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HomeMy WebLinkAboutCAO-20-008 - 2020 Business Plan Year-End Progress Report and 2021 Business Plan Recommended Project ListREPORT TO:Council DATE OF MEETING:December 14, 2020 SUBMITTED BY:KarenCooper, Manager, Strategic and Business Planning, 519-741-2200ext. 7817 PREPARED BY:LaurenBurr, Corporate Planning Analyst,519-741-2200ext. 7059 WARD(S) INVOLVED:All Ward(s) DATE OF REPORT:December 9, 2020 REPORT NO.:CAO-20-008 SUBJECT:2020 Business Plan Year-End Progress Report and Recommended 2021 Business Plan Project List RECOMMENDATION: That the City of Kitchener 2021 Business Plan Project List outlined in Appendix B to report CAO-20-008 be approved, subject to budget deliberations. REPORT HIGHLIGHTS: This report presents the 2020 Business Plan Year-End Progress Report (Appendix A) and the Recommended 2021 Business Plan Project List(Appendix B) Progresswas made on 38 strategic and business plan projectsin 2020, with 10projects completed overall. The Recommended 2021 Business Plan Project List includes all 25 Strategic Plan actions and15business plan projects continuing from 2020. REPORT: 2020 Business Plan Year-End Progress Report 2020 was an unprecedented year as Kitchener responded to the COVID-19 pandemic. The City placed the safety of citizens and staff as a top priority through its pandemic response and recovery efforts, while also supporting the economic sustainability of businesses and employers. To achieve these priorities, staff took complementary and innovative approaches to modernize service delivery and improve efficiencies. This included enabling staff to work from home, providing more services online, offering existing programs in new virtual formats, providing training and supports to local businesses and establishing centralized service counters at city hall. While some of the service delivery changes are only temporary to address the pandemic restrictions, many will remain post-pandemic and provide long-term benefits. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 2 - 1 redeployed to emergency operations and other functions. Up to 945 staff (42%) were on declared emergency leave during staffing impacts, as well as a pause on non-critical hiring from March to August, affected the dates for 24 projects are included in this report. Through this challenging time, staff demonstrated resiliency and made progress on 2020 Business Plan projects, with 10 projects completed. Council can beproud of how staff adapted to the challenges of the pandemic andcontinued to deliver on the community priorities outlined in the Strategic Plan. Of the 47 projects includedin the 2020 Business Plan, 29 werescheduled to be completed in 2020. As of December 31,10projects have been completed, including 4strategic plan projects. Figure1:Year-EndStatusof the 2020 Business Plan CompletedOn TrackDelayed or Not Started ЊЉ ƦƩƚƆĻĭƷƭ Б ƦƩƚƆĻĭƷƭЋВ ƦƩƚƆĻĭƷƭ ΛЋЊіΜ ΛЊАіΜ ΛЏЊіΜ Strategic Projects The City made considerableprogress in the projects committed to under the five goals of the Strategic Plan. The following fourstrategic plan projects were completedin 2020: Cycling and Trails Master Plan Update-In October, Council approved the updated Cycling and Trails Master Plan, a long- cycling facilities into a city-wide network. More than 3,000 residents provided feedback during the development of the plan. Recommendations for the next 10 years include the development of 43 km of on-street active transportation facilities, 13 km of off-street multi- use trails, and improvements to walkways and trails that connect neighbourhoods. 2 - 2 Make It Kitchener 2.0 Strategy -In October, Council approved this bold, ambitious plan to support business recovery, to create a future where everyone can make a difference, and to propel our community forward.This 10-year plan will guide economic development and community initiatives in the city and allow Council to invest up to an additional $110 million, without relying on a tax rate increase. The plan will puta spotlight on pandemic recovery in our community and address affordable housing and new issues that have emerged throughout the pandemic. Housing Strategy As a key action from the 2019-2022 Strategic Plan, Housing for All, gy has been recommended to Council. With a human rights- based approach and a commitment to lived experience collaboration, the strategy outlines city actions to help end homelessnessandhelp secure community, affordable rental and affordable ownership housing, through advocacy, aligning policies, processes and use of city land to facilitate more affordable housing, filling data gaps and effective monitoring and accountability. Working collaboratively with our Advisory Committee, the Region of Waterloo, members of the public, community partners and the development industry, Housing for All is a made-for-Kitchener blueprint for an even more equitable and caring community. Reduce Social Stigma through Staff Training -An anti-stigma learning program for City staff was launched in the fall 2020 learning catalogue, with greater focus given to addressing both the topics of mental health and addiction. Anti-stigma training will now become a core learning program with ongoing evaluation and customization as required to meet the diversity of staff needs throughout the organization and to ensure the content is relevant to evolving community needs. Additional strategic plan progress includes: Conversion ofGaukel Street into a community space with patio tables, lighting and Indigenous art. Approximately 7 kilometres of new multi-use trails. Lighting at the Civic District Garage converted to LEDs. 648new trees planted. 2 - 3 Business Plan Projects The City also made considerable progress on business plan projectswhich are additional Council priorities.Thefollowing sixbusinessplan projects were completedin 2020: Close the Loop with Citizens successfully introduced close the loop emails for 15 parking case types and 15 property standard case types, providing automated updates to customers when cases are created and when assigned or closed.The project was further expanded in the fall to include 15 property standard case types. Indigenous Competency Training for Staff -Kitchener launched a four-part learning program for staff in partnership with the Region of Waterloo, City of Waterloo and City of Cambridge in the fall of 2020, with a Phase Two planned for 2021.The sessions covered original cultures, history of settlement and allyship with Indigenous Peoples and targeted priority staff in areas relating to senior leadership roles andthose responsible for land- based work and community development. The course will be adopted as a core learning program and will be evaluated and enriched as needed to ensure that it fulfills the intent of the Truth and Reconciliation Commission and effectively supportsemployees in delivering service to Indigenous communities. This sought-after learning opportunity was delivered to 80 participants over a four-weekperiod. The course was highly rated by participants for both the acquisition of new knowledge and delivery of difficult content. Civic Innovation Lab at Communitech Guided by the award-winning Digital Kitchener strategy, the achievements of the Lab led the City of Kitchener to be recognized internationally as a leading smart city and further solidified partnerships with local tech and academic communities. Over the last three years, the Lab has successfully explored emerging technologies such as Internet of Things (IoT), artificial intelligence, machine learning, and augmented reality to support City service delivery transformation. The final year of the Civic Innovation Lab pilot was a busy one with significant advancements in the development and use of design sprints and rapid prototyping of ideas and technologies. Staff developed a plan to integrate continuing the Digital Kitchener Innovation Lab activities leveraging existing staff resources within the division. An update on the activities of the Lab and our go-forward approach was presented to Council in December. E-Tendering Vendors can now self-identify for interested commodities, access bid documents and submit submissions electronically for solicitation opportunities at the City. 2 - 4 Development Services Review -Two Lean process reviews were completed, resulting in 18 distinct improvement projects that led to implementation of 34 improvements to the site plan review and approval process and 9 improvements to public engagement processes. Highlights include:an intuitivemap-based tool for finding information on development applications across the City;aworkshop that attracted over 30 community members duringits first offering;procurement of a video series to help explaincomplex planning concepts and processes;reimaginedhighly visual and more accessible public notices;and establishing a representativevolunteer group of citizens toassist staff by providing insight and feedback on a variety of development services processes, improvements,projects,and policies.The improvements will result in enhanced collaboration, better communication,streamlined and more inclusive processes, increased accountability, and a continuous improvement culture. Electronic Reimbursement Implementation A successful implementation to automate employees expense reimbursements, the SAP Concur implementation is a Win/Win/Win for our organization. It provides a simplified and automated system for staff to submit expenses of SAPapplications. This project was a great example of collaboration between Accounting, SAP Business Systems and our TIS teams and will serve the corporation for years to come. Recommended 2021 Business Plan Project List Given the significant financial and operational impactsof the COVID-19 pandemic, the proposed 