HomeMy WebLinkAboutFIN-08-011 - City of Kit Strategic Plan - Departmental Business Plans 2008-2010
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REPORT
Report To: Councillor B. Vrbanovic, Chair, and Members of
the Finance and Corporate Services Committee
Date of Meeting: January 14, 2008
Submitted By: Pauline Houston, General Manager of Financial Services
& City Treasurer
Prepared By: Coring Tasker, Internal Auditor
Ward(s) Involved: ALL
Date of Report: December 20, 2007
Report No.: FIN-08-011
Subject: City of Kitchener Strategic Plan -Departmental Business Plans
2008 - 2010
RECOMMENDATION:
THAT the City of Kitchener Strategic Plan -Departmental Business Plans 2007-2010 be
received for information.
BACKGROUND:
Since 2001, the Corporation has been working on many corporate planning initiatives, mostly in
isolation of each other. Some examples include: Community Plan, Corporate Plan, Leadership
Plan, various business plans, performance measurement and performance audit, 4 year budget
strategy, departmental/divisional/individual goals and objectives, workload management, etc.
Over the past eighteen months Staff, in conjunction with Council, has been working on
developing a cohesive, co-ordinated, comprehensive, 4 year planning process, in line with the
term of Council to bring all of those valuable planning pieces together. In January 2007, the
process model was presented and approved.
In April, 2007, Council, based on the 20 year planning horizon priorities(themes) identified in the
Plan for a Healthy Kitchener process, established priority directions and initiatives for this term
of Council X2007-2010). Based on those priority areas, departments went back to develop a
work plan to determine initiatives, timing of initiatives and resource requirements over the 4 year
timeframe. These initiatives and timelines were endorsed by Council, in September 2007,
subject to final budget review.
REPORT:
The next major step in the process is to develop departmental business plans and resource
budgets to reflect the directions approved by Council. There are five departmental business
plans ~CAO's Office, Community Services, Corporate Services, Development and Technical
Services, and Financial Services), as well as a corporate summary. The business plans are
divided into 4 major Sections:
Background Information -provides background information about each department including
department overview, services provided and departmental postion.
Departmental Business Plans -provides the details of initiatives, by theme, being led by each of
those departments, along with the performance measurements and timelines. This section also
includes a summary of key performance indicators related to the initiatives and timelines. This
section also includes a summary of operational key performance indicators for each
department. The Annual update section will be populated in February/March 2008 to indicate
progress/work completed in 2007.
Budgets -this summary section will be populated after the final approval of budgets (February
4, 2007).
Supplementary Information -includes organizational charts and staff complement counts for
each department. In addition, the Links to Other Departments section summarizes the
initiatives led by other departments that are supported in some way by the department. The
purpose of this section is to ensure all departments have recognized and accounted for the
workload and/or resource impact of this support role in their department's work plans.
FINANCIAL IMPLICATIONS:
The resource impacts of the initiatives identified in these business plan documents have been
accounted for as part of the budget process.
COMMUNICATIONS:
From the very beginning staff from across the Corporation have been involved in the
development of the departmental business plans. Now that those business plans are complete,
staff will turn their attention to the development of a full and extensive internal communications
plan that will aim to provide all employees with a clear understanding of the new strategic plan,
how all the initiatives and strategies fit together and how their individual roles within the
Corporation will contribute to us achieving the objectives of our strategic plan. Those internal
communications will begin to be rolled out to staff in early 2008 and will continue for the entire
year.
Pauline Houston, CA
General Manager of Financial
Services & City Treasurer
Corina Tasker, CMA
Performance Measurement
& Internal Auditor
PH/mf
amity of Kitchener
3usiness Plans
2007 - 2010
Created: Jan.2, 2008
Updated:
Departmental Business Plans 12/20/2007
CITY OF KITCHENER DEPARTMENTAL BUSINESS PLANS
TABLE OF CONTENTS
STRATEGIC AND BUSINESS PLANNING OVERVIEW ............................................................................................4
what is the City of Kitchener Strategic Plan? ...................................................................................................... 4
what are the Departmental Business Plans? ...................................................................................................... 4
Summary of Themes and Strategic Directions .................................................................................................... 5
SECTION 1: CHIEF ADMINISTRATOR'S OFFICE ..................................................................................................... 7
BACKGROUND INFORMATION ..................................................................................................................................... .. 7
Departmental Overview ..................................................................................................................................... .. 7
Services ............................................................................................................................................................. .. 8
Departmental Position ........................................................................................................................................ ~0
BUSINESS PLAN ........................................................................................................................................................ 12
Departmental Business Plan ............................................................................................................................. ~2
Summary of Key Performance Indicators (KPI's) .............................................................................................. 22
Annual Update ................................................................................................................................................... 24
BUDGET INFORMATION .............................................................................................................................................. 25
4 Year Operating Budget Plan ........................................................................................................................... 25
~0 Year Capital Budget Plan ............................................................................................................................. 26
SUPPLEMENTARY INFORMATION ................................................................................................................................ 27
Organizational Structure and Staff Complement ............................................................................................... 27
Links to Other Departments ............................................................................................................................... 29
SECTION 2: COMMUNITY SERVICES ..................................................................................................................... 31
BACKGROUND INFORMATION ..................................................................................................................................... 31
Departmental Overview ..................................................................................................................................... 3 ~
Services ............................................................................................................................................................. 32
Departmental Position : ....................................................................................................................................... 35
BUSINESS PLAN ........................................................................................................................................................ 37
Departmental Business Plan ............................................................................................................................. 37
Summary of Key Performance Indicators (KPI's) .............................................................................................. 43
Annual Update ................................................................................................................................................... 45
BUDGET INFORMATION .............................................................................................................................................. 46
4 Year Operating Budget Plan ........................................................................................................................... 46
~0 Year Capital Budget Plan ............................................................................................................................. 47
SUPPLEMENTARY INFORMATION ................................................................................................................................ 48
Organizational Structure and Staff Complement ............................................................................................... 48
Links to Other Departments ............................................................................................................................... 52
SECTION 3: CORPORATE SERVICES .................................................................................................................... 53
BACKGROUND INFORMATION ............................................................................................... ...................................... 53
Departmental Overview ............................................................................................... ...................................... 53
Services ....................................................................................................................... ...................................... 54
Departmental Position .................................................................................................. ...................................... 58
BUSINESS PLAN .................................................................................................................. ...................................... 61
Departmental Business Plan ....................................................................................... ...................................... 6 ~
Summary of Key Performance Indicators (KPI's) ........................................................ ...................................... 70
Annual Update ............................................................................................................. ...................................... 77
BUDGET INFORMATION ........................................................................................................ ...................................... 72
4 Year Operating Budget Plan ..................................................................................... ...................................... 72
~0 Year Capital Budget Plan ....................................................................................... ...................................... 73
SUPPLEMENTARY INFORMATION .......................................................................................... ...................................... 74
Departmental Business Plans 12/20/2007 2
Organizational Structure and Staff Complement ............................................................................................... 74
Links to Other Departments ............................................................................................................................... 77
SECTION 4: DEVELOPMENT & TECHNICAL SERVICES ...................................................................................... 79
BACKGROUND INFORMATION ................................................................................................................................... .. 79
Departmental Overview ................................................................................................................................... .. 79
Services ............................................................................................................................................................. 80
Departmental Position ...................................................................................................................................... .. 82
BUSINESS PLAN ...................................................................................................................................................... .. 84
Departmental Business Plan ........................................................................................................................... .. 84
Summary of Key Performance Indicators (KPI's) :............................................................................................ . 9 ~
Annual Update ................................................................................................................................................. .. 92
BUDGET INFORMATION ............................................................................................................................................ .. 93
4 Year Operating Budget Plan ......................................................................................................................... .. 93
~0 Year Capital Budget Plan ........................................................................................................................... .. 94
SUPPLEMENTARY INFORMATION .............................................................................................................................. .. 95
Organization Charts and Staff complement ..................................................................................................... .. 95
Links to Other Departments ............................................................................................................................. .. 98
SECTION 6: FINANCIAL SERVICES ...................................................................................................................... ..99
BACKGROUND INFORMATION ................................................................................................................................... .. 99
Departmental Overview ................................................................................................................................... .. 99
Services ........................................................................................................................................................... ~ 00
Departmental Position ...................................................................................................................................... 707
BUSINESS PLAN ...................................................................................................................................................... 103
Departmental Business Plan ........................................................................................................................... ~ 03
Summary of Key Performance Indicators (KPI's) :........................................................................................... X09
Annual Update ................................................................................................................................................. ~ ~0
BUDGET INFORMATION ............................................................................................................................................ 111
4 Year Operating Budget Plan ......................................................................................................................... ~ ~ ~
~0 Year Capital Budget Plan ........................................................................................................................... ~ ~2
SUPPLEMENTARY INFORMATION .............................................................................................................................. 113
Organization Charts and Staff complement ..................................................................................................... ~ 13
Links to Other Departments ............................................................................................................................. ~ ~6
Departmental Business Plans 12/20/2007 3
Strategic and Business Planning Overview
What is the City of Kitchener Strategic Plan?
