HomeMy WebLinkAboutCAO-2021-2 - 2021 Business Plan April Progress Report
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: April 19, 2021
SUBMITTED BY: Karen Cooper, Manager, Strategic and Business Planning,
519-741-2200 ext. 7817
PREPARED BY: Lauren Burr, Corporate Planning Analyst, 519-741-2200 ext. 7059
WARD(S) INVOLVED: All Ward(s)
DATE OF REPORT: April 8, 2021
REPORT NO.: CAO-2021-2
SUBJECT: 2021 Business Plan - April Progress Report
RECOMMENDATION:
For information
REPORT HIGHLIGHTS:
This report presents the 2021 Business Plan April Progress Report (Appendix A).
The 2021 Business Plan comprises 40 strategic and business plan projects, with 24 to be
completed this year.
Progress has been made on 28 projects in the first quarter of 2021. The 3 projects completed
as of April 30, 2021 include the Online Customer Service Portal Development, Transformation
and Relaunch of Kitchener.ca, and Electronic Agenda Management.
and vibrant Kitchener.
BACKGROUND:
As the World Health Organization declared COVID-19 a global pandemic on March 11, 2020, the
lives of Kitchener residents and citizens throughout Waterloo Region and around the world
dramatically changed. Over the past year, the City placed the safety of citizens and staff as a top
priority throughout its pandemic response and recovery efforts, while also supporting the economic
sustainability of businesses and employers in the municipality. 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.
REPORT:
2021 Business Plan - Overall Status
In the context of the continuing pandemic, the 2021 Business Plan comprises 40 strategic and
business plan projects, with 24 to be completed this year. Three projects have been completed in
the first quarter of 2021. As of April 30, 2021, 25 projects are on track to meet their end dates as
scheduled in the 2021 Business Plan. 5 projects are delayed, and 7 projects have not started yet.
While this would be a commendable start to any year, the progress made in the first quarter of 2021
is especially noteworthy after a year of living with COVID-19.
Figure 1: Status of the 2021 Business Plan as of April 30, 2021
Completed On Track Delayed / Not Started
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Figure 2: Status of Projects Scheduled for Completion in 2021 as of April 30, 2021
Completed On Track Delayed / Not Started
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Strategic Plan Projects
Overall Status of Strategic Plan Actions
2021 Completed Projects: Online Customer Service Portal Development
On March 1, 2021, the City of Kitchener
unveiled its new corporate website along with a
leading-edge customer service portal called
MyKitchener. Citizen input was the driving force
and guiding principle in developing the new
online experience. The portal offers a
personalized user experience through a secure
login. With its ability to create a customized
d
individual interests, My Kitchener is the first city
portal of its kind in North America.
With a MyKitchener account, users can:
Customize their dashboard with content that is relevant to them
View information about multiple properties in one place
Receive notifications when new information is available like new skating and swimming events,
road closures and school bus delays
View and pay property tax and utility bills
View news and upcoming events
Watch council meetings and download meeting minutes and agendas
On Track Projects
18 strategic plan projects are on track for completion by their scheduled end dates, including:
2021 Scheduled End Date Projects
Pedestrian-First Street Plan for Gaukel Street
Community Climate Action Plan
Tree Canopy Target
Incubator, Accelerator and Co-Working Space Network
City-Owned Property Review
Equity, Diversity and Inclusion Strategy
Mill Courtland Community Centre Expansion Business Case
Multi-Language Interpretation Support
Customer Satisfaction Program
2022 Scheduled End Date Projects
Bikeshare Program
Connectivity and Year-Round Maintenance of Multi-Use Trails and Pathways
Pedestrian-First Street Plan for Kitchener Market
Leverage the Energy Efficiency Reserve Fund
Tree Planting Elimination Backlog
Huron Brigadoon Area School / Community Centre Construction
Open Space Strategy
Arts and Culture Plan
2023 Scheduled End Date Projects
Protected Cycling Network Connected to the Downtown
Delayed Projects
Two strategic plan projects are delayed. The New Rosenberg Community Centre/School Business
Case is now planned to start in 2023. Work on the Waste Diversion Strategy: Increase Waste
Diversion in Our Public Spaces and Events commenced in 2019 but is postponed due to the
continuing pandemic.
Projects to Start
Five strategic plan projects are due to start in 2021:
City-Owned Property Brought to Market
Innovation District (Bramm Yards) Master Plan
Civic District Master Plan
Set and Communicate Service Levels
Customer Experience Program
Status of the Business Plan Projects
Completed Projects
The following two business plan projects were completed in the first quarter of 2021:
Transformation and Relaunch of Kitchener.ca
On March 1, 2021, Kitchener launched its comprehensive
new online experience for residents, including a completely
transformed website and new customer service portal
called MyKitchener. The integration between the new
website, portal and services reimagines how municipalities
offer services online. Staff redeveloped the online
presence from the ground up, incorporating best-in-class
web design practices to give Kitchener residents easy
access to the information they are looking for. The new
website is more accessible and easier to understand
because it uses language at a Grade 7 reading level.
Electronic Agenda Management
-wide, fully
automated application for submitting agenda items and
managing meetings for Council, Standing Committees, and
quasi-judicial committee meetings, such as the Committee
of Adjustment. Through engagement in 2019, stakeholders
identified opportunities to improve the report development
and submission process. Agenda.NET creates a number of
enhancements and efficiencies, including automatically
assigning report numbers, document versioning, cross-
departmental collaboration, and automated approval
workflows.
