HomeMy WebLinkAboutCAO-21-006 - 2021 Business Plan Year-End Progress Report and Recommended 2022 Business PLan Project List
REPORT TO: Council
DATE OF MEETING: December 13, 2021
SUBMITTED BY: Kathryn Dever, Director, Strategy and Corporate Performance,
519-741-2200 ext. 7370
PREPARED BY: Karen Cooper, Manager, Strategic and Business Planning,
519-741-2200 ext. 7817
WARD(S) INVOLVED: All Ward(s)
DATE OF REPORT: December 7, 2021
REPORT NO.: CAO-21-006
SUBJECT: 2021 Business Plan Year-End Progress Report and
Recommended 2022 Business Plan Project List
RECOMMENDATION:
That the 2022 Business Plan Project List in Appendix A to Report CAO-21-006 be approved.
REPORT HIGHLIGHTS:
This report presents the Recommended 2022 Business Plan Project List (Appendix A)
and the 2021 Business Plan Year-End Progress Report (Appendix B).
Progress was made on completing 9 projects including 7 strategic projects and 2
business projects in 2021.
The Recommended 2022 Business Plan Project List contains 36 projects, including 12
Strategic Plan actions, 12 business projects from 2021 and 12 new business projects.
Funding provisions for the 2022 Business Plan projects are included in the 2022 Budget.
The community was informed by posting the report on t
agenda in advance of the Council meeting.
providing a year-end progress report on the 2021 Business Plan and recommending
projects for the 2022 Business Plan.
REPORT:
2021 Business Plan Year-End Progress Report
2021 saw Kitchener continuing to respond 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 implemented innovative approaches to modernize service
delivery and improve efficiencies. Many staff continued to work from home, providing
services online, offering existing programs in new virtual formats, providing training and
supports to local businesses and establishing centralized service counters at city hall.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Through this challenging time, staff demonstrated resiliency and made progress on the 2021
Business Plan projects. As of December 31,9projects have been completed, including 7
strategic plan projects and 2 business projects. As indicated in the following illustration 13
of 25 Strategic Actions have now been completed with 7 being completed in 2021.
Award Winning Strategic Plan and Projects
Council can be proud of how staff adapted to the challenges of the pandemic and continued
to deliver on the community priorities outlined in the Strategic Plan, which remained relevant
to the public.
The innovation and quality of the Strategic Plan was recognized by Municipal World with
their inaugural Innovation Award presented to the City in November 2021.
The Cycling and Trails Master Plan won the Award of Merit as part of the Canadian Institute
of Planners (CIP) 2021 Awards for Planning Excellence program in the category of
Sustainable Mobility Transportation and Infrastructure. It also won the Transportation
Planning Project of the Year award from the Ontario Traffic Council. The award recognizes
excellence in transportation planning by highlighting projects that display innovation, support
sustainability and contribute to quality of life.
Housing for All, housing strategy received the Peter J Marshall award for
demonstrating creativity and success in implementing new, innovative ways of serving the
public from the Association of Municipalities of Ontario.
Completed Strategic Actions
The City made considerable progress in the projects under the five goals of the Strategic
Plan. The following 7 strategic plan actions were completed in 2021:
1.Connectivity & Year-Round Maintenance of Multi-Use Trails
Strategic Plan Action: Prioritize actions, connectivity and year-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.
The City upgraded over 4 km of existing trails to provide year-round maintenance
between 2019-2021, exceeding the initial target of 3 km by 2022. An additional 4.485
km are planned for upgrading to provide year-round maintenance in 2022.
2. Community Climate Action Plan
Strategic Plan Action: Develop a Community Climate Action Plan with partner
organizations by 2020.
Kitchener Council, along with all municipalities in Waterloo Region, endorsed Transform
WR as the community climate action plan with a community greenhouse gas emission
reduction target of an 80% reduction (based on 2010 levels) by 2050 (80by50). It also
included an interim community GHG reduction target of 50% by 2030.
3. Equity, Diversity and Inclusion Strategy
Strategic Plan Action: Create an Equity, Diversity and Inclusion Strategy focused on
better engaging and serving marginalized and under-represented people, as well as
creating a more inclusive City workplace.
KiCorporate Strategy on Equity and Anti-Racism was developed by the
on Equity, Diversity and Inclusion. The strategy is made up of the
following actions:
Establish a full-time permanent staff team to lead Equity, Anti-Racism and
Indigenous Initiatives work at the City of Kitchener (Complete)
Develop an Equity, Inclusion & Anti-Racism Policy which outlines the corporate
commitment to equity, inclusion and anti-racism and specific expectations for
leadership, staff and volunteers to support this commitment (Complete)
Develop a Funding Opportunity for Black, Indigenous & Racialized Groups to
support community-led programs, initiatives or events meant to decrease inequities
and increase opportunities and well-being for racialized communities in Kitchener
(Complete)
Develop, implement and maintain a Corporate Equity & Anti-Racism Training
Strategy, including ongoing, mandatory training for all staff, volunteers, leadership
and members of City Council (Complete)
Develop and Implement a Longitudinal, Systematic Demographic Data
Collection Strategy for the Corporation in order to better understand how
representative staff, clients and stakeholders are of the community, and help identify
systemic barriers and opportunities to make the workplace and services more
inclusive (In Progress)
Develop an Equity & Anti-Racism Communications Guide for staff, leadership and
the Communications Division as a practical tool and educational resource (In
Progress)
Conduct an Equity Audit of Human Resources Policies & Practices in Hiring,
Recruitment & Promotion at the City and implement recommendations (Complete)
Develop recommendations for a revised Youth Mentorship Program for low-
income youth to replace the original youth mentorship program which has been run
by the City for the past 20 years (In Progress)
The Task Force also recommended that an Equity and Anti-Racism Advisory
Committee to Council be created and it has now been established. (Complete)
4. Multi-Language Customer Service
The Strategic Plan Action to provide on-demand customer service support in many
languages is now being provided through the Corporate Contact Centre.
5. Customer Satisfaction Program
The Strategic Plan Action to develop a corporate-wide Customer Satisfaction Program
that allows for the collection of real time feedback from customers accessing city
facilities, programs, and services was initiated in 2021.
6. Online Customer Experience
Strategic Plan Action: Enhance customer experience online by delivering customized
information, providing easy access to services, and allow financial transactions by 2021.
The MyKitchener portal launched with the website revamp in March of 2021. It is the
new online experience for anyone who lives, works or plays in Kitchener and is a
first of its kind in Canada. People can create an account to access a new self-serve
portal and personalize their online experience with the city.