2021 Business Plan project list contains only projects continuing from 2020. The 15continuing business plan projects are: Budd Park Strategy Cameron Heights Pool Feasibility Study Southwest District Pool Business Case Ice Demand Study Transformation and Relaunch of Kitchener.ca Indigenous Competency Training for Staff Phase 2 Electronic Agenda Management Mobile Time Entry Development Charge (DC) and Community Benefits Charge (CBC) Studies Long Term Financial Plan Implementation Point of Sale and Expansion of Payment Options Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF) Facilities Infrastructure Program Implementation of Significant Parks Projects Rehabilitation of City Hall Outdoor Spaces Construction Phase 1 2 - 5 The Recommended 2021 Business Plan Project List is presented in AppendixB. Subject to Council approval, including any adjustments that may result from budget decisions, the list will be incorporated into the City of Kitchener 2021 Business Plan document, along with updated core service and departmental profiles. The final 2021 Business Plan will be STRATEGIC PLAN ALIGNMENT: build an innovative, 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 organization as outlined in the strategic plan. Resources to completethe work identified in Appendix B, Recommended 2021 Business Plan Project List, are currently provided in the proposed 2021 budget as outlined in reports FIN-20-066 and FIN-20-068. COMMUNITY ENGAGEMENT: INFORM This report has been posted to the City the council / committee meeting. CONSULTIn 2018, Compass Kitchener consulted the public on developing community priorities for the 2019-2022 Strategic Plan, which informed preparation of the 2021 Business Plan project list. PREVIOUS REPORTS/AUTHORITIES: CAO-19-0132020 Business Plan Project List CAO-20-0042020 Business Plan Progress Report and Compass Kitchener Strategic Plan Evaluation Guide APPROVEDBY:Dan Chapman, Chief Administrative Officer ATTACHMENTS: AppendixA2020 Business Plan Year-End Progress Report -December 31, 2020 AppendixBRecommended 2021 Business Plan Project List 2 - 6 1 2 - 7 334782 131315182125272728313233 ...... ............... .............. ................ ......................................................... .................. ........................................ ........................ ......................... .................................................... ............................ ............................. ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ ................................ ................................ ................................ ................................ ................................ ................................................................................................ ................................ ................................................................ ................................ ................................ ................................................................ ................................ 19 On the 2020 Business Plan ................................ - rvices Friendly Transportation - ................................ ess Plan Projects Impact of COVIDPeopleEnvironmental LeadershipVibrant EconomyCaring CommunityGreat Customer ServiceCommunity ServicesCorporate ServicesDevelopment ServicesFinancial SeInfrastructure Services 2022 Strategic Plan Evaluation Criteria2022 Strategic Plan Actions -- Contents IntroductionStatus of the 2020 Business Plan20192020 Business Plan Completions20192020 Busin 2 - 8 3 p the . U delivery as a top improve is described t the year. and staff project other functions the service This report contains Each term benefits. nesses and employers in the - modernize service delivery and to lan and other key priorities. These projects form p ogress on strategic and business plan projects. Revised pandemic and provide long - trategic s the economic sustainability of busi staff adapted to the challenges of the pandemic and continued to ing how 19 pandemic. The City placed the safety of citizens - 2022 Strategic Plan, as well as 22 business plan projects. mentary and innovative approaches - le . Through this challenging time, staff demonstrated resiliency and made progress on We are proud of leave recovery efforts, while also support are included in this report enabling staff to work from home, providing more services online, offering existing programs in new virtual formats, d lan, which is developed alongside the budget to ensure resources are aligned to complete the work. including anticipated timing for completion. Regular progress is reported to Council and the public throughou p 19 On the 2020 Business Plan - for 24 projects include and its pandemic response and - This usiness dates b March business plan, end update on progress made in 2020. - Introduction Each year, Kitchener City Council approves a list of projects that implement the current the annualin the The 2020 Business Plan includes all 25 actions from the 2019year Impact of COVID 2020 was an unprecedented year as Kitchener responded to the COVIDpriority throughmunicipality. To achieve these priorities, staff took compefficiencies. providing training and supports to local businesses and establishing centralized service counters at city hall. While some ofchanges are only temporary to address the pandemic restrictions, many will remain postBetweento 945 staff (42%) were on declared emergency pause on noncompletion 2020 Business Plan projects, with 10 projects completed.deliver on the community priorities outlined in the Strategic Plan. 2 - 9 4 . , including 4 of projects and their chart full are expected to complete in the The , the City will have achieved an overall %) are delayed, on hold, or not started (62%) 62 29 projects As of December 31 Delayed or Not Started projects ( 9 (66%) 2 . 19 projects Of the 19 delayed 2020 projects, 5 . Delayed and one is expected to complete in 2022. (17%) 2020. As of December 31, 10 projects (21%) have been completed 8 projects completed end - On Track projects (34%) 10 projects were scheduled to be completed in 2020. usiness Plan . Completed 34 - 0 out of the 29 13 ness Plan (21%) i 47 projects to be undertaken in 10 projects with 1 %) are on track to meet their scheduled end dates of the 2020 Bof the 29 Projects Scheduled for Completion in 2020 17 Completed are expected to complete by 2021 year for 2020, comprises 3 StatusStatus % 1 4 projects (, 8 in the 2020 Business Plan, 29 . EndEnd -- YearYear : statuses is included on pages 1:2 d en - Status of the 2020 Bus The 2020 Business Plan strategic projects Figure Of the 47 projects completion rate of 3first quarter of 2021year Figure 2 - 10 5 Adaptation Fund & Construction Phase 1 Implementation Review Significant Parks Projects Financial Plan Tendering - Budd Park StrategyCameron Heights Pool Feasibility StudyIce Demand StudyTransformation and Relaunch of Kitchener.caElectronic Agenda ManagementCommunity Benefit Charge StudyLong Term Point of Sale and Expansion of Payment OptionsMobile Time Entry Southwest District Pool Business CaseImplementation of Federal Disaster Mitigation Implementation of Rehabilitation of City Hall Outdoor Spaces Close the Loop with CitizensIndigenous Competency Training for StaffCivic Innovation Lab at CommunitechDevelopment Services Electronic Reimbursement ImplementationE business plan projects 9 business plan projects 4 business plan projects 6 : including 1 Use Trails and : - , including delayed into 202 are eserve Fund Working Space Network - : Round Maintenance of Multi - include er Service Portal Development projects First Street Plan for Gaukel Street - Kitchener 2.0 Strategy Language Interpretation Support - scheduled for completion in 2020 Owned Property Review - completed Cycling and Trails Master Plan UpdateMake It Affordable Housing StrategyReduce Social Stigma through Staff Training Connectivity and YearPathwaysLeverage the Energy Efficiency RTree Planting Elimination BacklogIncubator, Accelerator and CoPedestrianCommunity Climate Action Plan Tree Canopy TargetCityEquity, Diversity and Inclusion StrategyMill Courtland Community Centre Expansion Business CaseMultiCustomer Satisfaction ProgramOnline Custom 10 projects strategic plan projects projects are on track for their scheduled end date 8 49 strategic plan projects 4 strategic plan projects The 81 2 - 11 6 . issues. Going . 3 as planned is delayed until 2023. . Online Business Licensing begin in 2021 delayed into 202 is will Market Facilities Infrastructure Program and not included in future business plans : 1 business plan project Owned Property Brought to including - CityProtected Cycling Network Connected to the Downtown delayed into 2022 did not start as planned as government relations focused on responding to pandemic will be considered core service are Set and Communicate Service Levels and Customer Experience Program scheduled for completion in 2022 Strategy scheduled for completion in 2021 Government Relations and Advocacy Bikeshare ProgramWaste Diversion StrategyHuron Brigadoon Area School/ Community Centre ConstructionOpen Space Arts and Culture Plan strategic plan projects projects 6 One strategic plan project scheduled for completion in 2020 7One strategic plan project Two strategic plan projects Work on forward Government Relations and Advocacyis on hold, as software upgrades are needed in order to proceed. 2 - 12 7 At the inning in 2021. 