On Track Projects
7 business plan projects are on track for their scheduled end date in the 2021 Business Plan, including:
Budd Park Strategy (2021)
Cameron Heights Pool Feasibility Study (2021)
Southwest District Pool Business Case (2021)
Mobile Time Entry (2021)
Rehabilitation of City Hall Outdoor Spaces Construction Phase 1 (2021)
Facilities Infrastructure Program (2022)
Implementation of Federal Disaster Mitigation & Adaptation Fund (2028)
Delayed Projects
5 business plan projects are delayed with completion now planned for 2022 as follows:
Ice Demand Study
Development Charge (DC) and Community Benefits Charge (CBC) Studies
Long Term Financial Plan Implementation
Point of Sale and Expansion of Payment Options
Implementation of Significant Parks Projects
STRATEGIC PLAN ALIGNMENT:
innovative, caring and vibrant Kitchener.
FINANCIAL IMPLICATIONS:
None
COMMUNITY ENGAGEMENT:
INFORM This report has
council / committee meeting.
CONSULT In 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-20-008 2020 Business Plan Year-End Progress Report and Recommended 2021 Business
Plan Project List
APPROVED BY: Dan Chapman, Chief Administrative Officer
ATTACHMENTS:
Appendix A: 2021 Business Plan Progress Report April 30, 2021
1
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rategic Plan Actions................................................................
................................
19: One Year Later
................................
-
Transportation
................................................................
Friendly
-
................................
................................
Impact of COVIDOverall Status of StStrategic Plan Completions and AchievementsPeopleEnvironmental LeadershipVibrant EconomyCaring CommunityGreat Customer ServiceBusiness Plan Project
CompletionsCommunity ServicesCorporate ServicesFinancial ServicesInfrastructure Services
2022 Strategic Plan Evaluation Criteria2022 Strategic Plan Actions
--
Contents IntroductionOverall Status of the 2021 Business Plan Projects2019Strategic Plan2019Business Plan ProjectsBusiness Plan Projects
3
d
an To
nly
staff
s made
include
how
is described
of
This
g training and
t the year.
, with 10 projects
project
This report contains
as a top priority through
Each
efficiencies.
staff
and
improve
n the Strategic Plan.
term benefits.
-
business plan projects.
lan and other key priorities. These projects form
outlined i
p
14
Council and the community can be proud
strategic and business plan projects
trategic
egion and around the world changed as the World Health
s
19.
R
-
placed the safety of citizens
modernize service delivery and
has
to
he City
pandemic and provide long
While this would be a commendable start to any year, the progres
-
.
the economic sustainability of businesses and employers in the municipality.
.
2022 Strategic Plan, as well as
ing
-
Over the past year, t
and April 30, 2021
mentary and innovative approaches
le
all 25 actions from the 2019
19 a global pandemic.
-
recovery efforts, while also support
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
City Council approves a list of projects that implement the current
p: One Year Later
19
-
allenging time, staff demonstrated resiliency and made progress on
local businesses and establishing centralized service counters at city hall. While some of the service delivery changes are o
usiness
in 2020, and 3 more completed in the first quarter of 2021
b
Business Plan includes
1
business plan,
March 11, 2020, the lives of Kitchener residents and citizens throughout Waterloo
Introduction Each year, Kitchener the annualin the The 202update on progress made between January 1 Impact of COVID OnOrganization declared COVIDits pandemic response andachieve these
priorities, staff took compenabling staff to work from home, providing more services online, offering existing programs in new virtual formats, providinsupports to temporary to address
the pandemic restrictions, many will remain postThrough this chcompletedin the first quarter of 2021 is especially noteworthy after a year of living with COVIDadapted to the challenges
of the pandemic and continued to deliver on the community priorities
4
projects (10%) are delayed, and
5
.
Not Started
end dates
(30%) (29%)
7 projects
12 projects
are expected to be completed in 2022, 2 in 2023 and
planned
3
1
Delayed or Delayed or Not Started
.
their
this year
.
(62%) (58%)
Projects
21
-
On TrackOn Track
25 projects14 projects
10
to be completed
%) are on track to meet
62
pages
projects
4
ness Plan
projects (
as of April 30, 2021
i
5
2
, with 2
Bus
1
(8%)
(13%)
projects
.
3 projects3 projects
40 CompletedCompleted
Business Plan
1
started
yet
have been completed.
comprises
of the 202of Projects Scheduled for Completion in 2021 as of April 30, 2021
projects and their status is included on
have not
projects
3
,
Status of the 202
StatusStatus
(20%)
Business Plan
:
1:2
1
scription of
April 30
de
projects
Overall The 2021 in 2028. As of 7The FigureFigure
5
ment
Transformation and Relaunch of Kitchener.caElectronic Agenda Manage
business plan projects
2
1
Construction Phase
(2021)
:
Disaster Mitigation & Adaptation Fund
include
projects
Online Customer Service Portal Development
completed
Budd Park Strategy (2021)Cameron Heights Pool Feasibility Study (2021)Southwest District Pool Business CaseMobile Time Entry (2021)Rehabilitation of City Hall Outdoor Spaces (2021)Facilities
Infrastructure Program (2022)Implementation of Federal (2028)
rack
3
T
strategic plan project
7 business plan projects
1
Complete The On 25 projects are on track for their scheduled end date in the 2021 Business Plan, including:
6
Implementation
on of Payment Options
Ice Demand StudyDevelopment Charge (DC) and Community Benefits Charge (CBC) StudiesLong Term Financial Plan Point of Sale and ExpansiImplementation of Significant Parks Projects
business plan projects are delayed into 2022, including:
5
(2023)
:
, including:
scheduled to 2022)
re
(postponed,
Community Centre/School Business Case
Communicate Service Levels
Owned Property Brought to Market
-
plan projects will begin in 2021
CityInnovation District (Bramm Yards) Master PlanCivic District Master PlanSet and Customer Experience Program
Waste Diversion Strategy: Increase Waste Diversion in Our Public Spaces and EventsNew Rosenberg
strategic
2 Strategic Plan projects are delayed, including To Start 5
Delayed
7
Plan.
, staff
Citizen
0
he Strategic
As of April 30, 2021,
the fall of 202
In
.
provide a roadmap for the
s adopted the 2030 Agenda
e implementation of the SDGs
will
ject
he public through an online
inning in 2021.
004.
-
20
-
serve as a model regionally, nationally, and globally.
will
nequality, confront injustice and tackle climate change by 2030.
and
Appendix B of report CAO
p
the SDGs for the Kitchener context. This pro
2022 strategic plan connect to at least one of the SDGs
-
ing
2022 Strategic Plan:
-
and adapt
ment Goals
ing
localiz
within the strategic planning process
c benchmarks and measure progress towards achieving the SDGs within current and future strategic plans.
provides advice to Council on
2022 Strategic Plan can be found in
-
completed (28%).
als
, begin work on
of the 25 action statements within the 2019
Each
Green Beacon
,
Citizen Advisory Committee
identifies community priorities for action, and monitors progress toward achieving the community vision and in implementing t
er has 4 levels of evaluation criteria/measures for the 2019
2022 Strategic Plan Evaluation Criteria
-
Overall Implementation of the Strategic PlanOverall Implementation of the Sustainable Development Goals (SDGs) through the Strategic PlanImplementation of Strategic Plan GoImplementation
of Strategic Plan Actions
Compass Kitchener
to fully integrate, implement, and operationalize SDGs
2019 The Compass KitchenerCompass KitchenOne evaluation metric has been proposed for each of the 25 Strategic Plan actions. These metrics will be tracked by staff beg7 out of the 25
strategic plan actions have been At the United Nations (UN) Sustainable Development Summit in September 2015, world leaders from Canada and other member stateThe City of Kitchener is
committed to working with the Government of Canada in embracing the 2030 Agenda and to supporting thin Canada and internationally.worked with local consultantCity This localized project
has enabled the City to set specifiOnce the localized SDG targets and indicators are finalized and benchmark data has been collected, they will be shared with tDashboard.
8
Strategic Plan Overall Status of Strategic Plan Actions
9
Citizen
the new
strategic plan project
and school bus
ity portal of its kind
developing
c
itchener account users can customize their
, with additional rollout to follow by summer.
DI strategy by end of June 2021.
customer service portal, called MyKitchener.
services
edge
-
begin in 2021.
With a MyK
The portal offers a personalized user experience through a
.
the five goals of the Strategic Plan. The following
leading
its
ith work to
each of
On March 1, 2021, the City of Kitchener unveiled its new corporate website along with input was the driving force and guiding principle behind online experience. address and individual
interests, My Kitchener is the first in North Americadashboard with content that is relevant to them; view information about multiple properties in one place; receive notifications
when new information is available like new skating and swimming events, road closuresdelays; view and pay property tax and utility bills; view news and upcoming events; watch a council
meeting and download meeting minutes and agendas, and so much more.
being prepared for public input.
is
projects under
committed
:
Language Interpretation Support with key frontline
-
:
s
progress in
include
construction of the Protected Cycling Network, w
considerable
progress
in the first quarter of 2021
in
implementation of Multi
Completions and Achievements
is making
Online Customer Service Portal Development A tender posted for A complete draft of the Community Climate Action Plan Starting Data set on tree canopy
completed
1.
as
Strategic Plan The City w Other strategic plan
10
.
here
ooters as part
sc
-
Update
bikes and e
-
Progress
wide bikeshare feasibility study
-
.
a wider range of transportation
Completed in 2019.Read Complete Streets Kitchener A regionwas approved that recommends a collaborative approach to a bikeshare program throughout the region. A regionwide project team
is investigating the use of eof the future program and note that traditional private bikeshare providers have changed their business model to reflect options
2022
-
to
2019
Timeline
Complete
Completedin 2020
Cronkite
Project
Manager
Barry Cronkite Transportation Services Barry Transportation Services
ch bicycles
Project
ikeshare service in whi
b
Actions
hare Program
made available for shared use to the public
Complete StreetsƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵Bikes Implement aare a feasibility study to determine the most appropriate system.
Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected.
y 2021.
