HomeMy WebLinkAboutCAO-07-018 - Joint Services Initiatives Program - Review and Update~~
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Report To: Mayor Carl Zehr and Members of City Council
Date of Meeting: April 30, 2007
Submitted By: Carla Ladd, Chief Administrative Officer
Prepared By: Michael May,
Director of Corporate Communications and Marketing
Ward(s) Involved: All
Date of Report: April 25, 2007
Report No.: CAO-07-018
Subject: JOINT SERVICES INITIATIVES PROGRAM -REVIEW AND
UPDATE
RECOMMENDATION:
For information only.
REPORT:
Prior to 2004 the Cities of Kitchener and Waterloo were engaged in an extensive number of
cooperative initiatives. In an attempt to build on those informal cooperative efforts, in January
2004 senior staff from Kitchener and Waterloo began discussions to explore the possibility of
formalizing and enhancing the level of collaboration and cooperation between the two Cities.
In September 2004, the City Councils of Kitchener and Waterloo approved the creation of a
Shared Services Program aimed at identifying, coordinating and managing opportunities where
a cooperative approach to services between the two cities would be beneficial.
The program started with five initiatives intended to pilot the benefits of shared services in four
specific categories: community integration, service rationalization, service efficiencies and
consistencies, and system efficiencies and consistencies. The first five initiatives were:
5 Original Projects of the Shared Services Program 12004):
^ Kitchener-Waterloo Woodworking and Craft Centre
^ Boarder Streets Maintenance
^ Integrated Infrastructure Management System
^ Consulting Service Agreement
^ Election Tabulation System
Building on the success of the first five initiatives, in February 2006 both City Councils approved
a new terms of reference for the program, renaming it as the Joint Service Initiative. The new
terms of reference expanded the program's scope to go beyond basic service delivery to include
strategic initiatives and to formally recognize the opportunity for both cities to share information
and learn from each others best practices.
According to terms of reference, the mission of the Joint Services Initiatives Committee is to
ensure that current and future opportunities to work collaboratively for the benefits of citizens in
Kitchener and Waterloo are identified, explored and leveraged wherever possible in an effort to
deliver municipal services in the most efficient and effective manner possible.
To help guide its operations, the Joint Service Initiatives Committee is committed to:
^ respect for municipal timing, and authority;
^ effective use of resources;
^ equity between the member municipalities;
^ a commitment to early engagement;
^ a commitment to open and timely communications, and;
^ a commitment to annual evaluation of the committee's terms of reference.
Since it first began to conduct its work back in 2004, the Joint Services Initiatives Committee
has identified a growing number of opportunities to add initiatives to the program. To help
assess and determine which of those additional initiatives might offer the best opportunities for
inclusion as a Joint Services Initiative, a number of criteria have been set out, including:
^ Enhancing the capacity of either municipality to deliver or develop aservice /program
beyond its resources.
^ Creating service level improvements while maintaining costs and / or producing future
opportunity savings.
^ Not be limited to operational issues but also consider when either municipality is faced
with capital requirements.
^ Providing operational and / or capital opportunities.
^ Be based on the principles of best practices.
Based on these criteria, the Joint Services Initiatives Committee has more than tripled the
number of projects that are now part of the program, from five to 18. This significant growth can
largely be attributed to the early success of the program and the strengthening of relationships
between the two cities as a result of the committee's work. In addition to the original five
projects, today, the following 13 projects are Joint Service Initiatives:
13 Projects Added as Joint Services Initiatives:
^ Cemetery Services
^ Purchasing -Online Auction of City Assets
^ Automated Staff Notification Systems
^ Winter Control /Snow Disposal
^ Culture Capitals of Canada
^ Community Investment Strategy /Grant Reviews
^ Cultural Mapping
^ Stormwater Management Program and Funding Review
^ Sports Tourism Strategy
^ Hydro Carbon Characterization Study /Research
^ Infrastructure Rehabilitation Joint Application for Federal-Provincial Grant Funding
^ Backflow Prevention
^ Parking Strategy
Along with the 18 formal Joint Services Initiatives, the Joint Services Initiatives Committee also
tracks the progress on four other projects involving a significant level of cooperation between a
number of municipalities and other jurisdictions (ie. library boards} within the region of Waterloo.