In actuality, the City of Kitchener Strategic Plan - at least as a completed document that you
can flip through or access online -doesn't exist yet. The new plan will be available in those
formats in the coming months. Right now, it's still a work in progress with some pieces being
further along than others. We've been accumulating puzzle pieces all along the way-our
Corporate Plan, A Plan for a Healthy Kitchener, our internal leadership initiatives, our new three-
yearbusiness plan, KEY PERFORMANCE INDICATORS and audit initiatives, the Employee
Culture Survey, wellness initiatives and many others.
The point of the City of Kitchener Strategic Plan is to finally put all of the puzzle pieces together
in one document that paints a `big picture' that everyone can see themselves in.
^ It's about our community and the six themes of the shared vision that were mapped out
during public consultations in 2006 including: Quality of Life, Leadership and
Engagement, Diversity, Development, Dynamic Downtown and the Environment.
^ It's about our organization and our Corporate Plan, the document created in 2002,
which outlines our mission -Proudly Providing Valued Services -and ensures that the
work we are all doing every day aligns with the community's vision and Council's future
for city government.
^ And the City of Kitchener Strategic Plan is about our people and creating the kind of
organizational culture that fosters the kind of positive and desirable work environment
that is conducive to us providing the best service to our community each and every day.
Our people will be a major theme in the upcoming plan.
These are the major components of our 20-year City of Kitchener Strategic Plan. They are all
integral to one another and they are all equally important and equally valuable to our overall
success in serving our community.
What are the Departmental Business Plans?
Tying everything together are the three-year departmental business plans, a new tool that
aligns our priorities and spending with the community's vision and priorities which is the
content of this document. The business plans ensure thatwe are continuously delivering
results in the areas that our citizens believe are key to the health and vitality of our city and they
enable us to achieve a seventh theme thatwe now refer to as Efficient and Effective
Government.
Departmental Business Plans 12/20/2007 4
Summary of Themes and Strategic Directions
As mentioned in the previous section, the City of Kitchener Strategic Plan is comprised of seven
themes -six themes from the Plan for a Healthy Kitchener, and a seventh theme called
"Efficient and Effective Government". The following chart gives a brief explanation of the vision
for each theme as well as the strategic directions within each theme. All of the initiatives in this
three year business plan are categorized into the themes and strategic directions.
Theme: Quality of Life
Vision: A community that invests in maintaining basic services, in addition to amenities such as community
centres, museums, theatres, art galleries and leisure facilities, even if it means higher taxes.
Strategic Directions:
• Strengthen and formalize a framework for a healthy Kitchener
• Establish greater public appreciation and understanding of our cultural heritage resources. And protect our
cultural heritage resources through the employment of various forms of conservation practices
• Highlight arts and culture as a factor critical to the health of the community
• Create a community culture of safety
Theme: Diversity
Vision: A multicultural community in which different ethnic groups are encouraged to retain their different cultures
and lifestyles.
Strategic Directions:
• Create a corporate culture that is inclusive and represents the diversity of our community
• Allocate appropriate resources to enable the Corporation to define and realize goals and objectives of a
broad community diversity strategy, including corporate and program-specific policies and procedures
• Implement the Leisure Facilities Master Plan including development of a volunteer strategy, youth strategy,
seniors strategy and leisure access strategy
• Engage the public in initiatives and decisions that affect them and include communication and outreach
appropriate for and accessible to diverse audiences
• Continue to oversee priorities for physical accessibility improvement in City facilities as required under the
ODA 2001
Theme: Downtown
Vision: A community that has built a vital and lively downtown which provides all residents with a unique mix of
exciting, big city amenities and divers services.
Strategic Directions:
• Continue to implement the Downtown Strategic Plan
• Continue to focus resources, and create partnerships, to address the issue of safety perception in the
downtown
• Continue with economic strategies as a solid approach to redeveloping its economic health and well-being
• Support the goals and objectives of CULTURE PLAN II and foster vitality in the core
Theme: Development
Vision: A community that has carefully planned its neighbourhoods and growth by trying to attract specific types of
growth, even if it means restricting some new developments.
Strategic Directions:
• Manage the City's growth and development relative to the Province's "Places to Grow", the "Regional
Growth Management Strategy", and the "City of Kitchener's Official Plan" with a view to the critical
elements of a healthy community. As such the City must consider the economic, social, cultural and
environmental implications of all future development projects and initiatives
• Maintain a balanced approach to replacing and/or expanding existing infrastructure and building a new
infrastructure, such as water, sewer capacity, roads to support current and anticipated growth. And, that the
City advocate for and bring forward new technologies as the infrastructure of the future
• The Mayor and Council to continue to advocate for Kitchener's share of the federal and provincial tax
dollars and funds from federal, provincial and other infrastructure investment programs
• Continue with economic strategies, including focus on cluster development (manufacturing, education and
knowledge creation, bio-medicine and pharmaceuticals, and arts and culture), urban vitality, and
Departmental Business Plans 12/20/2007 5
employment lands, as a solid approach to the City's economic health and well-being
• Identification and preservation of cultural heritage resources
Theme: Environment
Vision: A community that focuses significant energy and resources on becoming more environmentally friendly
through investments in things like bike trails, improved transit systems, tougher environmental bylaws and stricter
growth management policies to limit sprawl.
Strategic Directions:
• Show leadership in the development of an environmentally sustainable community
• Endorse the proposed Environmental Remediation Strategy
• Support the implementation of the recommendations brought forth in the Citizens Report on Air Quality
• Develop a Transportation Demand Management Strategy that is an umbrella for efficient, environmentally
friendly transportation policies and programs for the future
Theme: Leadership and Community Engagement
Vision: A community in which the residents are engaged and active in decision-making about local issues.
Strategic Directions:
• Partner with citizens, businesses, agencies, organizations, school boards and all orders of government, as
appropriate, in all Healthy Kitchener initiatives
• Foster and sustain a high level of community leadership and engagement
• Ensure volunteer resources meet community needs
• Implement a Community Investment Strategy
Theme: Efficient and Effective Government
Vision: Proudly providing valued services.
