HomeMy WebLinkAboutCAO-20-004 - 2020 Business Plan Progress Report and Compass Kitchener Strategic Plan Evaluation GuideREPORT TO:Council
DATE OF MEETING:September 14, 2020
SUBMITTED BY:Kathryn Dever, Director, Strategy & Corporate Performance,
(519) 741-2200 ext. 7370
PREPARED BY:Karen Cooper, Manager, Strategic and Business Planning
(519) 741-2200 ext.7817
Lauren Burr,Corporate Planning Analyst, (519) 741-2200 ext. 7059
WARD (S) INVOLVED:All Ward(s)
DATE OF REPORT:September 9,2020
REPORT NO.:CAO-20-004
SUBJECT:2020 Business Plan Progress Report and Compass Kitchener
Strategic Plan Evaluation Guide
___________________________________________________________________________
RECOMMENDATION:
For Information
BACKGROUND:
2020 has been an unprecedented year as the City responded to the COVID-19 pandemic. Some staff
were redeployed to support emergency operations, others were placed on declared emergency leave,
and others worked from home. Through this challenging time, staff demonstrated resiliency and made
progress on 2020 Business Plan projects as outlined in this report.
Council annually approves a list of projects thatimplement the Strategic Planandother projects that are
a priority to Counciland departments.These projects form theannualBusiness Plan. TheBusiness Plan
and the budget are developed in parallel to ensure resources arealignedto completethework.The 2020
Business Plan includes all 25actions from the 2019-2022 Strategic Plan,as well as 22 business plan
projects.
The COVID-19 pandemic affected s ability tocomplete workand theApril Business Plan Progress
Report was cancelled.Appendix Ato this reportprovides the Business Plan Progress Report covering
the period January 1 to August 31, 2020. It contains the complete list of projects and their currentstatus.
Compass Kitchener has the mandate to create evaluation criteria and to evaluate implementation of the
Strategic Plan.The Business Plan progress reportsform a source of information for Compass Kitchener
in monitoring implementation of the Strategic Plan.Compass Kitchener developed evaluation criteria for
the 2019-2022 Strategic Plan in consultation with Appendix B
to this report contains Compass KitchenerCompass Kitchener
representatives will be attendance at the September 14 Council Meeting to present the Guide to Council.
Localizing(SDGs) is an important component ofthe
2019-2022 Strategic Plan,and this report provides an update on progressin localizing the SDGs. Asa
foundational piece, staff compiled data for more than90indicators that can be used to measure progress
on the SDGs. Staff worked in collaboration with staff at the cities of Cambridge and Waterloothrough a
federally funded project with the World Council on City Data(WCCD).WCCD representatives will attend
the September14 Council meeting to present a Platinum Certificate to Council in recognition of
***This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994for assistance.
4 - 1
REPORT:
Overall Status of the 2020 Business PlanProjects
The 2020 Business Plan includes 22 business plan projects. As of August 31, twobusiness plan projects
have been completed in 2020. Fifteen business plan projects are currently underway, while 5 business
plan projects have not yet started due to the pandemic.
The 2019-2022 Strategic Plan includes five goals and 25 strategic actions to be implemented during this
term of Council. The2020 Business Plan includes all 25 strategic actions. Threestrategicactions were
completed previously in 2019.The 25 strategic actions encompass 35 strategic projects as some actions
contain multiple projects. Figure 1 illustrates the Status of BusinessPlanand Strategic Plan projects.
Figure 1 -August 2020 Business Plan Status
40
35
30
25
20
15
10
5
0
Business Plan Projects Strategic Plan Projects
Status of the Strategic Plan Actions
Of the 25strategic plan actions, threewere completed in 2019, 20were scheduled to be underwaythis
yearandtwoactionswere to commence in 2021.Two of the 20 scheduled actions are being moved to
2021.Nine actions were to be completed in 2020, and sixare on targetto be completed this year.
