HomeMy WebLinkAboutDSD-2025-459 - Special Events Action Plan & Arts and Creative Industries Action PlanDevelopment Services Department www.kitchener.ca
REPORT TO: Special Council
DATE OF MEETING: November 10, 2025
SUBMITTED BY: Jeremy Dueck, Director, Arts & Entertainment
PREPARED BY: Jeremy Dueck, Director, Arts & Entertainment
WARD(S) INVOLVED: All wards
DATE OF REPORT: November 6, 2025
REPORT NO.: DSD -2025-459
SUBJECT: Council Strategy Session — Reviewing the "Special Events Action
Plan" and "Arts & Creative Industries Action Plan"
RECOMMENDATION:
For discussion.
REPORT HIGHLIGHTS:
• The purpose of this report is to provide context and outline the agenda that will be used
during the Council Strategy Session on November 10, 2025.
• 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.
BACKGROUND:
Arts & Entertainment is a Division within Economic Development and the Development
Services Department. The City's Arts & Entertainment Division includes three units — Arts
& Creative Industries, Special Events, and Arts & Entertainment Venues. Outlined in
Kitchener's 2023-2026 Strategic Plan, Council directed staff to develop and implement a
"Special Events Action Plan" and an "Arts & Creative Industries Action Plan." Staff plan to
bring both action plans to Council in Q4 of 2025 or Q1 of 2026.
The objectives for the November 10, 2025, Council Strategy Session are to review the
progress of each action plan separately, share key learnings from the engagement work
conducted by staff, and communicate the aspirational vision for each plan. Staff will
describe the strategic themes for the Arts & Creative Industries Action Plan and the
guiding principles for the Special Events Action Plan.
Council will be invited to provide feedback on how well the proposed A&CI vision and
strategic themes align with constituent input and to offer guidance on prioritizing future
A&CI action items. Additionally, Council will rank key performance indicators (KPIs) that
*** This information is available in accessible formats upon request. ***
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will shape future special event decisions and provide feedback on the alignment of the
proposed Special Events vision and guiding principles with community feedback.
REPORT:
The purpose of the Strategy Session is to obtain input from members of Council on two
action plans: the Special Events Action Plan and the Arts & Creative Industries (A&CI) Action
Plan. The workshop will be conducted in two parts, with the first focused on the A&CI Action
Plan and the second on the Special Events Action Plan.
Each segment will provide an opportunity to review progress, share key engagement
learnings, present the aspirational vision and strategic framework, and gather Council's
feedback on alignment with community input and priorities.
PART 1 — ARTS & CREATIVE INDUSTRIES ACTION PLAN (TOTAL TIME: 50 MINS)
Overview of Action Plan
Staff will provide a brief overview of the Arts & Creative Industries (A&CI) Action Plan,
beginning with a reflection on Kitchener's legacy of arts planning through Culture Plan I
(1995) and Culture Plan II (2005). While these earlier plans were ambitious and visionary,
not all recommendations were implemented due to limitations in capacity and alignment with
municipal priorities. Of the 20 recommendations in Culture Plan I, 8 were executed; Culture
Plan II saw 30 of its 61 recommendations realized.
Building on this foundation, the 2025 A&CI Action Plan is designed to be action -oriented and
responsive to the current needs of the arts and creative industries sector. The plan is
informed by extensive engagement, including the Bloomberg Harvard City Leadership
Initiative (2023), which convened 40 regional arts leaders and a working group of staff and
sector representatives. Additional input was gathered through Environics Research (2023),
which engaged 153 arts practitioners and residents, identifying key themes such as
distribution of funds and grants, access to physical spaces, promotion and awareness, and
representation and support. Further insights were drawn from the "Uncovering Barriers"
report (2024), which synthesized feedback from 10 diverse arts representatives and 66
surveyed artists.
This research highlighted systemic barriers faced and recommended targeted programs to
improve access to resources, employment, exhibition spaces, and mentorship. Surveys and
interviews conducted from the Conrad Centre for the Performing Arts operating model
review in 2024 also contributed to the understanding of local A&CI needs and opportunities.