004. - 20 - oward achieving the community vision and in Strategic Plan Appendix B of report CAO p through the 2022 Strategic Plan: - (24%). for the 2019 tion Criteria 2022 Strategic Plan can be found in provides advice to Council on /measures - have been completed inable Development Goals (SDGs) the Susta identifies community priorities for action, and monitors progress t Advisory Committee n criteria for the 2019 Citizen Compass Kitchener 2022 Strategic Plan Evalua - Overall Implementation of the Strategic PlanOverall Implementation of Implementation of Strategic Plan GoalsImplementation of Strategic Plan Actions Compass Kitchener 2019 The participation. implementing the Strategic Plan. Compass Kitchener has 4 levels of evaluation criteriaOne evaluation metric has been proposed for each of the 25 Strategic Plan actions. These metrics will be tracked by staff begend of 2020, 6 out of the 25 strategic plan actions 2 - 13 --- 8 new issues strategic the next 10 years include the affordable housing and Cycling and Trails Master Plan, a long updated year plan will guide economic development and the pandemic. - street active transportation facilities, 13 km of off - out n the city and allow Council to invest up to an additional $110 approved the More than 3,000 residents provided feedback during the the five goals of the Strategic Plan. The following four use trails, and improvements to walkways and trails that connect - Council In October, wide network. development of the plan. Recommendations fordevelopment of 43 km of onstreet multineighbourhoods. In October, Council approved this bold, ambitious plan to support business recovery, to create a future where everyone can make a difference, and to propel our community forward. This 10community initiatives imillion, without relying on a tax rate increase. The plan will put a spotlight on pandemic recovery in our community and address that have emerged through : in 2020 Completions and Achievements progress in the projects committed to under Projects Plan ake It Kitchener 2.0 Strategy Cycling and Trails Master Plan UpdateM 1. 2. 2020 Business Plan Strategic The City made considerable plan projects were completed 2 - 14 9 - se u ecure s and a and the and eet the Working wnership Kitchener - elp o unity. Housing for h . for m - , the strategy and , filling data gaps was launched in rocesses pproach p a ffordable ousing a is a made h ccountability olicies, a ased ollaboration p b c - s community partners omelessness , for City staff h 2022 Strategic Plan, ning - ight r ffordable nd lig a e ental and , a r xperience ore elp Housing for All e h m , uman h onitoring and dvocacy ived m a l ffordable acilitate a f With a stigma learning program , through ffective - and to l ity c ousing As a key action from the 2019 ommitment to ommunity, An antithe fall 2020 learning catalogue, with greater focus given to addressing both the topics of mental health and addiction. Antistigma training will now become a core learning program with ongoing evaluation and customization as required to mdiversity of staff needs throughout the organization and to ensure the content is relevant to evolving community needs. Council. coutlines city actions tochof and ecollaboratively with our Advisory Committee, the Region of Waterloo, members of the publicdevelopment industryblueprint for an even more vibrant and caring com Housing Strategy Reduce Social Stigma through Staff Training 3. 4. 2 - 15 10 -- the ontent. providing automated based work and community - the fall to include 15 property e Online Customer Service Portal Development part learning program for staff in partnership - lighting and Indigenous art. delivering service to Indigenous communities. This sought emails for 15 parking case types in the spring of 2020,updates to customers when cases are created and when assigned or closed. The project was further expanded instandard case types. Kitchener launched a fourwith the Region of Waterloo, City of Waterloo and City of Cambridge in fall of 2020, with a Phase Two planned for 2021. The sessions covered original cultures, history of settlement and allyship with Indigenous Peoples and targeted priority staff in areas relating to senior leadership roles and those responsible for landdevelopment. The course will be adopted as a core learning program and will be evaluated and enriched as needed to ensure that it fulfills the intent of the Truth and Reconciliation Commission and effectively supports employees in after learning opportunity was delivered to 80 participants over a fourweek period. The course was highly rated by participants for both the acquisition of new knowledge and delivery of difficult c Language Interpretation Support and th - use trails. - : s include progress Projects ndigenous Competency Training for Staff The conversion of Gaukel Street into a community space with patio tables, Approximately 7 kilometres of new multiLighting at the Civic District Garage converted to LEDs.648 new trees planted. Close the Loop with CitizensI 1.2. Other strategic plan Completion of the Community Climate Action Plan, Multiare anticipated in early 2021. Business Plan 2 - 16 11 on Lab forward - . . st three years, the Lab has successfully ng existing staff resources within the The final year of the Civic Innovati identify for interested commodities, access bid - winning Digital Kitchener strategy, the achievements - at the City of Kitchener Vendors can now selfdocuments and submit submissions electronically for all solicitation opportunities Guided by the awardof the Lab led the City of Kitchener to be recognized internationally as a leading smart city and further solidified partnerships with local tech and academic communities. Over the laexplored emerging technologies such as Internet of Things (IoT), artificial intelligence, machine learning, and augmented reality to support City service delivery transformation. pilot was a busy one with significant advancements in the development and use of design sprints and rapid prototyping of ideas and technologies. Staff developed a plan to integrate continuing the Digital Kitchener Innovation Lab activities leveragidivision. An update on the activities of the Lab and our goapproach was presented to Council in December Tendering - Civic Innovation Lab at CommunitechE 3.4. 2 - 17 12 ain better based tool - will serve the our suite of SAP itive map allows us to g it staff, which is a Win/Win/Win for our , it enriches example of collaboration between launch and , great and processes; reimagined highly visual and implified and automated system for staff to a s o come. and awareness provides This project was a . It ts, and policies. The improvements will result in enhanced Two Lean process reviews were completed, resulting in 18 distinct improvement projects that led to implementation of 34 improvements to the site plan review and approval process and 9 improvements to public engagement processes. Highlights include: an intufor finding information on development applications across the City; a during its first offering; procurement of a video series to help explain complex planning concepts more accessible public notices; and establishing a representative volunteer group of citizens to assist staff by providing insight and feedback on a variety of development services processes, improvements, projeccollaboration, better communication, streamlined and more inclusive processes, increased accountability, and a continuous improvement culture. A successful implementation to automate employees expense reimbursements, the SAP Concur organizationsubmit expenses and managers to approveapplications.Acco unting, SAP Business Systems and TIS corporation for years t Implementation Electronic Reimbursement Development Services Review 6. 5. 2 - 18 13 here. egion. Due to the a bikeshare R ikeshare feasibility study b Progress Update design work is currently 60% wide - egion R Completed in 2019.Read Complete Streets Kitchener A was approved that recommends a collaborative approach to program throughout the pandemic, the finalization of the bikeshare program will likely be delayed until 2022.The detailed complete, with community engagement ongoing. A report to Council is anticipated in December 2020. The report will present the plan and recommend an installation schedule. 20212022 -- 23 Complete Timeline to Completed20192020 New date: 2022 2020 New date: 20 Project Manager Barry Cronkite Transportation Services Barry Cronkite Transportation Services Darren Kropf Transportation Services . ch town by 2022 Connected to cent Project ikeshare service in whi b made available for shared use Actions hare Program Complete Streets‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵Bikes Implement abicycles are to the public in an effort to addrmiledetermine the most appropriate system.Protected Cycling Networkthe Downtown Install a continuous and protected cycling network that connects adjaneighbourhoods to the down . Friendly Transportation Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected. - 2022 cent Statement 2022 Strategic Plan - PeopleGOAL: town by Strategic Plan Action Develop a set of Complete Encourage and incentivize Install a continuous and 1. 