HomeMy WebLinkAboutCIS Agenda - 2026.03.09
Development Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: March 9, 2026
SUBMITTED BY: Barry Cronkite, Director, Transportation Services
519-783-8955
PREPARED BY: Sebastian Biernat, Traffic Technologist
519-707-1461
WARD(S) INVOLVED: Ward(s) 2, 9, and 10
DATE OF REPORT: February 18, 2026
REPORT NO.: DSD-2026-099
SUBJECT: Uniform Traffic and Parking By-law Updates
RECOMMENDATION:
That the School Bus Loading Zone previously established on Prospect Avenue be
removed; and,
That a School Bus Loading Zone be installed on the east (odd-numbered) side of
Emerald Ave from a point 11m south of Prospect Avenue to a point 63m south thereof;
and,
That parking be prohibited on the north (even-numbered) side of St. Leger Street
from Blucher Boulevard to a point 48m east thereof; and,
That stopping (8:00am 4:30pm, Monday to Friday) be prohibited on the south (even-
numbered) side of Patricia Ave from Spadina Road West to a point 121 metres west
thereof; 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 relocation of a school bus loading zone and installation
of parking and stopping prohibitions on selected streets.
The key finding of this report is that safety and street operations will be improved with
the relocation of a school bus loading zone and through the installation and
adjustments of parking and stopping restrictions.
The financial implications are approximately $850 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.
BACKGROUND:
Transportation Services receives concerns from residents, Municipal By-law Enforcement,
and third party agencies, including and Student Transportation Services and the school bus
operators, regarding traffic operations and safety issues related to parking and stopping.
This report outlines these concerns and identifies locations where staff have determined that
by-law amendments are required to improve traffic operations and enhance overall road
user safety.
REPORT:
Proposed School Bus Loading Zone
Sunnyside Public School School Bus Loading Zone Ward 2
Student Transportation Services of Waterloo Region (STSWR) requested the relocation of
a School Bus Loading Zone for Sunnyside Public school. The request is to relocate the
existing school bus loading zone from Prospect Ave to Emerald Avenue. Recent
improvements have been made to the school site to accommodate the loading/unloading of
students on Emerald Avenue which is both closer to the school entrance and has better
suited infrastructure to support school bus operations.
Staff have reviewed and determined that this request can be accommodated with minimal
impact to the neighbourhood given the existing No Stopping restrictions on-street for school
and general traffic operations. A key plan of the street is attached in Attachment A.
Proposed No Parking Restrictions
St. Leger Street - Ward 10
Transportation Services received a request to review the existing on-street parking
regulations on St. Leger Street between Blucher Boulevard and Prince Albert Boulevard.
The request cited concerns about limited sightlines along the vertical curve of the hill,
particularly when vehicles are parked on both sides of the roadway. The combination of the
hill and parked cars affect visibility when navigating the roadway.
St. Leger Street is a local residential roadway with an approximate width of 8 metres and
currently permits parking on both sides where the safety concern was identified. After
reviewing conditions on-site, Transportation Services has determined that safety would be
improved by increasing sightlines through the prohibition of parking on the north (even-
numbered) side of St. Leger Street from Blucher Boulevard to a point 48m east thereof.
It is important to note that the proposed parking prohibition would result in the loss of
approximately two (2) legal on-street parking spaces. However, there are sufficient on-street
parking options available within close proximity to the affected residents. A key plan of the
street is attached in Attachment B.
Proposed No Stopping Restrictions
Patricia Avenue - Ward 9
Transportation Services received a request to review stopping restrictions on Patricia
Avenue. The request cited concerns that parked/stopped vehicles are causing congestion
and safety issues on Patrica Ave during pick-up/drop-off times. Specifically, school buses
are not always able to travel past the parked cars resulting in delays to busing operations.
To improve accessibility and maneuverability, it is recommended that the existing no
stopping prohibitions be extended for the duration of the street to reduce constraints that
occur where the current prohibitions end. This proposed extension will help ensure that
school buses and all other vehicles can navigate the area safely. It is important to note that
the restriction will result in the removal of approximately nine (9) permit only parking spaces
between the hours of 8:00am to 4:30pm (Monday to Friday) when stopping prohibitions will
be in place. A key plan of the street is attached in Attachment C.
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: Emerald Avenue, $250; St. Leger Street, $200; Patricia Avenue, $400 for
a total estimated cost of $850. These costs will be charged to the existing Sign Maintenance
budget.
COMMUNITY ENGAGEMENT:
INFORM
the council / committee meeting.
INFORM Directly affected properties were notified of the proposed changes and no major
concerns were flagged. Positive feedback was received regarding the changes. STSWR
supports the changes as proposed.
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 Sunnyside Public School School Bus Loading Zone
Attachment B Key Map St. Leger Street On-Street Parking Prohibition
Attachment C Key Map Patricia Avenue On-Street Stopping Prohibition
Infrastructure Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: March 9, 2026
SUBMITTED BY: Greg St. Louis, Director, Gas & Water Utilities, 519-783-8792
PREPARED BY: Angela Mick, Manager, Quality Management and Water Programs, 519-
783-8792
WARD(S) INVOLVED: All Wards
DATE OF REPORT: February 16, 2026
REPORT NO.: INS-2026-042
SUBJECT: Drinking Water Quality Management Standard (DWQMS): Management
Review Summary for 2025
RECOMMENDATION:
That the City of Kitchener Drinking Water Quality Management Standard (DWQMS):
Management Review Summary for 2025 Report be received for information.
REPORT HIGHLIGHTS:
The purpose of this report to inform the decision-making authority about the status of the
drinking water system.
The key finding of this report is that the Kitchener distribution system meets the requirements
under the Safe Drinking Water Act.
There are no financial implications of this report.
This report supports the delivery of core services
BACKGROUND:
The Safe Drinking Water Act, 2002 and Regulation 188/07, requires the City of Kitchener to be
water distribution system. Some of the licensing
requirements include the development and management of a Quality Management System
(QMS) and Operational Plan as well as communication to the owner. The City of Kitchener
became licensed in August, 2009 with a Financial Plan submitted in July, 2010. The licence was
renewed in 2024.
Section 19 of the Safe Drinking Water Act imposes a statutory standard of care on persons who
oversees the accredited operating authority of the system or exercises decision-making authority
-making
authority. Part of the standard of care includes requiring system owners to undertake financial
planning and implement the Drinking Water Quality Management System (DWQMS). The
following link is a guide for municipal councillors to help understand their responsibilities under
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
the Safe Drinking Water Act, 2002 and provides information
safeguarded: Taking Care of Your Drinking Water: A Guide for Members of Municipal Councils
| ontario.ca
Three things to remember as a municipal councillor (as outlined in the above Guide):
care, including possible fines or imprisonment.
Be informed. Your decisions can have
an expert in drinking water operations, but you do need to be informed about them.
Be vigilant. It is critical you never take the drinking water safety for granted or assume all
is well with the drinking water systems under your care and direction.
REPORT:
The purpose of this report is to inform Council as the decision-making authority about the status
of the drinking water system on an annual basis. The Kitchener water distribution system meets
the requirements under the Safe Drinking Water Act. There are specific areas that must be
reported per regulatory requirements, which include; but are not limited to consumer feedback,
results of infrastructure review, results of audits and summary of maintenance.
a person, persons or group of people at the highest management level within an Operating
Authority that makes decisions respecting the QMS and recommendations to the Owner
The Owner of the water utility is the
Corporation of the City of Kitchener, represented by City Council.
The 2025 Management Review was reviewed by and completed with Top Management: Denise
McGoldrick, General Manager, Infrastructure Services, Greg St. Louis, Director of Gas and
Water Utilities (unable to attend meeting) as well as Tammer Gaber, Manager, Operations (Gas
& Water), Ras Sonthisay, Supervisor, Training (Gas and Water Utilities), Angela Mick, Manager,
Quality Management and Water Programs, Parmi Takk, Utilities Water Engineer and Dean
Chapman, Quality Management System Specialist. The Management Review report is attached.
Highlights of the report are:
The Summary Water Report-2025 (INS-2026-041) confirmed that the drinking water
system was in compliance with regulatory water sampling requirements during 2025. The
DWQMS Management Review confirms the continuing adequacy and effectiveness of
the quality management system which includes compliance, customer feedback,
operational performance, audit information etc. as outlined in this report.
The Water Infrastructure Program (WIP) maintenance achievements (specific areas of
improvement identified by WIP):
o Cleaned approximately 100km of watermain in 2025.
o Water quality complaints slightly decreased in 2025. There were 106 complaints
total with 14 discoloured water complaints for 2025. The majority of complaints are
internal issues (e.g. low pressure from a water softener).
o 20 broken valves and/or failing valves were either replaced or removed which
allows for quicker isolation for water emergencies. This number does not include
the majority of valves which are replaced through road reconstruction projects.
Broken valves are tracked in real time and the majority are addressed within weeks
(except for winter or if they are part of future reconstructions).
o Approximately 817 valves were proactively operated (10%); the majority were
within the watermain cleaning area and the 2025 reconstruction areas. Operating
valves increases the likelihood that they will work when they are needed in an
emergency or for construction activities.
o Completed spring and fall maintenance of fire hydrants.
o Underground utility locates continued to meet regulatory requirements with a
combination of in-house and contract staff (approximately 13,300 locates
completed).
o 2,490 services are protected by Backflow Prevention Devices (BFP) the focus is
on high-risk use. These devices prevent cross connections and potential
contamination of the distribution system.
o Lead testing program was completed in spring and fall.
Air relief valves in chambers inspections/chamber pump outs (approximately 1020) were
completed in the spring of 2025. Boulevard style air reliefs were not installed in 2025.
There were 76 watermain breaks in 2025, which is higher than the 5-year average of 69.
The 5-year average has increased from 66 to 69 breaks/year.
Approximately 2,969 aging/problem water meters were replaced.
Approximately 350 hydrants were painted as part of the corrosion protection program.
Hydrants are also stencilled with the watermain diameter for the Fire Department.
Unaccounted for water was 9.1% which is close to the average. The unaccounted for
water generally fluctuates around 10% (9-12%), with 10% being the approx. 10-year
average).
Pressure reducing valve maintenance was completed.
Replaced watermains as outlined in the 2025 City of Kitchener Engineering & Water Utility
Capital Forecast.
External audit determined that the management system is effectively implemented and
maintained and recommended continued certification of accreditation for the municipal
drinking water system.
Roll out of new mapping solution to replace ArcReader commenced.
The Region, as the water supplier, identified a Mannheim Service Area Water Capacity
a
Regional responsibility, the Mannheim Service Area Water Capacity Constraint will
continue to impact development in 2026 and may impact maintenance activities. The City
of Kitchener along with other Area Municipalities are working collaboratively with the
Region to advance water supply projects, water conservation measures and development
of a risk-based water allocation framework to support development approvals while
mitigating risks to the drinking water supply. The Region has committed to updating the
community as more information becomes available. You can stay informed on this issue
www.regionofwaterloo.ca/watercapacity.
Continuing Areas of Focus are:
Continue with the mapping quality checks the remainder of the City.
Build upon the success of the hydrant spring mobile field inspections and develop a fall
mobile field inspection (delayed by CityWorks upgrade).
Various system upgrades including SAP and CityWorks (work management system).
Water conservation measures both internally and with the surrounding area
municipalities, including the Region.
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
The recommendation has no impact on the Capital or Operating Budgets.
COMMUNITY ENGAGEMENT:
INFORM
council / committee meeting. The Drinking Water Quality Management Policy is available on the
Kitchener Utilities website.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter; however the Management
Review Summary Reports are provided on an annual basis with the last report being INS-
2025-008.
APPROVED BY: Denise McGoldrick, General Manager, Infrastructure Services
ATTACHMENTS:
Attachment A Drinking Water Quality Management Standard Review - 2025
Kitchener Utilities
City of Kitchener Drinking Water Distribution
System
Drinking Water Quality Management
Standard
Management Review 2025
The contents of this document are the intellectual property of Kitchener Utilities and cannot be reproduced
and/or distributed to any individual or organisation without the written authorization of Kitchener Utilities.
City of Kitchener Water Distribution
DWQMS Management Review
TABLE OF CONTENTS
Part A - Introduction .............................................................................................................................. 3
Purpose............................................................................................................................................... 3
Executive Summary ............................................................................................................................. 3
Background ......................................................................................................................................... 4
Other Related Water Quality Reports ................................................................................................. 5
Quality Management System Policy .................................................................................................... 6
Part B Management Review ................................................................................................................ 7
System Description .............................................................................................................................. 7
Water Infrastructure Program (WIP) .................................................................................................... 7
Incidents of Regulatory Non Compliance ............................................................................................ 8
Incidences of Adverse Drinking Water ................................................................................................. 8
Deviations from Critical Control Points Limits and Response ............................................................... 9
Effectiveness of the Risk Assessment Process ........................................................................................ 14
Results of External and Internal Audits ............................................................................................... 15
Operational Performance ................................................................................................................... 17
Raw Water Supply and Drinking Water Quality Trends ...................................................................... 17
Follow-up on Action Items from Previous Management Reviews ....................................................... 18
Status of Management Action Items Identified Between Reviews ........................................................ 18
Changes That Could Affect the Quality Management System .............................................................. 18
Consumer Feedback ........................................................................................................................... 19
Resources Needed to Maintain the Quality Management System ...................................................... 20
Results of the Infrastructure Review .................................................................................................. 20
Summary of Maintenance .................................................................................................................. 21
Effectiveness of Maintenance ............................................................................................................. 25
Operational Plan Currency, Content and Updates ............................................................................. 25
Staff Suggestions ................................................................................................................................ 26
Water Conservation .......................................................................................................................... 26
Other ................................................................................................................................................ 26
City of Kitchener Water Distribution
DWQMS Management Review
PART A - INTRODUCTION
Purpose
The purpose of this report is to inform the decision-making authority about the status of the
drinking water system. The Drinking Water Quality Management Standard (DWQMS) under the
Ministry of Environment, Conservation and Parks (MECP) requires management to review and
evaluate the continuing suitability, adequacy, and effectiveness of the Quality Management
System at least once a calendar year and that the results of the management review, identified
deficiencies, decisions and action items are provided to Council as the Owner
water system.
Executive Summary
Highlights of the report are:
The Summary Water Report-2025 (INS-2026-041) confirmed that the drinking water
system was in compliance with regulatory water sampling requirements during 2025. The
DWQMS Management Review confirms the continuing adequacy and effectiveness of the
quality management system which includes compliance, customer feedback, operational
performance, audit information etc. as outlined in this report.
The Water Infrastructure Program (WIP) maintenance achievements (specific areas of
improvement identified by WIP):
o Cleaned approximately 100km of watermain in 2025.
o Water quality complaints slightly decreased in 2025. There were 106 complaints
total with 14 discoloured water complaints for 2025. The majority of complaints
are internal issues (e.g. low pressure from a water softener).
o 20 broken valves and/or failing valves were either replaced or removed which
allows for quicker isolation for water emergencies. This number does not include
the majority of valves which are replaced through road reconstruction projects.
