HomeMy WebLinkAboutCAO-08-012 - 2007 Annual Status ReportJ
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Chief Administrator's
Office
REPORT
Report To: Mayor Carl Zehr, Chair
And Members of the Audit Committee
Date of Meeting: June 9, 2008
Submitted By: Corina Tasker, Performance Measurement and Internal
Auditor
Prepared By: Corina Tasker, Performance Measurement and Internal
Auditor
wards} Involved: All
Date of Report: May 16, 2008
Report No.: CAO-08-012
Subject: 2007 Annual Status Report
RECOMMENDATION:
That the Audit Committee receive the "2007 Annual Status Report" as information.
EXECUTIVE SUMMARY:
Attached to this Report CAO-08-012 is the 2007 Annual Status Report. This is a document
which reports to both Council and citizens on the City's progress against the Departmental
Business Plans for the previous year and the Plan for a Healthy Kitchener. 2007 marks the first
year of publication for this report.
BACKGROUND:
One of the recommendations in the Plan for a Healthy Kitchener was for "the provision of annual
status reports to Council and citizens to benchmark progress on priorities, community health
and well-being." City of Kitchener staff worked with citizen volunteers from the Compass
Kitchener Advisory Committee throughout 2007 to select the key performance indicators that
would be used in this report. Staff then collected the data pertaining to 2007 in early 2008 and
assembled it in the attached Annual Status Report.
REPORT:
The 2007 Annual Status Report shows considerable progress made by the City of Kitchener
towards the priorities set out in the Plan for a Healthy Kitchener and the City's Departmental
Business Plans. Both numerical data and narratives to describe progress on initiatives or
projects have been used. Wherever possible benchmarks to provincial averages or past
performance have been provided to put the results in context. As this report process matures in
future years more in-depth analysis will be done by staff to clearly indicate where we are doing
well and where more effort is required. Given that this is the first year of publishing this report,
however, limited analysis has been provided.
It should be noted that the overall results in each of the six community themes have been
"graded" by the Compass Kitchener advisory committee to provide an independent citizens'
view of how well they think the City of Kitchener is doing in achieving the community's vision.
This grading report will be presented by Compass Kitchener at the June 9, 2008 Council
meeting.
FINANCIAL IMPLICATIONS:
None
COMMUNICATIONS:
In addition to presenting this report to the Audit Committee on June 9, 2008, it will be
communicated through the following channels:
• Posted on the Internet home page and on the "Publications" page
• Posted on the Intranet on the "Performance Measurement" page
• Included on the "Annual Report to Citizens" CD which will be distributed in lieu of
hardcopy annual reports this year to interested businesses, citizens and City staff
• Limited number of hardcopies distributed to Audit Committee members and senior
management
• Highlights will be included in Your Kitchener as part of the "Annual Report to Citizens"
Corina Tasker, CMA
Performance Measurement & Internal Auditor
2007 Annua Status Report
*~~~
Annual S tus Report
Why are we doing is?
• Recommendation fr Plan for a Healthy
Kitchener:
"The provision of status reports to Council
and citizens to rogress on priorities,
community hea e -being"
• Evolution nce
mea ement
Wh . Is It?
• A method of reporting back ouncil and citizens on progress made on
Departmental Business PI and the Plan for a Healthy Kitchener
• Includes both numerical and nar . tive key performance indicators
• Includes indicators for:
- All recommendations in Pla ~ ~ Ithy Kitchener
- Major initiatives under.~h. ~ ' .Effective Government theme
- Municipal Performanc ~~ ~ e. ~ ~ ram indicators (MPMP)
- Other operational indi ~ wining services
• Gathered annually in Ja`
.. .
.... .
• 2007 is the first report.~~
.. .
:~.. .. ..
.~
~~,~~~_:
~~~~
~~~~~~~~
Annual Status Report
Comm nications
• Presented to Audit mittee
• Posted on Internet on h me page with the "Annual
Report to Citizens" and rider Publications
• Included on CD versio ' ` "Annual Report to Citizens"
• Highlights include <' nual Report to Citizens"
spread in Your Ki
• Posted internally, e Measurement Intranet
Page
• Limit umber o inted
.~
~~~~
Report Card Grading
Independent revi~ of results by Compass
Kitchener
Each theme in Plan r a Healthy Kitchener
graded on a 5 poi e (5 being the best)
Posted on inter ual Status Report
Will be present 'ass Kitchener during
Council: an - age of Your
Kitch er
..~:~-~-
Future:: hanges
• More historical to for comparison
• More analysis of v~hat the results mean
• Section in each- ~
accomplishm
specific reco
e for ~~aaaitionai
e and beyond the
s /indicators
...
,f.. .. .
Overview~of Themes
• Quality of Life
• Diversity
• Downtown
• Development
• Environment
• Leadership & Commun.i
• Efficient & Effective
- Initiative-Related P
- Municipal Perform. ~ ~ ~~
- Additional0
ent
nt
is rs
rogram (MPMP)
~>
.~
~;~'
~~~~
Qualit: of Life
To be 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 that means
paying higher taxes.
Population growth 7
7.6% decrease i
Initiatives starte
- Annual st
- He ' y Comm
'-~w he
~(vs 6.6% for Ontario)
.offences
le ed:
. '~rr_':tir~-. ,,. t Wit.
Div~rsit
To be a multicultural community in which different ethnic groups are
encouraged to retain their cultures and lifestyles.
Unemployment rate of ra' ialized groups (visible
minorities) 8.7% (vs 10. 2001)
Unemployment rat nts 7.2%
Overall unemploy
Initiatives started
- Review ra - .:.
- Dive Ty Best Prac
'-~ertrea dar or to
iA i i ~ve
Dov~town
To be a community that has built a vital and lively downtown
which provides all residents with a unique mix of exciting big city
amenities and diverse services.
Downtown residential po ulation growth 6.7% (vs 7.5%
City and 6.6% Ontario)
Downtown businesse ' rowth
Employees workin % growth
Initiatives started o d.
- Crime prevention.:' design (OPTED)
_ ...
- Dow ~rategi
- Cen ock
- ` ing Stre~~
fi~,~~~
...
~f.. .. .
Development
To be 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.
• # of new residential buil ng permits - 13.8% increase
• Kilometres of aging in <ture replaced - 3.2km (vs
target of 8.7km)
• Initiatives started
- Manufacturing co.
- Digital m
- Bio dicine and :luster
em e
~~~~~~
Envir nment
To be 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
that limits ravel.
• # of smog days - 2 9 for Ontario)
• Hydro consumpt` i - 2.5M KwH
• Natural gas cons ings - 125K Cu.M.
• Initiative
- Envi . ental S
_ ' 5 ~ n L ,~...
SO 0 c ific ,t _
Leadership & Community
Enaa~ement
To be a community in which the residents are engaged and active
in decision making about local issues.
• Voter turnout -
• Initiatives star
s 42% for Ontario)
leted:
- Communit 'c
- Ad ~ ory com
- omm
~~~~~~~
Efficient & Effective Government
Proudly providing valued services.
• Initiatives started o' completed:
-Corporate call c
-Consolidated facility
-Ward bound
-Em cu '.
ct
*~~
Municipal Performance Measurement
Progra (MPMP)
Metric 200 2007 Ontario Region
Governance as % 3.7% 3.3% 9.5% 7.3%
of total operating
costs
Storm Water $1 $1142 $2724
management costs
per km of drainage
of paved ro 59%
in good c ition
ter _
a ups
..
of pe
additional Oper tional Indicators
• Efficiency: Park aintenance cost per hectare
- $2580
• Effectiveness: Cor ' rate turnover rate 5.5%
• Service Level: ~""`
2076
• Customer Se
~ati~fin~-- f
.~
~sses registered -
.:customer
~~~~
Con: lusion
• Annual status r ort will allow Council and
citizens to bench ark progress towards a
"Healthy Kitchene"':
*~~~
Overview
What is the City of Kitchener Annual Status Report?
Before answering that question, it is important to note that the Annual Status Report is
based on the Departmental Business Plans which can be found on the City's Internet
page: www.kitchener.ca. The business plans align council and corporate priorities and
spending with the community's vision and priorities. The business plans ensure that we
are continuously delivering results in the areas that our citizens believe are key to the
health and vitality of our city. They are organized into the six themes from the Plan for a
Healthy Kitchener, namely Quality of Life, Diversity, Downtown, Development,
Environment, and Leadership and Community Engagement. The business plans also
include a seventh theme called Efficient and Effective Governmentto capture core
services which the City provides and other key initiatives which are critical to
strengthening the performance and accountability of the City of Kitchener.
The Annual Status Report is a way to report back to both Council and citizens on
progress made against these departmental business plans. For each of the seven
themes, several key performance indicators were chosen to measure each year. The
indicators for the six community themes were developed by Compass Kitchener, a
citizen's advisory group. The indicators in the seventh theme are a combination of the
indicators legislated by the Province of Ontario under the Municipal Performance
Measurement Program (MPMP) and indicators created by staff to measure the most
important and critical aspects of the work that they do.