Figure 2: August 2020 Status of Strategic Plan Actions by Goal
6
5
4
3NOT STARTED
IN PROGRESS
2
COMPLETED
1
0
People FriendlyEnvironmentalVibrantCaringGreat
TransportationLeadershipEconomyCommunityCustomer
Service
4 - 2
Status of the Strategic Plan Projects
Atotal of 35 projects are tobe delivered to achieve the 25 actions over this term ofCouncil. Five of these
projects were completed in 2019. As of August 31, 20strategic plan projects are in progress.The other
10 strategic plan projects have not yet started.Significant progress has been made on thefollowing:
Cycling and Trails Master Plan Update will be presented to Council in October
Gaukel Streetwas converted to pedestrian use during the pandemic and a formal plan will be
presented to Council in 2021
Community Climate Action Plan on schedule to be presented to Council later in 2020
Make It Kitchener 2.0 Strategyto be presented to Council in the fall
DraftHousing Strategy was presented to Council on August 31and is on track to be completed
by December
Anti-stigma training will be re-launched in the fall 2020learning program
Aworking beta version of the Online Customer Service Portal will be launched publicly in the fall
The following projects experienced delays due to the pandemicand efforts are being made to complete
them in a timely manner now that staff are returning to usualwork:
Bikeshare Program
City-Owned Property Review
Equity, Diversity and Inclusion Strategy
Customer Satisfaction Program
Thefour strategic plan projectsthat have not yet started due to the pandemic are:
Waste Diversion Strategy: Increase Waste Diversion atOur Public Spaces and Eventspublic
events cancelled
City-Owned Property Brought to Marketchanges to the market being monitored
Mill Courtland Community Centre Expansion Business Casestaff reassigned
Open Space Strategyhiringpaused
Figure 3: August 2020 Status of Strategic Plan Projects by Goal
10
9
8
7
6
NOT STARTED
5
IN PROGRESS
4
COMPLETED
3
2
1
0
People FriendlyEnvironmentalVibrantCaringGreat Customer
TransportationLeadershipEconomyCommunityService
4 - 3
Status of the Business Plan Projects
The 2020 Business Plan includes22 business plan projects. As of August 31,twoprojects have been
completed.They are:
Close the Loop with CitizensStaff have expanded E-TenderingStaff have implemented an e-
email auto-notifications to enable citizens to receive tendering module to enable vendors to self-
email notifications for all parking complaints.identify for interested commodities, access bid
documents and drawings, and submit tenders,
proposals and quotations electronically.
15projects are in progress, with some experiencing delays due to the pandemicas indicated in Appendix
A to this report.The Southwest District Pool Case is scheduled to commence in the fall.Four projects
have not yet been started due to the pandemic,including:
Ice Demand Study
Government Relations and Advocacy Plan 2020-2021
Community Benefit Charge Study
Mobile Time Entry
Figure 5: August 2020 Status of Business Plan Projects
Figure 4: August 2020 Status
by Department
of Business Plan Projects
257
6
20
5
NOT STARTED
4
15
NOT STARTED
IN PROGRESSS
3
IN PROGRESS
10
COMPLETED
2
COMPLETED
1
5
0
CommunityCorporateDevelopmentFinancialInfrastructure
0
ServicesServicesServicesServicesServices
Total
4 - 4
Localizing Sustainable Development Goals
The 2020 Business Plan Progress Report also provides an update on localization of the United Nations
SustainableDevelopment Goals (SDGs). As expressed in the 2019-2022Strategic Plan, the City of
ment and localizing
the 17 SDGs. Each of the 25 action statements within the 2019-2022 Strategic Plancan be connected to
at least one of the SDGs.
TheCity of Kitchener was one of 15 Canadian municipalities chosen to be part of theData for Canadian
Cities Pilot Project, funded by the Government of Canada. This project is an initiative of the World Council
on City Data (WCCD) to support municipalities in achieving certification in ISO 37120 -Sustainable
Development of Communities: Indicators for City Services and Quality of Life.Kitchenernowjoins over
100 municipalities worldwide who have embraced ISO 37120,the first international standard on city data.
With support from the WCCD, the City of Kitchener provided data on over 90 indicators to achieve
platinum certification in 2020 for ISO 37120 alongside the Cities of Waterloo and Cambridge. WCCD will
present thiscertification to Council on September 14, 2020.
In 2020, theCityof Kitchener was also awarded $94,700from a federalSustainable Development Goals
grantto localize and communicate the SDGs across the community,including:
1)existing metrics, including the strategic
plan and data collected for ISO 37120.