The scope of the A&CI Action Plan includes support for artistic sectors (visual, performing,
literary, and public art), development of creative industries (media, entertainment, design,
and technology), economic development initiatives, funding and grant programs, public-
private collaboration, infrastructure and space planning, community engagement, strategic
awareness initiatives, and support for museum and archival work through other municipal
arts initiatives.
The proposed vision for the A&CI Action Plan is: "Canada's Emerging Arts City."
This four-year vision (2026-2030) reflects Kitchener's commitment to cultivating a vibrant,
inclusive, and locally -rooted arts and creative industries ecosystem. It emphasizes the
importance of supporting local talent, fostering community connections, and positioning
Kitchener as a national leader in arts innovation.
To achieve this vision, the A&CI Action Plan is organized around five strategic themes:
1. Spaces for Production & Presentation — Enhancing access to affordable physical
spaces for artists and creative professionals to work, exhibit, perform, and
collaborate.
2. Public Art Creation & Care — Supporting the creation, conservation, and visibility
of public art and industrial artifacts throughout the city.
3. Local Artist Development Programs — Investing in mentorship, professional
development, and programming that supports emerging and established artists.
4. Communications Strategy — Strengthening the visibility of Kitchener's arts sector
through coordinated branding, promotion, and storytelling.
5. Music Development — Building infrastructure and "layer in local" programming to
support music creation, performance, and industry growth.
2026 A&CI Work Plan
This section provides a summary of the key actions currently planned for 2026 under the
Arts & Creative Industries Action Plan. These initiatives are based on existing staff
resources and the submitted 2026 operating budget. Each action aligns with one of the five
strategic themes identified in the plan and reflects the City's commitment to advancing its
arts and creative industries ecosystem in a sustainable and achievable way.
Under the theme of Spaces for Production & Presentation, staff will continue to operate
44 Gaukel as a City -led creative hub, support THEMUSEUM's financial sustainability
commitment, and maintain operating agreements with Homer Watson House & Gallery,
THEMUSEUM, and the Kitchener -Waterloo Art Gallery (KWAG).
For Public Art Creation & Care, the work plan includes developing a temporary public art
policy, assessing and conserving the existing public art and industrial artifacts collection,
and daylighting the public art collection at the Conrad Centre to enhance public access and
visibility.
In the area of Local Artist Development Programs, staff will deliver artist and community
programming at 44 Gaukel to support local creators and foster community engagement.
As part of the Communications Strategy, staff will continue to develop and promote the
upcoming launch of Kitchener LIVE. The Film Office will implement operational efficiencies
to better support film -related activities and streamline services.
Under the theme of Music Development, the City will continue to offer the Roos Island
Music Series, onboard a new Music Officer to lead music sector development, and work
with the KW Symphony towards grant reinstatement.
2027-2030 Actions to Consider
Building on the foundational work planned for 2026, staff have also identified a series of
aspirational actions for the 2027-2030 period. These proposed initiatives reflect ideas
generated through community engagement, sector feedback, and internal planning. While
not yet resourced, they represent meaningful opportunities to advance the strategic themes
of the A&CI Action Plan. Each item is presented with an estimated budget range to help
frame future decision-making and guide Council's prioritization discussions.
Note: Estimated project budget range symbols.
$ = Up to $50,000
$$ = Between $50,000 and $100,000
$$$ = Over $100,000
Spaces for Production & Presentation
$ Develop a Culture Days program to celebrate local artists and venue spaces.
$ Increased artist fees for Artist in Residence and Gallery Programs (CARFAC).
$ New gallery space program at the Conrad Centre.
$$$ Enhanced 10 -year capital plan for Homer Watson House & Gallery.
Public Art Creation & Care
$$$ Increased maintenance funding for public art and industrial artifacts collection.
$$ Temporary public art implementation, annual program plan, and funding.
$$$ Indigenous public art project in Victoria Park.
Local Artist Development Programs
$$$ Add a new immersive/interactive temporary artwork festival.
$$ Create a multidisciplinary City-wide mural -making festival.
TBD Align with the Community Grants Program review and support recommendations.
Communications Strategy
$$ Upgrade/replace all City collection interpretive signage.
Music Development
$$ Music production and performance incubator including a soundproof studio.
$$ Create a "layer in local" talent budget to ensure local artists are featured.