2007 marks the first year of data collection for this status report. It includes both
numerical data as well as narratives to describe progress on initiatives or projects where
there are no obvious numeric indicators. Wherever possible data have been included
from previous years to provide comparison. It should be noted that this report card is a
living document and as such the indicators may change over time, in order to refine and
improve the usefulness of this report card.
What is the Citizen's Report Card?
The overall results in each of the six community themes have then been "graded" by the
Compass Kitchener advisory group to provide an independent citizens' view of how well
they think the City of Kitchener is doing in achieving the community's vision. This
grading report can also be found on the City's website: www.kitchener.ca.
The grades are a mark out of 5, with 5 being the best. The grades were calculated
through input from all members of the Compass Kitchener advisory committee.
For more information on this report please contact:
Corina Tasker, Performance Measurement and Internal Auditor
(519) 741-2361
Corina.tasker~kitchener.ca
2007 Annual Status Report
Table of Contents
Theme Page
Quality of Life ...................................................................................... 3
Diversity ............................................................................................. 8
Downtown ........................................................................................... 14
Development ....................................................................................... 19
Environment ........................................................................................ 26
Leadership and Community Engagement .................................................. 32
Efficient and Effective Government .......................................................... 36
Initiative-Related Performance Indicators ................................... 36
Municipal Performance Measurement Program Indicators .............. 40
Additional Operational Indicators .............................................. 43
Conclusion .......................................................................................... 45
2007 Annual Status Report 2
Vision: To be 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 that means paying higher taxes.
www~ w ^.
General quality of life indicators
Net population growth: are people moving to Kitchener or leaving?
2001 Population =190,399
2006 Population = 204,668 Population growth of 7.5% (2001 to 2006}
2007 Population = 213,205 Population growth of 4.2% (2006 to 2007}
Kitchener's population growth between Census years (2001 to 2006} is 7.5% which is
higher than the overall growth rate for Ontario during the same period which was 6.6%.
City of Kitchener grants: which sectors are receiving funding from the City?
2007 Operational Grant Funding
^ Arts and Culture
1%
7% ~0% ^ Athletics & Minor Sports
7%
^ Parks & Recreation
s°i°
39% ^ Environmental Services
g% ®General Government
^ Social /Family Services
^ Health Services
29%
^ Person & Property
Protection
Source: City of Kitchener
$937,056
$671,147
$215,635
$183,898
$161,428
$158,489
$20,000
$1,208
2007 Annual Status Report 3
Strategic Direction: Identify community priorities at the outset of Council's
term and evaluate progress against priorities before the end of the current term.
Provide annual status reports to Council and citizens to benchmark progress on
priorities, community health and well-being.
Indicator: Was the annual status report completed?
Yes - in 2007 the Compass Kitchener advisory committee created the list of key
performance indicators to be included in the annual status reports. These covered all of
the recommendations within the Plan for a Healthy Kitchener. Staff added to this list to
cover other initiatives and front line services to round out the report card. Data for 2007
has been collected and included here in the 2007 Annual Report Card.
Strategic Direction: Develop a "Healthy Community Lens" through which
Council considers major issues and decisions.
Indicator: Was the Healthy Community Lens developed? Provide specific
examples of where it has (or has not} impacted decision-making.
The lens is currently in draft form. It will be piloted in spring 2008 and finalized for City
Council by June 2008.
Strategic Direction: Provide assistance in developing a strategic financial plan
that aligns broad community priorities with the allocation of corporate resources.
Indicator: Provide a description of the budget process demonstrating where and
why the allocation of resources has aligned (or not} with community priorities.
City departments have recently completed their first four-year business plans. In
addition to providing amulti-year budget projection, these business plans identify
proposed new initiatives that support the City's Strategic Plan along with the associated
resource requirements, which are brought forward through the budget process and
prioritized. In some cases, new initiatives are funded through additional property taxes,
while in other cases they are funded through partnerships with other organizations or
savings created by efficiencies or the elimination of low-priority services. In 2007,
members of the public were engaged through representative focus groups that
discussed low priority services that could be reduced or eliminated to free up resources
for high priority initiatives.
2007 Annual Status Report 4
Strategic Direction: Establish greater public appreciation and understanding
of our cultural heritage resources through various forms of education. Protect
cultural heritage resources through the employment of various forms of
conservation practice, including designation under the Ontario Heritage Act.
Indicator: % of budget allocated to cultural heritage programs
Budget Allocation for Cultural Heritage
Programs
200000 0. oso°i°
150000 0.060% ~
~ i
~ `~ 100000 0.040% m
mo
50000 2°
0 0 0 /° o
0
0 ~ ~ ~ ~ ~ 0.000%
2005 2006 2007 2008
Year
o Budget Dollars % of budget
Year % of Budget Budget $
2005 0.063% 168060
200 6 0.02 6% 71700
200 7 0.03 2% 93 000
200 8 0.02 8% 87 000
Source: City of Kitchener
Indicator: Was a new heritage conservation district created?
Work on establishing the City's fourth Heritage Conservation District (Civic Centre
Neighbourhood) was initiated in 2006 and completed in 2007. The formal by-law
designating the heritage district was approved by Council in February 2008 and is
currently being appealed to the Ontario Municipal Board.
Indicator: Are there heritage resources which were damaged or destroyed
because they were not preserved in time?
Having a property added to the Heritage Kitchener Inventory, or "listed" on the Municipal
Heritage Register does not afford protection against inappropriate alteration or damage.
Even designated properties are not necessarily protected against damage. Damage is
typically an agent of a lack of maintenance (property standards}.The Ontario Heritage
Act was amended in 2005 to in part, enable municipalities to establish property
standards for designated heritage properties to address the maintenance of heritage
attributes. The City has drafted a heritage property standards by-law, and will be brought
to Council by April 2008. If the by-law is passed, the City will be inspecting designated
properties to determine if the heritage attributes are in compliance with minimum
standards.
2007 Annual Status Report 5
Strategic Direction: Highlight arts and culture as a factor critical to the health
of the community through supporting goals and objectives of Culture Plan II.
Indicator: What is the status of the Culture Plan II implementation?
The 61 recommendations from Culture Plan II were grouped into the following Focus
Themes:
• Arts Cluster Development
• Community Investment Strategy
• Cultural Capitals of Canada
• Intercultural Multicultural Artists Accessibility
• Community Neighbourhoods Art
• Media, Networks, Marketing and Databases
• Civic Programs and Policies Review
The first 3 themes were presented to Council in 2006 for inclusion in the 2007 budget.
The Community Investment Strategy Phase I report was discussed by Council in
February 2008. The City was not successful in our bid for Cultural Capital of Canada
designation.
Council has agreed to leave $267,000 in the capital account for 2009 funding. The
remaining themes have an approved budget of $286,000 over 2007-2009.
Staff expect to have detailed work plans with specific pilot projects and tasks by the end
of February 2008. The Review of public art policy is a priority for 2008, and the project
charter and terms of reference are currently being developed. Staff will seek Council
approval for a consulting contract in the 1st quarter of 2008.
Strategic Direction: Increase awareness and address community concerns
regarding safety and crime prevention.
Indicator: Describe the partnerships on safety and crime prevention. A "Creating a
Culture of Safety Future Search Forum" was held in September 2007, co-hosted by the
Mayor and City Council, the City's Safe and Healthy Advisory Committee and Compass
Kitchener. Participants in the conference formed several issue specific groups which
then identified short and long-term actions toward creating a culture of safety for
Kitchener -actions that participants could each take some responsibility for
implementing.
At the 6 month mark (March 2008) substantial progress had been made and
communicated. New initiatives to address emerging youth-focused concerns are
currently under consideration and being implemented. The City continues to sit as a full
partner at local (Crime Prevention Council of Waterloo Region) and national (Municipal
Network, Institute for Crime Prevention, University of Ottawa) tables. These
opportunities provide access to appropriate partners in local crime prevention and
community safety activities, as well as access to best practice research and models.
2007 Annual Status Report 6
Indicator: Number of reported violent crimes.
The number of violent crimes is not available specifically for Kitchener. These statistics
are only available by "Police Division" rather than by city. Divisionl statistics have been
provided for 2005 and 2006, an area which encompasses approximately 65% of
Kitchener and small parts of Cambridge and Woolwich. 2006 results have been provided
for the Region as a whole as a comparison. 2007 results have also been provided but
are only draft at this time. It has been noted that the number of violent crimes is only
one factor in the safety of the public and their property. Therefore statistics for other
crime categories have been provided as well.
Kitchener has been rated as the 4t" safest community in all of Canada for 2007 based on
the number of Criminal Code violations according to the Conference Board of Canada.
Criminal Offence Summary 2005 2006 2007
Divison 1
Division 1
Region Div 1 asa
of
Region
DRAFT
Division 1
Violations causing death 2 2 2 100% 3
Sexual assaults 165 181 515 35% 173
Assaults 812 1,170 2,873 41% 1,059
Cher crimes against the person 585 877 2,163 41% 645
Crimes against property 7,685 7,178 20,914 34% 6,651
Cher criminal code violations 2,621 3,032 6,091 50% 2,952
Controlled Drug & Substances Act 491 443 1,101 40% 599
Traffic Violations 905 682 2,013 34% 805
Cher 1,321 999 2,068 48% 587
Total 14,587 14,564 37,740 39% 13,474
Source: Waterloo Regional Police Service Annual Report (2005, 2006, 2007)
Total Division 1 Criminal Offences
N
m 15, 000
~ 14,500 - ~ ~----
~ 14, 000 ~`'`~~~,,~
~ 13, 500 -
L
v
0
13, 000
~ 12, 500
2005 2006 2007
Year
The data shows a decrease of 7.6% in total Division 1 criminal offences from 2005 to
2007.