7. Customer Experience Review Program
The Strategic Plan Action to develop a comprehensive Customer Experience Review
Program has been initiated in 2021 to help ensure services are easy and convenient to
ahead of the 2022 target timing.
In addition, elimination of the Tree Planting Backlog of the Urban Forestry Strategy has
been completed with the planting of over 630 trees in 2021. Much work on the development
of a tree canopy target occurred in 2021 and is to be presented to Council in early 2022.
Completed Business Plan Projects
Two business plan projects were completed in 2021:
1. Transformation and Relaunch of Kitchener.ca
Relaunch Kitchener.ca as a user-first designed site that is easy for residents to quickly
find any information they are looking for, as well as to have the information they are
interested in, delivered to them.
2. Electronic Agenda Management
Create, prepare, approve and publish meeting agenda packages and minutes in a more
efficient, collaborative, streamlined manner.
Recommended 2022 Business Plan Project List
The 2022Business Plan project list included as Appendix A to this report contains both
strategic actions and business projects that are a priority for Council and/or for staff.
Strategic Actions
The 12 Strategic Actions to be completed in 2022 and in 2023 include:
People Friendly Transportation
1. Encourage and incentivize alternative modes of transportation by developing and
subsidizing a bikeshare program by 2021.
2. Install a continuous and protected cycling network that connects adjacent
neighbourhoods to the downtown by 2022.
3. Develop a plan to create pedestrian-first streets between Victoria Park and City Hall
and between the ION and Kitchener Market by 2022.
Environmental Leadership
4. Starting in 2019, leverage the Energy Efficiency Reserve Fund and other resources
to reduce consumption and emission at our facilities and in our operations.
5. Implement the Sustainable Urban Forest Strategy with a focus on establishing a tree
canopy target by 2020
6. Reduce waste diverted to landfills by implementing new diversion programs at our
facilities and events by 2021.
Economic Vibrancy
7. Foster creation of a city-wide network of incubators, accelerators and co-working
spaces by completing buildout of 44 Gaukel in 2019, advancing work on a Creative
Hub and undertaking business cases in 2019-2021 for food manufacturing and
health/med-tech industries.
8. Complete a comprehensive review of city-owned properties by 2020 to determine
how they could be effectively used to advance city strategic objectives.
9. Develop a vision for downtown Kitchener and continue to position downtown
Kitchener as a leading destination for redevelopment opportunities, with at least one
new city-owned property brought to market by 2020.Finalize the Innovation District
(Bramm Yards) Master Plan by 2021 and the Civic District Master Plan by 2022.
Caring Community
10. Better utilize existing facilities, provide relevant programming at community centers,
& support equitable distribution of leisure programs and resources 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 Centre by 2021 and complete an Open Space Strategy by 2021.
11. Engage a broad cross-section of the community including the arts and creative
industry sector and multi-cultural communities to develop an inclusive arts and culture
Plan by 2021.
Great Customer Service
12. Set clearly communicated and specific service levels for frequently asked about or
accessed City services, including: tree maintenance, parking, property standards
complaints, snow clearing and grass cutting by 2022.
Business Projects
In the 2022 Business Plan List there is a significant increase in the number of business
projects. This is due to the backlog of projects delayed in 2021 during the pandemic now
being addressed in 2022 and taking on new projects as work begins to return to a new
normal. Of the 25 business projects, 12 projects are continuing from 2021 and 12 are new
projects.
The 12 continuing business projects are:
1. Budd Park Strategy
2. Cameron Heights Pool Feasibility Study
3. Southwest District Pool Business Case
4. Ice Demand Study
5. Mobile Time Entry
6. Development Charge (DC) and Community Benefits Charge (CBC) Studies
7. Long Term Financial Plan Implementation
8. Point of Sale and Expansion of Payment Options
9. Facilities Infrastructure Program
10. Rehabilitation of City Hall Outdoor Spaces Construction Phase 1&2
11. Implementation of Significant Parks Projects
12. Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)
The 12 new business projects are:
1. New Greenhouse Gas Emissions Reduction Target(s)
2. Demographic Data Collection Strategy to guide the identification and removal of
systemic barriers in City programs and services.
3. Launch of the Grant Program for Black, Indigenous & Racialized groups (RISE Fund)
4. Fire Station 8 Location Study
5. City Hall Customer Service Counter
6. Budget System Implementation
7. Climate Event Sensor Implementation
8. Asset Management Planning
9. Concur Invoice Automation
10. E-invoices for Miscellaneous Receivables
11. Water Infrastructure Program
12. Sustainable Urban Forest Strategy (SUFS) Implementation
The 2022 Business Plan Project List approved by Council will be incorporated into the City
of Kitchener 2022 Business Plan document, with updated core service and departmental
profiles. The 2022 Business Plan will be published and posted on the website in early 2022.
STRATEGIC PLAN ALIGNMENT:
The Strategic Plan states:
We are committed to being accountable to the community we serve. The 2019-
2022 Strategic Plan contains measurable, specific actions and a timeline for
completion. Our long-term financial plan, budgets and annual business plans will
be aligned to implement the Strategic Plan. We will measure and report on our
progress to council and the public throughout the life of this plan. We will report
to council three times a year and share results (both our successes and
challenges) with Kitchener residents.
Advisory Committee will review and assess our progress, and publicly report on
an annual basis how well we are doing
This report helps implement City accountability by providing a year-end progress report on
the 2021 Business Plan and recommending projects for the 2022 Business Plan.
FINANCIAL IMPLICATIONS:
Capital Budget provisions for capital funding for Business Plan projects have been
included in the 2022 Budget.
Operating Budget provisions for operating funding for Business Plan projects have been
included in the 2022 Budget.
COMMUNITY ENGAGEMENT:
INFORM
the 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 2022 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 Recommended 2022 Business Plan Project List
Appendix B 2021 Business Plan Year-End Progress Report
Appendix A: 2022 Business Plan Project List
PART 1: Strategic Plan Projects
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 Statement Project Project Manager Completion
1.2 Encourage and incentivize Bikeshare Program Barry Cronkite 2022
alternative modes of transportation
Implement a bikeshare service in which bicycles are Transportation
by developing and subsidizing a
made available for shared use to the public in an effort Services
bikeshare program by 2021.
determine the most appropriate system.