Council Feedback on A&CI's Strategic Themes (15 minutes)
Note: Council will answer the questions using the Menti application.
Question #1 — Based on your conversations with constituents and your
understanding of the sector, where do you believe the greatest opportunity exists
within the five strategic themes?
Spaces for Production & Presentation
Public Art Creation & Care
Local Artist Development Programs
Communications Strategy
Music Development
Council Prioritization Exercise (20 minutes)
Council will be invited to rank the proposed 2027-2030 Actions to Consider in order of
priority, from most important to least important. These actions reflect what staff heard
consistently through community engagement and are intended to be inclusive of constituent
feedback.
Question #2 — As you review the proposed actions, are there any priorities or ideas
vou've consistently heard from constituents that are missina from the list?
PART 2 — SPECIAL EVENTS ACTION PLAN (TOTAL TIME: 70 MINS)
Event Categories
Festivals and events in Kitchener take many forms and vary significantly in size, complexity,
and purpose. To support effective planning and delivery, the City categorizes events into
four distinct types: Signature Events, Special Events, Corporate Events, and Community
Events. These categories help clarify which events fall within the scope of the Special
Events unit and which are supported by other divisions across the corporation.
While the Special Events team plays a central role in producing and supporting many high-
profile and civic events, not all activities labeled as "events" fall under their purview. This
section outlines the event types and the corresponding responsibilities, helping to establish
realistic expectations and ensure appropriate resource allocation.
Signature Events — Signature Events are large-scale public gatherings typically held in
Downtown Kitchener or Victoria Park, drawing 5,000 or more attendees per day. These
events demand extensive planning and coordination across multiple municipal departments
and often involve significant impacts to public infrastructure, including road closures and
emergency preparedness. They receive substantial municipal support, such as Tier I grant
funding, and usually operate with budgets of $100,000 or more. Signature Events may be
produced directly by the City or supported by the City, and are recurring annual fixtures in
the community calendar.
Examples of City -produced signature events:
• Canada Day
• Cruising on King Street
• Wayback Festival
• KidsPark
• Endless Summer
• Christkindl Market
• New Year's Eve
Examples of City -supported signature events:
• Multicultural Festival
• Kitchener Blues Festival
• Oktoberfest
• Kitchener Ribfest & Craft Beer Show (for-profit event, does not receive City funding)
• 5K FoamFest (for-profit event, does not receive City funding)
Special Events — Special Events are community -focused gatherings coordinated by the
City or in partnership with third -party organizers. These events are open to the public and
typically take place in or around Carl Zehr Square and the Rotunda. They attract between
500 and 4,999 attendees per day and generally operate with budgets under $100,000.
While they require permits and coordination with select City departments, they involve a
moderate level of planning and logistical support. Special Events may be City -produced or
City -supported, with some receiving staff assistance or financial backing through the Tier II
grant program. Occasionally, Special Events may include larger -scale, one-time activations.
Examples of City -produced special events:
• Kitchener Rangers Winter Carnival
• Wicked Sing -Along
• Pickleball Paddlepalooza
• Pop-up events (e.g., Erick Traplin Day, sports watch parties, etc.)
• Recognizing local Stanley Cup winners or Olympic medal recipients.
Examples of City -supported special events:
• Sporas Art Exhibit
• Bring on the Sunshine
• Diwali Event
• Indian Food Festival
• TriPride Summer Festival
• Canadian Arab Festival
• Momma's Cookout
• Sporas Palestinian Festival
• Afrovibes Festival
• Caribana Ignite
• Romanian Festival
Corporate Events — Corporate Events are programs or events organized and delivered
directly by the City of Kitchener as part of its core service offerings and civic engagement
initiatives. Regardless of size, these events reflect the City's commitment to community
connection and public service. They are typically coordinated through collaboration
between the Special Events unit, the Office of the Mayor & Council, and Corporate
Communications.
