HomeMy WebLinkAboutFCS Agenda - 2020-11-30 - 2021 Operating BudgetSpecial Finance & Corporate Services Committee
Agenda
Office of the City Clerk
2021Operating Budget
Kitchener City Hall
nd
200 King St.W. -2Floor
Kitchener ON N2G 4G7
Monday,November 30,2020
12:30 p.m.-4:00p.m.
Electronic Meeting
Page 1Chair -Councillor S. DaveyVice-Chair -Councillor J. Gazzola
Due to COVID-19 and recommendations by Waterloo Region Public Health to exercise physical
distancing, City Hall is open for select services by appointment only. Members of public are invited to
participate in this meeting electronically by accessing the meeting live-stream video at
kitchener.ca/watchnow.
While in-person delegation requests are not feasible at this time, members of the public are invited to
submit written comments or participate electronically in the meeting by contacting Jeff Bunn,
Manager, Council and Committee Services/Deputy City Clerk at jeff.bunn@kitchener.ca. Delegates
must register by 11:00 a.m. on November 30, 2020in order to participate electronically. Written
comments will be circulated prior to the meeting and will form part of the public record.
Discussion Items
1.FIN-20-066-2021Operating Budget(3.5hrs)
Introduction from the CAO
General Overviewby the CFO
Boards
Tax Supported Operating Budget
Enterprise Operating Budgets
Resolution
NOTE:Final approval of the 2021Operating Budget will take place as part of Final Budget Day, scheduled for
January 18,2021.
Jeff Bunn
Manager, Council & Committee Services/Deputy Clerk
** Accessible formats and communication supports are available upon request. If you require assistance to
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CITY OF KITCHENER
ENTERPRISE OVERVIEW
Building Enterprise
Operating Model/Philosophy:
The Building enterprise is responsible for the administration and enforcement of the Building
Code Act and Building Code. The mandate of the Building enterprise is to ensure construction
within the City meets the minimum requirements as prescribed in the Building Code.
Services Provided:
The Building enterprise provides a majority of its services to external customers for building
permit issuance and on-site inspections. Building also supports the AMANDA software system
and administers the final grading approvals for new low-rise residential buildings.
Benchmarking:
The charts below outline the total number of building permits issued and fees collected over
the past 6 years.
Total Building Permits Issued 2015-2020
2,732
3,000
2,483
2,328
2,500
2,140
2,052
2,000
1,500
905
1,000
279
269
258
234
227
219215
500214
194
193
8380
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20152016201720182019*2020
Industrial/CommercialInstitutionalResidential
Total Building Fee Revenues 2015-2020
$5,961
$6,000
$4,942
$5,000
$3,708
$4,000
$2,877
$3,000
$2,089
$1,499
$2,000
$1,081
$1,012
$864
$814
$650
$571
$532
$1,000
$424
$381
$357
$337
$159
$-
20152016201720182019*2020
Industrial/CommercialInstitutionalResidential
* 2020 – Year-To-Date (YTD) January 1st to June 30th
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Primary Legislation:
The Building enterprise is governed by the Provincial Building Code including referenced
legislation such as the Planning Act, Development Charges Act, and other construction
standards. The main purpose of the Building Code is to ensure the buildings citizens live, work
and play are safe through the issuance of building permits and site inspections. Building permit
revenues must only be used for the administration and enforcement of the Building Code.
Customer Base:
The majority of Building’s customers are the private sector, and their experience in building
regulations is diverse; from minimal to knowledgeable. Customers of Building include single
time users such as do-it-yourself homeowners, repeat homebuilders, and non-residential
applicants who build 1-2 times per year. The 2020Year-To-Date (Jan. 1 – June30) breakdown of
Building’s customer base is 85% residential, 13% industrial/commercial and 2% institutional.
Recent Challenges:
Despite the COVID-19 pandemic, permit activity YTD remained very active, especially for new
residential buildings including the balance of construction for the downtown projects and
miscellaneous project types. Staff working from home created some inefficiencies such as
reviewing electronic plans on smaller size monitors and systems that would often freeze and
required a reboot. The pandemic timing did not allow any summer students to assist in
processing applications, and with staff working from home at the same time as high levels of
permit activity, an increase in complaints on permit issuance resulted.