Broken valves are tracked in real time and the majority are addressed within weeks
(except for winter or if they are part of future reconstructions).
o Approximately 817 valves were proactively operated (10%); the majority were
within the watermain cleaning area and the 2025 reconstruction areas. Operating
valves increases the likelihood that they will work when they are needed in an
emergency or for construction activities.
o Completed spring and fall maintenance of fire hydrants.
o Underground utility locates continued to meet regulatory requirements with a
combination of in-house and contract staff (approximately 13,300 locates
completed).
o 2,490 services are protected by Backflow Prevention Devices (BFP) the focus is on
high-risk use. These devices prevent cross connections and potential contamination
of the distribution system.
City of Kitchener Water Distribution
DWQMS Management Review
o Lead testing program was completed in spring and fall.
Air relief valves in chambers inspections/chamber pump outs (approximately 1020) were
completed in the spring of 2025. Boulevard style air reliefs were not installed in 2025.
There were 76 watermain breaks in 2025, which is higher than the 5-year average of 69.
The 5-year average has increased from 66 to 69 breaks/year.
Approximately 2,969 aging/problem water meters were replaced.
Approximately 350 hydrants were painted as part of the corrosion protection program.
Hydrants are also stencilled with the watermain diameter for the Fire Department.
Unaccounted for water was 9.1% which is close to the average. The unaccounted for water
generally fluctuates around 10% (9-12%), with 10% being the approx. 10-year average).
Pressure reducing valve maintenance was completed.
Replaced watermains as outlined in the 2025 City of Kitchener Engineering & Water Utility
Capital Forecast.
External audit determined that the management system is effectively implemented and
maintained and recommended continued certification of accreditation for the municipal
drinking water system.
Roll out of new mapping solution to replace ArcReader commenced
The Region, as the water supplier, identified a Mannheim Service Area Water Capacity
Constraint in December 2025
Although water supply is a
Regional responsibility, the Mannheim Service Area Water Capacity Constraint will
continue to impact development in 2026 and may impact maintenance activities. The City
of Kitchener along with other Area Municipalities are working collaboratively with the
Region to advance water supply projects, water conservation measures and development
of a risk-based water allocation framework to support development approvals while
mitigating risks to the drinking water supply. The Region has committed to updating the
community as more information becomes available. You can stay informed on this issue
www.regionofwaterloo.ca/watercapacity.
Continuing Areas of Focus are:
Continue with the mapping quality checks the remainder of the City.
Build upon the success of the hydrant spring mobile field inspections and develop a fall
mobile field inspection (delayed by CityWorks upgrade).
Various system upgrades including SAP and CityWorks (work management system).
Water conservation measures both internally and with the surrounding area municipalities,
including the Region.
Background
City of Kitchener Water Distribution
DWQMS Management Review
.
recommended that the Owners and Operating Authorities of these systems implement a quality
management approach to operations and management. As a result of these recommendations a
Drinking Water Quality Management Standard (DWQMS) under the
was released in October 2006.
Theand , requires the City of Kitchener to be
requirements include the development and management of a Quality Management System (QMS)
and Operational Plan as well as communication to the Owner. The City of Kitchener became
licensed in August 2009 with a Financial Plan originally submitted in July 2010. Renewals of the
Licence and Financial Plan were complete and brought forward to Council every 4-5 years
thereafter prior to each Drinking Water System License renewal. The Licence was renewed in
2024.
Section 19 of the imposes a statutory standard of care on persons
municipality, oversees the accredited operating authority of the system or exercises decision-
s Council since they have
decision-making authority . Part of the standard of care includes
requiring system owners to undertake financial planning and implement a QMS.
The following link is a guide for municipal councillors to help understand their responsibilities
under the
water is safeguarded: Taking Care of Your Drinking Water: A Guide for Members of Municipal
Councils | ontario.ca
Three things to remember as a municipal councillor (as outlined in the above Guide):
care, including possible fines or imprisonment.
an expert in drinking water operations, but you do need to be informed about them.
Be vigilant. It is critical you never take the drinking water safety for granted or assume all
is well with the drinking water systems under your care and direction.
Other Related Water Quality Reports
The City of Kitchener Summary Water Report is a regulatory report provided to Council, which
provides a summary of drinking water including adverse water quality incidences and water
volume.
City of Kitchener Water Distribution
DWQMS Management Review
The Kitchener Distribution System prepares an annual summary of the number of tests taken
within the distribution system as well as the range of the results. A copy of this report is available
on the Kitchener Utilities website.
The Kitchener Distribution System is part of an Integrated Urban System, meaning the Regional
Municipality of Waterloo is responsible for water supply, treatment and the development and
operation of a trunk water network to distribute treated water to Kitchener, Cambridge,
Waterloo, Woolwich, and Wilmot. There is a variety of groundwater supply wells (80%),
treatment facilities as well as a Grand River (20%) source.
infrastructure system is complex, consisting of numerous supply sources, pressure zones, reservoirs,
and pumping stations. Ensuring sufficient pressure and quantities to meet current and planned
growth requires a long-term, co-ordinated strategy. The Region provides annual summaries for
each supply and the information is available on their website with a link available at the Kitchener
Utilities website.
A portion of Kitchener (River Ridge area) is supplied by the City of Waterloo. Kitchener supplies
water to a small section of Waterloo (Ira Needles area) and water travels through the Kitchener
distribution system to Breslau (Woolwich)
on their website.
Quality Management System Policy
Kitchener Utilities owns, maintains,
Distribution System. At Kitchener Utilities, we are committed to supplying the City with safe
drinking water. We work together as the City of Kitchener and the Region of Waterloo to keep
water matters top of mind. We are committed to these principles:
1. Quality
Kitchener water is safely treated and regularly tested according to government legislation and
regulations for the consistent delivery of safe, quality drinking water. We are committed to
maintaining and continually improving the Quality Management System and complying with
applicable legislation.
2. Trust
Trust us to look after your water needs by delivering quality water and reliable service.
3. Value
Tap water is the most economical choice.
4. Communication
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City of Kitchener Water Distribution
DWQMS Management Review
We will communicate openly with the public concerning matters of drinking water quality.
PART B MANAGEMENT REVIEW
System Description
The scope of the waterworks begins at the point where treated water enters the watermain from
the treatment facilities and ends at the property lines of the consumers. There is no storage,
chlorine boosting, secondary disinfection or pressure boosting within the control of the
waterworks.
At the end of 2025, the waterworks consists of approximately:
936.2 km of distribution watermain 802.2 km Kitchener owned, 23.5 km Dual owned
(joint ownership between Kitchener and Region) and 110.5 km Regional owned.
73,700 water meters in service.
4,833 hydrants (not including private hydrants).
8,339 valves (not including service valves or hydrant valves) 7,745 Kitchener owned,
131 Dual and 463 Regional.
(See Appendix for a map at end of this document)
The waterworks system has the following permits and licences:
Municipal Drinking Water Licence
Drinking Water Works Permit
Financial Plan
Operational Plan
Water Infrastructure Program (WIP)
The 2024 WIP Summary and Rate Options Report (INS-2023-437) was brought forward to
Council in 2023 to address capital and maintenance requirements and rates for 2024-2027.
The WIP was initiated in spring 2017. Maintenance targets were continued as part of the 2024-
2027 WIP. The 2024 planned program of maintenance-related work was achieved and included:
Watermain cleaning program - cleaned 100km of the City
Valve maintenance and replacement programs operated approximately 817 valves and
replaced 20 broken or failing valves.
Hydrant operation and maintenance completed as required.
Underground utility locates continued to meet regulatory requirements with a
combination of in-house and contract staff (13,300 locates completed, down slightly from
2024).
City of Kitchener Water Distribution
DWQMS Management Review
Approximately 2,490 services are protected by Backflow Prevention Devices (BFP). These
devices prevent cross connections and potential contamination of the distribution system.
Additional funding was provided in the WIP to raising air relief valves/chambers in areas prone
to flooding to reduce the risk of drinking water contamination. Zero (0) air relief valves were
replaced in 2025
whether they require replacement or removal.
A section of East Ave (in front of the Aud) was replaced as well as Ottawa St/Westmount Funding
was provided to commence water-only infrastructure replacement projects. The design of three
(3) projects began in 2024 and is ongoing: sections of Holborn Dr/Carnaby Cres, Prospect Dr and
Forest Hill Dr. Construction of Prospect Dr (water-only) is anticipated to begin in 2026.
Incidents of Regulatory Non Compliance
A Ministry of Environment, Conservation and Parks (MECP) completed an inspection on June 5-
13, 2025, and covered June 14, 2024 to June 6, 2025. There were no notices of non-compliance.
Incidences of Adverse Drinking Water
There were 20 Adverse Water Quality Incidences (AWQI) during the year. There were 4,129
chlorine residual samples taken and 2,217 bacteriological samples taken within the distribution
system. There were no self-imposed Boil Water Advisories (BWA) initiated in 2025. The number
of AWQIs increased slightly from 2024.
Low chlorine AWQIs (6 total)
Total coliform AWQIs (14 total)
o Thirteen were at temporary main sampling locations, ten of which were associated
with one project.
o One was at a distribution sampling location.
Although not AWQIs, there were Lead (4) plumbing exceedances, one from the spring program
and three from the fall program.
In general, corrective actions include reporting, flushing and resampling. The above AWQIs were
all resolved. The Summary Water Report for 2025 discusses water quality compliance and
corrective actions further.
Action: No further action required for information only
8
City of Kitchener Water Distribution
DWQMS Management Review
Adverse Water Quality Incidents (AWQIs)
45
40
35
30
s
I
Q
25
W
A
f
o
r
20
e
b
m
u
N
15
10
5
0
20152016201720182019202020212022202320242025
Number of AWQIs
2417352026422115201820
Deviations from Critical Control Points Limits and Response
There were 76 watermain breaks in 2025, which is higher than the 5-year average of 69.
The 5-year average has increased to 69 from 66. Although temperature is not the only
factor for watermain breaks, Kitchener does experience more breaks during colder than
average years like 2025. For example 2015 was a very cold year. Of the 76, 16 were
deemed to be Category 2. Category 2 watermain breaks require bacteriological sampling
upon completion. Watermain breaks are influenced by the watermain age/condition,
material type, and is also heavily weather dependent due to the frost movement with
colder winters resulting in more breaks. Incident debriefs are completed for watermain
breaks and break history is included as part of asset condition. This information helps to
determine priorities for replacement due to condition.
9
City of Kitchener Water Distribution
DWQMS Management Review
1
City of Kitchener Water Distribution
DWQMS Management Review
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City of Kitchener Water Distribution
DWQMS Management Review
Unaccounted for water for was 9.1%; the MECP target is 10%. The 10-year average for
Kitchener is typically around 10%, although the percentage fluctuates. In general the water
purchased minus the water sold is calculated; however there are a number of known
operational uses that are quantified (accounted for but not billed) using the time flushed-
for example water used in watermain cleaning, dead end main, autoflushers, new
development flushing, miscellaneous water quality responses, adverse water responses.
Watermain breaks are estimated on a volume per break. The unaccounted for water
includes unmetered/unbilled water used for:
o Fire fighting and fire department training at hydrants
o Hydrant flow tests
o Construction activities including watermain commissioning
o Potential running leaks in the system that are unknown there is an annual leak
survey completed to assist with identifying leaks
o Meter inaccuracies (aging meters may not record all flows)
o Private hydrant usage/sprinkler systems (not metered)
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City of Kitchener Water Distribution
DWQMS Management Review
Infrastructure Leak Index (ILI) is a performance indicator which is the ratio of the level of
Current Annual Real Losses (CARL) to the Unavoidable Annual Real Losses (UARL). The
UARL considers the total length of watermain in the distribution system, number of
hydrants, average pressures, number of service connections, length of service and hydrant
connections. The UARL is the theoretical low limit of leakage that could be achieved if all
the current best leakage management could be implemented. The UARL is specific to each
water system. For example, the UARL for a large system with high pressure will be higher
than a small system with low pressure. Leakage in any water system can never be totally
eliminated. One caveat is that the calculation is made based on an average pressure.
Kitchener has several pressure zones with a great deal of variation across the city. As part
of the National Water and Wastewater Benchmarking Initiative (Benchmarking), Kitchener
recently began reporting ILI and trending will be established as more data is generating.
4 ILI value was 1.37
1
City of Kitchener Water Distribution
DWQMS Management Review
meaning the current level of real losses is 1.37 times greater than the theoretical low level
losses. The ILI graph below is a comparison to other Cities participating in 2024
benchmarking (Kitchener is below the median of 1.4).
ILI for cities participating in 2024 Benchmarking
Action: No further action required for information only
Effectiveness of the Risk Assessment Process
The annual risk assessment was completed on November 27, 2025. The purpose of the
risk assessment is to brainstorm potential risks and identify counter measures, where
appropriate. The following is a summary for the 2025 risk assessment:
o Reviewed all risks to ensure all information and assumptions are current and valid.
o Discussed and added the following new potential risks as well as potential counter
control measures:
Turning on a service which has been turned off for a long time, or a
contractor wants to connect a watermain which has been commissioned
previously.
Reconstruction Projects: Breach of a temporary watermain is not reported
immediately. Bi-weekly sampler does not report low chlorine adverse.
Increased risk of AWQI response.
o Preventive / Control measures and risk scores were updated for several existing risks
and added for the new risks above.
o One previously identified critical control point was downgraded Backflow causing
contamination and back siphoning or back pressure causing contamination
likelihood reduced to 1 (positive pressure is maintained during main breaks).
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Although water supply shortfall was identified as a possible risk, it is anticipated that the
2026 risk assessment will incorporate the new water supply issues.
Action: For Information Only
Results of External and Internal Audits
The DWQMS Standard is divided into Plan, Do, Check, and Improve sections. Audits are
completed to analyze processes to confirm that what is stated in the procedures and work
instructions is what is being done. External Audits are completed by a third party while Internal
Audits are completed by accredited City staff.
External:
On October 2 and October 3, 2025, a Re-accreditation Audit was conducted and
completed by a certified external auditor (SAI Global) recommending continued
accreditation for the City of Kitchener.
o No non-conformances were found. Three opportunities for improvement were
identified.
Internal:
4 Field/Process audits were conducted in 2025:
o Water Quality Investigations
o Water Service Replacement by Means of Pulling
o Temporary Watermain Sampling
o Final Watermain Connections > 6m
11 Element audit were conducted in 2025:
o Element 1, 2 and 3 audit
o Element 4 and 6 audit
o Element 12 and 21 audit
o Element 19 audit
o Element 14 audit
o Element 20 audit
o Element 7 audit
There were 25 staff members participating in internal audits in 2025.
There were 15 opportunities for improvement identified from internal audits:
o 8 (53%) of these opportunities have been acted upon and implemented;
o 1 (7%) of these opportunities could not be implemented; and
o 6 (40%) of these opportunities are still being investigated.
One nonconformances and zero non-compliances were found during the internal audits.