2007 Annual Status Report 7
Vision: To be a multicultural community in which different ethnic groups are encouraged
to retain their cultures and lifestyles.
7nn7 Rn~i ilt~
General Kitchener workforce diversity statistics
Indicator: % of immigrants who are employed
2001 Immigrant Employment Statistics
Recent Immigrant:
Immigrated in the
70% last 5 years
60%-
50%- 55% 57% 68%
40% ^ Recent immigrants
All immigrants
30%-
35% 37% 28% ^ Total population
20%
10%
9% °
5 /° °
0% -~
Employed Unemployed Not in Workforce
Source: Statistics Canada, 2001 Census
Employed immigrants as a % of total population of employed:
All immigrants - 22.6%
Recent immigrants - 2.7%
Unemployment rate (not including those not in the workforce):
Recent immigrants -14.6%
All immigrants - 7.2%
Total population -5.5%
Note: 2006 Census figures were not available for the City of Kitchener. As a snapshot at
one point in time, these statistics show that immigrants are facing higher unemployment
rates than the general population.
2007 Annual Status Report 8
Indicator: % of workforce from racialized groups
(formally titled "visible minorities")
Racialized Groups Employment Statistics
80%
70%
60%
50%
40% ^Racialized Groups
Total population
30%
20%
10%
0% ~ ~ ~ ~ ~ ~
2001 2006 2001 2006 2001 Not in 2006 Not in
Employed Employed Unemployed Unemployed Workforce Workforce
Source: Statistics Canada, 2001 and 2006 Census
Employed racialized groups as a % of total population of employed:
2001- 8.9%
2006 -11.9%
Unemployment rate (excluding those not in the workforce):
Racialized groups -10.2% [2001 ], 8.7% [2006]
Total population - 5.5% [2001 ], 5.6% [2006]
The unemployment rate for racialized groups has improved over time but is still higher
than the unemployment rate for the total population.
Strategic Direction: Create a corporate culture that is inclusive and represents
the diversity of our community. Review the Corporation's diversity, in its
broadest definition, and use the results as a foundation against which to
measure future change and progress on an annual basis.
Indicator: Was a process developed to review the Corporation's diversity and was
the annual review completed?
Yes. In 2007 a number of staff currently working with access, equity and inclusion
activities were identified and asked to provide brief descriptions of programs, projects
and initiatives that advance the City's strategic directions for diversity. An inventory was
compiled of these activities which span across a spectrum of elements of diversity needs
including: culture, age, gender, disability, socio-economic differences and sexual
orientation. These approaches include: direct program delivery; support to affiliated
groups; collaboration and joint planning; outreach; financial support; business
relationships; consideration in strategy development and reviews; human resources
practices, hiring and training. The City works with Neighbourhood Associations, Minor
Sports Groups, Arts and Culture organizations, multicultural service organizations,
special needs organizations, ethno-cultural groups, and businesses. Staff are doing
2007 Annual Status Report 9
initial analysis of the data in the inventory to provide direction for concrete next steps for
community consultation and policy development.
Indicator: Is a diverse cross-section of the population represented in advisory
committees?
This data is currently being collected as part of the Advisory Committee Review and will
be presented to Council in June 2008.
Strategic Direction: Incorporate outreach to secondary and post-secondary
schools into corporate talent recruitment processes.
Indicator: # of recruits from secondary and post-secondary schools
The Corporation does not normally hire students directly out of school as most full time
positions have a minimum experience expectation. There are some co-op positions that
are filled with current or recent graduates and the City does hire students for some part-
timeseasonal positions. The total hired during 2007 was 324 students. Human
Resources division staff facilitate training sessions on "How to Ace the Interview" to
several high schools bi-annually, to grade 11 and 12 students and also participates in
Teacher-Employer Panels at a number of educational institutions.
Strategic Direction: Act as an advocate with other orders of government to
secure formal recognition of the skills, abilities and designations of foreign-
trained citizens -within public and private organizations.
Indicator: Describe any advocacy actions taken.
Although no work has commenced on advocating to other orders of government, the
Human Resources division has partnered with anon-profit organization that will validate
foreign credentials and verify Canadian equivalencies for international candidates, as
part of the City's recruitment process. Partnerships have also been formed with an
international reference check firm and one that evaluates a candidate's English language
skills. These partnerships have been developed in order to eliminate barriers that new
Canadians face in their search for employment.
2007 Annual Status Report 10
Strategic Direction: Develop policy and strategies to ensure broad access,
equity and inclusion of our diverse citizens in the life of the Corporation.
Allocate 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.
Indicator: Resources allocated to this initiative.
In the spring of 2007, a seconded position with aone-year term was created, in part, to
support the development of a diversity strategy. An operating budget of $15,000 has
been established in support of this initiative.
Indicator: Describe the actions taken to improve access, equity and inclusion of
diverse groups.
In 2007 an inventory was compiled to provide a snapshot of the access, equity and
inclusion activities already underway at the City. The current focus for developing a
diversity strategy is building understanding of the components that will eventually come
together to give shape to the development of the strategy. Key next steps include:
• Analysis of the data collected through the internal inventory
• Continued support to the identified community initiatives
• Continued outreach to related community organizations, associations and networks
• Compilation of best practices in other municipalities
• Consultation with the community on opportunities for areas of focus
Asub-committee has been formed to examine workplace diversity within the
Corporation.
Strategic Direction: Efforts to engage the public in initiatives and decisions that
affect them are to include communication and outreach appropriate for, and
accessible to, diverse audiences.
Indicator: Has the City's website been updated to target diverse audiences?
Work is now underway to fully redesign the City's website. To ensure the
redesigned website remains focused on the needs of the diverse range of stakeholders,
in early 2008 the City will be conducting extensive consultations and insight research
into what information, tools and online services its stakeholders (citizens, businesses,
staff and Council} want and would use on their municipal website. To support the
redesign of the website Council has approved an additional $250,000 to the 2008 capital
budget.
2007 Annual Status Report 11
Indicator: Describe the different outreach methods used and groups targeted
through the Community Engagement Strategy.
A working group has been established to develop a community engagement strategy,
including policy development. The group has been meeting since October 2007 to
gather information on what types of engagement methods are currently being used at
the City, with November 2008 as the target date for a draft report and recommendations.
Included in those recommendations will be a tool kit for staff to use to help understand
the different types of engagement methods and when to use each one.
Strategic Direction: Continue to oversee priorities for physical accessibility
improvements in City facilities as required under the Ontario Disabilities Act
(ODA), 2001, including:
Implementing all requirements identified in the Accessibility Standards of
Ontarians with Disabilities Act, 2005 and the 2006 Accessibility Plan
Administer funds from the Corporate Accessibility Fund
Audit City facilities to determine any existing barriers to persons with
disabilities so that issues can be addressed
Indicator: Were the ODA initiatives completed within established timeframes?
Incompliance with the legislated requirements under the ODA, the City provides an
Annual Joint Accessibility Plan in cooperation with the City of Waterloo and the
Townships of Woolwich, Wellesley and North Dumfries. The 2007 Joint Plan was
endorsed by the Grand River Accessibility Advisory Committee and approved by
Council.
Indicator: Funds spent on accessibility
2007 Total : $ 57,136
Expenditure Breakdown:
$38,449 -audit
$700 -staff training
$8,746 -cord covers
$1,240 - automatic door opener at Woodworking and Craft Center
$8,000 - 2 automatic door openers at City Hall
2007 Annual Status Report 12
Strategic Direction: Support staff in implementing the 2006-07 priorities from
the Leisure Facilities Master Plan including the development of a volunteer
strategy, youth strategy, seniors strategy and leisure access strategy.
Indicator: Status of each strategy.
Volunteer Resources Strategy -Staff are planning to begin this strategy in 2009.
Youth Services Strategy -The Strategy is currently in development with a target
completion date of late spring 2008.
Older Adult Strategy - A draft Final Report has been submitted by the consultants to the
staff project team. Staff are currently reviewing the draft recommendations. It is
expected that the report will be presented to committee in early spring 2008.
Leisure Access Card Strategy -After budget approval in early 2008, staff will begin to
work on the recommendations.
Indicator: Describe the types of City programs offered for diverse or marginalized
groups.
The City offers a variety of programs for diverse or marginalized groups.
• "Every Kid Counts Program" offers children with physical, developmental, social
and behavioural challenges an opportunity to integrate into municipal summer
camps with the assistance of a support worker.
• Leisure Support volunteers and the PAL card assist persons with disabilities
attend City or Neighbourhood Association programs.
• Specialized programs for persons with disabilities are offered, including
specialized equipment.
• The Leisure Access Card (LAC) is available for those that are in need of fee
assistance.
• Outreach workers are located at various community centres to help those in
need.
