HomeMy WebLinkAboutFCS Agenda - 2024-01-29Finance and Corporate Services Committee
Agenda
Monday, January 29, 2024,1:30 p.m. - 3:30 p.m.
Council Chambers - Hybrid
City of Kitchener
200 King Street W, Kitchener, ON N2G 4G7
People interested in participating in this meeting can register online using the delegation registration
form at www.kitchener.ca/delegation or via email at delegation@kitchener.ca. Please refer to the
delegation section on the agenda below for registration in-person and electronic participation
deadlines. Written comments received will be circulated prior to the meeting and will form part of the
public record.
The meeting live -stream and archived videos are available at www.kitchener.ca/watchnow.
*Accessible formats and communication supports are available upon request. If you require
assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994.*
Chair: Councillor S. Davey
Vice -Chair: Councillor B. loannidis
Pages
1. Commencement
2. Disclosure of Pecuniary Interest and the General Nature Thereof
Members of Council and members of the City's local boards/committees are
required to file a written statement when they have a conflict of interest. If a
conflict is declared, please visit www. kitchener. ca/conflict to submit your written
form.
3. Consent
The following matters are considered not to require debate and should be
approved by one motion in accordance with the recommendation contained in
each staff report. A majority vote is required to discuss any report listed as
under this section.
4.
5.
►-_
3.1 Terms of Reference Revisions for the Downtown Action and Advisory
Committee, DSD -2024-014
3.2 Updates to the Emergency Response Plan and Emergency Management
Program By-law, COR -2024-013
3.3 2024 Committee Re -Appointments to the Grand River Accessibility
Advisory Committee, CSD -2024-006
3.4 Traffic Sign and On -Street Parking Report, DSD -2024-027
3.5 Zoning By-law Amendment Application ZBA24/025/F/CD, Lifting of
Holding Provision 67H, 1950 Fischer Hallman Road, Schlegel Urban
Developments Corp, DSD -2024-053
Delegations
Pursuant to Council's Procedural By-law, delegations are permitted to address
the Committee for a maximum of five (5) minutes. All Delegations where
possible are encouraged to register prior to the start of the meeting. For
Delegates who are attending in-person, registration is permitted up to the start
of the meeting. Delegates who are interested in attending virtually must register
by TIME on January 29, 2024, in order to participate electronically.
4.1 None at this time.
Discussion Items
5.1 City -Owned Land Disposition Framework, DSD -
2024 -044
(Staff will provide a 5 -minute presentation on this matter.)
5.2 Disposition of End of Life Desktop and Laptop
Computers, COR -2023-513,
(Staff will provide a 5 -minute presentation on this matter.)
5.3 Honorarium and Reimbursement Policy for
Advisory and Quasi -Judicial Committees of the
Council, COR -2024-049
(Staff will provide a 5 -minute presentation on this matter.)
Information Items
6.1 Strategic Plan Implementation Update, CAO -2024-055
7. Adjournment
Dianna Saunderson
Manager of Council/Committee Services & Deputy Clerk
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20 m 90
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Page 2 of 131
Staff Report
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Development Services Department www.kitchener.co
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 29, 2024
SUBMITTED BY: Darren Becks, Manager, Downtown Development and Innovation,
Economic Development, 519-741-2200 ext. 7064
PREPARED BY: Thea Mistry, Downtown Development Assistant
WARD(S) INVOLVED: Wards 9 and 10
DATE OF REPORT: January 5, 2024
REPORT NO.: DSD -2024-014
SUBJECT: TOR Revisions for DAC
RECOMMENDATION:
That Council approve the revised Terms of Reference for the Downtown Advisory
Committee, as outlined in Attachment A of report DSD -2024-014.
REPORT HIGHLIGHTS:
• The Downtown Action Advisory Committee identified revising the Downtown Action and
Advisory Committee (DAAC) Terms of Reference (TOR) as a priority in their 2023
workplan.
• Community engagement included direction from DAAC as well as Legislated Services.
• A draft revised TOR was prepared and presented to the Advisory Committee, who
discussed and unanimously approved proceeding with the proposed revisions.
• Key changes to the TOR include revisions to the name, membership composition,
meeting schedule and select modifications to the Committee's mandate.
• This report supports the delivery of core services.
BACKGROUND:
DAAC was established to advise Council and City staff on various initiatives directly affecting
Downtown, and the Advisory Committee's role is to provide pre -project advice, as well as
subsequent feedback as needed. DAAC's membership has struggled to find meaningful
connections to the work of Economic Development, and the evolving direction of Downtown
Kitchener. Membership for the latest cycles of recruitment have not been sufficient to meet
the current TOR membership requirements, and the committee has routinely requested
opportunities to provide feedback earlier on matters impacting the core. These issues
prompted the current Advisory Committee to undertake a review of the Terms of Reference.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 3 of 131
This process was supported by the Downtown Economic Development team and Legislated
Services staff.
REPORT:
The Downtown Action & Advisory Committee has been discussing their mandate, scope,
and objectives since January 2023. A DAAC Sub -Committee was formed to review the
existing TOR, last updated in 2017, to identify areas that are inconsistent with current
Committee practices and objectives, ask clarifying questions and suggest improvements.
Economic Development staff met with Legislated Services staff to discuss the Committee's
evolving mandate and proposed changes. Legislated Services conducted further research
and prepared a report presenting their recommendations.
As a result, the TOR has been revised to reflect the current and forward-looking goals of
DAAC. Attachment A is a revised version of the TOR. The proposed Terms of Reference
are adjusted in the following manner-
- The Downtown Action Advisory Committee is proposed to be renamed the Downtown
Advisory Committee (DAC), for consistencywith other City Advisory Committees, and
to accurately reflect the Committee's scope.
- The Committee Composition is proposed to be amended to a maximum of 12
members, with specific categories removed;
- A focus on recruiting a membership that better reflects the diversity of the core;
- A requirement that DAAC be engaged at the start of projects versus when a project
is nearing completion or at the recommendation phase;
- The clarification of a pathway for DAAC to present recommendations to, or to present
work to Council;
- DAAC's purpose is to support, advise and assist the Economic Development
Division's Downtown work, with the newly approved Downtown Vision as a guiding
direction, and to advise Council on matters that impact and shape the core;
- The meeting frequency will be adjusted to a minimum of four anchor, in-person
meetings, with additional meetings scheduled on an as needed based on
engagement requests from other departments or divisions. Ad hoc sub -committees
may be formed to deal with specific initiatives and may include non -Committee
members to take advantage of individual expertise.
Staff support the above noted changes.
STRATEGIC PLAN ALIGNMENT:
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.
Page 4 of 131
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of
the council / committee meeting.
CONSULT — Members of the Downtown Action & Advisory Committee were encouraged to
review and make suggestions for revisions to the current Terms of Reference.
COLLABORATE — The Committee collaborated with staff in Economic Development and
Legislated Services on the proposed revisions.
PREVIOUS REPORTS/AUTHORITIES:
Administrative Updates
2016-06 - Policy template re -formatted and given new numbering system.
Formal Amendments
2005-08-29 - As per Council resolution, Page 242, Council Minutes
2012-08-27 - As per Council resolution — Report No. CAO -12-033
2017-01-30 - As per Council resolution — Report No. CAO -17-002
APPROVED BY: General Manager, DSD, Justin Readman
ATTACHMENTS:
Attachment A — Revised Terms of Reference for the Downtown Advisory Committee
Attachment B — Current DAAC Terms of Reference, effective January 30, 2017
Page 5 of 131
Policy No: DOWNTOWN ADVISORY COMMITTEE
Policy Title: GOV-BOA-090
POLICY PURPOSE:
The primary purpose of the Downtown Advisory Committee (DAC) is to support, advise,
and assist the Economic Development Division's downtown work. The Downtown vision
will serve as the guiding direction, and will be aided by an action plan, marketing plans,
programs, and initiatives. The Committee shall advise City Council on matters that impact
and shape the core in Downtown Kitchener.
2. DEFINITIONS:
"Ad Hoc Committee" or "Sub Committee" means a committee created with a defined
ending, that shall not constitute quorum.
"Advisory Committee" means a committee created by Council, to report to Staff or a
designated Committee on a specific subject.
"Chair' means the role to facilitate and chair meetings.
Page 6 of 131
POLICY
Policy No: GOV-BOA-090
Policy Title:
DOWNTOWN ADVISORY
Approval Date: April 4, 2005
COMMITTEE - TERMS OF
REFERENCE
Reviewed Date: November 2023
Policy Type:
COUNCIL
Next Review Date: November 2026
Reviewed Date:
Category:
Governance
Sub -Category:
Board & Committee
Last Amended: November 28, 2023
Author:
Darren Becks, Manager,
Downtown Development &
Innovation
Replaces:
Dept/Div:
DSD Department, Economic
Development
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
POLICY PURPOSE:
The primary purpose of the Downtown Advisory Committee (DAC) is to support, advise,
and assist the Economic Development Division's downtown work. The Downtown vision
will serve as the guiding direction, and will be aided by an action plan, marketing plans,
programs, and initiatives. The Committee shall advise City Council on matters that impact
and shape the core in Downtown Kitchener.
2. DEFINITIONS:
"Ad Hoc Committee" or "Sub Committee" means a committee created with a defined
ending, that shall not constitute quorum.
"Advisory Committee" means a committee created by Council, to report to Staff or a
designated Committee on a specific subject.
"Chair' means the role to facilitate and chair meetings.
Page 6 of 131
Policy No: DOWNTOWN ADVISORY COMMITTEE
Policy Title: GOV-BOA-090
"Quorum" the number of members comprising a majority of a committee that must be
present at any of its meetings to make the proceedings of that meeting valid.
"Vice -Chair' a role shall assume the authority and perform all the duties of the Chair in the
absence of the Chair.
3. SCOPE:
4. GENERAL
Committee Composition
A maximum of 12 members:
• 1 - Councillor — Ward 9
• 1 -Councillor —Ward 10
• 1 - Executive Director or delegate of the Downtown Kitchener BIA
• Minimum of 7 City residents*
*In selecting residents, preference may be given to those applicants who live in the
downtown or surrounding neighbourhoods. Every effort will be made to ensure that
Committee composition reflects the diversity of the downtown and broader
community.
Term and Chair Appointments
Members will be appointed for a term of two years. The Committee shall, from
amongst its members, choose a Committee Chair, and Vice -Chair, who is not a
member of Council at their first meeting.
The Chair ensures that everyone can participate in contributing to the meeting.
The Chair should refrain from personal views and facilitate the discussion to
encourage and engage the views of the committee members. The Chair shall
preside over the meetings and assist the committee in attempting to reach
consensus on fundamental policy issues of concern.
Page 7 of 131
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑ All Union
❑
Management
❑ C.U.P.E. 68 Civic
❑
Non Union
❑ C.U.P.E. 68 Mechanics
❑
Temporary
❑ C.U.P.E. 791
❑
Student
❑ I.B.E.W.636
❑
Part -Time Employees
❑ K.P.F. F.A.
❑
Specified Positions only:
❑ Other:
❑ Council
0 Local Boards & Advisory Committees
4. GENERAL
Committee Composition
A maximum of 12 members:
• 1 - Councillor — Ward 9
• 1 -Councillor —Ward 10
• 1 - Executive Director or delegate of the Downtown Kitchener BIA
• Minimum of 7 City residents*
*In selecting residents, preference may be given to those applicants who live in the
downtown or surrounding neighbourhoods. Every effort will be made to ensure that
Committee composition reflects the diversity of the downtown and broader
community.
Term and Chair Appointments
Members will be appointed for a term of two years. The Committee shall, from
amongst its members, choose a Committee Chair, and Vice -Chair, who is not a
member of Council at their first meeting.
The Chair ensures that everyone can participate in contributing to the meeting.
The Chair should refrain from personal views and facilitate the discussion to
encourage and engage the views of the committee members. The Chair shall
preside over the meetings and assist the committee in attempting to reach
consensus on fundamental policy issues of concern.
Page 7 of 131
Policy No: DOWNTOWN ADVISORY COMMITTEE
Policy Title: GOV-BOA-090
Meetings
The committee will meet four (4) times per year. Additional meetings may be
scheduled if workflow demands, advisory requests, or emerging issues arise. The
committee may utilize an ad hoc or sub -committee to manage work outside of
scheduled meetings.
Minutes will be kept by the committee administrator, who will distribute the minutes,
and any supporting materials in accordance with Legislated Services' policies and
procedures.
All meetings shall be conducted in accordance with City Council's Procedural By-
law.
Reporting
The Committee shall report through the Finance and Corporate Services
Committee. Should the Committee elect to present its work to Council, the
Committee shall provide the required materials, and delegate. Legislated Services
will provide direction on agenda timing, and protocols.
Should DAC feel a sub -committee is required to deal with specific issues or
initiatives, such sub -committee shall be ad hoc in nature, with a specific and clearly
articulated mandate. Membership of sub -committees may be expanded to include
people who are not advisory committee members to take advantage of individual
expertise. A sub -committee's scope of work, mandate, and membership shall be
determined by DAC.
5. POLICY CONTENT:
Mandate
The primary responsibility of DAC is to actively assist with the implementation of
Economic Development's various action items. This could include, for example,
assisting with the execution of new events and activations, assisting with the
development of new policies or master plans, etc. As a result, Committee members
may choose to volunteer time over -and -above time required for regularly
scheduled meetings.
DAC is established to act as an advisory board for the City of Kitchener on various
initiatives directly affecting downtown. DAC's role is to provide pre -project advice
to ensure the advisory committee's feedback and comments can be incorporated
early in the process. Subsequent feedback may be requested as needed.
The primary objective of DAC is to work in collaboration with the Economic
Development team. DAC serves as a resource and a conduit to the community
and is one of numerous engagement streams that support staff and Council.
Page 8 of 131
Policy No: DOWNTOWN ADVISORY COMMITTEE
Policy Title: GOV-BOA-090
6. HISTORY OF POLICY CHANGES
Administrative Updates
2016-06 - Policy template re -formatted and given new numbering system.
Formal Amendments
2005-08-29 - As per Council resolution, Page 242, Council Minutes
2012-08-27 - As per Council resolution — Report No. CAO -12-033
2017-01-30 - As per Council resolution — Report No. CAO -17-002
Page 9 of 131
POLICY PURPOSE:
The primary purpose of the Downtown Action & Advisory Committee is to assist the
Economic Development Division with the implementation of various initiatives of the
Downtown Kitchener Action Plan and to advise City Council on matters that impact the
Downtown and its adjacent neighbourhoods
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
POLICY
Policy No: GOV-BOA-090
..
❑
Management
❑
Policy Title:
DOWNTOWN ACTION &
Approval Date: April 4, 2005
❑
ADVISORY COMMITTEE -
❑
Temporary
TERMS OF REFERENCE
Reviewed Date: July 2016
❑
Student
Next Review Date: December 2021
Policy Type:
ADMINISTRATIVE
Part -Time Employees
❑
K.P.F.F.A.
Reviewed Date:
Category:
Governance
Other:
Amended: August 29, 2005
Sub-Category: Board & Committee
Amended: August 27, 2012
Author:
Cory Bluhm, Interim Executive
Local Boards & Advisory Committees
Director
Amended: January 30, 2017
Replaces:
Dept/Div: CAO Department, Economic
Development
Repealed:
Replaced by:
Related Policies, Procedures and/or Guidelines:
POLICY PURPOSE:
The primary purpose of the Downtown Action & Advisory Committee is to assist the
Economic Development Division with the implementation of various initiatives of the
Downtown Kitchener Action Plan and to advise City Council on matters that impact the
Downtown and its adjacent neighbourhoods
2. DEFINITIONS:
To be included at next review.
3. SCOPE:
1 of 3
Page 10 of 131
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K.P.F.F.A.
❑
Specified Positions only:
❑
Other:
❑x
Council
❑x
Local Boards & Advisory Committees
1 of 3
Page 10 of 131
Policy No: DOWNTOWN ACTION & ADVISORY COMMITTEE
Policy Title: GOV-BOA-090
Committee Composition
A maximum of 15 members:
• 1 - Councillor — Ward 9
• 1 - Councillor — Ward 10
• 1 - Executive Director or delegate of the Downtown Kitchener BIA
• Minimum of 5 and maximum of 11 City residents*
• Minimum of 2 and maximum of 5 Downtown Businesses**
• Minimum of 2 and maximum of 5 Building Owners or Local Developers.
*In selecting residents, preference may be given to those applicants who live in the
Downtown or surrounding neighbourhoods, and/or who demonstrate a willingness
and interest in being actively involved in volunteering their time, energy and/or
expertise.
**In selecting downtown business representatives, the City will endeavour to ensure
broad representation among all types of downtown businesses (ex. restaurant,
retail, service, office, professional, etc.).
Members will be appointed for a term of two years ending November 30. The
Committee shall, from amongst its members, choose a Committee Co -Chair who is
not a member of Council, to co-chair the committee with the appointed Council Co -
Chair.
Meetings will be held monthly or at the call of the Chair and minutes will be kept by
the committee secretary who will distribute the minutes to all of Council and the
Corporate Management Team. All meetings shall be conducted in accordance with
Council's Procedural By-law.
The Committee shall report through the Finance and Corporate Services
Committee unless the Council Co -Chair deems it expedient that a report be made
directly to Council.
Should the Committee feel a sub -committee is required to deal with specific issues
or initiatives of the Downtown Kitchener Action Plan, such sub -committee shall be
ad hoc in nature, with specific, clearly articulated mandate. Membership on sub-
committees may be expanded to include people who are not advisory committee
members, to take advantage of individual expertise.
A quorum shall be five (5) members.
2of3
Page 11 of 131
Policy No: DOWNTOWN ACTION & ADVISORY COMMITTEE
Policy Title: GOV-BOA-090
4. POLICY CONTENT:
The primary responsibility of this Committee is to actively assist with the
implementation of the various action items of the Downtown Kitchener Action Plan.
This could include, for example, assisting with the execution of new festivals and
events, assisting with the development of new policies or master plans, etc. As a
result, Committee members may be asked to volunteer time over -and -above time
required for regularly scheduled meetings.
In addition, the Committee may be asked by City staff or Council, to advise on
matters, reports or decisions that have significant importance to the Downtown,
which are not specific to the mandate of other advisory committees (such as Arts &
Culture Advisory Committee, Safe & Health Community Advisory Committee,
Heritage Kitchener, etc.).
Upon completion of the current Downtown Kitchener Action Plan, the Committee
will be asked to advise on the development of a new action plan or similar strategic
document.
5. HISTORY OF POLICY CHANGES
Administrative Updates
2016-06 - Policy template re -formatted and given new numbering system.
Formal Amendments
2005-08-29 - As per Council resolution, Page 242, Council Minutes
2012-08-27 -As per Council resolution — Report No. CAO -12-033
2017-01-30 -As per Council resolution — Report No. CAO -17-002
3of3
Page 12 of 131
StaNRepvrt
Corporate Services Department www.kitchener.ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 29, 2024
SUBMITTED BY: Amanda Fusco, Director of Legislated Services/City Clerk, 519-741-
2345 ext. 7809
PREPARED BY: Amanda Fusco, Director of Legislated Services/City Clerk, 519-741-
2345 ext. 7809
WARD(S) INVOLVED: All
DATE OF REPORT: December 12, 2023
REPORT NO.: COR -2024-013
SUBJECT: Updates to the Emergency Response Plan and Emergency Management
Program By-law
RECOMMENDATION:
THAT Council approve the updated Emergency Management By -Law attached as
Appendix A to Corporate Services report COR -2024-013.
REPORT HIGHLIGHTS:
• The purpose of this report is to approve the updates to the City of Kitchener's Emergency
Response Plan (ERP) and Emergency Management Program By -Law.
• The Region of Waterloo updated their Emergency Management By-law in August 2023
and the City's ERP is required by legislation to conform with the upper -tier ERP.
• Changes are minor and administrative in nature.
• Schedule A to the By-law (Emergency Response Plan) includes amendments that
clarify roles and responsibilities.
• This report supports the delivery of core services.
BACKGROUND:
The City's community emergency management program is governed by three pieces
of legislation - the Provincial Emergency Management and Civil Protection Act
(EMCPA), the Standards Regulation under that Act and the City of Kitchener Emergency
Management By-law. Compliance with this legislation forms the foundation
of the emergency management program, upon which all other aspects of the program
are built.
The EMCPA requires that to meet annual compliance with Emergency Management Ontario the
City shall,
- appoint an Emergency Management Program Coordinator;
- appoint an Emergency Management Program Committee (EMPC);
- review and update the Hazard Identification and Risk Assessment (NIRA);
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 13 of 131
review and update the Critical Infrastructure (CI) List;
review and update the Municipal Emergency Plan;
- appoint and convene the Municipal Emergency Control Group (MECG);
- establish an Emergency Operations Centre (EOC);
- appoint an Emergency Information Officer (EIO);
- conduct public education to increase awareness of the specific hazards that are present
in the municipality and emergency preparedness in general;
review the emergency management program with the Emergency Management Program
Committee (EMPC), and
conduct training and annual exercise.
The City has successfully completed the compliance requirements noted above.
The proposed changes to the Emergency Response Plan and Program By-law were presented
to the EMPC and approved. As such, they are being presented to Council for consideration and
approval.
REPORT:
The City's Emergency Management staff regularly participate in joint collaborative
discussions with the Community Emergency Management Coordinators (CEMCs) from area
municipalities within the region on emergency management matters, including severe weather
events, flooding, public education events. Earlier in 2023, the Region worked collaborative with
the CEMCs to shared planned updates to the Regional Emergency Response Plan (RERP). A
final document was review and approved by the CEMCs in January of 2023 and presented an
adopted by Regional Council on August 30, 2023.
All local municipal emergency response plans must conform to the Region's plan as legislated
under the Emergency Management and Civil Protection Act. Emergency Management staff at
the City convened a meeting of the Emergency Management Program Committee (EMPC)
consisting of stakeholders across the City, to review the City's emergency management
program, its critical infrastructure, hazard identification and risk assessment (NIRA) and
amendments required to the City's ERP. The proposed edits to the Emergency Management
Program By-law, attached as Appendix A to this report, ensure that the City's plan is consistent
and effective in supporting operational response and community resiliency during emergencies.
The edits are administrative in nature and are summarized below for Council's consideration:
Recommended By-law Changes (from #2017-138)
• Item #3 — replace Manager of Emergency Management and Business Continuity to
Coordinator, Community Emergency Management.
• Item #4— remove Director of Asset Management as Alternate, Community Emergency
Management Coordinator.
• Item #8 — amend titles to reflect current organizational structure established.
• Item #13 — add by law #2017-138 to repealed list.
