HomeMy WebLinkAboutCAO-2022-163 - 2022 Business Plan April Progress Report
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: April 25, 2022
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
DATE OF REPORT: April 7, 2022
REPORT NO.: CAO-2022-163
SUBJECT: 2022 Business Plan - April Progress Report
RECOMMENDATION:
For Information
REPORT HIGHLIGHTS:
The purpose of this report is to present the 2022 Business Plan - April Progress Report
(Appendix A).
Three projects have been completed in the first quarter of 2022, including; the Energy
Efficiency Reserve Fund, Sustainable Urban Forest Strategy, and Reduce Waste Diverted
to Landfills. All other strategic actions and business plan projects are on track to meet
scheduled end dates at this time.
There are no financial implications arising from this report.
Community engagement included posting this report
in advance of the committee meeting.
This report supports
BACKGROUND:
The 2019-2022 Strategic Plan includes measurable, specific actions with a timeline for
completion, and a commitment to measure and report on progress to Council and the public
throughout the life of the plan. The annual business plan includes strategic plan actions and
other high priority projects identified by Council and staff and progress is reported three times
per year.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
REPORT:
2022 Business Plan - Overall Status
The 2022 Business Plan comprises 12 strategic actions and 24 business plan projects. Of these
36 projects, 21 are to be completed in 2022, and 4 of these projects are already completed.
Figure 1: Strategic Actions and Business Plan Projects scheduled for completion in 2022
Completed On Track Delayed / Not Started
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Overall Status of Strategic Plan Actions
As illustrated in the following chart,16 of the 25 actions in the 2019-2022 Strategic Plan are now
complete as of April 30, 2022. Three actions have already been completed in 2022, with three
other actions planned to be completed by the end of 2022. Six actions are to be completed in
2023, with work underway this year.
2022 Completed Strategic Actions
Under the Environmental Leadership Goal, three strategic actions have been completed in 2022.
All five of the strategic actions under this goal are now complete. has been
recognized-list in a global ranking conducted by the Carbon Disclosure
actions have led to this recognition as one of seven Canadian cities among
95 global cities including Copenhagen and Tokyo, who are taking the lead on climate change.
Energy Efficiency Reserve Fund
The strategic action to leverage the Energy Efficiency Reserve Fund and other resources to
reduce consumption and emissions at city facilities and in city operations has been completed.
Starting in 2019 and continuing through to 2022, savings from corporate projects have been
captured and reinvested into the revolving fund to support new capital investments to achieve a
Sustainable Urban Forest Strategy
The strategic action to implement the Sustainable Urban Forest Strategy focused on eliminating
the 2018 tree planting backlog by 2022 and establishing a tree canopy target by 2020. By 2021
staff had planted sufficient additional trees to eliminate the 2018 backlog.
In 2015 Kitchener had an urban forest canopy of around 26% or
3,474 hectares of canopy cover. In 2019 tree canopy coverage
increased to 27% or around 3,615 hectares. While these are
excellent results and rank Kitchener among the cities with the
highest urban canopy covers in Ontario, to maintain or improve this
will take work. In January 2022, Council approved an Urban Forest
Canopy target of 30% per ward by 2050 and city-wide target of 33%
by 2070.
Reduce waste diverted to landfills
In 2019 City of Kitchener events featured volunteer-run waste
diversion stations, encouraging attendees to divert waste into the
proper stream (organics, recycling, or landfill). The diversion station
concept was a success and was planned to continue in 2020.
However, the onset of the pandemic saw cancellation of most
events and eliminated opportunities to advance public awareness
for waste diversion. A pilot project at the Kitchener Market was
completed in 2022 on making waste receptacles more accessible.
Relevant findings of these projects will be considered in future
waste strategy initiatives.
Overall Status of Business Plan Projects
Sixteen business plan projects are to be completed in 2022, with 6 to be completed in 2023 and
2to be completed in 2026. All projects are on track at this time to meet scheduled completion.
