HomeMy WebLinkAboutCAO-2023-020 - 2022 Business Plan Year-End Progress Report and Recommended 2023 Business Plan Project List www.kitchener.ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 9, 2023
SUBMITTED BY: Kathryn Dever, Director, Strategy and Corporate Performance,
519-741-2200 ext. 7370
PREPARED BY: Kathryn Dever, Director, Strategy and Corporate Performance,
519-741-2200 ext. 7370
WARD(S) INVOLVED: All Wards
DATE OF REPORT: December 20, 2022
REPORT NO.: CAO-2023-020
SUBJECT: 2022 Business Plan Year-End Progress Report and Recommended 2023
Business Plan Project List
RECOMMENDATION:
That the 2023 Business Plan Project List in Appendix B to Report CAO-2023-020 be
approved, subject to 2023 budget approval.
REPORT HIGHLIGHTS:
The purpose of this report is to present the 2022 Business Plan Progress Report from
August 31 to December 31, 2022, and an update on the 2019-2022 Strategic Plan Actions.
Of 25 of Strategic Plan Actions, 4 were completed in 2022, an additional 1 since the August
update, with the majority of remaining Actions to be achieved in 2023.
Of 24 Business Plan projects, 8 were completed in 2022, 8 are on track to meet scheduled
end dates at this time; the balance are delayed, have not started, or were cancelled.
Eight projects have been completed since the August progress report including: Huron
Community Centre, Setting and Communicating Service Levels, Fire Station 8 Location
Study, Budd Park Strategy, Demographic Data Collection Strategy, Launch of the RISE
Fund for Black, Indigenous & Racialized groups, and Facilities Infrastructure Program.
The 2023 Business Plan projects list was prepared with an eye to continue or complete work
on 2019-2022 Strategic Plan actions and 2022 Business Plan commitments, and adding
new Business Plan projects only for key items identified in the 2023 Budget process.
There are no financial implications arising from this report, provisions for operating and
capital funding for Strategic Plan Actions and Business Plan projects have been included
in the 2023 Budget, including for one new Business Plan project.
in advance of the committee meeting.
This report supports
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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 both Strategic Plan
Actions and other high priority projects identified by Council and staff, and progress is reported
three times per year.
REPORT:
2022 saw Kitchener continue to respond to the COVID-19 pandemic, while also shifting to
recovery to reopen facilities and restore those programs and services which had been paused.
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, and creating a sense of connection for residents to the extent possible. To achieve
these priorities, staff took complementary and innovative approaches to modernize service
delivery and improve efficiencies. Building on innovations, adaptations and successes from the
early stages of the pandemic, with many staff continuing to work from home, providing more
services online, offering programs in virtual formats, and continuing to provide centralized
service at City Hall. While some of the service delivery changes were temporary to address
pandemic restrictions, many will remain in place and provide long-term benefits in service
efficiency and effectiveness.
Through this challenging time, staff demonstrated resiliency and made progress on 2022 project
commitments, with significant progress and accomplishments delivered. Council can be proud
of how staff adapted to the challenges of the pandemic and continued to deliver on community
priorities outlined in the Strategic Plan, as well as Business Plan projects.
Overall Status of Strategic Plan Actions
Staff continued to make progress toward the 2019-2022 Strategic Plan, while the organization
is in a transition period between Strategic Plans continuing to deliver on previous commitments
while defining our next Strategic Plan. As illustrated in the following visual,17 of the 25 current
Strategic Plan Actions are complete as of December 31, 2022, with 1 new completion since the
August progress update. Notably, Environmental Leadership and Great Customer Service
Actions have been accomplished.
Staff remain committed to deliver on the remaining 8 actions in the current Strategic Plan, with
the majority planned for 2023 completion at this time, with one planned for 2025 that is aligned
with a school board partnership and funding timelines. A full summary of Strategic Plan Actions
status is included in Appendix A (Part A); note that some Actions are comprised of more than
one specific project.
Strategic Plan Actions Completed in 2022:
Leverage the Energy Efficiency Reserve Fund
Tree Canopy Target
Waste Diversion Strategy to increase waste diversion in public spaces/events
Huron Brigadoon Area School / Community Centre Construction
Set and Communicate Service Levels for frequently accessed services
Strategic Plan Actions Still in Progress with Planned Completion:
Bikeshare Program (2023)
Protected Cycling Network Connected to the Downtown (2023)
Pedestrian-First Plans for Gaukel Street and Kitchener Market (2023)
Incubator, Accelerator and Co-Working Space Network (2023)
City-Owned Property Review (2023)
Downtown Vision and City-Owned Property Brought to Market | Innovation District
(Bramm Yards) Master Plan | Civic District Master Plan (2023)
New Rosenberg Community Centre/School Business Case (2025) | Open Space
Strategy (2023)
Arts and Culture Plan (2023)
2022 Business Plan Progress Update
one or more of the following: high impact/visibility/budget impact, outside of core service, and
transformational. In 2022 a total of 24 projects were planned, of which 8 were completed and 8
are on track with new end dates; a number of projects are delayed and several were cancelled
and removed from the Business Plan because they will not move ahead due to timing, staff
resource or other constraints. In terms of planned 2022 completions, based on timing
adjustments previously reported in April and August, 11 projects were expected to be completed
in 2022; of which 7 have been completed (as well as 1 ahead of schedule), while 4 are delayed.
A full summary of Business Plan Projects status is included in Appendix A (Part B) and the
following graphs summarize theprogress visually:
Status of All 2022 Business Plan
Projects
1, 4%
3, 13%
8, 35%
3, 13%
8, 35%
/ƚƒƦƌĻƷĻķhƓ ƩğĭƉ5ĻƌğǤĻķ/ğƓĭĻƌƌĻķbƚƷ {ƷğƩƷĻķ
Business Plan Project Completion Highlights Since the Last Update:
Fire Station 8 Location Study
This study focused on identifying potential sites for Fire Station 8,
including an analysis of response times based on an eight-station
model, and was completed and presented to Council.