Page 14 of 131
Schedule A — ERP — Changes Recommended
• Article 1.5 - Change Ministry of Community Safety and Correctional Services
to Treasury Board Secretariat as Emergency Management Ontario has moved from
Ministry of Solicitor General to Treasury Secretariat.
• Article 1.9 - Change title to Coordinator, Community Emergency Management
from Manager of Emergency Management and Business Continuity.
• Article 4.1 - Change EOC activation notification responsibility to City of
Kitchener Corporate Contact Centre (CCC) from Kitchener Fire Dispatch to enable an
efficient and effective fan out notification procedure and amend titles to reflect current
organizational structure. Note: There will be corresponding changes required to the
confidential Appendices of Schedule A that direct the responsibility of the activation of the
EOC.
• Article 8.1 - Emergency Notification Procedure - Change notification responsibility to City
of Kitchener Corporate Contact Centre (CCC) from Kitchener Fire Dispatch to enable an
efficient and effective fan out notification procedure.
• Article 10.3 - add revision # with information required for table.
• Article 10.4 - add to abbreviations — Corporate Contact Centre (CCC) — (definition) City
of Kitchener Corporate Contact Centre.
Schedule B — CEMPC Terms of Reference — Changes Recommended
• Article 3 — add Equity, Diversity and Inclusion to membership and amend titles to reflect
current organizational structure.
STRATEGIC PLAN ALIGNMENT:
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 — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
CONSULT and COLLABORATE — Emergency Management staff work closely with
representatives from all City departments including the Fire Department, as well as Region of
Waterloo Emergency Management staff, Waterloo Regional Police Service, local utility
providers, and Community Emergency Management Coordinators from Cambridge, Kitchener,
Waterloo, Wilmot, Wellesley, Woolwich and North Dumfries in the development of response
plans and business continuity initiatives.
PREVIOUS REPORTS/AUTHORITIES:
• CSD -17-058 —Approval of the Emergency Management Program
Page 15 of 131
• Emergency Management and Civil Protection Act, R.S.O. 1990, c.E.9
APPROVED BY: Victoria Raab, General Manager, Corporate Services
ATTACHMENTS:
Appendix A — Proposed Emergency Management Program By-law,
Response Plan (Schedule A) and Community Emerge
Program Committee (CEMPC) Terms of Reference (S
Emergency
ncy Management
chedule B)
Page 16 of 131
Appendix A to COR -2024-013
BY-LAW NUMBER 2024 -XX
OF THE
CORPORATION OF THE CITY OF KITCHENER
(Being a by-law to establish the City of Kitchener's
Emergency Management Program)
WHEREAS the Emergency Management and Civil Protection Act, R.S.O.,
1990, Chapter E.9, as amended, requires municipalities to develop and implement an
emergency management program;
NOW THEREFORE the Council of the Corporation of the City of Kitchener enacts
as follows:
1. THAT an Emergency Management Program be developed and implemented in
accordance with the standards published by Emergency Management Ontario.
2. THAT the Emergency Response Plan (ERP) attached hereto as Schedule "A" of
this By-law is hereby adopted.
3. THAT the Coordinator, Community Emergency Management is hereby
appointed as the Community Emergency Management Coordinator (CEMC) for
the Corporation of the City of Kitchener.
4. THAT the CEMC and Alternate CEMC co-chair the Community Emergency
Management Program Committee (CEMPC).
5. THAT the CEMPC Terms of Reference attached hereto as Schedule "B" of this
By-law is hereby adopted.
6. THAT the positions outlined in the CEMPC Terms of Reference in Schedule "B"
are hereby appointed as the CEMPC members.
7. THAT the CEMPC will cause the emergency management program to be
reviewed annually, ensure training to employees on their functions and to
recommend changes to the program as considered appropriate.
8. THAT the Chief Administrative Officer (CAO), General Manager/Deputy Chief
Administrative Officer (DCAO) of Community Services, General Manager of
Infrastructure Services, Chief Financial Officer and General Manager Corporate
Services and General Manager, Development Services are hereby appointed as
EOC Commanders which form the Municipal Emergency Control Group otherwise
known as the Emergency Operations Centre Management Team (EOCMT).
Page 17 of 131
Appendix A to COR -2024-013
10
9. THAT the Head of Council or designated alternate shall be empowered to
declare an emergency.
10. THAT certain appointed officials or their designated alternates, as provided in
the ERP are empowered to cause an emergency notification to be issued to
members of the Municipal Emergency Control Group and to respond to an
emergency in accordance with the ERP where an emergency exists but has not
yet been declared to exist.
11. THAT the Director of Corporate Communications (or designate) is hereby
appointed as the Emergency Information Officer for the Corporation of the City
of Kitchener.
12. THAT any reference in the ERP to Supporting Documents including, but not
limited to, Plans, protocols, guidelines, standard operating procedures,
processes, and ERP Supporting Documents identified in Section 8 of the ERP,
is solely for the assistance of the users of the ERP and they do not form part of
the ERP. Any revisions to said Supporting Documents do not require an
amending by-law.
13. THAT By-law 2017-138 is hereby repealed.
14. THAT this By -Law shall come into full force and effect on the date of passing
thereof.
PASSED at the Council Chambers in the City of Kitchener this day of , 2024.
Mayor
Clerk
Page 18 of 131
Schedule A to Appendix A to
COR -2024-013
�encv R n� �,.c-ga F
1
CITY OF KITCHENER
EMERGENCY RESPONSE PLAN
TABLE OF CONTENTS
1. INTRODUCTION............................................................................................................................................1
1.1.
PURPOSE............................................................................................................................................................1
1.2.
AIM..........................................................................................................................................................................................................2
1.3.
PUBLICACCESSTOTHEERP ....................................................................................................................................2
1.4.
DEFINITION OF AN EMERGENCY...............................................................................................................................2
I.S.
LEGAL AUTHORITIES..............................................................................................................................................2
1.6.
COUNCILAPPROVAL..............................................................................................................................................3
1.7.
EMERGENCY MANAGEMENT PROGRAM COMMITTEE...................................................................................................4
1.8.
MUNICIPAL EMERGENCY CONTROL GROUP [OTHERWISE KNOWN AS THE EMERGENCY OPERATIONS CENTRE MANAGEMENT
TEAM(EOCMT)]...........................................................................................................................................................4
1.9.
COMMUNITY EMERGENCY MANAGEMENT COORDINATOR............................................................................................4
1.10.
EMERGENCY INFORMATION OFFICER.....................................................................................................................4
1.11.
DEPARTMENTAND SUPPORTAGENCY EMERGENCY PROCEDURES................................................................................4
2. HAZARD IDENTIFICATION AND RISK ASSESSMENT(HIRA).............................................................................4
3. CONCEPT OF OPERATIONS........................................................................................................................... 5
3.1
SITE RESPONSE.....................................................................................................................................................6
3.2
CORPORATE RESPONSE..........................................................................................................................................6
3.1
POLICY GROUP.....................................................................................................................................................6
3.2
COUNCILLORS ROLE...............................................................................................................................................6
3.3
EMERGENCY OPERATIONS CENTRE MANAGEMENTTEAM (EOCMT)..............................................................................7
3.4
REGIONAL EOC....................................................................................................................................................7
4.
IMPLEMENTATION....................................................................................................................................... 8
4.1
CITY OF KITCHENER EOC NOTIFICATION SYSTEM -(FAN OUT)........................................................................................8
4.2
CITY OF KITCHENER EMERGENCY OPERATIONS CENTRE(EOC).......................................................................................9
4.3
ESCALATION OF EMERGENCIES IN WATERLOO REGION.................................................................................................9
5.
DECLARATION AND TERMINATION OF AN EMERGENCY.............................................................................12
5.1
PRIOR TO DECLARATION......................................................................................................................................12
5.2
DECLARATION OF AN EMERGENCY.........................................................................................................................12
5.3
TERMINATION OF AN EMERGENCY.........................................................................................................................12
6.
REQUESTS FOR ASSISTANCE.......................................................................................................................13
6.1 REQUESTING REGION OF WATERLOO SUPPORT.........................................................................................................13
6.2 REQUESTING PROVINCIAL ASSISTANCE....................................................................................................................13
6.3 REQUESTING FEDERAL ASSISTANCE.........................................................................................................................14
6.4 SUPPORTAGENCY COMPOSITION ...........................................................................................................................14
7. INCIDENT MANAGEMENT SYSTEM.............................................................................................................14
7.1 INCIDENT COMMANDER (SITE)..............................................................................................................................15
11
Page 20 of 131
7.2 RESPONSE GOALS...............................................................................................................................................15
7.3 INCIDENT MANAGEMENT SYSTEM FUNCTIONS..........................................................................................................16
PolicyGroup..........................................................................................................................................................16
EOCManagement Team(EOCMT)........................................................................................................................16
EOCCommander...................................................................................................................................................17
Emergency Information Officer.............................................................................................................................17
RiskManagement/Safety Officer..........................................................................................................................18
LiaisonOfficer.......................................................................................................................................................18
OperationsSection................................................................................................................................................18
OperationsChief...................................................................................................................................................19
BranchCoordinators.............................................................................................................................................19
PlanningSection....................................................................................................................................................27
LogisticsSection....................................................................................................................................................
27
Finance and Administration Section......................................................................................................................27
8. EMERGENCY RESPONSE PLAN SUPPORTING DOCUMENTS......................................................................... 28
8.1 EMERGENCY NOTIFICATION PROCEDURE.................................................................................................................28
8.2 EMERGENCY INFORMATION PLAN..........................................................................................................................28
8.3 EMERGENCY OPERATIONS CENTER (EOC) AND I MS STANDARD OPERATING GUIDELINES..................................................28
8.4 RECOVERY PLAN.................................................................................................................................................28
8.S REGIONAL LEVEL 2 ESS EMERGENCY SOCIAL SERVICES PLAN ........................................................................................29
8.6 COMMUNITY PANDEMIC INFLUENZA PREPAREDNESS PLAN (CPIPP).............................................................................29
9. COMPENSATION FOR LOSSES..................................................................................................................... 29
10. EMERGENCY RESPONSE PLAN REVIEW AND MAINTENANCE...................................................................... 30
10.1 EXERCISING OFTHE EMERGENCY RESPONSE PLAN..................................................................................................30
10.2 PLAN DISTRIBUTION.........................................................................................................................................31
10.3 REVISION HISTORY..........................................................................................................................................31
10.4 ABBREVIATIONS..............................................................................................................................................31
Page 21 of 131
Cover Page picture provided by Mike Bolger, City of Kitchener
IV
Page 22 of 131
1. Introduction
The City of Kitchener Emergency Response Plan establishes a framework for
responding to a number of risks the City faces. Developed with key officials, agencies
and City of Kitchener departments, it is a guideline that outlines collective and
individual roles and responsibilities in responding to and recovering from an
emergency.
The Emergency Response Plan document describes the framework of how the City
of Kitchener will respond to, recover from and mitigate the impact of an emergency. It
describes the legal authorities, concept of operations and functional roles and
responsibilities.
1.1. Purpose
The purpose of the City of Kitchener Emergency Response Plan during an
emergency is to facilitate the effective co-ordination of human and physical
resources, services and activities necessary to:
a) Protect and preserve life and property;
b) Minimize and/or mitigate the effects of the emergency on the residents
and physical infrastructure of the City of Kitchener; and
c) Quickly and efficiently enable the recovery and restoration of normal
services.
It also makes provision for the efficient administration, coordination, and
implementation of extraordinary arrangements and response measures taken
by the City of Kitchener to protect the health, safety, and welfare of the
residents of Kitchener during any emergency by:
a) Identifying the governance structure for emergency response within the
City of Kitchener;
b) Identifying roles and responsibilities required in mitigating, preparing for,
responding to and recovering from emergencies and disasters;
c) Identifying standard response goals for emergency response operations
and decision making; and
d) Providing for a coordinated response by the municipality and partner
agencies in managing emergencies.
1
Page 23 of 131
1.2. Aim
As per the Emergency Management and Civil Protection Act (EMPCA), the City
of Kitchener has formulated an Emergency Response Plan (ERP) which is
adopted by Council by By-law 201-=-
1.3. Public Access to the ERP
The City of Kitchener Emergency Response Plan is available on the City of
Kitchener (www.kitchener.ca) and the Waterloo Region Emergency
Management (www.wrem.ca) websites. The public may also request to access
the plan through the "�a�au::c iiia ��a... of
. ?.! ..! ....njft..y.....Emergency
Management (I,I) airy
Supporting Documents including, but not limited to, Plans, protocols,
guidelines, standard operating procedures, processes, and ERP Supporting
Documents identified in Section 8 of the ERP do not form part of the ERP.
These Supporting Documents may contain confidential information; require
frequent updating, be of a technical nature, or contain sensitive or personal
information which could pose a security threat or violate privacy legislation if
released. Any reference to such Supporting Documents is solely for the
assistance of the users of the ERP.
1.4. Definition of an Emergency
Emergencies are distinct from the normal daily operations carried out by
municipal first response agencies and City departments.
The Emergency Management and Civil Protection Act defines an emergency as:
`A situation or impending situation that constitutes a danger of major
proportions that could result in serious harm to persons or substantial damage
to property and that is caused by the forces of nature, a disease or other health
risk, an accident or an act whether intentional or otherwise.
1.5. Legal Authorities
The legislation under which the municipality and its employees are authorized to
respond to an emergency are:
• The Emergency Management and Civil Protection Act, R. S. O. 1990,
c.E.9, as amended (the "Act")
• Ontario Regulation 380/04
• The City of Kitchener Emergency Management Program By-law 294-7-
1-391.2
2
Page 24 of 131
The Act requires municipalities to develop, implement, and maintain an
emergency management program, and adopt it with a By-law. An emergency
management program must consist of:
• An emergency plan;
• Training programs and exercises for employees of municipalities and
other persons with respect to the provision of required services and
procedures to be followed in emergency response and recovery activities;
• Public education on risks to public safety and on public preparedness for
emergencies; and
• Any other element required for municipalities in standards of emergency
management programs that may be developed by the ...I[..rea .0 ..u,. I[::joaird
, ,c.!;. ;�, ,,iiJ, e,ay....a..i ..... .:: i.... p......ServiGe&.
Ontario Regulation 380/04 describes emergency management standards for
municipal emergency management programs. There are a number of required
elements including:
• Development of an emergency response plan which includes a municipal
control group to direct the municipal response to an emergency;
• Implementation of an Emergency Operations Center (EOC) with
appropriate communications systems;
• Designation of an Emergency Information Officer; and
• Designation of a Community Emergency Management Coordinator
(CEMC).
The City of Kitchener Emergency Management Program By-law204-T-
4-39.2
.-
-3 ..A:::: approves the enactment of the City of Kitchener Emergency
Response Plan and other requirements for the City's Emergency Management
Program.
1.6.Council Approval
Any amendments to the City of Kitchener Emergency Response Plan shall be
made by By-law and passed by Council. As noted in section 1.3 above,
Supporting Documents including, but not limited to, Plans, protocols,
guidelines, standard operating procedures, processes, and ERP Supporting
Documents identified in Section 8 of the ERP do not form part of the ERP. Any
reference to such Supporting Documents is solely for the assistance of the
users of the ERP. Any revisions to the Supporting Documents may be made by
the generator of the document and the CEMC and do not require an amending
By-law.
Page 25 of 131
1.7. Emergency Management Program Committee
The Community Emergency Management Program Committee (CEMPC) as
required by the Emergency Management and Civil Protection Act consists of
representatives from City departments and agencies, or designated alternates.
The CEMC (or Primary Alternate CEMC) chairs the CEMPC.
This committee reviews the Emergency Response Program and Plan annually,
ensures training is provided to employees on their functions and recommends
changes to the program as considered appropriate and refers recommendations
to Council for further review and approval.
1.8. Municipal Emergency Control Group [Otherwise known as the Emergency
Operations Centre Management Team (EOCMT)]
In the event of an emergency, the EOC Commanders listed in By-law 204-T-
.4-99.2 act as the Emergency Operations Centre Management Team
(EOCMT) or as otherwise known as the Municipal Emergency Control Group as
defined by Ontario Regulation 380/04 to oversee the City's emergency response.
1.9.Community Emergency Management Coordinator
pprd_ii irk. to.u'::......p.' .mu.n� tY.....l ..0 u::.g irk � IM a in a em e in t l
The .................................
=" nu4y is appointed as the Community
Emergency Management Coordinator (CEMC).
1.10. Emergency Information Officer
The Director of Corporate Communications (or designate) is appointed as per
By-law 294-7-1-39,.2 0 2 4 ,, as the Emergency Information Officer (EIO).
1.11. Department and Support Agency Emergency Procedures
Each Department and Support Agency involved with this Plan shall prepare
emergency response procedures or guidelines Departmental Emergency
Plan) outlining how it will fulfill its own internal responsibilities under this Plan
during an emergency.
Each Department and Support Agency shall designate a member of its staff to
review, revise and maintain its own emergency response procedures or
guidelines on a periodic basis.
2. Hazard Identification and Risk Assessment (HIRA)
The Emergency Management Program has identified realistic hazards that may
occur in Kitchener and assessed them in terms of probability, frequency of
occurrence, and magnitude of consequence or impact. Results of the HIRA assist
4
Page 26 of 131
with the development of training and exercisecenau,ii"0 ir�,,d may initiate
the development of hazard-specific plans or procedures in the event of an emergency.
As a result of the HIRA process, risks in the City of Kitchener listed below represent
major incidents involving multiple locations or having a significant impact on City
facilities, infrastructure, operations, or the public.
• Tornado
• Snowstorm/blizzard
• Freezing Rain/Ice Storm
• Epidemic
• Road transportation emergency
• Rail transportation emergency
• Critical infrastructure failure (...„ . g hydro, water)
• Flood
• Explosion/Major structural fire
• Hazardous materials incidents (fixed site/transportation)
3. Concept of Operations
First responders and City departments manage many emergencies that occur on a
day-to-day basis. As the magnitude of an emergency increases, so will the
requirement for additional support from within the City. The City may elect to call
upon neighbouring municipalities and/or the Region of Waterloo to provide
assistance. The City may also call upon the Provincial government to provide
supplemental financial and / or physical resources necessary to deal with the overall
impacts of the public emergency.
The City's Emergency Response Plan adopts the principles of the Incident
Management System (IMS). The Incident Management System can be used in any
size or type of emergency to manage response personnel, facilities and equipment.
Incident Management System principles include the use of common terminology,
modular organization, integrated communications, unified command structure, action
planning, manageable span -of -control, pre -designated facilities and comprehensive
resource management. The basic functional modules of the Incident Management
System (Command, Operations, Planning, Logistics and Finance & Administration)
can be expanded or contracted to meet requirements as an event progresses.
There are multiple response areas to any emergency situation within the City of
Kitchener.
Page 27 of 131
3.1 Site Response
The emergency responders at the site or sites of the emergency provide tactical
response to the emergency as they attempt to mitigate its effects and bring the
emergency under control.
3.2 Corporate Response
The Emergency Operations Center (EOC) is a physical location where the
leadership of the City of Kitchener can gather to collectively and collaboratively
support emergency res s, u, p, a,ir, ir,c„ manage the consequences of an
emergency. The EOC is utilized, where necessary, to centralize and coordinate
efforts occurring at the site(s).
3.1 Policy Group
The Policy Group is comprised of the Head of Council (HOC) in their assigned
role and authority during an emergency, or the Mayor and members of Council
sitting as City Council at any regular or special meeting called during an
emergency situation.
Head of Council (HOC):
The Mayor or Acting Mayor is the HOC during an emergency. The HOC would
have all the powers set out in the Act and Emergency Response Plan for
purposes of an emergency situation and/or declared emergency.
The Policy Group may be established to receive information or reports during an
emergency situation, and to provide any necessary policy direction to the
Emergency Operations Centre Management Team (EOCMT). The Act and
Emergency Response Plan have assigned responsibility for management of
emergency situations, so the Policy Group does not have responsibility for
emergency management during an emergency situation, but the Policy Group
does have power under the Act to declare or terminate a declaration of
emergency.
3.2 Councillors Role
It is important for Councillors to understand and support the coordinated and
timely management of information. The Head of Council and Councillors act as
the Policy Group during the City of Kitchener EOC activation. The Policy Group
may be established to receive information or reports during an emergency
situation, and to provide any necessary policy direction to the EOCMT.
The main responsibilities of Councillor., are to:
• Assist relaying approved information to area residents;
Page 28 of 131
• Attend community or evacuee meetings;
• Reassure constituents;
• Support actions taking place in the community;
• Liaise back through Mayor concerns from within Wards; and
• Follow leadership and requests of the Mayor.
3.3 Emergency Operations Centre Management Team (EOCMT)
The Emergency Operations Centre Management Team „(EOCMT), provides for the
overall management and coordination of site support activities and consequence
management. The EOCMT acts as the Municipal's Emergency Control Group
under the Act and is responsible for:
• Notifying response agencies and coordinating the activities of the various
departments and organizations which are needed to effectively respond to
and recover from the emergency;
• Providing support to the Incident Commander and site personnel;
• Collecting situational awareness information and prioritizing, evaluating,
summarizing it, as well as disseminating and displaying it;
• Establishing priorities based on all the information gathered and
developing EOC Incident Action Plans;
• Obtaining, coordinating and managing payment of any additional
resources (both personnel and equipment) needed to support the
emergency;
• Coordinating all internal and external information including communicating
emergency information to the general public; and
• Maintaining the day-to-day activities of the community outside of the
emergency area.
The EOCMT is comprised of:
• EOC Commander
• Liaison Officer
• Emergency Information Officer
• Risk Management/Safety Officer
• Operations Section Chief
• Planning Section Chief
• Logistics Section Chief
• Finance and Admin Section Chief
3.4 Regional EOC
Once the Regional Emergency Response Plan is implemented, the Mayor (or
designate) and Chief Administrative Officer (CAO) (or designate) will become a
member(s) of the Regional Emergency Control Group (RECG).
Page 29 of 131
The Local MECG remains in the Municipality to manage the local emergency,
while the RECG ensures a controlled and coordinated response for Regional
services and community agencies of which the Region has Memorandum of
Understandings (MOU).
4. Implementation
This Plan can be implemented as soon as an emergency occurs, or is expected to
occur, which is considered to be of such magnitude as to warrant its implementation.
An official declaration of an "Emergency" does not have to be made for this Plan to
be implemented to protect the lives and property of the inhabitants of the City of
Kitchener.
When an emergency exists or appears imminent, but has not yet been declared, City
of Kitchener employees may take such action(s) under this emergency response
plan as may be necessary to protect the lives and property of the inhabitants of the
City of Kitchener. It authorizes employees of the City of Kitchener to respond to an
emergency in accordance with the emergency plan where an emergency exists but
has not yet been declared to exist.