2)Provide CLT with enhanced understanding and a framework for solution development and
resource-based decision making that integrates the SDGs in key plans and initiatives, including
engagement and communications.
3)Develop a public-facing interactive dashboardthat illustrates progress made on strategic and
business plan projects, metrics chosen by Compass Kitchener to measure theimpact of the
strategic plan actions, as well as metrics pertaining to the SDGs and ISO 37120.
Staff will create an integrated approach through cross-departmental awareness-building, improved
decision-making tools, and external engagement with key stakeholders to communicate on the City
progress in achieving the SDGsandISO certification and making them meaningful in our local context.
4 - 5
Compass Kitchener Strategic Plan Evaluation
Compass Kitchener has the following goals, objectives and responsibilities regardingmonitoring and
evaluating implementation of the Strategic Plan.
Goals
To monitor and evaluate progress against achievement of strategic priorities.
To report on progress made toward achieving strategic priorities to Council and the community.
Objectives
To determine evaluation criteria for use in measuring Council implementation of strategic
priorities.
Responsibilities
Reporting to Council on critical community priorities to assist in the establishment and updating
of-year Strategic Plan and annual Business Plans.
Kitchener.
Reporting on performance to Council and the Community on an annual (Report Card) basis.
Compass Kitchener provided a set of recommendations to Council in April 2019 regarding evaluating
implementation of the strategic plan which have been put into practice. One was to jointly develop
evaluation criteria with staff. To that end Compass Kitchener co-hosted with Senior Leadership at the
City joint meetings with representatives of allthe Advisory Committees to Council to discuss objectives
for the evaluationof implementation of the Strategic Plan. Compass Kitchener developed draft criteria
Jan 2019 -All Advisory Committees Meetingto discuss evaluationcriteria objectives
April 2019 -Report to Councilwith recommendation to develop evaluation criteriawith staff
June 2019-Council approval of 2019-2022 Strategic Plan
Sept 2019 -CLT meetingto discuss potential evaluation criteria
Nov 2019 -Check back with All Advisory Committees
January 2020 -Draft evaluation criteria
September 2020 -Finalized evaluation criteria
Considering the input received, Compass Kitchener developed anevaluation guide, included as
Appendix B to this report.
Compass Kitchener has developed the following 4 levels of evaluation criteria:
Evaluation Criteria for Overall Implementation of the Strategic Plan
Evaluation Criteria for Overall Implementation of SDGs through the Strategic Plan
Evaluation Criteria for Implementation of Strategic Plan Goals
Evaluation Criteria for Implementation of Strategic Plan Actions
Compass Kitchenerwill present its evaluation criteria and guide to Council on Sept 14,2020.
4 - 6
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
innovative, caring and vibrant Kitchener.
FINANCIAL IMPLICATIONS:
None
COMMUNITY ENGAGEMENT:
CONSULT In 2018,Compass Kitchener consulted the public on developing community priorities for
the 2019-2022 Strategic Plan, which informed preparation of the 2020Business Plan project list.
Compass Kitchener has been consulted onthe development of the 2020 Business Plan Progress Report.
INFORM
committee meeting.
ACKNOWLEDGED BY: Dan Chapman, Chief Administrative Officer
Appendix A: 2020Business Plan Progress ReportAugust 2020
Appendix B: Compass Kitchener Strategic Plan Evaluation Guide
4 - 7
August 2020
Progress Report
August 31, 2020
Appendix A: 2020 Business Plan Progress Report
4 - 8
2
.
2020
a business
the
priorities
Business Plan
in
work that City
2020 there will
to the public on
20
In
.
work
priority
The global pandemic in
available
An update on progress in
2022 Strategic Plan
-
.
end report.
-
business plan project is described,
business plan projects
The 2019
:
22
a strategic plan action project or
rojects included in the 20
The
monitored three times per year and reported
P
for completion.
projects
as being
reflect additional Council and staff
kitchener.ca/businessplan
was to be
an action
projects is included in this report.
progress report and a year
:
Strategic pl includes 25 actions relating to five strategic goals. The 25 actions encompass a total of 35 distinct projects. Business plan projects: Business Plan
August
strategic plan action project or
Introduction staff will undertake in 2020.have been categorized plan projectEach including anticipated timing completing the Sharing Our Results Progress on projects to Council and
the public until project completion. 2020 afbe this The 2020 Business Plan and progress reports are
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19
-
................................