4 Other Projects Tracked by the Joint Services Initiatives Committee:
^ Expert Water Panel
^ Library Services
^ WIFI
^ Tourism
PROGRESS TO DATE:
1. The Kitchener-Waterloo Woodworkina & Craft Centre
Under the direction of an incorporated board of directors, in June 2006 the Kitchener-Waterloo
Woodworking & Craft Centre became a reality. The 4,800 square foot centre which is located at
173 Roger Street in Waterloo provides woodworking/craft senior hobbyists' from cities with a
local opportunity to learn and expand their skills.
The centre is financed through a grant from the Ontario Trillium Foundation, municipal operating
grants and upcoming membership fees. The funding ratio of both the operating and capital costs
for the new facility is based on a 2/3 (Kitchener} and 1 /3 (Waterloo} split which reflects the
approximate population ratio between the two cities.
Since occupying the new facility the volunteer board has achieved several major milestones,
including, but are not limited to:
^ the successful application for, and receipt of, an Ontario Trillium Foundation grant;
^ the purchase of new equipment for the facility, and;
^ the recruitment of volunteer working groups to assist with the design, layout and supervision
of the shop.
Members of the City of Waterloo's previous Project Woodwork and centre volunteers currently
make up the centre's membership. To ensure the centre is built on a solid foundation, the board
is currently concentrating on the development of the organization's infrastructure and internal
processes (ie. qualifications for membership, health and safety policies, emergency procedures,
etc.} before officially opening to the public. A full membership drive will begin once the centre is
officially opened to the public sometime in the Fall of 2007.
2. Border Streets Maintenance:
The Cities of Kitchener and Waterloo share twenty streets which link the two cities and form a
seamless border for many area residents.
Beginning in 2004 the Cities began rationalizing the winter maintenance routes (snow plowing
and salting} to better coordinate and distribute the routes on these shared streets between the
two cities. In 2005 fall leaf collection routes were added using similar principles and in 2006 the
summer street sweeping routes were added to this program.
Information on the shared winter maintenance and leaf pickup programs has been provided to
area residents on an annual basis and to date the feedback staff has received from area
residents has been positive.
During 2006 a formal agreement between the two cities was implemented to document and
clarify the roles and responsibilities of each city in delivering these maintenance services.
Rehabilitation and reconstruction of the border streets has also been aligned to ensure
economies of scale and the least disruption to our respective property owners.
3. Integrated Infrastructure Management System tIIMS):
Kitchener has released a RFP for a new Integrated Infrastructure Management System (IIMS}
software system. During the process leading up to the release of the RFP, Waterloo has
attended a meeting with Kitchener staff to learn about the product Kitchener is seeking and if
the solution will work for them. An offer has been made to Waterloo to sit in on the vendor
demos scheduled for the end of May. While Waterloo's assessment of their needs is still in its
infancy, the opportunity remains for Waterloo to join in the purchase if they believe the system
chosen by Kitchener could meet their needs.
4. Consulting Service Agreement
A shared consulting service agreement has been drafted and is under review by the lawyers
representing each city. It has been noted that each city has slightly different procedures for
retaining consultants and the agreement needs to reflect these differences. Once, staff from
both cities are in agreement on the draft, it will be circulated to the local Consulting Engineers
Organization for their comments and input.
5. Election Tabulation System
In 2005, the Cities of Waterloo, Cambridge and Kitchener issued a joint Request for Proposal
for Voting Equipment. This resulted in a very competitive and flexible price from a new
Canadian Company. Not only were there cost efficiencies but by having the same company,
information could be shared between the Cities on how best to conduct the elections.
In addition to the renting of equipment, the Cities were able to save thousands of dollars through
joint tenders for voter notification and printing of ballots.
6. Cemetery Services
In 2005, the City Councils of Kitchener and Waterloo approved Strategic Business Plans for
their respective Cemetery units. An outcome from these Strategic Plans identified the potential
to gain strategic and / or operational efficiencies through the integration of the two cemeteries.