STRATEGIC PLAN ALIGNMENT:
This report supports
FINANCIAL IMPLICATIONS:
Capital Budget The recommendation has no impact on the Capital Budget.
Operating Budget The recommendation has no impact on the Operating Budget.
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
CAO-20-008 2021 Business Plan Year-End Progress Report and Recommended 2022 Business Plan
Project List
APPROVED BY: Michael May, Deputy CAO and GM, Community Services Department
ATTACHMENTS:
Appendix A: 2022 Business Plan Progress Report as of April 30, 2022
2022 Business Plan April Progress Report
PART 1. 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
Statement Manager
1.2 Encourage and incentivize Bikeshare Program Ivan Balaban 2022 The Region-led project team prepared
alternative modes of Implement a bikeshare service Transportation three reports for Regional Council in
transportation by developing in which bicycles are made Services April to:
and subsidizing a bikeshare available for shared use to the bylaw to permit e-scooter use on
program by 2021. public in an effort to address Regional trails and some Regional
roads; inform Regional Council of
feasibility study to determine implementation planning for
the most appropriate system. establishing commercial bike share and
e-scooter share operations; and a risk
assessment. Local municipal staff will
bring forward companion reports to
local City Councils. Request For
Proposals planned for May, with
launch anticipated for summer 2022.
1.3 Install a continuous and Protected Cycling Network Darren Kropf 2023 Phase one construction of separated
protected cycling network that Connected to the Downtown Transportation bike lanes on Joseph and Water streets
connects adjacent Install a continuous and Services was completed in 2021.
neighbourhoods to the protected cycling network Phase two construction tender has
downtown by 2022. that connects adjacent been awarded for separated bike lanes
neighbourhoods to the on Queen, Cedar and Ontario Streets,
downtown by 2022. and traffic diversion for
neighbourhood bikeways on Lancaster
and Chapel Streets. On-road
wayfinding signs were installed along
one route in fall of 2021, with the
remaining installation to take place in
2022. The final phase of construction is
on track for 2023. Planning is
underway for a promotional campaign
to encourage use of the new cycling
infrastructure.
1.5 Develop a plan to create 1.5.1 Pedestrian-First Plan for Darren Kropf 2022 Gaukel Street between Charles and
pedestrian-first streets Gaukel Street Transportation Joseph Streets has hosted numerous
between Victoria Park and City Develop plans to prioritize Services informal gatherings, art animations
Hall and pedestrians over other travel and events, including Christkindl which
modes on Gaukel Street. brought pop-up retail to the space.
Grant applications have been
completed to secure funding to further
transform Gaukel into a hub of activity
and commerce. Charlie West
condominium construction is nearing
1
Strategic Plan Action Project Project Completion
Statement Manager
completion, with the developer to
restore the roadway into a pedestrian-
oriented space.
between the ION and Kitchener 1.5.2 Pedestrian-First Street Darren Kropf 2023 Following engagement of over 800
Market by 2022. Plan for Kitchener Market Transportation residents and businesses, an action
Develop plans to prioritize Services plan with 15 actions in three themes
pedestrians over other travel has been created. The themes are:
modes between the Kitchener Create a definable "feel" to the Market
Market ION station and District; Improve safety and comfort
Kitchener Market. for getting around as a pedestrian,
and; Make it easy to host events on
Eby Street. Outdoor seating and
planters have been purchased through
grant funding for use on Saturdays
when the Market moves outdoors. A
year-long programming plan utilizing
Eby Street as a pedestrian space is
ready for launch in the spring.
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 Completed
the Energy Efficiency Reserve Reserve Fund Cipriani Savings from corporate projects
Fund and other resources to Leverage the fund to undertake Admin- continue to be captured and
reduce consumption and energy efficiency retrofit Development reinvested into the fund to support
emission at our facilities and in projects on City of Kitchener Services new capital investments that will
our operations. assets and capture and reinvest achieve even greater energy
operating savings to pay capital efficiencies.
costs.