Strategic Directions:
• Provide services to the public that match or exceed the customer's expectations and adopt standards that
put people first to ensure excellent customer service
• Leadership -position the municipality as a leader in public sector policy, processes, and programs
• Position the Corporation of the City of Kitchener as an employer of choice
• Ensure long term corporate stability and fiscal accountability to our taxpayers
o Invest and manage assets strategically
o Ensure effective and responsible stewardship of public funds within a supportive policy framework
o Ensure corporate fiscal targets are consistently met
o Maximize value through cost effective service delivery
o Ensure openness and transparency of City finances
• Innovation in the use of information technology
o Maximize technology to support timely, relevant and accurate information
o Optimizing technology solutions that will enhance our ability to interact and communicate more
effectively with our internal and external clients
o Enabled and knowledgeable workforce
• Proactively communicate with Kitchener residents in an effort to share information, educate the public, and
promote enterprises, programs and services
• Create a corporate culture where internal communication is a priority for all City of Kitchener employees
Departmental Business Plans 12/20/2007
~~ Chief Administrator's Office
Background Information
Departmental Overview
GoallMission Statement:
To assist Council and the community in the development and implementation of
the strateaic aaenda for the City.
Additional Information:
Divisional Goal Statements:
CAO 1 Administration
To provide exceptional service, support and leadership for corporate and community initiatives.
Economic Development
Our shared vision of Kitchener's economy is one where, from our past to our future, we prosper through
industry, knowledge, creativity, diversity and community.
Human Resources
A public service workforce committed to outstanding performance.
Communications & Marketing
To share information, educate the public, and promote enterprises, programs and services.
Departmental Business Plans 12/20/2007 7
Services
Division Section Services
C.A.O CAO Division is responsible for the development, coordination and
communication of the Cit Strate is Plan.
C.A.O. Responsible for the overall administration and leadership of the City of
Kitchener.
CAO Provide administrative support to the CAO's Office, Communications and
Administration Marketing, other divisions upon request. Acts as link to Mayor's Office
and other departments throughout the City, outside agencies and the
public.
Services include issues management, committee support (EAC, CMT,
SLT, and MLT), research, budget and financial coordination.
Customer Develop and implement Customer Service Strategy across the
Service corporation. Development of customer service standards and new
corporate-wide contact centre. Project management, business case
preparation, presentations, and research related to customer service
practices. Note: this function will move under the Financial Services
department once Phase 1 of the Corporate Contact Centre has been
implemented in 2008.
Community and Designs, facilitates, and reports on strategic planning initiatives with
Corporate members of the community and the corporation. Monitors and reports to
Planning Council on citizen priorities, satisfaction with services, and quality of life.
Develop and implement acommunity-wide Access, Equity and Inclusion
strategy. Development of a community engagement strategy, policies
and procedures. Support the CAO and Council's inter-governmental
relations including policy analysis.
KEY Implement a KEY PERFORMANCE INDICATORS program across the
PERFORMANCE corporation, aligned with the City's Strategic Plan. Conduct various types
INDICATORS- of audits and reviews of all departments. Coordinate and communicate
Internal Audit the creation of departmental business plans. Services include facilitation
of workshops, template creation, project management of audits, and
representation on various projects. Spearhead the development of an
Enterprise Risk Management strategy.
Human H.R.'s focus is on creating and retaining a public service workforce that is
Resources committed to outstanding performance. H.R. is responsible for the
following functions: employee recruitment and retention, corporate
training (employee development, management, health and safety),
workplace diversity, succession planning, salary administration, job
evaluations, labour relations, human rights, benefits and pensions
administration, employee wellness, health and safety, driver/equipment
training, standard operating procedures, WSIB administration/Safe return
to work, PeopleSoft system administration, strategic and organizational
planning, and general H.R. administration.
Economic Responsible for fostering economic prosperity for the City of Kitchener
Development and maintaining partnerships to promote growth.
Administration Provides overall direction and support to the Economic Development
division and related City divisions (i.e. Planning, Engineering, etc) on
economic strategies, economic research and major capital investments.
Provides advice and research to City Council on economic development
matters. Facilitates partnership building for major economic investments
and catalyst projects. Oversees and facilitates major economic
investment projects (e.g. Centre Block).
Departmental Business Plans 12/20/2007
Project Development of Business Cases for major capital projects across the
Administration & corporation. Management of EDIF & development of business cases
Economic related to economic investment. Management of Real Estate Portfolio.
Investment Provision of a Project Management Administration and training service.
Downtown & Oversees and facilitates the implementation of the Downtown Strategic
Community Plan. Coordinates and administers various financial incentive programs.
Development Provides support, research and advice to City staff and Council on
downtown matters. Responds to businesses inquiries, public inquiries and
various concerns relating to downtown matters. Facilitates various
working groups related to downtown initiatives. Liaises with the Kitchener
Downtown Business Association (KDBA).
Business Promotes and encourages economic growth in the City to generate
Development employment opportunities. Assist local industrial and commercial
business expansion. Provide development services (site selection, site
tours, development marketing, sale of City-owned land, expedition of
development plans). Works with external partners and working groups
(Regional and Provincial) to promote local business development.
Waterloo Region Provide services to entrepreneurs and small business owners (business
Small Business plan review, research support, networking opportunities, financing
Centre (SBC) information, etc.). Develop programs and seminars specific to local small
business needs. Develops and implements marketing strategies for the
SBC. Perform public relations functions for SBC. Liaise with all levels of
government, business and community organizations.
Corporate External Inform and engage the public on the Corporation's key decisions,
Communications Communications programs, services, policies and initiatives, and to manage sensitive
& Marketing issues through the development and implementation of strategic
communications plans.
Internal Share information with City staff and Council on corporate-wide decisions,
Communications policies, issues and initiatives that require strategic planning and advice.
Provide all City staff with the tools and training they can use to share
information with one another on projects and initiatives of a departmental
or divisional nature.
Marketing Increase public participation and generate revenue by promoting the
City's programs, services and Enterprises through the development and
implementation of strategic marketing plans.
Graphic Design Develop and maintain a consistent identity for the Corporation and its
Enterprises through professional graphic design and the management of
the approved Corporate brands as outlined in the Corporate Standards
Manual.
Print Shop Provide convenient and cost-effective printing, duplication and bindery
services for the City and its affiliated groups.
Tourism Provision of visitor information and visitor support for conferences,
conventions and promotions. Beginning in 2008 this function will operate
in cooperation with a new regional destination marketing organization
(DMO).
Departmental Business Plans 12/20/2007
Departmental Position: This section describes the current departmental position, by theme, including
key trends and influences impacting the Department.
Effective and Efficient Government:
Accountability & Transparency trend:
• Legislation will come into effect Jan.1, 2008 requiring governments to be accountable and transparent
to the public
• This will mean a greater focus on internal audit /reviews, KEY PERFORMANCE INDICATORS and
internal and external communication
Human Resources trends
Evolving workforce and retirement of baby boomers is leading to skill shortages and intensity in
competition for talent as well as the need to focus on adaptability vs. skill
Younger workforce has shorter commitment to any one employer, putting pressure on the City to
become more attractive and innovative in total compensation, recognition, benefits, training
opportunities, work environment /location to position ourselves as an employer of choice
36% of the City's management staff will retire in the next 8 years, 63% in 14 years, making succession
planning a priority
Diversity
Communications & Marketing trend:
• Diversity / shift in demographics and target audience -more diverse population requires new methods
for targeting the audience, choice of language and formats, and service delivery
Human Resources trend:
• Net increases to the labour force will come from immigrants, increasing the need to have a more
diverse workforce and eliminate barriers to employment for those groups
Dynamic Downtown:
Economic Development trend:
Studies show that the downtown is the heart of any city. In order to attract people to our City to visit, live, and
work it is vital that the Downtown be a vibrant place
New urban design policies for Downtown Kitchener were adopted in 2006, which include direction to
green downtown streets, promote liveability, support alternative modes of transportation, and support
LEED techniques.
