone or interconnected and interdependent within
and across municipal boarders.
6.Protect property
Property can be essential to the livelihood of communities.When determining
priorities, response personnel should evaluate the importance of protecting
private and community property.
7.Protect the environment
The environment is essential to communities.When determining priorities,
response personnel should evaluate the importance of protecting the
environment and implement protective strategies that in the best interest of the
broader community.
8.Reduce economic & social losses
The loss of economic generators can have short-and long-term impact on
communities, including social losses related to the loss of community support
networks and reduced employment, investment, and development.Response
measures may be necessary to reduce these losses, and psychosocial
interventions may be required for those impacted by the disaster.
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Appendix D:Prioritized Critical Services Categories (by Department)
Community Services
Fire Services
Emergency Management
By-Law
Accessibility & Inclusion Services
Recreation & Programming
Customer Service
Financial Services
Financial Accounting
Procurement
Financial Planning
Asset Management
Revenue
Development Services
Engineering
Building Services
Economic Development
Land Use Planning
Development Approvals
Transportation Services
Corporate Services
Communication
Information Technology
Human Resources
Legal Services
Governance & Clerks
Risk & Compliance
Infrastructure Services
GasServices
Roads
Sanitary Services
Water Services
Parks
Stormwater Services
Facilities
Security
Cemeteries
FleetManagement
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Forestry
WasteManagement
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