2.4 Implement the Sustainable 2.4.1 Tree Canopy Target Josh Shea 2022 Completed
Urban Forest Strategy with a Review the current canopy Parks & Staff eliminated the 2018 tree planting
focus on establishing a tree cover and set an achievable Cemeteries backlog in 2021 and an Urban Forest
canopy target by 2020 and target based on best practices Canopy target of 30% per ward by
eliminating the current (2018) as well as constraints such as 2050 was adopted by Council in
tree planting backlog by 2022. land availability, quality of soil, January 2022.
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 Completed
landfills by implementing new Increase Waste Diversion in Cipriani A pilot project at Kitchener Market was
Our Public Spaces and Events completed on making waste
2
Strategic Plan Action Project Project Completion Progress Update
Statement Manager
diversion programs at our Expand the Waste Diversion Admin receptacles more accessible for all.
facilities and events by 2021. Station to all City-run events Development Relevant findings will be considered in
with large volunteer Services future waste strategy initiatives.
involvement, and evaluate
expanded waste diversion
stations at events, parks and
public facilities.
3. Vibrant Economy
GOAL: Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts and
culture, and great places to live.
Strategic Plan Action Project Project 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 (UW) for 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 UW on design, permits
completing the buildout of 44 Creative Hub, explore the and approvals; site plan approval is
Gaukel in 2019, advancing potential to facilitate a Food anticipated in spring 2022, with an
work on a Creative Hub and Incubator with a business case expected 2023 opening date. Staff are
undertaking business cases in pending, and explore also supporting UW in securing
2019-2021 for the food partnerships for the additional funding.
manufacturing and development of City Council approved the business case
health/med-tech industries. manufacturing and to establish a new incubation space at 2
health/med-tech industry King Street west to support businesses
incubators. advancing the UN Sustainable
Development Goals (SDGs).
Staff continue to explore funding
opportunities to support a Food
Incubator; business cases will be
prepared for Council approval in 2022.
3.4 Complete a comprehensive City-Owned Property Review Brian 2022 Initial focus has been on identifying
review of city-owned Complete a comprehensive Bennett supportive housing sites. Land
properties by 2020 to review of city-owned Economic assessment criteria have been
determine how they could be properties by 2020 to Development established by staff, and a
effectively used to advance city determine how they could be comprehensive review of all City-owned
strategic objectives. effectively used to advance properties is in process.
city strategic objectives.
3
Strategic Plan Action Project Project Completion Progress Update
Statement Manager
3.5 Develop a vision for 3.5.1 Downtown Vision and Brian 2023 Council endorsed the process to
downtown Kitchener and City-Owned Property Brought Bennett develop a new downtown vision. A call
continue to position downtown to Market Economic for community members to be part of a
Kitchener as a leading Develop a vision for Development Downtown Community Working Group
destination for redevelopment downtown Kitchener and was launched in late March.
opportunities, with at least one continue to position A Request for Proposal is in progress to
new city-owned property downtown Kitchener as a hire a consultant to guide the
brought to market by 2020. leading destination for Community Working Group and staff in
Finalize the Innovation District redevelopment opportunities, engaging the broader community in the
(Bramm Yards) Master Plan by with one new city-owned development of the vision. It is
2021 and the Civic District property brought to market anticipated one city property will be
Master Plan by 2022. by 2022. brought to market in 2022.
3.5.2 Innovation District Cory Bluhm 2023 In addition to UW Innovation Arena
(Bramm Yards) Master Plan Economic noted in 3.2 above, a broad Master Plan
Finalize the Innovation District Development will be developed in concert with
(Bramm Yards) Master Plan by community engagement for developing
2022. the downtown vision.
3.5.3 Civic District Master Cory Bluhm 2023 The visioning exercise will be completed
Plan Economic in concert with community engagement
Finalize the Civic District Development in developing the downtown vision.
Master Plan by 2022.
4. Caring Community
GOAL: connection by providing welcoming community spaces & programs; better engaging,
serving & supporting our diverse populations & helping to make housing affordable.