The pandemic caused the Province to issue an Emergency Order (EO) for essential services and
multiple amendments. The EO permitted certain residential & industrial and health care
projects to proceed. Management invested a significant amount of time and effort into
understanding the implications, revising processes and most importantly communicating the
changes to customers. Customers appreciated the industry updates, and in some cases,
challenged staff because they believed they were an essential service. This resulted in
additional amount of staff time to further explain the amendments at all hours of the day.
In early March, the public portal supporting online permit applications needed to be shut-down
due to software issues. During the online permit shut-down, new temporary processes were
established and communicated to the industry. The internal process changes caused additional
work duties for staff, and fortunately the public portal resumedin July.
Recent Successes:
A number of technology improvements were completed in 2020, namely:
The Public Portal returned to operation in July, after significant effort to ensure the
software was working properly
In June a major upgrade was completedto the City’s building permit software system
(AMANDA)
The Interactive Voice Recording (IVR) system, which allows customers to book
inspections via their phone, wasupgraded
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Staff were quick to adapt in making the transition smooth to working from home, utilizing
virtual meetings for peers and customers. During the pandemic, Building supported prompt
customer service through seven Industry Updates highlighting the regulation changes and City
processes.
The Building enterprise administered the termite pilot project again.
Lastly, through ongoing and prudentfinancial measuresincluding continued high level of permit
activity, the Building Stabilization Reserve remains positive and sustainable over the 5-year
projection period.
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CITY OF KITCHENER
ENTERPRISE OVERVIEW
GolfEnterprise
Operating Model/Philosophy:
Kitchener Golf provides an affordable golf experience for all.
Services Provided:
Kitchener Golf operates golf propertiesandfacilities at both Doon Valley and Rockway Golf
Courses offering affordable recreational golf opportunities, as well as facilitated camps and
clinics, leagues, tournament and events.
Kitchener Golf facilities are open from dawn to dusk seven days a week during the golf season,
which can run anytime between April-November dependent upon weather. During the off
season, the facilities can be utilized for special occasions and provide a publicspace for winter
walking, snow shoeing and cross-country skiing. Rockway Golf Course has become the home
to the Nordic Ski Club.
Benchmarking:
The chart below outlines the 2020 prices at a number of privately-owned public golf courses in
the area. Kitchener Golf’s prices are at the low end of the spectrum.
Kitchener Merry Hill Cambridge Puslinch Elmira
Primetime$49$40 $60 $54 $54
Off-Peak $38.75 $38 $50 $50
Primary Legislation:
A Level Playing Field agreement signed with National Golf Course Owners Association states
that municipal golf courses will pay a dividend to their municipality equal to the sum of
property and income taxes. This ensures that municipal golf courses are not at an unfair
advantage.
Customer Base:
Both courses are open to everyone.
Recent Challenges:
Operating and meeting the challenges of COVID-19; aging infrastructure of clubhouses, golf
carts, maintenance and storage building; and planning for the impacts of the MTO Highway 401
expansion project near the Doon golf course.
Recent Successes:
The Nordic Ski Club successfully completed their first season at Rockway Golf Club. The ski trails
were well liked and adopted quickly by the neighbors with interest in the ski club. The Nordic
Ski Club was awarded a provincial grant to assist with new equipment and some of the costs
related to the move to Rockway Golf Course. Staff and golfers also adapted to the new
physical distancing requirements.
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ENTERPRISE OVERVIEW
Parking Enterprise
Operating Model/Philosophy:
The Parking Enterprise’s goal is a self- funded, financially sustainable enterprise providing
accessible and convenient parking in the downtown core at a fair price. It is very important to
the core as it helps the City achieve and balance its economic development growth
management and transportation objectives.
Services Provided:
The Parking Enterprise manages and operates the City’s downtown parking portfolio, which
currently consists of fiveparking garages, 17 surface lots, on-streetmeters and free parking
spaces (totaling 3,701 spaces). It has direct responsibility for the operation, maintenance,
capital rehabilitation and fiscal management of the City’s public parking infrastructure.
Benchmarking:
The table below outlines current prices of monthly parking for surface and garage facilities in
the downtown. The City’s monthly parking prices are at the high end of the spectrum.
Current Parking Operators Monthly Parking Fees before HST
Provider Surface Garage
Major 3rd party Private Business $118.65 $125.00
City of Waterloo $118.87 $153.82
City of Kitchener - Downtown $140.35 $159.38
Primary Legislation:
Not applicable.