• The community and seniors centres offer special interest programs and services
including a hot lunch program.
• A volunteer program which is broad-based and encourages new Canadians and
persons with disabilities to volunteer, allowing them to gain community service
hours, improve their English language skills, and improve social skills.
2007 Annual Status Report 13
Vision: To be a community that has built a vital and lively downtown which provides all
residents with a unique mix of exciting big city amenities and diverse services.
~nn7 Rp~~~it~
Strategic Direction: Continue to implement the Downtown Strategic Plan which
outlines the vision and strategy for the revitalization with an emphasis on
attracting more people into the core.
Indicator: Downtown residential population
Downtown Residential Population
19000-
18500
18000
c~
a 17500
0
a
17000-
16500
2001 2002 2003 2004 2005 2006 2007
Year
Source: Downtown Monitoring Report
The Downtown residential population has grown by 6.7% or 1,172 people between 2001
and 2006. The City's population grew by 7.5% and Ontario's population grew by 6.6%
over the same period. This indicates the downtown growth is in line with growth across
the province and that people are choosing to live in the Downtown core.
Indicator: Number of Downtown new residential construction building permits
In 2007 there were 2 residential building permits issued value at approximately $2.2
million, consisting of 33 new residential units. There are 1690 residential units currently
at various stages of development approvals in the Downtown which will increase the
Downtown population even further in coming years.
2007 Annual Status Report 14
Indicator: Number of employees working Downtown
Number of Employees Working Downtown
12000
11500-
# of
employees 11000
10500-
10000 -~
2004 2005 2006 2007
Year
Source: Downtown Monitoring Report
The number of employees working Downtown has grown by 11 % since 2004. This is a
strong indicator that businesses are choosing to locate Downtown.
Strategic Direction: Continue to focus resources, and create partnerships, to
address the issue of safety perception in the Downtown.
Indicator: Describe the City's actions related to designing for crime prevention.
Crime Prevention Through Environmental Design (CPTED} is defined as the proper
design and effective use of the built environment to reduce crime and the fear
associated with crime and improve the quality of life. To this end, the City's Planning
division conducts CPTED reviews on development applications making
recommendations to applicants on ways to improve site design and layout to reduce the
potential for crime to occur. As well, staff undertake CPTED audits of existing facilities
providing recommendations for site or facility improvements. Planning staff have
partnered with the Waterloo Regional Police Services in doing CPTED reviews of higher
profile development projects which have a greater impact on the public. Planning staff
are currently working to develop CPTED guidelines to be incorporated into the Urban
Design Manual as standards for all developments in Kitchener.
2007 Annual Status Report 15
Indicator: Number of crimes Downtown
Crime statistics are only available by Police Division. "Division 1"encompasses
approximately 65% of Kitchener and some of Cambridge and Woolwich and is thus not a
good indicator for Downtown crime statistics. As an alternative measure the number of
police calls for service for particular call types has been provided specifically for the
Downtown area. It should be recognized that the call for service is not a criminal
offence. Caution should be used when analyzing this metric because of several factors.
A police call for service may or may not indicate that a crime has been committed. A call
for service may be initiated by police or by a citizen calling in. Calls may be cancelled,
duplicated, taken over the phone, unfounded, or serious enough for a police report to be
prepared. The metric should be regarded instead as a measure of the demand on
police services in the area, rather than a measure of the amount of crime.
Calls For Service in the Downtown Area (Zone 142)
Call Type
2006
2007
Increasel
(Decrease} of total
Region
calls
Theft From Vehicle 98 77 -21 0.0%
Mentally III 86 70 -16 0.0%
Juvenile Complaint 37 23 -14 0.0%
Theft Under $5000 207 197 -10 0.1
Property Dam age 117 114 -3 0.1
Robbery 29 27 -2 0.0%
Vehicle Theft 32 34 2 0.0%
Prostitution 142 157 15 0.1
Assault 135 163 28 0.1%
Disturbance 220 255 35 0.2%
Intoxicated Person 448 486 38 0.3%
Dru s 179 222 43 0.1
Unwanted Person 338 411 73 0.2%
Other 453 5 4409 -126 2.6%
Totals 6603 6645 42 4.0%
Source: Waterloo Regional Police Services
The data shows that overall the call volume has increased by 42 calls from 2006 to 2007
or 6.3%. However, the calls for the downtown area only make up 4% of total call volume
when the downtown area makes up 8.8% of the residential population and includes even
higher numbers when you consider transients such as employees or visitors to the
downtown. Based on this, the call volumes for the downtown could be expected to make
up a higher percentage of the total call volumes.
Looking at the detail, there is a decrease in the amount of calls relating to theft from a
vehicle, complaints related to mentally ill citizens, complaints related to juveniles, theft
under $5000, property damage, and robbery. However, there have been an increase in
calls in the areas of vehicle theft, prostitution, assault, disturbances, intoxicated people,
drugs and unwanted people.
2007 Annual Status Report 16
Strategic Direction: Continue to implement economic strategies as a solid
approach to redeveloping the Downtown's health and well-being. Specifically,
develop business attraction and marketing programs to attract key retailers and
services to the Downtown core.
Indicator: Number of Downtown businesses
Downtown Businesses
700-
680
# of 660
businesses 640
620
600
2004 2005 2006 2007
Year
Source: Downtown Monitoring Report
The number of Downtown businesses has grown by 7.5% since 2004. Some of the new
businesses which have recently located to the Downtown core include David's Gourmet,
Regus, Nova Era, 02 Karaoke, Magaza European Deli & Food Store, Verse, Les Fleurs,
Krave, Time Cafe, Maestro Cafe, Dallas, and Kava Bean Commons. As noted
previously, the number of Downtown employees has grown by 11% during this same
period.
Indicator: Downtown commercial lease rates
Source: Downtown Monitoring Report
Commercial lease rates have continued to climb, increasing by 4% since 2005,
indicating solid demand for space in the Downtown area.
2007 Annual Status Report 17
Initiative: Support the goals and objectives in Culture Plan II and, in so doing,
foster vitality in the core.
Indicator: Does the City support Culture Plan II?
The City has already begun work on many of the recommendations within the plan.
Budget funding and resources have been allocated to this initiative.
Indicator: % of Downtown employees employed by "Culture" related businesses
Data is not available specifically for the Downtown but only for the postal code areas in
which the downtown is located as follows:
• Labour force employed in "N2G" area, central Kitchener is 15 per 1000 labour
force
• Labour force employed in "N2H" area, central Kitchener is 12 per 1000 labour
force
2007 Annual Status Report 18
Vision: To be a community that has carefully planned its neighbourhoods and growth by
trying to attract specific types of growth, even it if means restricting some new
developments.
2007 Results
Strategic Direction: Continue with economic strategies, including focus on
cluster development (manufacturing, education and knowledge creation, bio-
medicine and pharmaceuticals, arts and culture), urban vitality and
employments lands, as a solid approach to the City's economic health and well-
being.
Indicator: Describe actions taken to support manufacturing competiveness.
A pilot steering committee has been set up to guide and direct the Manufacturing
Innovation Net (MIN} for the KW region and has begun mapping out the business plan,
strategy and needs assessment for the network. The committee is comprised of local
government, manufacturers, associations and academic representatives. The next steps
include:
1. Building partnerships with interested individuals and organizations to become
community champions and drivers
2. Setting up MIN infrastructure, Community Facilitators, Content Drivers,
3. Identifying and hiring if necessary, and manage project staff
4. Identifying and securing funding, apply for government funding, other funding
initiatives,
5. Setting timelines and metrics for MIN pilot rollout
Indicator: Describe actions taken related to the development of a digital media
cluster strategy.
The digital media cluster strategy is aimed at growing a sector which is proven now to be
second only to oil and energy sectors in economic growth potential for Canada.
Kitchener digital media businesses, especially in the downtown, show great signs of
growth potential where many small start-ups can connect with technology resources and
investors. The cluster strategy is a significant economic diversification opportunity for the
City, including possible redevelopment of existing vintage buildings in and around
Downtown Kitchener.
The City's Economic Development staff currently bring together stakeholders,
technology suppliers, major businesses and education/research to stimulate and
incubate new businesses. The key to success is to create opportunities and space for
the intersection of media technology with new ideas and applications. Networking the
leading edge media tools with stakeholders, innovators, customers and researchers will
maximize cluster success. Efforts to establish a centre for digital media in Downtown
Kitchener have been receiving a very positive response from the private sector.
2007 Annual Status Report 19
Indicator: Describe actions taken related to the development of the bio-medicine
and pharmaceuticals cluster strategy.
In order to develop a Health Sciences strategy a clear understanding of the Region's
strengths in health research as well as an inventory of affiliated health science-related
industries was required. SHI Consulting, one of Canada's leading health sciences
industry research firms, has been selected to undertake this work and the findings will
inform a broader health science development strategy and individual business cases for
specific projects. Partners in this initiative include CTT, the Cities of Cambridge,
Kitchener, Waterloo, UW, WLU, Conestoga College, Grand River Hospital, St. Mary's
Hospital and Cambridge Memorial Hospital.