1.1 Streets (safe and comfortable) guidelines and an associated evaluation scorecard by 2020 to apply to roadway construction projects.1.2 alternative modes of transportation by developing and subsidizing a bikeshare program by 2021.1.3 protected cycling network that connects adjaneighbourhoods to the down 2019 2 - 19 14 Use Trails have been - Progress Update . The Cycling and Trails Master Plan was presented to and approved by Council in October 2020. Read the Cycling and Trails Master Plan hereApproximately 7 km (5 km Regional, 1.8 km City) of new Multicompleted. Some work has been delayed due to the pandemic.Gaukel Street was closed to traffic during the pandemic and will continue to remain closed as a passive pedestrian space. Indigenous art has been installed. Staff continue to work on a more formal plan. 2022 - Complete Timeline to Completed202020202020 New Date: 2021 Project Manager ace Design Liz Christensen Transportation Services Liz Christensen Parks & Open Sp& Development Darren Kropf Transportation Services - - and use trails and Round - - Trails and road cycling et Plan for Gaukel - se road trails U -- education and Project connectivity and year First Stre - Use Trails and Pathways include on - , in one comprehensive plan with an initial target of year , the 2010 Cycling Master Plan e Cycling and Trails Master Plan UpdateConnectivity and YearPedestrian athways 1.4.1 Updatthe 2012 MultiMaster Plan to facilities, as well as offinfrastructurethat also addresses wayfinding.1.4.2 Maintenance of MultiP Prioritize actions,round maintenance to multipathways through the Cycling and Trails Master Planround access to a minimum of an additional 3 km of existing trails by 2022.1.5.1 Street Develop plans to prioritize pedestrians over other travel modes on Gaukel Street. . City o round access to - first streets - Statement use trails and pathways - round maintenance t - Strategic Plan Action Improve connectivity and Develop a plan to create minimum of an additional 3 1.4 yearmultias prioritized through the Cycling and Trails Master Planwith an initial target of providing yeara km of existing trails by 2022 1.5 pedestrianbetween Victoria Park andHall and between the ION and Kitchener Market by 2022. 2 - 20 15 . here sources. Progress Update Progress Update Work to begin in 2021 Project completed in 2019. Read the Corporate Climate Action Plan 2022 - Complete Timeline to 2021 ompleted Complete Timeline to C2019 - Project Manager Darren Kropf Transportation Services Project Manager Claire Bennett AdministrationDevelopment Services et Plan for Reporting ͵ Project First Stre - Project Market Pedestrian nually on greenhouse gas emission 1.5.2 Kitchener ‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ Corporate Climate Action Plan‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵anreduction will continue until 2026. Statement Statement Environmental Leadership Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural re Strategic Plan Action Launch and implement a Strategic Plan Action 2. 2.1 Corporate Climate Action Plan by 2019 to achieve an absolute greenhouse gas emission reduction of at least 8% by 2026. Goal: 2 - 21 16 - project with similar Progress Update are planning to undertake engagement retrofit the remaining lighting at the Originally the 2020 capital energy reserve project was to Kitchener Operations Facility (KOF). Due to COVID19 safety concerns the project was switched to outfitting Civic District Garage to LEDs.The KOF project is on hold until 2021 and will be reassessed if it or another payback will take its place.The community climate action plan will be presented to council early in the first quarter of 2021. Staff provided an update to Council in November 2020 and through Winter 2020/2021 as well as Spring 2021. 2022 - Complete Timeline to 20202020 New Date: 2021 2020 New Date: 2021 -- Project Manager Claire Bennett AdministrationDevelopment Services Claire Bennett AdministrationDevelopment Services Dave Schmitt Forestry & Natural Areas Management The Project 2020. availability, quality of Tree Canopy Target to LEDs in Leverage the Energy Efficiency Reserve Fund Retrofit the remaining lighting at Aud Community Climate Action Plan Complete the 80x50 Community Climate Action Plan.2.4.1 Review the current canopy cover and set an achievable target based on best practices as well as constraints such as land soil, etc. in order to guide ongoing and future investment in tree planting, protection and maintenance. ies and canopy . ciency Reserve i Statement . ergy Eff arting in 2019, leverage . StDevelop a Community Implement the Strategic Plan Action 2.2 the EnFund and other resources to reduce consumption and emission at our facilitin our operations 2.3 Climate Action Plan with partner organizations by 2020 2.4 Sustainable Urban Forest Strategy with a focus on establishing a tree target by 2020 and eliminating the current (2018) tree planting backlog by 2022 2 - 22 17 Progress Update rt. However, increased access to recycling and 648 trees were planted in the fall. Planning has started for 2021 planting and will require approval of capital budget.Due to the pandemic, large public events were cancelled, and this project is postponed until events restaorganics diversion across public facilities and spaces has been provided. 20222021 -- Complete Timeline to 20202020 New Date: 2022 - Project Manager Adam Buitendyk Forestry & Natural Areas Management Claire Bennett AdministrationDevelopment Services acklog B Project lanting 2022. P run events with large - ion Tree iminat 2.4.2 El Plant at least 750 trees in 2020, with the goal of reaching 2,500 trees and eliminating the current backlog by the end of Waste Diversion Strategy: Increase Waste Diversion in Our Public Spaces and Events Expand the Waste Diversion Station to all Cityvolunteer involvement, and evaluate expanded waste diversion stations at events, parks and public facilities. Statement . diversion programs at Reduce waste diverted to Strategic Plan Action 2.5 landfills by implementing new our facilities and events by 2021 2 - 23 18 . here Progress Update about this project Completed 2019.Read the Urban Design Manual here.Completed 2019. Learn ng arts and culture, and great places dd Complete Timeline to Complete2019Complete2019 Project Manager Dayna Edwards Planning Cory Bluhm Economic Development Project Buildout of 44 Gaukel Urban Design Manual‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵3.2.1 ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ - tech wide - - h/med 2021 for the food - Build a vibrant city by making strategic investments to support job creation, economic prosperity, thrivi Vibrant Economy Strategic Plan Action Statement Complete a new Urban Design Manual Foster the creation of a city 3. 3.1 by 2019 that expresses city building and design expectations to ensure vibrant new development throughout Kitchener.3.2 network of incubators, accelerators and coworking spaces by completing the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019manufacturing and healtindustries. GOAL:to live. 2 - 24 19 2020. Strategy . Because of the October investigating here Progress Update are owned space and with - Staffopportunities for incubators within Citypotential partners. Business cases will be prepared and presented in late 2020 and 2021.The strategy was approved by Council in implementation will commence.Read the Make It Kitchener 2.0 Strategy Initial focus has been on supportive housing. Due to the pandemic, finalization of the review is delayed until 2021.pandemic and urgent need around affordable housing and Make It Kitchener, components of the review commenced in 2020. Comprehensive review and completion anticipated in 2021. 2021 - Complete Timeline to 2020Completed 20202020 New date: 2021 msky & u Project Manager Cory Bluhm Economic Development Lauren Chlumsky Economic Development Lauren ChlRob Morgan Economic Development - - ubators. eview Project Accelerator and Co ties by 2020 to determine tech industry inc comprehensive review of city - Owned Property R - 3.2.2 Incubator, Working Space Network Lease all spaces in the Creative Hub, explore the potential to facilitate a Food Incubator with a business case pending, and explore partnerships for the development of manufacturing and health/med Make It Kitchener 2.0 Strategy Develop the Make it Kitchener 2.0 Strategyby 2020 with a focus on transformative actions to ensure the attraction, success and retention of diverse businesses, talent, and arts/culture across the city.City Complete aowned properhow they could be effectively used to advance city strategic objectives. Kitchener 2.0 owned properties by 2020 to Strategic Plan Action Statement Develop the Make it Complete a comprehensive review of - 3.3 Strategy by 2020 with a focus on transformative actions to ensure the attraction, success and retention of diverse businesses, talent, and arts/culture across the city.3.4 citydetermine how they could be effectively used to advance city strategic objectives. 2 - 25 20 a s this step . 3 City and Business Progress Update Through Make It Kitchener, date of 202 - Make It Kitchener 2.0 provideland disposition framework. Due to the pandemic, disposition of a key property will be delayed until 2021. The Improvement Area will develop a new Downtown Strategic Plan in 2021.City Council emphasized a need to develop a vision through comprehensive community engagement for each site prior to disposition. Undertaking will result in the revised project endWork to begin in 2021.Work to begin in 2021. 1 2022022 -- 3 0 Complete Timeline to 2020 New date: 202 2022021 Project Manager Brian Bennett Economic Development Cory Bluhm Economic Development Cory Bluhm Economic Development ͵ Project owned property brought to - Owned Property Brought to - Innovation District (Bramm Yards) Civic District Master Plan arket 3.5.1 CityM Develop a vision for downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one new citymarket by 2020.3.5.2 Master Plan Finalize the Innovation District (Bramm Yards) Master Plan by 2022.3.5.3 ‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ - an by 2021 and ision for downtown Strategic Plan Action Statement Develop a v 3.5 Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one new cityowned property brought to market by 2020. Finalize the Innovation District (Bramm Yards) Master Plthe Civic District Master Plan by 2022. 