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Home My WebLink AboutCAO-2024-055 - Strategic Plan Implementation Update 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: 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. 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 -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. www.kitchener.ca 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 | 2024 Incubator, Accelerator and Co-Working Space Network | DSD-Economic Development | 2024 City-Owned Property Review | DSD-Economic Development | 2024 Innovation District (Bramm Yards) Master Plan | DSD-Economic Development | 2024 Open Space Strategy | INS-Parks & Cemeteries | 2024 Arts and Culture Plan | DSD-Economic Development | 2024 New Rosenberg Community Centre/School Business Case | CSD-Neighbourhood Programs & Services | 2025 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. 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 - 2026 Strategic Plan. INFORM agenda in advance of the council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: CAO-2023-337 2023-2026 Strategic Plan Final Content APPROVED BY: Dan Chapman, CAO ATTACHMENTS: 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. 2025 2024 / DSD DSD Dept & Division DSD Planning TransportationTransportationDSD PlanningTransportation for all ages and abilities. behalf of the City of Kitchener; and implementing Description orders of government and a broad range of community partners, to enable the delivery of affordable housing units in our community by removing barriers at the City, advocating on incentives that will enable more affordable housing to be built faster. Encourage increased use of active transportation that connect neighbourhoods through holistic trail and bike route enhancements that are easy to identify, navigate and useTransportation Master Plan in an integrated way, to update the rules around what can be built in options for how people get around; and including a focus on encouraging missing middle housing and adapting to climate change. Together wide Active - Strategic Action Housing For All Implementation Localized Transportation Safety Improvement ProgramCityTransportation Routes Official Plan Comprehensive Update Building a Connected City 2025 2024 GMGM Parks & Dept & Division CemeteriesCemeteriesCemeteries INS Parks & INS Parks & INS INS Office of DSD Office of DSD PlanningDSD PlanningDSD Planning carbon city. - the downtown area to explore . maintenance of existing trees; i approved investments in tree canopy improvements with - Description Complete a District Energy business case forclean energy opportunities to be a leader as a lowImplement Councila focus on planting more trees, Together gic Action Strate Corporate Climate Action Plan 2.0Clean Energy Transition StrategyDistrict Energy Business CaseImplement tree canopy target plan Green Development StandardsImplementing actions from Parks master planParkland Acquisition StrategyGrand River Park Strategy Cultivating a Green City 2025 2024 GM Dept & Division DSD Office of DevelopmentDevelopmentDevelopmentDevelopmentDevelopment DSD Economic DSD Economic DSD Economic DSD Economic DSD Economic secondary - arts and culture edge Creative - affiliated entertainment - ent venue management by working with key stakeholders, y Together Description Advance the health innovation sector in partnership with local postinstitutions and businesses to support innovation and business development in the medical technology field.Collaborate with Conestoga College to build a new, leadingIndustries school focused on skill building and career development in media, communications and design. Enhance entertainmbusinesses and cultural producers across all Cityvenues.Facilitate streamlined business process and approvals for brick and mortar retail business across the City. Develop a strategy for events and community festivals to ensure Kitchener is a destination events, and supporting local business, culture and commerce.Implement the Arts and Culture Master Plan in order to growin Kitchener and become a global leader in creative