Statement
2022 Strategic Plan
-
GOAL:
Friendly Transportation
-
Strategic Plan Action
Develop a set of Complete Encourage and incentivize
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 b
2019 People
11
Valley
Update
Progress
.
A tender has posted for construction, which will begin in spring 2021.Completed in 2020.Read the Cycling and Trails Master Plan hereTrail improvements are being planned on several community
trails and bridges including: Traynor to Wilson, Kingsway to Vanier, sections of the Laurentian Trail, bridges in Vanier, Rothsay, Lynn and Victoria Park.
3
2022022
--
to
2020
Timeline
Complete
2020 Completedin 2020
Project
Christensen
Manager
Darren Kropf Transportation Services Liz Christensen Transportation Services Liz Parks & Open Space Design & Development
with
,
round
-
athways
and the
Round
, in one
-
Connected to the
cent neighbourhoods Trails and P
3 km of existing trails
.
se
round access to a
U
-
use trails and pathways
-
-
Project
connectivity and year
wayfinding.
road cycling facilities, as well as
-
town by 2022
Use Trails and Pathways Master Plan
-
the 2010 Cycling Master Plan
e actions,
Cycling and Trails Master Plan UpdateConnectivity and Year
road trails infrastructure
nclude on
-
i
Protected Cycling NetworkDowntown Install a continuous and protected cycling network that connects adjato the down 1.4.1 Update2012 Multito offcomprehensive plan that also addresses
education and 1.4.2 Maintenance of Multi Prioritizmaintenance to multithrough the Cycling and Trails Master Planan initial target of yearminimum of an additional by 2022.
.
.
cent
round access
-
Statement
use trails and pathways
town by 2022
-
round maintenance to
-minimum of an additional
Strategic Plan Action
Install a continuous and Improve connectivity and
1.3 protected cycling network that connects adjaneighbourhoods to the down 1.4 yearmultias prioritized through the Cycling and Trails Master Planwith an initial target of providing yearto
a 3 km of existing trails by 2022
12
Update
interventions.
Progress
cost street
-
pace in late spring 2021, subject to
Gaukel Street was closed to traffic during the pandemic and will continue to remain closed as a passive pedestrian space. The block between King St and Charles St will be turned into
passive sdevelopment construction completing, and additional formal seating will be added to the Joseph St/Charles St block in summer 2021.A project charter has been approved. Staff
is investigating programming and low
20212022
--
to
Timeline
Complete
20202021
Project
Manager
Darren Kropf Transportation Services Darren Kropf Transportation Services
.
destrians over
et Plan for Gaukel et Plan for Kitchener
Gaukel Street.
Project
First StreFirst Stre
--
PedestrianPedestrian
1.5.1 Street Develop plans to prioritize pedestrians over other travel modes on 1.5.2 Market Develop plans to prioritize peother travel modes between the Kitchener Market ION station
and Kitchener Market
first streets
-
Statement
Strategic Plan Action
Develop a plan to create
1.5 pedestrianbetween Victoria Park and City Hall and between the ION and Kitchener Market by 2022.
13
.
here
sources.
2021.
-
h projects are underway.
capital energy reserve project
Progress Update
19 safety concerns the project was
-
Project completed in 2019. Read the Corporate Climate Action Plan Originally the 2020 was to retrofit the remaining administrative office lighting at the Kitchener Operations Facility
(KOF). Due to COVIDswitched to outfitting Civic District Garage and KOF Shops & Stores. BotThe KOF administrative lighting project is on hold and will be reassessed in 2021 if it or
another project with similar payback will take its place.A draft of the Community Climate Action Plan is complete and is being prepared for final public input. The community climate
action plan will be presented to Council by mid
20222021
--
2019
Complete
Timeline to Completed in 20202020
---
Project
Manager
Claire Bennett AdministrationDevelopment Services Claire Bennett AdministrationDevelopment Services Claire Bennett AdministrationDevelopment Services
Reporting
Project
nually on greenhouse gas emission
ommunity Climate Action Plan
Corporate Climate Action PlanƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵anreduction will continue until 2026.Leverage the Energy Efficiency Reserve Fund Leverage the fund to undertake energy efficiency
retrofit projects on City of Kitchener assets and capture and reinvest the operating savings to pay for capital costs.C Complete the 80x50 Community Climate Action Plan.
.
ciency Reserve
i
Statement
ergy Eff
arting in 2019, leverage
Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural re
.
Launch and implement a StDevelop a Community
Strategic Plan Action
2.1 Corporate Climate Action Plan by 2019 to achieve an absolute greenhouse gas emission reduction of at least 8% by 2026.2.2 the EnFund and other resources to reduce consumption and
emission at our facilities and in our operations 2.3 Climate Action Plan with partner organizations by 2020
Environmental Leadership Goal:
14
learning
or
with visual
Community and Council
Progress Update
emic, large public events were
The final tree canopy dataset has been received from the consultant.engagement regarding Kitchener's tree canopy and the setting of a tree canopy target will occur in the spring/early
summer of 2021, followed by Council consideration of a tree canopy target.Approximately 630 trees will be planted in 2021. All suitable tree replacement locations identified as of December
31, 2018 will have been planted by the end of 2021, eliminating the 2018 tree planting backlog.Due to the pandcancelled, and this project is postponed until events restart. Recycling
and organics diversion has also increased across public facilities and spaces, including a pilot project to improve waste station wayfinding for people impairments as well as English
as a second language (ESL) visitors.