2 - 26 21 s is ork & made Council s The w to be August 2020 is Given delay roup in tegy one interviews and - on - 19 pandemic, the work of - ded to June 30th, 2021. n Housing Stra an Equity Office to be hired in 2021. dedicated working g 7 Progress Update by s been exte committees continued to meet and actively - recommended 31, 2020 and staff were directed to continue that will make up nd the sub Equity, Diversity and Inclusion resumed regular meetings and collaboratively developed a workplan focused on work is being advancedup of representatives from the larger task force.approved the creation of and associated staffing due to the onset of the COVIDthe task force haThe Draft Housing Strategy was delivered to Council on August working towards the final Housing Strategy. Public feedback was obtained on the Draft Housing Strategy through virtual focus groups, onean Engage Kitchener Survey. The Advisory Committee awork on their mandates. Staff also presented on the preliminary feasibility analysis on Inclusionary Zoning to Council and were subsequently directed to continue thwork. The presented to Council in December 2020. date: Complete Timeline to 2020 New 2021 Completed 2020 - er Project Manag Elin Moorlag Silk AdministrationCommunity Services Andrew Ramsaroop Planning . industry Strategy represented - Project f Waterloo, nity groups and the o reate an Equity, Diversity Equity, Diversity and Inclusion Strategy Cand Inclusion focused on better engaging and serving marginalized and underpeople, as well as creating a more inclusive City workplace.Affordable Housing Strategy Create an Affordable Housing Strategy for Kitchener by 2020 in collaboration with the Region commudevelopment . f o . nclusion I nity groups and industry Statement Diversity and Caring Community , Strategic Plan Action Create a comprehensive Create an Affordable Housing 4. 4.1 EquityStrategy by 2020 to combat systemic barriers to full economic and social participation in the city 4.2 Strategy for Kitchener by 2020 in collaboration with the Region Waterloo, commuthe development GOAL:supporting our diverse populations & helping to make housing affordable. 2 - 27 22 redeployed to launched in the - was Q1 of 2021. in . here program was re Progress Update gma training will now become a core anticipate starting sti - but , stigma learning - An antiIncreasing our Understanding of Mental Health and the topics of mental health and addiction through this course. Antilearning program with ongoing evaluation and customization as required to meet the diversity of staff needs throughout the organization and to ensure the content is relevant to evolving community needs. Project Completed 2019. Learn about this project Staff resource supporting this project run summer programs and services. Staff resources have not been available to reconvene this work d e Complete Timeline to Completed 2020Complet20192020 New date: 2021 ood er Project Manag Paula Dunn Human Resources Mark Hildebrand NeighbourhPrograms & Services tigma S raining ocial for Safe T S respond needs Business Case Project taff S Reduce Support Mill Courtland 4.3.1 through Provide staff with the resources toeffectively to changing community demographics. 4.3.2 Consumption and Treatment Facilities‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵4.4.1 Community Centre Expansion Complete a assessment and business case to determine the requirements for an addition to the Mill Courtland Community Centre. . d an Open resources and support an ers, Statement Strategic Plan Action Reduce social stigmas Better utilize existing facilities, 4.3 experienced by those living with mental illness and addiction in our community through staff training and supporting the creation of appropriate safe consumption and treatment facilities in Kitchener 4.4 provide relevant programming at community centthe equitable distribution of leisure programs and across neighbourhoods. Start work on the Mill Courtland Community Centre expansion by 2020 and the Rosenberg Community Centre by 2021. Complete the Huron Brigadoon Community CentreSpace Strategy by 2021. 2 - 28 23 . vacancies in the Parks Progress Update approved. Application to the Province for Project to start in 2021Detailed design has been completed. Building permits have been approval of design and budget have been submitted by Waterloo Region District School BoardProgress has not been possible as a result of pandemic response priorities and staffing Design and Development section. 20212021 -- Complete Timeline to 20212020 New date: 2022 2020 New date: 2022 er Project Manag Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services Niall Lobley Parks & Cemeteries ͵ / Community Rosenberg Project New Huron Brigadoon Open Space Strategy function, are planned, 4.4.2 Community Centre/SchoolBusiness Case‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ 4.4.3 Area School Centre Construction Construct a joint school/community centre in the Huron Brigadoon area, in partnership with the Waterloo Region District School Board.4.4.4 Develop an open space strategy to explore the value of open spaces, how they maintained, and managed, and including a review of permitted uses in parks. Statement Strategic Plan Action 2 - 29 24 and is scheduled for eference r pandemic. Support for - erms of he t Progress Update ists and cultural organizations will be he appropriate time to commence Waterloo for stakeholder consultation, T Developed partnership with the Region of Waterloo and the City of research and analysis. Tplanning for stakeholder consultation late 2020.community engagement is postprofessional art 2021 - Complete Timeline to 2020 New date: 2022 er Project Manag Emily Robson Economic Development cultural - Project engaging a broad section of the - Arts and Culture Plan Develop a new and inclusive Arts and Culture Plan by crosscommunity including the arts and creative industry sector and multicommunities. section - Statement cultural communities to - Strategic Plan Action Engage a broad cross 4.5 of the community including the arts and creative industry sector and multidevelop an inclusive arts and culture Plan by 2021. 2 - 30 25 n 2020 Progress Update project is expected to complete in 2021. The ivery channels, with feedback collection across Staff are working with the selected vendor to finalize the contract for this service. A more limited implementatioof this service, with key frontline users including Bylaw, Revenue, Corporate Contact Centre and Community Centres, is scheduled to be complete by the end of with additional roll out to more staff in early 2021.The program has been adjusted to reflect current service delmultiple channels starting in late 2020. Additional service channels will be incorporated into the program as they open. Complete Timeline to 2020 New date: 2021 2020 New date: 2021 Project Manager Jana Miller Corporate Customer Service Christine Baker Corporate Customer Service - - - person - 7 on - language r Satisfaction - 24 an organization Project Language - ulti MInterpretation Support Implement a demand multiinterpretation support for telephone and ininquiries to enable staff in all facilities to ensure a more consistent and equitable experience for all customers.Customer Satisfaction Program Implement wide CustomeProgram that enables realtime feedback, monitoring and reporting of satisfaction data to drive service improvements. of real wide - collection demand customer . - Great Customer Service Provide onIntroduce a corporate 5. Strategic Plan Action Statement 5.1 service support in many languages through the Corporate Contact Centre by 2020 5.2 Customer Satisfaction Program that will allow for the time feedback from customers accessing city facilities, programs, and services by 2020. GOAL: 2 - 31 26 endor in the v y the . The public will be able to test the Progress Update 2021 launch will take place once the feedback from the Project to start in 2021Project to start in 2021 The project had been on track to launch in December 2020 with a soft (beta/test) version of the new website and MyKitchener portal to be available to the public. At the time of this update, exact timing for this launch is being reviewed because of delays bdevelopment of some of the functionality. It is likely to launch early in functionality of the portal during the beta testing and we will make improvements based on their feedback. The official public beta version has been reviewed and final changes to the website and portal have been made. 20222022 -- Complete Timeline to 2020 New date: 2021 20212021 Project Manager Jana Miller Corporate Customer Service Jana Miller Corporate Customer Service Jana Miller Corporate Customer Service on - services in - ugh a Project a centralized online Development aunch Online Customer Service Portal Lservice portal where citizens can access their eone place thropersonalized, single signaccount. Set and Communicate Service Levels‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵Customer Experience Program‘ƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵ . by 2022 and allowing financial , es, including: tree Enhance customer experience Set clearly communicated and Implement a comprehensive Strategic Plan Action Statement 5.3 online by delivering customized information, providing easy access to servicestransactions by 2021.5.4 specific service levels for frequently asked about or accessed City servicmaintenance, parking, property standards complaints, snow clearing and grass cutting 5.5 Customer Experience Review Program to help ensure services are easy and convenient to access from 2 - 32 27 closure terms of reference for January 2020. Terms of p the . in o ce. due to focus on reopening Progress Update Terms of reference for consultant services was drafted in March 2020. Work pausedfacilitiesConfirmed involvement of Waterloo Region District School Board to assist with the study reference for consultant services was drafted in February 2020. Work paused due to teacher strike, pandemic and retirement of key staff resourPlanning is underway to develthe pool business case.Work was paused