industries. hriving Cit T - Strategic Action Implement Health/Medical Technology Innovation Campus Creative Industries SchoolEntertainment Venue ManagementAccelerate Commercial Business ApprovalsStrategy for Events and Festivals Implement Arts and Culture Master Plan Economically Creating an 2025 2024 GMGMGMGMGMGM Dept & Division COR EARII CSD Office of CSD Office ofCSD Office of CSD Office of CSD Office of COR Office of holders. - building with Indigenous communities and rights - hrough relationship Description Together Led Recreation & - rategic Action St Advance Truth and ReconciliationCommunity Centre Operating ModelCityLeisure program review Municipal Newcomers StrategyEngagement Practices Leisure Facilities Master Plan UpdateCommunity Grants Review Fostering a Caring City 2025 2024 GM vation & COR Financial chnology o the Dept & Services Division ResourcesResources Operations Te COR Human COR Human FIN Inn COR Office of wide - retain wide Data Strategy to build foundational, organization - Description Strengthen the City of Kitchener employer identity and employee value proposition to remain a competitive employer in order to attract and top talent.adopting technologies including artificial intelligence, and innovations that improve service delivery for residents.Implement a Citydata practices to scale across the City, in order to deliver better services for residents.Identify and implement actions to support a psychologically safe workplace wide - Together Strategic Action Strengthen employer identity/value proposition Procurement innovationDigital Kitchener StrategyImplement CityData StrategySupport a Psychologically Safe Workplace Stewarding a Better City 1 showing an 846% Tender preparation traffic. Progress Update and scooter expected to begin in spring 2024. use trail on Margaret Avenue and Otto - Project was completed as of the April 2023 status update. The multiStreet is complete, with the counterincrease in bike for the final phase on Duke Street is underway, with construction {ƷğŅŅ Ǟźƌƌ ĭƚƓƷźƓǒĻ Ʒƚ ƒğƉĻ ƦƩƚŭƩĻƭƭ ƚƓ Ʒŷźƭ ƦƩƚƆĻĭƷ ğƓķ Ǟźƌƌ ǒƦķğƷĻ /ƚǒƓĭźƌ ƚǒƷƭźķĻ ƚŅ ƷŷĻ {ƷƩğƷĻŭźĭ tƌğƓ ǒƦķğƷĻ ƦƩƚĭĻƭƭ͵ Project was completed as of the April 2023 status update. Status On Track CompletedCompleted , 2023 343 1 3 202202202 Completion December ) tation r dates as of Project Manager Ivan Balaban Transportation Services Darren Kropf Transportation Services Darren Kropf TranspoServices completion First Plan to the - 2025 - Progress Report Project 2023 ( Bikeshare Program Implement a bikeshare service in which bicycles are made available for shared use to the public in an effort tofollowing a feasibility study to determine the most appropriate system.Protected Cycling Network Connected to the Downtown Install a continuous and protected cycling network that connects adjacent neighbourhoods downtown by 2022.1.5.1 Pedestrianfor Gaukel Street Develop plans to prioritize pedestrians over other travel modes on Gaukel Street. Business Plan 2023 : B Friendly Transportation - first streets Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected. - p a plan to create Statement Strategic Plan Actions : : 1 oal Strategic Plan Action People G Encourage and incentivize Install a continuous and Develo art 1.2 alternative modes of transportation by developing and subsidizing a bikeshare program by 2021. 1.3 protected cycling network that connects adjacent neighbourhoods to the downtown by 2022.1.5 pedestrianbetween Victoria Park and City Hall and P 1. Appendix 2 a will has with The to inform a Innovation will % leased h a space for the pilot program presented 100 is business case Health establ will be and a ; the results remains ouncil consideration. c . and great places to live. report Food Incubator aterloo (UW)a Progress Update Progress Update A 2024 W construction at 44 Gaukel . January is under niversity of U he ouncil in TArenabeen endorsed by council toWaterloo Region Small Business Centre within the Innovation Arena.launch in February of 2024future business case for Creative Hub waiting list {ƷğŅŅ Ǟźƌƌ ĭƚƓƷźƓǒĻ Ʒƚ ƒğƉĻ ƦƩƚŭƩĻƭƭ ƚƓ Ʒŷźƭ ƦƩƚƆĻĭƷ ğƓķ Ǟźƌƌ ǒƦķğƷĻ /ƚǒƓĭźƌ ƚǒƷƭźķĻ ƚŅ ƷŷĻ {ƷƩğƷĻŭźĭ tƌğƓ ǒƦķğƷĻ ƦƩƚĭĻƭƭ͵ Potential implications arising from Bill 23 have delayed this work, howeverc Project was completed as of the August 2023 status update. Status Status DelayedDelayed Completed 2023 20232023 Completion Completion Project Manager Cory Bluhm Economic Development Brian Bennett EconomicDevelopment Project Manager Darren Kropf Transportation Services First - owned - tech industry - Project Project Working Space cturing and - Owned Property Review - 1.5.2 PedestrianStreet Plan for Kitchener Market Develop plans to prioritize pedestrians over other travel modes between the Kitchener Market ION station and Kitchener Market.3.2.2 Incubator, Accelerator and CoNetwork Lease all spaces in the Creative Hub, explore the potential to facilitate a Food Incubator with a business case pending, and explore partnerships for the development of manufahealth/medincubators. City Complete a comprehensive review of cityproperties by 2020 to determine how they could be . owned - tech industries - StatementStatement Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts and culture, : 2021 for the food Strategic Plan Action Strategic Plan Action h/med - oal wide network of Foster the creation of a Complete a comprehensive - Vibrant Economy G working spaces by - between the ION and Kitchener Market by 2022.3.2 cityincubators, accelerators and cocompleting the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019manufacturing and healt 3.4 review of cityproperties by 2020 to determine how they could be effectively used to advance city strategic objectives. 3. 3 being Vision Master are project led by w a existing will be presented to {ƷƩğƷĻŭźĭ tƌğƓ working group in vision and principles approved by Council in focused on vibrancy, The was has been completed. A for the Downtown community vision Master Plan , to reflect the Progress Update rinciples p The final to the Official Plan/Zoning Byl ouncil in Q1 of 2024. ision and c . v ommunity engagement ouncil in 2024. {ƷğŅŅ Ǟźƌƌ ĭƚƓƷźƓǒĻ Ʒƚ ƒğƉĻ ƦƩƚŭƩĻƭƭ ƚƓ Ʒŷźƭ ƦƩƚƆĻĭƷ ğƓķ Ǟźƌƌ ǒƦķğƷĻ /ƚǒƓĭźƌ ƚǒƷƭźķĻ ƚŅ ƷŷĻ ǒƦķğƷĻ ƦƩƚĭĻƭƭ͵ The were finalized by the September. connection and belongingNovember. Csummary report of community feedback will be shared with for the Bramm Yardsc {ƷğŅŅ Ǟźƌƌ ĭƚƓƷźƓǒĻ Ʒƚ ƒğƉĻ ƦƩƚŭƩĻƭƭ ƚƓ Ʒŷźƭ ƦƩƚƆĻĭƷ ğƓķ Ǟźƌƌ ǒƦķğƷĻ /ƚǒƓĭźƌ ƚǒƷƭźķĻ ƚŅ ƷŷĻ {ƷƩğƷĻŭźĭ tƌğƓ ǒƦķğƷĻ ƦƩƚĭĻƭƭ͵Changesincorporated into the Growing Together the Planning DivisionPlan Status Delayed CompletedCompleted 202320232023 Completion Project Manager Darren Becks Economic Development Brian Bennett Economic Development Brian Bennett Economic Development Cory Bluhm Economic Development owned - 2022. Project Owned Property Brought - effectively used to advance city strategic objectives.3.5.1 Downtown Vision and Cityto Market Develop a vision for downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with one new cityproperty brought to market by 2022.3.5.2 Innovation District (Bramm Yards) Master Plan Finalize the Innovation District (Bramm Yards) Master Plan by 2022.3.5.3 Civic District Master Plan Finalize the Civic District Master Plan by Statement owned property - the Innovation District Strategic Plan Action Develop a vision for 3.5 downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one new citybrought to market by 2020. Finalize(Bramm Yards) Master Plan by 2021 and the Civic District Master Plan by 2022. 4 , and developed 2024. 2 strategy internal and n o ouncil in Q the Places c Progress Update & supporting our diverse populations & ome to ĭƚƓƷźƓǒĻ Ʒƚ ƒğƉĻ ƦƩƚŭƩĻƭƭ ƚƓ Ʒŷźƭ ƦƩƚƆĻĭƷ ğƓķ Ļ ƦƩƚĭĻƭƭ͵ are working with the Catholic School Board to This project was completed as of the April 2023 status update. Staffcomplete the design drawings. The next steps include site plan approval and detailed costing. {ƷğŅŅ Ǟźƌƌ ĭƚƓƷźƓǒĻ Ʒƚ ƒğƉĻ ƦƩƚŭƩĻƭƭ ƚƓ Ʒŷźƭ ƦƩƚƆĻĭƷ ğƓķ Ǟźƌƌ ǒƦķğƷĻ /ƚǒƓĭźƌ ƚǒƷƭźķĻ ƚŅ ƷŷĻ {ƷƩğƷĻŭźĭ tƌğƓ ǒƦķğƷ Draft recommendations based community feedback are currently being to be incorporated into anticipated to c {ƷğŅŅ Ǟźƌƌ Ǟźƌƌ ǒƦķğƷĻ /ƚǒƓĭźƌ ƚǒƷƭźķĻ ƚŅ ƷŷĻ {ƷƩğƷĻŭźĭ tƌğƓ ǒƦķğƷĻ ƦƩƚĭĻƭƭ͵ Status