1.3 Install a continuous and protected 2023
Protected Cycling Network Connected to the Darren Kropf
cycling network that connects
Transportation
Downtown
adjacent neighbourhoods to the
Services
Install a continuous and protected cycling network that
downtown by 2022.
connects adjacent neighbourhoods to the downtown by
2022.
1.5 Develop a plan to create
1.5.1 Pedestrian-First Plan for Gaukel Street Darren Kropf 2022
pedestrian-first streets between
Develop plans to prioritize pedestrians over other travel Transportation
Victoria Park and City Hall and
modes on Gaukel Street. Services
between the ION and Kitchener 1.5.2 Pedestrian-First Street Plan for Kitchener Market Darren Kropf 2023
Market by 2022.
Develop plans to prioritize pedestrians over other travel Transportation
modes between the Kitchener Market ION station and
Services
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.
Project
Strategic Plan Action Statement Project Completion
Manager
2.2 Starting in 2019, leverage the Leverage the Energy Efficiency Reserve Fund Anna Marie 2022
Energy Efficiency Reserve Fund and Cipriani
Leverage the fund to undertake energy efficiency retrofit
other resources to reduce
projects on City of Kitchener assets and capture and Administration-
consumption and emission at our
reinvest the operating savings to pay for capital costs. Development
facilities and in our operations.
Services
2.4 Implement the Sustainable Urban 2.4.1 Tree Canopy Target Josh Shea 2022
Forest Strategy with a focus on
Review the current canopy cover and set an achievable Forestry &
establishing a tree canopy target by
target based on best practices as well as constraints such Natural Areas
2020 and eliminating the current
as land availability, quality of soil, etc. in order to guide Management
(2018) tree planting backlog by 2022.
ongoing and future investment in tree planting,
protection and maintenance.
2.5 Reduce waste diverted to landfills Waste Diversion Strategy: Increase Waste Diversion in Anna Marie 2022
by implementing new diversion Our Public Spaces and Events Cipriani
programs at our facilities and events
Expand the Waste Diversion Station to all City-run events Administration-
by 2021.
with large volunteer involvement, and evaluate Development
expanded waste diversion stations at events, parks and Services
public facilities.
1
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 Statement Project Project Completion
Manager
3.2.2 Incubator, Accelerator and Co-Working Space Cory Bluhm 2023
3.2 Foster the creation of a city-wide
Network
Economic
network of incubators, accelerators
Lease all spaces in the Creative Hub, explore the Development
and co-working spaces by completing
potential to facilitate a Food Incubator with a business
the buildout of 44 Gaukel in 2019,
case pending, and explore partnerships for the
advancing work on a Creative Hub and
development of manufacturing and health/med-tech
undertaking business cases in 2019-
industry incubators.
2021 for food manufacturing and
health/med-tech industries.
3.4 Complete a comprehensive review City-Owned Property Review Brian Bennett 2022
of city-owned properties by 2020 to Economic
Complete a comprehensive review of city-owned
determine how they could be
Development
properties by 2020 to determine how they could be
effectively used to advance city
effectively used to advance city strategic objectives.
strategic objectives.
3.5.1 Downtown Vision and City-Owned Property Brian Bennett 2023
3.5 Develop a vision for downtown
Brought to Market Economic
Kitchener and continue to position
Develop a vision for downtown Kitchener and continue Development
downtown Kitchener as a leading
to position downtown Kitchener as leading destination
destination for redevelopment
for redevelopment opportunities, with at least one new
opportunities, with at least one new
city-owned property brought to market by 2022.
city-owned property brought to
market by 2020.
Finalize the Innovation District (Bramm 3.5.2 Innovation District (Bramm Yards) Master Plan Cory Bluhm 2023
Yards) Master Plan by 2021
Finalize the Innovation District (Bramm Yards) Master Economic
Plan by 2023. Development
and the Civic District Master Plan by 3.5.3 Civic District Master Plan Cory Bluhm 2023
2022.
Finalize the Civic District Master Plan by 2023. Economic
Development
4. Caring Community
Goal:
engaging, serving & supporting our diverse populations & helping to make housing affordable.
Strategic Plan Action Statement Project Project Completion
Manager
4.4 Better utilize existing facilities, 4.4.1 Mill Courtland Community Centre Expansion Mark 2022
provide relevant programming at Business Case Hildebrand
community centers, & support Complete a needs assessment and business case to Neighbourhood
equitable distribution of leisure determine the requirements for an addition to the Mill Programs &
programs and resources across Courtland Community Centre. Services
neighbourhoods. Start work on the
Mill Courtland Community Centre
expansion by 2020
and the Rosenberg Community 4.4.2 New Rosenberg Community Centre/School Mark 2023-2026
Centre by 2021. Business Case Hildebrand
With the Catholic School Board, complete a needs Neighbourhood
assessment and business case to determine the Programs &
requirements for a joint community centre/school in the Services
Rosenberg area.
2
Strategic Plan Action StatementProjectProject Completion
Manager
Complete the Huron Brigadoon 4.4.3 Huron Brigadoon Area School / Community Mark 2022
Community Centre by 2021 Centre Construction Hildebrand
Construct a joint school/community centre in the Huron Neighbourhood
Brigadoon area, in partnership with the Waterloo Region Programs &
District School Board. Services
Complete an Open Space Strategy by 4.4.4 Open Space Strategy Mark Parris 2023
Develop an open space strategy to explore the value of
2021.
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 Arts and Culture Plan Emily Robson 2023
the community including the arts and Develop a new and inclusive Arts and Culture Plan by Economic
creative industry sector and multi-engaging a broad cross-section of the community Development
cultural communities to develop an including the arts and creative industry sector and multi-
inclusive arts and culture Plan by cultural communities.
2021.
5. Great Customer Service
Goal:
services.
Project
Strategic Plan Action Statement Project Completion
Manager
5.4 Set clearly communicated and
Set and Communicate Service Levels Jana Miller 2022
specific service levels for frequently
Set clearly communicated and specific service levels for Corporate
asked about or accessed City
frequently asked about or accessed City services, Customer
services, including: tree
including: tree maintenance, parking, property standards Service
maintenance, parking, property
complaints, snow clearing and grass cutting by 2022.
standards complaints, snow clearing
and grass cutting by 2022.
3
Part 2: Business Plan Projects
Project Completion New Project Continuing
Development Services
Manager Project
Project Title & Description
1 New Greenhouse Gas Emissions Reduction Target(s) Anna Marie 2022 X
Cipriani
The City of Kitchener met the previous Corporate Climate Action
Administration-
Plan target of 8% absolute GHG reduction. Through this project, a
Development
new Greenhouse Gas emissions reduction target(s) will be
Services
developed.