Customer Base:
All garage and surface facilities are open to anyone living, working or visiting the downtown.
2020 is the first year in nearly a decade that we are projecting less monthly parkers and daily
customers than the year previous. The customer base has declinedsignificantly in 2020 as a
result of COVID-19 pandemic with a projected reduction of over 25%. Projected revenue for
daily use in all parking facilities is projected to decline by 60% in 2020.
Inventory has decreased in the past couple of years with the sale of 345 King Street, the Forsyth
Lot and most recently the conversion of Seignor Lane Lot into a municipal park.
Recent Challenges:
The Parking Enterprise is experiencing a significant negative impact from the COVID-19
pandemic with a substantial drop in revenue due to a reduction in monthly/hourly parking
demand. The reduced demand is a direct result of temporary closures of businesses, necessary
social distancing measures, and work from home protocols. Parking expects the reduced
revenues in 2020 will continue through at least 2021 deficits as it is still not yet known how
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parking demandwill be impacted insubsequent stages of pandemic recovery, both in
the short and long term.
Recent Successes:
The Parking Enterprise successfully launched its new Pay by Mobile App called Passport Parking
on June 19, 2019. The mobile app reduces the exposure to “touch points” associated with
parking equipment as customers can complete transactions via their personal mobile devices.
This has limited the need for public to interface with parking equipment during the pandemic.
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ENTERPRISE OVERVIEW
Gas Utility
Operating Model/Philosophy:
Provide customers with safe, dependable and economical natural gas. Provide prompt, cost
effective and professional servicesrelated to rental water heaters. Promote conservation,
greenhouse gas reduction (GHG)and operate in an environmentallysensitive manner.
Services Provided:
Gas Supply:Kitchener Utilities purchases and manages the gas supply to meet customer
requirements.
Gas Distribution: As a natural gas distributor, Kitchener Utilitiesdelivers natural gas to
consumers. Work includes installingand replacing meters, underground pipe installationand
maintenance, providing gas servicesto homes and business, respondingto gas emergencies
involving gas line hits, gas odour, carbon monoxide, and gas utility locates.
Regulatory Affairs: Ensuringcompliance with codes, rules and regulations imposed by
government agencies and regulators.
Conservation: Developing and promoting GHG reduction and conservation programs which help
customers save money and conserve energy.
Water Heater Rentals & Service: Supply and service water heaters on a rental basis, providing
24/7 service for repair and replacement of tanks.
Benchmarking:
Over the past number of years, the mix of customers has shifted to more residential and less
industrial. This impacts the gas supply and distribution system as it becomes more sensitive to
weather driven peak hourly and daily demandfor natural gas. This challenges the system as it
must be designed and capable of delivering natural gas under peak conditions to meet firm
customer demands. Therefore, the annual volume will be largely impacted due to the weather
conditions.
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ENTERPRISE OVERVIEW
Gas Volumes -(m3)
300,000,000
250,000,000
200,000,000
150,000,000
100,000,000
50,000,000
0
Primary Legislation:
Technical Standards and Safety Act 2000
Ontario Regulation 210/01 Oil & Gas Pipeline Systems
Canadian Standards Association Z662-11 Pipeline Systems Essentials Code
Canadian Standards Association Z246.1-09 Security Management for Petroleum and Natural
Gas Industry Systems Code
Canadian Standards Association B149.1-10 Natural Gas and Propane Installation Code
Ontario Regulation 212/01 Gaseous fuels
Ontario Regulation 184/03/215 Fuel industry certificates
Measurement Canada – Gas Meters
Electricity and Gas Inspection Act
Ontario Energy Board – Gas Distribution Access Rule, Demand Side Management Guidelines,
Code of Conduct, Storage and Transportation Access Rule
Climate Change Mitigation and Low-Carbon Economy Act, 2016, S.O. 2016, c. 7
Customer Base:
Natural Gas: 71,000
Rental Water Heaters: 43,000
Recent Challenges:
With the increase in the number of residential customers and the rise in occurrence of extreme
weather patterns, there is a requirement to increase pipeline capacity. Pipe sizes must be
increased to meet the peak hourly and daily demand requirements. This will require additional
capital funding over the next several years. High demand for natural gas during peak winter
days causes pressure to drop in the pipeline network. If the pressure drops significantly, safety
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equipment on the meter shuts off the flow of natural gas to the home. Kitchener
Utilitieswould then have to inspect and relight the gas appliances.