In 2006, dialogue commenced between cemeteries staff who identified the following items as
possible starting points for greater cooperation:
^ Standardization of By-Laws
^ Shared Genealogical Records/Informational Websites
^ Joint Marketing Endeavours
^ Service Costing Review
Actions from the initial dialogue have already taken place. For example, a full service costing
review was completed, with the result being the aligning of prices in 2007 to more accurately
reflect the true cost of doing business. Additionally, the two cemetery units have done some
joint marketing work that has included a joint holiday advertisement placed in The Record as
well as the redesign of the existing Mt. Hope Cemetery maps to show both Waterloo and
Kitchener Mt Hope, together on one map.
Senior staff from both cities have agreed to continue to work together to explore opportunities to
evolve efficiencies at more significant levels.
7. Purchasing -Online Auction of City Assets
The Cities of Kitchener and Waterloo have been working together in recent months to develop a
joint online auction site for surplus City goods. Staff from both cities believes the creation of
such a site will ensure a cost effective process for disposing of surplus goods while providing
the general public with a tool to obtain surplus goods in a fair and equitable manner. Staff are
hoping to test the site internally in May and have the site up and running by June 1.
8. Automated Staff Notification Systems
The City of Kitchener's 2007 budget includes capital funding for an automated staffing computer
software. City of Kitchener staff has now completed a draft business plan for the project that
clearly outlines the City's specific needs for such a system. That business plan will be submitted
to Kitchener City Council in the near future. Once the software is implemented, staff believes
that it will enable departments to continue to meet and exceed the efficiency and performance
targets.
Staff from the Kitchener Fire Department has met with the Waterloo Fire Department to discuss
this project. The Waterloo Fire Department has expressed an interest in potentially partnering in
the system when it is further developed and recognize the possible benefits of working together
on this project in terms of program cost and implementation experience.
9. Winter Control /Snow Disposal
The storage of large amount of snow on city streets can restrict sight lines at intersections and
hinder traffic and pedestrian flow in high traffic areas. Given its limited storage capacity, the City
of Kitchener recently acquired a portable snow melting machine capable of melting large
volumes of snow
Expanding on the successes of recent joint municipal maintenance initiatives, the Cities of
Kitchener and Waterloo shared in the operation of this snow melter equipment this winter.
Collaboration on the learning and development of efficient and effective methods of melting
large volumes of snow will allow each city to reduce the impact of traditional snow removal
practices.
Centrally located lots housed the portable snow melter and staff from Waterloo and Kitchener
shared the resources necessary to dispose of the snow at these locations.
The City of Waterloo agreed to an equitable arrangement for access to the snow melter and will
pay the City of Kitchener $50,000 for the use of the snow melter during 2007. The financial
agreement will be reviewed on a yearly basis.
10. Cultural Capitals of Canada
The City of Kitchener's Culture Plan II (2005} identified a number of arts /culture needs in the
region -many of which went beyond the borders of the municipality.
One such initiative is the City's application for the Cultural Capitals of Canada program. With the
encouragement of the regional arts community and the Waterloo Regional Arts Council, and
through discussions with, and the general support of the Cities of Waterloo and Cambridge,
Kitchener submitted its application in October 2006. The application is for the year 2009.
Canadian Heritage advises that they will choose the winning city in the over-125,000 population
category within 4 to 6 months of the submission deadline date.
The application will propose a 2009 program year of events and activities presented by arts
organizations across the region.
11. Community Investment Strategy /Grant Reviews
The City of Kitchener is about to embark on a Community Investment Strategy aimed at
evolving its current civic grant program into a cohesive and accountable Community Investment
Program that will align the expenditure of civic resources with community and corporate
strategic directions.
At the same time, the City of Waterloo is undertaking an extensive review of several key policy
areas related to recreation, leisure and cultural services. In particular, approaches to
subsidization, pricing and cash grants are being assessed to understand how best to utilize and
allocate limited resources.