Examples of corporate events:
• Park openings and renewal celebrations
• Facility openings and groundbreakings
• Funding announcements
• Government and dignitary visits
• City -community partnership events
• State of the City
• Grillefest
• New Year's Levee
• Public Works Week
• Major staff celebrations
• Hosting other levels of government and boards
Community Events — Community Events are smaller -scale gatherings, typically attracting
fewer than 500 attendees, and are organized by internal City staff or community individuals
and groups. These events are open to the public or specific local audiences and are
generally low-risk, with minimal impact on public services. They may require basic permits
or approvals but involve limited logistical complexity. The City of Kitchener facilitates
hundreds — if not thousands — of these events annually, such as those under the Love My
Hood initiative. While these activities are often referred to as "events," they do not
meet the criteria for Signature, Special, or Corporate Events, and therefore fall outside
the scope of the Special Events team. Any City support for Community Events typically
comes from other divisions or units within the organization.
Examples of community events:
• Charity runs
• Faith -group barbeques in parks
• Flag -raising ceremonies
• Neighbourhood clean-ups
• Street parties
• Small community picnics
Re-emphasizing Scope of Work — As part of ongoing efforts to clarify roles and
responsibilities, the Special Events team will continue to focus on the planning and delivery
of Signature Events, Special Events, and Corporate Events. These categories align with the
team's mandate and require varying levels of coordination, municipal support, and strategic
oversight.
Community Events, while still valued and encouraged, fall outside the scope of the Special
Events team. These events will continue to take place across the city, but their coordination
and support will be managed through other areas of the organization. This re -emphasis
ensures that the Special Events team remains focused on arts and entertainment
programming, while the corporation explores appropriate and sustainable ways to support
community -led initiatives.
Overview of Action Plan
Staff will provide a brief overview of the Special Events Action Plan, beginning with a
reflection on the growing importance of major events and festivals in shaping Kitchener's
civic identity. Over the past decade, these events have become central to how residents
and visitors experience the city, contributing to its reputation as a vibrant and welcoming
destination. As the scale and impact of these events have grown, so too have the costs and
resources required to produce and host them. This evolution has highlighted the need for a
more strategic and financially sustainable approach to event planning and delivery.
Building on this momentum, the Special Events Action Plan is designed to be forward-
looking and responsive to the current and future needs of Kitchener's events ecosystem.
The action plan will guide the City's approach to producing and supporting major events and
festivals over the next four years. It will provide the Special Events unit with clear direction
on how to manage and deliver high -impact programming, communicate Council's vision to
internal teams and external partners, and offer transparent guidance to third -party event
producers and community groups. The action plan will also outline the benefits of hosting
events in Kitchener and describe tangible ways the City can support their success.
To inform the development of the Special Events Action Plan, staff led a six -step
engagement process involving key stakeholders with a vested interest in the future of
Kitchener's special events portfolio. This process included an internal review with City staff
across all departments, consultations with the Mayor and Council, and focused discussions
with third -party event organizers. The Special Events team contributed operational insights,
while broader community engagement activities captured public perspectives and
aspirations. Finally, a municipal scan was conducted to assess best practices and
benchmarks from other cities. Together, these inputs provided a comprehensive
understanding of the current landscape, existing constraints, and future opportunities.
This engagement surfaced several recurring themes, including the desire to enhance the
current portfolio, create year-round programming, simplify processes for organizers and
staff, and establish greater sustainability and predictability in the sector. A key insight was
the recognition that the City cannot fund all events, reinforcing the need for a balanced and
strategic approach to resource allocation.
The proposed vision for the Special Events Action Plan is: "Canada's Event Leader."
This four-year vision (2026-2030) reflects Kitchener's commitment to cultivating a dynamic,
inclusive, and strategically supported events ecosystem. It emphasizes the importance of
hosting exceptional experiences, accelerating event innovation, and fostering a
collaborative, event -friendly corporate culture.
To achieve this vision, the Special Events Action Plan is organized around three guiding
principles:
1. Canada's Best Host City — Delivering exceptional experiences for attendees,
organizers, and partners.
2. Canada's Event Accelerator City — Supporting innovation, growth, and capacity -
building in the local events sector.
3. An Event -Friendly Corporate Culture — Fostering internal alignment,
responsiveness, and collaboration across departments.
Council KPI Ranking Activity (15 minutes)
"Key Performance Indicators (KPIs) — Defining Success.