due to closure of facilities and the impacts on ice sport organizers 2021 - Timeline to Complete 2020 New date: 2021 2020 New date: 2021 20202020 New date: 2021 Project Manager Kim Kugler Sport Kim Kugler Sport Kim Kugler Sport Jeremy Dueck Sport relocate e Feasibility Study Pool Business Cas Community Services Budd Park Strategy Identify potential sites and estimated costs to the recreational assets at Budd Park and compare the costs to the economic benefits of using the Budd Park for employment lands.Cameron Heights Pool 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.Southwest District Engage community residents/stakeholders in a needs assessment and business case to determine the elements to be included in the new pool.Ice Demand Study Evaluate ice user needs and trends for ice time to determine the timing of a new arena. BP02BP03BP04BP05 2020 Business Plan Projects 2 - 33 28 - ck, the portal to be available to portal and website - version has been reviewed and final changes providing automated updates to customers when further expanded in the fall to include 15 property Progress Update Completed 2020close the loop emails for 15 parking case types in the spring of 2020,cases are created and when assigned or closed. The project was standard case types. so that the entire online experience likely be early in 2021. The public will be able to test the Timeline to Complete Completed 2020 is delayed Progress Update The project had been on track to launch in December 2020 with a soft (beta/test) version of the new website and MyKitchenerthe public. At the time of this update, exact timing for this launch is being reviewed because of delays by the vendor in the development of some of the portal functionality. Although the website portion of this project is on tralaunch launches at the same time. This will provide the most complete user experience that meets our customer's expectations for this project. The adjusted beta launch date willfunctionality of the website and portal during the beta testing and we will make improvements based on their feedback. The official launch will take place once the feedback from the public beta to the website and portal have been made. Project Manager Jana Miller Corporate Customer Service Timeline to Complete 2020 New date: 2021 ing Project Manager Nicole Amaral Corporate Communications & Market notifications to enable citizens to - the first designed - have to Community Services Close the Loop with Citizens Expand email autoreceive email notifications for all parking complaints.Corporate Services Transformation and Relaunch of Kitchener.ca Relaunch Kitchener.ca as a usersite that is easy for residents to quickly find any information they are looking for, as well as interested in delivered to them. BP06 BP07 2 - 34 29 19 health and economic - staff curriculum as a that it fulfills the intent of the Cambridge in the Fall of 2020. The sessions community development. A prioritization part learning program in partnership with the Region of - based work and - Provincial governments are focused on COVID Progress Update Kitchener launched a fourWaterloo, City of Waterloo and City of covered original cultures, history of settlement and allyship with Indigenous Peoples and targeted priority staff in areas relating to senior leadership roles as well as those responsible for landframework to identify key staff has been developed for application to training throughout 2021 and beyond. The course will be adopted as a core learning program and will be evaluated and enriched as needed to ensure Truth and Reconciliation Commission and meets the needs of employees in delivering service to Indigenous communities. Initial training for council will be deployed in December 2020 and can be expanded if needed using the foundation for future learning. Staff working on other Government Relation issues related to pandemic response and support, e.g. emergency operating funding from federal and provincial government. Federal and impacts/priorities, which change regularly; staff have been advocating about local impacts. 2021 - Timeline to Complete Completed 20202020 Project Manager Paula Dunn Human Resources Paul Grivicic Office of the Mayor & Council - - l members indigenous staff - Corporate Services Indigenous Competency Training for Staff Implement training for staff to improve customer service and increase capacity of nonand council across the organization to develop respectful relationships with indigenous peoples.Government Relations & Advocacy Plan 20202021 Work collaboratively with Council to determine and priorities for the 20202021 advocacy period with the federal/provinciagovernment. BP08BP09 2 - 35 30 pected completion by December 2020. Progress Update The contract for the new system was awarded in September 2020. Implementation and configuration are currently underway with an exBeta user testing is set to begin in December 2020 with a phased in launch occurring in early 2021.Designs and plans for online platform are complete within Licensing Services. Moving to online public portal is dependent on AMANDA 7 and online payment options. This project is on hold until these system upgrades are complete. TBD - Timeline to Complete 2020 New date: 2021 2020 Project Manager Jeff Bunn Legislated Services Helen Fylactou Legislated Services through Corporate Services Electronic Agenda Management Create, prepare, approve and publish meeting agenda packages and minutes in a more efficient, collaborative, streamlined manner.Online Business Licensing Bring applying and paying for a business license online, available to the public the AMANDA Public Portal. BP10BP11 2 - 36 31 cember technologies. De - 2019 to the end of 2020 tee on Dec 7th. - led initiatives into corporate capital - continuous improvement opportunities were identified, which will help forward approach will be presented to commit - ; and, piloting ways to leverage resident Progress Update Four new improvement projects were completed between September 2020: leveraging AMANDA to report measures of success in the site plan process; improving file management accountability in development processes; developing a new urban design scorecard that will streamline the requirement for an urban design briefprojects. A final report highlighting improvements from midwill be shared with Council in early 2021. Throughout the development services review, manyinform and operationalize future continuous improvement workplans. Progress Update The final year of the lab pilot has been a busy one with significant advancements in the development and use of design sprints and rapid prototyping of ideas and Staff have developed a plan to integrate continuing the Digital Kitchener Innovation Lab activities leveraging existing FTEs within the division. An update on the activities of the Lab and our go Timeline to Complete Completed 2020 Timeline to Complete Completed 2020 Project Manager Margaret Love Administration Development Services Project Manager Dan Murray Technology Innovation & Services a review of our year pilot. - enters its final year Development Services the 3 Corporate Services Civic Innovation Lab at Communitech Focus on bringing the knowledge gained and products developed out of the Lab and operationalize them within the City as the Labof Development Services Review Undergodevelopment services to bring greater focus, coordination and accountability to our development functions. BP12 BP13 2 - 37 32 has delayed is nt Charges study live November 2020. Training for went for the end of November/beginning of . The Point of Sale part of the project Progress Update Provincial legislation proclaimed in Fall 2020. Planning to combine this review with a Developmeupdate starting in Q1 2021.December Capital Variance report planned to go to Council in Q1 2021. Other 2020 LTFP actions (e.g. policy updates) will be delayed until 2021.SAP Concur Expense staff is scheduled December. Cutover plan communicated to the organization.Expansion of Payment Options part of the project starteduntil 2021. Timeline to Complete 2020 New date: 2021 2020 New date: 2021 Completed 20202020 New date: 2021 Project Manager Ryan Hagey Financial Planning Ryan Hagey Financial Planning Brenda Johnson Accounting Saleh Saleh Revenue us past ified . ptions xpense based forms. - paper Implementation corporate credit card, Term Financial Plan - payment options for vario g benefit charge study to support lan ansion of Payment O recommended actions ident P xp inancial , and expand F . erm T Financial Services ong eimbursements to eliminate Community Benefit Charge Study Complete a communityestablishing a charge under the new Bill 108 framework L Implement/consideras 2020 items in the Lon Electronic Reimbursement Implementation Consolidate all employee travel and ereimbursements includingmileage, parking, conference and petty cash r Point of Sale and E Replace the existing Point of Sale system, which is its life cycleservices. BP14BP15BP16BP17 2 - 38 33 by off - at the City of September. Project kick - identify for interested commodities, - mid - . 2020, build Q1 2021 and roll out to initial groups end spring. - - Completed 2020 Progress Update Agreement signed scheduled for November 2nd with Kronos Team. Initial estimated milestones include workshops completed yearmid Vendors can now selfaccess bid documents and submit submissions electronically for all solicitation opportunitiesKitchener Progress Update Progress is ongoing although somewhat delayed (6 months) due to recruitment delays during the pandemic. As this project is projected to be completed in March 2028, is expected that the delays will not impact overall project. 