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Continuous Improvement
Continual Improvement is a key element of all quality management systems and we are regulated
to have a process to identify and implement preventative actions to eliminate the occurrences of
potential non-conformities. Opportunities for improvement can come from many sources, such
as external audits, staff suggestions, public concerns, management reviews, debriefs, or the risk
assessment meeting. Opportunities which have either been acted upon and implemented or are
not implemented are communicated back to staff as part of regular meetings. In total for 2025,
excluding the results from internal audits, there were:
There were 63 opportunities for improvement identified outside of internal audits. These
opportunities for improvement can come from other avenues as well, such as external
audits, staff suggestions, public concerns, management reviews, or the risk assessment
meeting:
o 29 (46%) of these opportunities have been acted upon and implemented;
o 6 (10%) of these opportunities could not be implemented; and
o 28 (44%) of these opportunities are still being investigated.
Seven nonconformances were found outside of the internal audits.
-Conformances, Non-Compliances by Year
Action: The Continual Improvement Log is updated monthly to discuss new items, track process
and circle back to determine the effectiveness of implementation. The log is be reviewed annually
with Top Management as part of the Management Review.
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Results of the Emergency Response Training/Testing
New On-Call Management Staff continue to take the IMS-100 Introduction to the Incident
Management System (IMS) for Ontario training.
Water Emergency new training for Managers was developed in 2024 and continued into
2025. This training is scenario based.
Debriefs are also completed for selected events. For example, debriefs after Boil Water and
Drinking Water Advisories are completed to improve our processes.
Action: No further action required for information only
Operational Performance
Ongoing work with the Region for the Pressure Zone 2 and 4 Optimization this will
improve water pressures and supply in the southeastern end of the city. The majority of
the work is Regional; however, there is coordination work with the City.
includes the on-going installation of Regional watermain.
Action: No further action required for information only
Raw Water Supply and Drinking Water Quality Trends
The Region, as the water supplier, identified a Mannheim Service Area Water Capacity Constraint
The constraint was identified as part of the
Water Supply Strategy Update to ensure a safe, secure, sustainable water supply through to 2051
(on-going). The following changes to the water capacity methodology were recommended:
Utilize individual services areas versus the Integrated Urban System e.g. separating
Mannheim and Middleton Service areas. Due to current hydraulic/pressure
constraints and disinfection challenges the water cannot currently be transferred
between Middleton Service Area and the Mannheim Service Area
Shift from using the maximum system capacity (the peak performance of the
system) to the use of both average sustainable capacity (the amount of water a system
can reliably produce on an ongoing basis) and maximum system capacity (the peak
performance of a system) rather than only maximum system capacity)
A minimum operational resilience target of 20% supply capacity should be
established to allow facilities to be shut down for repairs and emergency situations.
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There are known seasonal issues with the water supply:
Fall - Grand River temperature changes may cause odour challenges in the source water,
which may increase flushing requirements.
Winter temperature extremes may cause more watermain breaks in the system.
Action: Over 2026 participation in the development of short, medium and long-term solutions
to address the capacity constraint as well as participation in a risk management approach to
development. The City of Kitchener along with other Area Municipalities will engage in efforts to
support continued growth while mitigating risks to the drinking water supply. These efforts will
include water conservation measures (both internal and external); participation in One Water
Strategy and review of maintenance practices.
Follow-up on Action Items from Previous Management Reviews
Action items were completed as part of the revised report and associated council report.
Action: No further action required for information only
Status of Management Action Items Identified Between Reviews
There were no items identified between the management reviews.
Action: No further action required for information only
Changes That Could Affect the Quality Management System
Although water supply is a Regional responsibility, the Mannheim Service Area Water
Capacity Constraint may impact development in 2026 and may impact maintenance
activities.
The Federal government has a manganese limit, however the current provincial
regulations, which Kitchener is required to follow only has an aesthetic limit. It is
anticipated that the Province will follow the federal guidelines and implement a maximum
allowable concentration. The Strange Street upgrades were completed in anticipation of
this regulatory change.
There are indications that the lead maximum allowable concentration will be reduced,
which will likely increase the number of lead tests that exceed the regulatory limits.
Customers are not required to complete any corrective actions when elevated lead exists.
The City is required to flush and resample if there is a lead adverse in the distribution
system. The City tracks streets with lead or suspected lead and includes them as part of the
considerations for replacement. It is most cost effective to replace a number of lead services
as part of a road reconstruction project, rather than individual services.
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The telephone system was upgraded across the City in 2024 which continues to impact the
Dispatch emergency and back-door lines. Issues are being logged and reported to the
project team as they arise.
Action: No further action required for information only
Consumer Feedback
The number of customer water complaints slightly decreased in 2025. Dispatch staff guide
customers through a number of questions to determine whether the problem is suspected
to be internal (plumbing) or external (distribution system).
The problem, cause, and remedy are tracked for each complaint in CityWorks.
Discoloured water complaints are often the result of changes in flow in the system. This
can be due to reconstruction, watermain cleaning, watermain breaks, valve replacement
and other construction.
Low pressure complaints are largely internal issues (softeners, internal plumbing).
Other complaints include water hardness, no water, odour/taste, air in lines (white water),
customer sample requests. We are seeing more residents moving into Kitchener who may
not be familiar with water hardness and education is a component of resolving the
concerns.
In general, a number of customer complaints can be resolved by educating the customer
(water hardness), flushing/sampling (discoloured water) or confirming private side issue
(water softener, pressure reducing valve, drain issues).
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Action: No further action required for information only
Resources Needed to Maintain the Quality Management System
The WIP report identified a shared resource to improve data management and risk
prioritization; however this is not planned for 2026.
Action: No further action required for information only
Results of the Infrastructure Review
The WIP Review was completed which 2024-2027, which included water-only projects.
Individual project selection is based on a number of factors including condition (watermain
break history), material, criticality, watermain size, presence of lead services, shallow
mains, and other infrastructure needs (storm, sanitary, road). Design commenced for 3
projects
2025 reconstruction projects were largely completed as per the 2025
Engineering/Storm/Sanitary/Water Capital Forecast
The Region replaces some Kitchener infrastructure as part of their projects (Kitchener
funded and some may be water-only projects).
2026 projects were finalized.
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Meetings were held with Asset Management and Engineering staff at both the City and the
Region to determine future project needs.
Issue papers are brought forward as part of the budget process, additional funding requests
related to maintenance and water-only capital projects. The majority of water-only
projects are included as part of Regional roadwork to minimize disruptions to citizens and
be cost effective.
Action: No further action required for information only
Summary of Maintenance
Watermain cleaning Approximately 100kms of watermain was cleaned in 2025. The city
is split into 6 watermain cleaning areas. The 2025 watermain cleaning area map is shown
below. The next map shows the proposed 2026 area. The purpose of watermain cleaning
is to remove iron and manganese build up in the watermains. The iron and manganese
cause discolouration in the water. Although iron and manganese are naturally occurring
and not health related, discoloured water causes a public perception of issues with the
drinking water. Provincial health related regulations are anticipated for iron and
manganese.
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Watermain Cleaning Areas (6 Areas)
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Completed 2025 Watermain Cleaning Area 1 (Red)
Planned 2026 Watermain Cleaning Area 3 (green)
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Hydrant maintenance spring maintenance was completed on all hydrants and all hydrants
were dipped in the fall.
Hydrants are flushed to maintain chlorine residuals was completed in spring and fall.
New development areas are flushed monthly until the subdivision is built-up.
A valve turning/exercising program was completed for 817 valves the majority of valves
were operated in the watermain cleaning area with additional valve operation in areas of
reconstruction. Operating valves increases the likelihood that they will work when they
are needed in an emergency or for construction activities.
There were 20 broken valves and/or failing valves were either replaced or removed which
allows for quicker isolation for water emergencies. Broken valves are tracked in real time
and the majority are addressed within weeks (except for winter). At the end of 2025 there
were 10 broken valves remaining, 6 of which will be replaced as part of future
reconstruction work.
350 hydrants were painted.
Leak detection survey a third of city completed each year. Follow-up is completed on
potential leaks. Approximately 330km of mains were surveyed resulting in two detected
water service/main leaks and one possible hydrant leak one was confirmed to be a
watermain leak and was repaired, the other possible service/main leak was a hydrant that
was leaking slightly (repaired). The possible hydrant leak was not a leak.
Staff continue to inspect new connections and cut and caps for reconstruction and new
development. Staff complete all new service tappings for development as well as witness
old service abandonment. This work requires 48 hours to schedule and is driven by new
development and watermain replacement work.
Anodes are installed on existing watermains whenever they are exposed (e.g., watermain
breaks, valve repairs, hydrant repairs).
Pressure Reducing Valves (PRVs) were inspected.
Chamber inspections/pump outs for chambers containing air relief valves were not
completed in 2024; however they were pumped in early 2025 (approximately 120). Air
reliefs are a potential risk to the system if they become submerged and there is a watermain
break or incident in the distribution system. Zero boulevard style air reliefs were installed
in 2025 to replace existing air reliefs in chambers.
Staff continue to use the watermain break app for reporting breaks and water service leaks,
which improves customer communication for breaks. Additional functionality to the
watermain break app has been added.
Approximately a third water mapping has been quality checked resulting in
dozens of missing water valves being added as well as corrections to services and chambers.
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DWQMS Management Review
Once added to the maps, the assets can be maintained. This work will continue over the
next few years until the entire city has been reviewed.
Action: No further action required for information only
Effectiveness of Maintenance
Completion of numerous maintenance programs associated with the water and the infrastructure
are essential for the delivery of safe drinking water. This report does not summarize every
maintenance program: for example hydrants are operated annually to comply with Fire-related
regulations but that activity has minimal impact on the drinking water and does not have an
associated key factor. Other maintenance programs may impact more than one key factor for
example proactive dead end main flushing may decrease water quality complaints and Adverse
Water Quality Incidents. The effectiveness of the maintenance program is determined by the
following key factors:
Number of Adverse Water Quality Incidents (AWQI)
Water loss/unaccounted for water
Water quality complaints
Number of watermain breaks
The system performance has demonstrated effectiveness by achieving:
There were 20 AWQIs (an indication of water quality). Less than 1% of samples taken are
AWQIs. See the Summary Water Report for further details.
Water loss/unaccounted for water was 4.5% (below the target of 10%).
The number of quality complaints was at 106, 13% of which were related to discoloured
water and 35% pressure (largely internal issues). The remainder included complaints
relating to hard water (new residents are not always familiar with hard water), and general
safety concerns. The watermain cleaning program has decreased the number of complaints.
There were 76 watermain breaks in 2025, which is higher than the 5-year average of 69.
The 5-year average has increased from 66 to 69 breaks/year.
Action: No further action required for information only
Operational Plan Currency, Content and Updates
The Operational Plan is updated annually.
Action: No further action required for information only
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Staff Suggestions
Staff suggestions are included under the new Continual Improvement section of the report.
Water Conservation
Water conservation programs are developed and delivered through the Region of Waterloo in
effort to mitigate high water consumption usage. These programs are part of the Water
Efficiency Master Plan through the Region.
conservation programs such as the water by-law and the WET program in-home water audit
program. Kitchener Utilities supports and partners on bill inserts semi-annually to Kitchener
residents and promotes the programs on the Kitchener Utilities website.
Over 2026 the City of Kitchener will participate in water conservation activities both internally
and externally with Area Municipalities and the Region. One example project is the One Water
Strategy, a joint servicing initiative with the City of Waterloo to explore the feasibility of
transitioning from conventional water and wastewater systems toward a more circular model
that prioritizes reuse before discharge into the environment.
Other
Water Meter Replacement 2,969 aging/problem water meters were replaced.
Approximately 1,879 service orders generated (e.g. remotes not working, potential
stopped meters, new large meter inspections, removals, leaking meters, etc.). There are
73,700 meters in the system.
Water Consumption Trends water consumption has increased since 2018 as population
growth demands increase. Average residential daily consumption values were decreasing
prior to the pandemic but increased in 2020. The consumption is relatively stable with
2024 increasing slightly; 2025 benchmarking values are not yet available. Kitchener
average residential daily consumption levels are lower than many comparison
th
municipalities (around the 25 percentile). Water purchases are slightly higher in 2025.
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Benchmarking - Average Residential Daily Consumption (L/Cap/day) City of Kitchener Only
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Benchmarking 2024 Average Residential Daily Consumption (L/Cap/day) All Participants
Locates - Kitchener Utilities and their Locate Service Provider physically locate gas and
water infrastructure for contractors prior to construction and excavation work.
Approximately 13,300 locates completed. Locate volumes are driven by customer
requests and construction.
Action: No further action required for information only
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Appendix
Water Distribution System Map
9
Infrastructure Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: March 9, 2026
SUBMITTED BY: Greg St. Louis, Director, Gas & Water Utilities 519-783-8792
PREPARED BY: Angela Mick, Manager, Quality Management and Water Programs,
519- 783-8778
WARD(S) INVOLVED: All Wards
DATE OF REPORT: February 17, 2026
REPORT NO.: INS-2026-041
SUBJECT: Summary Water Report - 2025
RECOMMENDATION:
That the 2025 City of Kitchener Summary Drinking Water Report be received for
information as required by O.Reg. 170/03 Schedule 22 of the Safe Drinking water Act; and,
further that the City of Kitchener provide a copy of the Summary Drinking Water Report
to the Township of Woolwich and the City of Waterloo as required by Schedule 22 of
O.Reg. 170/03.
REPORT HIGHLIGHTS:
The key finding of this report is that the City of Kitchener is in compliance with regulatory
water sampling requirements of the reporting period of January 1 to December 31, 2025.
There are no financial implications of this report.
The report supports the delivery of core services.
BACKGROUND:
As outlined in Schedule 22 of the Drinking Water Systems Regulation (O.Reg.170/03) of the
Safe Drinking Water Act, 2002, a Summary Report is to be prepared and given to the
members of the municipal council. The following information is required to be included in this
report:
l and any order that
the system failed to meet at any time during the period covered by the report and specify the
duration of the failures; and
(b) for each failure referred to in (a), describe the measures that were taken to correct the
failure.
The report must also include a summary of the quantities and flow rates of the water supplied
during the period covered by the report.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
REPORT:
The following matters are reported to Council in accordance with the requirements of the Safe
Drinking Water Act, for the period from January 1 to December 31, 2025:
The Kitchener Distribution System is part of an Integrated Urban System, meaning the
Regional Municipality of Waterloo is responsible for water supply, treatment and the
development and operation of a trunk water network to distribute treated water to
Kitchener, Cambridge, Waterloo, Woolwich, and Wilmot. The Region provides annual
summaries for each supply and the information is available on their website with a link
from the Kitchener Utilities (KU) website. Reports from the connected systems have
been or will be received.
A portion of Kitchener (River Ridge area) is supplied by the City of Waterloo. Kitchener
supplies water to a small section of Waterloo (Ira Needles area) and water travels
er
quality report is available on their website.
The Ministry of Environment, Conservation and Parks (MECP) completed an annual
inspection from June 5 to June 13, 2025, which covered June 14, 2024 to June 6, 2025.