5 Strategic Plan projects
2
Friendly Transportation
-
le
................................
usiness Plan Projects
2022 Strategic Plan Actions
-
Impact of COVIDStatus of the 22 Business Plan ProjectsPeopEnvironmental LeadershipVibrant EconomyCaring CommunityGreat Customer ServiceCommunity ServicesCorporate ServicesDevelopment
ServicesFinancial ServicesInfrastructure Services
Status of Status of 35 Strategic Plan projects
ocalizing Sustainable Development Goals
Contents IntroductionSharing Our Results L Results 2019 2020 B
DRAFT
4 - 9
3
Strategic Plan Projects
August 2020 Status of All Projects
-
Figure 1
Business Plan Projects
50
40353025201510
.
and other
hiring from
progress on
many of the
critical
make
-
non
on declared emergency
Two projects have been
on
were
city staff
are currently underway.
pause
35a
(42%)
up to 97
Through this challenging time, staff
,
as well as
,
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,
redeployed to emergency operations
-
impacts
up to 945 staff
,
were
ing
19 pandemic.
-
staff
taff are evaluating revised end dates for the remaining
at a given time.
Impact of COVID 2020 has been an unprecedented year as the City responded to the COVIDdemonstrated resiliency and made progress onprojects within the 2020 Business Plan.completed in
2020, and another From March to Augustworkforce functionsIn additionleave TheseMarch to Augustnine strategic plan projects and nine business plan projectsRevised completion dates have
been provided for eight projects, and sreopening plan.
DRAFT
4 - 10
4
er
our
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in
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With
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-
.
City of Kitchen
The City of
decision
Data for Canadian Cities
to communicate on
-
n municipalities chosen to be
their 17 Sustainable
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achieve platinum certification in
an integrated approach through
to
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-
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and
with
the first international standard on city data.
We will
work to localize and communicate the SDGs across
.
0
Sustainable Development Goals
joins over 100 WCCD municipalities worldwide who have
World Council on City Data initiative
departmental awareness
2022 Strategic Plan can be connected to at least one of the SDGs.
for ISO 37120 alongside the Cities of Waterloo and Cambridge.
-
-
he City of Kitchener was one of 15 Canadia
Localizing for Sustainable DevelopmentDevelopment Goals (SDGs). Each of the 25 action statements within the 2019 Tpart of the Pilot Project, funded by the Government of Canada. Kitchener
nowembraced ISO 3712Kitchener is a city that takes pride in accountability. We understand the importance of measuring and monitoring our performancesupport from the World Council on
City Data team, theprovided data on over 90 indicators 2020 Staff are undertakingthe City of Kitchenercrossand external engagement local context.
