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HomeMy WebLinkAbout2007 City of Kitchener Annual Status ReportOverview 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 Government to 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 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. ~nm Qo~~~i+~ 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 1% 7% 1~0% 7% 8% ' y~+i:, 39% 9% 29% ®Arts and Culture Athletics & Minor Sports Parks & Recreation Environmental Services General Government ® Social /Family Services ® Health Services 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 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 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 0.080% m .. w 150000 0.060% ~ ~ R 100000 ~``,, 0.040% m ~ o _.--.. ~.. __.__ ,~ 00 ~ 50000 ~ ~ ~ 0.020% 0 0.000% ° 2005 2006 2007 2008 Year © Budget Dollars -•-% of budget Year % of Budget Budget $ 2005 0.063% 168060 2006 0.026% 71700 2007 0.032% 93000 2008 0.028% 87000 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 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 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 as a %of Region DRAFT Division 1 Violations causing death 2 2 2 100% 3 Sexual assaults 165 181 515 35% 13 Assaults 812 1,170 2,873 41% 1.05' Other crimes against the person 585 877 2,163 41% 645 Crimes against property 7,685 7,178 20,914 34% 6.651 Other 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 Other 1,321 999 2,068 48% 587 Total 14,587 14,564 37,740 39% 13,474 Source: vvater~oo Heg~ona~ nonce Service Hnnua~ Report (1uu5, 1UU6, 1UU/J Total Division 1 Criminal Offences w 15,000 d ~ 14,500 ~ ~` ~ 14,000 m .~ ~ 13,500 \a v 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 Vision: To be a multicultural community in which different ethnic groups are encouraged to retain their cultures and lifestyles. nnn~ n__..~a_ 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 38"s 40% ®Recent immigrants I ® All immigrants 36° 1. 30 % ^ Total population -8°, 20 % _ 10% 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% ® Racialized Groups 40% ®Total population 30% 20% 10% 0% _~ l 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 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- time seasonal 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 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 A sub-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 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? In compliance 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 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 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. ~nm Qo~~~i+~ 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 19000 18500 .~ -° 18000 3 c 17500 a 17000 16500 Downtown Residential Population 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 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. C;allc Fnr ~arvira in tha f~n~nmtn~nm Araa (7nna 141 Call Type 2006 2007 Increase / (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 11 7 114 -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 4535 4409 -126 2.6% Totals 6603 6645 42 4.0% Source: water~oo ~eg~ona( Nonce 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 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 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 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 Caden 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 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 in complete 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 l: 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 11 & 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 and/or a consultant Phase IV.~ Develop Strategy & Recommendations This phase is scheduled for Fall 2008. 2007 Annual Status Report Indicator: Number of building permits for new residential construction Building Permits for New Residential Construction 2000 1500 # of new lots, blocks and 1000 units 500 0 2006 2007 Year 2006 Residential Unit Types 2007 Residential Unit Types ® Single Detached 24% ~ 22% - ~~ ®SingleDetached ® Semi-Detached \~ ®Semi-Detached 45 49 Tow nhouses ^ Tow nhouses 18% 24% ^ Maltiples (Apartments Multiples /Condos) ~~ (Apartrr~nts / 9% 9% 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 on to new development. Anew by- law and background study will be prepared by mid-2009 in accordance with Provincial legislation. 2007 Annual Status Report 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 #of km 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 for future 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 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 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 Indicator: Annual energy consumption savings for the Corporation of the City of Kitchener. Hydro Consumption Savings 3000000 - 600 ~ N 2500000 - ~~ 500 N 2000000 o / / .: o 400 v 1500000 / / ~; 300 c 1000000 j ~ ~ ~ ~ 200 = Y 500000 ~ ~ 100 ~ 0 ~ 0 2004 2005 2006 2007 Year Kilowatt Hours -®-Tonnes of Cot Source: City of Kitchener Natural Gas Consumption Savings 250000 - 500 I w 200000 ~ '' ~ 400 0 d ~ ,, ; U 150000 ~ ~ - ~ ~ \\ ~ 300 0 ~~ N 100000 ,- 200 ~ ~ c v 50000 - 100 t° 0 0 2004 2005 2006 2007 Year 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 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 ISO 14001 Environmental Management System will ensure that the City of Kitchener is managing the factors the corporation can control. Smog Days 60 T 50 { 0 40 { E 30 ~~`~, _ .