HomeMy WebLinkAboutDSD-2022-416 - Planning Services Customer Experience and Project Management Team Update
Development Services Department www.kitchener.ca
REPORT TO: Planning and Strategic Initiatives Committee
DATE OF MEETING: January 9, 2023
SUBMITTED BY: Garett Stevenson, Interim Director, Planning, 519-741-2200 ext.
7070
PREPARED BY: Janine Oosterveld, Manager, Customer Experience and Project
Management, 519-741-2200 ext. 7076
WARD(S) INVOLVED: All Wards
DATE OF REPORT: December 22, 2022
REPORT NO.: DSD-2022-416
SUBJECT:
Team Update
RECOMMENDATION:
For Information.
REPORT HIGHLIGHTS:
The purpose of this report is to provide an update on projects and services led by the
Customer since the establishment
of the new team structure in the Planning division.
Key findings:
o The Team has been critical to carry out process improvements to meet
provincial mandates to streamline development review and bring housing to
market efficiently.
o The Team has enhanced capacity for supporting affordable housing projects
and facilitating streamlined approval processes to bring affordable housing
projects to construction.
o A dedicated customer experience and project management function that
supports development review, customer and community engagement beyond
traditional planning division roles has been instrumental to adapt the work we
do to meet the changing needs of our community.
There are no direct financial implications to this report.
Community engagement included
This report supports Great Customer Service by enhancing customer experience online.
This report also relates to a Caring Community through the implementation of the
Housing for All strategy by facilitating a streamlined approvals process for affordable
housing projects. Additionally, this report supports the delivery of core services.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
BACKGROUND:
In 2021, the Planning division underwent a reorganization that led to the establishment of
the CustomerExperience&ProjectManagementTeamas one of the three
teams. The Team was established for the purposes of supporting customer service
excellence across the division through both core service delivery and undertaking larger-
scale strategic projects and programs that drive continuous improvement or require a
coordinated approach. The team consists of a full staff complement and includes: 1
Coordinator (Planning & Zoning Services), 2 Technical Assistants; 2 Planning Technicians;
2 Project Managers; and, 1 Program Assistant.
To prioritize the work of this new Team, Planning leadership engaged with Council through
a strategy session in August, 2021 (refer to DSD-2021-121). Key priorities included:
Affordable housing/sustainability concierge service for development applications
Enhanced support for development review
Implementing digital solutions
These priorities have been reflected in the T
along with other themes identified by members of Council including: enhanced customer
experience and community engagement priorities.
REPORT:
This report provides highlights for the current key areas of focus
and work to be initiated in 2023.
Core Service Delivery
Standardization and Documentation
Through the delivery of core service, the newly established team has prioritized
standardizing and documenting processes to achieve consistency in processing
applications and responding to general customer inquiries. To date this year, the Team
established or updated 20 standard operating procedures for services such as processing
sign permits and zoning occupancy certificates, affordable housing incentives and Planning
inquiries and appointments through the new temporary City Hall Service Centre.
General Customer Inquiries
Through the pandemic, the Planning team shifted to a Planner of the Day model with
scheduled planners and technical assistants responding to all inquiries in-person, by
telephone and email. The Team was instrumental in refining the system for coordinating
inquiries to reduce response times, particularly for telephone and email inquiries, so that
customers receive the information they need in a timely manner.
Concierge Service for Affordable Housing
To support the Development Review team and bring affordable housing projects to
construction quickly, t Project Managers have taken responsibility for processing
requests for development application and building permit fee exemptions offered as part of
affordable housing incentives program. As shown in Figure 1, since the inception
of the program in 2017, 21 fee exemption requests have been approved and 16 of these
projects have proceeded to site plan application or building permit issuance. To date this
year, 6 fee exemption requests have been approved.
Figure 1: Approved Fee Exemptions for Development Applications and Building Permits
Additionally, the Project Managers have begun to provide end-to-end concierge service for
recently submitted affordable housing development applications. This program will be
further expanded to include purpose-built rental housing in 2023 depending on the timing
and volume of new affordable housing applications.