Budd Park Strategy
This strategy, which examined potential sites and estimated costs to
relocate the recreational assets at Budd Park, and compared costs
to the economic benefits of using the park for employment lands, has
been completed. Next steps include a report to Council in 2023 for
further direction.
Demographic Data Collection Strategy
This project focused on collection of community demographic data to
help identify and remove systemic barriers in City programs and
services. Standard data is now being collected in a number of areas
including Engage Kitchener online surveys, applications for
volunteers, advisory committees and boards, and customer service
satisfaction surveys. Future areas of focus include delegates to
Council and grant applications, and job applications.
Launch of the Grant Program for Black, Indigenous & Racialized groups (RISE Fund)
In 2022, more than $300,000 in RISE funding was requested, with
approximately $96,000 available for distribution and awarded to local
organizations; this allocation has been increased to $100,000 for the
remaining two years of the RISE fund pilot (2023 and 2024).
Facilities Infrastructure Program
The project reviewed facility infrastructure needs to identify gaps and
inform long-term maintenance and capital improvement strategies.
Program outcomes have been incorporated into ongoing core service
processes to support capital project and program implementations,
and address the infrastructure deficit, accessibility, sustainability, and
provincial requirements for asset management planning.
Recommended 2023 Business Plan Project List
While the City is in a transition year delivering on commitments from the previous Strategic Plan,
and defining the next Strategic Plan, the 2023 Business Plan projects list was prepared with an
eye to continue or complete work on 2019-2022 Strategic Plan Actions and 2022 Business Plan
commitments, and adding projects only for key items identified in the 2023 Budget process; the
only new project pending Budget approval is the Lodging House Policy/Process. The list of
projects is included below with more detail provided in Appendix B:
Strategic Plan Actions:
Bikeshare Program
Protected Cycling Network Connected to the Downtown
Pedestrian-First Plans for Gaukel Street and Kitchener Market
Incubator, Accelerator and Co-Working Space
City-Owned Property Review
Downtown Vision and City-Owned Property Brought to Market
Innovation District (Bramm Yards) Master Plan
Civic District Master Plan
New Rosenberg Community Centre/School Business Case
Open Space Strategy
Arts and Culture Plan
Business Plan Projects:
City Hall Customer Service Counter
Cameron Heights Pool Feasibility Study
New Greenhouse Gas Emissions Reduction Target(s)
Lodging House Policy and Process
Asset Management Planning
Concur Invoice Automation
Point of Sale and Expansion of Payment Options
Budget System Implementation
E-invoices for Miscellaneous Receivables
Rehabilitation of City Hall Outdoor Spaces Construction Phase 1 and Phase 2
Indoor Recreation Complex at RBJ Schlegel Park Design & Construction
Sustainable Urban Forest Strategy (SUFS) Implementation
Implementation of Significant Parks Projects
Cemeteries Strategy
Water Infrastructure Program
Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)
STRATEGIC PLAN ALIGNMENT:
This report supports
FINANCIAL IMPLICATIONS:
Capital Budget provisions for capital funding for Business Plan projects have been included in
the 2023 Budget.
Operating Budget provisions for operating funding for Business Plan projects have been
included in the 2023 Budget.
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting, and a visual progress update page on the City website for 2019-
2022 Strategic Plan Actions has been updated to reflect current progress.
PREVIOUS REPORTS/AUTHORITIES:
CAO-20-008 2021 Business Plan Year-End Progress Report and Recommended 2022 Business
Plan Project List
CAO-2022-163 2022 Business Plan - April Progress Report
CAO-2022-420 2022 Business Plan - August Progress Report
APPROVED BY: Jonathan Lautenbach, CFO and Acting CAO
ATTACHMENTS:
Appendix A: 2022 Business Plan Progress Report as of December 31, 2022
Appendix B: 2023 Business Plan Project List
1
-
Gaukel
ŷĻ ƦƩƚƆĻĭƷ
bike and e
West and
-
underway in
an e
or of
King Street
is now complete on
between
and events, including Christkindl.
k
Progress Update
bloc
with Neuron Mobility are
the
Street, Chapel Street and Breithaupt Street.
and
,
de more time to coordinate with the Region of
Through an RFP process, Neuron Mobility has been selected as the preferred operatscooter share system in the Region. Contract negotiations anticipation of launching the shared micromobility
service in Spring 2023. Phase two construction is completed with new separated bike lanes on Queen Street, Ontario Street and Cedar Street and neighbourhood bikeways on Lancaster The
tender for phase three construction on Margaret Avenue and Otto Street has been awarded and work will begin in the spring of 2023. Construction for Duke Street was delayed to a fourth
phase in 2024, to proviWaterloo on their portions of Duke Street.ĻƓķ ķğƷĻ ŷğƭ ĬĻĻƓ ĻǣƷĻƓķĻķ Ʒƚ ЋЉЋЍ ğƓķ Ǟźƌƌ ĬĻ ƩĻƦƚƩƷĻķ ğƭ ƭǒĭŷ źƓ ƷŷĻ ƓĻǣƷ ƭƷğƷǒƭ ǒƦķğƷĻ͵Gaukel Street continues to
host numerous informal gatherings, marketsProcurement is underway to further animate Gaukel Street into a hub of activity and commerce, thanks to a successful grant application. Charlie
West condominium construction Street
Status
On Track Delayed On Track
333
31, 2022
202202202
Completion
)
December
dates
as of
Project Manager
Ivan Balaban Transportation Services Darren Kropf Transportation Services Darren Kropf Transportation Services
completion
First Plan
-
and 2023
Progress Report
Project
2022
(
Bikeshare Program Implement a bikeshare service in which bicycles are made available for shared use to the public in an effort to adfollowing a feasibility study to determine the most
appropriate system.Protected Cycling Network Connected to the Downtown Install a continuous and protected cycling network that connects adjacent neighbourhoods to the downtown by 2022.1.5.1
Pedestrianfor Gaukel Street Develop plans to prioritize pedestrians over other travel modes on Gaukel Street.