Work is underway with the UW School of Pharmacy and Callen Group (purchasers of
the Lang Tannery building) to develop a portion of the Lang property into a
commercialization centre in support of the School of Pharmacy as well as the attraction
of health science industries to downtown Kitchener.
Indicator: Provide an update on the status of employment lands.
The lands originally purchased to potentially house the City's Consolidated Maintenance
Facility (CMF) known as the "Maple Leaf Lands" on Strasburg Road are now available
for employment lands. Work is underway to determine highest and best use of the land
so that marketing can take place in 2008. Staff are currently working with the private
sector developers who purchased 100 acres knows as the Michelin property to ensure
timely execution of marketing and sales in 2008. Staff continue to work with the Region
to ensure an accurate annual inventory of employment lands is maintained.
Strategic Direction: The Mayor and Council continue to advocate for
Kitchener's share of federal and provincial tax dollars and funds from
federal/provincial and other infrastructure investment programs.
Indicator: Dollars received from other levels of government to go towards
infrastructure.
Federal - $2,475,000 (gas tax)
Provincial - $834,518 (Superbuild)
Regional - $71,242 (cost sharing)
2007 Annual Status Report 20
Strategic Direction: That the City manages its growth and development
relative to the Province's "Places to Grow", the "Regional Growth Management
Strategy" and the "City of Kitchener Official Plan" with a view to the critical
elements of a healthy community. As such the City must consider economic,
social, cultural and environmental implications of all future development projects
and initiatives.
Indicator: Describe the status of the City's Growth Management Strategy.
Kitchener is likely well positioned to accommodate future growth due to the City's
excellent economic base, strong development since 2001 (both residential and other),
the policy framework in place and initiatives that the City and Region have prepared to
help continually improve Kitchener's quality of life. The City must ensure that future
growth happens in an efficient manner, considering fiscal, environmental and social
responsibilities, and that it results incomplete communities. The Growth Management
Strategy is well underway and directly implements and complements the Plan for
Healthy Kitchener and will help connect most corporate initiatives. The Strategy will help
confirm how we can meet the Provincial objectives.
Phase I: Preparation of Background Study
This phase started in August 2007. Draft reports are under review by a City Task Force
and staff. This phase requires final data from the Province which is expected in April
2008, with completion expected in Spring 2008.
Phase II & lll: Develop Growth Options and Preferred Scenario
This phase will start once Phase I is complete. This will likely be in Spring 2008 to early
Fall 2008. A Council Strategy session on this topic is scheduled for April 2008. This
phase may require additional software andlor a consultant
Phase I V.~ Develop Strategy & Recommendations
This phase is scheduled for Fall 2008.
2007 Annual Status Report 21
Indicator: Number of building permits for new residential construction
Building Permits for New Re~dential
Construction
2000
1500
# of new lots,
blocks and 1000
units
500
0~
2006 2007
Year
2006 Residential Unit Types
Single Detached
24%
Semi-Detached
49%
Tow nhouses
18%
Multiples
(Apartments l
9% Condos)
2007 Residential Unit Types
22%
45%
24%
9%
Single Detached
Semi-Detached
Tow nhouses
Multiples (Apartments
l Condos)
The graphs above show that the number of residential building permits has increased by
13.8% from 2006 to 2007. The mix of residential units has shifted slightly to include less
single detached units and more townhouse complexes.
2007 Annual Status Report 22
Strategic Direction: That the results of the community engagement process on
growth management be used in the preparation of key quality of life indicators
for the City.
Indicator: Describe the outcomes of the community engagement process on
growth management and the key quality of life indicators chosen.
The first phase of the community engagement process, `Initial Community Awareness',
was undertaken in Spring 2007. A project Task Force has been created including
citizens at large and representatives from certain City Advisory Committees. Additional
community engagement will occur in 2008 subject to input from the Task Force and
indicators will be chosen once that process is complete. Some potential indicators
include:
• Development rates
• Intensification levels
• Densities of intensification areas
• Greenfield densities
• Capacity for growth vs. Provincial projections
• Land budget (potential intensification and Greenfield inventories)
Strategic Direction: That, as part of its growth management strategy, the City
maintains its balanced approach to replacing and/or expanding existing
infrastructure and building new infrastructure, such as water, sewer capacity
and roads, to support current and anticipated growth.
Indicator: Describe the City's approach to existing and new infrastructure.
The City implemented an Accelerated Infrastructure Program in 2004 with the objective
of ensuring that there is no water, sewer, or road infrastructure older than 80 years of
age by the year 2032. This program was reviewed in 2007 and adjustments were made
to project timing and funding to ensure that the target can be achieved. The City also
has a Development Charges By-law and reserve fund which enable the City to pass the
capital costs of infrastructure associated with growth onto new development. Anew by-
lawand background study will be prepared by mid-2009 in accordance with Provincial
legislation.
2007 Annual Status Report 23
Indicator: Number of kilometres completed per year through the Accelerated
Infrastructure Strategy compared to targets.
The Accelerated Infrastructure Strategy is a plan to replace all aging infrastructure which
is greater than 80 years old by 2032, at a rate of 8.67 kilometres per year.
Since the inception of the program in 2004 there have been some significant projects
that have adversely affected the accomplishment rate, due to excessive complexity,
unforeseen environmental risks and dramatically rising reconstruction costs.
Kilometres of Aging Infrastructure Replaced
10-
8-
#ofkm 6-
replaced 4-
2-
0-~
2004 2005 2006 2007 Target
Year
Source: City of Kitchener
Strategic Direction: Complete an inventory of cultural heritage resources that
identifies buildings forfuture listing on the Heritage Registry, or for designation
under the Ontario Heritage Act.
Indicator: Describe the status of the Heritage Kitchener Inventory.
The Heritage Kitchener Inventory is a listing of cultural heritage resources (mostly
building and structures} that have been identified by the Heritage Kitchener Committee
as being of some cultural heritage interest or value. The Inventory has no formal status
under the Ontario Heritage Act and does not establish a measure of protection against
demolition or inappropriate alterations. Properties included on the Heritage Kitchener
Inventory are flagged in the City's street files and on the City's building permit tracking
system, providing staff with an opportunity to comment and react to applications made
for properties included on the Inventory and a starting point to work from for evaluating
properties for listing on the Municipal Heritage Register. The Heritage Kitchener
Inventory will eventually become obsolete once the 750 properties have been
considered for listing on the Municipal Heritage Register.
2007 Annual Status Report 24
Strategic Direction: Ensure that the conservation of identified cultural heritage
resources is addressed in reviewing development applications and planning
infrastructure improvements.
Indicator: Describe the process that ensures this happens.
Properties included on Heritage Kitchener's Inventory as well as those "listed" and
"designated" on the Municipal Heritage Register, are all identified equally as Heritage
Resources in the City's Permit Tracking System (AMANDA) and the City's mapping
system (ONPOINT). Engineering staff have access to AMANDA and ONPOINT in order
to consider whether City infrastructure improvements have any heritage implications,
allowing them to advise Heritage Staff accordingly. As a result, Heritage Planning staff
should be receiving development applications submitted for all "Heritage Resources". So
far, this process has been working well, but is not foolproof. Heritage Staff are working
with I.T. at making improvements to the systems to ensure there is greater integrity
between the existing heritage inventories and AMANDA / ONPOINT.
2007 Annual Status Report 25
Vision: To be 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
that limit sprawl.
2007 Results
General Environment indicators based on focus areas specified by Council in
2007.
Indicator: Describe the actions the City (as a corporation) is taking to reduce
energy consumption.
In 2007 the following projects were completed which contributed to the energy
consumption savings: replacement of Breithaupt Centre equipment, The Aud power
factor correction, Homer Watson House light retrofit, Lyle Hallman power factor
correction, bay lights switched to T-5's for all six fire stations, Lyle Hallman pump
variable frequency drives, energy efficient track lighting in the City Hall Rotunda, and
replacement of the City Hall frequency drive.
In 2008 the City will be targeting pools and arenas for energy efficiency retrofits such as
lighting upgrades in the ice pad areas and variable frequency drives on the pool pumps.
The method of reporting energy consumption has been improved and the data will be
used to identify buildings that are not performing as they should. New buildings will be
designed and built to a minimum certified standard of LEED Silver (Leadership in Energy
and Environmental Design). Renewable energy sources such as solar and geothermal
will be reviewed for integration into future projects. Training of Energy Management staff
will be ongoing with a focus on LEED along with participation in energy seminars and the
Mayor's Megawatt group. New technologies such as LED lighting continue to be
reviewed by the Energy Management committee.
2007 Annual Status Report 26
Indicator: Annual energy consumption savings for the Corporation of the City of
Kitchener.
Hydro Consumption Savings
3000000 - 600
2500000 - 500 N
N o
c 2000000 - 400 v
s '~
1500000 - 300 N
c~
~
0
1000000
-
c
200 c
- o
~ 500000 - 100 ~
0 - ~ ~ ~ ~ 0
2004 2005 2006 2007
Yea r
o Kilowatt Hours Tonnes of Cot
Source: City of Kitchener
Natural Gas Consumption Savings
250000 - - 500
~ 200000 - - 400 'o
L V
~ 150000 - - 300 c
~ N
100000 - - 200 ~
~ _
v 50000 - - 100 ~
2004 2005 2006 2007
Year
o Cubic Metres Tonnes of Cot
Source: City of Kitchener
The timing of various energy reduction initiatives impact the incremental consumption
savings in the year that they are implemented.