2028 - Timeline to Complete 2020 New date: 2021 Completed 2020 Timeline to Complete 2020 Project Manager Jason Winter Asset Management & Business Solutions Ryan Scott Procurement Project Manager Nick Gollan Sanitary & Stormwater Utilities based timesheets. - and submit tenders, , tendering module to enable vendors to - bile time entry for operations, execute stormwater management identify for interested commodities, access bid Infrastructure Services Financial Services - Tendering - Implement mo Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)Plan and infrastructure projects across the city to leverage the DMAF grant funding and advance the implementation of the 2016 Integrated Stormwater Management Master Plan. Mobile Time Entry eliminating the need for paper E Implement an eselfdocuments and drawingsproposals and quotations electronically. BP18BP19 BP20 2 - 39 34 f 2021 period. By end o - ld. RFP issued for a number plementation of a decision deliverables are being rescheduled to align with the 2022 Progress Update The project was delayed due to the pandemic, with a key member of the team supporting facility recovery preparation. Finalbudget. Work has progressed on supporting data work, including Building Condition Assessments, a municipal comparator survey, and an industry benchmarking review; as well as the continuing pilot imsupport software (Assetic Predictor) to assist in developing capital projections.Schlegel Phase 1 is completed. Phase 2 has been tendered and awarded and is on schedule for late summer 2021 completion.Survivor Garden is currently on hoof park rehabilitations to start in 2021. Additional scope of work to address site and facility conditions and other areas of work was approved by Council in October 2020. Winter work approved for 20202020, waterproofing insulation and granular fill will be completed for Phase 1. Phase 1 will be completed by end of Q3 2021. 202120212021 - -- Timeline to Complete 2020 New date: 2022 20202020 Project Manager Beatrice Powell Facilities Management Niall Lobley Parks & Cemeteries Lynda Stewart Facilities Management Park; ; and on Carl Zehr capital RBJ Schlegel r Spaces ing ss the infrastructure urvivor Garden focus , Program term maintenance and - comprehensive review of facility construction associated with the rehabilitation Infrastructure Services Facilities Infrastructure Conduct ainfrastructure needs that will incorporate building condition assessments, sustainability opportunities, and accessibility needs to identify current gaps and inform longimprovement strategies to addredeficit.Implementation of Significant Parks Projects Complete Phase 2 design work for plan, design and construct the Scomplete the upgrade to Westwood Park.Rehabilitation of City Hall OutdooConstruction Phase 1 Begin of City Hall Outdoor spacesSquare and College Street. BP21BP22BP23 2 - 40 2019-2022 Strategic Plan Actions 1.PEOPLE-FRIENDLY TRANSPORTATION GOAL: Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected. Strategic Plan Action Project Project Timeline to Manager Complete 1.1 Develop a set of Complete Streets Complete Streets Barry Cronkite Completed (safe and comfortable) guidelines and an ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Transportation in 2019 associated evaluation scorecard by 2020 Services to apply to roadway construction projects. 1.2 Encourage and incentivize Bikeshare Program Barry Cronkite 2020-2022 alternative modes of transportation by Implement a bikeshare service in which Transportation developing and subsidizing a bikeshare bicycles are made available for shared use to Services program by 2021. determine the most appropriate system. 1.3 Install a continuous and protected Protected Cycling Network Connected to Darren Kropf 2020-2023 cycling network that connects adjacent the Downtown Transportation neighbourhoods to the downtown by Install a continuous and protected cycling Services 2022. network that connects adjacent neighbourhoods to the downtown by 2022. 1.4 Improve connectivity and year-round 1.4.1 Cycling and Trails Master Plan Update Liz Christensen Completed maintenance to multi-use trails and ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЋЉ͵ Transportation in 2020 pathways as prioritized through the Services Cycling and Trails Master Plan with an initial target of providing year-round access to a minimum of an additional 3 km of existing trails by 2022. 1.4.2 Connectivity and Year-Round Liz Christensen 2020-2022 Maintenance of Multi-Use Trails and Parks & Open Pathways Space Design & Prioritize actions, connectivity and year-Development 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-1.5.1 Pedestrian-First Street Plan for Gaukel Darren Kropf 2020-2021 first streets between Victoria Park and Street Transportation City Hall and between the ION and Develop plans to prioritize pedestrians over Services Kitchener Market by 2022. other travel modes on Gaukel Street. 1 2 - 41 Strategic Plan Action Project Project Timeline to Manager Complete 1.5.2 Pedestrian-First Street Plan for the Darren Kropf 2021-2022 Kitchener Market Transportation Develop plans to prioritize pedestrians over Services other travel modes between the Kitchener Market ION station and Kitchener Market. 2.ENVIRONMENTAL LEADERSHIP GOAL: Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural resources. Strategic Plan Action Project Project Timeline to Manager Complete Corporate Climate Action Plan Claire Bennett Completed 2.1 Launch and implement a Corporate ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Reporting Administration- in 2019 Climate Action Plan by 2019 to achieve annually on greenhouse gas emission Development an absolute greenhouse gas emission reduction will continue until 2026. Services reduction of at least 8% by 2026. Leverage Energy Efficiency Reserve Fund Claire Bennett 2020-2022 2.2 Starting in 2019, leverage the Leverage the fund to undertake energy Administration- Energy Efficiency Reserve Fund and efficiency retrofit projects on City of Development other resources to reduce consumption Kitchener assets and capture and reinvest Services and emission at our facilities and in our the operating savings to pay for capital operations. costs. 2.3 Develop a Community Climate Community Climate Action Plan Claire Bennett 2020-2021 Action Plan with partner organizations Complete the 80x50 Community Climate Administration- by 2020. Action Plan. Development Services 2.4 Implement the Sustainable Urban 2.4.1 Tree Canopy Target Dave Schmitt 2020-2021 Forest Strategy with a focus on Review the current canopy cover and set Forestry & establishing a tree canopy target by an achievable target based on best Natural Areas 2020 and eliminating the current practices as well as constraints such as land Management (2018) tree planting backlog by 2022. availability, quality of soil, etc. in order to guide ongoing and future investment in tree planting, protection and maintenance. 2.4.2 Tree Planting Backlog Elimination Adam Buitendyk 2020-2022 Plant at least 750 trees in 2020, with the Forestry & goal of reaching 2,500 trees and Natural Areas eliminating the current backlog by the end Management of 2022. 2 2 - 42 Strategic Plan Action Project Project Timeline to Manager Complete 2.5 Reduce waste diverted to landfills Waste Diversion Strategy: Increase Waste Claire Bennett 2020-2022 by implementing new diversion Diversion in Our Public Spaces and Events Administration- programs at our facilities and events by Expand the Waste Diversion Station to all Development 2021. City-run events with large volunteer Services involvement, and evaluate expanded waste diversion stations at events, parks and public facilities. 3.VIBRANT ECONOMY GOAL: 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 Project Project Timeline to Manager Complete Urban Design Manual Dayna Edwards Completed in 3.1 Complete a new Urban Design ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Planning 2019 Manual by 2019 that expresses city building and design expectations to ensure vibrant new development throughout Kitchener. 3.2.1 Buildout of 44 Gaukel Cory Bluhm Completed in 3.2 Foster the creation of a city-wide ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Economic 2019 network of incubators, accelerators Development and co-working spaces by completing the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019- 2021 for the food manufacturing and health/med-tech industries. 3.2.2 Incubator, Accelerator and Co-Cory Bluhm 2020-2021 Working Space Network Economic Lease all spaces in the Creative Hub, Development explore the potential to facilitate a Food Incubator with a business case pending, 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 Lauren Chlumsky Completed in Strategy by 2020 with a focus on ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЋЉ͵ Economic 2020 transformative actions to ensure the Development attraction, success and retention of diverse businesses, talent, and arts/culture across the city. 3 2 - 43 Strategic Plan Action Project Project Timeline to Manager Complete 3.4 Complete a comprehensive review City-Owned Property Review Lauren Chlumsky 2021 of city-owned properties by 2020 to Complete a comprehensive review of city-& Rob Morgan determine how they could be owned properties by 2020 to determine Economic effectively used to advance city how they could be effectively used to Development strategic objectives. advance city strategic objectives. 3.5 Develop a vision for downtown 3.5.1 City-Owned Property to Market Brian Bennett 2021-2023 Kitchener and continue to position Develop a vision for downtown Kitchener Economic downtown Kitchener as a leading and continue to position downtown Development destination for redevelopment Kitchener as a leading destination for opportunities, with at least one new redevelopment opportunities, with at city-owned property brought to market least one new city-owned property by 2020. Finalize the Innovation District brought to market by 2020. (Bramm Yards) Master Plan by 2021 and the Civic District Master Plan by 2022. 