There were no non-compliances found.
There were 4,129 chlorine residual samples taken and 2,217 bacteriological samples
taken within the distribution system. Of these, there were 20 Adverse Water Quality
Table 1) and all resamples were
clear.
There were three (4) samples with lead exceedances in the plumbing system and none
within the distribution system. Plumbing lead exceedances are not reported as AWQIs.
Homeowners were provided with test results and information about lead from the Health
Unit. The City is not obligated to complete any additional corrective actions other than
reporting, unless directed by the Medical Officer of Health for the residential plumbing
exceedances.
Summary of AWQIs
An AWQI does not necessarily mean that the water is a risk to the customer. It means that a
potential problem has been identified and corrective actions must be taken to resolve the
problem. City staff work with ministry staff and the local public health unit to resolve the issue,
which generally includes resampling.
Low Chlorine Residual AWQIs
Low chlorine AWQIs can occur in areas of new subdivisions with no houses yet built.
Along with dead end watermains, KU proactively flushes areas with new watermains until
there are homes built and water is being used.
There were six (6) low chlorine adverses. Dead end watermain and new development
flushing is a proactive approach to increase the levels of chlorine in the distribution
system. The water is initially disinfected (primary disinfection) at the treatment plant and
sufficient chlorine is added to protect the water from microbiological contamination as it
travels through the pipes in the distribution system (secondary disinfection). Low
chlorine does not pose a threat to human health; to have an impact to human health,
there must be microbiological contamination and no, or extremely low, chlorine.
Bacteriological AWQIs
The presence of total coliform on a test does not necessarily mean the water is unsafe
to drink. Coliform bacteria can be found in many different environments. There are
several different strains of coliform bacteria. Most are harmless and do not cause
other disease-causing organisms, and their detection would prompt further investigation
and/or corrective action. It is different than E.coli, which is a bacteria only associated
with human or animal faecal matter.
When total coliform is found, a resample is done using a different technique, which
provides a number of total coliforms to analyze in consultation with Public Health and
the MECP. Based on a risk assessment of a number of factors including the coliform
count, chlorine residuals, and upstream/downstream coliform counts, the requirement
for a boil water advisory is determined.
Of the fourteen (14) total coliform AWQIs thirteen (13) were at temporary sampling
locations (Temp) within reconstruction projects. One reconstruction project was
responsible for ten (10) AWQIs. Temporary sample port specifications and contractor
communications will be revised in 2026 to incorporate improvements. Reconstruction
streets have multiple sample ports and sometimes more than one AWQI would occur on
the same day. Temporary watermains are particularly sensitive as they are above ground
systems influenced by the water heating up in warmer temperatures. This may increase
the potential for bacteriological growth. Warmer weather seems to increase the
incidences of Total Coliform. The additional challenge with temporary watermains is the
sample port is located outside and subject to unsanitary conditions. Many contractors
remove the sampling ports when not in use because they are subject to vandalism/theft.
These ports need to be maintained in a sanitary condition between uses. The general
nature of reconst
received are more reflective of what is on the sampling tap, rather than what is in the
water. Every positive result is reportable, and resampling must occur in accordance with
regulations. When the resamples are clear, it is an indication that the issue was with the
sampling port, not in the water.
Table 1 Adverse Water Quality Incident Summary
January 1 to December 31, 2025
# Adverse Type AWQI Date AWQI # Site Name Site Location Results/Notes
(verbal)
1 Low Chlorine May 7 168129 102 Admiral Rd 102 Admiral Rd Free=0.00mg/L
(construction) Combined=0.06mg/L
2 Low Chlorine May 29 168401 Hydrant 2094 135 Stoke Dr Free=0.04mg/L
Combined=0.01mg/L
3 Total Coliform June 20 168645 721 Frederick St 721 Frederick St Total Coliform=1
Resample clear
4 Total Coliform June 25 168692 Olympic Temp SP1 - 30 Total Coliform
Main Olympic Dr Present, Resample
clear
5 Total Coliform July 1 168802 Metzloff Temp T1-5 Tota Coliform
Main 105 Metzloff Dr Present, Resample
clear
6 Total Coliform July 8 168894 Frederick Temp SP1-06 807 Total Coliform=1,
Main Frederick Resample Adverse
7 Total Coliform July 9 168912 Wilson Ave Temp SP2 307 Wilson Total Coliform
Main Present
Resample Clear
, 8 Total Coliform July 9 168915 Frederick Temp SP1-06 807 Total Coliform=1,
Main Frederick Resample Adverse
9 Total Coliform July 11 168954 Frederick Temp SP1-06 807 Total Coliform =2
Main Frederick Resample Adverse
10 Total Coliform July 13 168972 Frederick Temp SP1-06 807 Total Coliform=3
Main Frederick Resample Adverse
11 Total Coliform July 15 169000 Frederick Temp 96 River Rd E Total Coliform=1
Main Resample Clear
12 Total Coliform July 15 169003 Frederick Temp SP1-06 807 Total Coliform=1
Main Frederick Resample Clear
13 Total Coliform July 18 169055 KID906 38 Parkview Total Coliform
38 Parkview Cres Cres Present
Resample Clear
14 Low Chlorine July 22 169116 Dead End Blow 790 Dunbar Rd Free = 0.03 mg/L
off Valve# 1019 Combined = 0.18
mg/L
15 Total Coliform July 29 169225 Frederick Temp SP1-05 800 Total Coliform
Main Frederick Present
Resample Clear
16 Total Coliform August 13 169409 Frederick Temp SP1-03 724 Total Coliform
Main Frederick Present
Resample Clear
17 Low Chlorine August 19 169482 KID 124 225 Thomas Free=0.04mg/L
Slee Dr Combined=0.17 mg/L
18 Low Chlorine August 26 169573 KID 31 221 Wilson Ave Free=0.01 mg/L
Combined=0.14 mg/L
19 Low Chlorine Sept 5 169784 44 Crestview Pl 44 Crestview Pl Free=0.00mg/L
Combined=0.11mg/L
20 Total Coliform Oct 23 170507 Frederick Temp SP1-02 907 Total Coliform
Main Frederick Present
Resample Clear
A summary of the quantities of the water supplied by the Regional Municipality of Waterloo
during the period covered by the report is noted in Table 2. Overall, the 2025 water volumes
were slightly above 2024; however there are variations on a monthly basis, largely due to
weather.
Table 2 - Kitchener Distribution System
Volume of Water Conveyed from the Region of Waterloo Supply System
2025 2024
Monthly Average Monthly Variance from
333
Total (m) Day (m) Total (m) Previous Year
January 1,980,708 63,894 1,953,983 1%
February 1,790,359 63,941 1,794,185 0%
March 2,013,811 64,962 1,936,706 4%
April 1,931,622 64,387 1,893,612 2%
May 2,094,060 67,550 2,072,569 1%
June 2,159,030 71,968 2,049,239 5%
July 2,264,529 73,049 2,141,165 6%
August 2,232,519 72,017 2,131,417 5%
September 2,068,584 68,953 2,063,505 0%
October 2,000,986 64,548 1,995,254 0%
November 1,888,020 62,934 1,896,375 0%
December 1,982,042 63,937 1,967,623 1%
Purchases from Waterloo 157,526 159,195 -1%
Total 24,563,796 24,054,829 2%
2024 flows were adjusted after 2024 reporting
STRATEGIC PLAN ALIGNMENT:
This report supports the delivery of core services.
FINANCIAL IMPLICATIONS:
The recommendation has no impact on the Capital or Operating Budget.
COMMUNITY ENGAGEMENT:
INFORM e
council / committee meeting. Water quality information is posted on the Kitchener Utilities
website.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter; however the summary reports
are provided on an annual basis with the last report being INS-2025-009.
APPROVED BY: Denise McGoldrick, General Manager, Infrastructure Services
Development Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: March 9, 2026
SUBMITTED BY: Barry Cronkite, Director Transportation Services,
519-783-8955
PREPARED BY: Liz Christensen, Project Manager Trails, 519-783-8846
WARD(S) INVOLVED: Wards 1, 2, 10
DATE OF REPORT: February 27, 2026
REPORT NO.: DSD-2026-029
SUBJECT: City Wide Active Transportation Route 2
RECOMMENDATION:
That staff proceed with wayfinding of Route 2: Stanley Park Downtown Kitchener
Uptown Waterloo; and,
That Pedestrian Crossovers (PXO) Level 2, Type D be installed at:
Dom Cardillo Trail at Midland Rd,
Spurline Trail at Wellington St,
Spurline Trail at Louisa St,
Spurline Trail at Guelph St; and,
That Neighbourhood Bikeways (shared-use) be installed on:
Burbank Rd (Archer Pl to Ada St),
Nottingham Av (Lyndhurst Dr to Manchester Rd),
Graber Pl (Pathway to Dreger Av),
Dreger Av (Graber Pl to Franklin St); and further,
That the Uniform Traffic Bylaw be amended accordingly.
REPORT HIGHLIGHTS:
The purpose of this report is to present council with the next phase of the city-wide
active transportation wayfinding network. This was identified in the 2023-2026 Strategic
Plan, and in the Cycling and Trails Master Plan (2020).
The key finding of this report is that an all ages and abilities route can be provided to
complete Route 2: Stanley Park Downtown Kitchener Uptown Waterloo, with
wayfinding, trail upgrades and trail crossing improvements.
The financial implications are approximately $835,000 in capital funding which includes
the installation of the following: 80 wayfinding signs, 0.1 km of new boulevard multi-use
trail and 0.7 km of neighbourhood bikeways, as well as the upgrade of 1.4 km of trails
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
and improvement 4 trail crossings. There will be an approximated $180,000 of increased
operating costs to maintain the paved trails and PXOs.
Community engagement included over 400 people online and in-person on the overall
wayfinding strategy in 2025, as well as 50 people on Route 2 specifically. The strategy
is also supported by the Active Transportation and Trails Advisory Committee.
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.
BACKGROUND:
Developing city-wide active transportation routes is identified as an action in the 2023-2026
Strategic Plan. The aim of this action is to
that connects neighbourhoods through holistic trail and bike route enhancements that are
The desire for more wayfinding on trails has been a common theme within Kitchener.
Accordingly, the City has been working on improving wayfinding with the development of
the Wayfinding Guidelines for Parks & Trails in 2019, which is used as a working document.
Additionally, in 2023 active transportation wayfinding guidance was created in partnership
with other bodies of government in Waterloo Region. Further, the Cycling and Trails Master
Plan, which was approved by Council in 2020, guides the development of safe and
comfortable active transportation options for people of all ages and abilities over the next 20
years. The plan identifies a complete route network and includes implementation of a
wayfinding strategy to help residents more easily navigate the city by walking, rolling and
cycling.
REPORT:
The City of Kitchener is implementing a city-wide network of branded active transportation
routes that will connect eight major neighbourhoodseach with regional significance and
transit accessthrough approximately 100 km of safe, accessible and signed infrastructure.
Each route has a brand with a name, colour, and numbersimilar to a transit system. This
approach improves recognition, legibility, navigation, and awareness of active transportation
options, especially for newcomers, students, and those with lower English proficiency.
As critical to the brand identity is the safety and quality of the infrastructure itself. For a route
ruction of infrastructure gaps, as well as smaller upgrades
along existing sections, such as curb cuts and raised trail crossings, to make the entire route
as cohesive and comfortable for users as possible. In 2025, the city implemented the first
wayfinding route of the city-wide active transportation network, called Route 1: The
Boardwalk - Downtown Kitchener.
Caption: The new Route 1 wayfinding signs with branded name, colour and number.
Route 2 - Stanley Park Downtown Kitchener Uptown Waterloo
Staff recommend that Route 2 - Stanley Park Downtown Kitchener Uptown Waterloo be
implemented in 2026. Staff have recommended this route, in part, because the upgrades
required include a small number of spot fixes and a limited amount of trail paving, which can
all be completed within the existing capital budgets for Active Transportation and Trails.
The primary, Level 1 destinations that anchor the route are identified as Stanley Park,
Downtown Kitchener and Uptown Waterloo. Major destinations along the route include
Stanley Park Mall transit station, Stanley Park Community Centre, Dom Cardillo Trail,
Kitchener Public Library Central, and the Spur Line Trail. Additional destinations on or close
to the route will also be included on the wayfinding signs in site specific locations.
Attachment A shows the map of Route 2.
Infrastructure upgrades for Route 2
Several infrastructure upgrades along Route 2 were identified by staff and the community
during public engagement that are required to make the route safe and comfortable for all
ages and abilities:
Paving of the Expressway Trail (Krug St to Burbank Rd), and the Dom Cardillo Trail
(Franklin St N to River Rd);
Installation of a boulevard multi-use trail on Nottingham Ave;
Upgrading of the walkway block to a typical asphalt multi-use trail between Burbank
Rd and Lyndhurst Dr;
Installation of Neighbourhood Bikeways (shared-use) on: Burbank Rd (Archer Pl to
Ada St), Nottingham Av (Lyndhurst Dr to Manchester Rd), Graber Pl (Pathway to
Dreger Av), Dreger Av (Graber Pl to Franklin St);
Installation of a raised, pedestrian crossover (PXO) at the Dom Cardillo Trail crossing
of Midland Rd;
Installation of PXOs at Spurline Trail crossings of Wellington St, Louisa St, and
Guelph St (raised crossings are not feasible due to the adjacent railway). The
warrants for PXO studies are found in Attachment B. Region of Waterloo staff are
generally supportive of improvements to the Spurline Trail crossings and will work
with City staff to address any technical considerations related to the rail corridor prior
to installation; and,
Installation of new trail counters on the Dom Cardillo Trail and the Expressway Trail.
Community feedback identified several safety challenges along the route that pass along or
through roads and intersections under the jurisdiction of the Region of Waterloo, namely
Ottawa Street and Frederick Street. City staff and Regional staff met several times to discuss
routing and infrastructure options. There are no feasible alternative routes that avoid these
Regional Roads. Wayfinding signs will encourage users to use caution on sections that do
Staff is also reviewing the feasibility of installing a trail on Suddaby Public School property
to avoid using the Lancaster St/Frederick St intersection. Currently, staff and the Waterloo
Region District School Board are negotiating an agreement that would allow the City to
install trails on school board property, where they connect with adjacent city-owned trails.
When this agreement is complete, staff will request the school board to review the feasibility
of a trail on Suddaby Public School. If feasible, it would likely take several years to complete
given the perceived impact to the existing parking lot on site. Staff recommend proceeding
with the proposed route on Lancaster St and Frederick St in 2026, and staff can adjust the
3-4 wayfinding signs required if a trail on Suddaby Public School is able to proceed in the
future.
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.
FINANCIAL IMPLICATIONS:
Capital Budget Approximately $850,000 in capital funding will be used to install 80
wayfinding signs, upgrade 1.4 km of trails, install 0.1 km of new boulevard multi-use trail,
install 0.7 km of neighbourhood bikeways and improve 4 trail crossings. All capital funds are
previously identified in the 2026 capital budget.