Indicator: Describe actions taken regarding alternative power generation.
Renewable energy sources such as solar and geothermal will be reviewed for integration
into future City projects.
2007 Annual Status Report 27
Indicator: Describe actions taken regarding the acquisition of natural lands.
When urban development is proposed in the vicinity of lands containing natural
environmental features, including river and stream valleys, woodlots and wetlands, the
City's objective is to protect the natural lands and appropriate buffers from development.
One of the preferred means of achieving such protection is by bringing the natural lands
into City ownership. This may be done as a condition of development approval, by
purchase or exchange, or by other negotiation. In 2007 five applications for subdivision
draft approval were granted. As a condition of approval several parcels of land totaling
29.544 hectares will be conveyed to the City either at no cost, or as a partial contribution
in lieu of active parkland.
Strategic Direction: Show leadership in the development of an environmentally
sustainable community through dedicating resources to completing its Strategic
Plan for the Environment.
Indicator: Describe the resources allocated to environmental initiatives.
In 2007 a second Environmental Planner position was created on a temporary basis.
This position was made permanent as part of the 2008 Operating Budget.
Indicator: Is the Environmental Strategic Plan complete?
Significant work has been done to update the strategic plan including public consultation.
The completed plan was presented to Council in April 2008.
Strategic Direction: That Council endorse the proposed Environmental
Remediation Strategy and direct staff to prepare an implementation plan to
support these initiatives.
Indicator: Is the implementation plan complete?
The plan has not been fully implemented at this time. The final implementation will be
completed by a group of staff from various departments working toward an integrated
solution over the course of 2008.
Indicator: Number of brownfields redeveloped
10 Brownfields were registered in 2007 with a Record of Site Condition (RSC), a
certificate signed by the owner and the qualified authority that the property has been
cleaned up in accordance with the Ministry of Environment standards. Once certified,
98% of these sites will be re-developed and will be in various stages of the development
process at any given time.
2007 Annual Status Report 28
Strategic Direction: That Council supports the implementation of the
recommendations brought forth in the Citizens' Report on Air Quality in
Kitchener.
Indicator: Number of "5 Best Bets for Air Quality" completed each year
As part of the implementation of the recommendations in the report on Air Quality in
Kitchener, five recommendations are chosen each year for staff to focus on completing.
These are called the "5 Best Bets".
2006 - 5 completed or underway
2007 - 1 completed (ahead of schedule)
Staff will be reporting back to Council on these Best Bets in April 2008.
Indicator: Number of smog advisory days
Note that data for this indicator is only collected at the Regional level rather than
specifically for the City of Kitchener.
Overall, the Region has less smog days than Ontario as a whole. It should be noted that
although the City of Kitchener can take actions to limit their emissions and encourage
residents to do the same, smog depends on a number of other factors outside of the
City's control. The implementation of the IS014001 Environmental Management
System will ensure that the City of Kitchener is managing the factors the corporation can
control.
Smog Days
60
~ 50
0 40
c 30
~ 20
0
~
10
0~
2003 2004 2005 2006 2007
Year
Region of Waterloo Ontario
Source: Ministry of the Environment
2007 Annual Status Report 29
Indicator: Percentage of time the Air Quality Index is moderate to poor.
The rating system used by Ministry of the Environment for this index is as follows:
0-15 Very Good
16-31 Good
32-49 Moderate
50-99 Poor
100+ Very Poor
Source: Ministry of the Environment
2006 -16% (1 day was poor, 58 were moderate)
2007 - 19% (5 days were poor, 65 were moderate)
The percentage of days with moderate to poor air quality has increased from 2006 to
2007. Similar to smog days, air quality is influenced by a number of factors outside of the
City's control.
Strategic Direction: Develop a Transportation Demand Management (TDM)
Strategy that is an umbrella for efficient, environmentally friendly transportation
policies and programs for the future.
Indicator: Describe actions taken on the TDM Strategy.
A Transportation Demand Management Program will provide the basis for the City of
Kitchener to positively influence travel mode choices, initially to and from the Downtown,
but eventually city wide. The creation of the TDM Program will begin in 2008. The City
of Kitchener, like many municipalities, recognizes that growth cannot continue
unabated. This not only applies to the development of new residential subdivisions, but
also to the supporting infrastructure of roads, parking facilities and the associated impact
on the environment. While the single occupant vehicle has been the norm, changes
must be implemented through education, policies, programs, services and products that
promote sustainable modes of transport. Numerous initiatives need to be developed,
some of which will have incentives and disincentives to encourage the community to
modify their travel choices.
2007 Annual Status Report 30
Indicator: Transit ridership
There were 8,114,000 Grand River Transit (GRT) trips in Kitchener last year. In March
2007, there were approximately 39,500 daily riders in Kitchener. Daily ridership tends to
fluctuate significantly during the year with January to March and September to
November being the highest ridership times. Summer will have significantly less
ridership. These numbers are only estimates therefore detailed analysis with them
should be avoided. GRT is currently implementing a new automatic passenger counter
system which will provide more accurate information in the future.
2007 Annual Status Report 31
Vision: To be a community in which the residents are engaged and active indecision
making about local issues.
2007 Results
General Community Engagement Indicator
Indicator: Voter turnout
Voter turnout for the 2006 Municipal Election for the City of Kitchener was 24%,
compared to the provincial average of 42%. Many factors influence citizens in their
decision to vote or not. Following the election, the City conducted a survey of citizens to
better understand factors underlying this turnout level, with the goal of encouraging
increased turnout in the 2010 municipal election.
Some of the key findings in the survey include:
• Many non-voters do not vote due to a lack of knowledge or information about the
election issues or do not know which candidate to vote for
• Those residents who did vote in the last election generally feel it is their duty or
democratic right to vote. Consistent with knowing when and where to vote, the
vast majority of voters also find it easy to vote
A Voter Turnout committee has been established with citizen representation and the
committee will develop recommendations in 2008.
Strategic Direction: Develop a Community Engagement Policy that outlines
the City's commitment to, and passion for, two-way communication with
citizens, and open, transparent and inclusive municipal government.
Develop a strategy and processes to support the Community Engagement
Policy, that includes the sharing of all pertinent information and ensures
opportunities for involvement of all citizens.
Indicator: Have a Community Engagement Policy, Strategy, and Processes been
developed and been integrated into staff and volunteer training?
A working group has been established to develop a Community Engagement Strategy,
including policy development. The group is chaired by a member of Compass Kitchener,
and includes the Chair of the Advisory Review Committee, a citizen at large with
affiliations to related community initiatives, an academic expert in community
engagement, a graduate level student studying community engagement, and staff from
Communications, Community Services, Community and Corporate Planning, Financial
Services and Planning. The group has been meeting since October 2007 and is
targeting November 2008 for a draft report and recommendations. Central to the
2007 Annual Status Report 32
initiative is consideration of outreach and communication with diverse members of the
community.
Indicator: Number and percentage of citizens who participate in civic engagement
(including committees, public consultation, volunteers, online survey participation).
The only available data at this time is for number of citizen volunteers (2500) and
number of citizens serving on committees (140). Staff will work to create a process
throughout 2008 to capture citizen participation in public consultations and online
surveys, which if possible, will be implemented for 2009.
Indicator: What types of engagement methods have been used? How effective
were they? How were the results used? (Effective meaning engaging more people,
from more diverse backgrounds and different people than usually turn out for civic
engagement opportunities}
The working group is currently creating an inventory of existing initiatives and
benchmarking against best practices, with the intent of creating a tool kit for staff to use
to determine when to use each type of engagement technique. Staff are unable to
comment on effectiveness, change or improvement at this time.
Strategic Direction: That Council designate the financial resources to plan for,
implement and sustain a comprehensive Community Engagement Policy.
Indicator: Resources allocated to this initiative
In the spring of 2007, aone-year contract position was created through the internal
secondment program, in part, to support the development of a community engagement
strategy.
Strategic Direction: Review the City's advisory committees to ensure that
committee structures and mandates are clear; that there is member
representation from across sectors; and that future direction is tied to broad
healthy community priorities.
Indicator: Has the advisory committee review been completed and what actions
have been taken as a result?
A working group was established in October 2007. Chaired by a member of Compass
Kitchener and with representation from each of the Advisory Committees to Council, the
Office of the Mayor and Council, Corporate Services and citizens at large, the group
intends to have a final report to Council in June 2008, for implementation by the 2009-
2010appointment process. Thus far, the group has held focus groups with staff and
citizen volunteers on the committees (or past members of the committees}. In March,
Council and key corporate staff will provide comment via one-to-one interviews. All input
received will be analyzed, considered against best practice literature and models, and
recommendations will be made as appropriate.
2007 Annual Status Report 33
Strategic Direction: Develop a partnership with area school boards and other
youth-service organizations in an effort to engage tomorrow's leaders in civic life
today.
Indicator: Number of partnerships with school boards and other youth-serving
organizations including youth from diverse or marginalized backgrounds.