Project Timeline to New Project Continuing
Corporate Services
Manager Complete Project
Project Title & Description
2 Demographic Data Collection Strategy Suzanne 2022 X
Develop a strategy for the collection of community demographic Charles-
data to guide the identification and removal of systemic barriers in Watson
City programs and services.
EARII
3 Launch of the Grant Program for Black, Indigenous & Racialized Suzanne 2022 X
groups (RISE Fund) Charles-
Implementation of a new community grant program for Black,
Watson
Indigenous and Racialized groups, as a tangible deliverable of the
EARII
Corporate Equity & Anti-Racism Strategy.
Project Timeline to New Project Continuing
Community Services
Manager Complete
Project
Project Title & Description
4 Fire Station 8 Location Study Helena Foulds 2022 X
Identify potential sites for Fire Station 8, including an analysis of Administration
response times based on an eight-station model. - Community
Services
5 City Hall Customer Service Counter Jana Miller 2022 X
Centralize all in-person services at City Hall to one service counter Corporate
located on the main floor, including the addition of a back-end Customer
work area to provide customer service support. Service
6 Budd Park Strategy Kim Kugler 2022 X
Identify potential sites and estimated costs to relocate the
Sport
recreational assets at Budd Park and compare the costs to the
economic benefits of using the Budd Park for employment lands.
7 Cameron Heights Pool Feasibility Study Chris Oke/ 2022 X
Kim Kugler
Collaborate with the Waterloo Region District School Board to
determine the renovations and estimated costs to isolate the pool Sport
operation from the school operation to preserve a recreational
asset in the downtown.
8 Southwest District Pool Business Case Kim Kugler 2022 X
Engage community residents/stakeholders in needs assessment & Sport
business case to determine elements to included in the new pool.
9 Ice Demand Study Jeremy Dueck 2023 X
Evaluate ice user needs and trends for ice time to determine the Sport
timing of a new arena.
4
Project Completion New Project Continuing
Financial Services
Manager Project
Project Title & Description
10 Budget System Implementation Ryan Hagey 2023 X
Replace the existing Budget System, which was developed in-Financial
house more than 20 years ago, with an external software solution. Planning
11 Climate Event Sensor Implementation Jason Winter 2023 X
Investigating and initial implementation of climate sensors Asset
throughout the City to gain climate related data for modelling, Management
real-time analysis, and emergency response. & Business
Solutions
12 Asset Management Planning Jason Winter 2022 X
Develop and publish two key asset management plans for Facilities Asset
and Water categories to support adherence to O. Reg 588/17 Management
& Business
Solutions
13 Concur Invoice Automation Lisa Dueck 2023 X
Invoice management solution to fully digitize AP processes. Financial
Includes invoice capture, tracking, approvals and enhanced Operations
reporting for spend analysis.
14 E-invoices for Miscellaneous Receivables Lindsey Taylor 2022 X
Customers are frequently requesting e-invoices for Miscellaneous Revenue
Receivables which represent services that are generally billed
billed through miscellaneous receivables include Direct Detect for
alarm monitoring, Parking and Cemetery sales. Property tax and
utility accounts are not included in miscellaneous receivables.
Completion of this project will allow customers to receive invoices
by e-mail.
15 Mobile Time Entry Jason Winter 2022 X
Implement mobile time entry for operations, eliminating the need Asset
Management
for paper-based timesheets.
& Business
Solutions
16 Development Charge (DC) & Community Benefits Charge (CBC) Ryan Hagey 2022 X
Studies
Financial
if the Planning
City should prepare a community benefits charge study.
17 Long Term Financial Plan Implementation Ryan Hagey 2022 X
Implement/consider recommended actions identified as 2020 Financial
items in the Long-Term Financial Plan. Planning
18 Point of Sale and Expansion of Payment Options Saleh Saleh 2023 X
Replace the existing Point of Sale system, which is past its life
Revenue
cycle, and expand payment options for various services.
5
Project CompletionNew Project Continuing
Infrastructure Services
Manager Project
Project Title & Description
19 Water Infrastructure Program Bu Lam 2023 X
Undertake an assessment of the Water Infrastructure program Sanitary &
originally completed in 2017 and review for the next 5 years. This Stormwater
will inform the long-term maintenance and renewal strategy for Utilities
water infrastructure (water, sanitary and stormwater) l to ensure
continued safe, reliable and efficient service delivery.
20 Sustainable Urban Forest Strategy (SUFS) Implementation Josh Shea 2023 X
Continue to implement the SUFS by providing grant funding to REEP Parks &
Green Solutions to partner on private tree planting and stewardship Cemeteries
and planting 400 trees in parks before the end of 2023 to replace
trees lost through EAB, storms and other events.
21 Facilities Infrastructure Program Beatrice 2022 X
Powell
Conduct a comprehensive review of facility infrastructure needs
that will incorporate building condition assessments, sustainability Facilities
opportunities, and accessibility needs to identify current gaps and Management
inform long-term maintenance and capital improvement strategies
to address the infrastructure deficit.
22 Rehabilitation of City Hall Outdoor Spaces Construction Phase 1 Lynda 2022 X
and Phase 2 Stewart
Complete construction associated with the rehabilitation of City Facilities
Hall Outdoor spaces. Management
23 Implementation of Significant Parks Projects Niall Lobley 2022 X
Complete construction of RBJ Schlegel Park phase 2, Westwood Parks &
Park and Brubacher Parks. Cemeteries
Tender and award work at Alpine, Vanier/Traynor/Wilson and
Shoemaker Parks.
Initiate engagement at Oaten/Fergus/Idlewood and Kinzie Parks.
24 Implementation of the Federal Disaster Mitigation and Adaptation Nick Gollan 2026 X
Fund (DMAF)
Sanitary &
Plan and execute stormwater management infrastructure projects
Stormwater
across the city to leverage the DMAF grant funding and advance the
Utilities
implementation of the 2016 Integrated Stormwater Management
Master Plan.
6
Appendix B: 2021 Business Plan Year-End Progress Report
PART 1. Completed 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 Statement Project Project Completion Progress Update
Manager
1.1 Develop a set of Complete Complete Streets Barry Cronkite Completed
Streets (safe and comfortable) ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Transportation 2019 Read Complete Streets
guidelines and an associated Services Kitchener here.
evaluation scorecard by 2020 to
apply to roadway construction
projects.