Strategic Programs and Projects
Rapid Response to Provincial Direction
The following projects were initiated this year in response to new provincial funding or
changes to legislation:
Streamlining development approvals fund projects: The City received funding in
February of this year to support the streamlining development approvals to bring
housing to market quicker and established a work plan with 11 priority projects. In the
fall, the overall project management transitioned to this Team. Additionally, the Team
is supporting the implementation of several digital solutions including:
o An online appointment booking system for pre-submission consultations
and site plan review committee meetings to allow an applicant to select the
meeting time that works for their project team while getting the appropriate
staff involved. This is associated with the city hall queuing and booking system
led by the Corporate Customer Service team.
o An online public portal for applicants to submit and check on the status of
their development applications. A Project Manager in Planning is working
closely with the Project Manager in Technology Innovation Services to
integrate development processes into the technical design. This work is well
underway for site plan and pre-submission consultation applications and the
portal will expand to include all planning applications in the future.
o Electronic payment options both in-person and online are underway with
PIN pads now available for payment of select Planning fees at City Hall and
online options to be integrated with the online public portal project.
o A strategy for mobile technology for site inspections associated with
development applications is underway to acquire mobile technology to support
improved communication with the applicant and quicker documentation and
reporting to accelerate the release of site securities (e.g. tablets with
supporting software).
Bill 109 Zoning Bylaw and Official Plan Amendment application process review
(refer to DSD-2022-192 and DSD-2022-199 for background): As committed at the
April 25, 2022 Finance and Corporate Services Committee meeting, the Planning
team under the leadership of a Project Manager has established an action plan of
improvements to streamline the review process with the goal of achieving provincial
timeline targets (90 days for Zoning Bylaw Amendments and 120 days for Official
Plan Amendments). Most action items will occur at a staff level such as creating a
standard project management toolwith embedded timelines, reallocation of staff
resources to support engagement, and standardizing submission expectations
through updated or new Terms of Reference documents with roll-out starting in
January, 2023. Staff anticipate bringing forward a report before June 2023 to address
any streamlining action items that require Council approval including delegating
approval authority for the release of holding provisions enabled through Bill 13.
Bill 109 Site Plan process changes. A Project Manager is leading process
changes, training and monitoring for the site plan process to meet the provincial target
of a conditional approval within 60 days.
Bill 23 initial process changes. A Project Manager is leading initial changes such
as application forms and website information to address immediate changes to
processes such as removing authority for site plan approval for properties with 10
residential units or less.
Other programs and projects
Continued Development Services Review implementation: A Development
Review All-Staff Forum was held in November 2022 as a continuation of process
improvements recommended during the Development Services Review. With
approximately 80 staff in attendance, the purpose of this forum was to build capacity
and strengthen relationships across the multi-disciplinary teams involved with
development applications. Additionally, this Team coordinates and chairs a monthly
multi-disciplinary development review management meeting across the corporation
to facilitate stronger communication on process improvements and issues resolution.
Project planning has launched for the
Great Places Awards program.
Urban design public projects: Re-initiated (post-pandemic) a working group to
establish priorities for integrating enhanced urban design elements into road
reconstruction projects (like Queen Street Placemaking) as well as smaller
interventions (like industrial artifacts in parks and neighbourhood information panels).
In addition to continuing the work program noted above, the following projects will be initiated
in 2023:
Continued and expanded support for affordable housing and purpose-built rental
housing projects through the concierge service;
Bill 23 action planning and implementation related to changes to planning
applications and zoning reviews;
Continued roll-out of process improvements recommended or piloted during the
Development Services Review; and,
Commencing project
in 2023.
Impact
The Team has been critical to carry out process improvements to address provincial
mandates to streamline development review and bring housing to market efficiently.
Additionally, the Team has enhanced capacity for supporting affordable housing projects
to bring affordable housing projects to construction quicker. Overall, a dedicated customer
experience and project management function that supports development review, customer
and community engagement beyond traditional planning division roles has been and will
continue to be instrumental to adapt the work we do to meet the changing needs of our
community.
STRATEGIC PLAN ALIGNMENT:
This report supports Great Customer Service by enhancing customer experience online.
This report also relates to a Caring Community through the implementation of the Housing
for All strategy by facilitating a streamlined approvals process for affordable housing
projects. Finally, this report supports the delivery of core services.
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
the council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
DSD-2021-121 Council Strategy Session: Priorities for the Planning Division
(Policy & Research and Customer Experience & Project Management Teams)
DSD-2022-192 Province of Ontario More Homes for Everyone Plan (Bill 109)
DSD-2022-199 Addendum Report to DSD-2022-192 Province of Ontario More
Homes for Everyone Plan (Bill 109)
DSD-2022-501 Bill 23 More Homes Built Faster Act Kitchener Comments
APPROVED BY: Garett Stevenson, Interim Director, Planning