Strategic Plan Action Project Project Completion Progress Update
Statement Manager
4.4 Better utilize existing 4.4.1 Mill Courtland Mark 2022 A consultant is completing a needs
facilities, provide relevant Community Centre Expansion Hildebrand assessment and business case to
programming at community Business Case Neighbourhood outline requirements for an addition
centers, and support equitable Complete a needs assessment Programs & to Mill Courtland Community Centre.
distribution of leisure programs and business case to Services The business case is to be completed
and resources across determine the requirements in the third quarter of 2022.
neighbourhoods. Start work on for an addition to the Mill
the Mill Courtland Community Courtland Community Centre.
Centre expansion by 2020
and the Rosenberg Community 4.4.2 New Rosenberg Mark 2026 The Minister of Education announced
Centre by 2021. Community Centre/School Hildebrand that funding for the construction of a
Business Case Neighbourhood school in the South Estates/
With the Catholic School Programs & Rosenberg subdivision has been
board, complete a needs Services approved. The anticipated
assessment and business case construction period is 2023 to 2026.
to determine the
requirements for a joint
community centre/school in
the Rosenberg area.
4
Strategic Plan Action Project Project Completion Progress Update
Statement Manager
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 and construction is ongoing.
Construct a joint Programs & Negotiations for an operating
school/community centre in Services agreement between the City and
the Huron Brigadoon area, in School Board are pending. The facility
partnership with the Waterloo is expected to open early in the fourth
Region District School Board. quarter of 2022.
Complete an Open Space 4.4.4 Open Space Strategy Mark Parris 2023 Engagement with stakeholders,
Strategy by 2021. Develop an open space Parks & residents and community members is
strategy to explore the value Cemeteries progressing, having heard from over
of open spaces, how they 2000 people to date. The engagement
function, are planned, focused on the vision for where and
maintained, and managed, how much parkland the City should
and including a review of have, using a deliberate, relationship-
permitted uses in parks. building approach, and an equity,
diversity and inclusive approach. The
Spaces component of the Open
Space Strategy addresses the quantity
of park and open spaces and will be
presented to Council in June 2022.
The Places component shifts focus
to the quality of park and open spaces
and work will continue through to
mid-2023.
4.5 Engage a broad cross-Arts and Culture Plan Emily Robson 2023 A Terms of Reference and stakeholder
section of the community Develop a new and inclusive Economic consultation is under development in
including the arts and creative Arts and Culture Plan by Development partnership with the other area
industry sector and multi-engaging a broad cross-municipalities.
cultural communities to section of the community
develop an inclusive arts and including the arts and creative In March 2022 the City launched a
culture Plan by 2021. industry sector and multi-year-long partnership with the
cultural communities. Bloomberg Centre for Cities at
Harvard University as part of the
Bloomberg Harvard City Leadership
Initiative to support the development
of new Arts and Culture
Plan. An initial kick-off event with 40
local arts and culture leaders,
stakeholders and staff was carried
out, and a smaller team has been
established to refine the framework
and develop potential initiatives.
5
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 Levels for the first areas identified in
and specific service levels for Levels Corporate the strategic plan are on track to be
frequently asked about or Set clearly communicated and Customer complete by the end of 2022.
accessed City services, specific service levels for Service
including: tree maintenance, frequently asked about or Work is underway to determine how
parking, property standards accessed City services, service levels will be shared via a new
complaints, snow clearing and including: tree maintenance, Report A Problem widget on the
grass cutting by 2022. parking, property standards MyKitchener portal. Next steps
complaints, snow clearing and include a workshop with Corporate
grass cutting by 2022. Leadership Team to prioritize setting
service levels for all City services
6
PART 2: Status of Business Plan Projects by Department
Community Services Project Manager Completion Progress Update
A consultant has been hired to conduct a station
BP01 Fire Station 8 Location Study Helena Foulds 2022
location study for Fire Station 8, as well as review all
Identify potential sites for Fire Administration -
fire response zones. Staff plan to bring a report to
Station 8, including an analysis of Community
Council with recommendations in Q3 2022.
response times based on an eight-Services
station model.