In discussing these two reviews staff has been working to identify shared strategies that will
advance opportunities to partner and improve collaborative investment amongst our partners,
municipalities, philanthropic and private sector agencies. We anticipate that in working together
we will improve the overall effectiveness and efficiency of local investment to achieve
community and corporate directions.
12. Cultural Mapping
To enhance our understanding of the arts and cultural sector in the region, the City of Waterloo
and City of Kitchener are undertaking cultural mapping of the assets of the community. There
are two traditional components in the process of `mapping' cultural assets: 1 } an inventory or
database of the participants in the community; and, 2} a relationship inventory that describes
`who is doing what, where and with what resources."
The City of Waterloo has recently completed the data inventory of its cultural sector through its
Cultural Mapping process. The City of Kitchener is undertaking the mapping of the
`relationships' and is specifically looking across the region, as it relates to Kitchener's
CulturePlan II Seven (7} Focus Projects.
The inventory /database will also be a key impact to the City of Waterloo's Recreation and
Leisure Services Master Plan process currently underway. An outcome of Waterloo's Master
Plan process will be to identify a clearer strategic direction for the delivery of services in the
Arts, Culture and Heritage realm. A further output will be the development of action plans to
realize the strategy including how the City of Waterloo will engage itself to the broader Regional
Arts, Culture, Heritage community and the Cultural Capitals program in 2009.
13. Stormwater Management Program and Funding Review tFormerly known as the SWM
Utility Feasibility Study
Staff has reviewed a draft interim report from our consultant and has developed the next steps
in the process. Staff from both cities will report the interim findings to their perspective Councils
in early May.
The interim report focuses on the basis for doing the study, the legislative requirements and
both cities' current SWM programs (including deficiencies and necessary improvements based
on current guidelines and regulations}. Proposed next steps include reengaging the public in the
second and third quarters to discuss the findings. This consultation will involve the Storm Water
Advisory Committee (SWAG}.
Following the public consultations, staff will consolidate the input and prepare a final report for
the Councils with options for moving forward with storm water management.
14. Kitchener-Waterloo Sports Tourism Study
Research shows that the Cities of Kitchener and Waterloo, both individually and in co-operation
with each other, have strong community capacity to implement a successful sports tourism
strategy given our central location, strong volunteer base, diverse population, wide range of
quality facilities (including extensive post-secondary educational facilities}, strong tournament
hosting history and strong local sports organizational infrastructure (particularly in hockey and
baseball}.
The Cities of Kitchener and Waterloo are currently working with a shared consultant on a Sports
Tourism Study aimed at assessing the current and potential role in, and benefits from sport
tourism. The scope of the study includes public and agency consultation, the identification of
the benefits of alternative sport tourism strategies with the associated investment, and the
development of a sport tourism strategy which substantiates the directions both cities should
follow over multiple levels including regional, provincial, national and international events.
To date, extensive public and agency consultation have been completed, alternative sport
tourism strategies have been investigated and a first draft of the Sport Tourism Strategy is
expected to be received by staff at both cities shortly for review. Depending on revisions, it is
expected that a report will come forward to the respective Councils for discussion and direction
on or around June 2007.
15. Hydro Carbon Characterization Study /Research
In early 2006, a pilot study on the characterization of hydrocarbons in storm water management
(SWM} Pond sediments was initiated. The Cities of Kitchener, Cambridge, Waterloo and the
Region ($2000 each}, along with the Ministry of Environment ($23,000}, entered into an
agreement to fund a pilot study that would analyze if the elevated reading of hydrocarbons in
SWM pond sediments originated from petroleum based products or from the parts of plants and
other vegetation growing in the ponds. This important distinction (ie whether it is plant based or
petroleum based} can have significant financial impacts on the sediment disposal options
available to the Municipality when performing sediment removal requirements in a SWM pond.
A researcher (Francine Kelly Hooper} was retained to perform the Pilot Study. As per the
agreement with the MOE, the grant from MOE is being administered by the City of Waterloo and
a Steering Committee has been formed to oversee the progress of the study. The work to date
has demonstrated technical evidence that this theory is correct and the MOE is continuing to
work with our researcher to evaluate the research data collected. It is anticipated that these
efforts may provide guidance to Ministry policy change over the next few years to allow for
alternative sediment disposal options
The collaborative approach to advancing this research understanding by the Area Municipalities
and the Ministry has potential for significant savings as we conduct further SWM Pond
maintenance requirements in the future.