Business Plan
2022
Friendly Transportation
-
first streets
Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected.
-
Statement
Strategic Plan Actions
:
:
1
oal
Strategic Plan Action
People G
Encourage and incentivize Install a continuous and Develop a plan to create
art
1.2 alternative modes of transportation by developing and subsidizing a bikeshare program by 2021. 1.3 protected cycling network that connects adjacent neighbourhoods to the downtown
by 2022.1.5 pedestrianbetween Victoria Park and City Hall and
Appendix A:
P 1.
2
events
29
into a
.
ted in shorter
and accessible
,
resul
urb alignment
, including a concert
ways
C
transformed
sources.
has been
Progress Update
Progress Update
pedestrian crosswalks at the King Street
he
oriented space, with further amenities to
t
-
at
Charles Street Westpedestriancome in the spring of 2023.Market programming utilized Eby Street for and Market days throughout 2022organized by a local business on Eby StreetProcurement
of traffic control materials for frequent opening and closing of the street is completed, with installation in the spring of 2023. changesand Cedar Street intersection have walking
distances across the roadtactile plates added, along with upgraded concrete to replace cracked sidewalks.
This project was completed as of the April 2022 status update.This project was completed as of the April 2022 status update.
Status
Status
On Track
Completed Completed
tion
2023
20222022
Completion
Comple
-
Shea
Project Manager
Darren Kropf Transportation Services Project Manager
Anna Marie Cipriani AdminDevelopment Services Josh Parks & Cemeteries
First
-
Kitchener
Project
Project
ofit projects on City of
1.5.2 PedestrianStreet Plan for Market Develop plans to prioritize pedestrians over other travel modes between the Kitchener Market ION station and Kitchener Market.Leverage the Energy
Efficiency Reserve Fund Leverage the fund to undertake energy efficiency retrKitchener assets and capture and reinvest operating savings to pay capital costs.2.4.1 Tree Canopy Target
Review the current canopy cover and set an achievable target based on best
StatementStatement
Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural re
Strategic Plan Action
Strategic Plan Action
Starting in 2019, leverage Implement the Sustainable
Environmental Leadership Goal:
between the ION and Kitchener Market by 2022.2.2 the Energy Efficiency Reserve Fund and other resources to reduce consumption and emission at our facilities and in our operations.2.4
Urban Forest Strategy with a focus on establishing a tree canopy target by 2020 and
2.
3
at 2 King
with an
and Retail
niversity of
U
leased space within
-
focused)
the
expected to open in Q1
new incubation space
taff continue to work
Staff continue to explore
; s
oals.
G
of the
and it is
Innovation Arena
erway
and great places to live.
Progress Update
Progress Update
Health
evelopment
D
has begun
; business cases will be prepared for Council
s
easing is und
on the design of the City
est
; l
W
2023
aterloo (UW)
ustainable
A building permit was issued for Wexpected 2023 opening datewith UW the Arena. Construction(SStreet offunding opportunities to support Food Incubator
This project was completed as of the April 2022 status update.
Status
Status
Completed On Track
tion
20222023
Completion
Comple
pment
Project
o
Manager
l
e
v
Cory Bluhm Economic Development
e
Project Manager
Anna Marie Cipriani AdminDServices
run
-
Project
Project
Working Space
cturing and
-
practices as well as constraints such as land availability, quality of soil, etc. in order to guide ongoing and future investment in tree planting, protection and maintenance.Waste Diversion
Strategy: Increase Waste Diversion in Our Public Spaces and Events Expand the Waste Diversion Station to all Cityevents with large volunteer involvement, and evaluate expanded waste
diversion stations at events, parks and public facilities.3.2.2 Incubator, Accelerator and CoNetwork Lease all spaces in the Creative Hub, explore the potential to facilitate a Food
Incubator with a business case pending, and explore partnerships for the development of manufa
.
.
tech industries
-
StatementStatement
Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts and culture,
Vibrant Economy
:
2021 for the food
Strategic Plan Action Strategic Plan Action
h/med
-
oal
wide network of
3.
Reduce waste diverted to Foster the creation of a
-
G working spaces by
-
eliminating the current (2018) tree planting backlog by 2022 2.5 landfills by implementing new diversion programs at our facilities and events by 2021.3.2 cityincubators, accelerators
and cocompleting the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019manufacturing and healt
4
,
to work
is
.
are
at 44 Gaukel
s.
The City
Staff
.
ackground
was selected and
roader community
to be presented
Charles Street Terminal
as a result of the passing
Initial b
owned land
plan is being developed
.
comprehensive review of all
-
.
he Group
Health Innovation Arena
call for community members
, with b
; t
The Creative Hub
W
.
planned
% leased.
3
5
Progress Update
9
anticipated to start in 2023
, and a
implications
commencement of community
in 202
e
report is
A
2023.as noted above
currently
s are underway
is
City staff continue to assess options for
nticipat
a
engagement
owned properties is in process.
continue.