DRAFT
4 - 11
5
NOT STARTEDIN PROGRESSCOMPLETED
Great
Service
Customer
Caring
Community
Status of 25 Strategic Plan Actions by Goal
Vibrant
Economy
begin in 2021:
Waste Diversion Strategy: Increase Waste Diversion in City Owned Property Brought to Market; Innovation Set and Communicate Service LevelsCustomer Experience Program
Leadership
Environmental
started due to the pandemic:
2.5 Our Public Spaces and Events3.5 District (Bramm Yards) Master Plan; Civic District Master Plan5.4 5.5
Figure 2: August 2020
People
Friendly
Transportation
6543210
2 have not yet 2 are scheduled to
Round
-
Actions
; Support for Safe
:
2022
-
Development
Working Space Network
-
Connected to the Downtown
Plan; Connectivity and Year
Strategic Plan
25
Tree Planting Backlog Elimination
;
Use Trails & Pathways
-
the
First Street Plan for Gaukel Street
-
to be completed in 2021
Language Interpretation Support
-
Canopy Target
Owned Property Review
-
Status of
-
Urban Design ManualBikeshare Program
Complete StreetsCorporate Climate Action PlanCommunity Climate Action PlanMake It Kitchener 2.0 StrategyAffordable Housing StrategyReduce Social Stigma Through Staff TrainingMultiOnline
Customer Service PortalCityCustomer Satisfaction ProgramProtected Cycling Network Cycling and Trails Master PedestrianLeverage the Energy Efficiency Reserve FundTree Incubator, Accelerator
and CoEquity, Diversity and Inclusion StrategyHuron Brigadoon Area School/Community Centre ConstructionArts and Culture Plan
-------------------
.1
12.1 3.1 2.3 3.3 4.2 4.3 Consumption and Treatment Facilities5.1 5.3 3.4 5.2 1.2 1.3 1.4 Maintenance of Multi1.5 2.2 2.4 3.2 4.1 4.4 4.5
are in progress
0
2 are in progress but completion is delayed until 2021:
Results 3 were completed in 2019: 6 are on target to be completed in 2020:1
DRAFT
4 - 12
6
staff
NOT STARTEDIN PROGRESSCOMPLETED
Great
Service
Customer
changes to the market
Caring
Community
hiring paused
Vibrant
Economy
public events cancelled
-
Master Plan
Events
First Street Plan for Kitchener Market
-
Leadership
Environmental
Owned Property Brought to Market
-
Figure 3: August 2020 Status of 35 Strategic Plan Projects by Goal
PedestrianInnovation District (Bramm Yards) Master PlanCivic District New Rosenberg Community Centre/School Business CaseSet and Communicate Service LevelsCustomer Experience ProgramWaste
Diversion Strategy: Increase Waste Diversion at Our Public Spaces and Citybeing monitoredMill Courtland Community Centre Expansion Business CasereassignedOpen Space Strategy
People
Friendly
Transportation
9876543210
10
6 are scheduled to begin in 2021: 4 have not yet started due to the pandemic:
Use Trails &
-
Working Space Network
-
ategy
Round Maintenance of Multi
-
:
:
Safe Consumption and Treatment Facilities
First Street Plan for Gaukel Street
-
Program
Status of the 35 Strategic Plan Projects
-Language Interpretation Support
-
Owned Property Review
-
completed in 2019
in progress
Complete StreetsCorporate Climate Action PlanUrban Design ManualBuildout of 44 GaukelSupport for Bikeshare Protected Cycling Network Connected to the DowntownCycling and Trails Master
PlanConnectivity and YearPathwaysPedestrianLeverage the Energy Efficiency Reserve FundCommunity Climate Action PlanTree Canopy TargetTree Planting Backlog EliminationIncubator, Accelerator
and CoMake It Kitchener 2.0 StrategyCityEquity, Diversity and Inclusion StrategyAffordable Housing StrReduce Social Stigma Through Staff TrainingHuron Brigadoon Area School/Community
Centre ConstructionArts and Culture PlanMultiCustomer Satisfaction ProgramOnline Customer Service Portal Development
are
were
Results 5 20
DRAFT
4 - 13
7
NOT STARTEDIN PROGRESSSCOMPLETED
Services
Infrastructure
NOT STARTEDIN PROGRESSCOMPLETED
Tendering
-
Status of
E
Services
Financial
Department
Services
s
Total
Development
Business Plan Projects
Figure 4: August 2020
Services
Corporate
50
25201510
Figure 5: August 2020 Status of Business Plan Projects by
Services
Community
76543210
Close the Loop with Citizen
Projects
2021
-
Construction Phase 1
:
Implementation
22 Business Plan
the pandemic
:
and Expansion of Payment Options
s:
Status of the
-
completed in 2020
not yet started due to
in progres
Tendering
-
Close the Loop with CitizensEBudd Park StrategyCameron Heights Pool Visibility StudyTransformation and Relaunch of Kitchener.caIndigenous Competency Training for StaffElectronic Agenda
ManagementOnline Business LicensingCivic Innovation Lab at CommunitechDevelopment Services ReviewLong Term Financial Plan Electronic Reimbursement ImplementationPoint of Sale Implementation
of the Federal Disaster Mitigation and Adaptation Fund (DMAF)Facilities Infrastructure ProgramImplementation of Significant Parks ProjectsRehabilitation of City Hall Outdoor Spaces
Southwest District Pool CaseIce Demand StudyGovernment Relations and Advocacy Plan 2020Community Benefit Charge StudyMobile Time Entry
are
were have
Results 215 1 is scheduled to begin in the fall: 4
DRAFT
4 - 14
8
egion. The
r
here.
y be delayed until
l
e
k
Update
affected stakeholders has
.