Any members outlined in section 4.1 have the authority to activate the EOC when
they feel the activation of the EOC if necessary. They may receive an initial warning
of a potential emergency and/or arrive first at the scene of an emergency and
identify the circumstances requires the support of the EOC.
4.1 City of Kitchener EOC Notification System - (Fan Out)
Any of the following listed below have the authority to implement the Plan:
• City of Kitchener Fire Chief (or alternate)
• City of Kitchener Chief Administrative Officer (or alternate)
• City of Kitchener Mayor or Alternate (Head of Council)
• nera, l...IMana eir Communlit Seu�vlices/Deputy Chief
City of Kitchener ....... „
Administrative Officer (DCAO) O � ( )
.� �° .���- or alternate
•
City of Kitchener Ihiiet ..
II.......ii.nairk,cii,a l , ii,p ,u,;:.....F0,a asd--Goa:. . :. ;,.....S s --,,,,(or alternate)
• City of Kitchener P-e.,Wy--Chi4f A4m4Ri-,&tFaUve-
Qf4Ge4..= .2.! J1 Dana er° Infrastructure Services (or
alternate)
• Clitof Klitcllhener General) IMana er Il evello maul Seu°vlices
,p.r allternate)
• Clitof Klitcllhener General) IMana er Coin° orate Servlices ou°
Ilternate)
• .ii:!.Y oaf Kitchener Director of Corporate Communication — Emergency
Page 30 of 131
Information Officer (EIO) (or alternate)
• ,ii,ty o..,.f Kitchener Community Emergency Management Coordinator
(CEMC) (or alternate)
Any of these members will contact jfty?....,I ,itclh, ,irk, ,u,;;,,,,, , !C;,p, ?„!;,; ,; ,, a,irk, ,p,, ,h,;,u,;;
OC . N.to activate the EOC and have
,, p
personnel assemble at the appropriate EOC location.
4.2 City of Kitchener Emergency Operations Centre (EOC)
There is a primary and alternate location designated as the EOC. In the event of
implementation of the Plan for a declared or undeclared emergency, EOC
personnel will be notified to assemble at one of the designated locations.
The Region of Waterloo CEMC may be notified by the Kitchener CEMC when
the Kitchener EOC is activated. The Kitchener EOCMT may request the Region
of Waterloo CEMC or designate to attend EOC.
4.3 Escalation of Emergencies in Waterloo Region
Each Municipality within the Region of Waterloo has agreed to use the following
four emergency management response levels as a guide to be used before,
during and following emergencies. Each level signifies the variation of the
impact to the community caused by an emergency.
Response Level
Actions
Criteria
Examples
Normal Operations
Normal response by
Routine operations
Small car
operating
accident, isolated
departments and
flooding, small
responders.
power outage,
house fire
Level 1: Local ECG
Key members of
Incident contained
Apartment fire with
monitoring level
Local Emergency
within one Local
displacements,
Control Group (ECG)
Municipality
contained hazmat,
notified Local ECG
First Response
boil water
monitors Notification
Protocol (FRP) may
advisory, active
of all Community
be activated Minor
threat from
Emergency
impact to citizens
person(s),
Management
and environment
helicopter crash
Coordinator (CEMC)
Contained within
in Waterloo Region
inner perimeter
Minor impact on
resources
Level 2: Partial
Local ECG notified
Incident contained
Chemical spill,
notification/
and on standby,
within one Local
multiple fire
activation local
key members of
Municipality
locations, multiple
ECG
Local ECG may
First Response
suspects/active
convene Notification
Protocol (FRP) may
threat on the
Page 31 of 131
10
Page 32 of 131
of all CEMCs in
Waterloo
Region Regional
ECG may be notified
and on standby
Provincial
Emergency
Operations Centre
(PEOC) may be
notified
be activated
Significant impact to
citizens, property
and environment
beyond the outer
perimeter Significant
media attention
Significant demand
on resources
May affect multiple
buildings
move,
city/township wide
boil water advisory,
isolated
communicable
disease outbreak
Level 3: Full
Local ECG
Incident contained
Ice storm, tornado,
activation local
convened.
within one Local
chemical spill,
ECG
Notification of all
Municipality Possible
commercial airliner
CEMCs in Waterloo
activation
crash, train
Region
reception/evacuation
derailment, large
Regional ECG
centre(s)
propane
notified and on
Major impact to
explosion, pipeline
standby.
citizens, property
leakage, potable
May require Local
and/or environment
water emergency,
emergency
beyond the outer
epidemic,
declaration. PEOC
perimeter
terrorism, large
notified
Major media
scale flood
and/or public
interest
Major demand on
resources Multiple
buildings/incidents
Level 4: Regional
Regional ECG
Exceeds Local
Level 3 examples
emergency
convened.
Municipal
that
Notification of all
resources and
Impact more
CEMCs in
capabilities
than one
Waterloo Region
May affect two or
Local
Local ECGs
more Local
Municipality;
may continue
Municipalities
or
to be in
Possible activation
Is contained
operation.
reception/evacuation
within one
May require
centre(s)
Municipality
Regional and/or
Major impact to
but has major
Local emergency
citizens, property
Region wide
declaration. PEOC
and/or environment
impact; or
notified
Major media and/or
Impacts
public interest
Regional
Multiple sites/incidents
services
The emergency
affects or threatens
Regional facilities or
services
10
Page 32 of 131
5. Declaration and Termination of an Emergency
5.1 Prior to Declaration
When an emergency exists, but has not yet been declared, the City of Kitchener
employees and first responders may take such action(s) under the authority of
this ERP necessary to protect lives and property.
5.2 Declaration of an Emergency
The Mayor or Acting Mayor, as Head of the Council, is responsible for declaring
that an emergency exists within the boundaries of the City of Kitchener. In
declaring an emergency, the Head of Council will identify the geographical
boundaries of the emergency area. The decision whether to declare an
emergency and the designation of geographical boundaries of the emergency
area will be made in consultation with the EOCMT.
The EOCMT will ensure that all personnel and Supporting Agencies concerned
are advised of the declaration of the emergency.
Upon declaration of an emergency in Kitchener the Mayor shall notify:
a. The Solicitor General and Office of Fire Marshal and Emergency
Management (OFMEM) by email and fax, through the Provincial
Emergency Operations Centre (PEOC);
b. Members of Kitchener City Council; and
c. The Regional Chair of the Regional Municipality of Waterloo.
The following may also be notified of a declaration of emergency:
a. Local Member(s) of Provincial Parliament (MPPs);
b. Local Member(s) of Federal Parliament (MPs);
c. Local media; and
d. The public.
5.3 Termination of an Emergency
When it has been determined by the EOCMT that the emergency should be
terminated, the Mayor and/or Council will make an official termination of
declared emergency in writing. The Premier of Ontario may also terminate an
emergency at any time.
The EOC Commander will ensure that all personnel and Supporting Agencies
concerned are advised of the termination of the emergency.
Upon termination of an emergency in Kitchener the Mayor shall notify:
11
Page 33 of 131
a. The Solicitor General and Office of Fire Marshal and Emergency
Management (OFMEM) by fax, through the Provincial Emergency
Operations Centre (PEOC);
b. Members of Kitchener City Council; and
c. The Regional Chairman of the Regional Municipality of Waterloo.
The following may also be notified of a termination of emergency:
a. Local Member(s) of Provincial Parliament (MPPs);
b. Local Member(s) of Federal Parliament (MPs),
c. Local media; and
d. The public.
6. Requests for Assistance
It is possible that assistance from other levels of government, or external partner
agencies with specialized knowledge or expertise, may be required by the City of
Kitchener to help successfully respond to an emergency situation.
Depending on the nature of the emergency (declared/undeclared) and the
assistance required, these agencies may be requested to attend the emergency
site(s) and/or EOC to provide ii.:t .h..9 ...p.u: provide information and
advice to the EOCMT through the Liaison Officer.
6.1 Requesting Region of Waterloo Support
When the resources of the City of Kitchener are at capacity or there is a need
for support from regional departments the designated member of the Local
Municipal MECG may request further assistance from the Region of Waterloo by
contacting the (acting) Regional Chair or (acting) Regional CAO (Chair RECG).
Where required due to time restrictions, such requests can be made through the
Regional CEMC who will submit the request to the appropriate Regional
designate.
On request through the Region of Waterloo, several v „ „..Y, ,Iunt., , ,u,,, , based
organizations such as the Canadian Red Cross and St. John Ambulance may
provide resources on a cost recovery basis as per Memorandum of
Understanding (MOU). The Regional Community Services Department has
signed these MOUs on behalf of the Region.
6.2 Requesting Provincial Assistance
Where provincial assistance is required, which is outside of the normal
departmental or service working agreements, the request will be made to Office
12
Page 34 of 131
of the Fire Marshal and Emergency Management through the Provincial
Emergency Operations Centre.
6.3 Requesting Federal Assistance
Requests for personnel or resources from the Federal Government are
requested through the Provincial Emergency Operations Centre (PEOC) who in
turn liaises with the Federal Government Operations Centre.
6.4 Support Agency Composition
When requested by the EOCMT, support agencies work in support of the EOC
and site and include but are not limited to the following representatives of
external groups and organizations:
• Grand River Transit Services
• Enbridge Gas
• Enova Power
• Grand River Hospital (GRH)
• St. Mary's Hospital (SMH)
• The Canadian Red Cross
• Grand River Conservation Authority (GRCA)
• GEXR (GWR) and CP Railway Police
• Radio Emergency Associated Communications Team (REACT)
• Kitchener Humane Society
• Waterloo Region District School Board
• Waterloo Region Catholic District School Board
• Waterloo Regional Police
• Ontario Provincial Police
• Kitchener -Waterloo Amateur Radio Emergency Services (KWARC)
• Provincial and Federal Ministries as required .'e MOECC, MTO, MNRF
• Representatives from any City of Kitchener department or any other
service organization or agency deemed necessary by the EOCMT.
Support Agency representatives may be invited to attend .......C.M.L. or
site meetings as required.
7. Incident Management System
The City's Emergency Response Plan adopts the principles of the Incident
Management System (IMS). Based on five key functions that must occur during any
emergency situation, IMS can be used for any size or type of emergency to manage
response personnel, facilities, and equipment.
Principles of the Incident Management System include:
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• Use of common terminology,
• Modular organization,
• Integrated communications,
• Unified command structure,
• Action planning,
• Manageable span of control, and
• Comprehensive resource management.
7.1 Incident Commander (Site)
The Incident Commander at site is responsible for and/or has the authority to:
a. Establish a Unified Command structure for the purpose of information
sharing, establishing objectives regarding emergency site
management and prioritizing resources where applicable between the
responding agency Incident Commanders;
b. Designate an emergency site media coordinator;
c. Implement the strategy established by the EOCMT at the emergency
site(s), if required;
d. Ensure that responding agencies make available the human and
material resources that are required at the emergency site;
e. Maintain a communication link with the EOCMT for the flow of
information regarding the management of the emergency site;
f. Maintain a record of events, decisions- .., made. and actions
taken as Incident Commander;
g. Participate in a debriefing with EOCMT regarding the emergency, if
required; and
h. Assist the CEMC in creating an after action report on the emergency.
7.2 Response Goals
The following response goals are applied to all emergency situations. In order of
,p,,a
! !C; ,, they are -
..2 ,
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1. Provide for the health and safety of all responders.
2. Save lives.
3. Reduce suffering.
4. Protect public health.
5. Protect critical infrastructure.
6. Protect property.
7. Protect the environment.
8. Reduce economic and social losses.
7.3 Incident Management System Functions
Policy Group
Responsibilities of the Policy Group include:
• Providing overall policy direction.
• Changing/amending bylaws or policies.
• Requesting Regional and/or Municipal level assistance.
• Declaration of an emergency.
• Termination of a declared emergency.
• Acting as an official spokesperson.
• Ensuring members of Council are notified of the emergency.
• Notifying the Mayors of adjoining municipalities of the emergency if
required and providing any status reports.
EOC Management Team (EOCMT)
The primary responsibility of the EOCMT is to provide for the overall
management and coordination of site support activities and
consequence management issues. It is the responsibility of the EOCMT
to ensure that response priorities are established, and that
pl .N..g. Ilannlin „ and response activities are coordinated, both within
the EOC (i.e. between sections) and between sites and other EOCs.
The EOC Management Team consists of the following positions:
• EOC Commander
• Emergency Information Officer
• Safety Officer/Risk Management Officer
• Liaison Officer
• Operations Section Chief
• Planning Section Chief
• Logistics Section Chief
• Finance and Administration Section Chief
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EOC Commander
• Overall authority and responsibility for the activities of the EOC.
• Sets out priorities and objectives in conjunction with the EOCMT
members for each operational period and ensures they are carried
out.
• Liaises with the Policy Group (Head of Council) and advise whether
or not a declaration and termination of an emergency is
recommended.
• Designates the geographical boundaries of the emergency area.
• Authorizes the extraordinary expenditure of municipal funds during
the emergency.
• Confirm the adequacy of the expenditure limits as identified in the
purchasing By-law.
• Approves emergency information releases.
• Determine what sections are needed, assign section chiefs as
appropriate and ensure they are staffing their sections as required.
a) Operations Section Chief
b) Planning Section Chief
c) Logistics Section Chief
d) Finance Section Chief
• Determine which management staff positions are required and
ensure they are filled as soon as possible.
a) Emergency Information Officer
b) Liaison Officer
c) Safety Officer/Risk Management Officer
d) Legal Advisor
Emergency Information Officer
• Establishes and maintains media contacts.
• Opens and coordinates a Media Information Centre as needed.
• Prepares news releases; coordinating interviews, news conferences,
and/or media briefings.
• Develops public information materials; providing messaging for use
by Corporate Contact Centre (CCC) and EOC staff.
• Establishes communications strategies for internal and external
purposes.
• Monitors media and information sources.
• Liaises and coordinates messages with other Emergency Information
Officers.
• Ensures public safety information is provided in accessible formats
as required by provincial legislation.
• The EIO may delegate the Public Inquiry role to a Coordinator
position. The role and responsibilities may include the following:
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• Ensures tracking of inquiries/questions from the public are
recorded at the Public Inquiry Centre.
• Disseminates approved emergency information and
messages to the Public Inquiry Center personnel for public
inquiries.
Risk Management/Safety Officer
• Identifies liability and loss exposures to personnel and property, and
for the municipality.
• Provides advice and assistance on matters related to law and how
they may be applicable to the actions of the City of Kitchener during
the emergency.
• Provides advice and assistance on matters related to occupational
health and safety regulations for EOC personnel.
• Monitors, assesses, and recommends modifications to safety
conditions in the EOC and halting unsafe operations, as necessary.
• Liaises and provides advice to site Safety Officer regarding health
and safety issues for site personnel, as required.
Liaison Officer
• Invites required or requested agencies and stakeholders to the EOC,
as identified by the EOC Commander and EOCMT and maintains
contact when required.
• Provides input on the strategic direction and advice to the EOCMT
regarding emergency management issues.
• Liaises with the neighbouring Municipal and Regional CEMCs, Office
of Fire Marshal and Emergency Management and other provincial
and federal representatives as required.
• In conjunction with the EOC Commander, facilitates a debriefing with
the EOC personnel and other appropriate agencies or organizations
and prepares an After Action Report on the emergency.
Operations Section
The Operations Section maintains direct contact with the site(s) and
coordinates the overall site support response, in conjunction with other
agencies and/or departments. The Operations Section is also responsible
for gathering current situation information from the site and sharing it with
the Planning Section and other EOCMT personnel, as appropriate;
coordinating resources requested from the site level; and directing
deployment of all EOC issued resources to the Incident Commander.
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Operations Chief
• Ensures coordination of the Operations function including supervision
of the various Branches required to support the emergency event.
• Ensures that operational objectives and assignments identified in
EOC Action Plans are carried out effectively.
• Establishes the appropriate level of Branch and Unit organizations
within the Operations Section, continuously monitoring the
effectiveness and modifying accordingly.
• Coordinates information received from any activated Department
Operations Centres (DOC) in the operational area.
• Consults with Planning Chief to clearly define areas of responsibility
between the Operations and Planning Sections.
• Maintains a communications link between Incident Commanders
(sites), and the EOC for the purpose of coordinating the overall
response, resource requests and event status information.
• Ensures that the Planning Section is provided with Branch Status
Reports and Incident Reports.
• Conducts periodic Operations briefings for the EOC Commander and
EOC Management Team, as required or requested.
• Approves special resource requests and/or obtains the EOC
Commander's approval of critical and extra -ordinary resources.
• Supervises the Operations Section.
Branch Coordinators
Branch Coordinators oversee the operations of a particular city
department, division, section or outside agency. A Branch Coordinator
will be responsible for coordinating the activities of their
department/agency site personnel and dispatch centre (if one exists).
Additional Branch staff may be needed, dependent on the size of the
emergency event and the support required. Branch Coordinators may
include, but are not limited to:
a) Kitchener Fire Branch Coordinator
• Establishes ongoing communications with Fire Site Commander.
• Provides a site Incident Commander as designated by the
EOCMT.
• Arranges and coordinates fire suppression, as well as hazardous
materials support operations.
• Coordinates fire branch activities with fire site personnel and fire
dispatch centre.
• Liaises with the Waterloo Region Fire Coordinator about the
emergency.
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• Liaises with the Office of the Fire Marshal and Emergency
Management (OFMEM) for any additional fire service assistance
or resources required.
• Acquires and coordinates all fire mutual aid resources, as
necessary.
• Ensures an appropriate level of continuous service to the
unaffected part of the city in accordance with legal obligations and
available resources.
• Advises and provides consultation on the issue of evacuation
relative to the number of citizens involved, and/or the size of the
geographical area involved, which falls under the jurisdiction of
the Fire Service.
• Assists in the alerting of persons endangered by the emergency.
• Implements the objectives of the EOC Action Plan assigned to the
Fire Branch.
• Completes and maintains Branch Status Reports throughout the
emergency.
• Maintains status of unassigned fire and HAZMAT resources.
• Provides routine status reports to the Operations Section Chief.
b) Kitchener Community Programs & Services Branch Coordinator
• Coordinates Community Recreation Services Branch activities
with Kitchener Community Services site personnel and Regional
Community Services Branch.
• Coordinates parks, forestry, cemeteries and maintenance
operations during the emergency.
• Liaises with Kitchener Horticulture/Forestry Services.
• Provides routine status reports to the Operations Section Chief.
• In conjunction with the Regional Community Services Branch, set-
up suitable Reception/Evacuation Centres, as required.
• Ensures personnel are notified to open and assist with the
operations in Reception/Evacuation Centres.
• In conjunction with the Regional Community Services Branch and
the Kitchener Humane Society, coordinates animal control
operations at Reception/Evacuation Centres, as required.
• Provides routine status reports to the Operations Section Chief.
c) Kitchener Infrastructure Services:
L Environmental Services Branch Coordinator
• Establishes ongoing communications with Infrastructure Services
Site Commander.
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• Provides a site Incident Commander as designated by the
EOCMT.
• Coordinates Environmental Services Branch activities with
environmental services site personnel.
• Places all required Environmental Services employees on
appropriate shifts upon being notified of activation of the Plan.
• Advises the EOCMT with information and advice on engineering,
critical infrastructure and infrastructure service matters including
recovery and rehabilitation of city services, water, wastewater,
environmental operations and levels -of -service.
• Provides assistance to other municipal departments and external
organizations and agencies as required.
• Surveys all other infrastructure systems, such as sewer and water
systems within the area.
• Ensures an appropriate level of continuous service to the
unaffected part of the city in accordance with legal obligations and
available resources.
• Provides equipment in support of emergency site.
• Liaises with utilities and agencies to discontinue, maintain, or
restore any engineering service or utility to consumers as required
or determined by the EOCMT.
• Liaises with local community partners to provide special
equipment, vehicles and personnel as required.
• Liaises with local Conservation Authorities with respect to water
levels during times of flooding or anticipated flooding. Provides
routine status reports to the Operations Section Chief.
• Liaises with Ministry of the Environment and Climate Change and
other relevant agencies and departments with respect to
environment contamination.
• Coordinates asset management for water, wastewater and storm
water and facilities programs.
• Implements the City of Kitchener Water Distribution Emergency
Response Protocol, as required.
• Through coordination with the Region of Waterloo Water Supply
operations, ensures adequate emergency water supply/pressure
for effective fire suppression operations.
• Arranges for the provision of emergency potable water supplies
and sanitation facilities in co-ordination with the Region of
Waterloo Medical Officer of Health.
ii. Roads and Traffic Branch Coordinator
• Establishes ongoing communications with Infrastructure Services
Site Commander.
• Provides a site Incident Commander as designated by the
EOCMT.
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• Coordinates Roads and Traffic Branch activities with roads and
traffic site personnel.
• Places all required Roads and Traffic employees on appropriate
shifts upon being notified of activation of the Plan.
• Advises the EOCMT with information and advice on
transportation, engineering, critical infrastructure and
infrastructure service matters including recovery and rehabilitation
of city services, fleet, and roads and traffic levels -of -service.
• Liaises with the Waterloo Region Commissioner of Transportation
and Environmental Services and senior public works officials from
neighbouring communities to ensure a coordinated response to
transportation, engineering, critical infrastructure and all other
infrastructure service matters as required.
• Provides assistance to other municipal departments and external
organizations and agencies as required.
• Provides equipment in support of emergency site.
• Liaises with utilities and agencies to discontinue, maintain, or
restore any engineering service or utility to consumers as required
or determined by the EOCMT.
• Liaises with local community partners to provide special
equipment, vehicles and personnel as required.
• Supports traffic control operations as required.
• Surveys all infrastructure systems, such as roads, bridges, and all
other transportation systems within the area.
• Ensures an appropriate level of continuous service to the
unaffected part of the city in accordance with legal obligations and
available resources.
• Coordinates waste management issues including collection,
processing and disposal.
• Coordinates debris removal services as required.
• Provides routine status reports to the Operations Section Chief.
• Coordinates asset management for roads, bridges, and other
transportation and roads programs.
• Ensures the clearing of blocked passageways in coordination with
the site Incident Commander, either inside or outside the
emergency perimeter.
• Coordinates the removal of debris for emergency response.
d) Kitchener Utilities Branch
• Implements the City of Kitchener Water Distribution Emergency
Response Protocol, as required.
• Through coordination with the Region of Waterloo Water Supply
operations, ensures adequate emergency water supply/pressure
for effective fire suppression operations.
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• Establishes ongoing communications with Kitchener Utilities
(Gas/Water) Site Commander.
• Provides a site Incident Commander as designated by the
EOCMT.
• Coordinates Utilities Branch activities with site personnel.
• Places all required Utilities employees on appropriate shifts upon
being notified of activation of the Plan.