-
community engagement
considerationStreet Initial focus has been on identifying supportive housing sites. Land assessment criteria have been established by staff, and a Citydetermining any of Bill 23.Council
in Council endorsed the process to develop a new downtown visionto be part of a Downtown Community Working Group was launched in Marchmeetingengagement expected in early 2023currently
working with the Region on the redevelopment of the former lands.affordable housing on CityAwith Development of the Ucontinues Staff engagement in Q3 of 2023, following the completion
of a new Downtown Visionwill
Status
On Track On Track On Track On Track
3
202202320232023
Completion
Project
Manager
Brian Bennett Economic Development Brian Bennett Economic Development Cory Bluhm Economic Development Cory Bluhm Economic Development
ould be
owned
-
ovation District
t opportunities,
owned
-
tech industry
-
Project
Owned Property ReviewOwned Property Brought
--
health/medincubators. City Complete a comprehensive review of cityproperties by 2020 to determine how they ceffectively used to advance city strategic objectives.3.5.1 Downtown Vision
and Cityto Market Develop a vision for downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopmenwith one new cityproperty brought to market
by 2022.3.5.2 Innovation District (Bramm Yards) Master Plan Finalize the Inn(Bramm Yards) Master Plan by 2022.3.5.3 Civic District Master Plan Finalize the Civic District Master Plan
by 2022.
comprehensive
owned
-
s) Master Plan by
Statement
owned property
-
Strategic Plan Action
Complete a Develop a vision for
3.4 review of cityproperties by 2020 to determine how they could be effectively used to advance city strategic objectives. 3.5 downtown Kitchener and continue to position downtown Kitchener
as a leading destination for redevelopment opportunities, with at least one new citybrought to market by 2020. Finalize the Innovation District (Bramm Yard2021 and the Civic District
Master Plan by 2022.
5
ğƓķ The
.
August
Ќ
law and
5
will be
-
in
entre is
ase
C
c
the
January 2023.
siness
u
engagement and
b
The
Spaces strategy, by
completing a needs
approved by Council
the
with anticipated completion by
;
,
Community
for consideration in
Progress Update
& supporting our diverse populations &
for Rosenberg Community Centre is
.
currently
quarter of 2022.
is underway
documents were
fourth
A consultant is assessment and business case to outline requirements for an addition to Mill Courtland Community Centre. planningthe brought to Council ŷĻ ƦƩƚƆĻĭƷ ĻƓķ ķğƷĻ ŷğƭ ĬĻĻƓ
ĻǣƷĻƓķĻķ Ʒƚ ЋЉЋǞźƌƌ ĬĻ ƩĻƦƚƩƷĻķ ğƭ ƭǒĭŷ źƓ ƷŷĻ ƓĻǣƷ ƭƷğƷǒƭ ǒƦķğƷĻ͵ The Minister of Education announced that funding for the construction of a school in the South Estates/ Rosenberg
subdivision has been approved. The anticipated construction period is 2023 to 202engagement planscheduled to begin in early 2023. ŷĻ ƦƩƚƆĻĭƷ ĻƓķ ķğƷĻ ŷğƭ ĬĻĻƓ ǒƦķğƷĻķ Ʒƚ ЋЉЋЎ ŅƩƚƒ
ЋЉЋЏ ğƓķ Ǟźƌƌ ĬĻ ƩĻƦƚƩƷĻķ ğƭ ƭǒĭŷ źƓ ŅǒƷǒƩĻ ƭƷğƷǒƭ ǒƦķğƷĻƭ͵Project is completed and the Community open and activepark and open spacespolicy
Status
Delayed Delayed Completed On Track
ion
6
202220220222023
Complet
er
&
Project
Manag
Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services Mark Parris Parks Cemeteries
needs assessment
Project
ll Courtland
4.4.1 MiCommunity Centre ExpansionBusiness Case Complete a and business case to determine the requirements for an addition to the Mill Courtland Community Centre.4.4.2 New Rosenberg
Community Centre/SchoolBusiness Case With the Catholic School board, complete a needs assessment and business case to determine the requirements for a joint community centre/school
in the Rosenberg area. 4.4.3 Huron Brigadoon Area School / Community Centre Construction Construct a joint school/community centre in the Huron Brigadoon area, in partnership with the
Waterloo Region District School Board.4.4.4 Open Space Strategy Develop an open space strategy to explore the value
by 2021
Statement
Caring Community
:
Strategic Plan Action
oal
4.
Better utilize existing
G helping to make housing affordable.
4.4 facilities, provide relevant programming at community centers, and support equitable distribution of leisure programs and resources across neighbourhoods. Start work on the Mill
Courtland Community Centre expansion by 2020and the Rosenberg Community Centre by 2021. Complete the Huron Brigadoon Community Centre Complete an Open Space Strategy by 2021.
6
,
-
, in
(as
,
-
on
is
. Key
and
considered
s underway
e
rts and Culture
early 2023.
Bloomberg
relationship
periodically
are available publicly
begin
and
Engagement
ch are being
have provided input
currently underway. In
concluded in June
2023.
-
nterviews are currently
, whi
ities of Cambridge and
c
roups will ome in), and
); i
inclusive,
, along with the
directions for the A
Progress Update
.
form
to conduct stakeholder consultation
findings
website and will be communicated to
strategic
interviews, focus groups and an online
pilot programs
-
a deliberate, outcomes and economic analys
eholder consultation
and over 2000 people
retained
one
-
Bloomberg Harvard City Leadership Program
stak
ngagement
one
2022. quality of park and open spaces and work will continue through to midgoingthrough building approachThe which the City participated to support development of the Arts and Culture
Plan,outcomes include a public value statementpotentialin collaboration with the Waterloo and the Region of Waterloo, Environics has been (engagement platunderway and focus gEHarvard
will inform Plan.Service levels for the priority areas identified in the strategic plan have been set andon the residents through our Corporate Contact Centrecalls for these issues
c
Status
Completed
On Track
ion
2022
2023
Complet
Emily Robson Economic Development
Project Manager
Jana Miller Corporate Customer Service
-
-
planned,
Project
Culture Plan
of open spaces, how they function, are maintained, and managed, and including a review of permitted uses in parks. Arts and Develop a new and inclusive Arts and Culture Plan by engaging
a broad crosssection of the community including the arts and creative industry sector and multicultural communities.