Corporate Leadership Team and Council endorsed the
BP02 City Hall Customer Service Counter Jana Miller 2022
vision for a centralized City Hall service centre and
Centralize all in-person services at Corporate
started communicating the customer service vision
City Hall to one service counter
Customer Service
with staff. Work is underway to gather technical and
located on the main floor, including
design requirements and an internal change
the addition of a back-end work
management plan is being developed. Request for
area to provide customer service
Proposal for an architect is in progress. Staff are
support.
expected to move to a temporary service centre in the
Conestoga Room on the main floor of City Hall by June
2022.
The planned staff update to Corporate Leadership
BP03 Budd Park Strategy Kim Kugler 2022
Team did not occur in January due to competing
Identify potential sites and
Sport
priorities, and is now planned for April 2022. Next
estimated costs to relocate the
steps include bringing a report to Council for further
recreational assets at Budd Park
direction.
and compare the costs to the
economic benefits of using the
Budd Park for employment lands.
BP04 Cameron Heights Pool Feasibility Kim Kugler 2022 Initial investigation of the existing facility and
amenities has been completed by the consultant.
Study
Sport
Conceptual block drawings are being reviewed by City
Collaborate with the Waterloo
and School Board staff for feasibility.
Region District School Board to
determine the renovations and
estimated costs to isolate the pool
operation from the school
operation to preserve a
recreational asset in the downtown
core.
BP05 Indoor Recreation Complex at RBJ Chris Oke/Kim 2022 The consultant leading the business case has engaged
Schlegel Park Business Case & Kugler internal stakeholders, and staff and the consultant
completed site tours of comparator facilities, with an
Conceptual Design
FM/Sport
update provided to Corporate Leadership Team. The
Engage community
business case will be completed in May 2022, and a
residents/stakeholders in a needs
Request for Proposal for the detailed design and
assessment and business case to
construction consultant will be issued June 2022.
determine the elements to be
included in the new pool.
BP06 Ice Demand Study Jeremy Dueck 2023 The work will resume in 2023 after sport groups are
able to operate a full season without restrictions. The
Evaluate ice user needs and trends
Sport
COVID-19 pandemic has had a direct impact on user
for ice time to determine the timing
groups and demand for ice.
of a new arena.
7
Corporate ServicesProject ManagerCompletionProgress Update
Demographic Data Collection Phase 1 of the Demographic Data Collection
BP07 Elin Moorlag Silk 2022
Strategy Strategy is well underway in the first half of 2022.
EARII
Standardized demographic data is now being
Develop a strategy for the
collected in the following areas:
collection of community
1. Engage Kitchener online surveys
demographic data to guide the
2. Volunteer applications
identification and removal of
3. Applications for Advisory Committees and Boards
systemic barriers in City programs
4. Customer Service satisfaction surveys
and services.
5. Community Centre facility rentals
6. Community Grant applications
Staff are currently working to implement data
collection for delegates to Council, applications for
all City of Kitchener grants, and applications for all
job opportunities at the City; these initiatives are
expected to be implemented by the second half of
2022.
Launch of the Grant Program for The RISE Fund was successfully launched in February
BP08 Elin Moorlag Silk 2022
Black, Indigenous & Racialized and the first application review period from
EARII
groups (RISE Fund) February 14 to March 17 saw 17 applications
Implementation of a new totaling over $150,000 in requested funds. The
community grant program for Equity and Anti-Racism Advisory Committee, which
Black, Indigenous and Racialized serves as the selection committee for the RISE Fund,
groups, as a tangible deliverable of is currently reviewing applications and will make
the Corporate Equity & Anti-Racism recommendations to allocate the available funds.
Strategy.
Development Services Project Manager Completion Progress Update
BP09 New Greenhouse Gas Emissions Anna Marie 2022 Throughout 2022, staff are pursuing projects that
Reduction Target(s) Cipriani reduce corporate GHGs; developing target(s) for the
next Corporate Climate Action Plan; and, identifying
Administration-
The City of Kitchener met the
potential pathways to achieve the target(s).