• Advises the EOCMT with information and advice on critical
infrastructure and gas/water distribution matters including
recovery and rehabilitation of city services and levels -of -service.
• Liaises with the senior gas and water utility officials from
neighbouring communities to ensure a coordinated response to
engineering, critical infrastructure and utilities matters as required.
• Provides assistance to other municipal departments and external
organizations and agencies as required.
• Provides equipment in support of emergency site.
• Coordinates to discontinue, maintain, or restore any engineering
service or utility to consumers as required or determined by the
EOCMT.
• Liaises with local community partners to provide special
equipment, vehicles and personnel as required.
• Liaises with Ministry of the Environment and other relevant
agencies and departments with respect to environment
contamination.
• Surveys all other infrastructure systems within the area.
• Ensures an appropriate level of continuous service to the
unaffected part of the city in accordance with legal obligations and
available resources.
• Provides routine status reports to the Operations Section Chief.
• Coordinates asset management for water and gas programs.
• Arranges for the provision of emergency potable water supplies in
co-ordination with the Medical Officer of Health.
e) Kitchener Building Branch
• Provides and/or arranges for advice on the structural safety of
buildings.
• Identifies and prioritizes damaged structures to be inspected.
• Coordinates building inspection personnel.
• Inspects and takes appropriate action for the demolition of unsafe
buildings or required remedial actions for unsafe buildings.
• Takes action to ensure the protection of the public including, but
not limited to:
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o Upon a complete application, issue required
building/demolition permits to property owners;
o Prohibiting the use or occupancy of a building;
o Order a building to be renovated, repaired or demolished to
remove an unsafe condition; and
o Take measures necessary to terminate the danger where a
building is involved.
• Provides technical expertise regarding the construction of
buildings, as required.
• Provides advice and assistance relating to the enforcement of
municipal By-laws and property standards which may include:
o Enforces By-laws by investigating to determine if there is a
violation(s) and will take the necessary measures to ensure
the violation(s) is corrected (compliance obtained).
o Responds to citizen complaints and conducts proactive
investigations.
• Contacts local utility companies for building demolition needs.
• Provides routine status reports to the Operations Section Chief.
f) Regional Police Branch Coordinator
• Ensures all necessary emergency services are notified as
required.
• When legally required to do so, ensures an investigation is
conducted and further ensures all other investigative agencies are
notified and provides assistance as needed.
• Ensures a communication link is established between the RECG
and the Police On -Scene Command Post.
• Provides the RECG with advice on public safety matters.
• Ensures persons endangered by the emergency are alerted and
provides coordination of evacuation procedures, including traffic
control on evacuation routes.
• Liaise with the Region of Waterloo Commissioner of Community
Services (CSD) regarding the site(s) selected for reception
centre(s) and the approximate time of arrival of the first evacuees.
• Where time and circumstances permit, liaise and consult with the
Region of Waterloo Commissioner of CSD to ensure the initial
designation of reception centres has occurred and meet the
needs of the evacuees.
• Ensures a police presence is provided at the EOC, reception
centres, holding areas and other facilities, as required.
• When required, assists the Incident Commander (IC) in fulfilling
his/her responsibilities.
• Provides routine status reports to the Operations Section Chief.
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g) Regional Paramedic Branch Coordinator
• When required, assists the Incident Commander (IC) in fulfilling
his/her responsibilities.
• In conjunction with the IC, assesses the need and the initial
request for (special) emergency resources at the emergency site,
e.g., multi -patient units, support units, air ambulances, etc., and
any other medical resources required.
• Liaise with hospitals for the efficient distribution of casualties
through the Cambridge Central Ambulance Communication
Centre (CACC) Dispatch.
• Notifies and requests assistance of the Ontario Ministry of Health
and Long -Term Care, Emergency Health Services Branch
through the Local Health Integration Network (LHIN)/Community
Care Access Centre (CCAC).
• Liaise with neighbouring Paramedic Services regarding areas of
mutual concern which may include coverage issues, distribution
of patients to area hospitals and any other issues needed in pre-
hospital care.
• In conjunction with the IC, assess the need and initial request for
on-site medical teams from hospitals and whether assistance is
required from Police or other emergency services in providing
transportation to the scene for these medical teams.
Note: Hospitals will not routinely provide on-site triage or medical
teams. Medical assistance may be requested to deal with
extraordinary instances such as prolonged and extensive
entrapment, etc.
• Liaise with the Director of Transit Services in providing busses for
low acuity patients.
• Liaise with the Commissioner of Public Health and Emergency
Services (PHE)/Medical Officer of Health (MOH) regarding the
evacuation of persons requiring ambulance or other stretcher
transportation and assist with the organization
• Provides routine status reports to the Operations Section Chief.
h) Regional Public Health Branch Coordinator
• As a member of the RECG, acts as a coordinating link with the
LHIN for all health services at the EOC, as appropriate.
• Liaise with the Provincial Ministry of Health and Long -Term Care
(MOHLTC), Public Health Ontario (PHO), and the Local Health
Integration Network (LHIN) as needed.
• Liaise and coordinate with community health care partners as
needed, as part of the Public Health emergency response (e.g.,
physicians, hospitals, etc.).
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• Provides advice and recommendations to the public on matters
which affect the health of the community (e.g., boil water advisory,
preventive measures for infectious disease outbreaks).
• Coordinates the health response to public health emergencies or
emergencies with public health impacts (e.g., infectious disease
outbreaks, contamination of the drinking water, etc.), according to
Ministry of Health and Long -Term Care direction, the Ontario
Public Health Standards, the Health Protection and Promotion
Act, and/or other relevant legislation (e.g., Safe Drinking Water
Act). The Public Health response would be aligned with the
Regional emergency response.
• Liaise with the Region of Waterloo Commissioner of
Transportation and Environmental Services (TES) to ensure the
safety of drinking water and appropriate sanitation services.
• Liaise with the Region of Waterloo Commissioner of Community
Services (CSD) and provide support specific to
reception/evacuation centres, or other temporary lodging sites, in
the areas of:
• environmental health consultation (food, water safety,
sanitation and infection control practices)
• participation in intake of clients at a reception/evacuation
centre;
• infectious disease case management and surveillance; and
• infectious disease outbreak control
• Provides routine status reports to the Operations Section Chief.
i) Regional Community Services Branch Coordinator
• Implements the Emergency Social Services (ESS) Plan that is
aimed at providing services to those people displaced as a result
of an emergency or disaster.
• Ensures reception centres are established, operated, staffed and
closed, with the assistance of Public Health and Emergency
Services (PHE) and designated volunteer agencies for the
registration, feeding, care, clothing, welfare and shelter of persons
using the centres.
• Liaise with Kitchener Community Services Branch with respect to
determining the location of the reception centre when using a City
of Kitchener facility.
• Ensures that property representative(s) is/are notified when a
public or private facility(s) is/are required as reception centre(s)
• Determines whether additional reception centres need to be
opened.
• Liaise with the Chief of Police with respect to the establishment of
reception centres and other areas of mutual concern.
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• Liaise with the Commissioner of PHE/Medical Officer of Health on
areas of mutual concern regarding operations in reception centres
when requested by reception centre personnel including:
• Food safety and water quality
• General sanitation and health hazards
• Infection prevention and control
• Accommodation standards for emergency lodging
• Assessment of the health risks of the affected community
• Liaise with Grand River Transit (GRT) for the provision of
transportation of evacuees to and from reception centre.
• Provides routine status reports to the Operations Section Chief.
Planning Section
• Collects, processes, evaluates and displays situation information.
• Develops EOC Incident Actions Plans in coordination with other
functions.
• Tracks the status of EOC issued resources.
• Maintains all EOC documentation.
• Conducts advance planning activities and makes
recommendation for action.
• Obtains technical experts for the EOC, as required.
• Plans for EOC demobilization of personnel and resources.
• Facilitates the transition to the recovery phase.
Logistics Section
• Provides/acquires requested resources including personnel,
facilities, equipment and supplies.
• Arranges access to technological and telecommunications
resources and support.
• Acquires and arranges resources for the transportation of
personnel, evacuees and goods.
• Provides other support services such as arranging for food and
lodging for workers within the EOC and other sites.
Finance and Administration Section
• Monitors the expenditure process, and response and recovery
costs.
• Coordinates claims and compensation.
• Tracks and reports on personnel time.
• Develops service agreements and/or contracts.
• Oversees the purchasing processes.
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8. Emergency Response Plan Supporting Documents
This section outlines supporting documents and/or plans to help support the
emergency response and recovery issues. The reference to these documents is
solely for the convenience of the users and these documents do not form part of the
By-law. The following list does not cover all available documents; some may be
added as needed
i.e. hazard specific plans.
e ,,,,,,,,,,,,,,,,,,,,,,,I„
8.1 Emergency Notification Procedure
The Emergency Notification Procedure outlines the process for City of Kitchener
Corporate Contact Centre (CCC) personnel to place the EOCMT on alert or
request that they respond to the EOC. The procedure also includes the
confidential contact information for EOC personnel.
8.2 Emergency Information Plan
This document coordinates communications from city departments, agencies,
and boards to media outlets, city employees, businesses and residents to
deliver information before an impending emergency (if possible), during or after
a disaster or emergency. This includes the release of appropriate and factual
information to the media and to the public, issuing directives to the public,
responding to requests for information, and monitoring media outlets and other
sources of information. Methods of internal communications with City staff are
also outlined.
If required, in the event of a major emergency requiring a response from other
levels of government, Region, or other municipalities, communications from the
City of Kitchener will be coordinated with these entities.
8.3 Emergency Operations Center (EOC) and IMS Standard Operating
Guidelines
This document outlines the procedures involved in activation and operation of
both the primary and alternate EOC facilities. This includes details on the facility
setup, guiding principles, managing information and resources, and roles and
responsibilities for functions within the Incident Management System. As a
supplement to the City of Kitchener Emergency Plan, it provides information to
enable EOC responders to fulfil their key responsibilities in managing an
emergency situation.
8.4 Recovery Plan
One of the last responsibilities that the EOCMT has during an emergency is to
establish a Recovery Committee. Its role is to return the community and its
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citizens to its pre -emergency state, in order to ensure continuity between the
emergency and recovery operations.
Depending on the type of the emergency, the recovery phase could be minimal
with respect to resources required, monies spent and/or time needed to return
the community to its pre -emergency state.
The nature of the emergency and the final authority responsible for it will take
the lead role in the recovery. If the City was responsible for controlling the
emergency, the City would lead the recovery. Similarly, if the emergency was
declared at a higher level of government, then that level leads the recovery
efforts.
8.5 Regional Level 2 ESS Emergency Social Services Plan
The aim of the Regional Level 2 Emergency Social Services Plan is to make
provision for the efficient administration, coordination and implementation of the
extraordinary arrangements and measures taken to protect the health, safety
and welfare of the residents of Kitchener during any emergency once they are
outside of immediate danger as a result of an emergency or disaster. This
response includes both city staff and external partner agencies that work to
provide services including, but not limited to, shelter, food, clothing, emergency
first aid, registration and inquiry, personal services, and financial assistance.
8.6 Community Pandemic Influenza Preparedness Plan (CPIPP)
This document describes how the Region of Waterloo Public Health, in
collaboration with community stakeholders, will respond to an influenza
pandemic.
9. Compensation for Losses
The Municipal Disaster Recovery Assistance (MDRA) program will help
municipalities address extraordinary emergency response costs and damage to
essential property or infrastructure like bridges, roads and public buildings, as a
result of a natural disaster.
The Disaster Recovery Assistance for Ontarians (DRAG) program provides
assistance to individuals, small businesses, farmers and not-for-profit organizations
that have experienced damage to, or loss of, essential property as a result of a
natural disaster.
For further information, visit the website of the Ministry of Municipal Affairs and
Housing.
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10. Emergency Response Plan Review and Maintenance
The City of Kitchener Emergency Response Plan (Plan) will be maintained and
distributed by the Community Emergency Management Coordinator (CEMC) to the
public via the City of Kitchener public website.
The Plan will be reviewed annually and, where necessary, revisions recommended
to Council by the Community Emergency Management Program Committee
(CEMPC). The review and recommended revisions will be coordinated by the
CEMC. Any amendments to the City of Kitchener Emergency Response Plan shall
be made by By-law and passed by Council.
As noted in section 1.3 of the ERP, Supporting Documents including, but not limited
to, Plans, protocols, guidelines, standard operating procedures, processes, and ERP
Supporting Documents identified in Section 8 of the ERP do not form part of the
ERP. Any reference to such Supporting Documents is solely for the assistance of
the users of the ERP. Any revisions to the Supporting Documents may be made by
the generator of the document and the CEMC and do not require an amending By-
law.
It is the responsibility of each person, agency, service or department identified within
the Plan to notify the CEMC forthwith, of the need for any administrative changes or
revisions to the Plan or Supporting Documents.
The CEMC is responsible for maintaining a current confidential contact list for EOC
personnel and Support Agencies.
Each Department and Support Agency involved with this Plan should prepare
emergency response procedures or guidelines Departmental Emergency Plan)
outlining how it will fulfil its own internal responsibilities under this Plan during an
emergency.
Each Department and Support Agency should designate a member of its staff to
review, revise and maintain its own functional emergency response procedures or
guidelines on a periodic basis.
10.1 Exercising of the Emergency Response Plan
At least one exercise will be organized and conducted annually by the CEMC in
order to test the overall effectiveness of the Plan. Recommendations arising
from the annual exercise shall be considered by the CEMC and the Community
Emergency Management Program Committee for revisions to the Plan.
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Ii FT717rim:1gtrerl
Copies of the Emergency Response Plan will be provided to EOC personnel,
partner organizations and agencies, the Province, and bordering municipalities
and regions that may have a role to play in responding to or providing
assistance for emergencies in Kitchener.
10.3 Revision History
Rev. No.
Revised by
Details
Revision Date
2024-001
CEMPC
Housekeeping amendments
September 11, 2023
CCC
City of Kitchener Corporate Contact Centre
CEMC
Community Emergency Management
Coordinator
CMT
Crisis Management Team
10.4 Abbreviations
AAR
After Action Report
CACC
Central Ambulance Communication Centre
CAO
Chief Administrative Officer
CCAC
Community Care Access Centre
CCC
City of Kitchener Corporate Contact Centre
CEMC
Community Emergency Management
Coordinator
CMT
Crisis Management Team
CP
Canadian Pacific Railway
CPIPP
Community Pandemic Influenza
Preparedness Plan
CSD
Community Services Department
DRAO
Disaster Recovery Assistance for Ontarians
ECG
Emergency Control Group
E1O
Emergency Information Officer
EMCPA
Emergency Management and Civil
Protection Act
EMPC
Emergency Management Program
Committee
EMO
Emergency Management Office (Region of
Waterloo)
EOC
Emergency Operations Centre
EOCMT
Emergency Operations Centre
Management Team
ERP
Emergency Response Plan
ESS
Emergency Social Services
FERP
Federal Emergency Response Plan
Ca
Page 52 of 131
FRP
First Response Protocol
GIS
Geographic Information System
GRCA
Grand River Conservation Authority
GRH
Grand River Hospital
GRT
Grand River Transit
HAZMAT
Hazardous Materials
HIRA
Hazard Identification and Risk Assessment
HOC
Head of Council
IAP
Incident Action Plans (IAP)
IC
Incident Commander
IMS
Incident Management System
KU
Kitchener Utilities
KWARC
Kitchener -Waterloo Amateur Radio Club
KW
Kitchener -Waterloo
MDRA
Municipal Disaster Recovery Assistance
MECG
Municipal Emergency Control Group
MOECC
Ministry of Environment and Climate
Change
MOH
Medical Officer of Health
MOHLTC
Ministry of Health and Long -Term Care
MOU
Memorandum of Understanding
MNRF
Ministry of Natural Resources and Forestry
MP
Local Members of Federal Parliament
MPP
Local Members of Provincial Parliament
MTO
Ministry of Transportation
OFMEM
Office of the Fire Marshal and Emergency
REAL
Management
OPP
Ontario Provincial Police
PEOC
Provincial Emergency Operations Centre
PHE
Public Health and Emergency Services
PHO
Public Health Ontario
PSV
Paramedic Services
RCSD
Region Community Services Department
REACT
Radio Emergency Associated
Communications Team
REAL
Regional Emergency Alerting List
RECG
Regional Emergency Control Group
ROW
Region of Waterloo
SFCC
Region's Service First Call Centre
SPCA
Society for the Prevention of Cruelty of
Animals
SMH
St Mary's Hospital
WRPS
Waterloo Regional Police Services
31
Page 53 of 131
Schedule B to Appendix A to
COR -2024-013
Terms of Reference
Community Emergency Management Program Committee
(CEMPC)
VERSION APPROVAL DATE
1.0 AUGUST 2016
1 1 3
Page 54 of 131
1. Purpose
The purposes of the Community Emergency Management Program Committee
(CEMPC) are-
a) To fulfill the legislated requirements under the Emergency Management and Civil
Protection Act, specifically Ontario Regulation 380/04 Subsection 11(1)
b) To ensure the appropriate programs are in place based on the Emergency
Management and Civil Protection Act and other established guidelines and
standards of excellence where applicable.
c) To lead the development of the Emergency Management and Business
Continuity Program for the City of Kitchener.
d) To participate and approve the City of Kitchener's Emergency Response Plan
updates ensuring that all core components and resources are clearly identified.
e) To advocate for the use of the Four Pillars (areas) of Organizational Resiliency:
Emergency Management, Business Continuity, Crisis Management, and Physical
Security to guide its work.
f) To facilitate enhancing community safety through prevention, preparedness,
response & recovery planning efforts; and to provide leadership and collaboration
with all orders of government, communities, stakeholders and individuals within
the municipality of the City of Kitchener.
g) To implement and use the Incident Management System (IMS) framework as the
City of Kitchener's standardized approach for all of its response, planning, and
training.
2. Objectives
The CEMPC committee members are responsible for ensuring that the appropriate
programs are in place based on the Emergency Management and Civil Protection
Act. Members will also ensure that best practices are utilized for the other areas
(i.e. Four Pillars of Resiliency) of Business Continuity, Crisis Management, and
Physical Security. Specifically, the following objectives are a guide for the CEMPC:
a) Build and strengthen interdepartmental and external emergency networks
and relationships for the four pillars.
b) Share information, and provide education and awareness among the
departments, organizations and response personnel for the City of Kitchener.
c) Develop, discuss and refine interdepartmental issues having multi -
jurisdictional and/or corporate implications.
d) Analyze and report on best practices and departmental experiences to
uncover gaps and areas for improvement for the four pillars across the
corporation and within departments.
e) Act as a vehicle for the dissemination of information and awareness within
the corporation and the community at large.
Page 55 of 131
Emergency Management
Steering Committee
EOCMT
Emergency Mgmt Business Continuity I Crisis Mgmt Physical Security
Working Group Working Group I Working Group Working Group
ual Compliance:
BIA validation
. Situation mgimt for key
+ EOC setup
HIRA
0 Worksheets
areas: services, staff,
+ Generator backup
Critical Infrastructure
0 Disaster Recovery
corporate reputation
r Corporate Emergency
Resource Directory
0 Recovery Strategies
IMS standard of
Response procedures
EM Training (BEM, IMS,
(Fail -over sites)
response to smaller
for buildings (Staindard
Note Taking)
Testing/exercise
incidents
operating procedures)
EOC review/updates
program
+ Media responses
• Asset mgmt (City Work
Emerg Preparedness
• Rusk Management
Exercise program
EDC software (tbd(
3. Community Emergency Management Program Committee Membership
a) CEMC (Acts as Chair)
b) Alternate CEMC's (alternate Chair as necessary)
c) Committee Administrator
d) Corporate Communications (CAO's Office)
e) Legislative Services (FCS)
f) Accounting (FCS)
g) Information Technology (FCS)
h) Human Resources (FCS)
i) Facilities Management (INS)
j) Operations — Environmental Services (INS)
k) Operations — Roads and Traffic (INS)
1) Asset Management (INS)
m) Utilities (INS)
n) Community Programs & Services (CSD)
o) Equity, Diversity and Inclusion (COR)
Representatives from the following agencies will be included bi-annually and will be
invited to participate in specific Working Groups where required. Other
representatives will be invited as needed:
p) Waterloo Regional Police (or alternate)
3 1 3
Page 56 of 131
q) Waterloo Regional Director of Emergency Medical Services (or alternate)
r) Emergency Management Ontario
s) Waterloo Regional Emergency Measures (or alternate)
t) Waterloo Regional Emergency Social Services
u) St. Mary's Hospital Emergency Planner
v) Grand River Hospital Emergency Planner
w) Enova Power representative
x) Grand River Conservation Authority (GRCA)
This committee reports to the Emergency Management Steering Committee which
includes EOCMT members and the Fire Chief.
4. Selection of Membership for the Working Groups
The members from each Working Group (as identified within the organizational
chart in Section 2: Objectives above) will be recruited by the CEMPC membership
and will be based on their subject matter expertise (SME) in the four areas of
Emergency Management, Business Continuity, Crisis Management, and Physical
Security.
The Working Groups will each have a designated Chair (and alternate) that will sit
on the CEMPC.
5. Frequency of Meetings
The CEMPC will be held quarterly (or as needed) and will bring the external
partners in bi-annually.
The Working Group members will meet bi-monthly or more often dependent on the
need identified by the working group.
6. Attendance
If a member cannot attend, they may send a suitable alternate.
7. Quorum
At minimum 50% plus 1 must be represented.
8. Resources
a) Support Staff
Staff designated as the Committee's recorder will be responsible to ensure that
minutes of the CEMPC meetings are taken and distributed to the membership.
b) Meeting locations for the CEMPC meetings will be located within one of the City
of Kitchener's meeting rooms that can accommodate the membership or
virtually .
9. Maintenance and Refinement of the Terms of Reference
These terms of reference shall be maintained by the CEMPC membership and shall
be reviewed on an annual basis.
Page 57 of 131
Staff Report
I
K Tc�i irrarR
Community Services Department www.kitchener.ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 29, 2024
SUBMITTED BY: Mark Hildebrand, Director Neighbourhood Programs & Services, 519-
741-2200 ext. 7687.
PREPARED BY: Lolita Paroski, Inclusion Services Coordinator, 519-741-2200 ext. 7226.
WARD(S) INVOLVED: All
DATE OF REPORT: December 28, 2023
REPORT NO.: CSD -2024-006
SUBJECT: COMMITTEE RE -APPOINTMENTS TO THE GRAND RIVER
ACCESSIBILITY ADVISORY COMMITTEE (2024)
RECOMMENDATION:
That the following applicants be re -appointed to the Grand River Accessibility Advisory
Committee (GRAAC) for a 4 -year term ending December 31, 2027, pending ratification by
the partnering municipalities of the City of Waterloo, Region of Waterloo, Township of
North Dumfries, Township of Wellesley, Township of Wilmot, and the Township of
Woolwich.