Set and Communicate Service Levels Set clearly communicated and specific service levels for frequently asked about or accessed City services, including: tree maintenance, parking, property
standards
-
-
Customer Service
Statement
:
oalStrategic Plan Action
Engage a broad crossSet clearly communicated
Great G
4.5 section of the community including the arts and creative industry sector and multicultural communities to develop an inclusive arts and culture Plan by 2021.5.4 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.
5.
7
have
in the spring
dvisory
Corporate
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a
and the final
and
taff at four open house
begi
ŷğƭ ĬĻĻƓ ĻǣƷĻƓķĻķ Ʒƚ
s
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and working groups
,
pated to
i
Next steps include bringing a
Progress Update
antic
based on feedback
Progress Update
mplex moves including Revenue and the
ŷĻ ƦƩƚƆĻĭƷ ĻƓķ ķğƷĻ
o
for review and comment
include staff review of the report to determine
were made
(CLT)
was approved by CLT. Next steps are for the project with construction
ervice area staff and management,
for the most c
s
sign concepts were shared with
djustments
concept
; a
Staff are undertaking a wayfinding study to determine
tailed de
Status
ommittee,
A Fire Station Location Study was completed in August 2022 to determine the optimal location for Fire Station 8. DecLeadership Teameventsdesign to go to tender2023.customer flows and
signage requirementsbegun plansCorporate Contact Centre.ЋЉЋЌ ğƓķ Ǟźƌƌ ĬĻ ƩĻƦƚƩƷĻķ ğƭ ƭǒĭŷ źƓ ƷŷĻ ƓĻǣƷ ƭƷğƷǒƭ ǒƦķğƷĻ͵Strategy development is complete.report to Council in 2023 for further
direction. in August. Next stepsif there is a feasible recommendation to bring forward to senior leadership at the City and School Board. This project will be
ion
Status
Complet
Completed Delayed Completed Delayed
ion
2022202220222022
Complet
Project Manager
-
by Department
King
Cheyne
Project ManagerElin Moorlag Silk AdministrationCommunity Services Jana Miller Corporate Customer Service Bob Sport Patrick Sport
Project
-
uding
the
complaints, snow clearing and grass cutting by 2022.
end work
-
Business Plan Projects
person services at
-
Status of
:
Statement 2
Community ServicesFire Station 8 Location Study Identify potential sites for Fire Station 8, including an analysis of response times based on an eightstation model. City Hall Customer
Service Counter Centralize all inCity Hall to one service counter located on the main floor, inclthe addition of a backarea to provide customer service support. Budd Park Strategy
Identify potential sites and estimated costs to relocate the recreational assets at Budd Park and compare the costs to the economic benefits of usingBudd Park for employment lands.Cameron
Heights Pool Feasibility Study Collaborate with the Waterloo Region District School Board to
art
Strategic Plan Action
P
BP01BP02BP03BP04
8
,
oards
b
racism Advisory
-
entre facility
and was well
olunteer
c
, v
Going forward, this
legates to Council and
.
ŷĻ ƦƩƚƆĻĭƷ ĻƓķ ķğƷĻ
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ŷźƭ ƦƩƚƆĻĭƷ ŷğƭ ĬĻĻƓ
egion
.
r
Other areas of focus
.
ons
ommunity
ommittees and
c
c
Equity and Anti
,
s was offered in partnership with
year strategy
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-
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.ǒƭźƓĻƭƭ tƌğƓ͵
profit
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-
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core
Progress Update
prior to the second intake for RISE grants.
ğƓķ Ǟźƌƌ ĬĻ ƩĻƦƚƩƷĻķ ğƭ ƭǒĭŷ źƓ ƷŷĻ ƓĻǣƷ
Progress Update
Ќ
rant applications
g
Engage Kitchener online surveys
pplications for
ƓķĻķ Ʒƚ ЋЉЋ
ommunity free grant writing workshop tailored for Black,
c
and racialized non
, a
a
,
continue as part of
, and
ing areas:
will
ustomer Service satisfaction surveys
undertaken at a future time to be determined.ŷğƭ ĬĻĻƓ ĻǣƷĻƭƷğƷǒƭ ǒƦķğƷĻ͵ This project was completed as of the August 2022 status update.Timing of the study will be reassessed, as delays
have occurred due to COVID recovery and user group readiness.ĭğƓĭĻƌƌĻķ ğƓķ ƩĻƒƚǝĻķ ŅƩƚƒ ƷŷĻ Standardized demographic data continues to be collected in the followapplicationscrentalscoming
on stream for data collection include degrant applications, as well as job collection program will be a multiwork Based on recommendations from theCommitteeIndigenousKind Minds Family
WellnessThe workshop was the first of its kind in the
Status
leted
Status
Completed Comp
Completed Cancelled
ion
4
20222022
2022202
Completion
Complet
berry
Project Manager
Project ManagerSteve Kurevija / Asad Qureshi Facilities Management Jeremy Dueck Sport Sophia Stan Sophia Stanberry
Program for
mated costs to isolate the pool
ice time to determine the timing
Corporate Services Demographic Data Collection Strategy Develop a strategy for the collection of community demographic data to guide the identification and removal of systemic barriers
in City programs and services.Launch of the Grant Black, Indigenous & Racialized groups (RISE Fund)Implementation of a new community grant program for
Community Services determine the renovations and estioperation from the school operation to preserve a recreational asset in the downtown core.Indoor Recreation Complex at RBJ Schlegel
Park Business Case & Conceptual Design Engage community residents/stakeholders in a needs assessment and business case to determine the elements to be included in the new pool.Ice Demand
Study Evaluate ice user needs and trends for of a new arena.