22
2021202220
---
Complete
Timeline to 202020202020
-
Project
Manager
Dave Schmitt Forestry & Natural Areas Management Adam Buitendyk Forestry & Natural Areas Management Claire Bennett AdministrationDevelopment Services
acklog
B
Project
vailability, quality of
lanting
P
run events with large
-
ion
Tree Canopy TargetTree
iminat
2.4.1 Review the current canopy cover and set an achievable target based on best practices as well as constraints such as land asoil, etc. in order to guide ongoing and future investment
in tree planting, protection and maintenance.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 2022.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.
nd events by
Statement
.
.
Implement the Reduce waste diverted to
Strategic Plan Action
2.4 Sustainable Urban Forest Strategy with a focus on establishing a tree canopy target by 2020 and eliminating the current (2018) tree planting backlog by 2022 2.5 landfills by implementing
new diversion programs at our facilities a2021
15
here.
and great places
.
here
Progress Update
2019.2019.
in in
about this project
Completed Read the Urban Design Manual Completed Learn
20192019
Complete
Timeline to
Completed in Completed in
Project
Manager
Dayna Edwards Planning Cory Bluhm Economic Development
Project
Buildout of 44 Gaukel
Urban Design ManualƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵3.2.1 ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵
-
wide
-
tech industries.
-
working spaces by completing
Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts and culture,
-
h/med
Complete a new Urban Design Foster the creation of a city
Strategic Plan Action Statement
3.1 Manual by 2019 that expresses city building and design expectations to ensure vibrant new development throughout Kitchener.3.2 network of incubators, accelerators and cothe buildout
of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 20192021 for the food manufacturing and healt
Vibrant Economy GOAL:to live.
16
.
here
is
in late
A
Because of the
to Council
owned space and with
-
ke It Kitchener, components of
Progress Update
. Due to the pandemic, finalization of the
omprehensive review and completion
Staff is investigating opportunities for incubators within Citypotential partners. Business cases will be prepared and presented 2021. Completed in 2020.Read the Make It Kitchener
2.0 Strategy Initial focus has been on supportive housingsitesreview is delayed until 2021.pandemic and urgent need around affordable housing and Mathe review commenced in 2020.canticipated
in 2021.
2021
-
1
2020
Complete
Timeline to
2020 Completed in 202
msky &
u
Project
Manager
Cory Bluhm Economic Development Lauren Chlumsky Economic Development Lauren ChlRob Morgan Economic Development
tech
-
eview
to ensure the
Accelerator and
ives.
Project
comprehensive review
ubators.
owned properties by 2020 to
-
Owned Property R
-
Working Space Network
-
3.2.2 Incubator, Co 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/medindustry inc Make It Kitchener 2.0 Strategy Develop the Make it Kitchener 2.0 Strategy by 2020 with a focus on transformative actionsattraction, success
and retention of diverse businesses, talent, and arts/culture across the city.City Complete aof citydetermine how they could be effectively used to advance city strategic object
owned properties by 2020 to
-
Develop the Make it Kitchener 2.0 Complete a comprehensive review
Strategic Plan Action Statement
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 of citydetermine
how they could be effectively used to advance city strategic objectives.
17
working with University of
Progress Update
ght to market in late 2021 after
This will occur once the City owned property review has been completed by September 2021. It is expected that the first property will be broucomprehensive community engagement.The
current focus is Waterloo to build out the Health Innovation Arena on the Health Sciences Campus. Work on the Master Plan will commence in late 2021.Preliminary project planning has
started. A visioning exercise will be completed before the Master Plan commences.
1
20232022022
---
10
Complete
Timeline to
2022022021
Bluhm
Project
Manager
Brian Bennett Economic Development Cory Bluhm Economic Development Cory Economic Development
th at least one new
Project
Owned Property Brought
-
Innovation District (Bramm Civic District Master Plan
arket
owned property brought to
-
3.5.1 Cityto M Develop a vision for downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, wicitymarket by 2020.3.5.2
Yards) Master Plan Finalize the Innovation District (Bramm Yards) Master Plan by 2022.3.5.3 Finalize the Civic District Master Plan by 2022.
s)
owned property brought to
Develop a vision for downtown
-
Strategic Plan Action Statement
3.5 Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one new citymarket by 2020. Finalize the Innovation
District (Bramm YardMaster Plan by 2021 and the Civic District Master Plan by 2022.
18
-
-
&
here
task force
ty, Anti
by the end
income youth
informed
-
-
working groups will be
to complete work
the
Progress Update
entorship program for low
ommunity grant for racialized groups
Policy Training Demographic Data CollectionHiring & Recruitment Communications CM
The Mayor's Task Force on Equity, Diversity & Inclusion is on track of June 2021. There are currently seven working groups developing equitystrategies and recommendations in the following
areas: The deliverables of compiled into a comprehensive Equity & AntiRacism Strategy for the City of Kitchener, to be implemented by the newly formed EquiRacism & Indigenous Initiatives
staff team.Completed in 2020.