1.4 Improve connectivity and 1.4.1 Cycling and Trails Master Liz Christensen Completed The Cycling and Trails Master
year-round maintenance to Plan Update Transportation 2020 Plan was presented to and
multi-use trails and pathways as Update the 2010 Cycling Master Services approved by Council in
prioritized through the Cycling Plan and the 2012 Multi-Use October 2020.
and Trails Master Plan with an Trails and Pathways Master Plan Read the Cycling and Trails
initial target of providing year-to include on-road cycling Master Plan here.
round access to a minimum of an facilities, as well as off-road trails
additional 3 km of existing trails infrastructure, in one
by 2022. comprehensive plan that also
addresses education &
wayfinding.
1.4.2 Connectivity & Year-Liz Christensen Completed The City upgraded 4.01 km of
Round Maintenance of Multi-Parks & Open 2021 existing trails to provide year-
Use Trails Space Design & round maintenance between
Prioritize actions, connectivity Development 2019-2021, exceeding the
and year-round maintenance to initial target of 3 km by
multi-use trails and pathways 2022. An additional 4.485 km
through the Cycling and Trails are planned for 2022.
Master Plan, with an initial
target of year-round access to a
minimum of an additional 3 km
of existing trails by 2022.
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 Statement Project Project Manager Completion Progress Update
2.1 Launch and implement a Corporate Climate Action Plan Anna Marie Completed
Corporate Climate Action Plan by ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Cipriani 2019 Read the Corporate Climate Action
2019 to achieve an absolute Reporting annually on Administration- Plan here.
greenhouse gas emission greenhouse gas emission Development
reduction of at least 8% by 2026. reduction will continue until Services
2026.
2.3 Develop a Community Community Climate Action Anna Marie Completed
Climate Action Plan with partner Plan Cipriani 2021 Read the Community Climate
organizations by 2020. Complete the 80x50 Administration- Action Plan here
Community Climate Action Development
Plan. Services
1
Strategic Plan Action StatementProjectProject ManagerCompletionProgress Update
2.4 Implement the Sustainable 2.4.2 Tree Planting Backlog Adam Completed Over 630 trees were planted in
Urban Forest Strategy with a Elimination Buitendyk 2021 2021. All suitable tree
focus on establishing a tree Plant at least 750 trees in 2020, Forestry & replacement locations identified
canopy target by 2020 and with the goal of reaching 2,500 Natural Areas as of December 31, 2018 have
eliminating the current (2018) trees and eliminating the Management now been planted, eliminating
tree planting backlog by 2022. current backlog by the end of the 2018 tree planting backlog.
2022.
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 Statement Project Project Manager Completion Progress Update
3.1 Complete a new Urban Urban Design Manual Dayna Edwards Completed
Design Manual by 2019 that ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Planning 2019 Read the Urban Design Manual
expresses city building and design here.
expectations to ensure vibrant
new development throughout
Kitchener.
3.2 Foster the creation of a city-3.2.1 Buildout of 44 Gaukel Cory Bluhm Completed
wide network of incubators, ƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵ Economic 2019 Learn about this project here.
accelerators and co-working Development
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.
3.3 Develop the Make it Make It Kitchener 2.0 Strategy Cory Bluhm Completed
Kitchener 2.0 Strategy by 2020 Develop the Make it Kitchener Economic 2020 Read the Make It Kitchener 2.0
with a focus on transformative 2.0 Strategy by 2020 with a Development Strategy here.
actions to ensure the attraction, focus on transformative actions
success and retention of diverse to ensure the attraction,
businesses, talent, and success and retention of
arts/culture across the city. diverse businesses, talent, and
arts/culture across the city.
4. Caring Community
GOAL:
engaging, serving & supporting our diverse populations & helping to make housing affordable.
Strategic Plan Action Statement Project Project Manager Completion Progress Update
4.1 Create a comprehensive Equity, Diversity and Inclusion Elin Moorlag Silk Completed
Equity, Diversity and Inclusion Strategy Administration- 2021 Learn about this project here
Strategy by 2020 to combat Create an Equity, Diversity and Community
systemic barriers to full Inclusion Strategy focused on Services
economic and social better engaging and serving
participation in the city. marginalized and under-
represented people, as well as
creating a more inclusive City
workplace.
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Strategic Plan Action StatementProjectProject ManagerCompletionProgress Update
4.2 Create an Affordable Affordable Housing Strategy Andrew Completed
Housing Strategy for Kitchener Create an Affordable Housing Ramsaroop 2020 Read the Strategy here
by 2020 in collaboration with Strategy for Kitchener by 2020 Planning
the Region of Waterloo, in collaboration with the Region
community groups and the of Waterloo, community groups
development industry. and the development industry.
4.3 Reduce social stigmas 4.3.1 Reduce Social Stigma Paula Dunn Completed
experienced by those living with through Staff Training Human 2020
mental illness and addiction in Provide staff with the resources Resources
our community through staff to respond effectively to
training and supporting the changing community
creation of appropriate safe demographics.
consumption and treatment
facilities in Kitchener.
4.3.2 Support for Safe Completed Learn about the CTS project
Consumption and Treatment 2019 here.
Facilities
5. Great Customer Service
GOAL: friendly, easy and convenient
services.
Strategic Plan Action Statement Project Project Manager Completion Progress Update
Jana Miller
5.1 Provide on-demand Multi-Language Interpretation Completed Communication will be launched
Support
customer service support in
2021 in 2022
Corporate
many languages through the
Implement a 24-7 on-demand
Corporate Contact Centre by
Customer
multi-language interpretation
2020.
Service
support for telephone and in-
person inquiries to enable staff
in all facilities to ensure a more
consistent and equitable
experience for all customers.
5.2 Introduce a corporate-wide Customer Satisfaction Program Christine Baker Completed Communication will be launched
Customer Satisfaction Program Implement an organization-wide
2021 in 2022
Corporate
that will allow for the collection Customer Satisfaction Program
of real time feedback from enabling real-time feedback,
Customer
customers accessing city monitoring and reporting of
Service
facilities, programs, and services satisfaction data to drive service
by 2020. improvements.
Online Customer Service Portal Jana Miller Completed Learn about this project here
5.3 Enhance customer
2021
Launch a centralized online
experience online by delivering
Corporate
service portal where citizens can
customized information,
Customer
access their e-services in one
providing easy access to
Service
place through a personalized,
services, and allowing financial
single sign-on account.
transactions by 2021.