Delayed On Track Completed ion 5 20232022023 Complet & Project Manager Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services Mark Parris Parks Cemeteries needs assessment Project ll Courtland determine the 4.4.1 MiCommunity Centre ExpansionBusiness Case Complete a and business case to determine the requirements for an addition to the Mill Courtland Community Centre.4.4.2 New Rosenberg Community Centre/SchoolBusiness Case With the Catholic School board, complete a needs assessment and business case to requirements for a joint community centre/school in the Rosenberg area. 4.4.4 Open Space Strategy Develop an open space strategy to explore the value of open spaces, how they function, are planned, maintained, and managed, and including a review of permitted uses in parks. Statement : Strategic Plan Action oal Caring Community Better utilize existing G helping to make housing affordable. . 4.4 facilities, provide relevant programming at community centers, and support equitable distribution of leisure programs and resources across neighbourhoods. Start work on the Mill Courtland Community Centre expansion by 2020and the Rosenberg Community Centre by 2021. Complete an Open Space Strategy by 2021. 4 5 open via will of a draft safer, more will be presented to The centre Corporate Contact . Messaging to the public . in plans, staff orientation plans and a - , with the development relocation of the Progress Update . 2024 about the pending opening of the new and 2024 summary of stakeholder input Phased move ouncil in AcCulture Plan to follow {ƷğŅŅ Ǟźƌƌ ĭƚƓƷźƓǒĻ Ʒƚ ƒğƉĻ ƦƩƚŭƩĻƭƭ ƚƓ Ʒŷźƭ ƦƩƚƆĻĭƷ ğƓķ Ǟźƌƌ ǒƦķğƷĻ /ƚǒƓĭźƌ ƚǒƷƭźķĻ ƚŅ ƷŷĻ {ƷƩğƷĻŭźĭ tƌğƓ ǒƦķğƷĻ ƦƩƚĭĻƭƭ͵ January - begun. mid in Delayed Construction/renovation is completesignage and social mediacentre has grand opening media event plan are complete. with all City Hall servicesCentreThe final report from the consultant has been reviewed by senior staff from the City and school boards. An issue paper was brought to council as part of the 2024 budget process to construct a separate entrance to the pool. This new entrance will allow for accessible, and better use of the facility. Status 2023 CompletedCompleted ion 3 2023202 Complet Economic Development - by Department - King Miller Project ManagerJana Corporate Customer Service Patrick Sport Arts and Culture Plan Develop a new and inclusive Arts and Culture Plan by engaging a broad crosssection of the community including the arts and creative industry sector and multicultural communities. end work - Business Plan Projects person services at -- - Service Centre Status of : 2 Community ServicesCity Hall Centralize all inCity Hall to one service counter located on the main floor, including the addition of a backarea to provide customer service support. Cameron Heights Pool Feasibility Study Collaborate with the Waterloo Region District School Board to determine the renovations and estimated costs to isolate the pool operation from the school operation to preserve a recreational asset in the downtown core. art Engage a broad cross P 4.5 section of the community including the arts and creative industry sector and multicultural communities to develop an inclusive arts and culture Plan by 2021. 12 6 . r . fo in , In and . are with law - was updated me of the an energy ongoing ouncil c to be presented dashboard Inventory, the are policy City of Kitchener from to build momentum for law in Q1/Q2 2024 - accelerate e on a new to wide which was deferred to - A consultant has been anticipated iscussions with internal and is ontinu D City Planning and Strategic Initiatives . corporate GHG Progress on shared . . Staff c target complete a financial analysis on a rental recently Progress Update Progress Update position the presented to . Staff will seek direction rental replacement by , including community groups, reduction fossil fuels Earth Day 2024. and which focuses on better retained to law GHG - Energy Management Reserve Fund actions were December waswill continue into 2024 the development of a detailed asset management plan he in t zero - in time foraway from ouncil