In recent years, there has been an increase in development activity within the City of Kitchener.
As the gas utility has infrastructure within Regional and City roads, we are required to move our
infrastructure at their direction and largely at our cost. In addition, customer driven projects,
such as installation of gas piping in subdivisions, are funded 100% by the utility. In order to
meet schedule requirements of the Region of Waterloo and developers, there has been
increased pressure on the capital budget.
The number of gas meters replaced annually fluctuates based on Measurement Canada’s
requirement which takes into account the age and accuracy of the meter. To test the accuracy
of the meter, a representative sample is collected and tested by a third party. If the results are
within tolerance, the meter life can be extended. In 2020 there was a large number of gas
meters that required replacement which will continue in 2021, putting additional pressure on
the budget.
Recent Successes:
The implementation of the new meter inventory management system (MIMS) was launched in
2020. The new system will improve the management of meters and increase administrative
efficiencies as new meters will be directly scanned in and out of the database reducing data
entry.
Kitchener Utilities is continuing to offer a $250 on-bill credit to upgrade customers furnace to a
higher efficiency model. The program continues to be a success with a high uptake.
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ENTERPRISE OVERVIEW
Water Utility
Operating Model/Philosophy:
Provide customers with quality, dependable, and economical distribution of water. Promote
conservation and operate in an environmentally sensitive manner.
Services Provided:
Water Distribution: Monitoring, installing, replacing and repairing the network of water mains,
meters and services to ensure a reliable and safe supply of water.
Conservation: Promotingconservation programs, which help customers reduce the amount of
water used which save both money and conserves energy.
Benchmarking:
While the population of Kitchener continues to grow, water use hadbeen declining for more
than a decade until 2017.Water use decreased from 2005-2017 but increased slightly in 2018,
largely due to hotter weather compared to 2017. Water supply demand forecasts indicated
that 2018 would be the year that population demand would outpace water conservation
measures, which is exactly what happened. It is expected that water use may fluctuate around
this volume depending on weather until population demand clearly exceeds conservation
measures.
Metered Water (M3)
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
Year
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ENTERPRISE OVERVIEW
Primary Legislation:
Safe Drinking Water Act, 2002.
Ontario Regulation 170/03 Drinking Water Systems
Ontario Regulation 128/04 Certification of Drinking Water System Operator and Water Quality
Analysis
Ontario Regulation 169/03 Ontario Drinking Water Quality Standards
Ontario Regulation 188/07 Licensing of Municipal Drinking Water Systems
Watermain Disinfection Procedure
Customer Base:
Water: 68,000
Recent Challenges:
The Ministry of Environment, Conservation and Parks inspection identified an instance of non-
compliance with the City of Kitchener in early 2020 for new watermains not being mapped
within 12 months of installation. A work plan was submitted which represents a higher level of
service for the production and cataloguing of as-recorded information. Additional resources
may be required to meet the requirements.
COVID-19 Impacts:
Delayed start for a number of maintenance programs, but all maintenance activities will
be caught up by the end of the year.
Delayed start of construction related activity resulting in a surge of construction support
during April and May (cut and cap inspections, final connection inspection and valving).
Levels have dropped back down to normal, however there is still a lot of new
development and reconstruction activity in the City.
Additional flushing due to many businesses not using water (stagnant water).
Development of a communications program for businesses to flush upon re-opening to
eliminate stagnant water
Additional private water sampling sites were developed since the majority of sampling
sites were closed businesses and community centres. Relief to decrease the number of
samples as well as to decrease the fall lead sampling was also obtained.
Limited access to customer homes prevented non-emergency water meter
replacement/repair activities. As a result there is a backlog of maintenance work.
Contractor assisted replacement will occur from July to the end of the year.
Delay in hiring of vacant positions for front-line staff as well as a delay in training
sessions
Recent Successes:
Completion of the Four Utility Review which ensured that the organizational structure was
properly set up to support the collaboration and asset management opportunities outlined in the
Water Infrastructure Program (WIP). Impacts relating specifically to Water include cross training
of Construction and Maintenance Staff and diversion of some gas work to a different group to
increase capacity for water related maintenance activities. A dedicated Quality Management
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System (QMS) Specialist for the drinking water system was filled in 2019. The role was
previously split between gas and water.