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Strategic Plan Action Statement Project Project Manager Completion Progress Update
5.5 Implement a comprehensive Customer Experience Program Jana Miller Completed This program launched in Fall
2021 2021 with a comprehensive
Implement a comprehensive
Corporate
Customer Experience Review
review of the Kitchener Utilities
Customer Experience Review
Customer
Program to help ensure services
widget on the MyKitchener
Program to help ensure services
Service
are easy and convenient to
portal (after substantial citizen
are easy and convenient to
feedback was received through
perspective by 2022.
the Customer Satisfaction
perspective by 2022.
Program).
Implementation is ongoing
undertaken as citizen feedback
indicates they are needed.
PART 2. Strategic Plan Actions To Be Completed (2022 and 2023 completion dates)
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 Completion Progress Update
Statement Manager
1.2 Encourage and incentivize Bikeshare Program Barry Cronkite 2022 A region-wide bikeshare feasibility
alternative modes of Implement a bikeshare service Transportation study was conducted and recommends
transportation by developing in which bicycles are made Services a collaborative approach to a bikeshare
and subsidizing a bikeshare available for shared use to the program throughout the region. A
program by 2021. public in an effort to address region-wide project team is
owing a investigating the use of e-bikes and e-
feasibility study to determine scooters as part of the future program,
the most appropriate system. as traditional private bikeshare
providers have changed their business
model to offer a wider range of
transportation options. The new
bikeshare program is anticipated to
launch region-wide in spring 2022. An
update report will be shared with
Council before the program launches.
1.3 Install a continuous and Protected Cycling Network Darren Kropf 2023 Construction began in spring 2021. In
protected cycling network that Connected to the Downtown Transportation October 2021, a celebration was held
connects adjacent Install a continuous and Services with the community to officially open
neighbourhoods to the protected cycling network separated bike lanes on Joseph Street,
downtown by 2022. that connects adjacent with construction on Water Street
neighbourhoods to the being completed shortly after. Due to
downtown by 2022. property access issues, the work on
Queen Street is delayed to 2022.
Tender preparation for phase two of
construction in 2022 is on track. Phase
2 construction will include separated
bike lanes on Cedar Street and Ontario
Street, a boulevard multi-use trail on
Margaret Avenue and Otto Street and
traffic diversion for neighbourhood
bikeways on Lancaster Street, Chapel
Street and Madison Avenue.
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Strategic Plan Action ProjectProject CompletionProgress Update
StatementManager
1.5 Develop a plan to create 1.5.1 Pedestrian-First Plan for Darren Kropf 2022 Gaukel Street, between Charles Street
pedestrian-first streets Gaukel Street Transportation and Joseph Street, has functioned as a
between Victoria Park and City Develop plans to prioritize Services passive pedestrian space for more than
Hall and pedestrians over other travel a year, and with pandemic restrictions
modes on Gaukel Street. easing has become host to a variety of
community and city-led events. In the
Fall of 2021, huts were added to
support Halloween and holiday
programming.
Gaukel Street, between King Street and
Charles Street, currently provides
primary access for construction
vehicles to private development sites.
Construction is expected to be
completed in spring 2022 at which
point work will begin on creating a
pedestrian-first experience on this
portion of Gaukel Street.
between the ION and Kitchener 1.5.2 Pedestrian-First Street Darren Kropf 2023 The first phase of staff and community
Market by 2022. Plan for Kitchener Market Transportation engagement was completed, with over
Develop plans to prioritize Services 500 residents providing creative ideas
pedestrians over other travel for the space. Feedback has been
modes between the Kitchener compiled into common themes and
Market ION station and work is underway to identify and
Kitchener Market. prioritize low-cost street interventions
for implementation in spring 2022.
As a pilot, in the Summer of 2021, the
Kitchener Market closed Eby Street
each Saturday and transformed it into
a vibrant market space for vendors and
patrons.
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 Completion Progress Update
Statement Manager
2.2 Starting in 2019, leverage Leverage the Energy Efficiency Anna Marie 2022 The incentive funding from the Energy
the Energy Efficiency Reserve Reserve Fund Cipriani Efficiency Reserve Fund inaugural
Fund and other resources to Leverage the fund to undertake Admin- projects (at Kitchener Auditorium, Civic
reduce consumption and energy efficiency retrofit Development district garage, KOF shops and stores)
emission at our facilities and in projects on City of Kitchener Services are now being captured and reinvested
our operations. assets and capture and reinvest into the fund to support new capital
operating savings to pay capital investments that will achieve even
costs. greater energy efficiencies
2.4 Implement the Sustainable 2.4.1 Tree Canopy Target Josh Shea 2022 Engagement was completed in
Urban Forest Strategy with a Review the current canopy Forestry & November 2021. The Tree Canopy
focus on establishing a tree cover and set an achievable Natural Areas report is being prepared for Council to
canopy target by 2020 and target based on best practices Management endorse in early 2022.
eliminating the current (2018) as well as constraints such as
tree planting backlog by 2022. land availability, quality of soil,
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Strategic Plan Action ProjectProject CompletionProgress Update
StatementManager
etc. in order to guide ongoing
and future investment in tree
planting, protection and
maintenance.
2.5 Reduce waste diverted to Waste Diversion Strategy: Anna Marie 2022 Due to the pandemic, large public
landfills by implementing new Increase Waste Diversion in Cipriani events were cancelled and this project
diversion programs at our Our Public Spaces and Events Admin was paused. A focus on waste
facilities and events by 2021. Expand the Waste Diversion Development diversion across the organization
Station to all City-run events Services continues. A research project at the
with large volunteer Kitchener market was able to proceed
involvement, and evaluate and is nearing completion. The focus of
expanded waste diversion the research project is to understand
stations at events, parks and how to make finding and utilizing
public facilities. waste receptacle more accessible for
all visitors. Results of the study are
expected by year end 2021.
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 Completion Progress Update
Statement Manager
3.2 Foster the creation of a 3.2.2 Incubator, Accelerator Cory Bluhm 2023 A partnership with the University of
city-wide network of and Co-Working Space Economic Waterloo to build the Innovation Arena
incubators, accelerators and Network Development was announced in 2020. Staff are
co-working spaces by Lease all spaces in the working with the University on building
completing the buildout of 44 Creative Hub, explore the design, permits, etc., with an expected
Gaukel in 2019, advancing potential to facilitate a Food opening date of 2023. Staff are
work on a Creative Hub and Incubator with a business supporting UW in securing additional
undertaking business cases in case pending, and explore funding.
