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HomeMy WebLinkAboutDSD-2021-121 - Priorities for the Planning Division (Policy & Research and Customer Experience & Project Management Teams)Council Strategic Session REPORT TO: August23, 2021 DATE OF MEETING: SUBMITTED BY:Bustamante, Rosa, Director of Planning, 519-751-2200 Ext. 7319 PREPARED BY:Bustamante, Rosa,Director of Planning, 519-751-2200 Ext. 7319 WARD(S) INVOLVED:All DATE OF REPORT:August 9, 2021 REPORT NO.:DSD-2021-121 SUBJECT:Council Strategy Session:Priorities forthe Planning Division (Policy & Research and Customer Experience & Project Management Teams) RECOMMENDATION:For Discussion. EXECUTIVE SUMMARY: Questions: Policy & Research Team: 1.Are the prioritization criteria the right criteria for prioritizing future workplan project ideas? If not, what is missing? 2.Are there other planning policy-related initiatives that Council would like to see on future workplans? Customer Experience &Project Management Team: 3.Please rank the other potential 2021 –2023 opportunities for the Customer Experience and Project Management team (1 being highest priority). 4.Does Council have any other priorities that they’d like staff to consider for the new Customer Experience and Project Management team? BACKGROUND: The Planning Division recently undertooka review that resulted in areorganization.The objectives of the review were to: Support collaboration, relationships and positive work environment; Enable effective and timely decision making & clear lines of accountability; Provide opportunities for career growth; Enable agile, high quality customer service; and, Ensure an appropriate span of control to enable management capability to deliver on priorities. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. The outcome of the review resulted inthree sections:Development Review, Policy & Research, and Customer Experience &Project Management. The Development Review team is responsible for reviewing and providing professional recommendations on a variety of development applications (Official Plan amendments, Zoning By-law amendments, plans of subdivision, site plan applications, condominium applications and Committee of Adjustment applications); leading community engagement on site-specific development applications, implementing urban design guidelines and conducting site inspections to clear conditions and release securities. The Policy & Research team supports the Planning Division in a variety of ways, including commenting on Provincial planning legislation and policies, participating in Region of Waterloo policy initiatives such as theRegional Official Plan Review, managing and delivering long range policy projects that support the City (such as master plans, secondary plansand the new zoning by-law)and supporting development applications with specific expertise. The Customer Experience &Project Management Team is a newly created team that will continue to serve some of the same functions from the former Customer Service and Site Development Team, but will have capacity to undertake other, larger-scale initiatives that drive continuous improvement and require a strategic or coordinated customer service approach to support the Planning Division and the City. REPORT: Policy& ResearchTeam The Policy & Research team is responsible for supporting many functions on behalf of the City, including: Managing and updating the City’s Official Plan; Commenting on a wide variety of Environmental Registry of Ontario (ERO) postings on changes to Provincial legislation and regulations;and Leading and providing subject matter expertise to corporate projects and development applications in areas related to environmental planning, and urban design. The Policy & Research team is currently comprised of 7staff who have a wide range of knowledge and expertise: 2 Environmental Planners 2 Urban Design–Focused Specialists 3 Policy Planners The Policy & Researchteam members with specific expertise in environmental planning, and urban design spend a significant amount of time supporting the Development Review section through the review and processing of development applications (e.g. reviewing Environmental Impact Assessments, providing urban design comments to development staff, etc.).The environmental planners arealsothe lead on climate planningand policy developmentfrom a land use perspective. This results in 4of the 7Policy & Research team members dividingtheir core duties between supporting both policy projects and development applicationswith specific expertise.The other 3 staff are available to project manage and resource the bulk of the Policy work program, although these 3 staff also provide regularsupport to the development team by providing comments ondevelopment applications. PolicyWorkPrioritization Since late 2020, the following observations have beenmadeaboutthe City’s ambitious Policy & Research work program: Staff resourcing challenges have been compounded