Development
previous Corporate Climate Action
Services
Plan (CorCAP) target of 8% absolute
GHG reduction. Through this new
project, a new/next generation
CorCAP will be developed.
Financial Services Project Manager Completion Progress Update
BP10 Budget System Implementation Ryan Hagey 2023 Specifications and tender document prepared, and the
Replace the existing Budget System, project is planned to start in Q2/Q3 of 2022.
Financial Planning
which was developed in-house
more than 20 years ago, with an
& Reporting
external software solution.
8
Financial ServicesProject ManagerCompletionProgress Update
BP11 Climate Event Sensor Jason Winter 2023 Staff are awaiting a final decision regarding a grant
Implementation application which would fund this opportunity. If
Asset Management
Investigating and initial successful, implementation will include installation of
& Business
implementation of climate sensors a number of weather stations installed throughout the
Solutions
throughout the City to gain climate summer and data collected for modeling and trending
related data for modelling, real-
by Q3 of this year.
time analysis, and emergency
response.
BP12 Asset Management Planning Jason Winter 2023 Final reviews are underway for the Water asset
Develop and publish two key asset management plan, expecting to have it finalized by the
Asset Management
management plans for Facilities end of April. Asset management plans are also being
& Business
and Water categories to support completed for both roads and sidewalk infrastructure,
Solutions
adherence to O. Reg 588/17 with expected completion by June 2022.The team is
currently working with FM to scope their asset
management plan. The end date for the entire project
has been extended to 2023 from 2022.
BP13 Concur Invoice Automation Lisa Dueck 2023 Currently gathering project requirements including
Invoice management solution to pricing and resourcing, with a tentative project start
Financial
fully digitize AP processes. Includes
date in fall 2022.
Operations
invoice capture, tracking, approvals
and enhanced reporting for spend
analysis.
BP14 E-invoices for Miscellaneous Lindsey Taylor 2022 The e-invoicing project is progressing with work
Receivables underway. Collaboration with staff to refine the
Revenue
Customers are frequently solution will continue in the coming months with the
requesting e-invoices for
goal to implement the e-invoicing solution in Q4 2022.
Miscellaneous Receivables which
represent services that are
financial system (SAP). Examples of
services 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.
BP15 Mobile Time Entry Jason Winter 2022 Great progress has been made during Q1 of 2022 with
the overall solution set. Collaboration underway to
Implement mobile time entry for Asset Management
understand and implement solution for the
operations, eliminating the need & Business
complexities of many business processes. On track for
for paper-based timesheets. Solutions
first phase of implementation in fall of 2022.
Development Charge (DC) & DC Study and Bylaw posted online in March and
BP16 Ryan Hagey 2022
Community Benefits Charge (CBC) presented to Council in April. Report will be
Financial Planning
Studies considered by Council in May, and pending approval,
& Reporting
new rates will be effective July 1, 2022.
charges study and investigate
whether the City should prepare a
community benefits charge study.
9
Financial ServicesProject ManagerCompletionProgress Update
BP17 Long Term Financial Plan Ryan Hagey 2022 Investment policy completed and approved in April
Implementation 2021. Work underway to consider which additional
Financial Planning
policies to move forward in 2022 (e.g., debt policy).
Implement/consider recommended & Reporting
actions identified as 2020 items in
the Long-Term Financial Plan.
BP18 Point of Sale and Expansion of Saleh Saleh 2023 Expansion of Payment Options for Utility and Property
Tax customers went live February 2021. The next
Payment Options
Revenue
phase of the project will see expansion of payment
Replace the existing Point of Sale
options for Business Licensing, Building Permit,
system, which is past its life cycle,
Planning and Miscellaneous Receivable services with a
and expand payment options for
planned go-live for fall of 2022. The Point-of-Sale part
various services.
of the project is planned for 2023 to potentially align
with the proposed centralized City Hall customer
service counter.