2019-2021 for the food partnerships for the
Staff are exploring a partnership model
manufacturing and development of
for an incubation space to support social
health/med-tech industries. manufacturing and
entrepreneurs. Staff are also exploring
health/med-tech industry
Provincial and Federal funding
incubators.
opportunities to support a Food
Incubator. Business cases will be
prepared and presented to Council in
2022.
3.4 Complete a comprehensive City-Owned Property Brian Bennett 2022 Initial focus has been on identifying
review of city-owned Review Economic supportive housing sites. In 2021 a city
properties by 2020 to Complete a comprehensive Development site was made available through a lease
determine how they could be review of city-owned to the YWCA for supportive housing for
effectively used to advance city properties by 2020 to women. The project is under
strategic objectives. determine how they could construction. A site for affordable
be effectively used to housing is under consideration.
advance city strategic
objectives. Land assessment criteria have been
established by staff. A comprehensive
review of all City-owned properties is
underway with completion anticipated
in early 2022.
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Strategic Plan Action ProjectProject CompletionProgress Update
StatementManager
3.5 Develop a vision for 3.5.1 Downtown Vision and Brian Bennett 2023 Staff are developing a comprehensive
downtown Kitchener and City-Owned Property Economic community engagement plan for
continue to position downtown Brought to Market Development creating a new vision for the downtown.
Kitchener as a leading Develop a vision for Community engagement is expected to
destination for redevelopment downtown Kitchener and begin in 2022.
opportunities, with at least one continue to position Make It Kitchener 2.0 provides a land
new city-owned property downtown Kitchener as a disposition framework and Council
brought to market by 2020. leading destination for emphasized developing a vision through
Finalize the Innovation District redevelopment comprehensive community engagement
(Bramm Yards) Master Plan by opportunities, with one new for each site prior to disposition. It is
2021 and the Civic District city-owned property brought anticipated that one city property will
Master Plan by 2022. to market by 2022. be brought to market in 2022.
3.5.2 Innovation District Cory Bluhm 2023 Staff are currently focused on working
(Bramm Yards) Master Plan Economic with University of Waterloo to build out
Finalize the Innovation Development the Health Innovation Arena on the
District (Bramm Yards) Health Sciences Campus.
Master Plan by 2022. Development of a Master Plan will be
completed in concert with the
community engagement process for
developing a new vision for the
downtown (3.5.1).
3.5.3 Civic District Master Cory Bluhm 2023 Preliminary project planning has
Plan Economic started. A visioning exercise will be
Finalize the Civic District Development completed in concert with the
Master Plan by 2022. community engagement process for
developing a new vision for the
downtown (3.5.1).
4. Caring Community
GOAL:
serving & supporting our diverse populations & helping to make housing affordable.
Strategic Plan Action Project Project Manager Completion Progress Update
Statement
4.4 Better utilize existing 4.4.1 Mill Courtland Mark 2022 A consultant was hired to complete
facilities, provide relevant Community Centre Hildebrand needs assessment and business case
programming at community Expansion Business Case Neighbourhood which will outline the requirements
centers, and support equitable Complete a needs Programs & for an addition to Mill Courtland
distribution of leisure programs assessment and business Services Community Centre. The business case
and resources across case to determine the is currently in progress and is
neighbourhoods. Start work on requirements for an addition expected to be complete in the
the Mill Courtland Community to the Mill Courtland second quarter of 2022.
Centre expansion by 2020 Community Centre.
and the Rosenberg Community 4.4.2 New Rosenberg Mark 2026 The Rosenburg Community Centre
Centre by 2021. Community Centre/School Hildebrand project is currently delayed at the
Business Case Neighbourhood request of the Waterloo Region
With the Catholic School Programs & Catholic School Board. The
board, complete a needs Services anticipated timing is 2023 to 2026.
assessment and business
case to determine the
requirements for a joint
community centre/school in
the Rosenberg area.
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Strategic Plan Action ProjectProject ManagerCompletionProgress Update
Statement
Complete the Huron Brigadoon 4.4.3 Huron Brigadoon Area Mark 2022 The Huron Brigadoon school /
Community Centre by 2021 School / Community Centre Hildebrand community centre project is on track.
Construction Neighbourhood Construction is ongoing. Negotiations
Construct a joint Programs & for an Operating agreement between
school/community centre in Services the City and Board are pending.
the Huron Brigadoon area, in
partnership with the
Waterloo Region District
School Board.
Complete an Open Space 4.4.4 Open Space Strategy Mark Parris 2023 Places and Spaces is the open space
Strategy by 2021. Develop an open space strategy. Work has been initiated.
strategy to explore the value Council and community engagement
of open spaces, how they is ongoing. The Spaces component is
function, are planned, to be shared for consultation and
maintained, and managed, community feedback in the first half
and including a review of of 2022 with a final report to Council
permitted uses in parks. in 2022. The Places component
engagement activities will continue
throughout 2022, with a final report
to Council in 2023.
4.5 Engage a broad cross-Arts and Culture Plan Emily Robson 2023 The City developed a partnership with
section of the community Develop a new and inclusive Economic the Region and the City of Waterloo
including the arts and creative Arts and Culture Plan by Development for stakeholder consultation, research
industry sector and multi-engaging a broad cross-and analysis. A Terms of Reference
cultural communities to section of the community and stakeholder consultation are
develop an inclusive arts and including the arts and under development. In-person
culture Plan by 2021. creative industry sector and engagement for the Arts & Culture
multi-cultural communities. Plan will be in 2022. Support for
professional artists and cultural
organizations will be considered as
part of the pandemic recovery.
5. Great Customer Service
GOAL:
Strategic Plan Action Project Project Completion Progress Update
Statement Manager
5.4 Set clearly communicated Set and Communicate Service Jana Miller 2022 Preliminary work to enable tree
and specific service levels for Levels Corporate maintenance data collection to inform
frequently asked about or Set clearly communicated and Customer setting service levels in 2022 is
accessed City services, specific service levels for Service complete. Work underway to determine
including: tree maintenance, frequently asked about or how expectations can be shared via a
parking, property standards accessed City services, new Report A Problem widget on the
complaints, snow clearing and including: tree maintenance, MyKitchener portal. Next step: work
grass cutting by 2022. parking, property standards with Corporate Leadership Team to
complaints, snow clearing and prioritize setting the next set of service
grass cutting by 2022. standards.