byan ambitious work program. Lack of policy work prioritization along with new, emerging projects(which may be identified by various stakeholders as high priority)has led to an unmanageable workload for the Policy& Researchteam resultingin many projects and initiatives taking much longer to complete than expected. Extensive time has been dedicated to ‘master plan’ initiatives without concurrently bringing forward new zoning, secondary plans and Official Plan amendments which are important tools thatcan be used to defend the City’s policy position at the Ontario Land Tribunal (OLT,formerly LPAT)hearings. The new Zoning By-law (CRoZBy) applies to most non-residential properties but does not yet apply to residential lands, which has led to a piecemeal planning framework for the City as a result of apartially updated / implemented Official Plan and a partiallyupdated /implemented Zoning By-law. Based on the observationsnoted above and through detailed discussions with the Policy Team in early 2021, it becameevident that the Policy& Researchteam’s workplan needed to be reviewed. Over the course of severalmeetings, the team’s 2021-2023 workplan wasreprioritized and the highest priorities were identified using the following criteria: Projects that have a legislative requirement, have been identified in the City’s Strategic Plan and/or which have strategic importance for the City; Projects that will address current and/or future development pressuresthat pro- actively mitigate future risk of unplanned development in key areas(e.g. secondary plans and other policy studies); Projects that are on-going and close to completion;and Projects that represent ‘quick wins’(lower effortand high impact). Note: Projects that rely heavily on external factors, such as timing determined by external agenciesmay be lower priority for the teamunless thereis asignificant riskto not advancing the work. In addition to the criteria used to prioritizethe 2021-2023policy workplan, other criteria that could be used for prioritizing new/future workplan project ideas include: Projects that have city-wide, followed by community-level, followed by neighbourhood-scale impacts; Projects that address equity, diversity and inclusion; Projects that address climate impacts and sustainability in a significant way; Projects that raise the City’s profile and reputation; and Projects where sources of funding are available through grant applications, for example. 2021-2023Policy Workplan Based on the above, the team collaboratively developed the 2021-2023workplanfor policy projects led by the Policy team.The Policy & Research team also recognizes that the current City Official Plan was approved by the Region of Waterloo in November 2014. The City of Kitchener continues to grow at a significant pace,and it willbe necessary to initiate the City’s nextOfficial Plan Review in early 2023 which will also require significant staff resources. Table 1belowincludes the projects that have a legislative requirement for completion and implementation, as outlined in Provincial, Regional and/or City policies. Table 1: 2021 –2023 Policy Projects with Legislative Requirements Project TitlePriority StatusTarget LevelProject Completion Regional Official Plan Review (New, Regionally HighOngoingQ4 2021 driven) CRoZBy Stage 2a(Residential Zones)HighCompletedQ2 2021 CRoZBy Stage 2b(Mapping the Residential HighUnderwayQ4 2021 Zones) NPR Central NeighbourhoodsUpdate(Non-HighCompletedQ2 2021 MTSA Work & Guidelines) ADUProcess and Zoning By-law 85-1HighCompletedQ2 2021 amendments Downtown Zoning& NPR Secondary Plans HighInitiatedQ1 2023 (MTSA Work & Regional OP connection) Supporting Strategic Plan Projectsled by Economic Development: o Innovation District Master Plan o Civic District Master Plan Annual Growth Monitoring ReportHighUnderwayQ3 2021 Dundee North Secondary PlanHighUnderwayQ2 2022 MTSA Secondary Plansfor Block MediumInitiatedQ1 2023 Line/Fairway/Sportsworld Inclusionary Zoning OPA ZBA (Regional OP MediumInitiatedQ2 2022 connection) Further, in consultation with key stakeholders, including Council, the Policy & Research team has identified a range of other non-legislated projects that they support, which have not been prioritized within the next two years, but which are also important City initiatives (see Table 2, below). Throughone-on-one discussions with Council in advance of this Strategy Session, four policy priorities emerged for future workplans: Affordable Housing Community Improvement Plan or similar mechanism Accessory Commercial Units (ACUs) Policies Missing Middle Policies (e.g. flexibility for 4-plexes) Downtown Signage and WayfindingStrategy Table 2: Policy Projects without Legislative Requirements Project TitlePriority StatusTarget LevelProject Completion 2021–2023 Workplan District Energy Business CaseHighUnderwayQ22022 Lower Doon Secondary PlanMediumNot StartedQ4 2022 Hidden Valley Secondary PlanMedium Not StartedQ4 2022 Kitchener Growth