Implemented a mobile solution for reporting watermain breaks to improve customer
communication.
Rolled out a new mobile water valve inspection solution to minimize data entry and provide
faster deficiency follow-up. It is anticipated that other maintenance programs will follow this
framework.
Initiation of the re-vamped training programs including Drinking Water Quality Management
System Awareness, Cut and Cap and Final Connection Training and Subdivision Inspection
training. Water Construction and Water Emergency training programs are being revised, with
anticipated training by the end of the year.
Ongoing maintenance including watermain cleaning, valve operation, hydrant maintenance and
painting, water meter replacement and replacement of broken water valves.
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Sanitary Sewer Utility (Wastewater)
Operating Model/Philosophy:
The Sanitary Sewer utility collects and removes wastewater generated within Kitchener and
neighbouring municipalities in an efficient, cost effective, and environmentally responsible
manner, in compliance with legislative and regulatory requirements.
Services Provided:
The Sanitary Sewer utility performs a wide range of activities and programs that together
supports the provision of safe and reliable collection of raw sewage, including:
The Water Infrastructure Program (WIP) – previously known as AIRP
Pumping station rehabilitation and replacement
Trenchless sewer rehabilitation
Trunk sewer replacement
Sewer main & lateral repair
Pumping station maintenance
Flow monitoring and hydraulic modeling
Closed Circuit Television (CCTV) inspection program
Sewer flushing program
Year round on-call staff (emergency response)
Service connection blockage clearing
Supervisory Control and Data Acquisition (SCADA) forpumping stations
The City works in conjunction with the Region of Waterloo in the management of wastewater.
The City collects and conveys sewage to regional wastewater facilities that ultimately treat and
dispose of treated effluent.
Benchmarking:
The Utility is participating in the National Water and Wastewater Benchmarking Initiative which
looks at key performance indicators for municipalities across the country. Data isgathered
annually, processed and compared to previous years’ data as well as data from other
municipalities.
Primary Legislation:
Clean Water Act
Environmental Assessment Act
Ontario Water Resources Act
Canadian Environmental ProtectionAct, etc.
Customer Base:
Nearly every residential, commercial, industrial, and institutional building in the city generates
wastewater. In total, this equates to over 65,000 customers billed for this service.
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Recent Challenges:
Operational:
(1) The impacts of COVID-19 have delayed some sanitary services and have required alternative
means of delivery for others. We continue to prioritize work and address the most critical
infrastructure and maintenance needs to ensure reliable and high-quality sanitary services are
provided to customers.
(2) In many parts of the City, sanitary assets are nearing the end of their lifecycle and require
increased funding and resources to undertake preventative and corrective maintenance.
Budgetary:
(1) Construction costs for replacement and rehabilitation of infrastructure from 2004 to 2019
were significantly greater than the CPIrate of inflation.
(2) Unit costs for regional sewage processing have traditionallybeen above the rate of inflation,
putting upward pressure on the City’s sanitary sewer rate.
Strategic:
Similar to the strategy developed for the Stormwater Utility and the implementation of a
Master Plan in 2016, the Sanitary Utility also needs a Master Plan to guide capital and operating
investments over the next 10-15 years. A similar process will be followed, structured under
Municipal Class Environmental Assessment guidelines.
Recent Successes:
(1) The Water Infrastructure Program saw an additional 6.4 kilometers of sewer mains
rehabilitated and/or replaced in 2020, adding capacity and reliability to sanitary services.
(2) The construction has started on the Middle Strasburg Trunk Sanitary Sewer which will
provide the required sanitary capacity for growth in south-west Kitchener.
(3) The implementation of a state-of-the-art SCADA system for the monitoring and control of
the City’s 22 sanitary sewage pumping stations is underway and will be complete by the end of
2021.
(4) A detailed assessment is underway for the City’s sanitary sewage pumping stations and is
key to identifying required improvements to keep the facilities operating reliably and in
accordance with legislated standards. The study will also include Energy Audits on each facility
to identify opportunities for reduction of greenhouse gas emissions in accordance with the
City’s Corporate Climate Action Plan.
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Stormwater Utility
Operating Model/Philosophy:
The Stormwater utility provides services that help managethe flow, quantity and quality of
stormwater in the city in an efficient, cost-effective and environmentally responsible manner to
comply with legislative and regulatory requirements.