Development:
Economic Development trends:
• Kitchener's economy will begin to focus less on industrial land, and more on building a healthier urban
economy
• Issues of climate change, demographic change, growth management philosophy, creative city
movements, increased public engagement and mass collaboration will affect the way the City grows
requiring adaptation and innovation relative to sustaining and growing the City's economy
Departmental Business Plans 12/20/2007 10
Quality of Life:
Tourism:
• Tourism will play a larger role in marketing the City to help attract businesses, employees, and
residents
Envirnnmpnt~
• Heightened environmental awareness will impact economic strategy and the transitioning of historical
industrial practices to environmentally friendly and responsible practices in order to compete in the new
economy
Leadership & Community Engagement:
Communications & Marketing trends:
• Digital age -shift towards use of the Internet for information and engagement requires a more
balanced approach between traditional forms of communication and online information sharing
• Community detachment -increasing detachment from government institutions requires new and
creative ways to share information and engage citizens, including volunteerism
Departmental Business Plans 12/20/2007 11
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`~ Community Services
Background Information
Departmental Overview
GoallMission Statement:
Together we provide a safe and healthy environment through facilities, services
and recreational opportunities to meet the needs of our growing and diverse
community.
Additional Information:
Vision
We are a leader in building and supporting a vibrant community where all citizens enjoy a high quality of life
in a safe and healthy environment.
The Community Services Department is comprised of five divisions: Administration, Aquatics & Athletics,
Community Programs & Services, Enterprise, and Operations. Collectively, the department provides a vast
array of customer-focused, community-oriented programs and services to the residents of the City.
The department's sport, leisure, recreation, community development, and arts and culture programs
promote the safety, health and well being of residents.
Some units within the department operate as businesses benefiting the citizens of the city by returning
dividends and surpluses (golf and parking) or focus on efficient service provision.
Its infrastructure maintenance programs, environmental management processes, beautification and parks
maintenance activities promote a healthy, accessible and enjoyable natural and built environment for
citizens.
The services and programs performed by the Community Services Department collectively provide a
significant contribution to Kitchener's high quality of life.
Departmental Business Plans 12/20/2007 31
Services
Division Section Services
GM/Administration Administration Responsible for departmental administration, as well as processing of
general provision and annual operating grants. This area supports City
Hall front line service deliver for all divisions of the department.
Arts and Responsible for managing the Rotunda Gallery, the Artist-in-Residence
Culture program and the public art program, implementation of Culture Plan II,
working with other City departments and divisions on a project basis, as
well as with the Arts and Culture Advisory Committee, the Public Art
Working Group, and anumber ofsub-committees.
Aquatics & Aquatics Operates 4 aquatic facilities, three outdoor pools, one wading pool spray
Athletics pad and Kiwanis Park. Direct programming of swimming lessons to all
ages, leadership development and advanced lifeguard training programs.
Partnership development with both Boards of Education to enhance
fitness opportunities for youth, leadership development and water safety
public education. Develop and deliver recreational and fitness programs in
aquatics, including aqua-fitness, water sports, camps, and rentals.
Athletics Liaise and facilitate minor sports organizations including volunteer
development, recruitment and planning support. Manage sports field
bookings, responsible for skate park, minor sport grants, Athletic Banquet
recognition, coaching certifications, summer sports camps, and
coordination of sport registration.
Community Community Responsible for the oversight of 12 community resource centres assisting
Programs & Resource in the development and maintenance of over 28 neighbourhood volunteer-
Services Centres/ based committees. The liaison services provided by the division, between
Community the city, neighbourhood associations and seniors groups, are based at
Development community centres and other locations throughout the city.
Seniors Operates the Senior Day Program at the Downtown Community Centre
Support six days per week. This supervised group program is for older adults living
Services in their own homes who have physical and/or cognitive challenges. Peer
Support Program groups, namely SHARE, Caregiver Support Groups,
New Beginnings, and Bridging the Gap, are also offered.
Volunteer Offers centralized recruitment, screening, referral, and recognition of
Resources volunteers for municipal volunteer programs and services. It also offers
and support and consultation regarding volunteer management to City staff
Community and to the Boards of Directors for Minor Sports Groups, Neighbourhood
Engagement Associations, and other groups affiliated with the City of Kitchener.
Safe and Creates, assists and advises in the development of community and staff
Healthy responses and initiatives related to violence, crime prevention and
Communities community safety.
Program and Provides city-wide programs, resources and services including inclusion
Resource services, services for Adults 50 Plus, summer playgrounds, winter rinks,
Services BYLD Youth Leadership Program, and youth services.
Enterprise Enterprise is comprised of 6 units that operate as enterprises or function
utilizing business principles as a key strategic direction. Each unit
operates independently with its own set of key strategies and outcomes.
Cemeteries Direct all aspects of the 7 City of Kitchener Cemeteries and Crematorium.
Golf Courses Responsible for overseeing the business operations for the two golf
courses: Rockway Golf Course and Doon Valley Golf Course.
KMAC Manage and oversee two units: the Kitchener Memorial Auditorium
Complex (Dom Cardillo Arena, Kinsmen Arena, Kiwanis Arena, Jack
Couch Park, Centennial Stadium and the skateboard park), five
Departmental Business Plans 12/20/2007 32
Community Arenas and Civic Square (winter season only).
Kitchener Oversee the entire operation of Your Kitchener Market.
Market
Parking To manage all aspects of the City's Parking infrastructure and operations
within the Downtown core, including 23 municipal surface parking lots and
3 parkades, as well as metered on-street parking spaces outside of the
Downtown.
Special Responsible for various events at City Hall and Victoria Park and rental
Events activities at City Hall, Victoria Park and the Victoria Park Pavilion that
create vitality in the downtown.
Operations Maintenance Road topping, grinding, infra red operations, slurry seal, pot hole
repair, the co-ordination of winter road maintenance
• Sidewalk and curb repairs, mudjacking, manhole and catch basin
repairs, major fencing, new subdivision inspection, construction of
retaining walls, boulevard restoration, the co-ordination of winter
sidewalk maintenance
• Road allowance debris pickup and in the Downtown Core, street
sweeping, catch basin cleaning, crack sealing, power washing, the
coordination of the leaf program
• Sewer repair and installations, sewer line dig up crews, construction
crew, the operation of Battler Yard
• Winter maintenance of Cit facilities and communit rinks
Park Woodlot management, urban tree management, boulevard trees,
Planning, subdivision planting co-ordination, tree protection, stump removal and
Development winter forestry activities
and Maintenance and operation of sportsfields, turf renovation, co-
operations ordination with sportsfield user groups, the support of winter forestry
activities and the co-ordination of winter facility maintenance
• Open space turf maintenance, turf maintenance on road rights of way
and hydro rights of way, cul de sacs and cross walks and the winter
maintenance of City facilities, community rinks and the co-ordination
of the leaf collection program
• Maintenance of City-wide gardens, flower and shrub beds, Victoria
Park grounds maintenance, greenhouse operations, City office plants,
tree nursery, community garden plots, facilities grounds maintenance
and the support of winter forest activities, delivery of sanitation
services for parks and open spaces and graffiti program
• Landscape architecture, site planning and design, project
management and delivery, parks and trail planning, subdivision
planning review, mapping and graphic reproduction
• Open space planning, stewardship and policy development.
Operations Sign manufacturing maintenance of regulatory signs, traffic control
Support and and pavement markings
Analysis Budget preparation, allocation, monitoring, and reporting, fleet billings,
customer inquiries, supervisor support, payroll, invoicing, attendance
management, road patrol program and all aspects of the operation,
development and quality assurance associated with the Division's use
of the IIMS system
• Maintenance of street furniture, tennis/basketball, horseshoe pits,
portable facilities (stadium, bleachers), installation of park signs,
maintenance of foot bridges, trail maintenance/inspection/parking lots,
special events services, playground inspections, training assistance
and tool cribs
• Storm water system management (inspection, flushing, pumping
station maintenance)
• Development of road patrol and quality assurance programs,
Departmental Business Plans 12/20/2007 33
development of standards and KEY PERFORMANCE INDICATORS,
inventory management, design and engineering liaison and support,
fleet analysis, labour and equipment scheduling systems, coordination
of GIS/GPS services, coordination of winter works programs,
identification of contracting-in and partnership opportunities
Departmental Business Plans 12/20/2007 34
Departmental Position:
This section describes the current department position, by theme, including key trends and influences impacting the
Department
Effective and Efficient Government:
Trend -changing workforce (civic and voluntary) -employee recruitment, training and development
requirements, flexibility in organizational culture, issues of continuity and retention
Trend -technology -how to make the most of the digital age to meet changing needs
Current initiatives the department is working on include administration assessment, Employee Culture Survey
results interpretation and action planning, department data collection system development and the
development of a CSD Strategic Plan (Charting Staff Direction).