Management Plan(Biennial)MediumInitiatedQ1 2022 Backyard HomesDesign Competition LowUnderwayQ3 2021 Review of Designated Heritage Property Grant LowNot StartedQ1 2022 Program Future Workplan Cultural Heritage Landscape Study–Stage Priority & Timing To Be Determined Two(priority areas to be confirmed) Affordable Housing Community Improvement Plan Accessory Commercial Units (ACUs) Missing Middle Policies Downtown Signage and WayfindingStrategy The Policy& Researchteam alsosupports a range of projects led by other City divisions including, but not limited to: Environmental Assessmentsfor Road and Sewer Extensions Integrated Sanitary Master Plan Parks Master Plan & Parkland Dedication By-law Sustainable Urban Forest Strategy Questions\[30 minutes\]: 1.Are theprioritization criteria listed abovethe right criteriafor prioritizing future workplan project ideas?If not, what is missing? 2.Are there other planning policy-related initiatives that Council would like to see on future workplans? Customer Experience and Project Management Team The Customer Experience and Project Management Team is responsible for supporting a wide range of functions, including: Front counter customer experience (e.g. responding to a broad range of in-person, email and phone inquiries); High volume,rapid turn-around applications including sign permits (permanent and portable), letters of compliance, zoning certificatesas well as zoning reviewfor somebuilding permits and business licenses; Process site plan,Committee of Adjustment and other development applications; Inspections for signs and site plans; Support for neighbourhood meetings and community engagement ; and, Project managementof strategic initiatives (e.g. digital transformation review, liaison for development applications related to affordable housing initiativesand other corporate priorities) The Customer Experience and Project Management team is currently comprised of 7staff who have a wide range of knowledge and expertise: 2 Technical Assistants 1 Sign & Occupancy Permit Administrator 2 Planning Technicians 1 Program Assistant 1 Project Manager (Pilot position) By consolidating many of the unique positions in the Planning Division ontothe same team and providing additional project management resources, the Customer Experience & Project Management team will have the opportunity to support several new initiatives such as: On-going or established core service priorities(core servicelist) Application/permitreview Inquiries Process changes associated with consolidatedservice counter Digital transformation of development review e.g.electronic payment methods, AMANDA portal Automating portable signs Great Places Awards program Support forneighbourhood meetings Piloted “concierge” program for affordable housing projects Other potential2021-2023opportunities: Lean process reviews including project management of Development Services Review (DSR)kaizens (e.g. the video explainer series and future speaker series) Enhancedsupport for development review team (e.g.project management) Strengtheningpublic engagement (e.g. technology solutions;equity, diversity and inclusion) The establishment andadministration of an Urban Design Review Panel Affordable housing / sustainability “concierge” program Implementing end-to-end digitization of planning processes (acquisition, training and support) Support/project management of capital projects(e.g. placemaking)andother corporate initiatives(e.g. asustainability checklist) Additional descriptions about each of these initiatives can be found in Appendix B of this staff report. Questions\[30 minutes\]: 3.Please rank the other potential 2021–2023opportunitiesfor the Customer Experience &Project Management team (1 being highest priority). 4.Does Council have any other priorities that they’d like staff to consider for thenew Customer Experience and Project Management team? Next Steps Moving forward, the Policy &Research teamwill utilize amore focused andteam-based approach to prioritize the workplan based on a set of established criteria, with several dedicated staff supporting a specific initiative in order to resource priority policy projects. The Customer Experience &Project Management team is a new team that willfurther establish and continue to deliver excellent customer experiences to the community while also supporting important strategicinitiatives and capital projects. Once feedback from this Council Strategy Sessionhasbeenconsidered by the Planning teams, an information report will be brought back to Councildetailing the final workplan for 2021-2023. Given that the team’s resources dedicated to pure policy work are limitedand the workplan remains ambitious,workplans will be reviewedby the Planning Director periodically throughout the first year of the 2021-2023 plan,and adjustments made as required. FINANCIAL IMPLICATIONS:There are no financial implications arising from the result of this discussion. COMMUNITY ENGAGEMENT: INFORM: This