Item Capital budget
Install wayfinding signs. Community Trails General
Provisions
Pave the Expressway Community Trails General
Trail (Krug St to Burbank Provisions
Rd), and the Dom Cardillo
Trail (Franklin St N to
River Rd).
Upgrade the walkway Walkway Upgrades
block to a typical asphalt
multi-use trail between
Burbank Rd and
Lyndhurst Dr.
Install a boulevard multi-Active Transportation
use trail on Infrastructure
Nottingham Ave
(Manchester Rd to Ottawa
St N).
Install 0.7 km of Active Transportation
neighbourhood bikeways Infrastructure
Install a raised, Community Trails General
pedestrian crossover Provisions
(PXO) at the Dom Cardillo
Trail crossing of Midland
Rd.
Install PXOs at Spurline Community Trails General
Trail crossings of Provisions
Wellington St, Louisa St,
and Guelph St.
warning signs at Krug St
and the Expressway Trail.
Install trail counters on Community Trails General
the Dom Cardillo Trail and Provisions
the Expressway Trail.
Operating Budget There will be $180,000 of increased operating costs to maintain the
paved trails and PXOs.
The vinyl on the signs is expected to last for 8-10 years, at which point the vinyl may need
to be replaced at a cost of $200 per sign. The most common maintenance cost related to
signage is monitoring and vandalism. Monitoring and inspection costs are not known at this
time as this is not a service level currently provided. Staff will evaluate costs as the
wayfinding project is implemented.
COMMUNITY ENGAGEMENT:
INFORM the agenda in advance of
the council / committee meeting.
CONSULT Community engagement on the overall wayfinding strategy was undertaken in
2025. Over 400 people provided comments online and in-person at Gaukel Block, The
Boardwalk and Conestoga College.
The majority of people were in support of the project, with less than 5% of survey
respondents not in support. The Subway Map sign had the most feedback, with
suggestions to improve readability and content. Feedback highlighted the importance of
high-quality infrastructure that prioritizes safety and comfort, as well as winter maintenance
and lighting.
Community feedback also recommended the Spurline Trail become part of this route, so city
staff extended Route 2 to include the section between Downtown Kitchener and Uptown
Waterloo.
Community engagement for Route 2 took place from January 8 to January 31, 2026, through
the Engage Kitchener platform. Feedback was gathered specifically for Route 2. A total of
40 participants contributed 145 comments, providing input on specific locations along the
route as well as general comments on the proposed alignment.
Engagement was also conducted with the Active Transportation and Trails Advisory
Committee (ATTAC) on February 10, 2026.The committee shared their support for the route,
and reiterated community feedback that routes need to be safe and comfortable for all ages
and abilities, with stronger coordination between the City and Regional levels to reduce gaps
in the network.
There were two main themes in public feedback:
Safe infrastructure for all ages and abilities wayfinding is appreciated but only if the
route itself is safe, including things like safe crossings, separation from motor vehicles
and year-round maintenance.
Route alignment and wayfinding Preferences varied at specific locations that were
confusing to navigate or currently have challenging safety barriers that people try to
avoid.
Staff have developed the proposed infrastructure upgrades found in this report to respond
ewed various
route alternatives submitted by the public but did not find suitable route alternatives. Staff
recommend the route proposed in this report.
The full What We Heard report is found in Attachment D and posted on Engage Kitchener.
This includes staff responses to most common comments.
PREVIOUS REPORTS/AUTHORITIES:
DSD-2024-378 Wayfinding and Branding City Wide Active Transportation Routes
INS-20-015 2020 Cycling and Trails Master Plan
APPROVED BY: Justin Readman, General Manager, Development Services
ATTACHMENTS:
Attachment A Route 2 Map
Attachment B Route 2 PXO Warrant Studies
Attachment C Route 2 Neighbourhood Bikeways
Attachment D Route 2 What We Heard
NORTH
Uptown Waterloo
Downtown Kitchener
Stanley Park
Cycling
Alternative
LEGEND:
ROUTE 2
STANLEY PARK – DOWNTOWN KITCHENER – UPTOWN WATERLOO
CYCLING ALTERNATIVE
Date: February 5, 2026
Written by: Kim Khanh Luu, Transportation Co-op Student
Mohammed Alsodani, Transportation Co-op Student
Darren Kropf, Manager, Active Transportation and Development
Subject: PXO Warrant Studies for Route 2: Stanley Park Downtown Kitchener
Uptown Waterloo
The City of Kitchener is implementing a city-wide network of branded active transportation
routes that will connect eight major neighbourhoods, with Route 2: Stanley Park
Downtown Kitchener Uptown Waterloo planned for 2026.
To improve trail crossing safety on Route 2 sections of the Dom Cardillo Trail and Spurline
Trail, Transportation Staff has conducted studies to investigate the installation of
Pedestrian Crossovers (PXO) within the following locations:
Guelph Street at Spur Line Trail
Louisa Street at Spur Line Trail
Wellington Street at Spur Line Trail
Midland Drive at Dom Cardillo Trail
For each location, data collected from a pedestrian study was used to determine if a
Pedestrian Crossover was warranted. The warrant requirements for a Level 2 Pedestrian
Crossover, as outlined in OTM (Ontario Traffic Manual) Book 15 Pedestrian Crossing
Treatments, are as follows:
100 or more pedestrians observed crossing over an 8-hour period.
No other traffic control within 200 m (or an identifiable pedestrian desire path that
is not feasible to be moved to that closest intersection).
Adherence to the Ontario Traffic Manual Book 15 lane configuration and traffic
volume conditions, which stipulate minimum and maximum traffic volumes.
All above subject to an assessment using sound technical engineering judgement.
In addition to the pedestrian studies, vehicle volume data was determined using an
Automatic Data Recorder.
Guelph Street at Spur Line Trail
The study area consists of Guelph Street between Weber Street and Waterloo Street at
Spur Line Trail crossing Guelph Street as seen in Figure 1
PXO study area
Figure 1 Study area (Guelph Street at Spur Line Trail)
th
Data collected from a pedestrian study conducted on October 9, 2025, was used to
determine if a pedestrian crossover was warranted. In addition to the pedestrian study,
vehicle volume was determined using an Automatic Data Recorder installed for
thth
approximately one week from May 28, 2025, to June 4, 2025. The results of these
studies are shown in Table 1 below:
Table 1 Vehicle and Pedestrian Volumes (Guelph Street)
24-hour average traffic volume May 28, 2025 June
1630 vehicles
4, 2025
Maximum 8-hour traffic volume May 28, 2025 June
812 vehicles
4, 2025
Number of Pedestrian Crossings Thursday, October 9, 549 pedestrians
8-hour period 2025 and cyclists
The warrant summary for the proposed Pedestrian Crossover on Guelph is shown in
Table 2 below:
Table 2 - Level 2 Pedestrian Crossover Warrant Summary
Spur Line Trail at Guelph Street
Required Actual Conditions
Warrant Justification
Value Value Satisfied?
1. 8-hour Pedestrian Volume at
> 100 peds 549 YES
proposed crossover location
Level 2
2. 8-hour Two-Way Vehicle Min 750
Pedestrian 812 YES
Volume Max 2250
Crossover
3. Distance from Nearest > 200
150 NO
Controlled Crossing meters
The crossing is in close proximity to the signalized intersection at Weber St W and Guelph
St. However, given the low traffic volumes, a PXO is not expected to have any tangible
impact on the signalized intersection. Further, there is no reasonable way to shift the
pedestrian desire path of the trail to be included in the intersection or exceed 200 m.
Observers noted that the minimum gap time for cyclists and pedestrians to cross was
approximately 150 seconds. Data from the Automatic Traffic Recorder indicated slow-
moving traffic, with the 85th percentile speed recorded at 43.8 km/h. It was also observed
that most cyclists use the trail as an alternative route to access Weber Street. Additionally,
five collisions were reported over the past five years along Guelph Street, between
Waterloo Street and Weber Street West; none of these incidents involved pedestrians or
cyclists.
A raised crossing is not feasible due to the adjacent rail line.
Based on the study data and analysis, a Pedestrian Crossover (PXO) type D level 2
is recommended by Transportation Staff on Guelph Street at Spur Line Trail.
Louisa Street at Spur Line Trail
The study area focuses on the stretch of Louisa Street between Weber Street West and
Ahren Street West, where the Spur Line Trail crosses the road this is shown in Figure
2.
PXO study area
Figure 2 Study area (Louisa Street at Spur Line Trail)
nd
Data collected from a pedestrian study conducted on October 22, 2025, was used to
determine if a pedestrian crossover was warranted. In addition to the pedestrian study,
vehicle volume was determined using an Automatic Data Recorder installed for
rdth
approximately one week from June 23, 2022, to June 29, 2022. The results of these
studies are shown in Table 3 below:
Table 3 Vehicle and Pedestrian Volumes (Louisa Street)
24-hour average traffic volume June 23, 2022
748 vehicles
June 29, 2022
Maximum 8-hour traffic volume June 23, 2022
249 vehicles
June 29, 2022
Number of Pedestrian Crossings
Fri Sept 29, 2023 102 pedestrians
8-hour period
The warrant summary for the proposed Pedestrian Crossover on Louisa is shown in Table
4 below:
Table 4 - Level 2 Pedestrian Crossover Warrant Summary
Spur Line Trail at Louisa Street
Required Actual Conditions
Warrant Justification
Value Value Satisfied?
1. 8-hour Pedestrian Volume at
> 100 peds 102 YES
proposed crossover location
Level 2
2. 8-hour Two-Way Vehicle Min 750
Pedestrian 249 NO
Volume Max 2250
Crossover
3. Distance from Nearest > 200
30 NO
Controlled Crossing meters
The crossing is in close proximity to the stop controlled intersection at Weber St W and
Louisa St. However, given the low traffic volumes, a PXO is not expected to have any
tangible impact on the intersection. Further, there is no reasonable way to shift the
pedestrian desire path of the trail to be included in the intersection or exceed 200 m.
Observers noted that the minimum gap time for cyclists and pedestrians to cross was
approximately 180 seconds. Data from the Automatic Traffic Recorder indicated slow-
moving traffic, with the 85th percentile speed recorded at 40.1 km/h. Additionally, one
collision was reported over the past five years along Louisa Street, between Weber Street
West and Ahrens Street; the incident did not involve pedestrians or cyclists.
A raised crossing is not feasible due to the adjacent rail line.
Based on the study data and analysis, a Pedestrian Crossover (PXO) does not meet
all warrant requirements. However, given the significant pedestrian desire path and
to provide a consistent trail experience that limits confusion on when pedestrians
are granted the right-of-way, staff recommend a PXO Level 2 Type D on Louisa
Street at Spur Line Trail.
Wellington Street at Spur Line Trail
The study area looks at Wellington Street between Weber Street West and Ahrens Street
West, where the Spur Line Trail crosses the road as shown in Figure 3.
PXO study area
Figure 3 Study area (Wellington Street at Spur Line Trail)
th
Data collected from a pedestrian study conducted on October 15, 2025, was used to
determine if a pedestrian crossover was warranted. In addition to the pedestrian study,
vehicle volume was determined using an Automatic Data Recorder installed for
thth
approximately one week from May 28,2025 to June 4, 2025. The results of these
studies are shown in Table 5 below:
Table 5 Vehicle and Pedestrian Volumes (Wellington Street)
24-hour average traffic volume May 28, 2025 June
5763 vehicles
4, 2025
Maximum 8-hour traffic volume May 28, 2025 June
3119 vehicles
4, 2025
Number of Pedestrian Crossings
Oct 15, 2025 144 pedestrians
8-hour period
The warrant summary for the proposed Pedestrian Crossover on Wellington is shown in
Table 6 below:
Table 6 - Level 2 Pedestrian Crossover Warrant Summary
Spur Line Trail at Wellington Street
Required Actual Conditions
Warrant Justification
Value Value Satisfied?
1. 8-hour Pedestrian Volume at
> 100 peds 144 YES
proposed crossover location
Level 2
2. 8-hour Two-Way Vehicle Min 2250
Pedestrian 3119 YES
Volume Max 4500
Crossover
3. Distance from Nearest > 200
80 NO
Controlled Crossing meters
The crossing is in close proximity to the signalized intersection at Weber St W and
Wellington St. However, given the low traffic volumes, a PXO is not expected to have any
tangible impact on the signalized intersection. Further, there is no reasonable way to shift
the pedestrian desire path of the trail to be included in the intersection or exceed 200 m.
Observers noted that cyclists and pedestrians typically waited around 35 seconds to
cross. Data from the Automatic Traffic Recorder showed higher speeds and heavy traffic
volumes, with the 85th percentile speed recorded at 51.8 km/h. It was also observed that
most people using the crossing were cyclists. Pedestrians tended to exit the Spur Line
Trail and head toward Weber Street, likely because the signalized intersection there offers
an added layer of safety. A couple of close calls were witnessed at the crossing,
suggesting it could be a high-risk location. Over the past five years, there has been one
reported collision on Wellington Street between Ahrens Street and Weber Street, with no
involvement of cyclists or pedestrians.
A raised crossing is not feasible due to the adjacent rail line.
Based on the study data and analysis, a Pedestrian Crossover (PXO) type D level 2
is recommended by Transportation Staff on Wellington Street at Spur Line Trail.
Midland Drive at Dominic Cardillo Trail
The study area is at Midland Drive between Ottawa Street North and Dooley Drive, where
the Dom Cardillo Trail crosses the road as shown in Figure 4.
PXO study area
Figure 4 Study area (Midland Drive at Dominic Cardillo Trail)
th
Data collected from a pedestrian study conducted on October 28, 2025, was used to
determine if a pedestrian crossover was warranted. In addition to the pedestrian study,
vehicle volume was determined using an Automatic Data Recorder installed for
thrd
approximately one week from October 16,2024 to October 23, 2024. The results of
these studies are shown in Table 7 below:
Table 7 Vehicle and Pedestrian Volumes (Midland Drive)
24-hour average traffic volume October 16, 2024
687 vehicles
October 23, 2024
Maximum 8-hour traffic volume October 16, 2024
245 vehicles
October 23, 2024
Number of Pedestrian Crossings
Oct 28, 2025 291 pedestrians
8-hour period
The warrant summary for the proposed Pedestrian Crossover on Midland Drive is shown
in Table 8 below:
Table 8 - Level 2 Pedestrian Crossover Warrant Summary
Dominic Cardillo Trail at Midland Drive
Required Actual Conditions
Warrant Justification
Value Value Satisfied?
1. 8-hour Pedestrian Volume at
> 100 peds 291 YES
proposed crossover location
Level 2
2. 8-hour Two-Way Vehicle Min 750
Pedestrian 245 NO
Volume Max 2250
Crossover
3. Distance from Nearest > 200
256 YES
Controlled Crossing meters
This crossing location does not meet the warrant requirements for Pedestrian Crossover
(PXO) installation due to low traffic volume.