BP05BP06 BP07BP08
9
staff
),
0
.
different
e
applications
Partners for
workshops were
endorsement.
CorCAP 2.
emissions baseline
evaluat
are anticipated to be
completing a corporate
2016 and
internal
by
$180,000 submitted for $96,000 in funding
argets
2
renewed
the
to build on previous energy
Municipalities
. T
and
1
from kicked off in October, with project
work
totaling
consideration and
setting
retained
the
and
he full program funding was awarded to
,
s allocation has been increased to
; t
Progress UpdateProgress UpdateProgress Update
conduct modelling
hi
In November 2022,
,
Milestones
The second round of RISE Fund
; t
applications
has been
and guide
2030 and 2050
forecast
,
for
Federation of Canadian
facilities
of the new solution
Council in 2023 for
scenarios.
the
consulting
the next Corporate Climate Action Plan (
August with
inventory
targets
the City
in
build support
to
renewing
o develop
received by participants. opened$50,000 of available fundingsix organizations. In total in 2022, more than $300,000 in RISE grant funding was requested, with approximately available
for distribution$100,000 for the remaining two years of the RISE fund pilot (2023 and 2024). TareClimate Change Program emissions reduction WalterFedy audits of GHG reduction held brought
before Implementation completion expected in 2023.
StatusStatus
Status
On Track
On Track
4
2022023
Completion
Completion
Completion
-
Project Manager
Project Manager
Anna Marie Cipriani AdministrationDevelopment Services Project ManagerDebbie Andrade Financial Planning& Reporting
Racism
-
house
-
)
of Kitchener met the
City
Corporate Services Black, Indigenous and Racialized groups, as a tangible deliverable of the Corporate Equity & AntiStrategy.Development Services New Greenhouse Gas Emissions Reduction
Target(s The previous Corporate Climate Action Plan (CorCAP) target of 8% absolute GHG reduction. Through this new project, a new/next generation CorCAP will be developed.Financial
ServicesBudget System Implementation Replace the existing Budget System, which was developed inmore than 20 years ago, with an external software solution.
BP09 BP10
10
.
ing
ğƓķ
Ќ
including
enable the
.
. Due to staff resourc
A consultant has been
accounting delayed the start of
.
Progress Update
progressing with work underway
ŷźƭ ƦƩƚƆĻĭƷ ŷğƭ ĬĻĻƓ ĭğƓĭĻƌƌĻķ ğƓķ ƩĻƒƚǝĻķ ŅƩƚƒ
ŷĻ ƦƩƚƆĻĭƷ ĻƓķ ķğƷĻ ŷğƭ ĬĻĻƓ ĻǣƷĻƓķĻķ Ʒƚ ЋЉЋ
Currently gathering project requirements and aligning
, project implementation will be slightly delayed to the first
invoicing project is
-
and the work is underway
.ǒƭźƓĻƭƭ tƌğƓ͵
he City was not successful in securing grant funding to
ollaboration with staff to refine the solution
Tproject to proceed. ƷŷĻ management plans (including Water) have been completed and engaged to assist in the development of a detailed asset managementplan Staffing and resources challenges
in this project.resources to move forward with the project in 2023 The ecchallengesquarter of 2023.Ǟźƌƌ ĬĻ ƩĻƦƚƩƷĻķ ğƭ ƭǒĭŷ źƓ ƷŷĻ ƓĻǣƷ ƭƷğƷǒƭ ǒƦķğƷĻ͵
Status
CancelledOn Track Not Started Delayed
2
TBD
20232023202
Completion
Project Manager Asset Management & Business Solutions Tom Margetts Asset Management & Business Solutions Lisa Dueck Financial Operations Saleh Saleh Revenue
-
mail.
-
etery sales.
modelling, real
invoices for
-
e
invoices for Miscellaneous
-
Financial ServicesClimate Event Sensor Implementation Investigating and initial implementation of climate sensors throughout the City to gain climate related data for time analysis,
and emergency response.Asset Management Planning Develop and publish two key asset management plans for Facilities and Water categories to support adherence to O. Reg 588/17 Concur
Invoice Automation Invoice management solution to fully digitize AP processes. Includes invoice capture, tracking, approvals and enhanced reporting for spend analysis. EReceivables
Customers are frequently requesting 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 CemProperty tax and utility accounts are not included in miscellaneous receivables. Completion of this project will allow customers
to receive invoices by e
BP11BP12BP13BP14
11
was completed in
ed at the new centralized
2022 status update.
ŷźƭ ƦƩƚƆĻĭƷ ŷğƭ ĬĻĻƓ ĭğƓĭĻƌƌĻķ
Business Licensing, Building Permit,
to
Progress Update
ŷźƭ ƦƩƚƆĻĭƷ Ǟźƌƌ ƷƩğƓƭźƷźƚƓ Ʒƚ ƷŷĻ CźƓğƓĭźğƌ
implementations.
will proceed in the future in consideration and alignment
Staff are currently validating project requirements to ensure
2022.
xpansion of payment options
The project with other system ğƓķ ƩĻƒƚǝĻķ ŅƩƚƒ ƷŷĻ .ǒƭźƓĻƭƭ tƌğƓ͵This project was completed as of the August 2022 status update.This project was completed as of the August EPlanning
and Miscellaneous Receivable services with fallseamless integration with services to be offercustomer service counter.hƦĻƩğƷźƚƓƭ ķźǝźƭźƚƓ ŅƚƩ ЋЉЋЌ͵
Status
CancelledCompleted Completed On Track
3
202202220222023
Completion
Project Manager Asset Management & Business Solutions Ryan Hagey Financial Planning& Reporting Ryan Hagey Financial Planning& Reporting Saleh Saleh Revenue
.
based timesheets.