Progress
eses
YY
being reviewed.
Bikeshare feasibility study was
wide
-
mpleted in 2019
Co Read Complete Streets Kitchener Project Started: A regionapproved that recommends a collaborative approach to a bikeshare program throughout the launch of the program will li2022.
Project Started: The detailed design is being finalized and engagement with directly begun. Funding alternatives and operational challenges are
2019
20212022
--
Complete
Timeline to
Completed2020 New date: 2022 2020
ices
Project
Manager
Barry Cronkite Transportation Services Barry Cronkite Transportation Services Darren Kropf Transportation Serv
.
made available for
Project
ikeshare service in
b
Actions
town by 2022
hare Program
cent neighbourhoods to the
ch bicycles are
Complete StreetsƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵Bikes Implement awhishared use to the public in an effort to addrfeasibility study to determine the most appropriate system. Protected Cycling
NetworkConnected to the Downtown Install a continuous and protected cycling network that connects adjadown
Plan
Friendly Transportation
-
People
.
1.
Strategic
cent
Statement
2022
Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected.
-
town by 2022
Strategic Plan Action
Develop a set of Complete Encourage and incentivize Install a continuous and
1.1 Streets (safe and comfortable) guidelines and an associated evaluation scorecard by 2020 to apply to roadway construction projects.1.2 alternative modes of transportation by developing
and subsidizing a bikeshare program by 2021.1.3 protected cycling network that connects adjaneighbourhoods to the down
2019 GOAL:DRAFT
4 - 15
9
ncil in
of
,
km City)
In 2020
.
budget
km regional, 2
(8
will be completed. presented to Council in 2021.
s
km
e
rails
YesYYes
T
:
se
U
-
ulti
year approved capital
-
Project started: A draft of the formal Cycling and Trails Master Plan report is complete and will be presented to CouOctober.Project started Priority projects have been developed against
10approximately 10new M Project started: Gaukel Street was closed to traffic during the pandemic and will continue to remain closed as a passive pedestrian space. A formal plan will
be Work to begin in 2021
20222022
- -
To Complete in 20202020To Complete in 2020 New Date: 2021 2021
ies
Barry Cronkite Transportation Services Liz Christensen Parks & Cemeter Darren Kropf Transportation Services Darren Kropf Transportation Services
-
-
use
-
with
3 km
,
Trails and
include onwayfinding.
se
, in one
round access
Round
U
-
-
-
͵
et Plan for et Plan for
Use Trails and
-
connectivity and
First StreFirst Stre
--
education and
l Street.
the 2010 Cycling Master Plan
round maintenance to multi
-
athways
Cycling and Trails Master Plan Update Updateand the 2012 MultiPathways Master Plan to road cycling facilities, as well as offroad trails infrastructurecomprehensive plan that also addresses
Connectivity and YearMaintenance of MultiP Prioritize actions,yeartrails and pathways through the Cycling and Trails Master Planan initial target of yearto a minimum of an additional
of existing trails by 2022.PedestrianGaukel Street Develop plans to prioritize pedestrians over other travel modes on Gauke PedestrianKitchener MarketƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ
.
round access to
-
first streets
-
use trails and pathways
-
round maintenance to
-
Improve connectivity and Develop a plan to create
minimum of an additional 3
1.4 yearmultias prioritized through the Cycling and Trails Master Planwith an initial target of providing yeara km of existing trails by 2022 1.5 pedestrianbetween Victoria Park and
City Hall and between the ION and Kitchener Market by 2022.
DRAFT
4 - 16
10
was
the
.
ting
itchener
19 safety
here
will be
-
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similar payback
utfit
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lan is on schedule to
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2021
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on hold till
Progress Update
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eses
.