report has been posted to the City’s website with the agenda in advance of the Council /Committee meeting. APPROVEDBY: Readman, Justin, General Manager, Development Services ATTACHMENTS: Appendix A –Descriptions of Policy Projects and Initiatives Appendix B –Potential Initiatives for Customer Experience &Project Management Team APPENDIX A-Descriptions of Policy Projects and Initiatives Regional Official Plan Review: The Region of Waterloo’s update to the Regional Official Plan which implements a wide range of Provincial planning policies at a Regional scale and which will have significant impacts on local planning by area municipalities. Key topics included in the Region’s Official Plan Review include:employment lands conversion, Major Transit Station area boundary delineation and minimum density targets, Comprehensive Review of Zoning By-law (CRoZBy): The City of Kitchener’s comprehensive review of the City’s Zoning By-law to bring it into conformity with the City’s Official Plan. CRoZBy Stage 2a: Stage 2a refers to the new, consolidated residential zones being brought forward for Council’s consideration. This part of CRoZBy was approved by City Council in May, 2021. CRoZBy Stage 2b: Stage 2b refers to the exercise of updating the Zoning By-law mapping with the new, consolidated residential zones by applying the new residential zones to individual properties. City Official Plan Review: After the completion of the Regional Official Plan Review, the City is required to update the City’s Official Plan to ensure it is in conformity with all applicable Provincial policies and with the Regional Official Plan. Additional Dwelling Units (ADUs): A City-initiated Zoning By-law Amendment to Zoning Bylaw 85-1 to permit Additional Dwelling Units on residential properties in advance of the completion and approval of the Comprehensive Review of the Zoning By-law (CRoZBy). Downtown Zoningand NPR Work: This project will involve a review of and updatetothe zoning regulations for the downtown. This work will be consolidated withwork onzoningregulationsin the MTSAs to ensure compatibility and create a comprehensive and consistent zoning approach for the City’s primary intensification areasaround transit. Annual Growth Monitoring Report: This is an annual report required by the ProvincialGrowth Planthatprovidesa detailed analysis of the City’s intensification targets related to the built-up area and the Urban Growth Centre.This report also fulfills delegated authority requirements of the Region of Waterloo. Dundee North Secondary Plan: This is a secondary plan that the City is required to complete in conjunction with the landownersas a result of an OMB decision related to the Regional Official Plan.It encompasses an area that isapproximately 240 hectares (600 acres) in size, located northof New Dundee Road, west of Reidel Drive and east of Fischer-Hallman Road. MTSA Planning for Block Line Road, Fairway and Sportsworld: A comprehensive exercise to develop three secondary plans around the three Major Transit Stations (MTSAs) located at Block Line Road, Fairway and Sportsworld. Inclusionary Zoning OPA / ZBA: Following the approval of the Regional Official Plan Review, the City will be able to implement Inclusionary Zoning at Major Transit Station Areas (MTSAs) to allow the City to require some affordable units to be provided as part of private residential tower projects near ION station stops. The Region and the Cities of Kitchener, Waterloo and Cambridge are co-ordinating their approach to implementing Inclusionary Zoning. District Energy Business Case: This is a cross-departmental City initiative to develop a business case for a District Energy system in the downtown core. Lower Doon Secondary Plan: A comprehensive secondary planfor Lower Doon that builds upon the approved master plan. Hidden Valley Technical Studies and Secondary Plan: The completion of several technical studies and acomprehensivesecondary plan for Hidden Valley that builds upon the approved master plan. Kitchener Growth Management Plan: This biennial report prioritizes potential development properties in intensification areas and greenfield areas. This helps align the work of Planning and other divisions and agencies to advance complete communities and growth management objectives. Backyard Home Design Competition: A City-initiated design competition where professionaland student designers, alongside community members and youth may submit designs for tiny homes and backyard homes. This is intended to create greater interest around the City’s additional dwelling unit(ADU) zoning and help build a local market of engaged residential property owners.Partnering with CMHC, local learning institutions and a diverse jury of local planning and design experts, the competition is one of several ways the City is amplifying the new ADU zoning to provide more housing options in Kitchener. Review of Designated Heritage Property Grant Program:Thereview ofthe