Field observations indicated that cyclists and pedestrians experienced a minimum
crossing time of approximately 230 seconds. Data obtained from the Automatic Traffic
Recorder reflected slow-moving traffic conditions, with the 85th percentile speed recorded
at 45.4 km/h. The majority of pedestrians observed at the crossing were young children,
primarily under the age of 12. This crossing provides direct access to the playground of
Saint Daniel Catholic Elementary School. It was heavily utilized during the 30-minute
intervals before and after the school bell, with usage primarily by school-aged children.
Parents frequently used the crossing for student pick-up and drop-off activities.
Additionally, no collision history was reported within the traffic study segment.
A raised crossing is feasible and recommended.
Based on the study data and analysis, a Pedestrian Crossover (PXO) does not meet
all warrant requirements. However, given the significant pedestrian desire path and
to provide a consistent trail experience that limits confusion on when pedestrians
are granted the right-of-way, staff recommend a PXO Level 2 Type D on Midland
Drive at the Dom Cardillo Trail.
Date: February 5, 2026
Written by: Darren Kropf, Manager, Active Transportation and Development
Subject:
Neighbourhood Bikeways for Route 2: Stanley Park Downtown Kitchener
Uptown Waterloo
Industry Guidance for Neighbourhood Bikeways
Neighbourhood Bikeways are low-volume, low-speed streets that have been optimized
for bicycle travel. These streets prioritize through movements for people riding bikes
These bike routes are considered safe and comfortable for all ages and abilities through
intentional traffic calming measures that reduce speed and volume of motor vehicles.
This approach is consistent with industry guidance found in Ontario Traffic Manual Book
18, which provides ideal conditions:
motor vehicle speeds of 30 km/h or less, with 40 km/h as an upper limit
less than 1,500 vehicles, per day and ideally less than 500. Up to 3,000 vehicle
per day may be acceptable in limited sections of a neighbourhood bikeway
corridor
Route 2 Neighbourhood Bikeways
Traffic studies were undertaken in fall 2025 on the following streets, in order to fill gaps
between the off-road trail network of Route 2:
Burbank Rd (Archer Pl to Ada St),
Nottingham Av (Lyndhurst Dr to Manchester Rd),
Graber Pl (Pathway to Dreger Av),
Dreger Av (Graber Pl to Franklin St);
th
Street From To Vehicles 85
Per Day percentile
speeds
BURBANK RD ADA ST ARCHER PL 622 42.5
NOTTINGHAM LYNDHURST MANCHESTER 2035 41.7
AV DR RD
GRABER PL DREGER AVE HYDRO 126 41.0
DRIVEWAY
DREGER AVE EVELYN FRANKLIN ST N 363 38.4
CRES
Burbank Rd, Graber Pl and Dreger Ave meet the vehicle volume threshold and are slightly
above the speed threshold. The installation of sharrows and bike route signs may result
in reduced speeds to meet the speed threshold of <40 km/h. Staff will conduct additional
studies in 2026 to determine if additional traffic calming is needed for these street
segments.
Nottingham Av carries more traffic than the preferred threshold, but does fit within the
upper threshold for short distances. A boulevard multi-use trail would result in the loss of
6 mature trees. Due to the lack of grid pattern in the neighbourhood and that most streets
funnel onto Nottingham Av, traffic diversion measures would result in significant increases
in motor vehicle travel times. Given this route is only 100 m, staff is comfortable
recommending a neighbourhood bikeway.
Staff recommendation
Staff recommend the installation of sharrows and bike route wayfinding signs to indicate
that Burbank Rd (Archer Pl to Ada St), Nottingham Av (Lyndhurst Dr to Manchester Rd),
Graber Pl (Pathway to Dreger Av), Dreger Av (Graber Pl to Franklin St) are
Neighbourhood Bikeways, and that the Uniform Traffic Bylaw is updated accordingly.
About this project
Developing city-wide active transportation routes is identified as an action in the 2023-
2026 Strategic Plan. The aim of this action is to
transportation that connects neighbourhoods through holistic trail and bike route
The City of Kitchener is implementing a city-wide network of branded active transportation
routes that will connect eight major neighbourhoodseach with regional significance and
transit accessthrough approximately 100 km of safe, accessible and signed infrastructure.
Route 1: The BoardwalkDowntown is nearly complete, with Route 2: Stanley ParkDowntown
Kitchener Uptown Waterloo planned for 2026.
How we engaged
City staff sought community feedback on Route 2 to identify any location-specific upgrades that
would make the route safer and more comfortable for all ages and abilities. We also asked for
feedback on where you feel the route may be confusing to new users.
1
Staff engaged online with an interactive map of Route 2, where residents could comment on
specific places on the route that may require safety upgrades or may be confusing to navigate.
Staff received over 150 online comments and direct emails.
What we heard
There were two main themes in public feedback:
Safe infrastructure for all ages and abilities wayfinding is appreciated but only if the
route itself is safe, including things like safe crossings, separation from motor vehicles
and year-round maintenance.
Route alignment and wayfinding Preferences varied at specific locations that were
confusing to navigate or currently have challenging safety barriers that people try to
avoid.
responding
Feedback on safe infrastructure for all ages and abilities
To respond to requests for safe infrastructure for all ages and abilities, staff have identified
upgrades that are feasible for this project. These recommendations will be presented to the
Planning and Strategic Initiatives Committee of Kitchener City Council on March 9, 2026.
Staff recommendations to improve Route 2
Resident Feedback Proposed Route 2 Upgrades
Improve accessibility and Paving the Expressway Trail (Krug St to Burbank Rd), and
provide all-season reliability on
the Dom Cardillo Trail (Franklin St N to River Rd).
trails.
Upgrading the walkway block to a typical asphalt multi-use
trail between Burbank Rd and Lyndhurst Dr.
Improve safety at the Installation of a boulevard multi-use trail on
Manchester Rd and Ottawa St Nottingham Ave (Manchester Rd to Ottawa St N),
N intersection. effectively moving cyclists out of the high turn, high
volume intersection.
Improve safety and comfort at Install a raised, pedestrian crossover (PXO) at the Dom
trail crossings. Cardillo Trail crossing of Midland Rd.
Install PXOs at Spurline Trail crossings of Wellington St,
Louisa St, and Guelph St (raised crossings are not feasible
due to the adjacent railway).
signs at Krug St and the Expressway Trail. A PXO was not
warranted.
2
Install trail counters and post Install new trail counters on the Dom Cardillo Trail and the
publicly for accountability to Expressway Trail. An existing counter is installed on the
justify trail expenses. boulevard multi-use trail on Margaret Ave.
All existing and future trail counters are posted on the
City
Requests for upgrades that are outside of scope
There were several comments requesting upgrades that may not be feasible or are not within
scope of this Route 2 project. For transparency, they are listed here, including whether they are
identified in the Cycling and Trails Master Plan as future upgrades.
Resident Feedback Response
Install lighting along all trails.
Currently, there is
no identified funding for lighting.
Separated bike lanes should be
installed on all streets bikeways. These bike routes are considered safe and
intended to be a bike route, comfortable for all ages and abilities through intentional
including Breithaupt St and traffic calming measures that reduce speed and volume of
Chapel St. motor vehicles. This is a more effective approach to
improving cycling safety on quiet, low volume streets and
is consistent with industry guidance found in Ontario
Traffic Manual Book 18 and NACTO Urban Bikeway Design
Guide.
Upgrade the entirety of This is a planned project in the CTMP, in approximately 12-
Margaret Avenue from painted 15 years.
bike lanes to protected bike
lanes.
Upgrade the painted bike lanes This is a planned project in the CTMP, in approximately 12-
on Krug St to protected bike 15 years.
lanes.
Improve cycling options to The CTMP identifies upgrades to River Road
Stanley Park Senior Public (approximately 5-8 years) and Crosby Dr (approximately
School. 20-25 years).
Create a new pathway from The CTMP identifies a boulevard multi-use trail along
Manchester Rd to the Stanley Manchester Rd, but a trail through the conservation area
Park Conservation Area trail was not included in the CTMP due to environmental
network. impacts.
Pave the remaining sections of This is a planned project in the CTMP, in approximately 10-
the Dom Cardillo Trail. 15 years.
3
Region of Waterloo jurisdiction
There are several points along the route that pass along or through roads and intersections
under the jurisdiction of the Region of Waterloo. City staff and Regional staff met several times
to discuss routing and infrastructure options. There are no feasible alternative routes that avoid
these Regional Roads. Wayfinding signs will encourage users to use caution on sections that do
feedback.
Resident feedback Region of Waterloo staff response
Extend the multi-use pathway There is not enough boulevard space to extend the multi-
on Ottawa St to Franklin St, to use path from the Stanley Park Conservation Area to
provide the most direct and Franklin St. This is due to constraints from the
safe route for pedestrians and existing property line fence and hydro poles.
cyclists;
This section of Ottawa Street was recently
reconstructed and the significant expense of relocating the
existing hydro poles cannot be accommodated within
existing programs in the Region of Waterloo's
Transportation Capital Program.
Safety concerns crossing There is an existing pedestrian refuge island to the east of
Ottawa St at Nottingham Ave; Nottingham Ave and a signal controlled crossing at
the highway interchange.
The Region will explore options at the refuge.
However, options are limited because of the high
amount of Ottawa St traffic and the proximity to the
highway interchange.
Safety concerns at the The
Frederick St and Lancaster St program identifies Frederick St for reconstruction in 2032
intersection; (#05612). Improvements to cycling are set to be included
in this project.
4
While Frederick St will receive new surface asphalt in 2026
to address poor pavement conditions prior to the planned
reconstruction, planned painted bike lanes cannot be
implemented due to changes to the Highway Traffic Act
brought about by Provincial Bill 60.
Safety concerns due to lack of The
cycling infrastructure on program identifies Frederick St for reconstruction in 2032
Frederick St; (#05612). Improvements to cycling are set to be included
in this project.
While Frederick St will receive new surface asphalt in 2026
to address poor pavement conditions prior to the planned
reconstruction, planned painted bike lanes cannot be
implemented due to changes to the Highway Traffic Act
brought about by Provincial Bill 60.
Confusion navigating the Shared crossrides were added to the multi-use
Spurline Trail crossing at path alignments on the west and east of Weber St W from
Weber St W and Wilhelm St, 2023 to allow people on bikes to cross Wilhelm St.
in part due to awkward
geometry and lack of
crossrides and cyclist space
Safety concerns cycling to the There is a continuous multi-use path from Wilhelm St to
Kitchener Train Station (GO, Victoria St. Cyclists can cross onto the east side of Weber
VIA) via Victoria St. St at both Breithaupt St and Victoria St.
Route alignment and wayfinding
In response to route alignment and wayfinding requests, staff have the following responses.
Resident Feedback Response
directly The boundaries of Downtown Kitchener include Otto St
downtown. and Margaret Av, including downtown destinations like
Centre in the Square and Kitchener Public Library Central
branch. Wayfinding signs will direct people to additional
5
downtown destinations using the existing Maynard
Av/Young St bike route.
Provide wayfinding to secure To be provided.
bike parking at Civic District
Garage.
Install a trail on Suddaby Public City staff will pass along this request to school board staff.
School property to avoid using If feasible, that would likely take several years to complete.
the Lancaster St/Frederick St Staff recommend keeping the proposed route around the
intersection. school at this time.
Several alternatives to the The CTMP process identified the overall cycling network
route through Central through community input and feasibility analysis. Staff
Frederick neighbourhood were recommend maintaining the identified routing in the
requested, such as Irvin St, CTMP for Route 2 wayfinding. That said, anyone is
Gordon St or Mansion St. welcome to bike on alternative quiet streets if they feel
more comfortable.
Requests to use Archer Place This route requires use of Ottawa St N, which is a Regional
and Ottawa St N instead of Road and the City does not have jurisdiction to make
Nottingham Ave. upgrades on Ottawa St N.
Next steps
Recommendations for Route 2 will be presented to the Planning and Strategic Initiatives
Committee of Kitchener City Council on March 9, 2026. If approved, construction is expected to
be completed before the end of 2026.
6
Community Services Department www.kitchener.ca
REPORT TO: Community and Infrastructure Services Committee
DATE OF MEETING: March 9, 2026
SUBMITTED BY: Elin Moorlag, Manager, Service Coordination & Improvement
PREPARED BY: Olabukonla Mise, Project Manager, Municipal Newcomer Strategy
WARD(S) INVOLVED: All Wards
DATE OF REPORT: February 27, 2026
REPORT NO.: CSD-2026-030
SUBJECT:
RECOMMENDATION:
That Council approve the -ever Municipal Newcomer strategy as
attached to report CSD-2026-030 (Appendix A); and
That, as an immediate action from that strategy, Council approve annual funding for
Immigration Partnership Waterloo Region in the amount of $25,000, to be funded through
; and
That all other financial implications of the Municipal Newcomer Strategy be referred to
future budget processes.
REPORT HIGHLIGHTS:
The Municipal Newcomer Strategy
economic contributions, cultural inclusion, and active community participation.
The Newcomer Strategy has been developed through extensive engagement with over
1,000 newcomer voices through 25+ engagement activities, community-led events, working
group meetings, and 60+ internal staff consultations, ensuring the strategy reflects
lived experiences, staff insights, and community priorities.
Given that immigrants make up approximately , newcomers
accounted for 69% of recent population growth, and are more likely to start businesses and
1
fill labour gaps, this strategy is a key lever for strengthening small
business landscape, and longterm economic sustainability.
With a proposed 3-year implementation plan, the strategy contains 19 distinct actions across
5 themes: (1) Boosting Awareness of City Services, (2) Small Business and
Employment Supports, (3) Community Belonging and Connections, (4) Targeted
Supports for Newcomers, and (5) Equipping Team Kitchener
1
2023 Immigrant Survey
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
BACKGROUND:
The idea to develop a Municipal Newcomer Strategy emerged th
plan consultations, where communityled groups identified newcomers as a priority population
for focused action. In response, the development of this strategy was included in the 2023
2026 Strategic Plan under Fostering a Caring City Together. However, as the project has
evolved, it has become evident that the strategy has the potential to also Creating
an Economically Thriving City Togetherwith a recognition that newcomers come with a
diverse set of skills and the potential to strengthen economic resilience by supporting business
creation, workforce sustainability, and longterm growth of the local economy.
Demographic trends also emphasize the urgency and opportunity. As of the 2021 Census,
, and of
that immigrant population, approximately 22% are recent arrivals (within five years). Additionally,
Kitchener saw a doubling of recent immigrant numbers from 7,910 to 16,345 between 2016 and
2021, with notable shifts in countries of origin.
These figures reflect the 2021 census data, however subsequent global events as shown below
have significantly increased newcomer numbers:
The Russian invasion of Ukraine
The Afghan resettlement scheme and other humanitarian crises across the world
A period of significant increases in temporary residents such as international students
and work permit holders
Meanwhile, it is important to note that since the beginning of this project, the upward trend in
temporary resident numbers has slowed significantly and the situation continues to evolve.
Therefore, this shifting context shows the need for a flexible and adaptive approach.