Term Financial Plan.
-
-
Financial ServicesMobile Time Entry Implement mobile time entry for operations, eliminating the need for paper Development Charge (DC) & Community Benefits Charge (CBC) Studies charges
study and investigate whether the City should prepare a community benefits charge study Long Term Financial Plan Implementation Implement/consider recommended actions identified as
2020 items in the Long Point of Sale and Expansion of Payment Options Replace the existing Point of Sale system, which is past its life cycle, and expand payment options for various
services.
161718
BP15BPBPBP
12
fall
first
345 trees
planted in
of 2023.
emerald ash
support facilities
trees
71
, a total of
(
which
the first quarter
and capacity for private property
)
2022
Progress Update
business processes
Park Planting Program
total for
service
13 different parks. Planting was targeted in Wards 6 &
the
his was a strategic focus to begin increasing tree canopy
core
; t
As for
planted in
Green Solutions program partners have completed their fall
.
ongoing
eep
The project advisory team and subject matter experts are currently compiling data, performing analyses and developing the report. A draft of the WIP report is anticipated in Rplanting
and met their seasonal planting target with 112 planting. were planted in 7 in parks within neighbourhoods which had lowest tree canopy percentagebut also addressed previous canopy
loss as a result of borerFacilities Infrastructure Program outcomes have been incorporated into capital project and program implementations aimed at reducing infrastructure deficit,
accessibility needs, sustainability goals, and provincial requirements for asset management planning for municipal infrastructure.
Status
On Track On Track Completed
ion
3
20232023202
Complet
Project ManagerBu Lam Sanitary & Stormwater Utilities Josh Shea Parks & Cemeteries Beatrice Powell Facilities Management
(WIP)
tinued
vents.
term maintenance
-
to ensure conterm maintenance and
-
plementation
.
Im
corporate building condition
Infrastructure ServicesWater Infrastructure Program Undertake an assessment of the Water Infrastructure program originally completed in 2017 and review for the next 5 years. This will
inform the longand renewal strategy for water infrastructure (water, sanitary and stormwater safe, reliable and efficient service delivery Sustainable Urban Forest Strategy (SUFS) Continue
to implement the SUFS by providing grant funding to REEP Green Solutions to partner on private tree planting and stewardship and planting 400 trees in parks before the end of 2023 to
replace trees lost through EAB, storms and other e Facilities Infrastructure Program Conduct a comprehensive review of facility infrastructure needs to inassessments, sustainability
opportunities, and accessibility needs to identify current gaps and inform longcapital improvement strategies to address the infrastructure deficit.
BP19BP20BP21
.13
final
that
.
until Fall
the
with
s
will be
spring 2023
DMAF
Rehabilitation
in
, with
ƓƷ ƦğƩƉƭ
ğƓķ Ǟźƌƌ ĬĻ
Ќ
WIP
-
improvements to
and required corrective
sports courts
Brubacher and Westwood
for
Shoemaker Creek,
nticipated tender in early
͵ ŷĻ ƭźŭƓźŅźĭğ
; a
and the Bridgeport Dike.
treet entrance will reopen by
on schedule December 1
S
racking to a January completion
nearing completion
t
on Duke and Young Street
is
new stormwater facilities of various
Duke
ing
opened
with completion expected
pavement quality
the
uilding
eight
Progress Update
b
wrapping up for
early 2023; work has been slightly delayed by
onstruction
c
he ice rink
(full reconstruction).
the Walter Bean Trail
critical infrastructure protection projects in
work continu
construction
pring due to
account for
s
/22
is anticipated
reek, and several WIP utility replacement projects
workable weather conditions.
and one Schedule C municipal class environmental
and t
,
, with
seven
; it
ions of
,
to the
, which
within
Idlewood and Kinzie Parks engagement is continuing,
ŷĻ ƦƩƚƆĻĭƷ ĻƓķ ķğƷĻ ŷğƭ ĬĻĻƓ ĻǣƷĻƓķĻķ Ʒƚ ЋЉЋ
econstruction work is
r
Schlegel Phase 2
ashroom and Operations
onstruction work on Duke Street entrance and College Street is
onsultant teams have been hired for all of the non
Phase 1 (Carl Zehr Square and College Street) was completed in October 2022Cprogressingend of 20222023.RBJ wfor opening for the 2023 season. The outdoor delayed actions Parks are under
Design for Alpine/Vanier/Traynor Parks is finalized, with tender planned to be awardedscheduling archeological works currently in progress. Oaten/Fergus/concepts being finalized for
presentation2023. ƩĻƦƚƩƷĻķ ğƭ ƭǒĭŷ źƓ ƷŷĻ ƓĻǣƷ ƭƷğƷǒƭ ǒƦķğƷĻźƓĭƌǒķĻķ źƓ Ʒŷźƭ ƦƩƚƆĻĭƷ Ǟźƌƌ ĬĻ ǒƦķğƷĻķ ŅƚƩ ƷŷĻ ЋЉЋЌ .ǒƭźƓĻƭƭ tƌğƓ͵
Design and public engagement have started several sectCprojectscomplexitywatercoursesassessment on a significant creek naturalization project.and Montgomery Cstarted in 2021
Status
On Track Delayed On Track
ion
38
2
202022202
Complet
Campbell /
Project ManagerChris Asad Qureshi Facilities Management Mark Parris Parks & Cemeteries Nick Gollan Sanitary & Stormwater Utilities
leverage the DMAF
phase 2, Westwood
Construction Phase 1 and
Infrastructure ServicesRehabilitation of City Hall Outdoor Spaces Phase 2 Complete construction associated with the rehabilitation of City Hall Outdoor spaces.Implementation of Significant
Parks Projects Complete construction of RBJ Schlegel Park Park and Brubacher Parks. Tender and award work at Alpine, Vanier/Traynor/Wilson and Shoemaker Parks. Initiate engagement at
Oaten/Fergus/Idlewood and Kinzie Parks. Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)Plan and execute stormwater management infrastructure projects across
the city to grant funding and advance the implementation of the 2016 Integrated Stormwater Management Master Plan.