Diversit
Trend -community convergence, diversity, inclusivity and accessibility -aging population, increased
immigration and the assurance that all citizens are able to access our programs, services and facilities
Current initiatives the department is working on include year round inclusion accommodations, youth and older
adult strategy development, and diversity/inclusivity strategy development and implementation
Dynamic Downtown:
Trend -attracting and retaining creative knowledge workers who seek creative interactions and `third spaces',
often in the core of a city, that reflect the authentic identity of the cities that they choose to call home
Current initiatives that department is working on include downtown parkettes upgrades, Victoria Park Strategic
Plan, vitality initiatives, Special Events strategic plan and Your Kitchener Market strategic development
Development:
Trend -growth of City impacting service -need to be responsive to increasing demands on programs, services
and facility arising from growth and development
Current initiatives the department is working on South Kitchener Recreation Complex (Huron Farm Site
development) location/feasibility study, Doon Golf Course expansion, Walter Bean Bridge, re-use of
Queensmount and Patrick J. Doherty arenas, Forest Hill Pool growth, Automated External Defibrillation
program, and Sport Tourism Strategy development.
Quality of Life:
Trend -incubating creativity, innovation and integration -managing our response to new ideas, integrating
various disciplines in order to grow creativity and the capacity to evolve the processes needed to deliver
innovation.
Current initiatives the department is working on include supporting and implementing goals and objectives of
Culture Plan II projects (Community Investment Strategy, Cultural Capitals of Canada)
Environment'
Trend -climate changes affecting planning and management of services and facilities; impacts sustainability,
capacity building, ability for department to be resilient and responsive
Current initiatives the department is working on include tree planting and tree inventory programs, natural area
stewardship/conservation, Huron Natural Area development and environment/woodland parks.
Departmental Business Plans 12/20/2007 35
Leadership & Community Engagement:
Trend -volunteerism -changing demographics and generational changes impacting on level of volunteerism
in community and ability to commit to volunteer driven organizations and boards
Current initiatives the department is working on include Cameron Heights Collegiate Master Plan
development (Kaufman Park), joint use agreement review, Communities in Bloom, Victoria Park Citizens
Group and volunteer strategy development
Departmental Business Plans 12/20/2007 36
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~~ Corporate Services
Background Information
Departmental Overview
GoallMission Statement:
To provide a high level of customer-focused leadership and direction in support of
the corporation's business goals and governance standards. By being a proactive,
adaptive and responsive department, we ensure that the corporation is an
effective, efficient, accountable and accessible local government.
Additional Information:
Based on a vision of the role the department aspires to play within the corporation, the Corporate Services
Department Goal /Mission Statement is derived from common elements found in the goal statements of
each of the component divisions that make up the department, namely:
By-law Enforcement
Facilities Management
Information Technology
Legal Services
Legislated Services
Office of the Mayor and Council.
Key to the goals /mission of the department is the notion of support. Corporate Services functions to
provide the professional support other areas of the corporation need to move their business forward.
The question, `Who is the customer?' is an interesting one for Corporate Services. While the Department's
work is largely focused internally - on enforcing the corporation's by-laws and providing support to internal
corporate customer divisions and to Council -aspects of providing service directly to the public can be
found in areas such as the Legislated Services and By-law Enforcement Divisions.
Regardless of whether the focus is on an internal or external customer, the department strives to be
cooperative and adaptive to customers' needs. From time to time, the department's ability to deliver on
customer satisfaction in the traditional `the customer is always right' fashion, may be complicated by, and
must be balanced against, the Department's priority mandates to: a) ensure compliance with federal,
provincial and municipal legislation; b) provide sound legal advice regarding the Corporation's interests;
and, c) ensure that support is provided in accordance with interests identified by the broader corporation,
as opposed to the wishes of a narrower group. In such cases, the department's goal is to communicate
why, and the extent to which, these mandates prevent the department from delivering exactly what the
customer is seeking, and to work with the customer to find suitable alternatives.
Departmental Business Plans 12/20/2007 53
Services
Division Section Services
Corporate General Manager Responsible for the overall administration and leadership of the
Services Corporate Services Department.
ii tr tin Provide administrative support to the General Manager and other
divisions upon request. Acts as a link to other departments
throughout the City. Services include budget, research, meeting
support and general administration.
Information ~~i ~r~~~ Office Services and Administration are responsible for Strategic
Technology ii tr ti Planning, Budget Administration, Staff and Office Environment
management and general division administration.
Client Services Client Services is responsible for maintaining and developing the
City's computer network infrastructure and all desktop computers,
including more than the 70 network servers and over 900 desktop
computers. Client Services offers ongoing support for hardware and
software inquiries through the Help Desk and also offers various
training programs to all City Staff to help them get the most from the
City's investment in technology.
Database The GIS section is responsible for creation, acquisition, and
Administration &GIS maintenance of spatial layers, attributes, and metadata required to
publish maps internally and externally by the Corporation. The
collection of spatial layers, attributes, and associated metadata is
collectively known as the Corporate Database. This database is a key
information resource for staff as it represents a formal catalogue of all
assets, administrative areas, and other important features used in the
business of Municipal Government.
Database Administrators are responsible for the electronic information
stored within the city's corporate databases .These databases record
some of the Corporation's most critical information such as payroll,
revenue, billing ,property, planning, equipment, scheduling and work
order data.
Business Systems Information Technology's Development group develops and supports
& Support customized computer software used by City of Kitchener staff. In
addition, the development team integrates all purchased applications
to the corporate software infrastructure. Asignificant portion of the
development resources are dedicated to maintaining the CIS
application, due to on-going legislative changes and other projects.
Development is also responsible for creating and maintaining the
City's Intranet (internal) and Internet (external) and several enterprise
web sites.
Business Systems Analysts (BSAs) are the I.T. representatives who
work in partnership with operational departments on new initiatives,
current operating issues, and technology opportunities. The services
provided range from as small as obtaining laptops or cameras to
managing large scale projects.
Telecommunications Telecommunications is responsible for maintaining and developing
the City's telephone infrastructure. The telephone system is an
Departmental Business Plans 12/20/2007 54
Division Section Services
essential business tool at the City, providing telephone and voicemail
Telecommunications services for 53 locations, 22 key systems and more than 1,100
continued telephone sets.
Office of As political assistants, provide advice and expert support for Mayor
Mayor & and Council, enabling them to effectively carry out the requirements
Council and responsibilities of Elected Office. Maintains awareness of
community issues, and advises Council of same. Provides support to
constituents and other external parties through the analysis and
resolution of their concerns.