3.5.2 Innovation District (Bramm Yards) Cory Bluhm 2020-2021 Master Plan Economic Finalize the Innovation District (Bramm Development Yards) Master Plan by 2021. 3.5.3 Civic District Master Plan Cory Bluhm 2021-2022 Finalize the Civic District Master Plan by Economic 2022. Development 4.CARING COMMUNITY GOAL: community spaces and programs; better engaging, serving and supporting our diverse populations and helping to make housing affordable. Strategic Plan Action Project Project Manager Timeline to Complete Equity, Diversity and Inclusion Strategy Elin Moorlag Silk 2020-2021 4.1 Create a comprehensive Equity, Create an Equity, Diversity and Inclusion Administration- Diversity and Inclusion Strategy by 2020 to Strategy focused on better engaging and Community Services combat systemic barriers to full economic serving marginalized and under- and social participation in the city. represented people, as well as creating a more inclusive City workplace. 4.2 Create an Affordable Housing Strategy Affordable Housing Strategy Andrew Ramsaroop Completed for Kitchener by 2020 in collaboration with ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЋЉ͵ Planning in 2020 the Region of Waterloo, community groups and the development industry. 4 2 - 44 Strategic Plan Action Project Project Manager Timeline to Complete 4.3 Reduce social stigmas experienced by 4.3.1 Reduce Social Stigma through Paula Dunn Completed those living with mental illness and Staff Training Human Resources in 2020 addiction in our community through staff ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЋЉ͵ training and supporting the creation of appropriate safe consumption and treatment facilities in Kitchener. 4.3.2 Support for Safe Consumption Completed and Treatment Facilities in 2019 ‘ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ 4.4 Better utilize existing facilities, 4.4.1 Mill Courtland Community Centre Mark Hildebrand 2020-2021 provide relevant programming at Expansion Business Case Neighbourhood community centres and support the Complete a needs assessment and Programs & Services equitable distribution of leisure programs business case to determine the and resources across neighbourhoods. requirements for an addition to the Mill Start work on the Mill Courtland Courtland Community Centre. Community Centre expansion by 2020 and the Rosenberg Community Centre by 2021. Complete the Huron Brigadoon Community Centre and an Open Space Strategy by 2021. 4.4.2 New Rosenberg Community Mark Hildebrand 2021 Centre/School Business Case Neighbourhood With the Catholic School board, Programs & Services complete a needs assessment and business case to determine the requirements for a joint community centre/school in the Rosenberg area. 4.4.3 Huron Brigadoon Area School / Mark Hildebrand 2020-2022 Community Centre Construction Neighbourhood Construct a joint school/community Programs & Services centre in the Huron Brigadoon area, in partnership with the Waterloo Region District School Board. 4.4.4 Open Space Strategy Niall Lobley 2020-2022 Develop an open space strategy to Parks & Cemeteries 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 the Arts and Culture Plan Emily Robson 2020-2022 community including the arts and creative Develop a new and inclusive Arts and Economic industry sector and multi-cultural Culture Plan by engaging a broad cross-Development communities to develop an inclusive arts section of the community including the and culture Plan by 2021. arts and creative industry sector and multi-cultural communities. 5 2 - 45 5.GREAT CUSTOMER SERVICE GOAL: easy and convenient services. Strategic Plan Action Project Project Timeline to Manager Complete 5.1 Provide on-demand Multi-Language Interpretation Support Jana Miller 2020-2021 customer service support in Implement a 24-7 on-demand multi-language Corporate many languages through the interpretation support for telephone and in-person Customer Corporate Contact Centre by inquiries to enable staff in all facilities to ensure a Service 2020. more consistent and equitable experience for all customers. 5.2 Introduce a corporate-Customer Satisfaction Program Christine Baker 2020-2021 wide Customer Satisfaction Implement an organization-wide Customer Corporate Program that will allow for Satisfaction Program that enables real-time Customer the collection of real time feedback, monitoring and reporting of satisfaction Service feedback from customers data to drive service improvements. accessing city facilities, programs, and services by 2020. Online Customer Service Portal Development Jana Miller 2020-2021 5.3 Enhance customer Launch a centralized online service portal where Corporate experience online by citizens can access their e-services in one place Customer delivering customized through a personalized, single sign-on account. Service information, providing easy access to services, and allowing financial transactions by 2021. 5.4 Set clearly Set and Communicate Service Levels Jana Miller 2021-2022 communicated and specific Set clearly communicated and specific service levels Corporate service levels for frequently for frequently asked about or accessed City services, Customer asked about or accessed City including: tree maintenance, parking, property Service services, including: tree standards complaints, snow clearing and grass maintenance, parking, cutting by 2022. property standards complaints, snow clearing and grass cutting by 2022. 5.5 Implement a Customer Experience Program Jana Miller 2021-2022 comprehensive Customer Implement a comprehensive Customer Experience Corporate Experience Review Program Review Program to help ensure services are easy Customer to help ensure services are Service easy and convenient to perspective by 2022. perspective by 2022. 6 2 - 46 2021 Business Plan Projects Community Services Project Timeline to Manager Complete BP01 Budd Park Strategy Kim Kugler 2020-2021 Identify potential sites and estimated costs to relocate the recreational Sport assets at Budd Park and compare the costs to the economic benefits of using the Budd Park for employment lands. BP02 Cameron Heights Pool Feasibility Study Kim Kugler 2020-2021 Sport 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. BP03 Southwest District Pool Business Case Kim Kugler 2020-2021 Sport Engage community residents/stakeholders in a needs assessment and business case to determine the elements to be included in the new pool. BP04 Ice Demand Study Jeremy Dueck 2020-2021 Evaluate ice user needs and trends for ice time to determine the timing of a Sport new arena. Corporate Services Project Timeline to Manager Complete Transformation and Relaunch of Kitchener.ca 2020-2021 BP05 Nicole Amaral Relaunch Kitchener.ca as a user-first designed site that is easy for residents Corporate to quickly find any information they are looking for, as well as to have the Communications & Marketing BP06 Indigenous Competency Training for Staff Phase 2 Paula Dunn 2021 Review the learning program developed under Phase 1 (2020) to ensure it is Human comprehensive and fulfills the learning objectives of the Calls to Action. Resources Pilot the existing learning program to address the urgent need for staff training and to collect more feedback on the suitability of the program in different areas of the organization. BP07 Electronic Agenda Management Jeff Bunn 2020-2021 Legislated Create, prepare, approve and publish meeting agenda packages and Services minutes in a more efficient, collaborative, streamlined manner. 7 2 - 47 Financial Services Project Timeline to Manager Complete BP08 2020-2021 Mobile Time Entry Jason Winter Implement mobile time entry for operations, eliminating the need for Asset paper-based timesheets. Management & Business Solutions BP09 2020-2021 Development Charge (DC) & Community Benefits Charge (CBC) Studies Ryan Hagey development charges study and investigate whether the Financial City should prepare a community benefits charge study. Planning BP10 2020-2021 Long Term Financial Plan Implementation Ryan Hagey Implement/consider recommended actions identified as 2020 items in the Financial Long-Term Financial Plan. Planning BP11 2020-2021 Point of Sale and Expansion of Payment Options Saleh Saleh Replace the existing Point of Sale system, which is past its life cycle, and Revenue expand payment options for various services. Infrastructure Services Project Timeline to Manager Complete BP12 Facilities Infrastructure Program Beatrice Powell 2020-2022 Conduct a comprehensive review of facility infrastructure needs that will Facilities incorporate building condition assessments, sustainability opportunities, Management and accessibility needs to identify current gaps and inform long-term maintenance and capital improvement strategies to address the infrastructure deficit. BP13 Rehabilitation of City Hall Outdoor Spaces Construction Phase 1 Lynda Stewart 2020-2021 Complete construction associated with the rehabilitation of City Hall Facilities Outdoor spaces, focusing on Carl Zehr Square and College Street. Management BP14 Implementation of Significant Parks Projects Niall Lobley 2020-2021 Complete Phase 2 design work for RBJ Schlegel Park; plan, design and Parks & construct the Survivor Garden; and undertake design and tender Cemeteries preparation for Westwood Park. BP15 Implementation of the Federal Disaster Mitigation and Adaptation Fund Nick Gollan 2020 -2028 (DMAF) Sanitary & Plan and execute stormwater management infrastructure projects across Stormwater the city to leverage the DMAF grant funding and advance the Utilities implementation of the 2016 Integrated Stormwater Management Master Plan. 8 2 - 48