meeting, to be considered at the same ti for c olicy changes presented an Official Plan Amendment and Zoning By ouncil c taff management plans including Water have been completed and engaged A consultant replacement byCommittee respect to developing a consultation with community partners and the development industrySAmendment to permit lodging houses citya future future lodging house licensing update. external stakeholdersengagement corporate demand side for energy and the development of a strategy to support corporate GHG reductionsatTransformWR November,The ptransitiona 2050 net CorCAP 2.0 Part 1 Status Status Delayed On TrackOn Track 4 2023 2022024 Completion Completion - Asset Project Manager Project ManagerBradley Wakelin Financial Planning and Management Anna Marie Cipriani AdministrationDevelopment Services Garett Stevenson Planning term - - help ) (CorCAP) target of 8% absolute City of Kitchener met the cludes the review of short Financial ServicesAsset Management Planning Develop and publish two key asset management plans for Facilities and Water categories to support adherence to O. Reg 588/17 Development Services New Greenhouse Gas Emissions Reduction Target(s The previous Corporate Climate Action Plan GHG reduction. Through this new project, a new/next generation CorCAP will be developed.Rental Housing Studies Undertake a comprehensive review of tools available to increase supply of all forms of rental housing, preserve existing rental housing supply, and review supports/tools for current tenants facing relocation. This work will consider and run parallel with the inprogress lodging house bylaw, policy, and process review which inaccommodations and other property rentals. The Rental Housing Studies willimplement the City's Housing For All Strategy. 5 34 7 ) the , as ERP 4 ed 202 delay in and it was (tax and utility have expand POS to technical support, is complete xpected to begin options to centralized customer service e usiness requirements will be B . for Revenue divisionsolution assessment is in the . includ Accounting and and (POS) mail. system Questica - Progress Update integration . will be presented to council prior to the legislated Project work is now e end ssessing requirements and potential solutions for ͵ - availability for of the new and 2024 and Technology Innovation & Services - back with the goal of providing Future planning will s (SAP) esource this project. leted by the end of 2023 of seamless of r core assets - nondeadline in midLack Solutionsstart previously reportedStaff are currently areplacement of Point of Sale customers. Business Licensing, Building Permit, Planning and Miscellaneous Receivablewith compprocess of being completed.Implementation used to prepare the 2024 Budget This project is complete. Customers can now receive their miscellaneous invoices by e Status On Track CompletedCompleted Not Started 43 20220242023202 Completion Andrade Project ManagerLisa Dueck Financial Operations Brenda Johnson Financial Operations Saleh Saleh Revenue Debbie Financial Planning& Reporting Saleh Saleh Revenue house - invoices for - services. invoices for Miscellaneous roperty tax and utility accounts - Financial ServicesConcur Invoice Automation Invoice management solution to fully digitize AP processes. Includes invoice capture, tracking, approvalsand enhanced reporting for spend analysis. Point of Sale and Expansion of Payment Options Replace the existing Point of Sale system, which is past its life cycle, and expand payment options for various Budget System Implementation Replace the existing Budget System, which was developed inmore than 20 years ago, with an external software solution.EReceivables Customers are frequently requesting eMiscellaneous Receivables which represent services that are financial system (SAP). Examples of services billed through miscellaneous receivables include Direct Detect for alarm monitoring, Parking and Cemetery sales. Pare not included in miscellaneous 6789 8 concrete , , combining rrently in the collaborative pring 2024. s reet side of trees this year. waterproofing 987 Duke St ouncil in ( c . The