Legislated Office of the City Provide Council/Committee secretariat services to
Services Clerk Council, Standing, Advisory and Quasi-judicial committees including
agendas, reports, minutes, correspondence, delegations,
appointments, and meeting schedules;
Advice on parliamentary procedures, public notices/advertisements;
Liaise with other levels of government and administrative tribunals;
Municipal Code, Council Policy Manual, Municipal Directory & Data
Manual;
Vital Statistics including marriage licenses, birth and death
registrations;
Coordination of Assessment Rolls, Municipal Elections, Local
Improvements, Heritage Register, Freedom of Information requests
Records & Archives Records:
Provide corporate-wide training, education, guidelines and procedures
for all aspects of information and records management;
Appraise, inventory, classify and organize records including
developing file classification systems and file plans;
Records disposal and destruction (authorized destruction and
confidential shredding/lock boxes);
Develop and maintain Retention Schedule and By-law (policy);
Provide low-cost inactive records storage, retrievals and research;
Active file room design and management;
File equipment and supply selection;
Electronic records management including email management;
Imaging and microfilm conversion services -Decide what gets
imaged/microfilmed -how, where, storage, process
Archives:
Maintain and protect the City's history -identify, collect and preserve
archival records and artifacts;
Long-term preservation of archival electronic records;
Corporate awards and corporate studies management;
Archival and awards displays;
Community outreach
Library management (internal corporate libraries):
Catalogue library materials;
Library research assistance and training;
General library management including equipment and supply
selection, book repairs and maintenance
Freedom of Information:
Request coordination, assist with adherence to legislation, protect the
City's rights, protect public's privacy, facilitate transparency
Departmental Business Plans 12/20/2007 55
Division Section Services
Records & Archives System administration (Records management system, LCAT library
continued system, LaserFiche imaging system, Archives tracking system, etc.)
Licensing Customer service and inquiries regarding business and lottery
licensing;
Issuance, inspection and enforcement of approximately 90 different
types of business licenses;
Issuance of lottery licenses including bingo, break-open and raffle
licenses;
Inspections & enforcement;
Review Lottery reports submitted by organizations;
Auditing of lottery organization's Lottery Trust Account;
Interpretation of regulations
Mail Services Provide internal mail delivery;
Postage processing;
Courier services between City facilities;
Maintain courier contract
Legal To provide legal advice to Council, Council Committees and staff on
Services aspects of the law as it relates to the business of the municipality,
represent the City in proceedings before administrative tribunals and
Courts, participate on legislative development relating to municipal
government, and compose legal documentation necessary to
implement the decisions of City Council.
Facilities Administration Supports all sections of the division and provides the interface
Management between Facilities Management and all other departments and
divisions, as well as the general public. Administrates the creation and
execution of work orders. Manages equipment and supply purchase
for all sections of the division. Supports administrative, budgeting,
research and reporting activities within the division.
Building Maintenance Responds in a timely manner to more than 10,000 client requests for
building maintenance each year. Manages the services of outside
contractors. Performs regular building maintenance and monitoring,
and ensures legally required inspections are carried and certifications
of City buildings are achieved. Supports all departments and divisions
of the Corporation.
Custodial Carries out custodial duties in City buildings, and responds in a timely
manner to client requests for building custodial services. Supports all
departments and divisions of the Corporation.
Building Repair Reviews the integrity of City buildings, reports on urgent preventative
maintenance and repair requirements, and acts on these
requirements according to Council direction, and within the bounds of
budget and staff capability. Reduces the incidence of breakdowns and
catastrophic failure.
Security Physically and electronically monitors buildings for security related
issues, and responds in a timely manner to requests for security or
emergency health support. Proactively submits requests for building
maintenance, building repair or custodial services as required.
Supports all departments and divisions of the Corporation.
Energy Management Undertakes projects that result in energy savings, allowing the City to
operate its buildings as efficiently as possible. Collects and provides
data on energy consumption, providing metrics of efficiency.
Researches, champions and applies new technologies to City
Departmental Business Plans 12/20/2007 56
Division Section Services
infrastructure projects. Provides information and training to City staff
with re and to Ener Mana ement and conservation.
Project Management Represents the City and the City's boards to various boards, in the
planning and execution of construction projects. Manages and
administers infrastructure projects, and drives Corporate initiative to
develop projects to a higher standard of Project Management and
Energy Efficiency. Researches legislation, technologies, project
management paradigms and incentives that may be applied to
projects. Responds to legislated changes..
Land Asset Administers the process of procurement of lands and easements for
Management the City. Executes the sale of lands not required in the City's
inventory. Deals with all public requests and inquiries regarding land
owned by the Corporation.
By-law General By-laws Administer and enforce the provisions of by-laws relating to
Enforcement neighbourhood issues, such as property standards, zoning, fences, lot
maintenance, adequate heat and sight obstructions.
Parking Enforcement Administer and enforce the provisions of by-laws relating to the City's
Traffic and Parking By-law. Administer the private property parking
officer program.
Noise Enforcement Administer and enforce the provisions of the City's Nuisance Noise
By-law. Certified noise officers measure the decibel levels and
produce reports with respect to the City Quantitative Noise By-law.
Parks Patrols Patrol the City's system of parks, trails and community centres.
Administer and enforce the provisions of the City's Parks By-law.
Sign Enforcement Administer and enforce the provisions of the City's Sign By-law.
General Inquiries Respond to general inquiries with respect to municipal regulations.
Actively participate on a variety of neighbourhood advisory groups.
Court Administration Administer/process trial requests with respect to parking violations.
Departmental Business Plans 12/20/2007 57
Departmental Position: This section describes the current departmental position, by theme, including
key trends and influences impacting the Department.
Effective and Efficient Government:
Innovation in the Use of Technology
• Amanda wireless mobile technology implemented for Building Inspections, By-Law Enforcement, Fire
Prevention.
• Website Surveys and feedback tools designed and implemented
• Delta Project RFP created, issued and vendor applications chosen
• Corporate Records Management RFP created, issued and vendor application chosen
• Digital age -shift towards use of internet for information and engagement driving the need for the ability
to contact Members of Council through a website link and an improved internet site
Facilities Management
• Project construction has been to a high standard of quality, given budget and staffing constraints. We
have a divisional initiative to improve our level of performance in project and energy management.
• Construction of the new Kitchener Twin Pad to LEEDTM Gold Standard for Energy Efficiency
• LEEDTM certified consultant retained for Kitchener Twin Pad ~ retain certified consultants for future
projects
• LEEDTM Energy Efficiency principles applied to Fire Hall 7
• A recent review of the construction industry shows that it is not ready for the higher standards imposed
by LEEDTM, and in fact is resisting this new standard; therefore, Facilities Management has determined
that there is a need to look at a selection process that will favour contractors with the foresight to
become familiar with LEEDTM projects.
• Ongoing staff training ~ LEEDTM accredited professional status for all Project Managers
• Pre-qualify general contractors and sub trades with an emphasis on LEEDTM project experience
• Facilities Management has contracts with its clients suggesting various response times depending on
the level of urgency and these contractual obligations are not currently being met due to increased
workload. The number of work orders submitted to and processed by Facilities management has tripled
in the last five years and we expect this trend to continue.
• Implementation of the Delta Project is underway which will help improve and streamline the Facilities
Management work order process.
• Facilities Management organization review has been completed and has identified structural changes
and the need for additional resources to meet demands.
• Corporate initiatives demand a lot of management and staff time. This time commitment is not taken into
consideration when new programs or processes are introduced. Our available resources do not meet
our total need, and we have encountered challenges in attempting to meet our obligations to participate
incorporate initiatives and activities.
• At the same time, Facilities Management has identified a need for resources to support a higher level of
preventative maintenance in all City facilities under Facilities Management control, to operate and
monitor our Energy Management program, and to fully participate in the implementation of corporate
initiatives such as the new Delta project, the Culture Survey, the Facilities Management Internal Review,
business planning & budgeting.
• We have limited opportunities to retain additional staff to deal with demands imposed on the division by
corporate initiatives. Our funding and staffing levels do not meet our needs: simply put, the corporate
support structures our division requires are not in place.
By-law Enforcement
• By-law Enforcement is preparing a neighbourhood guide relating to the City's municipal by-laws to
provide easily understood and accessible information to residents with respect to promoting healthy
neighbourhood relationships.
• By-law Enforcement has identified that improvements need to be made with respect to their system of
receiving and handling telephone inquiries. As such, they are participating in the Customer Contact
Centre project as part of the Customer Service Strategy.