To guide this work, the Municipal Newcomer Strategy project charter was approved by Council
in March 2025 (CSD2025054). The charter sets out the following:
Why Does ?
Kitchener is one of the fastestgrowing cities in Canada, with newcomers accounting for 69%
30% of the population, a proportion that has steadily risen from 26% in 2011 and 2016,
emphasizing their central role in shaping the ci
population of one million by 2050 and given that Kitchener represents roughly 45% of the
National and international research also consistently demonstrates that immigrants help sustain
age population in the face of demographic decline and are drivers of
(as at the 2021 census), they are more likely than the general population to start businesses,
creating jobs and contributing to local economies across the country. This is reflected locally: in
the 2023 Immigration Partnership Immigrant Survey which revealed that over 38% of
respondents in Kitchener reported accessing small business supports.
Furthermore, according to Immigration, Refugees and Citizenship Canada (IRCC), immigration
contributions increase over time; this emphasizes the longterm economic value of supporting
newcomer integration.
Therefore, failing to adequately support newcomer economic participation means Kitchener risks
missing out on a significant source of talent, innovation, and entrepreneurship. With immigrants
comprising nearly oneand with newcomers arriving largely in
their prime working yearsthey represent one of the strongest opportunities to sustain and grow
the local economy.
Based on this context, the Municipal Newcomer Strategy provides a coordinated approach to
ensure newcomers can:
Ultimately, this strategy positions Kitchener as a city where newcomers are welcomed,
informed, and empowered to succeed, benefiting not only newcomer families but also the
longterm economic vitality of the full community
fostering a caring and economically thriving city, while ensuring that growth remains sustainable,
competitive, and reflective of the diverse residents who call Kitchener home.
REPORT:
The Municipal Newcomer Strategy was developed to establish a clear and coordinated municipal
approach to supporting newcomers in Kitchener, grounded in the lived experiences of those the
strategy is intended to serve.
For the purpose of this strategy, newcomers are defined as individuals who have arrived in
Canada within the past 10 years, recognizing the varied timelines for settlement and integration
into the community, which differ based on individual circumstances. In addition, the scope of the
strategy focuses on municipal jurisdiction,
ensuring that recommendations are actionable.
It is important to note that due to the commitment of Council, City leadership, staff, and
community partners, many initiatives supporting newcomers are already underway within the
City of Kitchener, both within the corporation and in the community. Within the City, staff are
already delivering programs and services that positively impact newcomers, such as
communitycentre programming and entrepreneurship supports to recreation access, bylaw
education, digital improvements, and housingrelated efforts, among many other ongoing
initiatives. Additionally, numerous community-based organizations are doing important and
effective work in this space, and the Municipal Newcomer Strategy is intended to support,
strengthen, and complement these existing efforts, not duplicate them. A summary of existing
initiatives is provided in Appendix B.
Strategy Development
Central to the strategy development approach was a commitment to listening directly to
newcomers and newcomerserving organizations. Therefore, engagement activities were
designed to focus on newcomer voices and ensure the strategy reflects what newcomers
themselves identified as priorities, rather than assumptions about their needs. This
communityinformed approach was further supported through collaboration with City staff and
a Municipal Newcomer Strategy Working Group. The Working Group was made up of City staff,
newcomers, and representatives from newcomerserving organizations such as House of
Friendship, Kitchener Waterloo Multicultural Centre, Kitchener Public Library, and Reception
House. The group met monthly over six sessions to provide livedexperience perspectives,
review data, and guide the prioritization of emergent themes and actions.
The engagement process took place between May and September 2025, and included a wide
range of activities, as shown in Figure 1 on the following page.
Figure 1: Community Engagement Activities throughout Strategy Development
60+ 1,100+ 25+ 25+ 6
City staff Community Events and Community Municipal
conversations and members engagedactivitiesorganizations Newcomer Strategy
committee involvedWorking group
Across diverse 6community centre
presentationsmeetings
cultures, & 2 pool pop-ups
Workforce and
immigration
Immigrant Network
3 community-led
12 community Newcomer
pathways and
(WIN)
events
centrescommunity
circumstances
members
African Canadian
4 festivals
City hall customer
Association of
serviceRepresentatives
3 cultural events
Waterloo Region
from Newcomer-
Existing project
7+ other events,
(ACAWRA)
serving
teams
presentations, &
organizations
Grassroots
pop-ups
Staff in community-
Response to the
City of Kitchener
facing functions and
7+ internal &
Ukrainian Crisis
staff
who already support
external
KW Multicultural
newcomers through
collaborations
Centre
their work.
House of Friendship
Kitchener Youth
Advisory Council
Reception House
(KYAC), Equity and
Filipino Canadian
Anti-Racism
association of
Advisory Committee
Kitchener-Waterloo
(EARAC),
and more
Economic
Development
Advisory Committee
(EDAC)
The Municipal Newcomer Strategy
Through community
prioritizing the insights collected, five overarching themes (listed below) have emerged that
reflect both the lived experiences of newcomers and the perspectives of City staff and
newcomer-serving community organizations. These five themes include:
1. Boosting Awareness of City Services
2. Small Business and Employment Supports
3. Community Belonging and Connections
4. Targeted Supports for Newcomers
5. Equipping Team Kitchener
Within each of these themes, the 19 actions that were eventually identified and included in
the strategy were developed through comprehensive analysis of community feedback, staff
input and best practices. Key considerations include:
Alignment with municipal jurisdiction: Actions focus on areas where the City can
meaningfully influence outcomes or provide leadership.
Evidence based: Recommendations draw on engagement findings and successful
initiatives from other municipalities.
Collaborative governance: The working group helped to refine priorities and ensure
newcomer voices remain central.
Phased implementation: Actions to be implemented immediately centre on
communication, collaboration and awareness building, whereas actions focused on
program development and staffing coordination will be phased in over the next two
years (e.g., newcomer internship and mentorship programs, entrepreneurial
supports).
As illustrated in Table 1 on the following page, the Municipal Newcomer Strategy being
presented to Council for consideration contains a clear and coordinated municipal approach
to supporting newcomers within the jurisdiction of the City of Kitchener, grounded in the lived
experiences of those the strategy is intended to serve. It is important to note that throughout
the process of strategy development, staff worked closely with members of City staff and
leadership across the organization who represent the divisions listed alongside each action
to ensure that all actions were developed collaboratively and approved/vetted by the
appropriate team.
This proposed Municipal Newcomer Strategy provides a framework for coordinated, City of
Kitchener-led action to advance our strategic priorities to foster a caring and economically-
thriving city by enhancing newcomer access to City supports, services, and opportunities.
Contained in Table 1 is a concise summary of the themes and actions of the strategy,
including the team identified to lead the work, proposed timing, and identified financial
resourcing. The full Newcomer Strategy document, including more details on each of the
actions, is contained in Appendix A.
Table 1: Themes, Objectives, and Recommended Actions (see appendix A for more information on each action)
Theme Objective Actions Lead /Team Timing Financial
Responsible Resourcing?
Boosting 2027 No
1. A central online information hub for newcomers TIS
Awareness and user-focused experience
2. Ongoing, comprehensive newcomer-specific COMMS
2026 No
of City that makes it simple for
communications strategy
Services
newcomers to find information
3. Deepen newcomer engagement through trusted COMMS 2026 No
and access services.
channels.
Small Support newcomer economic 4. Paid City of Kitchener internship program for HR
2027 Yes
Business integration through job access, newcomers
and
entrepreneurship capacity
5. Temporary FTE (18 months), Small Business EC DEV
Employment building, streamlined business
Centre, to implement the following actions:
Supports processes, and opportunities
a) A tailored program for newcomer business
to engage with the City.
owners, using existing Starter Company
model
b) Curated information for newcomer business
owners on decision-making & loss
prevention 2027/
Yes
c) Tailored networking sessions for newcomer 2028
entrepreneurs & business owners
d) Orientation for newcomers on the City's Bids
and Tenders process.
e) "Newcomer" category in Pitch Kitchener.
f) Targeted needs assessment for refugees
regarding economic participation
2026 No
6. Increased City participation in job fairs HR
7. City partnership with Workplace and Immigrant HR
2027 No
Network (WIN) for targeted employment
outreach
Community Build a welcoming and 8. Increased City participation in Immigration HR
2026 No
Belonging
connected community by
and
fostering opportunities for
9. Consistent City representation on Immigration REDI 2026 No
Connections engagement, advancing
Partnership Steering Groups
outreach efforts, and ensuring
10. HR/NPS 2026 No
full implementation of
Access Without Fear policy for newcomers
supportive policies.
11. Increased community centre signage targeting NPS 2026 No
newcomers.
Theme Objective Actions Lead /Team Timing Financial
Responsible Resourcing?
Targeted
Expand targeted newcomer 12. Annual funding for Immigration Partnership REDI
Supports for 2026 Yes
supports by fostering civic Waterloo Region (IPWR) to support Kitchener
Newcomers engagement, facilitating newcomers.
mentorship, and delivering
13. Continued proactive housing and bylaws BYLAW
tailored education programs
education program mainly targeted to diverse
2026 No
for varied newcomer groups.
newcomer groups including international
students.
14. Youth leadership and civic engagement PRS
2027 No
program/opportunities for newcomer youth
15. City participation in existing mentorship program HR
2028 No
for newcomer women (KWMC)
Equipping Equip Team Kitchener to 16. Create newcomer-focused information package CSD
Team 2026 No
better support newcomers for internal teams across the City to use when
Kitchener
through staff training, an developing strategies/action plans
internal knowledge base, and
17. Create newcomer community engagement COMMS 2027 No
consistent communications.
guidelines.
EC DEV 2027 No
18. Build awareness with staff on use of newcomer
businesses for small procurements (>40K)
19. Monitoring & reporting on implementation of all REDI 2026 No
actions of the Newcomer Strategy
Monitoring and Evaluation Plan
Moving forward, the Reconciliation, Equity, Diversity and Inclusion (REDI) Division will
take on the responsibility of oversight and tracking of the implementation process for the
Municipal Newcomer Strategy. While the REDI team will not be responsible for
implementing the specific actions (aside from the ones they are assigned), they will be
providing accountability, oversight, and support when needed, to staff who are responsible
for action implementation. Staff will report back to Council
implementation cycle to ensure accountability and continuous improvement.
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.
This report also aligns with Creating an Economically-Thriving City Together: Focusing on
growing an agile, diverse local economy powered by talented entrepreneurs, workers &
artists; and creating opportunities for everyone and a resilient future that propels our city
forward.
FINANCIAL IMPLICATIONS:
Sixteen of the 19 recommended actions can be advanced through existing City resources,
partnerships, and aligned initiatives. However, additional funding is required to support
select internal (City-led) actions, including the paid newcomer internship program and the
18-month contract position for entrepreneurship supports.
It is also a recommendation of the Newcomer Strategy to provide annual operational funding
to Immigration Partnership, as there are multiple opportunities for
Immigration Partnership. This investment in the Immigration Partnership will enable them to
continue to suppo
Continue to gather, consolidate, analyze and share data on local immigration trends
and immigrant experiences to aid policy, program and service decisions for the
newcomer community
Advance belonging through initiatives such as the annual Welcoming Week and
Migration Film Festival
Strengthen employment pathways for immigrants through their continued partnership
with the Workplace and Immigrant Network and other immigrant employment
initiatives that help hundreds of immigrants land skills-aligned work in this community
each year.
Notably, their Welcoming Week activities create a strong opportunity for the City to align
with impactful existing initiatives that welcome newcomers across the region, rather than
creating new events or duplicating efforts.
Estimated financial implications are outlined below in Table 2, and presented on a phased,
yearbyyear basis from 2026 to 2028, distinguishing between initiatives supported through
capital versus operational funding.
Table 2: Financial Implications for Newcomer Strategy Actions
CAPITAL BUDGET IMPACTS
Strategic Actions 2026 2027 2028
EC DEV 18 month contact position - $55,000 $120,000
EC DEV implementation costs - $50,000 -
TOTAL $105,000 $120,000
OPERATING BUDGET IMPACTS
Strategic Actions 2026 2027 2028
Immigration Partnership Funding $25,000* - -
Newcomer Internship Year 1 pilot (2 positions) $80,000
Newcomer Internship Full program (4 positions) $80,000**
TOTAL $25,000 $80,000 $80,000
*Once this amount is added in 2026, it will continue as an ongoing operating cost for 2027 and beyond
** Full cost of the program will be $160,000 in annual operating costs for 2028 and beyond
As shown, the actions requiring new funding are intentionally focused on enhancing
business development. These investments are expected to contribute to small business
creation, job growth, and longterm economic resil
strategic priority to foster an economically thriving Kitchener.
COMMUNITY ENGAGEMENT:
The development of the Municipal Newcomer Strategy was informed by input from over
1,000 community voices through more than 25 engagement activities and community-led
events (a summary of all activities is provided in Appendix C), collaboration with 25+
community organizations, six Working Group meetings, and over 60 internal staff
consultations and committee presentations.
Engagement methods included surveys, community conversations, focus groups, targeted
sessions for internationally trained professionals and entrepreneurs, and pop-up booths at
community centres and cultural festivals. These activities generated qualitative and
.
committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
CSD-2025-054 Municipal Newcomer Strategy Scope & Development Approach
APPROVED BY: MICHAEL MAY, DEPUTY CHIEF ADMINISTRATIVE OFFICER
ATTACHMENTS:
Appendix A The Municipal Newcomer Strategy
Appendix B Existing Newcomer-focused Initiatives led by the City of Kitchener
Appendix C Newcomer Strategy Development Full List of Engagement Activities
2028)
Fostering a Caring Kitchener, Together
Background
Kitchener is home to a growing and diverse newcomer population that enriches the
cultural, social, and economic fabric of our community. We recognize our role as a lower
municipality in ensuring all residents, including newcomers can access the information,
services, and opportunities they need to thrive and contribute to our community.
priority for focused municipal action. In response, the development of a Municipal
2026 Strategic Plan under
Fostering a Caring City Together. This strategy recognizes that newcomers contribute in
meaningful ways across sectors through workforce participation, entrepreneurship,
cultural vitality, civic engagement; and that municipal support can help ensure
newcomers continue to thrive and participate fully in the community.
Why This Strategy Matters
Demographic trends also emphasize the importance of this strategy. As of the 2021
2016), and of that immigrant population, approximately 22% are recent arrivals (within
five years). Additionally, Kitchener saw a doubling of recent immigrant numbers
between 2016 and 2021, with notable shifts in countries of origin. Newcomers represent
our workforce, growing small businesses, and enriching neighbourhood life. At the same
time, many newcomers face unique challenges related to navigating municipal services,
finding housing, securing employment, and feeling connected to their community.
This strategy provides a coordinated municipal approach to supporting newcomers, one
that centres newcomer voices, complements the good work of community and regional
Newcomer Strategy Development Process
The Engagement
This strategy was shaped by extensive community engagement that centred the lived
experiences of newcomers. Between May and September 2025, the City engaged:
Through more than 25 activities, including communityled events, festivals, and
other channels
Over 1,000 newcomers through community events, popups, cultural gatherings,
and targeted conversations
25+ newcomerserving organizations across the settlement, employment, and
cultural sectors
60+ City staff through internal consultations
These conversations provided direct insight into what newcomers identify as their
needs, priorities, and barriers, not what the City assumes those needs to be.