team is cu completely close out the project planted Plaza An IPD consultant (Colliers) is , to ented to Progress UpdateProgress Update at the Rotary on the Duke St. area stairs as well as the lighting . with our partners installation of 2023 landscaping go decision to be pres - o develop GIS driven analysis to support these efforts. . The two remaining items is undertaking an Integrated Project Delivery (IPD) for the end City, together The contractor has completed the work for all works andbuilding)are railings pole replacements on Carl Zehr Square, all of which will be completed by the The CityKitchener Indoor Recreation Complex at RBJ Schlegel Parkthe City, Architect of Record and Prime Contractor as a team that share project risks and profitsearly stages of the validation phase.providing oversight and assisting Kitchener to ensure all critical validation phase items are identified and risks are minimized ahead of a go or no The Planning for 2024 includes development of detailed neighbourhood level mapping to support an equity focused and canopy target driven planting program. Reep secured funding through another national program t Track StatusStatus On CompletedCompleted ion 3 20220252023 CompletionComplet Project ManagerProject ManagerChris Campbell Facilities Management Ankush Bhola Facilities Management Josh Shea Parks & Cemeteries eep City Hall mail. - Design & Construction Phase 1 and Implementation Financial Services receivables. Completion of this project will allow customers to receive invoices by e Infrastructure ServicesRehabilitation of City Hall Outdoor Spaces Phase 2 Complete construction associated with the rehabilitation of Outdoor spaces.Indoor Recreation Complex at RBJ Schlegel Park Construction Design and construct an indoor aquatic and turf facility at RBJ Schlegel park utilizing the Integrated Project Delivery Method.Sustainable Urban Forest Strategy (SUFS) Continue to implement the SUFS by providing grant funding to RGreen Solutions to partner on private tree planting and stewardship and planting 400 trees in parks before the end of 2023 to replace trees lost through EAB, storms and other events. 101112 9 e The th . . Three detailed and ouncil in c 2024 washroom a 6.3% awarded cemetery ments and work is he levels T . presented to utdoor sports courts July O contractor delays, . , with outstanding in have been being awarded, ovided met customer ouncil received a capacity assessment. ust c 2024. a faced market analysis, review of with approval for : legislative require gather feedback from internal tenders have met tender was ouncil, c by summer building opened and well at Oaten Park. Work on the remaining ure the services pr s open Staff will also risks, cemetery services and staffing d partially opened in Aug in spring 2024 for anticipated completion in ing perations ed to Phase 2 is nearing completion gin s part of this presentation, and Westwood Park progressing A and disposition trends, and eview .in preparation for a final report r s , Park , manage estwood is Park anticipat /Idlewood and Kinzie Parks and the o WThe consultant has completed , is which assessed the service levels of the water, sanitary and being tendered in early 2024. has been parks will be Alpine/Vanier/Traynor Parks Oaten ork ouncil in 2024. RBJ Schlegel are openbuilding BrubacherhoweverworksThe progressing well with anticipated substantial completion by the end of the year with minor deficiencies being addressed in Spring The wtwoSummer 2024Cemetery staff continue to provide statistical information and general information to support analysis and development of the strategy. demographicconsultant cemetery financial plan. stakeholderscThe Water Infrastructure Program report was presented to October 2023. analysisstormwater utilities to enexpectationsrate options were presented to combined annual rate increase between 2024 and 2027. rack T Delayed On Completed 3 20220242023 Bradshaw Ashley Visneski Parks & Cemeteries Trisha Parks & Cemeteries Bu Lam Sanitary & Stormwater Utilities - (WIP) to to guide , and ensure the long term maintenance phase 2, Westwood - , to