As Kitchener continues to attract more event suggestions and opportunities, staff and senior
leadership will face increasing pressure to make informed decisions about which events to
pursue. To support this decision-making process, the Special Events unit is proposing the
use of Key Performance Indicators (KPIs) to evaluate and prioritize events based on their
alignment with strategic goals.
These KPIs are intended to provide a consistent framework for assessing the value and
impact of special events. By ranking these indicators, Council can help shape how success
is defined and measured across the portfolio.
Activity — When evaluating the success of special events, please rank the following
KPIs in order of priority, from most important to least important:
Number of attendees — Overall attendance and reach of the event
Experience of attendees — Contribution to quality of life and enjoyment
Tourism impact — Ability to attract visitors and drive economic activity
Local engagement — Participation from Kitchener residents leaving a positive impact
Business impact — Effect on downtown businesses and local economy
Safety— Risk management and public safety outcomes
Budget compliance — Adherence to financial plans and responsible spending
Community brand — Enhancement of Kitchener's identity and reputation
Council Feedback on Guiding Principles (20 minutes)
As part of the Special Events Action Plan development, staff are seeking Council's input on
the proposed vision and guiding principles that will shape the City's approach to producing
and supporting major events and festivals over the next four years.
Question #3 — Based on your initial impressions and what you've heard from the
community, what resonates with you about the proposed vision and guiding
principles for the Special Events Action Plan? What, if anything, would you change
or refine?
2026 Special Events Work Plan
Staff will provide a summary of the key actions currently planned for 2026 under the Special
Events Action Plan. These initiatives are based on existing staff resources and the
submitted 2026 operating budget. Each action aligns with one of the three guiding principles
identified in the plan and reflects the City's commitment to advancing its special events
portfolio in a strategic, coordinated, and achievable way.
Under the guiding principle of Canada's Best Host City, staff will continue to support the
hosting of Signature and Special Events in Victoria Park. This includes maintaining the
City's role as a trusted and capable host for large-scale public gatherings that contribute to
Kitchener's civic identity and community vibrancy.
Aligned with Canada's Event Accelerator City, the Arts & Entertainment Division will be
leveraged as a centralized point of entry for event organizers, ticket buyers, and the broader
community. This approach is designed to streamline access, improve service delivery, and
enhance the overall event experience. In addition, staff will continue to develop and promote
the upcoming launch of Kitchener LIVE, a platform that provides timely and relevant
information to both event organizers and residents, helping to build awareness and
engagement around upcoming events.
Supporting the principle of An Event -Friendly Corporate Culture, staff will develop a
publicly accessible Standard Operating Procedure (SOP) for event intake and event
allocation. This SOP will clarify processes, improve transparency, and support consistent
decision-making across departments. Additionally, a dedicated SOP will be created to guide
internal chargebacks and cost centre usage, ensuring financial clarity and operational
efficiency for all City -supported events.
Setting Productive Expectations
As Kitchener's reputation for hosting major events and festivals continues to grow, so too
do the demands on staff, budgets, and the event calendar. Events are becoming more
expensive to produce, staff are operating at full capacity, and the prime event season —from
May to October — is nearly saturated. In 2026, the City will need to take a more selective
and strategic approach to calendar and event management to ensure sustainability and
avoid burnout.
Staff are seeking Council's support in setting realistic expectations for the upcoming season.
This includes providing the Special Events team with the resources needed to stay within
budget, manage workload effectively, and maintain the high standards that have made
Kitchener a leader in the sector.
Current Portfolio Snapshot — Based on the success of recent seasons, Kitchener is
increasingly recognized by event producers, cultural organizations, and attendees as one
of the best cities in Canada for hosting major special events and festivals. In 2025, the
City's Special Events team was involved in producing or directly supporting 38 unique
events, which collectively attracted over 350,000 attendees.
One of the key measures of success for the Special Events portfolio is the number of events
scheduled during the prime outdoor season — spring, summer, and early fall. As the 2026
season preview below demonstrates, few weekend dates remain available between May
and October, underscoring the need for strategic prioritization. The presence of several
annual and recurring events in the calendar also reflects the strength and sustainability of
third -party organizers who have built resilient business models.