2021
-
to
2020
Timeline
Complete
2020 Completed in
-
Project
Manager
ervices
Elin Moorlag Silk AdministrationCommunity S Andrew Ramsaroop Planning
f
o
.
focused on better
nity groups and the
and Inclusion
able Housing
Project
industry
represented people, as
-
Strategy
reate an Equity, Diversity and
Equity, DiversityStrategy CInclusion engaging and serving marginalized and underwell as creating a more inclusive City workplace.Affordable Housing Strategy Create an AffordStrategy
for Kitchener by 2020 in collaboration with the Region Waterloo, commudevelopment
.
.
nclusion
I
industry
f Waterloo,
o
Statement
nity groups and the
Diversity and
,
Strategic Plan Action
Create a comprehensive Create an Affordable
Caring Community
4.1 EquityStrategy by 2020 to combat systemic barriers to full economic and social participation in the city 4.2 Housing Strategy for Kitchener by 2020 in collaboration with the Region
commudevelopment
4. GOAL:supporting our diverse populations & helping to make housing affordable.
19
to
of 2021.
2
Q
.
in
here
Progress Update
2019.
in
nticipate starting
A
stigma training will now become a core
-
Completed in 2020.Antilearning program with ongoing evaluation and customization as required to meet the diversity of staff needs throughout the organization andensure the content is
relevant to evolving community needs. Completed Learn about this project Staff resource supporting this project has been redeployed to run summer programs and services.
2021
-
to
20202019
Timeline
Complete
Completed in Completed in 2020
Project
Manager
Paula Dunn Human Resources Mark Hildebrand Neighbourhood Programs & Services
tigma through
S
aphics.
Business Case
Project
ocial
S
needs assessment and
Courtland Community
raining
Reduce Support for Safe Consumption Mill
T
taff
4.3.1 S Provide staff with the resources torespond effectively to changing community demogr 4.3.2 and Treatment FacilitiesƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵4.4.1 Centre Expansion Complete a business
case to determine the requirements for an addition to the Mill Courtland Community Centre.
resources across
Statement
.
and support the
and an Open Space
ers,
Strategic Plan Action
Reduce social stigmas Better utilize existing
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 facilities, provide relevant programming at community centequitable distribution of leisureprograms and neighbourhoods. Start work on the Mill Courtland Community Centre
expansion by 2020 and the Rosenberg Community Centre by 2021. Complete the Huron Brigadoon Community CentreStrategy by 2021.
20
.
roject has been sent
Progress Update
awaiting final costing and approvals
-
have been approved. P
.
Project pushed out to 2023 to 2026 by the school boardDetailed design has been completed. Building permits have been approved. Application to the Province for approval of design and
budget submitted by Waterloo Region District School Boardto tender Project initiation is ongoing with project manager identified, scope and charter being developed.
2
2022022
--
to
23
Timeline
Complete
2021 New date: 20 2020 2020
Lobley
Project
Manager
Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services Niall Parks & Cemeteries
/
assessment and
Business Case
Project
New Rosenberg Community Huron Brigadoon Area School Open Space Strategy
4.4.2 Centre/School With the Catholic School board, complete a needs business case to determine the requirements for a joint community centre/school in the Rosenberg area.4.4.3 Community
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 function, are planned, maintained, and managed, and including a review of permitted uses in parks.
Statement
Strategic Plan Action
21
terloo for
ime to commence
Progress Update
on these initiatives in underway.
pandemic, and therefore engagement has
-
The City developed a partnership with the Region of Waterloo and the City of Wastakeholder consultation, research and analysis. A Terms of Reference and plan for stakeholder consultation
are under development. Consultation was anticipated for late 2020, however this has been postponed until later in 2021. The appropriate tcommunity engagement for the Culture Plan is
postbeen postponed. Support for professional artists and cultural organizations will be considered as part of the COVID recovery plan. Specific engagement
2
202
-
to
Timeline
Complete
2020
Project
Manager
Emily Robson Economic Development
cultural
-
Project
by engaging a broad
section of the community
-
Arts and Culture Plan Develop a new and inclusive Arts and Culture Plan crossincluding the arts and creative industry sector and multicommunities.
-
-
Statement
Strategic Plan Action
Engage a broad cross
4.5 section of the community including the arts and creative industry sector and multicultural communities to develop an inclusive arts and culture Plan by 2021.
22
open.
-
re
based feedback collection
-
nal service channels will be
mail
Progress Update
call surveys at our contact centres, as well
-
Contract for service has been finalized with the vendor. Work with community centres to determine top languages (by neighbourhood) to advertise the new service is complete. A more limited
implementation of this service, with key frontline users including Bylaw, Revenue, Corporate Contact Centre and Community Centres, is scheduled to be complete by the end of the April
with additional roll out to more staff to follow by summer.Postas online and ebegan in late 2020 for City Hall appointment and Book Your Bubble bookings, and overnight parking exemptions.
The program has expanded to include the new MyKitchener portal and website beta launch feedback collection. Additioincorporated into the program as they
20212021
--
Complete
Timeline to 20202020
Project
Manager
Jana Miller Corporate Customer Service Christine Baker Corporate Customer Service
ience
-
wide
-
demand multi
-
person inquiries to
Project
-
7 on
-
24
time feedback, monitoring
-
and engagement with the city by providing friendly, easy and convenient services.
an organization
Language Interpretation Support
-
stomer Satisfaction Program that
ulti
M Implement a language interpretation support for telephone and inenable staff in all facilities to ensure a more consistent and equitable experfor all customers.Customer Satisfaction
Program Implement Cuenables realand reporting of satisfaction data to drive service improvements.
wide
-
collection
demand
-
Statement
.