The Working Group
development. The group consisted of:
Newcomers with lived experience,
Representatives from newcomerserving organizations, and
City of Kitchener staff from multiple departments
The Working Group met six times to review engagement findings, validate insights,
provide context, and help prioritize the recommendations in this strategy.
Newcomer Categories
Newcomers in Kitchener are not a single group, they represent a wide range of
experiences, backgrounds, and immigration pathways. For this strategy, newcomers
include individuals who have arrived in Canada within the past 10 years, including:
Economic immigrants (skilled workers, entrepreneurs, etc.)
Refugees and protected persons
Familysponsored immigrants
Temporary residents, including:
o International students
o Work permit holders
o Canada-Ukraine Authorization for Emergency Travel (CUAET) visa
holders
o Other temporary categories
newcomer population and the unique challenges each group may face in accessing
services, supports, and community life.
Kitchener is one of the fastestgrowing communities in Ontario, shaped significantly by
immigration. As of the 2021 Census, recent immigrants accounted for 69% of the
population growth between 2016 and 2021. Newcomers arrive from diverse regions,
with notable growth from countries such as India, Eritrea, Syria, Nigeria, China, and
Brazil.
Beyond permanent residents and refugees, Kitchener has also seen increases in
temporary residents including international students and work permit holders, whose
needs continue to evolve as federal immigration and postsecondary policies change.
This strategy reflects these changing trends and positions the City to remain adaptable,
welcoming, and forwardthinking.
Guiding Principles
The Municipal Newcomer Strategy is grounded in the following principles, which guide
all actions and decisions:
1. NewcomerCentered
on what newcomers tell us they need, not assumptions about their experiences.
2. Focus on Municipal Responsibility
impact, and efficient use of municipal resources.
3. Equity and Inclusion
Supports are designed to improve access to City services and promote fair outcomes
for all newcomer groups, regardless of immigration status.
4. Collaboration, Not Duplication
The City recognizes and values the work of staff, community organizations, and regional
partners. This strategy aims to complement, strengthen, and align with existing efforts.
5. Community Belonging and Connection
Building a welcoming community is central to newcomer success and benefits the entire
city.
6. Transparency and Accountability
The City is committed to clear communication, measurable progress, and ongoing
engagement to ensure continuous improvement.
Themes, Objectives, and Recommended Actions
Theme 1: Boosting Awareness of City Services
Objective: -focused experience
that makes it simple for newcomers to find information and access services.
1. Create a central, accessible, and Improved awareness and
easily recognizable point for
information where newcomer- Increased use of City programs,
related services/programs and
Reduced confusion and
duplication
2. Develop a newcomer- More culturally relevant
communications tailored to
strategy in partnership with
Corporate Communications for
the launch and ongoing newcomer groups through
targeted channels and
Consistent, citywide messaging
that supports long term strategy
3. Explore ways to engage with Stronger relationships with
newcomers beyond generic cultural, grassroots, and faith-
approaches. For example, based
through trusted community, Increased engagement of
cultural, and faith-based newcomer groups that may not
channels to reach different access traditional outreach
More representative feedback
and participation from diverse
Theme 2: Small Business and Employment Supports
Objective: Support newcomer economic integration through job access,
entrepreneurship capacity building, streamlined business processes, and
opportunities to engage with the City.
4. Create a paid internship program that
Improved employment pathways
allows newcomer professionals to
work at the City of Kitchener to gain
Stronger understanding of
some experience while earning an
municipal operations among
income.
5. Temporary FTE (18 months), Small
Increased business startup
Business Centre, to implement the
a) A tailored program for newcomer
business owners, using existing Starter
Reduced navigation barriers for
b) Curated information for newcomer
business owners on decision-making &
through newcomer led
c) Tailored networking sessions for
newcomer entrepreneurs & business
d)
e) "Newcomer" category in Pitch
f) Targeted needs assessment for
6. Take part in the Global Skills
Improved access to newcomer
Conference job fair and Workplace
Increased awareness of City
employment and volunteer
7. Develop a partnership with Workplace
More effective engagement with
and Immigrant Network (WIN) to
conduct targeted outreaches to
Enhanced collaboration with
regional employment
Theme 3: Community Belonging and Connections
Objective: Build a welcoming and connected community by fostering
opportunities for engagement, advancing outreach efforts, and ensuring full
implementation of supportive policies.
8.
Increased opportunities for cross
cultural connection and community
Strengthened relationships between
9. Consistent City
Strengthened relationships with cultural
representation on
and faith-based
Immigration Partnership
Better understanding of emerging needs
empower staff with relevant
Increased capacity for culturally informed
information and relationship
10. Targeted information &
Increased newcomer confidence in
Access Without Fear policy
More consistent service delivery
11. Increased
Clearer cues that City facilities are open and
Theme 4: Targeted Supports for Newcomers
Objective: Expand targeted newcomer supports by fostering civic
engagement, facilitating mentorship, and delivering tailored education
programs for varied newcomer groups.
12. Funding for Immigration
Strengthened coordination with regional
Partnership Waterloo Region
(IPWR) to support Kitchener
13. Continued proactive housing and
Improved understanding of local housing
bylaws education program targeted
to diverse newcomer groups
Reduced bylaw violations and housing
including international students.
related
Stronger relationships between
newcomers, landlords, and municipal
14. Create youth leadership and civic
Increased civic participation and
engagement program/opportunities
leadership confidence among newcomer
for newcomer youth.
Improved sense of belonging and long-
term
15. Participate in mentorship program
Expanded professional networks for
to connect City staff with newcomer
women professionals (Kitchener
Waterloo Multicultural Centre)
Theme 5: Equipping Team Kitchener
Objective: Equip Team Kitchener to better support newcomers through staff
training, an internal knowledge base, and consistent communications.
16. Create newcomer-focused
More culturally responsive
Increased staff confidence and
competence in newcomer
Improved newcomer experiences
17. Create an internal guiding document for
Consistent standards and practices
staff in relation to
newcomer
Clear reference tool to
project/policy/initiatives
decision
18. Build awareness with staff on use of
newcomer businesses for small
Increased economic opportunities
for newcomer owned
Procurement practices that reflect the
19. Monitoring & reporting on
Clear visibility on progress and impact
implementation of all actions of the
of the strategy across all themes.
Newcomer Strategy
Improved accountability and ability to
adjust approaches based on evidence
and emerging trends.
CSD-2026-030 Recommendations | Implementation Plan | 2026 2028
Theme Objective Actions Lead Timing Financial
Team Resourcing
?
Boosting 1. A central online TIS 2027 No
Awareness -information hub for
of City focused experience newcomers
Services that makes it simple
2. Ongoing, COMM
for newcomers to
comprehensive S
find information and
newcomer-specific 2026 No
access services.
communications
strategy
3. Deepen newcomer COMM 2026 No
engagement through S
trusted channels.
Small Support newcomer 4. Paid City of HR
Business economic integration Kitchener internship
2027 Yes
and through job access, program for
Employmen entrepreneurship newcomers
t Supports capacity building,
5. Temporary FTE (18 EC DEV
streamlined business
months), Small
processes, and
Business Centre
2027/
Yes
opportunities to
2028
engage with the City.
6. Increased City HR 2026 No
participation in job
fairs
7. City partnership with HR
Workplace and
Immigrant Network
2027 No
(WIN) for targeted
employment
outreach
Community Build a welcoming 8. Increased City HR
Belonging and connected participation in
and community by Immigration
2026 No
Connection fostering
s opportunities for
engagement, for newcomers
advancing outreach
9. Consistent City REDI 2026 No
efforts, and ensuring
representation on
full implementation of
Immigration
supportive policies.
Partnership Steering
Groups
10. Targeted information HR/NPS 2026 No
& awareness of the
Theme Objective Actions Lead Timing Financial
Team Resourcing
?
Without Fear policy
for newcomers
11. Increased NPS 2026 No
community centre
signage targeting
newcomers.
Targeted Expand targeted 12. Annual funding for REDI
Supports newcomer supports Immigration
for by fostering civic Partnership
Newcomers engagement, Waterloo Region 2026 Yes
facilitating (IPWR) to support
mentorship, and Kitchener
delivering tailored newcomers.
education programs
13. Continued proactive BYLAW
for varied newcomer
housing and bylaws
groups.
education program
mainly targeted to
2026 No
diverse newcomer
groups including
international
students.
14. Youth leadership PRS
and civic
engagement
2027 No
program/opportunitie
s for newcomer
youth
15. City participation in HR
existing mentorship
program for 2028 No
newcomer women
(KWMC)
Equipping Equip Team 16. Create newcomer-CSD
Team Kitchener to better focused information
Kitchener support newcomers package for internal
through staff training, teams across the
2026 No
an internal City to use when
knowledge base, and developing
consistent strategies/action
communications. plans
17. Create newcomer COMM 2027 No
community S
engagement
guidelines.
18. Build awareness EC DEV 2027 No
with staff on use of
newcomer
Theme Objective Actions Lead Timing Financial
Team Resourcing
?
businesses for small
procurements
(>40K)
19. Monitoring & REDI 2026 No
reporting on
implementation of all
actions of the
Newcomer Strategy
Monitoring and Evaluation Plan
Reconciliation, Equity, Diversity and Inclusion (REDI) division will be
responsible for the oversight and tracking of the implementation process for the
Municipal Newcomer Strategy. Staff will report back to Council at the end of the
Partnerships and Community Alignment
The City recognizes and deeply values the work already being done by local community
organizations, cultural associations, faith groups, and regional partners to support
newcomers. This strategy is designed to complementnot duplicatetheir efforts,
and to strengthen alignment across initiatives, programs, and resources.
Collaboration remains essential to achieving meaningful and lasting impact. As the City
advances this strategy, it will continue to work closely with the community to respond to
evolving newcomer needs and opportunities.
Our Commitment Moving Forward
The Municipal Newcomer Strategy (2026
commitment to fostering a caring city where newcomers feel welcomed, included, and
supported to succeed. Over the next three years, the City will:
Advance the actions outlined in this strategy
Strengthen internal capacity to better serve newcomers
Implement targeted actions across all five themes to meet emerging newcomer
needs.
While municipal jurisdiction is limited, the City plays an important role in shaping a
welcoming environment and improving access to local programs, services, and
opportunities.
Looking Ahead
Newcomer Strategy provides a clear pathway for building a more connected and
thriving community. Together, with residents, partners, and City staff we can ensure
Kitchener remains a place where newcomers and long-time residents thrive,
together.
Existing Newcomer-focused Initiatives led by the City of Kitchener
Idea/Program Details
14 Community Partnering with neighbourhood associations and various community
Centres (some with organizations to provide programs that support newcomers through
kitchens)
The Small Business Provides entrepreneur training, business supports, and other services
Centre & SDG Idea that newcomers have benefited from.
Factory
The Neighbourhood Manages the Love My Hood program that offers grants through which
Development Team some newcomer initiatives have been advanced.
The Reconciliation, Newcomers are listed as an equity deserving demographic group and
Equity, Diversity & many of the work being done by the REDI team has and will continue to
Inclusion (REDI) positively impact newcomers, especially the RISE fund.
Team
The Program and This team manages the Leisure Access Fund which offers up to $400
Resources Services per person for low-income families to access recreation programs within
team the City of Kitchener.
Additionally, the team regularly initiates programs based on community
needs and many of these have benefited newcomers, such as a knitting
group for seniors, and a youth development program at Chandler Mowat.
The Access Without Ensures access to City services regardless of immigration status.
Fear Policy
Bylaw Enforcement Has been working closely with Conestoga College and other post-
secondary institutions to offer orientation to international students on the
The new AI-enabled The website makes it easier to simply search and find relevant
City of Kitchener information and this is likely to have a positive impact.
website
The Digital Kitchener The Digital Kitchener Strategy is about using technology to make life
Strategy Review better for everyone. There are intersections between the engagement
insights from the strategy and those of the municipal newcomer strategy.
Pitch Kitchener This initiative provides opportunities for the City to better engage with
startups and vendors to propose creative ways to improve city service
delivery.
The Missing Middle This initiative expands affordable and diverse housing options by
and Affordable supporting missingmiddle and lowercost rental units, prioritizing recent
Housing Community immigrants among the groups it aims to help access suitable homes and
Improvement Plan reduce financial barriers.
New Multi-language Community centres are implementing new program registration
Program signages to inform residents of upcoming programs in up to eight
Registration Signs at languages, based on the language demographics of each location.
Community Centres
Newcomer Strategy Development Full List of Engagement Activities
Event Location Date
1. Immigration Partnership Settle Steering Group Centre for March 25, 2025
meeting International
Governance
Innovation (CIGI),
Waterloo
2. Kitchener Waterloo Multicultural Centre KW Multicultural April 14, 2025
(KWMC)/Immigration Partnerships (IP) Centre
Proponents for Immigrant Employment
Session
3. Nigerians in the Region of Waterloo (NIROW) Victoria Park May 24, 2025
- Family Event
4. The Grand Indian Food Fair Carl Zehr Square May 25, 2025
5. Targeted session for newcomer small SDG Idea Factory May 27, 2025
business owners - SDG Talks
6. Filipino-Canadian Association - Independence Glencairn Church May 31, 2025
Day Celebration
7. Victoria Hills community centre pop up CC location June 2, 2025
8. Huron community centre pop up CC location June 3, 2025
9. Stanley Park community centre pop up CC location June 4, 2025
10. City-organized community engagement event City Hall June 5, 2025
11. Tri-pride festival Victoria Park June 7, 2025
12. Erick Traplin Day Carl Zehr Square June 8, 2025
13. Targeted session for internationally trained Catalyst 137, June 18, 2025
professionals with Workplace and Immigrant Kitchener
Network
14. KW Multicultural Festival Victoria Park June 21 & 22, 2025
15. Wilson outdoor pool pop up Pool location July 11, 2025
16. Afrovibes Festival Carl Zehr Square July 19, 2025
17. Drowning Prevention Day Harry Class Pool July 25, 2025
18. Community led event - Grassroots Response Catalyst, July 31, 2025
for Ukrainian Crisis Kitchener
19. Latin Heat dance session Carl Zehr Square August 1, 2025
20. Community led event - African Canadian ACAWRA Office August 9, 2025
Association of Waterloo Region & Area 675 Queen Street
(ACAWRA) Community Engagement Event S, Kitchener
ACAWRA partnered with over 22 community
organizations to deliver the event
21. KPL English conversation circle KPL Central August 14, 2025
Library
22. Chandler Mowat community centre drop-in CC location August 16, 2025
conversation session
23. Kingsdale community centre movie night CC location September 6, 2025
24. Country hills community centre movie night CC location September 13,
2025
25. Kitchener market pop up Kitchener market September 20,
2025