Departmental Business Plans 12/20/2007 58
Legal
Bill 130 -Legal conducted a review of the draft legislation, discussed the review with Council and made
submissions to the Legislature's Committee regarding some requested clarification and changes with
respect to the legislation. Upon the adoption of Bill 130 Legal staff has been working with staff in
licensing and enforcement to assess the new provisions and determine what changes can be
incorporated into City practices. Legal has also participated as part of the Accountability and
Transparency Committee, reviewed some existing policies and has written a delegation policy for the
City. Legal continues to assess the changes to the Municipal Act brought about by Bill 130 when ever it
provides advice.
Legislated Services
Automated Corporate Records Management System
• Purchased RMS software from OmniRim and will begin implementation in December.
• This will allow more efficient management of corporate records, in order to comply with our statutory
requirements
Population growth in the City has driven the need to examine the size of Council and the location of ward
boundaries to ensure appropriate coverage and service to constituents.
• Completed public process to determine the appropriate number of Councillors. Decision to move from 6
to 10 starting with the 2010 elections.
• Developed terms of reference for the Ward Boundary Review and have issued E01 for a consultant to
lead the process.
Low voter turnout at the last municipal election and a desire to drive more community engagement in
municipal affairs has led to the establishment of a Voter Turnout Committee with representation from the
public, staff and Council. The Committee is continuing to meet with the intent to have recommendations for
Council early in 2008.
Robotic Cameras in Council Chambers
• Robotic cameras installed in chambers for use by Roger's cable and City staff. Plan is to have staff
trained on using the equipment, develop protocol for use of the cameras to web cast meetings and
implement by 2009 a new process for recording meetings.
• This will improve /increase media coverage of Council meetings, improving accessibility to municipal
information for the public as another way to promote civic engagement
Legislation will come into effect Jan.1, 2008 requiring governments to be more accountable and transparent
to the public
• Established committee with representation from the public, media, staff and Council. Developed and
presented Accountability and Transparency policy.
• Continue to meet to develop Code of Conduct and make recommendations early in 2008 on
appointments under the Accountability and Transparency part of the Municipal Act.
• Contacted the Boards subject to Municipal Act (KPL, KHI, KDBA & Belmont BIA) to ensure they are in
compliance with Act. Will begin to post minutes of Board meetings in 2008.
Diversit
Net increases to the labour force will come from immigrants, increasing the need to have a more diverse
workforce and eliminate barriers to employment for those groups.
• Work is being done with "Focus for Ethnic Women" to arrange 5-week unpaid co-op placements in the
Office of Mayor & Council as part of overall training program.
The Accessibility for Ontarians with Disabilities Act (AODA 2005) requires that all municipalities address
accessibility deficiencies by January 1, 2025
• The Accessibility Audit of 48 City facilities has been completed. The Accessibility Audit report has been
Departmental Business Plans 12/20/2007 59
assigned to staff for costing and assessment of time commitment, so that this information may be
presented to the Barrier Free Steering Committee.
Dynamic Downtown:
Not applicable.
Development:
Not applicable.
Quality of Life:
• By-law Enforcement is undertaking a review of the City's by-laws to ensure that the regulations in place
are appropriate and balanced to meet the needs of the community.
• Facilities Management contributes to the quality of life of residents through the professional
management of our buildings, such as community centres, arenas, etc.
Fnvirnnmpnt~
Heightened environmental awareness is driving the City to adopt more environmentally friendly and
responsible practices including:
• Implementing energy saving LCD monitors in place of CRT's for all computers.
• Recycling or donating obsolete computer technology
• An energy management plan with a measurement component is required by legislation for 2008. Better
consumption data and reporting tools are in place which will drive improved performance in energy
management.
• Implementation of LEEDTM Energy Efficiency principles in current projects
• LEEDTM training for LEEDTM accredited professional status.
• Ongoing application of energy revolving fund to implement energy management projects.
• Departmental buy-into LEEDTM Energy Efficiency principles
Leadership & Community Engagement:
Not applicable.
Departmental Business Plans 12/20/2007 60
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Development
Services
Background Information
Departmental Overview
GoallMission Statement:
Technical
To ensure a high quality built urban environment, that is efficient, safe, livable,
prosperous and vibrant through proactive urban planning, growth management,
quality road and sewer infrastructure and timely developmentapprovals, while
providing building and property protection, life safety, fire prevention and
suppression and life supportservices.
Additional Information:
The Administration Division
A professional, friendly team committed to providing excellent administrative and efficient service to our
community and the Corporation in a timely, innovative and effective manner.
The Building Division
We are committed to ensuring that construction in Kitchener is safe, orderly and accessible to all by
providing; sound, timely, creative and effective building services to our clients in a manner that anticipates
the constantly changing needs of the community.
The Engineering Division
We are a proactive team of skilled professionals who cost-effectively plan, design and maintain a high
quality infrastructure system that supports the social and economic needs of our City.
The Kitchener Fire Department
We are a team of highly trained and caring professionals, committed to increasing safety and security,
protecting and strengthening our community through education, prevention, rescue, fire suppression and
life support.
The Planning Division
Our mission is to enhance the quality of life of the community and guide the design of Kitchener through
innovative planning which anticipates and manages change while upholding the public interest.
Departmental Business Plans 12/20/2007 79
Services
Division Section Services
Administration Responsible for providing administrative support to the divisions,
budgets, municipal addressing, zoning, permits, data management, DTS
records and files.
Fire Communications Provides dispatching service to the City of Kitchener, City of Waterloo,
Wellesley Township, Wilmot Township and Woolwich Township. The
Communications Division also provides alarm monitoring services to
residents of Waterloo Region, through a program called Direct Detect.
Fire Prevention Provides a wide range of services to the residents of Kitchener,
including: Fire Code Enforcement, Building and Licensing Inspection,
Fire Investigation, Children's Education Programs, Adult Education
Programs, and Arson Prevention.
Suppression Staffing the 7 fire stations, 24 hours a day 7 days a week, Kitchener
provides a complete range of emergency response services, including:
Fire Suppression, Hazardous Materials Response, Technical Rescues,
Motor Vehicle Collision, and Medical Response.
Training Responsible for coordinating and developing all the training and
educational activities of the Department's personnel.
Community Responsible for the preparation and maintenance of the Community
Emergency Emergency Plan which includes preparedness, emergency response
Planning and community recovery. It also involves the training of City staff and
providing information about emergency preparedness to our citizens
Apparatus and Responsible for maintaining day-to-day reliability by inspection, record-
Equipment keeping, training, setting procedures and coordinating replacement of
the apparatus and equipment.
Building Permits Reviews drawings submitted for compliance with the building code and
other applicable laws. Answers questions on when building permits are
required and what information is to be included when applying for a
permit.
Inspections Inspects buildings during various stages of construction to confirm
compliance with the approved drawings and the building code.
Responds to and resolves grading complaints and issues.
Engineering Infrastructure Responsible for the collection, processing, analysis, and interpretation of
Asset Planning information concerning the current and future state of city infrastructure.
From this, this section derives preventative maintenance, rehabilitation,
reconstruction programs from these assessments, and works to develop
budgets and budget forecasts for these programs.
Design and Responsible for approvals, design and management of
Approvals construction/reconstruction projects for roads, sewers, watermains,
sidewalks, storm drainage, and subdivision servicing and new facilities
driven by development. It also is responsible for general technical
inquiries and information requests.
Construction Responsible for the construction of projects that involve the
construction/reconstruction of roads, sewers and watermains. It is also
responsible for administration of rehabilitation programs for roads,
sanitary sewers and sidewalks.
Development Responsible for planning, development, construction activities and
Engineering servicing of new subdivisions. This section also maintains user fee
revenues generated by development designs, processes sump pump
applications and damage deposits.
Transportation Responsible for traffic control on City streets, which includes traffic and
Planning parking impact analysis, speed studies, collision investigation, traffic
calming, reviewing site plans, plans of subdivision and events on City
Departmental Business Plans 12/20/2007 80
Division Section Services
roadways. They also design, construct and maintain surface parking lots
and ara es and coordinate street li htin .