existing Heritage Property Grant program will include an assessment of the eligibility criteriafor projects and properties, the minimum and maximum valueof the grants,the grant application processand the measurable outcomes to be reported each year. Cultural Heritage Landscape Study –Stage Two (priority areas to be confirmed) Stage 2 of the Cultural Heritage Landscape Study is intended to identify priorities and appropriate conservation strategies to protect cultural heritage landscapes (CHLs). CHLs identified in Stage 1 of the Cultural Heritage Landscape Study (approved 2015) will be prioritized based on potential threats that may negatively impactthe CHLs. Conservation strategies may include listing as non-designated property of cultural heritage value or interest on the Municipal Heritage Register, identification in the Official Plan, as well as consideration for other tools (e.g. zoning, design guidelines) and practices that may conserve CHLs in consultation with property owners and the public. Affordable Housing Community Improvement Plan:This initiative would set up a Community Improvement Plan to allow the City to provide financial incentivesto qualifying affordable housing developments in the city. Accessory Commercial Units:This initiative willreview land use permissions in residential neighbourhoods and consider addingcommercial / retail permissions to selected residential properties in residential neighbourhoods in order to facilitate additional small-scale, mixed use opportunities. Missing Middle Policies:This is an initiative to evaluate the barriers to achieving ‘the missing middle’ housing forms and Downtown Signage and WayfindingStrategy:This is a cross-departmental exercise to developa comprehensive and consistentapproach to downtown signage and wayfinding including identification of gateway featuresand maps. APPENDIX B-Potential Initiatives for Customer Experience and Project Management Team Lean process reviews including project management of DSR kaizens (e.g. the video explainer series and future speaker series). Project management on this team can continue to lead kaizens and prioritized process improvements to continue to support community outreach and data-driven decision- making.Dedicated staff to lead these initiatives will assist in testing and rolling out process improvements in a timely manneralong with trainingand procedures to support successin implementation. Enhanced support for development review team (e.g. project management). With staff managing a high volume of complex development files, this team can support the planners with key aspects of development review such aslegislative timeline management;community engagement(organizingfeedback,public notices and website updates);coordination with divisions and agencieson comments and issues resolution. Strengthening public engagement. The Planning team is continuously seeking new ways to meaningfully engage the community. This team can evaluatethe equity, diversity and inclusionsurveyresults and research/support testengagementalternatives toencourage broader diversityin who engages on planning matters. This may also include technology solutions to support communication (e.g. how planning is visualized and explainedandhow we receive input). The establishment and administration of an Urban Design Review Panel. To support a high standard of urban design, a number of municipalities in Ontario, across the country and internationally have established Urban Design Review Panels to support the municipality in development review. This team would project manage the establishment of the panel andidentify what resources are needed for the on-going management of the panel including tracking and reporting the impact of the panel. Affordable housing / sustainability “concierge” program. A pilot program of this project management role is currently underway with the YWCA’s 41-unit supportive housing project as the firstprocessed through full site plan approval. Utililizing a project managercan support a more efficient approach to incentivize corporate priorities such as affordable housing, a high standard for sustainable development such as NetZero or LEED Gold/Platinum certificationto reduce review processing timelines. Implementing end-to-end digitization of planning processes (acquisition, training and support). While staff are currently involved with some aspects of digital transformation such as Bluebeam digital plan review, planning for digital payment methods and future roll out of recommendations arising from theDigital Transformation Projectrequire staff support. Support/project management of capital projects and other corporate initiatives. A project management team can coordinate and integrate the planning lens on a number of corporate projects includingplacemaking elements in a road reconstruction (such as Queen St. Placemaking). This may also involve partnering with local organizations or universities on joint projects.