Strategic Plan Action
Provide onIntroduce a corporate
5.1 customer service support in many languages through the Corporate Contact Centre by 2020 5.2 Customer Satisfaction Program that will allow for the of real time feedback from customers
accessing city facilities, programs, and services by 2020.
Great Customer Service GOAL:
23
rtal:
k and
portal
.
Progress Update
MyKitchener customer service
Completed in 2021.The launched in beta (an almost finished version the public can provide feedback on) to the public on March 1, 2021. The public is testing the functionality of the
portal during the beta test and staff are monitoring feedbacmaking improvements based on what we learn. Later in 2021, the project team will regroup to review the scope of Phase 2
of the portal's development, which will include additional new functionality for residents.See the new website and access the powww.kitchener.ca Project to start in late 2021
2022
-
Complete
Timeline to Completed in 2021 2021
Project
Manager
Jana Miller Corporate Customer Service Jana Miller Corporate Customer Service
services
-
nd grass
e Portal
Project
ugh a personalized, single
a centralized online service portal
on account.
-
aunch
Online Customer ServicDevelopment Lwhere citizens can access their ein one place throsign Set and Communicate Service Levels Set clearly communicated and specific service levels for
frequently asked about or accessed City services, including: tree maintenance, parking, property standards complaints, snow clearing acutting by 2022.
ng and
.
by 2022
Statement
and allowing financial
,
Strategic Plan Action
Enhance customer Set clearly communicated
5.3 experience online by delivering customized information, providing easy access to servicestransactions by 2021.5.4 and specific service levels for frequently asked about or accessed
City services, including: tree maintenance, parking, property standards complaints, snow clearigrass cutting
24
.
Progress Update
Project to start in 2021
2022
-
Complete
Timeline to 2021
ce
Project
Manager
Jana Miller Corporate Customer Servi
Project
Customer Experience Program Implement a comprehensive CustomerExperience Review Program to help ensure services are easy and convenient by 2022.
Statement
Strategic Plan Action
Implement a
5.5 comprehensive Customer Experience Review Program to help ensure services are easy and convenient to access from the 2022.
25
ner
new website,
Council, Standing
the
its comprehensive new
ed
wide, fully automated application
MyKitchener portal will empower -
edge online customer service portal
-
eedback made it clear that the City is
judicial committee meetings, such as the
-
reimagines how municipalities offer services online.
class web design practices to give Kitchener residents
-
the City of Kitchener launch
in
-
departmental collaboration, and automated approval
-
serve on their schedule.
-
ss
On March 1, 2021, online experience for Kitchener residents, including a completely transformed website and new, cuttingcalled MyKitchener. The seamless integration between portal and
City servicesThe City has redeveloped its online presence from the ground up, incorporating bestexperience includes a new website with plain language content. By lowering the reading
level of the website from college to grade seven, the City is making their website more accessible and easier to understand. The City hopes that the new website and residents to self
for submitting agenda items and managing meetings for Committees, and quasiCommittee of Adjustment. Through engagement across the City in 2019, stakeholders identified opportunities
to improve our report development and submission process. Valuable fready for an enhanced and efficient report writing and meeting management software solution. Agenda.NET creates enhancements
and efficiencies, including automatically assigning report numbers, document versioning, croworkflows. For report writers and approvers, it is time to make creating and submitting items
to Council and Committee meetings easy!
s
Transformation and Relaunch of Kitchener.caElectronic Agenda Management
1.2.
Business Plan Project Business Plan Project Completions
26
term impacts of
-
g
own.
n
p the terms of reference for
o
School Board contacted by the
pandemic on ice users is unk
Progress Update A condition report has been completed for the facilities on the site. The work to evaluate the benefits of the Budd Lands for employment and for recreation is underway.Waterloo
Region District end of March 2021 to confirm support to release the Terms of reference for consultant services.Planning is underway to develthe pool business case.Work was paused to
avoid putting additional pressures on the user groups during the pandemic. Speculation on future ice demands is challenging when the lonthe
to
2021202120212021
----
0
22
TimelineComplete 202202020202020 New date: 20
Project Manager Kim Kugler Sport Kim Kugler Sport Kim Kugler Sport Jeremy Dueck Sport
e
ermine the elements
Feasibility Study
Waterloo Region District School
Pool Business Cas
timing of a new arena.
Community ServicesBudd Park Strategy Identify potential sites and estimated costs to relocate the recreational assets at Budd Park and compare the costs to the economic benefits of using
the Budd Park for employment lands.Cameron Heights Pool Collaborate with the 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 detto be included in the new pool.Ice
Demand Study Evaluate ice user needs and trends for ice time to determine the
1234
BP0BP0BP0BP0
Business Plan Projects
27
taff
,
s
for council and members of the
launch rollout will continue within the
-
governance, training, documenting
ated rules are being considered and built into the
. Post
launch administrative work will be ongoing
-
rel
-
Progress Update The website and portal launched March 1, 2021. Postincludingprocesses, early improvements, etc.Agenda.Net was launched February 5, 2021 for City and on February 19, 2021publicorganiza
tion as more Committees are added to the platform.