--''` 0 2003 2004 2005 2006 2007 Year -•- Region of Waterloo Ontario Source: Ministry of the Environment 2007 Annual Status Report 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 Moderate to Poor Air Quality Days 80 y 60 a ~ 40 0 ~ 20 0 2006 2007 Year ® Nbderate ®Fbor 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 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 Vision: To be a community in which the residents are engaged and active in decision 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 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 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 project/program-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 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 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 by mid-February 2008. Phase 5, implementation, which will see the occupation of the facility by Parks Operations, Utilities Operations, Fleet, Facilities Management, Purchasing/Stores 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 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 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% 3 4.00% m L c 3.00% { m ' 4.48°~0 4.37°~0 `~ 2.00% m 1.00% a o.oo°i° 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 Strategic Direction: Maximize technology to 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 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 2006 2006 Kitchener Provincial Regional Metric 2006 2007 Avera a Avera e General Government: Operating costs for governance and corporate management as a °io 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 la_~~el<ilometre $1,972 $1,662 $2,110 $1,751 Unpaved Roads: Operating costs for unpaved (loose top) roads er lade I,:ile,~netre $6,702 $5,839 $2,416 $2,430 Winter Control: Operating costs for winter maintenance of roadways per lane kilometre rnaintai nevi ii-~ Zvi rater $1,413 $2,968 $986 $458 Wastewater Collection: Operating costs for the collection of wastewater per kilometre of ~~~a~,tp~nrctpr main $7,300 $7,192 $4,605 $4,389 Urban Storm Water Management (Separate Storm Water System): Operating costs for urban stone 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 distribution of drinking water per 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 ~Sul~tc~tal $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 2006 2006 Kitchener Provincial Regional Metric 2006 2007 Average Average Adequacy of Roads: Percentage 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 determined municipal service levels for road maintenance 100% 100% 98% 100% Wastewater Main Backups: 'J~iiril _r I r Icwater main 1.6 1.8 13.5 8.1 lNater Main Breaks: Number of water main breaks per 100 kilometres of water distribution i e i~~ ~_ ear 9.3 15 8.1 9.7 Trails. Total kilometres of trails er 1.00! x rsons 1 1.1 7.6 1.7 Open Space: Hectares of open space per 1.000 persons munici .111, ~~.rii~,d 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: ,~~~uare metres of indoor ~ °ation facilities per 1.000 ersons munici all owned) 447 442 11,825 1,674 Outdoor Recreation Facility Space: Square metres of outdoor recreation facility space per 1.000 persons (municipally owned 247 243 1,544 65 Library services: Library uses ^r 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 designstAd for other uses durin the re ~ }itin 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 i f th ttl m nt r ze o s e se e e a ea relative to the base year of 2004 0% 0% 1.40% 0% 2007 Annual Status Report 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 no year-over-year comparisons at this time; these will be added in future years to aid in analysis. Service Area Indicator 2007 Results Indicator T e 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 swimmin ro rammin 10,955 hours Effectiveness of customers satisfied 85% Customer with service Service Arenas Cost er user $2.13 Efficienc of ca acit used 55.92% Effectiveness Arts & Culture Total $ s ent er ca ita $10.05 Efficienc # of public art exhibitions 12 Service Level in Rotunda er ear Athletics # of hours of sportsfield use 27,190 hours Service Level Building % of inspections within 10 days - 99% Effectiveness inspections & regulated timelines 15 days - 93% permits 20 days - 99% 30 da s - 93% # of permits issued by Residential - 1334 Service Level type for new construction Commercial - 18 Industrial - 6 Gov't/Institutions - 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 # 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 s .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 Enter rise 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 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