16. Infrastructure Rehabilitation Joint Application for Federal-Provincial Grant Funding
In 2006 the Cities of Kitchener and Waterloo worked collaboratively on a joint application to
COMRIF for assistance in the rehabilitation of our waste water sewer infrastructure. The intent
of this joint application was to assist the municipalities with a comprehensive program utilizing
state of the art trenchless technology processes to upgrade the aging infrastructure that
currently represents amulti-million dollar liability. In early 2007 both Kitchener and Waterloo
were notified by COMRIF that we were unsuccessful in this competitive application process.
Staff from the two Cities will continue to seek out opportunities for joint funding applications to
the province and federal governments. This approach demonstrates coordination and
collaboration and the potential leveraged use of innovative technology to respond to common
municipal infrastructure challenges.
17. Backflow Prevention
Backflow prevention programs are being implemented in municipalities throughout North
America to mitigate the potential of foreign substances being drawn into the potable water
supply system. These programs are regulated by the National Standards of Canada.
Typically the backflow prevention devices are installed and maintained on private property near
the water meter locations. In the fall of 2006 Waterloo City Council requested that consideration
be given to a joint initiative program for Backflow prevention. In discussions between staff it
was determined that the current progress of the backflow prevention program in Kitchener was
further advanced than in Waterloo and that the opportunities for efficiencies were limited.
However an exchange of information and background material produced in Kitchener has
reduced some start-up cost exposure for Waterloo. As a result, Waterloo was able to postpone
the hiring of the Administrative Staff for 4 months, resulting in the savings of $15,000 and reduce
our media development cost by approximately $5,000 for an estimated total savings of $20,000.
Through these exploratory conversations Waterloo has discovered that the Townships of
Woolwich, Wilmot and Wellesley are at a similar stage to Waterloo and have expressed interest
in working together. Waterloo City Council has approved hiring a Backflow Prevention Officer
and it is expected that as the program is developed efficiencies will be achieved through
integration of the programs in Waterloo, Woolwich, Wilmot and Wellesley.
18. Parkina Strate
The City of Waterloo and City of Kitchener operate surface and structured parking facilities.
Staff from both cities have had an opportunity to review best practices in each jurisdiction and
will continue to engage in informal dialogue to share information and potentially seek
opportunities for collective efficiencies.
In 2007 the City of Waterloo will be completing a new Uptown Parking Strategy. It is anticipated
that this process may result in opportunities for further exploration between the two
organizations.
COMMUNICATIONS:
Indirect response to the terms of reference approved by the City Councils of Kitchener and
Waterloo in February 2006, the Joint Services Initiatives Committee has developed several tools
to help communicate the details of the program to residents in both communities, as well as to
better identify projects that are part of the program.
These communications tools include a standard wordmark (below} that will be used to identify
any projects operating as a Joint Service Initiative and an informational brochure that will be
available to residents at all city-owned facilities in Kitchener and Waterloo. Significant
information will also be posted on the websites of both Cities.
Staff in Kitchener and Waterloo will continue to look for additional opportunities to communicate
the details of the Joint Services Initiative to residents such as inclusion in Kitchener's `Your
Kitchener' newspaper.
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SUMMARY:
Since its creation in 2004, the Joint Services Initiatives program between the Cities of Kitchener
and Waterloo has been an unprecedented success. The program has grown from five initiatives
back in 2004 to 18 initiatives today.
More importantly, the program's success and the relationships it has fostered have evolved the
way we think about our operations and the way we do our business. Today, more than ever City
staff are looking at new initiatives and evaluating whether or not both Cities could work together
on the project, for the benefit of both communities.
The Joint Services Initiatives Committee will continue to meet in the coming months to look for
additional opportunities to add initiatives, grow the program and continue to improve the level of
cooperation between Kitchener and Waterloo.
Carla Ladd
Chief Administrative Officer