In 2007 the City had 4 formal partnerships which included Alliance for Children and
Youth, KidsLINK, YWCA and Waterloo Region District School Board.
Indicator: Number of youth participants reached in community engagement
initiatives.
Approximately 50
Indicator: Describe the actions taken towards this strategic direction.
There is a wide variety of projectlprogram-specific collaborations with several youth
serving agencies, including but not limited to; Alliance for Children and Youth, Family
and Children Services, Waterloo Region District School Board, Reaching Our Outdoor
Friends, YMCA's Cross Cultural Centre, Waterloo Regional Police Services, Community
Safety and Crime Prevention Council, City of Waterloo, KidsLINK, KidsAbility, Region of
Waterloo etc.
Strategic Direction: Develop a full Volunteer Support Strategy to ensure
volunteer resources that meet community needs.
Review staff resource requirements against volunteer support needs -now and
in the future - as part of its volunteer strategy development.
Indicator: Has the volunteer support strategy been developed?
This work is tentatively scheduled to begin in the fall of 2008, pending resource
availability and this will include a review of the volunteer support needs.
Indicator: Number of volunteers
2500 direct volunteers, 4700 indirect volunteers, total 7230 volunteers
A direct volunteer is someone who volunteers for City run programs or services.
An indirect volunteer is someone who volunteers for non-City run programs or services
such as Neighbourhood Association programs/services.
Indicator: Dollars of in-kind service provided
For direct volunteers estimate is $1,500,000 per year
Indicator: Volunteer Resources Division staff to volunteer ratio
2 staff to support 7230 volunteers
2007 Annual Status Report 34
Strategic Direction: That the City's Community Investment Strategy, which
provides individuals and groups with funding for programs, projects, events and
initiatives, includes such things as: broadened support for non-governmental
organizations; grant criteria that reflects community priorities; and evaluation of
the use of City grant money.
Seek opportunities to collaborate with funding partners to address any gaps in
grant funding for individuals and groups in the community.
Indicator: Describe the components of the Community Investment Strategy and
comment on the status of implementation.
The Community Investment Strategy has been developed around 6 key themes:
1. Evolutionary, not revolutionary
2. Alignment with City priorities
3. Funding to grow every year
4. Three tiers of support with multiple "tools"
5. Transparency and accountability
6. Collaboration and partnerships
The development of the detailed program framework will be complete by the end of June
2008.
Indicator: Number of funding partners
11 (tentative)
In addition to traditional municipal partners the City has been meeting with United Way in
KW and Cambridge, the Community Foundations in KW and Cambridge, the Lyle S.
Hallman Foundation, Ontario Trillium Foundation and the Prosperity Council Task Force
for Creative Enterprise. Although not confirmed these organizations have been meeting
for the first time as a group. It appears there is growing support to plan a pilot project for
2008 focused on building capacity in the not for profit sector.
Indicator: Dollars generated from funding partners
There has been no commitment of funds yet from the tentative partners mentioned
above.
2007 Annual Status Report 35
Vision: Proudly providing valued services.
2007 Results
Initiative-Related Performance Indicators
Strategic Direction: 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.
Indicator: Describe the status of the implementation of the Corporate Call Centre,
which will improve customer service levels by providing a single phone number,
with a live voice 24/7 for citizens to call when contacting the City.
Phase 1 of this project is on schedule and involves converting three divisions over to the
existing call centre located at Elmsdale and is expected to be complete by late 2008.
Business process reviews have begun. Construction of the temporary call centre
expansion have begun at Elmsdale. Two part-time Customer Service Representatives
(CSRs) are scheduled to be hired in early 2008. Upgrades to the issue tracking system
will be in place soon and training on upgrades will take just a few hours. Discussions
with I.T. will begin soon regarding the phone system (phone lines) that will be trunked to
Elmsdale and the details of what lines will remain with each division is still to be
determined.
Indicator: Describe the status of the planning and implementation of the
Consolidated Maintenance Facility, which is being built to consolidate five
existing ageing City maintenance facility yards into one location. The goal is to
facilitate process efficiencies and eliminate duplication of services at the various
current locations.
Phase 1 of this project, a peer review by Stantec, was completed in June 2007. Phases
2 and 3 were completed in November 2007 and consisted of evaluation of alternative
solutions and identification of the preferred alternative. Phase 4 was an Environmental
Study Report (ESR) which was completed by IBI Group in November 2007. The ESR
review period was then completed by the end of December 2007. Additional public
review and discussion as well as the Environmental Assessment (EA) process were
finished bymid-February 2008. Phase 5, implementation, which will see the occupation
of the facility by Parks Operations, Utilities Operations, Fleet, Facilities Management,
PurchasinglStores and the Customer Service Call Centre is expected to be completed
by June 2009. This will be followed by the occupancy of Maintenance Operations by
August 2010.
2007 Annual Status Report 36
Strategic Direction: Position the municipality as a leader in public sector
policy, processes and programs.
Indicator: Describe the status of the Ward Boundary Review, which will develop
options for new boundaries taking into consideration the expanded size for
Council from six to ten Councillors.
A consultant is leading this review which has two phases. Phase 1 involves obtaining
background information and data that will assist in developing options for new ward
boundaries. Phase 2 which is the public feedback process will begin in April 2008.
Recommendations will be brought to Finance and Corporate Services Committee in
June 2008.
Strategic Direction: Position the Corporation of the City of Kitchener as an
employer of choice.
Indicator: Describe the actions taken as a result of the Employee Culture Survey,
which was conducted to determine staff satisfaction with various aspects of their
jobs and the Corporation.
The Employee Culture Survey was completed in early 2007.80.5% of staff participated,
attaining the highest response rate of any municipality Brock University had worked with.
The purpose of the survey was to learn more about perceptions and opinions of the
Corporation and specific work areas from employees. Over the past several years the
City has been trying to shift the corporate culture from a hierarchical environment driven
from the top down, to a workplace where everyone leads and drives the business of the
Corporation. The survey's purpose was to measure our results in achieving this culture
shift, identifying any areas where we need to improve. The results were received in
spring 2007. A committee of staff with representation from across the Corporation was
formed to identify key focus areas based on the corporate results, and develop action
plans for each focus area. Departmental and divisional teams were struck to do similar
work for their respective work areas. Actions undertaken are communicated to staff via
the staff Intranet and hard copy updates. Future surveys are planned to measure
progress and improvement.
Indicator: Describe the status of the development of the "People Plan" which is
intended to articulate employees' vision of the culture and values they desire in
the Corporation.
A staff group has been meeting since Fall 2007 to design an engagement process to
produce, in conversation with as many people as possible from across the organization,
a picture of who we are as "the people of this organization". The resulting vision will
serve as a springboard for the development of the City of Kitchener People Plan. The
current position (inventory existing human resources programs, wellness initiatives,
training and education opportunities and so on) will be compared against employees'
desired corporate culture and where there are gaps or opportunities for change and
improvement appropriate recommendations will be made. Completion is targeted for
June 2008.
2007 Annual Status Report 37
Strategic Direction: Ensure the effective and responsible stewardship of
public funds within a supportive policy framework.
Indicator: Investment rate of return compared to the Benchmark rate
Short Term Investments Rate of Return
5.00%
c
3 4.00%
L
0 3.00%
4.48% 4.37%
`~ 2.00%
a~
a~
1.00%
a
0.00%
Kitchener CIBC Benchmark
Source: City of Kitchener; CIBC
The City's rate of return has slightly outperformed the benchmark rate for similar short
term investments. This shows successful management of the City's cash balances.
Strategic Direction: Ensure corporate fiscal targets are consistently met.
Indicator: Describe the status of the implementation of the Delta Project, which
will replace ageing financial and infrastructure systems and incorporate new fixed
assets accounting requirements.
The business blueprinting phase is underway to develop a comprehensive document
and define the scope of the implementation. Application consultants and the Business
Process Teams are working together to achieve a common understanding of how the
City intends to run its business within the new solution. Project Delta Task Force is
working diligently with the 15 member core project team, the 55 plus members
representing the user community and around 10 IDS Scheer consultants to ensure the
Action Items are completed on time. The project realization phase starts in April 2008.
2007 Annual Status Report 38
Strategic Direction: Maximize technologyto support timely, relevant and
accurate information.
Indicator: Describe the status of the implementation of new Print Shop
equipment, the goal of which is to improve efficiency and decrease printing costs.
The Request For Proposal for print equipment vendors closed in early 2008 and
companies were shortlisted. Equipment demonstrations and testing followed shortly
afterward. The timeframe for the new equipment installation is Fall 2008.
Strategic Direction: Optimize technology solutions that will enhance our ability
to interact and communicate more effectively with our internal and external
clients.
Indicator: Describe the status of the redesign of the City's website.
Work is now underway to fully redesign the City's website. To ensure the redesigned
website remains focused on the needs of its diverse range of stakeholders, in early 2008
the City will be conducting extensive consultations and insight research into what
information, tools, and online services its stakeholders (citizens, businesses, staff and
Council) want and would use on their municipal website. To support the redesign of its
website, the City has added an additional $250,000 to the 2008 capital budget.