Heather Clark Harris Kitchener Re -appointment
Paula Saunders Kitchener Re -appointment
Carrie Speers Kitchener Re -appointment
REPORT HIGHLIGHTS:
The purpose of this report is to recommend the re -appointment of 3 current GRAAC
members for Council consideration.
This report supports Fostering a Caring City Together: Focuses on welcoming
residents of all ages, backgrounds & experiences; residents working on decisions
with a meaningful influence; healthy, thriving residents with easy access to diverse
& inclusive programs & services.
This report supports the delivery of core services.
BACKGROUND:
Under the requirements of the Accessibility for Ontarians with Disabilities Act, 2005 (AODA), all
municipalities with a population of 10,000 or greater are required to establish an Accessibility
Advisory Committee to advise Council on the prevention, identification, and removal of barriers
for persons with disabilities. The Grand River Accessibility Advisory Committee (GRAAC) is a
joint committee of the Cities of Kitchener and Waterloo, the Regional Municipality of Waterloo
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 58 of 131
and the Townships of North Dumfries, Wellesley, Wilmot, and Woolwich. GRAAC is appointed
the task of advising the participating municipalities on accessibility planning.
REPORT:
The GRAAC Terms of Reference specify that the Committee will consist of 11-15 members of
which a majority must be persons with a disability. Recruitment for GRAAC is conducted in the
fall with members beginning their 4 -year term in January.
GRAAC membership currently consists of 15 members with 3 members completing their term in
2023. A selection committee of staff representing the participating municipalities have reviewed
the re -appointments and are in support of the decision. Recommendations for membership are
based on consideration of the Terms of Reference as well as equitable representation from
various disability groups.
Pending ratification by each of the participating municipalities, staff is recommending that the
residents noted above be appointed by the City of Kitchener. The incoming 2024 committee will
have a total of 15 members.
STRATEGIC PLAN ALIGNMENT:
This report supports Fostering a Caring City Together: Focuses on welcoming residents of
all ages, backgrounds & experiences; residents working on decisions with a meaningful
influence; healthy, thriving residents with easy access to diverse & inclusive programs &
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 — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: MICHAEL MAY, DEPUTY CHIEF ADMINISTRATIVE OFFICER
Page 59 of 131
Staff Report
Development Services Department www.kitchener.co
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 29, 2024
SUBMITTED BY: Barry Cronkite, Director, Transportation Services
519-741-2200 ext. 7738
PREPARED BY: Connor Payne, Traffic Technologist
519-741-2200 ext. 7374
WARD(S) INVOLVED: Ward 1, Ward 3, Ward 7
DATE OF REPORT: January 5, 2024
REPORT NO.: DSD -2024-027
SUBJECT: Uniform Traffic and Parking By-law Changes
RECOMMENDATION:
That a stop sign be installed on the west approach of Tecumseh Crescent at its
intersection with Tecumseh Crescent; and,
That parking be prohibited on the east (even -numbered) side of Joshua Street from a
point 45 metres south of Fallowfield Drive to a point 20 metres south thereof; and,
That the existing intersection stop control on Lynnvalley Court at Lynnvalley
Crescent be removed; and,
That a stop sign be installed on the south leg of Lynnvalley Crescent at Lynnvalley
Court; and further,
That the Uniform Traffic Bylaw be amended accordingly.
REPORT HIGHLIGHTS:
• The purpose of this report is to recommend amendments to the Uniform Traffic By -Law
2019-113, including the installation of one (1) stop sign at an uncontrolled intersection,
the establishment of a no -parking area, and the adjustment of stop control placement
at an intersection to improve traffic conditions.
• The key finding of this report is that safety and operations will be improved through the
installation and adjustments of parking restrictions and intersection stop controls
contained within this report.
• The financial implications are approximately $1000 and will be taken from the existing
sign maintenance budget.
• 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.
Page 60 of 131
BACKGROUND:
Transportation Services has received numerous concerns from residents in The City
regarding general traffic operation and safety. This report details these concerns across
various wards which have been determined by staff to be valid and require bylaw
amendments.
REPORT:
Tecumseh Crescent -Ward 1
Tecumseh Crescent intersects with itself at an uncontrolled intersection. Transportation
Services was made aware of this condition by a local resident and is recommending the
installation of a stop sign to control the right-of-way at this intersection. A key plan of the
intersection is attached in appendix A.
Joshua Street - Ward 3
Joshua Street is a local residential roadway with two curves. Parking of vehicles on the
inside of the north curve is currently permitted. Staff received a resident petition requesting
the prohibition of parking on the inside of the curve citing safety concerns travelling through
the curve when parked cars are present. This change will result in the loss of approximately
3 on -street parking spaces. All nineteen (19) addresses that would be affected by the loss
of parking have expressed their support for removing parking on the inside of the north
curve. As a result, Staff recommend prohibiting parking along the inside of the curve. A key
plan of the street is attached in appendix C.
Lynnvalley Court - Ward 7
Lynnvalley Court intersects with Lynnvalley Cres at a T -intersection with stop control on the
west leg. At a T -intersection, the approach that intersects with the top of the "T" is considered
the minor approach of the intersection and is required to stop and yield to traffic on the major
leg. At present, this is not the case. Drivers approaching the intersection on Lynnvalley Ct
on the west leg do not expect to encounter a stop control when continuing eastbound, but
this leg is currently stop controlled. Likewise, drivers approaching the intersection on
Lynnvalley Cres from the south expect to encounter a stop control at the intersection, but
this leg is not stop controlled. To provide consistent driver expectation and improve traffic
and pedestrian safety at this intersection, Transportation Services is recommending that the
existing intersection stop control on Lynnvalley Court at Lynnvalley Crescent be removed
and that a stop sign be installed on the south leg of Lynnvalley Crescent at Lynnvalley Court.
This will result in a traditional "T" intersection and create consistent expectation, thereby
increasing traffic safety.
STRATEGIC PLAN ALIGNMENT:
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 the following impact on the Operating Budget.
Sign installations and pavement markings: Tecumseh Cres, $250; Joshua St $250 and
Page 61 of 131
Lynnvalley Cres $500 for a total estimated cost of $1000. These costs will be charged to the
existing Sign Maintenance budget.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of
the council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
• City of Kitchener Uniform Traffic By-law No. 2019-113
APPROVED BY: Justin Readman, General Manager, Development Services Division
ATTACHMENTS:
Attachment A — Key Map — Tecumseh Crescent Proposed Traffic Control Device
Attachment B — Key Map — Joshua Street Proposed On -Street Parking Regulations
Attachment C — Key Map — Lynnvalley Crescent at Lynnvalley Court Proposed
Traffic Control Device
Page 62 of 131
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StaNRepvrt
Development Services Department www.kitchener.ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January29, 2024
SUBMITTED BY: Garett Stevenson, Director of Development and Housing
Approvals, 519-741-2200 ext. 7070
PREPARED BY: Craig Dumart, Senior Planner, 519-741-2200 ext. 7073
WARD(S) INVOLVED: Ward 5
DATE OF REPORT:
REPORT NO.:
January 12, 2024
DSD -2024-053
SUBJECT: Zoning By-law Amendment Application ZBA24/025/F/CD
Lifting of Holding Provision 67H
1950 Fischer Hallman Road
Schlegel Urban Developments Corp.
RECOMMENDATION:
That Zoning By-law Amendment Application ZBA23/025/F/CD Schlegel Urban
Developments Corp for the purpose of removing Holding Provision 67H from the
lands specified in the attached Map No.1, in the form shown in the "Proposed By-
law" attached to the Report DSD -2024-053 as Attachment `A', be approved.
REPORT HIGHLIGHTS:
• The purpose of this report is to seek Council's approval of a Zoning By-law
Amendment Application to remove Holding Provision 67H from the lands municipally
known as 1950 Fischer Hallman Road.
• The applicant has satisfied the conditions outlined within the Holding Provision as
confirmed by receiving a letter from the Region of Waterloo.
• There are no financial implications associated with the Zoning By-law amendment
application.
• Community engagement included notification of the intent to pass a by-law to remove
the Holding Provision that was advertised in The Record on January 19, 2024.
• This report supports the delivery of core services.
BACKGROUND:
Schlegel Urban Developments Corp has submitted a Zoning By-law Amendment
Application to lift Holding Provision 67H from 1950 Fischer Hallman Road. This report
seeks Council's approval of a Zoning By-law Amendment Application to remove the
Holding Provision from the property.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 66 of 131
REPORT:
The subject lands at 1950 Fischer Hallman Road are located within the Becker Estates
(Wallaceton) Subdivision (30T-07205) which was draft approved by the Ontario Municipal
Board, together with implementing Official Plan land use designations and zoning in 2009.
The subdivision represents a well-designed, contemporary subdivision having a mix of
residential dwelling types including low, medium, and higher density forms of housing, mixed-
use blocks, an elementary school, storm water management pond, unique park spaces, and
the integration of two heritage features including the Becker farmhouse at 1940 Fischer
Hallman Road and the commemoration of Plains Road.
At the time of the above mentioned Draft Plan of Subdivision, Official Plan and Zoning By-
law Amendment Application approvals, Holding Provision 67H was applied to the subject
lands at 1950 Fischer Hallman Road to require a Traffic and Stationary noise study to be
submitted and approved to the satisfaction of the Region of Waterloo.
The City is in receipt of a clearance letter from the Region of Waterloo dated December
22, 2023 (Attachment `C') advising that a Traffic and Stationary noise study has been
approved and implemented and that the applicant has met the requirements of removing
Holding Provision 67H for the lands. As such planning staff is satisfied that the applicant
has met the requirements of 67H and has no objection to the lifting of the Holding
Provision for the development of a commercial development on the subject lands at 1950
Fischer Hallman Road.
Based on the above, Planning staff is of the opinion that the requested Zoning By-law
Amendment to remove Holding Provision 67H is appropriate at this time as the
requirements to release the holding provision have been met. Planning Staff recommends
removing Holding Provision 67H as shown on Map No. 1 contained within Attachment `A'.
STRATEGIC PLAN ALIGNMENT:
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 — This report has been posted to the City's website with the agenda in advance
of the council / committee meeting. Notice of the intention to pass a By-law to remove the
Holding Provision was placed in the Record on January 19, 2024 (Attachment `B'). Under
the Planning Act a statutory public meeting is not required for zoning by-law amendments
to remove Holding Provisions and a neighbourhood circulation is not required.
PREVIOUS REPORTS/AUTHORITIES:
• Planning Act, 1990
• Zoning By-law 85-1
Page 67 of 131
REVIEWED BY: Tina Malone -Wright, Manager, Development Approvals, Development
and Housing Approvals Division
APPROVED BY: Justin Readman, General Manager Development Services
ATTACHMENTS:
Attachment A — Proposed By-law to amend Zoning By-law 85-1 and Map No. 1
Attachment B — Newspaper Notice
Attachment C — Region of Waterloo Clearance Letter
Attachment D — Holding Provision 67H
Page 68 of 131
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PROPOSED BY — LAW
2024
BY-LAW NUMBER
OF THE
CORPORATION OF THE CITY OF KITCHENER
(Being a by-law to amend By-law 85-1, as amended known as
the Zoning By-law for the City of Kitchener
— Schlegel Urban Developments Corp — 1950 Fischer Hallman
Road)
WHEREAS it is deemed expedient to amend By-law 85-1 for the lands specified above;
NOW THEREFORE the Council of the Corporation of the City of Kitchener enacts as
follows:
1. Schedule Number 108 Appendix "A" to By-law Number 85-1 are hereby amended by
changing the zoning applicable to the parcel of land specified and illustrated as Area 1 on
Map No. 1, in the City of Kitchener, attached hereto, from Medium Intensity Mixed Use
Corridor Zone (MU -2) with Special Regulation Provision 637R and Special Use Provision
424U and Holding Provision 67H to Medium Intensity Mixed Use Corridor Zone (MU -2)
with Special Regulation Provision 637R and Special Use Provision 424U.
PASSED at the Council Chambers in the City of Kitchener this day of
2024.
Mayor
Clerk
Page 70 of 131
NOTICE OF PUBLIC MEETING
for removal of a holding provision
1950 Fischer Hallman Road
Location Map
W1 R
Removal of
Holding Provision 67H
Community & Infrastructure
Services Committee
Date: January29,2024
Location: Council Chambers,
Kitchener City Ball
200 King Street West
orVirtual Zoom Meeting
To view the staff report, agenda, meeting
details & start time of this item
(to be posted 10 days before meeting),
visit kitchener.ca/meetings
To learn more about this project, visit:
www.kitchener.ca/
PlanningApplications
or contact:
Craig Dumart, Senior Planner
craig.dumart@ kitchener.ca
519.741.2200 x7073
The City of Kitchener will consider an application for a Zoning By-law
Amendment to lift Holding Provision 67H in Zoning By-law 85-1 affecting the
subject lands. The requirements for the removal of 67H have been fulfilled with
the approval of a Traffic and Stationary noise study by the Region of Waterloo.
Page 71 of 131
Craig Dumart, MCIP, RPP
Senior Planner
City of Kitchener
City Hall, P.O. Box 1118
200 King Street West
Kitchener, ON N2G 4G7
Dear Mr. Dumart:
PLANNING, DEVELOPMENT
AND LEGISLATIVE SERVICES
Community Planning
150 Frederick Street 8th Floor
Kitchener Ontario N2G 4A Canada
Telephone: 519-575-4400
TTY: 519-575-4608
Fax: 519-575-4466
www.regionofwaterloo.ca
File: C16-40/23024
December 22, 2023
Re: Clearance for Removal of Holding Provision 67H
Zone Change Application ZBA 23/024/F/CD
(Plan of Subdivision 30T-07205, Stage 7)
Schlegel Urban Developments
1950 Fischer -Hallman Road
City of Kitchener
In accordance with By-law No. 17-035 of the Regional Municipality of Waterloo, please
accept the following recommendation regarding the above -noted application on behalf of
the Council of the Regional Municipality of Waterloo, as it applies to Holding Provision
No. 67H of Appendix F to City Zoning By-law 85-1.
Holding Provision 67H reads,
i) None of the uses permitted by the R-8 Zone in Area 1 shall be permitted until
such time as a Traffic and Stationary noise study is submitted and approved to
the satisfaction of the Regional Commissioner of Planning, Housing and
Community Services, if necessary. This Holding Provision shall not be removed
until the City of Kitchener is in receipt of a letter from the Regional
Commissioner of Planning, Housing and Community Services advising that
such noise study or studies has been approved and an agreement, as
necessary, has been entered into with the City and/or Region, as necessary,
providing for the implementation of any recommended noise mitigation
measures.
ii) None of the uses permitted by the MU -2 Zone in Area 2 shall be permitted until
such time as a Traffic and Stationary noise study is submitted and approved to
Document Number: 4562689 Version: 1
Page 72 of 131
the satisfaction of the Regional Commissioner of Planning, Housing and
Community Services. This Holding Provision shall not be removed until the City
of Kitchener is in receipt of a letter from the Regional Commissioner of
Planning, Housing and Community Services advising that such noise study or
studies has been approved and an agreement has been entered into with the
City and/or Region, as necessary, providing for the implementation of any
recommended noise mitigation measures.
With respect to i) and ii) above, the applicant has submitted a road traffic and stationary
noise study entitled, "Noise Feasibility Study, Proposed Mixed -Use Development,
Wallacetown Mixed -Use Phase 1, Kitchener, Ontario" (HGC Engineering, July 13, 2023)
and Addendum (HGC Engineerig, August 1, 2023). The reports have been peer reviewed
by the Region's peer review consultant, and conclusions and recommendations found
acceptable.
Implementation of study recommendations associated with stationary noise sources have
been secured in a City supplementary agreement registered as WR1550907 on
December 15, 2023. The recommendations associated with road traffic noise (Fischer -
Hallman Road) have been included in a draft Regional development agreement related
with registration of Stage 7 of plan of subdivision 30T-07205 (the subject lands).
The Region is satisfied that the applicant has met the requirements of holding provision
67H for the lands and have no objection to the City of Kitchener lifting holding provision
67H at this time.
Should you have any questions, please do not hesitate to contact Shilling Yip, Senior
Planner, at syi re ionofwaterloo.ca or (226) 753-1064 (mobile).
Yours truly,
Brenna MacKinnon, MES, MCIP, RPP
Manager, Development Planning
cc. Alex Robinson, Schlegel Urban Developments
Document Number: 3428703
Page 73 of 131
APPENDIX "F" - HOLDING PROVISIONS FOR SPECIFIC LANDS
67. Notwithstanding Section 42.1 and 54.1 of this bylaw, within the lands zoned R-8 and MU -2 on
Schedule No. 107 and 108 of Appendix "A", and described as Areas 1 and 2 on Map No. 1 to
this By-law:
i) None of the uses permitted by the R-8 Zone in Area 1 shall be permitted until
such time as a Traffic and Stationary noise study is submitted and approved to
the satisfaction of the Regional Commissioner of Planning, Housing and
Community Services, if necessary. This Holding Provision shall not be removed
until the City of Kitchener is in receipt of a letter from the Regional Commissioner
of Planning, Housing and Community Services advising that such noise study or
studies has been approved and an agreement, as necessary, has been entered
into with the City and/or Region, as necessary, providing for the implementation
of any recommended noise mitigation measures.
ii) None of the uses permitted by the MU -2 Zone in Area 2 shall be permitted until
such time as a Traffic and Stationary noise study is submitted and approved to
the satisfaction of the Regional Commissioner of Planning, Housing and
Community Services. This Holding Provision shall not be removed until the City
of Kitchener is in receipt of a letter from the Regional Commissioner of Planning,
Housing and Community Services advising that such noise study or studies has
been approved and an agreement has been entered into with the City and/or
Region, as necessary, providing for the implementation of any recommended
noise mitigation measures.
(OMB Order PL110091) (Southeast Quadrant of Fischer Hallman Road and Huron Road)
City of Kitchener Zoning By-law 85-1 Office Consolidation: December 21, 2012
Page 74 of 131
Staff Report
I
K Tc�i irrarR
Development Services Department www.kitchener.co
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 29, 2024
SUBMITTED BY: Bluhm, Cory, Executive Director, Economic Development
519-741-2200 ext. #7065
PREPARED BY: Bluhm, Cory, Executive Director, Economic Development
519-741-2200 ext. #7065
Morgan, Rob, Real Estate Analyst
519-741-2200 ext. #7734
WARD(S) INVOLVED: All
DATE OF REPORT: January 18, 2024
REPORT NO.: DSD -2024-044
SUBJECT: City -Owned Land Disposition Framework
RECOMMENDATION:
That the City -Owned Land Disposition Framework, as attached to report DSD -2024-
044, be adopted by Council to guide the future disposition and acquisition of surplus
City -owned lands; and,
That City staff be directed to manage existing and future surplus City -owned lands
as an asset portfolio in accordance with report DSD -2024-044; and further,
That City staff be directed to present disposition and acquisition options to Council,
for consideration at the appropriate time, to advance the strategic priorities contained
in Part 2 of the City Owned Land Disposition Framework, as attached to report DSD -
2024 -044.
REPORT HIGHLIGHTS:
• The purpose of this report is to establish a framework to guide Council and staff when
considering the disposition and acquisition of land.
• The key finding of this report is that surplus and underutilized City -owned lands provide
opportunities to advance Council's strategic objectives and are best managed as an
asset portfolio with administrative oversight.
• The financial implications are to be considered as specific parcels of land are
considered for disposition or acquisition.
• Community engagement included posting of this report to the City's website.
Community engagement is expected to occur prior to the disposition of key City -owned
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 75 of 131
lands. Recommendations of this report align with community engagement that was
undertaken as part of the development of the Housing For All and Make It Kitchener 2.0
strategies.
This report supports multiple 2023-2026 Strategic Plan Goal Areas.
BACKGROUND:
The City owns more than 2,000 parcels of land which provide service to the community
through the use of parks, recreation facilities, community centres, trails, natural areas, and
the delivery of infrastructure, stormwater management, transportation and administrative
services. A small number of City -owned parcels currently, or in the future, do not serve such
purposes, are underutilized or may not represent the highest and best use of land. These
parcels provide Council with an opportunity to establish a new portfolio of properties which
can be comprehensively managed as asset to achieve strategic objectives.
As part of the 2019-2022 Strategic Plan, Council directed staff to undertake a City -owned
property review.
REPORT:
Surplus and underutilized parcels of City -owned land provide City Council with opportunities
to advance strategic objectives. This could take many forms, such as:
• Conversion to a new use;
• Partnership opportunities;
• Disposition to achieve a desired new use; and/or,
• Sale to generate funding to support a strategic initiative.
However, as land is a finite public asset, it is critical that the City steward surplus lands in a
strategic, well-managed manner that considers both short and long-term needs as well as
disposition and acquisition opportunities.
Managed as an Asset Portfolio
To ensure the careful management of the City's surplus and underutilized land inventory,
staff recommend Realty Services be tasked with oversight of a new City -Owned Land
Disposition Framework, as described in the appendix to this report. The framework includes-
- Objectives of the portfolio;
- Strategic areas of focus (to be determined by Council in alignment with City Strategic
Plans); and,
- A decision making framework (including principles, processes, methods, etc.).
The role of Realty Services is to ensure a consistent approach to land disposition and
acquisition while ensuring the overall health of the City's surplus and underutilized land
inventory. They would support Council and staff teams to ensure proper processes are
followed, adding an important level of rigour, insight, and due diligence to every transaction.
Realty Services would work in partnership with those teams mandated to advance City -
owned lands for strategic purposes. For example, Economic Development staff would
Page 76 of 131
continue to provide strategic direction on land parcels that advance the objectives of Make
It Kitchener (ex: Bramm lands, Charles Street Terminal lands). Parks & Cemeteries would
continue to lead the advancement of new parkland and Planning would continue to lead
work on affordable housing. Realty Services would ensure consistency and continuity
between these various teams by providing administrative oversight to the portfolio.
Land Portfolio
The number of parcels which could be considered for strategic purposes will evolve over
time as community needs change. For example, lands which currently accommodate
parking may not be required in the future as transportation habits change. Likewise,
community needs will change over time. For example, while the need for land to support
affordable housing is currently high, this may not be the case in 10 to 25 years, should
economic conditions change.
As a result, rather than identify a fulsome set of parcels for the portfolio, staff recommend
presenting Council with subsets of options that corelate directly to an emerging
opportunity/need or a strategic area of focus. For example, should Council seek to bring a
parcel of land to market for affordable housing, staff would provide Council with potential
options to consider. The City's Realty Services will be responsible for monitoring the overall
supply of lands to ensure sufficient opportunities exist for both current and future use.