Services Provided:
The utility funds the operation, maintenance, rehabilitation, replacement and construction of
stormwater infrastructure across the city. The stormwater system is comprised of
approximately 139 kilometers of open watercourses in 26 subwatersheds, 722 kilometers of
storm sewers, over 24,300 manholes and catch basins, 65 hydrodynamic separators, and 101
constructed stormwater management facilities (SWMFs). Additional SWMFs will be coming into
City ownership from new developments and will become a maintenance obligation.
Services include capital projects identified by the Integrated Stormwater Management Master
Plan (2016) to address portions of the 75% of the City which have limited stormwater
management controls. Other projects are required to mitigate flooding risks in various parts of
the City. In addition to discreet capital projects, annual programs are established to address
recurring activities. These include:
Stormwater Management (SWM) Low Impact Development (LID) and
Monitoring Program Green Infrastructure in WIP Projects
Sediment Management Program Sewer Mains, Catchbasin & Manhole
Maintenance and Repair
Watercourse Improvement Program
Watercourse/Bridge/Culvert
SWM Facility Retrofit Program
Maintenance and Repair
Drainage Improvement Program
SWMF Maintenance & Sediment
Hydraulic and hydrological
Removal
modelling
Catchbasin Cleaning Program
SWM Infrastructure Implementation
Street Sweeping
Program
Leaf Pickup
Water Infrastructure Program (WIP)
Spills Response
The utility also funds a credit program to provide an incentive to private property owners to
support the management of stormwater on private property. An enhanced market incentive
program to cost share the installation of best management practices on private property is
anticipated to be rolled out to the community in 2021.
Benchmarking:
The stormwater utility finalized the Integrated Stormwater Management Master Plan (ISWM-
MP) to replace the 2001 SWM Policy I-1135 with policy MUN-UTI-2003. The master plan
establishes goals and objectives as well as provides direction to the utility until the year 2030.
There is an annual process of measuring progress against planned progress in the ISWM-MP.
Additionally, the utility is participating in the National Water and Wastewater Benchmarking
Initiative, which looks at key performance indicators for municipalities across the country. Data
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is gathered annually, processed and compared to previous years’ data as well as data
from other municipalities.
Primary Legislation:
Clean Water Act,Canadian Environmental Protection
Act,
Environmental Assessment Act,
Canadian Fisheries Act, etc.
Ontario Water Resources Act,
Customer Base:
All owners of properties in the city that have impervious area are generators of runoff during
precipitation events. There are over 70,000 properties in the city that arebilledfor the
stormwater management service based on the amount of their impervious area.
Recent Challenges:
Operational: Storm events are becoming more severe and intense which has a direct impact to
the entire stormwater system by either causing damage to, or exceeding the capacity of
existing infrastructure in an unpredictable manner.
Legislative: The new legislation for the Sewer Safety Inspections process has resulted in an
increased level of service that is now required for the locating of utilities prior to construction
activities taking place. Environmental permits for capital projects can cause project delays.
There are discussions taking place with the Province to establish a City-wide environmental
compliance approval for all capital works in the city. This will create additional administrative
challenges for staff in the short run, however, it may improve efficiencies in the long run.
Budgetary: (1) There is an existing backlog of legacy projects identified in previous stormwater
audits that can only be completed as funding becomes available. (2) Growth applies pressures
to operations and maintenance budgets to ensure current service levels meet legislative
requirements. Further pressures will result as the utility transitions to a more preventative and
proactive maintenance approach.
Recent Successes:
Operations and Maintenance: Operations staff anticipate removing over 3,370 metric tons of
sediment from stormwater facilities in 2020 to improve water quality. It is anticipated that with
the work in 2020, a total of 73 out of 101 stormwater ponds will have been cleaned over the
last several years.
Capital Works: (1) The restoration of SWM Facility 65 on Trillium Dr (near Bleams Rd) is a
significant capital construction project for 2020. Additionally, design and construction work
related to the federal Disaster Mitigation and Adaptation Fund (DMAF) has been initiated. The
st
DMAF program runs until March 31, 2028.
Grant Funding: DMAF provides the City up to 40% reimbursement of eligible project costs to
support the implementation of the ISWM-MP and other priority stormwater projects across the
City. The total cost of the projects included in Kitchener’s DMAF program is $125M.
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