2007 Annual Status Report 39
Municipal Performance Measurement Program (MPMP) Indicators
The MPMP program was created by the Province of Ontario and all municipalities within
the province are required to track data on an annual basis. The indicators measure
efficiency and effectiveness of core front-line services common to most municipalities
and as such are included here under the theme of "Efficient and Effective Government".
Any services which the City of Kitchener provides which are not included in the MPMP
indicators have been captured separately in the "Additional Operational Indicators"
section which follows.
Included in this section of the report are MPMP results for 2007 compared to 2006 as
well as provincial and regional averages for 2006. (Provincial and regional averages for
2007 were not available at the time of publishing.} The regional averages include data
from the Region of Waterloo, the cities of Waterloo, Kitchener, Cambridge, and the
townships of Wilmot, Woolwich, Wellesley and North Dumfries.
Comparison to the regional and provincial averages should be done with caution.
Although the Province provides guidelines regarding how to calculate each indicator,
there is still variation in interpretation from city to city on what to include or omit for each
calculation. In the absence of a full analysis of the results, these comparisons could be
misleading. For example, the City of Kitchener's operating costs for Fire services may
appear high when compared to the regional average. However, what the numbers do
not say is that the townships utilize more volunteer fire fighters than the City, contributing
to the lower average cost for the regional number. Afar more useful exercise is to
compare the City's results over time. The regional and provincial averages are provided
just for interest sake as an external benchmark.
2007 Annual Status Report 40
Efficiency Measures
200 6 200 6
Kitchener Provincial Regional
Metric 2006 2007 Average Average
General Government:
Operating costs for governance
and corpo rate m anage me nt as a
of total municipal operating
costs 3.7% 3.3 % 9.5 % 7.3%
Fire Services: Operating costs
for fire services per $1,000 of
assessment $1.43 $1.45 $0.86 $0.81
Paved Roads: Operating costs
for paved (hard top) roads per
lane kilometre $1,972 $1,662 $2,110 $1,751
Unpaved Roads: Operating
costs for unpaved (loose top)
roads er lane kilometre $6,702 $5,839 $2,416 $2,430
Winter Control: Operating
costs fo r winter m ai ntena nce of
roadways per lane kilometre
maintained in winter $1,413 $2,968 $986 $458
Wastewater Collection:
Operating costs for the collection
of wastewater per kilometre of
wastewater main $7,300 $7,192 $4,605 $4,389
Urban Storm Water
Management (Separate Storm
Water System): Operating
costs for urban storm water
management (collection,
treatment, disposal) per km of
drainage system
$1,089 $942 $1,142 $2,724
Distribution of Drinking Water:
Operating costs for the
distrib utio n of d ri nkin g water p er
kilometre of water distribution
i e $6,657 $6,973 $7,103 $7,879
Parks: Operating costs for
arks er erson $41 $48 $25 $36
Recreation Programs:
Operating costs for recreation
ro rams er erson $32 $32 $26 $25
Recreation Facilities:
Operating costs for recreation
facilities er erson $53 $58 $99 $67
Subtotal: Parks, Recreation
Programs and Recreation
Facilities: Operating costs for
parks, recreation programs and
recreation facilities per person
Subtotal $126 $138 $131 $107
Library Services: Operating
costs for library services per
erson $41 $41 $32 $29
Library Services: Operating
costs for library services per use
$2 $2 $201 $2
2007 Annual Status Report 41
Effectiveness Measures
200 6 200 6
Kitchener Provincial Regional
Metric 2006 2007 Average Average
Adequacy of Roads:
Pe rcen tage of paved lane
kilometres where the condition
is rated as good to very good
60.7% 58.4% 69.2% 59.2%
Effective Snow and Ice
Control for Winter Roads:
Percentage of winter events
where the response met or
exceeded locally determ fined
municipal service levels for
road maintenance 100% 100% 98% 100%
Wastewater Main Backups:
Number of wastewater main 1.6 1.8 13.5 8.1
Water Main Breaks: Number of
water main breaks per 100
kilometres of water distribution
i e in a ear 9.3 15 8.1 9.7
Trails: Total kilometres of trails
er 1,000 ersons 1 1.1 7.6 1.7
Open Space: Hectares of open
space per 1,000 persons
munici all owned 7 7.7 9.4 4.6
Participant Hours for
Recreation Programs: Total
participant hours for recreation
ro rams er 1 000 ersons 14,943 12,476 642,513 10,461
Indoor Recreation Facilites:
Squ are m etres of i ndoo r
recreation facilities per 1,000
ersons munici all owned 447 442 11,825 1,674
Outdoor Recreation Facility
Space : Sq uare m etres of o utdoo r
recreation facility space per
1,000 persons (municipally
owned 247 243 1,544 65
Library services: Library uses
er erson 23.9 24.9 1,432.6 21
Location of New Residential
Development: Percentage of
new residential units located
within settlement areas 100% 100% 65% 92%
Preservation of Agricultural
Land in Reporting Year:
Percentage of land designated
for agricultural purposes which
was not re-designated for other
uses Burin the re ortin ear 100% 100% 99.50% 100%
Preservation of Agricultural
Land Relative to Base Year:
Percentage of land designated
for agricultural purposes which
was not re-designated for other
uses relative to the base year of
2000 100% 100% 100.10% 99.60%
Change in Size of Settlement
Area: Percentage change in the
size of the settlement area
relative to th e bas e year of 2 004
0% 0% 1.40% 0%
2007 Annual Status Report 42
Additional Operational Indicators
This section provides efficiency and effectiveness measures, as well as service levels
and customer service indicators, for any services the City provides which are not
included in the MPMP indicators. Since this is the first year this data have been
captured, there are noyear-over-year comparisons at this time; these will be added in
future years to aid in analysis.
Service Area Indicator 2007 Results Indicator
Type
Aquatics Cost per user $3.50 (does not include Efficiency
Facilities Management
costs
# of hours of swimming 13,836 hours Effectiveness
lesson ro rammin
# of hours of recreational 10,955 hours Effectiveness
swimming programming
of customers satisfied 85% Customer
with service Service
Arenas Cost er user $2.13 Efficient
of capacity used 55.92% Effectiveness
Arts & Culture Total $ s ent er ca ita $10.05 Efficient
# of public art exhibitions 12 Service Level
in Rotunda er ear
Athletics # of hours of sportsfield 27,190 hours Service Level
use
Building % of inspections within 10 days - 99% Effectiveness
inspections & regulated timelines 15 days - 93%
permits 20 days - 99%
30 days - 93%
# of permits issued by Residential -1334 Service Level
type for new construction Commercial -18
Industrial - 6
Gov'tllnstitutions - 9
# of building permits 2963 (16.3% increase from Service Level
2006
By-Law Cost per 1000 residents $4418 per 1000 residents Efficiency
Enforcement
of complaints resolved General enforcement - Effectiveness
without court action 99%
Noise enforcement - 97%
# of officers per unit of • 1 parking officer per Service Level
population 24,200 residents
• 1 property standards
officer per 35,000
residents
• 1 noise officer per 58,300
residents
2007 Annual Status Report 43
# of complaints handled Parking - 3794 Service Level
Noise - 2927
General -1701
Facilities Facilities cost per square Capital cost = $0.77 per Efficiency
Management metre sq.m.
Operation cost = $4.06 per
sq.m.
Fire % of time response time 91.4% Effectiveness
standard is met (7
minutes
Human Cost per hire $1513.22 Efficiency
Resources
Turnover rate 5.5% Effectiveness
# of training days 2100 Service Level
delivered
Leaf Collection Cost er 1000 residents $1936 er 1000 residents Efficienc
# of tonnes collected 2326 tonnes collected Service Level
Parking Net profit $2,071,382 Efficiency
Enterprise
Parks Maintenance cost per $2580.36 per hectare Efficiency
hectare
# of new arks 5 Service Level
# of new la rounds 6 Service Level
Planning and # of site plan 170 Service Level
Development development applications
rocessed
Property Taxes % of property taxes 93.5% Efficiency
collected as of December
31St, 2007
# of taxpayers on 11,914 Effectiveness
preauthorized payment
method
# of Tax and Payment in 127,873 Service Level
lieu bills issued
Abandonment rate of 16.5% Customer
incomin calls Service
Utilities # of gas line leaks or 42 gas line hits Effectiveness
breaks
# of water heaters rented 3600 rentals Service Level
Abandonment rate of 3.9% Customer
incomin calls service
Waterloo # of businesses 2076 Service Level
Region Small registered
Business
Centre
2007 Annual Status Report 44
Conclusion
A great deal of work is underway towards accomplishing the community vision in the
Plan for a Healthy Kitchener. However, given that the plan is a 20-year plan, this is only
the beginning. There is still much work to be done.
As the years progress this annual report card will allow Council and citizens to
benchmark the City's progress towards to the end goal. Each year the indicators will be
reviewed to ensure they are the best ones to capture the information needed. As
initiatives are completed some indicators may be dropped from the report entirely, being
replaced by new indicators aimed at measuring the progress of new initiatives. At the
core of the report though is the desire to be accountable to the public and inform
everyone of the City's progress towards a "Healthy Kitchener".
2007 Annual Status Report 45