Planning Development Manages all applications for land development, including subdivision,
Review Official Plan amendments, zone changes, site plans and condominiums,
as well as being responsible for community planning and implementing
the City's urban design program.
Long Range & Responsible for land use planning: official plan, policies and programs
Policy Planning related to heritage conservation, environmental planning, urban design
and growth management.
Departmental Business Plans 12/20/2007 81
Departmental Position
This section describes the current departmental position, by theme, including key trends and influences impacting
the Department.
Effective and Efficient Government:
Increased public awareness of municipal infrastructure issues compels us to be more resourceful and to
gain efficiencies in our work. We do that by leading or participating in these areas:
°Asset Management Property Team
°Best Management Practices
°Sanitary Utility Committee
°Municipal Storm Water Management Group
°Utility Coordinating Committee
°Railway Safety Audit and railway System
°Joint Operations and Engineering Committee
°Area Municipal Public Works Meeting
°Consulting Engineers of Ontario -Liaison Committee
Diversity
Not applicable
Dynamic Downtown:
The trend towards urban revitalization is a key factor guiding our work in these areas:
°Downtown Leadership Group
°Parking Strategy
° Upper Storey Program
° King Street Master Plan
Development:
The City must consider the economic, social, cultural and environmental implications of all future
development projects and initiatives with a view to the critical elements of a healthy community, in order to
manage the City's growth and development relative to the Province's "Places to Grow", the "Regional
Growth Management Strategy", and the "City of Kitchener's Official Plan".
° Growth Management Task Force
° Economic Development Advisory Committee
°Waterloo Region Home Builders Liaison Committee
°Development Charge Committee
°Site Plan Review Committee
Quality of Life:
As custodians of the City's cultural heritage, we are committed to preserving and protecting our heritage
resources. We are expanding our staff resources to enable increased attention to this vital work through
Heritage Kitchener.
Departmental Business Plans 12/20/2007 82
Environment:
Heightened environmental awareness will impact economic strategy and the transitioning of historical
industrial practices to environmentally friendly and responsible practices in order to compete in the new
economy: We are committed to showing leadership in the development of an environmentally sustainable
community.
° Environmental Committee
°Alder Creek & Upper Strasburg Creek Watershed Study Steering Committee
° Doon South Functional Drainage Study Steering Committee
°Develop a Transportation Demand Strategy
°Environmental Remediation Strategy and 5 Best Bets
Leadership & Community Engagement:
The demand for rapid transit requires us to working with stakeholders to identify and assess potential impacts
of all forms of development of rapid transit on residential areas and adjacent corridors.
Develop a communication plan within the Community Engagement Strategy to increase awareness and
educate the community in Fire safety in the home and at work.
Departmental Business Plans 12/20/2007 83
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O
r~ Financial Services
Background Information
Departmental Overview
GoallMission Statement:
The Financial Services Department provides financial stewardship and ensures the
long term financial stability of the City through the effective management of the
City's fiscal resources. Given our important role in the financial management of
the City, a number of the City's assets, including its Fleet and Utilities, are under
the wing of Financial Services.
Additional Information:
Headed by the General Manager/City Treasurer, the Financial Services Department is responsible for the
financial management of the City and is comprised of six divisions: Accounting, Financial Planning and
Reporting, Fleet, Purchasing, Revenue, and Utilities.
Departmental Business Plans 12/20/2007 99
Services
Division Section Services
Administration General Responsible for the overall administration and leadership of the Department
Manager, and each section.
Financial
Services
Admin. Provide administrative support to the General Manager, Financial Services
Support office.
Accounting Maintains the official accounting system and records of the City and its
municipal enterprises. This includes the administration of payroll, accounts
payable, sales tax, banking, deposits, contracts and all general accounting
and general ledger functions.
Financial Responsible for the compilation of the annual operating and capital
Planning and budgets, financial statement preparation, provincial grant submissions,
Reporting investment management and special financial analysis.
Fleet Manages a corporate fleet in excess of 1,100 city trucks, cars, and specialty
equipment, and provides service/maintenance and fuel management.
Purchasing Responsible for the researching, sourcing and procurement of goods and
services, stockroom inventory and for the Management of the Corporation's
procurement process for purchases, developing contracts where necessary.
Revenue Billing and collection of the property tax, utility bills, rental water heaters,
billing of appliance financing and miscellaneous invoicing, meter reading, as
well as bill and parking ticket payments.
Utilities Kitchener Utilities includes both a natural gas supply and distribution utility
as well as a water distribution utility, providing a continuous and safe supply
of water and gas services that exceed the expectations of our home and
business customers.
Kitchener Utilities is one of the two municipally owned natural gas utilities in
the Province of Ontario and is an important and successful city owned
enterprise.
Utilities Provides rental gas water heaters, natural gas appliance financing
Programs programs and natural gas appliance service programs
Direct Facilitates customers' requests to exercise their gas supply options under
Purchase deregulation. It manages Kitchener/s natural gas supply, transportation and
delivery services.
Operations Responsible for the operation, maintenance and repair of the water and
Customer natural gas distribution systems. Provides support services (contact
Service centre/dispatch) to all Utilities sections and to the entire City after hours.
Performs repairs and service on natural gas appliances. Installs and
maintains gas and water meters. Designs and installs gas mains and
services.
Departmental Business Plans 12/20/2007 100
Departmental Position
This section describes the current departmental position, by theme, including key trends and influences impacting
the department.
Effective and Efficient Government:
• Affordable debt level
• Comprehensive structure of reserves and reserve funds are in place to stabilize cash flows, provide
contingencies and build capacity for future investment
• Aging/inadequate computerized financial systems
• Aging water infrastructure
• High service level standard demand coupled with mid to low community ability to pay
• Competitive fee levels
• Costs within the City budget have increased at a rate greater than the consumer price index, despite
historical property tax increases below the consumer rate of inflation
• Climate of low interest rates which is good borrowing, challenging for investing
• Ongoing pressure to reduce costs without reductions in service
• New legislative requirements resulting in increased costs
• The City is in the process of moving from an expenditure-based accounting for capital assets to an
accrual-based approach (PSAB 3150) -this will support Corporate-wide asset management initiatives
once implemented
• Increase in demand by customers for more options to access service
Diversit
• Front line staff have undertaken diversity training
• Staff are better able to understand the changing needs of a diverse community in the City of Kitchener
• Interpretation related to revenue/utilities/customer service is offered in twenty two languages as a
customer service which also addresses the changing needs of a diverse community
• Accommodation is available for people with disabilities including TTD, sign language and visual ear
and an accessible building
Dynamic Downtown:
Not applicable
Development:
The development charges background study and by-law provides for partial recovery of capital costs of growth
through fees. The City is currently reviewing the following development charge policy issues -credit for
service, use of debt scheduling of works. These considerations are related in many respects to the City's
growth management strategy which is a response to the Province's Places to Grow legislation.
Quality of Life:
The City is moving from an annual operating budget towards amulti-year financial plan which is
aligned with the long term vision outlined in the community's Plan for a Healthy Kitchener
Working in a climate of increased demand from the public for transparency and accountability,
demonstration of value for services and controls, increased demand for level of reporting
Profitable gas utility to help provide financial stability to tax based operations that were previously
receiving provincial funding
Departmental Business Plans 12/20/2007 101
Environment:
o Gas and Water Utilities are heavily regulated, and ongoing regulatory changes must be adopted,
implemented and monitored as these new regulations come into force. (e.g. DWQMS, lead testing
requirements, ULC S-636 venting code revision)
o Increased attention to fleet environmental impacts (e.g. vehicle idling, fuel consumption minimization,
alternate fuels, spills handling, etc.
o Provide green product alternatives where possible and practical.
Leadership & Community Engagement:
Not applicable
Departmental Business Plans 12/20/2007 102
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