2026 Special Events Season Preview
Date
Event
January 4
Mayor's Levee
January 16 — 18
Sporas Art Exhibit
February 15
Bring on the Sunshine
February 18
Winter Staff Event
February 23 — 25
Festivals & Events Ontario Conference
March 11
Kitchener Rangers Winter Carnival
April 12
Diwali Indie Event
May 20 — 22
Public Works Week
May 23 — 24
Indian Food Festival
May 26
City LEAD Workshop
June 7
Trinity Event
June 3
The Main Event
June 6
TriPride Summer Festival
June 13
Palette x Palate
June 13
Neighbours Day
June 13
East Asian Festival
June 14
Canadian Arab Festival
June 20 — 21
Multicultural Festival
July 1
Canada Day
July 10
Cruising on King
July 11
Momma's Cookout
July 11
Electrolit 5K Foam Fest
July 12
Sporas Palestinian Festival
July 18
AfroVibes
July 17 — 19
RibFest
July 24 — 25
Wayback Festival
August 6 — 9
BluesFest
August 13
Summer Staff Appreciation
August 15
Pakistan Canada Day
August 16
KidsPark
August 21 —22
Caribana Ignite Festival
August 25
Pickleball Paddlepalooza
September 4 — 5
Endless Summer
September 7
Mela Festival
September 11 — 12
Bestival Festival
TBD
Romanian Festival
September 13
Terry Fox Run
September 17
United Way March of 1000 Umbrellas
October 9 — 12
Oktoberfest
October 12
Oktoberfest Parade
November 11
Remembrance Day
November 14
Santa Clause Parade
December 3 — 6
Christkindl Market
December 31
New Years Eve
Managing New Event Opportunities in 2026
To set realistic expectations for the 2026 event season, staff have identified three potential
approaches for considering new special event opportunities. Each option reflects the need
to balance community demand with available resources, calendar capacity, and budget
constraints.
Option 1: Reallocate Existing Resources — Remove or scale back existing events to
create space for new, unbudgeted opportunities. This option would require a careful review
of the current portfolio to determine which events could be reduced or discontinued.
Option 2: Increase Operating Budget & Staff Capacity — Starting in 2027, add new
operating dollars to the Special Events budget to accommodate additional events. This
option would require Council approval through the annual budget process and would support
expanded programming without compromising existing commitments.
Option 3: Selective Prioritization — Be highly judicious in selecting new events, if any,
based on alignment with strategic priorities and Key Performance Indicators (KPIs). This
option emphasizes quality over quantity and supports a sustainable approach to growth.
Important Note: Staff anticipate operating with a 2026 budget that is similar to the 2025
allocation, with adjustments for inflation as determined by Council. As such, any expansion
of the portfolio will require either reallocation of existing resources or additional funding.
Examples of unbudgeted opportunities:
• Mayor's Blues Breakfast
• Watch parties
• Kitchener Takes the Stage
• Kitchener Legacy (Hall of Fame)
• Kitchener Connect
• International Sport Events
• WinterFest
• Christkindl (increasing to 2 weeks)
• Hosting conferences
• High profile concerts
STRATEGIC PLAN ALIGNMENT:
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.
FINANCIAL IMPLICATIONS:
There are no financial implications arising from the result of this discussion; however, there
will be proposed operating and capital budget impacts from both action plans (i.e., 2027-
2030). These recommendations will be presented to Council later in Q4 of 2025 or Q1 of
2026.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of
the council / committee meeting.
CONSULT— Since 2024, staff from both Special Events and Arts & Creative Industries have
been engaging with internal and external groups to collect feedback and create a strategic
list of action plan recommendations for Council's consideration. These recommendations
will be presented to Council later in Q4 of 2025 or Q1 of 2026.
COLLABORATE — Engagement with the Corporate Management Team (CMT) and
Corporate Leadership Team (CLT) has also been an important part of the process of
creating both action plans. To date, discussions with members of CMT and CLT have
included the following sessions:
• December 10, 2024 — CMT Meeting: Internal review of Special Events
• April 16, 2025 — CLT Strategy Session: Arts & Creative Industries Action Plan
• June 18, 2025 — CLT Strategy Session: Special Events Action Plan
• October 15, 2025 — CLT Strategy Session: Special Events Action Plan
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: Must be the CAO or a General Manager
ATTACHMENTS:
Attachment A — Council Session Presentation
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