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PART 3: Completed 2021 Business Plan Projects
Corporate Services Project Manager Completion Progress Update
Transformation and Relaunch of Nicole Amaral
BP05 Completed The website relaunch and portal were
Kitchener.ca Corporate
2021
completed together and launched in March
Relaunch Kitchener.ca as a user-first Communication
2021
& Marketing
designed site that is easy for residents to
quickly find information they are looking for,
as well as to have the information that they
are interested in delivered to them.
Electronic Agenda Management Dianna Completed
BP06
Create, prepare, approve and publish Saunderson 2021
E-Scribe is the new system
Legislated
meeting agenda packages and minutes in a
Services
more efficient, collaborative, streamlined
manner.
PART 4: Status of 2021 Business Plan Projects To Be Completed
Community Services Project Manager Completion Progress Update
An evaluation of the future use of the Budd
BP01 Budd Park Strategy Kim Kugler 2022
Park land is underway. Employment,
Identify potential sites and estimated costs
Sport
recreational, or a mix of employment and
to relocate the recreational assets at Budd
recreational use are under consideration.
Park and compare the costs to the economic
Next steps include presentation of the
benefits of using the Budd Park for
report to the Corporate Leadership Team for
employment lands.
direction in January 2022.
BP02 Cameron Heights Pool Feasibility Study Kim Kugler 2022 A memorandum of understanding between
the City and the Waterloo Region District
Collaborate with the Waterloo Region Sport
School Board has been signed. A consultant
District School Board to determine the
has been hired to complete the feasibility
renovations and estimated costs to isolate
study.
the pool operation from the school
operation to preserve a downtown
recreational asset.
BP03 Southwest District Pool Business Case Chris Oke/ Kim 2022 A consultant has been hired to complete the
Kugler business case. The consultant has engaged
Engage community residents/stakeholders in
internal stakeholders and provided an
a needs assessment and business case to FM/Sport
update on the project to the Corporate
determine the elements to be included in
Leadership Team. Site tours of comparator
the new pool.
facilities are in progress.
The Ice Demand Study is delayed due to
BP04 Ice Demand Study Jeremy Dueck 2023
COVID. The pandemic has had a direct
Evaluate ice user needs and trends for ice
Sport
impact on user groups and demand for ice.
time to determine the timing of a new arena.
The work will resume in 2023 after sport
groups are able to operate a full season
without restrictions.
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Financial ServicesProject ManagerCompletionProgress Update
BP07Mobile Time EntryJason Winter 2022Delay due to other workload pressures.
Considerable steps forward have been
Implement mobile time entry for Asset
achieved to date in configuring the many
operations, eliminating the need for paper-Management &
different work processes across operational
based timesheets. Business
divisions. Phased approach being
Solutions
considered for roll-out with implementation
starting in Q1 of 2022.
BP08 Development Charge (DC) & Community Ryan Hagey 2022 Provincial legislation proclaimed in Fall 2020.
Consultant has been retained. DC work with
Benefits Charge (CBC) Studies
Financial
the consultant underway but won't be
Planning
completed in time to be reflected in the
study and investigate whether the City
2022 capital forecast. Recommend approval
should prepare a community benefits charge
by Council in Q1 2022 with new rates
study.
effective July 1, 2022
BP09 Long Term Financial Plan Implementation Ryan Hagey 2022 Investment policy completed and approved
in April 2021. Capital variance report moved
Implement/consider recommended actions Financial
to 2022 due to implementation of new
identified as 2020 items in the Long-Term Planning
roles/structure in financial planning and
Financial Plan.
reporting.
Point of Sale and Expansion of Payment Expansion of Payment Options for Utility
BP10 Saleh Saleh 2023
Options and Property Tax customers went live on
Revenue
February 24, 2021. The next phase of the
Replace the existing Point of Sale system,
project will consider the expansion of
which is past its life cycle, and expand
payment options for Business Licensing,
payment options for various services.
Building Permit, Planning and Miscellaneous
Receivable services. The Point of Sale part of
the project is moved to 2023 to potentially
align with the proposed centralized
customer service counter.
Project
Infrastructure Services Completion Progress Update
Manager
BP11 Facilities Infrastructure Program Beatrice Powell 2022 All 2021 project activities were completed
and outputs informed the FM 2022 capital
Conduct a comprehensive review of facility Facilities
budget & work plan. The Facilities Capital
infrastructure needs to incorporate building Management
Budget is transitioning to the new structure,
condition assessments, sustainability
beginning Jan 1, 2022. Framework and
opportunities, and accessibility needs to
processes developed as part of the project
identify current gaps and inform long-term
are being integrated into FM positions and
maintenance and capital improvement
workflows, including engagement, as defined
strategies to address the infrastructure
in the capital planning framework. Additional
deficit.
work will continue in 2022.
BP12 Rehabilitation of City Hall Outdoor Spaces Lynda Stewart 2022 Construction continued throughout 2021.
Construction Phase 1 Waterproofing and drainage infrastructure
Facilities
has been completed. Surface concrete
Begin construction associated with the Management
placement is progressing in Carl Zehr Square.
rehabilitation of City Hall Outdoor spaces,
Restoration of the cladding, upper terrace
focusing on Carl Zehr Square and College
and College St. areas is continuing. Supply
Street.
chain and logistic issues impacted the ice rink
and security bollards completion. Phase 1
will now be completed in 2022.
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Infrastructure ServicesProject CompletionProgress Update
Manager
BP13 Implementation of Significant Parks Niall Lobley 2022 RBJ Schlegel Phase 2 project works have been
Projects successfully tendered and awarded. Work is
Parks &
progressing well on the conversion of the
Complete Phase 2 design work for RBJ Cemeteries
Heritage House to washrooms and work is
Schlegel Park; plan, design and construct the
initiated for park elements in Phase 2.
Survivor Garden; and complete the upgrade
to Westwood Park. Survivor Garden plans continue to be on hold
as a result of ongoing impacts of COVID-19.
Westwood Park final design is complete and
has been shared with the community. Tender
packages are being developed and tendering
and award is expected in winter 2021/22 with
construction in 2022.
BP14 Implementation of the Federal Disaster Nick Gollan 2026 An administrative framework for tracking
Mitigation and Adaptation Fund (DMAF) DMAF program progress has been
Sanitary &
Plan and execute stormwater management implemented. Project costs have been
Stormwater
infrastructure projects across the city to submitted for reimbursement through the
Utilities
leverage the DMAF grant funding and program. Work is progressing as planned on
advance the implementation of the 2016 WIP utility replacement projects and
Integrated Stormwater Management Master engagement on multiple parks and
Plan. stormwater facility projects has begun.
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