3
2
BP22BPBP24
Appendix B: 2023 Business Plan Project List
Part 1: 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 Manager Completion
1.2 Encourage and incentivize Bikeshare Program Ivan Balaban 2023
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.
to addr
determine the most appropriate system.
1.3 Install a continuous and protected Protected Cycling Network Connected to the Darren Kropf 2023
cycling network that connects Downtown Transportation
adjacent neighbourhoods to the Install a continuous and protected cycling network that Services
connects adjacent neighbourhoods to the downtown by
downtown by 2022.
2022.
1.5 Develop a plan to create
1.5.1 Pedestrian-First Plan for Gaukel Street Darren Kropf 2023
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.
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 2023
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
Development
downtown Kitchener as a leading
1
Strategic Plan Action StatementProjectProject Completion
Manager
destination for redevelopment Develop a vision for downtown Kitchener and continue
opportunities, with at least one new to position downtown Kitchener as leading destination
city-owned property brought to for redevelopment opportunities, with at least one new
market by 2020. city-owned property brought to market by 2022.
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 2023
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 2025
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.
Complete an Open Space Strategy by 4.4.4 Open Space Strategy Mark Parris 2023
2021. Develop an open space strategy to explore the value of Parks &
open spaces, how they function, are planned, Cemeteries
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.
2
Part 2: Business Plan Projects
Project Timeline to
New Project Continuing
Community Services
Manager Complete
Project
Project Title & Description
1City Hall Customer Service Counter Jana Miller 2023 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
Service
work area to provide customer service support.
2Cameron Heights Pool Feasibility Study Patrick King 2023 X
Collaborate with the Waterloo Region District School Board to Sport
determine the renovations and estimated costs to isolate the pool
operation from the school operation to preserve a recreational
asset in the downtown core.
Project Completion New Project Continuing
Development Services
Manager Project
Project Title & Description
3New Greenhouse Gas Emissions Reduction Target(s) Anna Marie 2024 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.
4Lodging House Policy and Process Garett 2023 X
Stevenson
Undertake a lodging house study including policy and process,
Planning
which
ŷźƭ ƦƩƚƆĻĭƷ źƭ ƦƩƚƦƚƭĻķ ŅƚƩ ЋЉЋЌ ğƓķ ƭǒĬƆĻĭƷ Ʒƚ ŅźƓğƌ .ǒķŭĻƷ
ğƦƦƩƚǝğƌ͵
Project Completion New Project Continuing
Financial Services
Manager Project
Project Title & Description
5Asset Management Planning Tom Margetts 2023 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
62023 X
Concur Invoice Automation Lisa Dueck
Invoice management solution to fully digitize AP processes. Financial
Includes invoice capture, tracking, approvals and enhanced Operations
reporting for spend analysis.
7Point of Sale and Expansion of Payment Options TBD 2023 X
Replace the existing Point of Sale system, which is past its life Financial
cycle, and expand payment options for various services. Operations
ŷźƭ ƦƩƚƆĻĭƷ ŷğƭ ƷƩğƓƭźƷźƚƓĻķ ŅƩƚƒ wĻǝĻƓǒĻ Ʒƚ CźƓğƓĭźğƌ hƦĻƩğƷźƚƓƭ͵
8Budget System Implementation Debbie 2023 X
Andrade
Replace the existing Budget System, which was developed in-
house more than 20 years ago, with an external software solution. Financial
Planning &
Reporting
9E-invoices for Miscellaneous Receivables Saleh Saleh 2023 X
Revenue
3
Customers are frequently requesting e-invoices for Miscellaneous
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.
Project Completion New Project Continuing
Infrastructure Services
Manager Project
Project Title & Description
Rehabilitation of City Hall Outdoor Spaces Construction Phase 1 Chris
10 2023 X
and Phase 2 Campbell
Complete construction associated with the rehabilitation of City Facilities
Hall Outdoor spaces. Management
Indoor Recreation Complex at RBJ Schlegel Park Design & Steve
11 2025 X
Construction Kurevija
Design and construct an indoor aquatic and turf facility at RBJ Facilities
Schlegel park utilizing the Integrated Project Delivery Method. Management
12 Sustainable Urban Forest Strategy (SUFS) Implementation Josh Shea 2023 X
Continue to implement the SUFS by providing grant funding to Reep Parks &
Green Solutions for private tree planting and stewardship, and Cemeteries
working to achieve the Tree Canopy Target with a focus on tree
replacement and planting in parks.
13 Implementation of Significant Parks Projects Mark Parris 2023 X
Complete construction of Westwood Park and Brubacher Parks. Parks &
Tender and construction for Alpine, Vanier/Traynor/Wilson and Cemeteries
Shoemaker Parks. Final design review, tender and construction for
Oaten/Fergus/Idlewood and Kinzie Parks
14 Cemeteries Strategy Trisha 2024 X
Bradshaw
Create a Cemeteries Strategy to provide a better understanding of
spatial, funding and community member needs, ensure the long-Parks &
term fiscal, social and environmental sustainability of cemetery Cemeteries
services over the next 25 years, and to guide the future operations,
cemetery burial sites.
15 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.
16 Implementation of the Federal Disaster Mitigation and Adaptation Nick Gollan 2028 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.
4