Progress Update Project team currently completing requirements workshops and beginning design phase of the solution. Close collaboration with divisions that will become early adopters
has been effective in ensuring all business processes and unionfinal solution.
2021
-
Timeline to Complete 2020
Timeline to Complete Completed in 2021Completed in 2021
Communications
Services
Project Manager Jason Winter Asset Management & Business Solutions
Project Manager Nicole Amaral Corporate & Marketing Jeff Bunn Legislated
first
-
based timesheets.
-
the
have
to
Implement mobile time entry for operations,
Corporate ServicesTransformation and Relaunch of Kitchener.ca Relaunch Kitchener.ca as a userdesigned site that is easy for residents to quickly find any information they are looking
for, as well as delivered to them.Electronic Agenda Management Create, prepare, approve and publish meeting agenda packages and minutes in a more efficient, collaborative, streamlined
manner.Financial ServicesMobile Time Entry eliminating the need for paper
5
06
BP0BP BP07
28
consider the expansion of payment
determination on Community Benefits Charge to be
Progress Update Provincial legislation proclaimed in Fall 2020. Consultant has been retained and work will be launching in Q1 2021. Planning to complete Development Charges study in
2021, with completed in 2022.Capital Variance report and some policy updates planned for 2021. Other policy updates will occur in a future year.Expansion of Payment Options for Utility
and Property Tax customers went live on February 24, 2021. The next phase of the project will options for Business Licensing, Building Permit, Planning and Miscellaneous Receivable
services.The Point of Sale part of the project will be delayed until 2022.
202120212021
---
2
22222
Timeline to Complete 2020 New date: 20 2020 New date: 20 2020 New date: 20
Project Manager Ryan Hagey Financial Planning Ryan Hagey Financial Planning Saleh Saleh Revenue
Term
-
.
Implementation
ge study
life cycle, and expand payment options
Financial ServicesDevelopment Charge (DC) & Community Benefits Charge (CBC) Studies investigate whether the City should prepare a community benefits char Long Term Financial Plan Implement/consider
recommended actions identified as 2020 items in the LongFinancial Plan.Point of Sale and Expansion of Payment Options Replace the existing Point of Sale system, which is past its for
various services.
080910
BPBPBP
29
and development of a
,
preparations will be taking
background research on
e,
ongoing, and a series of stakeholder
Progress Update Several project activities have been completed: a capital budget restructuring exercismunicipal and industry comparatorscapital planning framework and processes. Financial
modelling and projection work areworkshops will be conducted starting in May 2021.Construction activities continued in Winter 2020/2021. It is expected that underground work will be
completed in Carl Zehr Square in the Spring 2021 and final place for surface concrete placement. Mechanical installations for the ice rink and water feature are underway. The demolition
of the upper terrace will also be a focus area of work.
2
lete
2022021
--
Timeline to Comp 20202020
Project Manager Beatrice Powell Facilities Management Lynda Stewart Facilities Management
on Carl Zehr
r Spaces
ing
ss the infrastructure
focus
,
term maintenance and capital
-
comprehensive review of facility
construction associated with the rehabilitation
Infrastructure ServicesFacilities Infrastructure Program Conduct ainfrastructure needs that will incorporate building condition assessments, sustainability opportunities, and accessibility
needs to identify current gaps and inform longimprovement strategies to addredeficit.Rehabilitation of City Hall OutdooConstruction Phase 1 Begin of City Hall Outdoor spacesSquare and
College Street.
BP11BP12
30
rand River
rk to track Community
Assessment report, First
ently resumed with the donor and
and REEP (DMAF funding recipients)
Greenhouse Gas
consultation, and a framewo
-
k for RBJ Schlegel Phase 2 is nearing completion
WIP (Water Infrastructure Program) is completed to
-
wood Park will have design and engagement completed in
Progress Update Design worwith construction tenders being issued and prepared through spring. Construction is scheduled for summer and fall 2021. Survivor Garden was deferred in 2020
due to the impacts of COVID; discussions have recit is anticipated that this will move forward in 2021, with a tentatively completion of end of 2021. Westwood Park is part of a bundle
of parks projects that has been awarded for design, engagement and implementation; West2021, and it is anticipated a tender for work will be issued and awarded in 2021. Construction
may need to be deferred to 2022. Currently finalizing reporting and financial claim templates for the program. Preceding conditions of the DMAF agreement are complete, including Nations
preEmployment Benefits. Agreements with GConservation Authorityhave been executed. Approximately 9% of construction for the DMAFdate.
lete
2028
2021
-
-
2
2
Timeline to Comp 2020 New date: 20 2020
Project Manager Niall Lobley Parks & Cemeteries Nick Gollan Sanitary & Stormwater Utilities
Park;
; and
RBJ Schlegel
urvivor Garden
Adaptation Fund (DMAF)
Infrastructure ServicesImplementation of Significant Parks Projects Complete Phase 2 design work for plan, design and construct the Scomplete the upgrade to Westwood Park.Implementation
of the Federal Disaster Mitigation and Plan and execute stormwater management infrastructure projects across the city to leverage the DMAF grant funding and advance the implementation
of the 2016 Integrated Stormwater Management Master Plan.
1314
BPBP