STRATEGIC PLAN ALIGNMENT:
This report supports Building a Connected City Together: Focuses on
neighbourhoods; housing and ensuring secure, affordable homes; getting around
easily, sustainably and safely to the places and spaces that matter.
This report supports Cultivating a Green City Together: Focuses a sustainable path to
a greener, healthier city; enhancing & protecting parks & natural environment while
transitioning to a low -carbon future; supporting businesses & residents to make
climate -positive choices.
This report supports Creating an Economically -Thriving City Together: Focuses on
growing an agile, diverse local economy powered by talented entrepreneurs, workers
& artists; creating opportunities for everyone and a resilient future that propels our
city forward.
In alignment with the 2023-2026 Strategic Plan, staff have identified 3 initial areas of focus
that the strategic disposition and acquisition of land would support. These include lands to
support affordable housing (Building a Connected City Together), lands to support new
parkland (Cultivating a Green City Together), and lands to support economic development
(Creating an Economically -Thriving City Together). Doing so supports the advancement of
these key Council approved strategies-
- Housing for All
- Places & Spaces
- Make It Kitchener 2.0
Page 77 of 131
FINANCIAL IMPLICATIONS:
Capital Budget — The recommendation has no impact on the Capital Budget. As land is
considered for disposition or acquisition, financial implications will be presented at that time.
Operating Budget — The recommendation has no impact on the Operating Budget. As land
is considered for disposition or acquisition, impacts to the operating budget will be presented
at that time.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of
the council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter. The City's ability to acquire
and dispose of land is informed by:
• Municipal Act, 2001
• Planning Act
APPROVED BY: Dan Chapman, Chief Administrative Officer
ATTACHMENTS:
Attachment A — City -Owned Land Disposition Framework
Page 78 of 131
CITY -OWNED LAND
DISPOSITION
FRAMEWORK
January 2024
K. T -
Page 79 of 131
TABLE OF CONTENTS
PART 1 —OVERVIEW ................................................................................. 3
PART 2 — STRATEGIC OUTLOOK (2024-2026) ............................................... 5
PART 3 — DECISION MAKING FRAMEWORK .................................................. 6
Page 80 of 131
PART 1 - OVERVIEW
The City of Kitchener owns over 2,000 parcels of land which provide service to the
community through the use of parks, recreation facilities, community centres, trails,
natural areas and the delivery of infrastructure, stormwater management, transportation
and administrative services. A small number of City -owned parcels currently do not
serve such purposes, are underutilized or may not represent the highest and best use of
land.
These parcels provide Council with an opportunity to achieve the following strategic
objectives:
Objective #1 — Manage a set of City -owned Lands as a distinct asset portfolio
City -owned lands should be managed as a portfolio with an emphasis on balancing
dispositions and acquisitions on an ongoing basis to ensure a continuous adequate
supply of options well into the future. To do so requires balancing the following -
Short -term opportunity vs. long-term need — balance the use of parcels to
enable short-term opportunities while ensuring a reasonable supply of lands for
future uses, some of which cannot even be anticipated today.
Sales vs. acquisitions — ensuring a portion of land sale proceeds are retained
and made available for future land acquisitions. This will position the city to
engage in strategic land acquisition activities which maintain an ongoing
portfolio of land assets.
Community benefit vs. revenue generation — ensuring across the portfolio that
lands are utilized to bring about either direct community benefit and/or revenue
for future strategic investments.
Careful management of City -owned lands as an asset portfolio, with a long-term view,
should ensure that decisions are made comprehensively, not simply responsive to a
site-specific opportunity.
Objective #2 - Focus on addressing the city's strategic priorities
The disposition of City -owned lands should be used to advance strategic priorities
and/or major investments. This could include, for example, the sale of lands to
establish new employment lands, new affordable housing, new parkland, etc. Council
may identify such opportunities through the City Strategic Plan and supplemental plans.
For example, Make It Kitchener 2.0 and the Housing For All Strategy both identify the
use of City -owned Lands as a key asset necessary to advance strategic objectives.
Council may also identify groupings of properties which may be considered uniquely.
For example, some properties may facilitate major public-private partnerships while
others, due to their size and configuration, may better serve an adjacent land
Page 81 of 131
consolidation. Likewise, Council may identify groupings of properties to target specific
strategic initiatives.
Objective #3 — Ensure centralized portfolio oversight by Realty Services
In order to manage these properties as an asset portfolio, centralized corporate
oversight will be critical. While the disposition of specific parcels may be led by a
Division (ex: Economic Development for new employment lands, Parks & Cemeteries
for new parkland), the City's Realty Services team will be responsible for providing high
level oversight of the portfolio. Realty Services will ensure staff and Council adhere to
proper policies and procedures while also ensuring opportunities are maximized and
priorities are balanced across the portfolio. This may include directing focus, attention
and resources on a select number of parcels each year that best advance Council's
current strategic priorities.
Objective #4 — Maximize the use and value of lands
As City -owned lands are a finite resource, to properly steward the asset portfolio,
Council should always seek to maximize the community benefit derived from each land
disposition. This could take many different forms-
- Maximizing development or the strategic objective for each parcel (including
strategically timing the development);
- On partnerships, maximizing the contribution from partners;
- Retaining public assets (ex: creation of new building space for City use);
- Retaining equity where possible (ex: land leases); and/or,
- Land swaps that improve the City's strategic position.
When disposing of lands with no strategic value, land sale values should be maximized
and retained within the asset portfolio to enable the future acquisition of lands.
:l
Page 82 of 131
PART 2 - STRATEGIC OUTLOOK (2024-2026)
For 2024-2026, the following strategic priorities would be the focus for staff:
2.1 Affordable Housing
The City's `Housing For All' strategy recommends the use of City -owned lands for
affordable housing and to play a leadership role in advancing innovative mixed -housing
communities. This work aligns with Objective 7 of the Housing Accelerator Fund (utilize
City -owned land to advance affordable housing units). Certain parcels could also be
considered for broader housing partnership opportunities.).
Corporate Strategic Plan Alignment:
Building a CONNECTED CITY together — Housing For All implementation.
2.2 Parkland & Open Space
The City's Open Space Strategy `Places & Spaces' identifies areas of the city that could
be better served with additional parkland. Parks & Cemeteries will identify opportunities
within the portfolio for enhanced public space.
Corporate Strategic Plan Alignment:
Cultivating a GREEN CITY together — Parkland acquisition strategy
2.3 Economic Development
Make It Kitchener 2.0 leverages City -owned land to advance catalytic investments. The
City has already begun work on the Charles Street Terminal lands (in collaboration with
the Region) and the Bramm Yards. The City is also in discussions with Conestoga
College on the development of a future School of Creative Industries. Options being
considered could include the use of City -owned lands. Make It Kitchener 2.0 identifies
the need to utilize land to support the creation of affordable and attainable housing.
Corporate Strategic Plan Alignment:
Creating an ECONOMICALLY -THRIVING CITY together — Implement health/medical
technology innovation campus & Develop a creative industries school
Page 83 of 131
PART 3 - DECISION MAKING FRAMEWORK
The following outlines the various processes and principles that are intended to guide
decision making of City Council and staff when considering the disposition and
acquisition of City -owned land.
3.1 Land Disposition Principles
The sale or disposition of City -owned land should only be considered when:
1. There is no current or future use for the land, or the current use may be moved or
eliminated;
2. The property is underutilized (e.g. a surface parking lot); and,
3. The disposition would help achieve a strategic or core service objective (e.g.
affordable housing).
Where one of the above conditions is not met, additional analysis should be undertaken
prior to considering a sale or disposition.
Where the property contains environmentally sensitive lands or lands of cultural or
heritage significance, any disposition process shall ensure best planning principles are
applied to ensure the proper stewardship of the lands.
3.2 Initiation of a Disposition or Acquisition Process
In general, consideration of land disposition would be initiated as a result of one of the
following:
1. Direction is provided through a Council approved strategic plan or master plan;
2. The Mayor and/or Council has provided direction to staff, either directly or
through a delegation of authority;
3. Staff have identified an opportunity, and obtained Council direction to consider;
4. The periodic review of this strategy.
3.3 Disposition Methods
Wherever possible, the sale or disposition of lands should occur through a competitive
process, using one of the following methods:
Competitive Sale (Request for Proposals)
For any large or significant parcels of land, where there is a reasonable
expectation that multiple offers to purchase could be received from private
interests, the City should undertake a competitive process led by Procurement
Services. Where opportunity exists to advance strategic objectives, Council
would identify a vision, objectives and/or criteria to inform the evaluation of bids.
11
Page 84 of 131
2. Competitive Sale (simple land sale)
For properties where there is a reasonable expectation that multiple offers to
purchase could be received from private interests, but where there is no ability to
advance a strategic objective, the City should undertake a competitive process
led by Realty Services. In these instances, the intent is to achieve the highest
sale price for the lands and to sell on an `as is, where is' basis.
Exceptions to this approach include the following:
3. Direct Sale (public entity)
Where the City is working in partnership with another public entity (e.g. Province,
Region, Educational Institutions, etc.) to advance a strategic objective or facilitate
community infrastructure, a non-competitive process may be utilized.
4. Direct Sale (land assembly or adjacent property owner)
Where a surplus parcel of land is unlikely to receive multiple offers to purchase
and/or the highest and best use of the land can be best achieved through a land
assembly, a non-competitive process may be utilized. Similarly, where a surplus
parcel of land cannot reasonably be developed, and the City is incurring costs to
maintain, the City may consider a direct sale to an adjacent property owner.
Additional considerations include the following:
5. Long Term Land Lease
Prior to initiating a sale process, the City should consider the appropriateness of
a long-term land lease, whereby the City would retain ownership of the land.
This may be most appropriate when the land disposition involves other public
entities or long-standing community organizations (e.g. not-for-profit affordable
housing providers).
6. Retention of a Public Asset
Prior to initiating a sale process, the City should consider the appropriateness of
retaining any assets as part of the transaction. This could include, for example,
the retention of lands for public use (e.g. trails, public spaces) or elements of a
building that could service future needs (e.g. condominium ownership of ground
floor units for community use).
7. Conditional Sales
Where the sale of land is to facilitate development, the City should always
include conditions within the Purchase -and -Sale Agreement that the land would
not transfer until all planning approvals and building permits have been obtained.
The City should always include buy-back clauses where the City would have the
ability to reacquire the lands at a specified discount if the proposed
use/development is not completed within a specified time period.
Page 85 of 131
3.4 Land Use and Density Principles
As stewards of public lands, the City has an obligation not to simply achieve fair value
for the land, but to also ensure the appropriate and proper use of the lands. Prior to the
sale of any land, the City should review existing land use and zoning regulations to
assess the benefit of any land use modifications. Such modifications should be
considered if they would advance one of the following:
1. To achieve specific City objectives or priorities;
2. To achieve a greater public benefit; and/or
3. To achieve the policies and intent of the City's Official Plan and Growth
Management Strategy.
Rezoning of City -owned lands may be undertaken as part of a broader Official Plan or
Zoning review, through a site-specific process, or as the responsibility of the
purchaser/developer to submit (ex: through a conditional agreement of purchase and
sale). When selecting the proper process, consideration should be given to:
Perceptions the City may be placing financial considerations ahead of proper
planning; and,
Staff resources/costs required to defend an Ontario Land Tribunal (OLT) appeal.
The above principles do not preclude accepting proposals conditional upon the
purchaser securing an Official Plan Amendment or Zoning Bylaw Amendment.
3.5 Disposition Process (for competitive processes)
Where City Council has directed staff to pursue the disposition of land through a
competitive process, staff will follow the following general process -
1 .
rocess:
1. Circulation of the property to be sold to the City's Property Management Team
and other internal or external stakeholders and subject matter experts, where
applicable;
2. Valuation of the property by the City's Realty Services, based on the highest and
best use or desired outcome (e.g. strategic objective);
3. Development of a business case (where appropriate);
4. Development of a vision, objectives and/or principles to inform the evaluation of
proposals (where appropriate);
5. Development of a disposition strategy to include the preferred method;
6. Execution of the procurement process by Procurement Services in collaboration
with Realty Services and any project leads;
7. Evaluation of proposals by City staff;
8. Presentation of evaluation results to Council, seeking direction on proposals and
terms of the purchase and sale;
9. Negotiations with proponent by City staff; and,
E:3
Page 86 of 131
10. Final approval by Council, with authorization for the Mayor and Clerk to execute
the purchase and sale agreement.
Note - the above noted process may differ due to site specific considerations or
circumstances (ex: where the City initiates a long-term land lease to a not -for profit
organization at a nominal fee). Council approvals may be required at specific stages,
as directed on a site -by -site basis.
3.6 Disposition Process (for non-competitive processes)
Where City Council has directed staff to pursue the disposition of land through a non-
competitive process, staff will follow the following general process -
1 .
rocess:
1. Circulation of the property to be disposed to the City's Property Management
Team and other internal or external stakeholders and subject matter experts
where applicable;
2. Valuation of the property by the City's Realty Services, based on the highest and
best use or desired outcome (e.g. strategic objective);
3. Development of a business case (where appropriate);
4. Direction from Council on key terms of the disposition (e.g. price);
5. Execution of the procurement process by Realty Services (in consultation with
Procurement Services where appropriate); and,
6. Presentation of offers to Council, seeking approval, with authorization for the
Mayor and Clerk to execute the purchase -and -sale agreement.
Note - the above noted process may differ due to site specific considerations or
circumstances (ex: where the City initiates a long-term land lease to a not -for profit
organization at a nominal fee). Council approvals may be required at specific stages,
as directed on a site -by -site basis.
3.7 Acquisition Principles
City Council may direct staff to pursue the acquisition of land. Such acquisitions should
be targeted to support one of the following:
1. The implementation of strategic plans and master plans (e.g. Leisure Facilities
Master Plan, Cycling and Trails Master Plan, Make It Kitchener 2.0, etc.);
2. Infrastructure needs in alignment with the City's Capital Forecast (e.g. new
community centre, fire station, etc.);
3. Lot additions to increase the size of existing parcels of land; or,
4. Parcels of land that may not serve an immediate need but which can reasonably
be expected to service future community need.
Acquisitions may take the form of Fee Simple (ownership of all property interests), a
long-term land lease, stratified ownership (e.g. condominium unit) or a building lease.
Page 87 of 131
3.8 Acquisition Process
Where City Council has directed staff to pursue the acquisition of land, staff will follow
the following process:
1. Determination of the appropriate funding source;
2. Undertake due diligence to assess the opportunity including an environmental
assessment where appropriate;
3. Circulation of the property to be acquired to the Property Management Team and
any internal subject matter experts to identify constraints;
4. Valuation of the property by Realty Services;
5. Preparation of a business case to support a recommended purchase.
6. Direction from Council on the key terms of the purchase -and -sale agreement
(e.g. price);
7. Upon successful negotiations, approval by Council and direction for the Mayor
and Clerk to execute required agreements.
3.9 Financial Tools and Policies
When City Council has deemed land to be surplus to the City's needs and the property
is sold, Council will specify where the sale proceeds are to be directed. Typically, land
sale proceeds should be directed to the General Land Reserve with the exception of the
following -
1 .
ollowing:
1. Reserve Funds associated with strategic objectives (e.g. land sales associated
with Make It Kitchener 2.0 are directed to the Economic Development Investment
Fund 2.0);
2. Reserve Funds associated with core services (e.g. Parkland Reserve, Business
Park Reserve); or
3. Capital accounts associated with strategic objectives or initiatives (e.g. to support
affordable housing initiatives).
Where Council wishes to acquire a parcel of land that is not tied to an existing funding
source or reserve, the General Land Reserve shall be the preferred funding source.
3.10 Leveraging Land Assets
Where the City wishes to advance a strategic objective, Council may consider
leveraging the land value. This could include, for example -
1 .
xample:
1. Utilizing all or part of the land value as a contribution to another public entity in
accordance with the Municipal Act;
2. Utilizing all or part of the land value to acquire equivalent assets (e.g. capital
assets, units/parcels/buildings within a plan of condominium or subdivision); and,
3. Utilizing all or part of the land value to achieve affordable housing in accordance
with the Municipal Act (to a not-for-profit organization).
Zo
Page 88 of 131
3.11 Summary
The City -Owned Land Disposition Framework is intended to provide Council and staff
with a long-term framework to manage the City's land assets. Dispositions and
acquisitions are intended to occur over time when opportunities become available or
meet the City's strategic objectives. The above noted principles, processes, etc., will
ensure consistency in the City's practices as it stewards the City's land assets.
11
Page 89 of 131
Staff Report
I
K Tc�i irrarR
Corporate Services Department www.kitchener.ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 29, 2024
SUBMITTED BY: Dan Murray, Director Technology Innovation and Services, 519-741-2200
ext. 7825
PREPARED BY: Dan Murray, Director Technology Innovation and Services, 519-741-2200
ext. 7825
WARD(S) INVOLVED: All
DATE OF REPORT: January 16, 2024
REPORT NO.: COR -2023-513
SUBJECT: Options for Disposition of End -of -Life Desktop and Laptop Computers
RECOMMENDATION:
That the City redirect our end -of -life laptop and desktop technology assets from a -waste
providers and make them available to interested local community groups and programs
so they can be repurposed to support the local community when possible; and,
That the City continue to donate end -of -life equipment to non-profit groups upon request
to benefit the local community in accordance with our procurement bylaw; and,
That the City also donate end -of -life equipment to The Working Centre's Computer
Recycling program which provides low-cost computer equipment to the community with
the ability to support and train end-users in the use of equipment.
REPORT HIGHLIGHTS:
• The purpose of this report is to recommend options to expand the City's donation of end -of -
lifecycle technology assets to provide maximum community benefit and promote
sustainability.
• The key finding of this report is due to limited staff capacity to build an internal technology
donation program, the use of existing successful programs such as The Working Centre's
Computer Recycling program is the most cost effective with the highest benefit to the
community. The City can continue to donate directly to non-profit organizations as allowed
with the existing procurement bylaw for disposition of surplus assets.
• The financial implications are the loss of a small amount of revenue that we have been able
to recover from a -waste providers for equipment.
• This report supports Stewarding a Better City Together: Focuses on City employees as
stewards of Kitchener; responsive, innovative, diverse & accountable public servants
working together to serve residents; removing barriers and championing a better city
and a better world.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 90 of 131
BACKGROUND:
The City of Kitchener TIS division has, in past years, provided our end -of -life computers,
monitors and printers to charity or non-profit organizations upon formal request to assist them
with equipping their organizations with needed technology equipment. In more recent years, the
City has worked with e -waste providers to perform certified cleansing of data from all assets and
take our assets for sorting for potential reuse or recycling as appropriate for the age of the device.
These a -waste services are provided free of charge and in some cases the City has been able
to recover limited revenue back from the end -of -life assets where there was residual value.
At the June 26, 2023 Council meeting, Council supported a motion directing staff to report back
on options for the potential expansion of options for donating our end of life technology assets
to charitable groups as well as potentially donating them directly to community members in need.
The motion asked to consider asset disposal procedures, software licensing considerations and
the distribution of those assets to the community. The purpose of this report is to report back on
those findings.
REPORT:
Staff have investigated the considerations in expansion of the options for donating equipment
and a summary of each area of consideration is provided below:
Computer Desktop and Laptop Hardware
The City has set hardware lifecycles for technology equipment in order to allow for proper
budgeting for lifecycle replacements and to ensure the technology will perform appropriately for
the intended lifespan. The planned lifecycle for a desktop computer is five years and for laptop
computers it is set at four years. These are considered fairly long lifecycles in the technology
industry where many organizations run on a three-year lifecycle. Most technology lease
programs run on a three-year contract for this very reason as the reliability of the technology
asset can begin to deteriorate later in the lifecycle. The City has been successful with this
extended lifecycle due to careful technology device selections that will meet the intended
lifecycle period.
Laptops do pose extra challenges due to the battery dependency of the device. Lithium -ion
batteries used in laptops deteriorate over time, losing device run-time but can typically still be
operated using a power cord. Some laptop batteries will begin to swell when they have reached
their end -of life causing the keyboard to lift. Even though they may continue to operate, these
laptops should not be used as lithium -ion batteries can pose a fire hazard when they begin to
fail.
The timing of the City's annual rollout of replacement laptop and desktop devices is not always
predictable which will lead to an inconsistent supply of used devices to run a program. We often
hold onto laptops destined for surplus declaration to support summer programs or special
projects which can interrupt the supply of surplus assets for months at a time.
Operating System Licensing and Re -installation
Desktop and laptop computer vendors ship Microsoft Windows based computers with an
installed software operating system on them. The version of Microsoft Windows the City uses
Page 91 of 131
is Windows 10 Enterprise which differs from the one that shipped with the computer as we rely
on advanced security, encryption and management technologies that are only available in the
Enterprise edition of the software. The operating system installed on the computer for our
purposes must be removed before the device can be repurposed. The original device software
license can be re -installed through a recovery process — this operating system recovery process
generally takes about 2 hours to complete to prepare the laptop for re -use.
Asset Disposal
The City's Procurement Bylaw outlines the acceptable processes for the City to dispose of
surplus assets. The current bylaw allows assets declared surplus that may have a residual value
to be donated to a non-profit agency. The bylaw has been crafted to ensure the responsible
management of all City assets from procurement through disposal and prevent any mishandling
of City assets that could call into question the reputation of the City and its management of public
funds.
While the current by-law could be amended to broaden the ability of providing City assets directly
to the community, it would be critical to build in the required checks and balances to ensure that
these City assets are being handled in a methodical way that protects the reputation of the City
and prevents any potential misappropriation of surplus technology assets.
Distribution of End -of -Life Technology Assets
The distribution of technology assets once prepared by Technology Innovation and Services
staff would require staff in public facing facilities to develop criteria to determine who is eligible
to receive these technology assets free of charge in a manner similar to how the Leisure Access
program is managed. The process and criteria would need to be clear and transparent to ensure
public confidence in the management of the distribution of the surplus assets.
An important aspect of the distribution of end -of -life assets would be the managing of
expectations around support and maintenance of the devices once provided. Community Centre
staff do a great job of supporting clients in using the Public Access Computers (PAC) that the
City provides in our Community Centres. Those staff are in turn supported by TIS IT Service
Desk staff should any hardware of software issues arise with those computers. There is limited
staff capacity, both at a community facility and TIS perspective to be able to offer significant
support beyond the distribution of the assets. With older computer hardware, there are likely to
be issues arise and it will be difficult to turn away patrons needing support from a program of
this nature. Without additional staff supports to assist with the program, dissatisfaction with the
technology provided and the ability of staff to support it is a likely outcome.