Infrastructure Services Project Manager Completion Progress Update
Project charter and project plan have been developed
BP19 Water Infrastructure Program (WIP) Bu Lam 2023
and will be reviewed and approved by the Steering
Undertake an assessment of the Sanitary &
Committee in April 2022. Project Advisory Team will
Water Infrastructure program Stormwater
be compiling data and performing analyses
originally completed in 2017 and Utilities
throughout 2022 to support the WIP review.
review for the next 5 years. This will
inform the long-term maintenance
and renewal strategy for water
infrastructure (water, sanitary and
stormwater) l to ensure continued
safe, reliable and efficient service
delivery.
BP20 Sustainable Urban Forest Strategy Josh Shea 2023 Council endorsed 10-year capital funding to extend
work with REEP Green Solutions. Funding has been
(SUFS) Implementation
Parks &
doubled and work is targeted to support the
Cemeteries
Continue to implement the SUFS by
objectives of the Tree Canopy Target.
providing grant funding to REEP
Green Solutions to partner on
Planning has been initiated for the planting of trees in
private tree planting and
parks as part of the 2022 and 2023 work program.
stewardship and planting 400 trees
in parks before the end of 2023 to
replace trees lost through EAB,
storms and other events.
The first quarter of 2022 focused on key initiatives to
BP21 Facilities Infrastructure Program Beatrice Powell 2022
further support and drive evidence-based facilities
Conduct a comprehensive review of Facilities
capital planning. Facilities capital budget re-
facility infrastructure needs to
Management
structuring, which supports a needs based / state of
incorporate building condition
good repair approach to capital project planning is
assessments, sustainability
complete. An FCM grant will support development of
opportunities, and accessibility
an asset management framework specific to facilities.
needs to identify current gaps and
In combination with facilities asset data, the
inform long-term maintenance and
framework will support Provincial requirements for
capital improvement strategies to
Asset management planning for municipal
address the infrastructure deficit.
infrastructure.
10
Infrastructure ServicesProject ManagerCompletionProgress Update
Rehabilitation of City Hall Outdoor Construction continued throughout 2021 and Phase 1
BP22 Lynda Stewart 2022
Spaces Construction Phase 1 and of Carl Zehr Square construction will be completed in
Facilities
June 2022. Phase 2 work on Duke and Young Streets
Phase 2
Management
will begin in spring 2022 and conclude by late fall
Complete construction associated
2022.
with the rehabilitation of City Hall
Outdoor spaces.
BP23 Implementation of Significant Parks Niall Lobley 2022 RBJ Schlegel Phase 2 continues with the washrooms
Projects nearing completion and groundwork beginning on
Parks &
Phase 2 parkland infrastructure.
Complete construction of RBJ Cemeteries
Schlegel Park phase 2, Westwood Westwood Park and Brubacher Parks are at tender.
Park and Brubacher Parks. Parkland improvements at Wilson are being
implemented through the Montgomery Creek works,
Tender and award work at Alpine,
and designs are completed at Alpine, Vanier and
Vanier/Traynor/Wilson and
Shoemaker parks for construction in 2022.
Shoemaker Parks.
Public Engagement has begun for
Initiate engagement at
Oaten/Fergus/Idlewood and Kinzie Parks.
Oaten/Fergus/Idlewood and Kinzie
Parks.
Implementation of the Federal Nick Gollan Work is progressing as planned on WIP utility
BP24 2026
Disaster Mitigation and Adaptation replacement projects (full reconstructions) and
Sanitary &
Fund (DMAF) engagement continues on multiple parks and
Stormwater
Plan and execute stormwater stormwater facility projects. Rehabilitation of
Utilities
management infrastructure projects Montgomery Creek near Wilson Park will commence in
across the city to leverage the DMAF 2022, and current work in Shoemaker Creek will be
grant funding and advance the completed later this year. Additionally, design work is
implementation of the 2016 planned to commence for 10+ creek and pond projects
Integrated Stormwater Management
in 2022.
Master Plan.
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