ensure continued ) social and environmental long burial sites. Cemeteries Strategy a better understanding of . funding and community a e reat Implementation of Significant Parks Projects Complete construction of RBJ Schlegel Park Park and Brubacher Parks. Tender and award work at Alpine, Vanier/Traynor/Wilson and Shoemaker Parks. Initiate engagement at Oaten/Fergus/Idlewood and Kinzie Parks.Cemeteries Strategy Cprovide spatial,member needsterm fiscal,sustainability of cemetery services over the next 25 yearsthe future operations, care, and cemetery Water Infrastructure Program Undertake an assessment of the Water Infrastructure program originally completed in 2017 and review for the next 5 years. This will inform the and renewal strategy for water infrastructure (water, sanitary and stormwatersafe, reliable and efficient service delivery 131415 10 iding wo environmental T conclude in the first quarter of 2024; integration of Bridgeport Dike and Shoemaker & Schneider Creek ( ) will gas of the Credit First Nation and Six Nations of the Grand u Construction has been completed for 29% of Watercourses and 38% of Storm sewers and LID/Green Infrastructure. Performance targets related to Community Employment Benefits have been exceeded, and engagement efforts completed in 2023 have been fruitful in gudesigns that service the community well. assessmentsinitiativesMississaRiver priorities have been included in the assessment framework. Construction on several road reconstruction projects is underway and is planned for 2024. On Track 28 20 itary & Nick Gollan SanStormwater Utilities Mitigation and Adaptation Implementation of the Federal Disaster Fund (DMAF)Plan and execute stormwater management infrastructure projects across the city to leverage the DMAF grant funding and advance the implementation of the 2016 Integrated Stormwater Management Master Plan. 16 Appendix C: 2019-2022 Strategic Plan Accomplishments -2022 Strategic Plan reflected 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. Council2023 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: 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 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 plan that is a catalyst for building a city where people of all ages and abilities choose active transportation for recreation and getting around. 1 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 avaTransportation projects webpage. 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 Changing for Good 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 TransformWR was developed with partner organizations to guide us, resilient low carbon community. Implementing the Sustainable Urban Forest Strategy, with a focus on eliminating a previous tree planting 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 strategy 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 new vision for downtown Kitchener 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 community spaces & programs; better engaging, serving & supporting our diverse populations & helping to make housing affordable. 2 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 Affordable Housing Strategy in collaboration with the Region of Waterloo, community groups and the development industry; the award-winning strategy 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 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 - MyKitchener was launched, enhancing citi 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 . Service Levels were set and communicated for frequently accessed/asked about City services including: tree 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 | DSD-Transportation | 2024 Incubator, Accelerator and Co-Working Space Network | DSD-Economic Development | 2024 City-Owned Property Review | DSD-Economic Development | 2024 Innovation District (Bramm Yards) Master Plan | DSD-Economic Development | 2024 New Rosenberg Community Centre/School Business Case | CSD-Neighbourhood Programs & Services | 2025 Open Space Strategy | INS-Parks & Cemeteries | 2024 Arts and Culture Plan | DSD-Economic Development | 2024 3