Taking into consideration of the above factors, staff recommend that the city introduces a
program to redirect end -of -life laptop and desktop technology assets from a -waste providers and
instead make them available to interested local community groups and programs to be
repurposed to support the local community where possible. Additionally, staff recommend
continuing to donate end -of -life equipment to non-profit groups upon request to benefit the local
community (in accordance with our procurement bylaw). Finally, staff recommend that the City
also donate end -of -life equipment to the Working Centre's Computer Recycling program, which
provides low-cost computer equipment to the community. The Working Centre's program has
the ability to support and train end-users in the use of the equipment.
Page 92 of 131
Donate our End -Of -Life Technology Assets to The Working Centre and Other Non -Profit
Organizations
Staff have connected with The Working Centre's Computer Recycling program staff to learn
more about their existing programs to get technology into the hands of the community. The
Working Centre accepts technology donations, assesses, and sorts the equipment, harvests
reusable parts, builds and tests refurbished laptop and desktop computers using a free -to -use
Linux operating system. Any remaining technology equipment deemed unusable will be
recycled by a reputable a -waste provider. To be financially sustainable, they then sell these
refurbished computers to community members in need of low-cost technology. The costs range
from $30 to $250 depending on the quality of the device. The Working Centre staff will interact
with the customers, train them in the use of the Linux operating system and support the
computers should any issues arise. The Working Centre staff will work with programs such as
Ontario Works or Ontario Disability Support Program to help customers to access support to
cover costs when needed. The Working Centre staff estimate that it costs about $100 per
computer to check hardware, install software, test and provide customer support and training.
This existing program, located steps away from Kitchener City Hall, addresses many of the
challenges identified above related to hardware, software licensing and distribution of our end -
of -life assets. The City would be able to direct our surplus assets to The Working Centre with
no changes to our procurement bylaws. The Working Centre staff have the capacity to handle
our end -of -life assets and were quite interested in the City supporting their program which in turn
supports the community's access to technology.
The City can also continue to donate end of life computer equipment to other non-profit
organizations upon request as we have in the past. City staff will provide thorough instructions
on how these groups can download the original operating system and reload the licensed
operating system on the devices for re -purposing if they would like to use a Microsoft Windows
operating system. These options will not require any changes to our procurement bylaws and
will maintain the rigour that already exists in our Disposal of Surplus Assets section of the
procurement bylaw. These options can also be delivered within existing staff and divisional
resources.
In the development of this report, staff investigated the feasibility of an internal program that
could be established to repurpose and distribute our end -of -life computers. There are several
challenges that would need to be overcome to support a successful program internally.
Our existing procurement bylaw defines appropriate methods to disposal of surplus assets. The
bylaw was developed to ensure that all City assets are handled appropriately and consistently
to maintain the public trust in the organization and that no misappropriation of the City's assets
occurs. A very robust and auditable asset management process would need to be developed
and administered.
Each end -of -life computer would need to have all data removed and the original Windows
operating system reinstalled using the computer recovery process. Staff have tested this
process and expect it will take roughly 2 hours per device to assess the hardware and prepare
it for re -use. With a potential quantity of 250 end -of -life devices per year this could equate to
500 hours of effort per year (roughly 30% of a full time equivalent) to prepare the computers.
Page 93 of 131
Further to this, a program to determine the eligibility of community members against a criteria
would need to be developed and administered. The closest comparison for an existing suitable
program would be the Leisure Access program that allows for access to recreational
programming for low-income community members. There would be significant staff time
involved to create such a program and administer it to ensure fair access and defendable
qualification decisions.
The primary reason that the City maintains a lifecycle for our desktop and laptop computers is
to ensure that the computers remain reliable business tools and do not impact staff's ability to
perform their jobs due to equipment failures. Any older computer equipment has a much higher
likelihood of failure. The City could deploy the devices as -is with no guarantees but there will
always be an expected level of support should a computer device fail in a short period of time.
Front line customer facing staff would not be able to support questions from program recipients
and would likely need to turn to TIS staff to assist them. There is limited capacity of staff to meet
existing customer demands and this would create additional pressure for staff, even with limited
support offerings. Successful technology re -use programs offer support and training for the
recipients and help people get the most out of the re -used computers such as the program
operated by The Working Centre.
End of life disposal through a -waste contractors
The City has been successful in generating some revenue from the disposal of end -of -life assets
to an a -waste contractor. However, there is no guarantee that we will be able to continue to do
so in the future. The market for used technology assets is highly variable. The greatest benefit
of disposal through an a -waste contractor is that this ensures the highest level of data security
upon disposal. All reputable a -waste providers will certify that all data on storage devices have
been securely destroyed and is unrecoverable. They will also generally provide bins and pick up
the equipment at no cost to the City.
Other Considerations to Increase Community Access to Technology:
Continued Development of Public Access Computer (PAC) Program and Kitchener Tech
Connects
The City has offered the PAC program for many years and the service has been very well
utilized. The Tech Connects program was implemented with a grant from New Horizons for
Seniors and offers training as well as access to borrow a Chromebook or iPad. While neither of
these programs leverage end -of -life technology assets, it is important to highlight successful
access to technology programs already in place that could be expanded to meet wider
community needs for access to technology. City staff have been able to implement and staff
these programs with limited impact and have met an important need in the community. As we
look to refresh the Digital Kitchener strategy for the future, we can consider how these successful
programs can be further leveraged.
STRATEGIC PLAN ALIGNMENT:
This report supports Stewarding a Better City Together: Focuses on City employees as
stewards of Kitchener; responsive, innovative, diverse & accountable public servants
Page 94 of 131
working together to serve residents; removing barriers and championing a better city and
a better world.
FINANCIAL IMPLICATIONS:
Capital Budget — The recommendation has no impact on the Capital Budget.
Operating Budget — The recommendation would result in the loss of a source of revenue for the
Technology Reserve Fund that the City receives for the sale of surplus assets with residual
revenue. This revenue source varies significantly year to year but has resulted in approximately
$10,000 in recoveries in a recent year.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
CONSULT — Staff connected with The Working Centre staff to learn more about their Computer
Recycling program and explore their interest in receiving the City's end -of -lifecycle technology
assets.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: Victoria Raab, General Manager, Corporate Services
Page 95 of 131
Staff Report
I
K Tc�i irrarR
Corporate Services Department www.kitchener.ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 29, 2024
SUBMITTED BY: Sophia Stanberry, Director, Equity, Anti -Racism & Reconciliation, 519-
741-2200 ext. 7049.
PREPARED BY: Mohammadali Aminaei Chatroudi, Research Associate, Equity, Anti -
Racism & Reconciliation, 519-741-2200 ext. 7515.
WARD(S) INVOLVED: All Wards
DATE OF REPORT: January 15, 2024
REPORT NO.: COR -2024-049
SUBJECT: Honorarium and Reimbursement Policy for Advisory and Quasi -Judicial
Committees of the Council
RECOMMENDATION:
That Council approve the Honorarium and Reimbursement Policy for Advisory and Quasi -
Judicial Committees of Council, as outlined in Attachment A, to take effect in January,
2024;
That Council direct staff to develop a separate Honorarium and Reimbursement Policy
and/or Standard Operating Procedures (SOP) for the Grand River Accessibility Advisory
Committee (GRAAC);
That as a part of the upcoming Community Engagement Policy review, staff be directed
to consider the issue of honorarium and reimbursement as it relates to public
participation and engagement.
REPORT HIGHLIGHTS:
• The purpose of this report is to provide Council with the Honorarium and Reimbursement
Policy for Advisory and Quasi -Judicial Committees of the Council, that is equitable and
consistent, as outlined in Appendix A.
• This report recommends developing a separate Honorarium and Reimbursement Policy
and/or Standard Operating Procedures (SOP) for the Grand River Accessibility Advisory
Committee (GRAAC).
• The report recommends reviewing honorarium and reimbursement as it relates to public
participation in the upcoming Community Engagement Policy review.
• The projected annual budget required to implement the Honorarium and Reimbursement
Policy for Advisory and Quasi -Judicial Committees of the Council will be approximately
$20,000 to $25,000.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 96 of 131
• This report supports Fostering a Caring City Together: Focuses on welcoming
residents of all ages, backgrounds & experiences; residents working on decisions
with a meaningful influence; healthy, thriving residents with easy access to diverse
& inclusive programs & services.
EXECUTIVE SUMMARY:
The recommended honorarium and reimbursement policy aims to enhance equity, diversity, and
inclusion by recognizing and removing barriers that prevent public members from making a
meaningful contribution to the City's decision-making process. This policy further sets out
standardized guidelines for staff to allow for reimbursement to committee members that reduce
barriers to civic participation. The intent is for this policy to evolve over time to ensure that all
barriers to participation are eliminated for individuals.
The policy speaks to honoraria, which refers to payment provided to resident members of
committees and other advisory groups for expertise rendered that is fundamental to the purpose
of their committee; and reimbursement, which compensates members for out-of-pocket
expenses, such as travel costs and childcare.
A comprehensive environmental scan that included data review from 30 municipalities
demonstrated consistency in compensation for quasi-judicial committees and equity and
accessibility committees. There was no data to demonstrate other Council advisory committees,
working groups or other groups are consistently compensated for their contributions and public
participation.
This report focuses, therefore, on implementing a policy to provide honorarium to quasi-judicial
committees and the Equity and Anti -Racism Advisory Committee, and reimbursement to all
committees. This would be a positive first step in creating a consistent and transparent approach
to honorarium and reimbursement, while enabling ongoing research and understanding of
municipal best practices in committee and working group compensation that support equitable
public participation. Staff believe that this policy can evolve and expand over time to consider
expanding honoraria to other advisory committees, and/or consider reimbursement for other
expenses that create barriers to public participation.
It is noted in this report that the unique needs of the Grand River Accessibility Advisory
Committee (GRAAC), as GRAAC is an inter -municipal committee made up of seven
municipalities in the region. Developing an honorarium policy for GRAAC requires coordination
among regional municipalities and consistency across the board.
BACKGROUND:
On April 11, 2022, council approved a motion for staff to develop an honorarium policy specific
to advisory and quasi-judicial committees. The motion recognizes that "the current practices
related to honorariums have been applied and implemented inconsistently and have never been
subject to a fulsome review." In addition, the motion directed staff "to complete a fulsome equity -
informed corporate policy for compensation for members of all City of Kitchener advisory
committees".
2
Page 97 of 131
Staff have conducted a comprehensive research and engagement process that included and
environmental scan of online data gathering, external engagement, and survey of over 30
municipalities around their honorarium and reimbursement practices. In addition, two surveys
were conducted internally to engage committee liaisons and City staff to identify barriers to
participation in City of Kitchener advisory committees and determining and equitable
reimbursement policy. Finally, a governance review was conducted to ensure that the contextual
knowledge of advisory committees informed the policy, and focus group consultations were
facilitated to discuss financial, legal and administrative impacts associated with introducing an
honoraria policy.
Collaboration also took part with regional municipalities in developing this policy through review
and understanding of the Reconciliation Action Partnership Honorarium Compensation Practice
Subcommittee.
REPORT:
The recommended honorarium and reimbursement policy aims to enhance equity, diversity, and
inclusion by recognizing and removing barriers that prevent public members from making a
meaningful contribution to the City's decision-making process. This policy further sets out
standardized guidelines for staff to allow for reimbursement to committee members that reduce
barriers to civic participation. The intent is for this policy to evolve and expand over time to ensure
that all barriers to participation are eliminated for individuals.
This policy aligns with the City's commitment to developing and fostering an organization where
equity, inclusion, and anti -racism are core principles that help shape the City's policies,
programs, services, and procedures (GOV-COR-2025).
I. Policy Development Process
A comprehensive research and engagement process guided the development of the honorarium
and reimbursement policy. A summary of this process is provided below:
• An environmental scan was conducted through online data gathering, external engagement,
and surveying over 30 municipalities around their honorarium and reimbursement practices.
• Two honoraria surveys were conducted to engage committee liaisons and City staff. The
insights gained from this survey were critical in identifying barriers to participation and
determining an equitable reimbursement policy.
• A governance review has been conducted to ensure that the contextual knowledge of the
advisory committees informed the honorarium policy. This review includes consideration of
committee members' time commitment, workload, expertise, and experience.
• Focus group consultations were facilitated to discuss financial, legal, and administrative
challenges and identify the best way to incorporate an honoraria policy within the City's
administrative system. By engaging with staff across the City, we ensured that the policy was
informed by the expertise and insights of the staff most tied to quasi judiciary and advisory
committees.
3
Page 98 of 131
• Key informant interviews were conducted with several internal stakeholders across Legislative
Services, Finance, Community Services and Communications Department.
• Collaboration with regional municipalities in developing honorarium policy through the
Reconciliation Action Partnership Honorarium Compensation Practice Subcommittee.
II. Honorarium and Reimbursement Policy:
This policy distinguishes between honorarium and reimbursement. Honorarium refers to
payment provided to resident members of committees and other advisory groups for expertise
rendered that is fundamental to the purpose of their committee. Reimbursement compensates
members for out-of-pocket expenses, such as travel costs and childcare.
In order to reduce barriers to participation and apply a needs -based model, the proposed policy
provides reimbursement in the form of childcare, transit passes, and parking passes to all
resident members of advisory, quasi-judicial committees and other advisory groups.
These committees/advisory groups are as follows-
Quasi-judicial
ollows:Quasijudicial Committees:
• Committee of Adjustment
• Property Standards Committee
Council Advisory Committees
• Equity and Anti -Racism Advisory Committee
• Grand River Accessibility Advisory Committee
• Climate Change and Environment Committee
• Downtown Action and Advisory Committee
• Economic Development Advisory Committee
• Arts and Culture Advisory Committee
• Heritage Kitchener
• Active Transportation and Trails Advisory Committee
• Compass Kitchener
Advisory and Public Engagement Working Groups
This is a large category that includes councils, working groups, resident panels, focus groups
etc. It is an expanding and evolving list that currently includes:
• Housing Lived Expertise Working Group
• Mayor's Advisory Council for Kitchener Seniors (MACKS)
• Kitchener Youth Action Council (KYAC)
• Kitchener Resident Panel
• Building Parks Together
• Community Grants Tier 2
• Urban Indigenous Community Focus Group
.19
Page 99 of 131
• Meadowlane Park Community Resource Group
The proposed policy provides honorarium only to members of quasi-judicial committees as well
as the Equity and Anti -Racism Advisory Committee at this time, with a view to potentially expand
honorarium to all committees in the future, following further evaluation of municipal practices.
The municipal scan and research undertaken in development of this policy demonstrated
significant data regarding compensation for quasi-judicial and equity committees, but no
evidence regarding honorarium for other municipal advisory committees and working groups.
The municipal scan, research, and external and internal engagement results were used to
determine the proposed honorarium scope, eligibility criteria and rates proposed:
Honorarium & Reimbursement Policy
#
Name of the
Honorarium (per meeting
Reimbursement (Child Care,
Committee/Group
attended)
Parking Pass, Transit Pass)
1
Committee of Adjustment
$175 chair/ $150 members
All resident members
2
Property Standards
Committee
$125 chair/ $100 members
All resident members
3
Equity and Anti -Racism
$150/all members
All resident members
Advisory Committee
Grand River Accessibility
Will be provided under a policy
4
Advisory Committee
specific to GRAAC
All resident members
(G RAAC)
Housing Lived Expertise
Already Provided (based on
All members (based on the
5
Working Group
the Purchase of Service
Purchase of Service
Agreement)
Agreement)
6
Other Advisory Committees of
No Honorarium
All resident members
Council*
Other Advisory & Public
To be determined in the
7
Engagement Groups**
process of Community
All resident members
Engagement Policy review
The municipal scan data revealed that, of 30 municipalities canvassed, the City of Kitchener was
the only municipality providing a higher honorarium for an equity advisory committee than for
quasi-judicial committees. The proposed policy reflects an adjustment to current honorarium
rates for the Committee of Adjustment and Property Standards Committee, while maintaining
the current rate for the Equity and Anti -Racism Advisory Committee. This recognizes the
significant time, effort and expertise required of quasi-judicial committees, whose authority is
determined and outlined within the City's By-laws, pursuant to the Provincial Planning Act
(Committee of Adjustment) and Statutory Powers and Procedures Act and the Building Code
Act.
Future Considerations:
While the proposed reimbursements can help alleviate some barriers to participation, they
cannot eliminate all obstacles to civic engagement. Consequently, staff recommend the
progressive improvement of the reimbursement and honorarium policy based on the identified
needs and feedback received from internal and external stakeholders.
wt
Page 100 of 131
To ensure that additional structural barriers are addressed, the policy should evolve over time,
considering potential future reimbursements for eldercare, disability care, technology, support,
mileage etc. Further, expanding the list of committees receiving honoraria to include all working
groups, committees, task forces, and other circumstances where citizens are engaged, and
honorarium/reimbursement should be considered.
I. The Grand River Accessibility Advisory Committee (GRAAC):
After conducting key informant interviews with staff associated with the Grand River Accessibility
Advisory Committee (GRAAC) and discussions in focus groups, it was determined that GRAAC
requires an independent administrative guideline and/or honorarium and reimbursement policy
due to the following reasons:
• GRAAC is an inter -municipal committee made up of seven municipalities in the region.
Developing an honorarium policy for GRAAC requires coordination among regional
municipalities and consistency across the board.
• The reimbursement policy for people with disabilities requires greater flexibility and a
customized approach to address barriers based on individual accommodation needs.
Due to this unique characteristic, it is recommended that Council approve an independent
honorarium and reimbursement guideline or a policy for GRAAC. Staff responsible for GRAAC
have already expressed their readiness to coordinate with other municipalities and develop this
policy/guideline.
II. Public Engagement Honorarium Policy:
Although the original Council motion was specific to advisory committees, due to the
overwhelming requests for support from City staff and the emerging best practices around public
engagement, sighted in the City's Community Engagement Policy, which recognizes that
"different stakeholder groups may have different needs" and that "engagement techniques must
be considered to address barriers to participation for members of the community whose voices
are rarely heard, including vulnerable populations" (Community Engagement policy - GOV-COU-
2010, Section: 4.6 & 4.7); staff recommend formulating a separate corporate guideline or
Standard Operating Procedure (SOP) for public engagement.
Conclusion:
The proposed Honorarium and Reimbursement policy is in line with municipal scan findings,
which show that most municipalities provide honoraria only to quasi-judicial committees and
equity, anti -racism, and accessibility committees. Other advisory committees of Council and
public engagement groups usually do not receive honoraria.
In most municipalities, all quasi-judicial and advisory committees receive reimbursement for
some of the expenses incurred, usually travel and parking expenses. This is consistent with a
needs -based approach that focuses on tackling barriers to civic participation.
The proposed policy balances the financial impact of implementing honoraria and
reimbursements to residents and equity considerations by continuing to provide honorarium to
m
Page 101 of 131
quasi-judicial and equity advisory committees, as is consistent with numerous municipalities in
Ontario.
STRATEGIC PLAN ALIGNMENT:
This report supports Fostering a Caring City Together: Focuses on welcoming residents of all
ages, backgrounds & experiences; residents working on decisions with a meaningful influence;
healthy, thriving residents with easy access to diverse & inclusive programs & services.
FINANCIAL IMPLICATIONS:
Operating Budget - The applied forecast model suggests that the total annual budget required
to implement the Honorarium and Reimbursement Policy for Advisory and Quasi -Judicial
Committees of the Council will be approximately $20,000 to $25,000 annually, which can be
found in existing budgets.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
• Council Motion -April 11, 2022
• The Ontario Human Rights Code (OHRC) and the Accessibility for Ontarians with
Disabilities Act (AODA)
• GOV-COU-005 Code of Conduct for Members of Council, Local Boards & Advisory
Committees
• GOV-COU-2025 Equity, Inclusion & Anti -Racism Policy
• Community Engagement policy - GOV-COU-2010
APPROVED BY: Victoria Raab, General Manager, Corporate Services
ATTACHMENTS:
Attachment A —
Honorarium and Reimbursement Policy for Advisory and Quasi -Judicial
Committees of Council
Attachment B —
Current and Proposed Honorarium Rates
Attachment C —
List of Committees and Advisory Groups
Attachment D —
Highlights of Municipal Scan Findings
7
Page 102 of 131
ATTACHMENTS:
Attachment A — Honorarium and Reimbursement Policy for Advisory and Quasi -Judicial
Committees of the Council
J
Policy No: CIhdk Ihere to nter text
Policy Title:
Honorarium and
Approval Date: CIhdk Ihere t enter
Reimbursement for Advisory
i.
and Quasi -Judicial
Committees of Council
Reviewed Date: CIhdk Ihere t enter text
Policy Type:
ADMINISTRATIVE
Next Review Date: CIhdk Ihere t enter
it.
Category:
Governance
Reviewed Date: CIhdk Ihere t enter text
Sub -Category:
Board & Committee
Last Amended: CIhdk Ihere t enter
Author: Mohammadali Aminaei
Chatroudi, Research Associate,
date.
519-741-2200 ext. 7515
Replaces: CIhdk Ihere t enter text
Dept/Div: Corporate Services/ Equity, Anti-
Racism & Indigenous Initiatives
Team
Repealed: CIhdk Ihere t enter a date.
Replaced by: CIhdk Ihere t enter text
Related Policies,
Procedures and/or Guidelines:
The Ontario Human Rights Code (OHRC) and the Accessibility for Ontarians with Disabilities Act
(AO DA)
GOV-COU-005 Code of Conduct for Members of Council, Local Boards & Advisory Committees
GOV-COU-2025 Equity, Inclusion & Anti -Racism Policy
Page 103 of 131
1. POLICY PURPOSE:
The City of Kitchener values the contributions and inclusion of diverse voices, perspectives,
experiences, and expertise on its advisory and quasi-judicial committees and is committed to
reducing barriers to participation by citizens in all aspects of public participation.
This policy outlines honorariums to compensate and recognize the expertise and professional
experiences of members of the public participating on quasi-judicial committees, and to recognize
the expertise, professional experience, and lived experience of members of the City's Equity and
Anti -Racism Advisory Committee.
This policy further sets out standardized guidelines for staff to allow for reimbursement to
committee members that reduce barriers to participation in the form of transportation and
childcare. The intent is for this policy to evolve over time to ensure that all barriers to participation
are eliminated for individuals. Although not exhaustive, future reimbursements may include
dependent care (eldercare, disability care), technology, and mileage.
This policy aligns with the City's commitment to developing and fostering an organization where
equity, inclusion, and anti -racism are core principles that help shape the City's policies, programs,
services, and procedures (GOV-COR-2025).
2. SCOPE
• This policy is only applicable to council's advisory and quasi-judicial committees
and does not apply to honoraria for public engagement.
• Honoraria will not be paid to members of City council who serve on committees.
• There is no honorarium and/or reimbursement for those who represent another
committee or organization, or who are appointed to a committee by another
organization.
• Advisory and quasi-judicial committee members/chairs will not receive honoraria
and/or reimbursement for attendance at meetings or events of any subcommittees.
• This policy is not applicable to the Grand River Accessibility Advisory Committee,
which is not a City of Kitchener specific committee and, therefore, may have
different and distinct needs and approaches to compensation and honorarium.
E
Page 104 of 131
POLICY APPLIES TO THE FOLLOWING:
❑ All Employees
❑
All Full -Time Employees
❑
All Union
❑
Management
❑
C.U.P.E. 68 Civic
❑
Non Union
❑
C.U.P.E. 68 Mechanics
❑
Temporary
❑
C.U.P.E. 791
❑
Student
❑
I.B.E.W.636
❑
Part -Time Employees
❑
K. P. F. F.A.
❑
Specified Positions only:
❑
Other:
❑
Council
❑x
Local Boards & Advisory Committees
• This policy is only applicable to council's advisory and quasi-judicial committees
and does not apply to honoraria for public engagement.
• Honoraria will not be paid to members of City council who serve on committees.
• There is no honorarium and/or reimbursement for those who represent another
committee or organization, or who are appointed to a committee by another
organization.
• Advisory and quasi-judicial committee members/chairs will not receive honoraria
and/or reimbursement for attendance at meetings or events of any subcommittees.
• This policy is not applicable to the Grand River Accessibility Advisory Committee,
which is not a City of Kitchener specific committee and, therefore, may have
different and distinct needs and approaches to compensation and honorarium.
E
Page 104 of 131
3. POLICY CONTENT:
This policy section specifies the reimbursement and honoraria guidelines for all City of Kitchener
advisory and quasi-judicial committees.
3.1 REIMBURSEMENT GUIDELINES:
For the purposes of this policy, reimbursement refers to payment and/or in-kind services provided
to members of council advisory and quasi-judicial committees. Reimbursement of expenses is
designed to remove barriers to participation and is distinct from the provision of honoraria or other
forms of recognition. The reimbursement guideline follows a needs -based model to mitigate
against barriers to participation so that members of all committees are not financially
disadvantaged in any way as a result of their participation.
Volunteer members and chairs of all advisory and quasi-judicial committees are eligible for
reimbursement in accordance with the following guidelines:
Childcare
The costs of childcare that committee members incur will be reimbursed on an as -needed basis.
The maximum payable amount and additional information are provided in the Standard Operating
Procedure (SOP) and will be communicated to committee members.
Travel Costs
o Public transit pass:
Committee members will be eligible to have their bus or LRT expenses covered for
travel to and from the committee meeting, on the date of the meeting, through the
form of complimentary passes provided by the City.
o Parking:
Committee members will be eligible to park at the City facility where the meeting is
held, on the day and time of the meeting, at no cost through the form of
complimentary parking passes provided by the City. Committee members requiring a
parking pass will be required to advise the Committee Administrator of this need and
will be provided with the parking pass at the meeting.
The City will accommodate the needs of committee members under the Ontario Human Rights
Code (OHRC) and Accessibility for Ontarians with Disabilities Act (AODA).
All reimbursement requests should be made directly to City staff responsible for supporting the
advisory committee ("Committee Administrators").
The maximum payable amount and additional information are provided in the Standard Operating
Procedure.
3.2 HONORARIUM GUIDELINES:
For the purposes of this policy, honorarium refers to payment provided to members of council
advisory and quasi-judicial committees for expertise rendered that is fundamental to the purpose
of the committees. This policy uses an equity -informed model whereby the focus is to prioritize
the experiences of groups who have been historically underrepresented or excluded, harmed by
10
Page 105 of 131
colonialism, systemic racism, systemic barriers, ablism and/or other forms of oppression. The City
acknowledges that the honorarium is only a token of appreciation and that the rates are not
reflective of the invaluable experience these individuals offer to the City.
Committee members outlined in Schedule "A" will receive an honorarium for each meeting they
attend (in person or virtually) up to the maximum number of sessions mentioned in the respective
terms of reference. The attendance list recorded in the minutes will determine the total honoraria
for the year. The rates and payment conditions for eligible quasi-judicial and advisory committees
are reflected in Schedule "A".
A T4A must be issued to an individual whose honoraria exceeds $500 in a calendar year.
5. SCHEDULE A.
The following tables outline the rates and conditions for quasi-judicial and advisory committees
eligible for an honorarium.'
No.
Quasi-judicial Committees
Honorarium Rates
Payment Condition
Chair(s): $175
Per meeting attended/by cheque or EFT / Bi -
t
Committee of Adjustment
Members: $150
annually
Chair(s): $125
Per meeting attended/by cheque or EFT / Bi -
t
Property Standards Committee
Members: $100
annually
No.
Advisory Committee
Honorarium rates
Payment Condition
Equity and Anti -Racism
1
$150 (all members)
Per meeting attended/by cheque or EFT / Monthly
Advisory Committee
' Honorarium rates were determined by analyzing several factors and through internal and external engagement
(focus group, informant interviews, and consultation with CLT).
11
Page 106 of 131
Attachment B — Current and Proposed Honorarium Rates
Current Honorarium Rates
Name of Committees
Honorarium Rates
Committee of Adjustment
$125 Chair(s) & $100 Members
Property Standards Committee
$100 Chair(s) & $75 Members
Equity and Anti -Racism Advisory Committee
$150 Chair(s) & Members
Other Advisory Committees of Council
No Honorarium
Proposed Honorarium Rates
Name of Committees
Honorarium Rates
Committee of Adjustment
$175 Chair(s) & $150 Members
Property Standards Committee
$125 Chair(s) & $100 Members
Equity and Anti -Racism Advisory Committee
$150 (all Members)
12
Page 107 of 131
Attachment C: List of Committees and Advisory Groups
No.
Advisory Committees of Council
1
Active Transportation and Trails Advisory Committee
2
Arts and Culture Advisory Committee
3
Climate Change and Environment Committee
4
Compass Kitchener
5
Downtown Action and Advisory Committee
6
Economic Development Advisory Committee
7
Equity and Anti -Racism Advisory Committee
8
Heritage Kitchener
9
Grand River Accessibility Advisory Committee (GRAAC)
No. Quasi-judicial Committees of Council
1 Committee of Adjustment
2 Property Standards Committee
No.
Advisory and Public Engagement Groups (Working Groups, Panels,
etc.)
1
Mayor's Advisory Council for Kitchener Seniors (MACKS)
2
Kitchener Youth Action Council (KYAC)
3
Building Parks Together
4
Housing Lived Experience Working Group*
5
Community Grants Tier 2
6
Urban Indigenous Community Focus Group
7
Kitchener Resident Panel
*Housing Lived Experience Working Group has a separate honorarium and reimbursement
process based on a Purchase of Service Agreement.
13
Page 108 of 131
Attachment D — Highlights of Municipal Scan Findings
This section provides a summary of our municipal scan findings. Our study suggests no
consistent pattern in the provision of honoraria and reimbursement across our sample of
Ontario municipalities. However, there were some noticeable trends, including:
• In most cases, advisory committees do not receive honoraria and only receive
reimbursements that typically include parking, mileage, and childcare.
• Most municipalities in our dataset provide honoraria to quasi-judicial committees,
particularly to the Committee of Adjustment.
• As an emerging practice, several municipalities are providing honoraria and
reimbursements to equity, anti -racism, and accessibility committees.
• Honoraria rates for Equity Committees are mostly the same as those for the Committee
of Adjustment.
• In our sample, we found that the average honorarium rate for the Committee of
Adjustment is about 16% higher than the average rate for Equity Committees. Specifically, the
average honorarium rate for the Committee of Adjustment is $110, while the average rate for
Equity Committees is $94. However, it is worth noting that this gap is only present in a couple
of municipalities. In most municipalities, honorarium rates for the Committee of Adjustment and
Equity Committee are at the same level.
• Honorarium rates for Property Standard committees are usually lower than rates for
Committee of Adjustment and Equity committees.
14
Page 109 of 131
Staff Report
1
U,EII,E
Chief Administrator's Office www.kitchener.ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: January 29, 2024
SUBMITTED BY: Kathryn Dever, Director Strategy & Corporate Performance,
519-741-2200 ext. 7370
PREPARED BY: Kathryn Dever, Director Strategy & Corporate Performance,
519-741-2200 ext. 7370
Justin Watkins, Manager Corporate Planning, 519-741-2200 ext. 7203
WARD(S) INVOLVED: All Wards
DATE OF REPORT: January 12, 2024
REPORT NO.: CAO -2024-055
SUBJECT: Strategic Plan Implementation Update
RECOMMENDATION:
For information
REPORT HIGHLIGHTS:
• This report provides council an update on three aspects of strategic plan
implementation: the 2024 Strategic Action Plan; 2023 Year-end Progress Update; and
2019-2022 Strategic Plan accomplishments.
• Staff will commence work on the majority of initial 2024-2025 Strategic Plan Actions in
2024 and have made meaningful progress on remaining Actions from the previous
Strategic Plan.
• There are no financial implications associated with this staff report.
• Community engagement included significant and diverse engagement to identify goal
and actions for the new Strategic Plan.
• This report supports implementation of the 2023-2026 City of Kitchener Strategic Plan.
BACKGROUND:
The City's Strategic Plan sets priorities and a plan for action to guide progress and
resourcing over the term of council towards our long-term community vision. It represents a
commitment to the public to move forward on the things that are most important to them.
This report looks ahead to 2024 Strategic Actions staff will make progress on in support of
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 110 of 131
Staff Report
Chief Administrator's Office www.kitchener.ca
the new 2023-2026 Strategic Plan, while also looking back to acknowledge progress and
accomplishments to close out the 2019-2022 Strategic Plan.
REPORT:
2024 Strategic Action Plan
Through extensive engagement with the community and council, and initial set of 30 Strategic
Actions were identified and approved in August 2023. Staff have identified 24 actions which
will commence in 2024, or in some cases, continue work started in 2023, and these are
summarized in Appendix A. The Actions will be further scoped by staff to identify specific
outcomes and timeframes, which will be detailed in progress updates to council in April,
August and December annually. Where appropriate, staff project leads will engage with
council for input and direction on specific actions.
2023 Business Plan — December Progress Report
The 2023 business plan included strategic plan actions and other high priority business plan
projects identified by council and staff, and progress was reported three times per year. Year-
end updates are detailed in Appendix B with highlights included below:
Two additional 2019-2022 Strategic Plan projects have been completed. A new
downtown vision was defined through community engagement and was approved by
council, focused on vibrancy, connection and belonging. Work on a Civic District Master
Plan will be reflected in upcoming changes to the Official Plan/Zoning Bylaw as part of
the Growing Together project.
The 2023 business plan included 16 projects. As of December, seven were completed,
six are on track to meet future completion dates, two are delayed, and one has not been
started. While these internal -facing and service improvement projects will no longer be
part of an annual corporate business plan, staff will continue to make progress on them,
and update council as appropriate.
2019-2022 Strategic Plan Overall Accomplishments
Kitchener's 2019-2022 Strategic Plan included five clear goals and 25 actions (some with
sub -projects) to ensure focus and tangible progress by staff and council on the things that
residents identified as priorities: safer streets, a more resilient environment, a more vibrant
economy, a more caring city, and great customer service. Council has been regularly
engaged in many of the actions and updated on progress at regular intervals since 2019.
The majority of the 2019-2022 Strategic Plan Actions have been completed, and much
achieved for Kitchener residents and the community. Detailed progress updates on all 25
Actions are included in Appendix C, with progress shown visually below:
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 111 of 131
Staff Report
Chief Administrator's Office www.kitchener.ca
K dI TC HIN' I W R m �T' w IU Ik":;. G IU 'w„„,. PLAN
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Seven projects will continue, the majority of which are well underway. Staff will continue to
make progress on these and engage and update council outside of the regular Strategic Plan
update process. The projects are noted below including lead department -division, and planned
completion year as of December 2023:
• Protected Cycling Network Connected to the Downtown DSD -Transportation 12024
• Incubator, Accelerator and Co -Working Space Network DSD -Economic Development
12024
• City -Owned Property Review I DSD -Economic Development 12024
• Innovation District (Bramm Yards) Master Plan I DSD -Economic Development 12024
• Open Space Strategy INS -Parks & Cemeteries 12024
• Arts and Culture Plan DSD -Economic Development 12024
• New Rosenberg Community Centre/School Business Case I CSD -Neighbourhood
Programs & Services 12025
STRATEGIC PLAN ALIGNMENT:
This report supports implementing the 2023-2026 City of Kitchener Strategic Plan.
FINANCIAL IMPLICATIONS:
Capital Budget — The recommendation has no impact on the Capital Budget.
Operating Budget — The recommendation has no impact on the Operating Budget.
Strategic Plan Actions for which 2024 funding was required have been allocated Operating or
Capital Budget funds through the recent budget process.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 112 of 131
People -friendly
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Seven projects will continue, the majority of which are well underway. Staff will continue to
make progress on these and engage and update council outside of the regular Strategic Plan
update process. The projects are noted below including lead department -division, and planned
completion year as of December 2023:
• Protected Cycling Network Connected to the Downtown DSD -Transportation 12024
• Incubator, Accelerator and Co -Working Space Network DSD -Economic Development
12024
• City -Owned Property Review I DSD -Economic Development 12024
• Innovation District (Bramm Yards) Master Plan I DSD -Economic Development 12024
• Open Space Strategy INS -Parks & Cemeteries 12024
• Arts and Culture Plan DSD -Economic Development 12024
• New Rosenberg Community Centre/School Business Case I CSD -Neighbourhood
Programs & Services 12025
STRATEGIC PLAN ALIGNMENT:
This report supports implementing the 2023-2026 City of Kitchener Strategic Plan.
FINANCIAL IMPLICATIONS:
Capital Budget — The recommendation has no impact on the Capital Budget.
Operating Budget — The recommendation has no impact on the Operating Budget.
Strategic Plan Actions for which 2024 funding was required have been allocated Operating or
Capital Budget funds through the recent budget process.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 112 of 131
Staff Report
Chief Administrator's Office www.kitchener.ca
COMMUNITY ENGAGEMENT:
CONSULT AND COLLABORATE — The Strategic Plan goal areas and actions were developed
through broad and diverse community engagement that informed creation of Kitchener's 2023-
2026 Strategic Plan.
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
APPROVED BY:
ATTACHMENTS:
Dan Chapman, CAO
Appendix A — 2024 Strategic Action Plan
Appendix B — 2023 Business Plan Progress Report as of December 31, 2023
Appendix C — 2019-2022 Strategic Plan Accomplishments
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 113 of 131
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Appendix C: 2019-2022 Strategic Plan Accomplishments
Kitchener's 2019-2022 Strategic Plan reflected extensive engagement about citizens' priorities, and the actions that
would bring those priorities to life. It included 5 clear goals and 25 actions (some with sub -projects) to ensure focus
and tangible progress by staff and Council on the things that mattered most to residents: safer streets, a more resilient
environment, a more vibrant economy, a more caring city, and great customer service. Council has been regular
engaged in many of the actions, and updated on progress at regular intervals since 2019. As this ambitious, award-
winning Strategic Plan sunsets, there is much of which to be proud, that Council and staff have achieved for Kitchener
residents and the broader community. Council's 2023 State of the City video highlights many of these accomplishments
while featuring people and places across Kitchener.
The vast majority of the 2019-2022 Strategic Plan Actions have been completed, and much has been achieved, as
shown visually below:
19""x. ItT14 IE NII't'"��.. A S It R, , A E G IP GOMPLETED 110/1 IN 11R47GRESS
a Bikeshare
program
jgpy'�
cycling network
Energy Eftidearcy
Reserve IF uncN
Community Climate
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a r Make it Kitcfrener
P 6 Strategy
0
Great Customer
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Equity, Diversity & IMulti language
ndusion Strategy ° interpretation support
Customer
nr
satisfaction program
Affordable
r u H'ous'ing Strategy
RedM,rce social
r a
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Cycling and Thails Sustainable Urban ������
y g City property Open Space Strategy �r Set and communicate
nU7asBer Plan-- d Eorecanr canopy
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tree Garro +tree ���%f%%%%� fev1e'"a prolpel, n Equitable facility " service levels
connectivity' and py to market � � distribution
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ltrian-first Waste Diversion �������//a Devellop a vision for �� Pham Arts and Culture Customer
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Pedestreets a Strategy' �: Downtown,
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Distract Master Planrs
December 2O23Updat j®
i
People -Friendly Transportation focused on transforming how people move through the city by making the
transportation network safe, convenient, comfortable and connected. Following are the actions completed and
accomplishments achieved:
• Complete Streets guidelines for safe and comfortable transportation by all modes, and an associated
evaluation scorecard were created and being applied to roadway construction projects.
• A Bikeshare program was implemented to address the "last mile," and provide more flexible and active
transportation options including e -bikes and e -scooters.
• A protected cycling network connected to the downtown is being implemented in phases across a number
of adjacent streets, creating continuous and connected cycling infrastructure that is maintained year-round;
completion is targeted for 2024.
• The Cycling & Trails Master Plan was updated alongside the Trails & Pathways Master Plan resulting in one
comprehensive, award-winning „I I�ir that is a catalyst for building a city where people of all ages and abilities
choose active transportation for recreation and getting around.
1
Page 129 of 131
• Pedestrian -first streets were designed and implemented between Victoria Park and City Hall and between
the ION and Kitchener Market, transforming these spaces for a variety of placemaking events and activations,
in addition to active transportation.
More information on these initiatives is available on the City's r:anl l� ...�kei
..I:rn g..
Environmental Leadership focused on achieving a healthy and livable community by proactively mitigating and
adapting to climate change and by conserving natural resources. Following are the actions completed and
accomplishments achieved:
• The Corporate Climate Action Plan — Ch .nai.i~rg„fr�„i, �u_ood —was developed and launched, to achieve an
absolute greenhouse gas emission reduction of at least 8% by 2026 over 2016 levels.
• The Energy Efficiency Revolving fund was established to both enable energy efficiency retrofit projects on
City of Kitchener assets, and capture and reinvest operating savings to support new capital investments
toward even greater energy efficiencies across the organization.
• A Community Climate Action Plan — ..[1:2nsf.o,!:,IrnVlClf — was developed with partner organizations to guide
Waterloo Region's transition to an equitable, prosperous, resilient low carbon community.
• Implementing the Sustainable Urban Forrest Stirategy, with a focus on eliminating a previous tree planting
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backlog and setting a Council -approved tree canopy target which is guiding ongoing investment in tree
planting, protection and maintenance.
• A Waste Diversion Strategy for large City -run events and spaces was rescoped due to the pandemic to a
research project focused on understanding how to make finding and using waste receptacles more accessible
for all visitors.
Vibrant Economy focused on building a vibrant city by making strategic investments to support job creation,
economic prosperity, thriving arts and culture, and great places to live.
• A new Urban Design Manual was completed to express city building and design expectations to ensure
vibrant new development throughout Kitchener; the manual helps ensure the Kitchener is designed with a
focus on city -building, economic development and sustainability.
• Fostered a network of incubators, accelerators and co -working spaces by: completing the buildout and
occupancy of 44 Gaukel; partnering with the University of Waterloo to build the Health Innovation Arena;
and initiating progress on a food incubator pilot.
• Launched the Make it Kitchener 2.0 strategy with transformative actions to ensure the attraction, success
and retention of diverse businesses, talent, and arts/culture across the city. This award-winning st„i,ptrg„y
focused on immediate post -pandemic recovery continues to guide investment and progress toward a vibrant
economy.
• Initiated a City -Owned Property Review to determine how City -owned sites could be effectively used to
advance city strategic objectives, with an initial focus on supportive housing sites and setting land
assessment criteria, and considering the impacts of Bill 23.
• Defined a i
new 'riisio,ri f it ir"iI� wr"i I iiIc,h iri it focused on radiating vibrancy, cultivating connection and
belonging; completed the Civic District master plan by aligning to the Growing Together plan, and made
progress on the complementary Innovation District master plan to guide future growth and transformation
in these downtown areas.
Caring Community focused on enhancing people's sense of belonging & connection by providing welcoming
community spaces & programs; better engaging, serving & supporting our diverse populations & helping to make
housing affordable.
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• A Corporate Strategy on Equity and Anti -racism was developed, including with concrete actions focused on
better engaging and serving marginalized and under -represented people; the strategy is a starting point for
the City to meaningfully engage in equity and anti -racism work.
• Developed Kitchener's Affordable Housing Strategy in collaboration with the Region of Waterloo,
community groups and the development industry; the award-winningt„i,trgy continues to guide action and
decision-making for what remains a key local priority.
• Worked to reduce social stigmas experienced by those living with mental illness and addiction in our
community through staff training and supporting the creation of appropriate safe consumption and
treatment facilities in Kitchener.
• Work toward an Open Space strategy and more equitable facility and program distribution across the City
resulted in the following: design, construction and opening of the Huron Community Centre; completing the
Mill -Courtland Community Centre expansion business case; community and Council engagement on the
Places and Spaces strategy and completion of the Spaces component; and broad engagement to define a
new Arts and Culture Plan.
Great Customer Service focused on increasing people's satisfaction, trust and engagement with the city by providing
friendly, easy and convenient services.
• On -demand multi -language interpretation in over 200 languages for telephone and in-person inquiries was
implemented, enabling consistent and equitable access to City services for all customers, in their language of
choice.
• A corporate -wide Customer Satisfaction Program was launched, and continues to enabe collection,
monitoring and reporting of customer satisfaction data to drive service improvements across all
departments.
• The Online Customer Service Portal-.M.y.(ltc;lrr�„i er. was launched, enhancing citizens' experience by
delivering customized, self-service information and e -services access in one place through a personalized,
single sign -on account.
• A Customer Experience Program was implemented, helping ensure services are easy and convenient to
access from the customer's perspective.
• Service Levels were set and communicated for frequently accessed/asked about City services including: tree
maintenance, parking, property standards complaints, snow clearing and grass cutting ... 2022
Seven projects from the 2019-2022 Strategic Plan will continue, many of which are actively underway. Staff will
continue to make progress on them, and will engage and update Council outside of the regular Strategic Plan update
process. The projects are noted below including lead department -division, and planned completion year:
• Protected Cycling Network Connected to the Downtown I DSD -Transportation 1 2024
• Incubator, Accelerator and Co -Working Space Network I DSD -Economic Development 1 2024
• City -Owned Property Review I DSD -Economic Development 1 2024
• Innovation District (Bramm Yards) Master Plan I DSD -Economic Development 1 2024
• New Rosenberg Community Centre/School Business Case I CSD -Neighbourhood Programs & Services 1 2025
• Open Space Strategy INS -Parks & Cemeteries 1 2024
• Arts and Culture Plan DSD -Economic Development 1 2024
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