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or another
2020 capital energy reserve project
project was switched to o
it
the
ommunity
C
perations Facility (KOF)
he KOF project
Project completed in 2019 Read the Corporate Climate Action Plan Project Started: *Originally the to retrofit the remaining lighOconcernsremaining lighting at Treassessed if will take
its placeProject Started: The be presented to
2022
-
Complete
Timeline to
ompleted
in 2020
C2019 2020To Complete
---
Project
Manager
Claire Bennett AdministrationDevelopment Services Claire Bennett AdministrationDevelopment Services Claire Bennett AdministrationDevelopment Services
Reporting
*
Project
to LEDs in 2020.
ud
A
community by proactively mitigating and adapting to climate change and by conserving natural resources.
nually on greenhouse gas emission
he
Corporate Climate Action PlanƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵anreduction will continue until 2026.Leverage the Energy Efficiency Reserve Fund Retrofit the remaining lighting at T Community Climate
Action Plan Complete the 80x50 Community Climate Action Plan.
.
Environmental Leadership
2.
.
ciency Reserve
i
Statement
ergy Eff
arting in 2019, leverage
Achieve a healthy and livable
.
Strategic Plan Action
6
Launch and implement a StDevelop a Community
2.1 Corporate Climate Action Plan by 2019 to achieve an absolute greenhouse gas emission reduction of at least 8% by 202 2.2 the EnFund and other resources to reduce consumption and
emission at our facilities and in our operations 2.3 Climate Action Plan with partner organizations by 2020
Goal:DRAFT
4 - 17
11
. Staff
has been
restart.
canceled,
analyzed
through remote
were
vents
events
and is being
public
to meet target.
2020 was deferred to fall 2020
postponed until e
o
eses
ing
YYN
data has been collected
increased access to recycling and organics
across public facilities and spaces
project is
canopy
this
Project Started: Tree sensing and digital imaging are preparing to report back to Council in fall 2020 on progress and to seek direction on canopy targets. Project Started: Spring
tree plantand spring 2021 as a result of COVID impacts to contractor availability. Pending capital budget approval, staff hope Project Started: Due to the pandemic, andHowever, diversionprovided.
20222021
--
in 2020
To Complete 20202020
-
Dave Schmitt Parks & Cemeteries Adam Buitendyk Parks & Cemeteries Claire Bennett AdministrationDevelopment Services
ion
iminat
El
acklog
B
order to guide ongoing
run events with large
-
lanting
P
e goal of reaching 2,500 trees and
Tree Canopy Target Review the current canopy cover and set an achievable target based on best practices as well as constraints such as land availability, quality of soil, etc. in and
future investment in tree planting, protection and maintenance.Tree Plant at least 750 trees in 2020, with theliminating the current backlog by the end of 2022.Waste Diversion Strategy:
Increase Waste Diversion in Our Public Spaces and Events Expand the Waste Diversion Station to all Cityvolunteer involvement, and evaluate expanded waste diversion stations at events,
parks and public facilities.
.
.
2020 and
Implement the Sustainable Reduce waste diverted to
2.4 Urban Forest Strategy with a focus on establishing a tree canopy target by eliminating the current (2018) tree planting backlog by 2022 2.5 landfills by implementing new diversion
programs at our facilities and events by 2021
DRAFT
4 - 18
12
2020
and with
here.
.
here
owned space
-
Business cases to be presented
eses
Progress Update
..
YY
. Strategy implementation to commence
arts and culture, and great places to
about this project
Completed 2019 Read the Urban Design Manual Completed 2019 Learn Project Started: Started in 2020. Staff investigating opportunities for incubators within Citypotential partners.in
2020 and 2021.Project Started: Strategy to be presented to Council in Fall of for approvalafterward.
in
20192019
dd
1
202
-
Complete
Timeline to
CompleteComplete2020To Complete2020
Project
Manager
Dayna Edwards Planning Cory Bluhm Economic Development Cory Bluhm Economic Development Lauren Chlumsky Economic Development
-
tech industry
-
Project
spaces in the Creative
ormative actions to ensure
Urban Design ManualƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵Buildout of 44 GaukelIncubator, Accelerator and CoWorking Space Network Lease all Hub, explore the potential to facilitate a Food Incubator
with a business case pending, and explore partnerships for the development of manufacturing and health/medincubators.Make It Kitchener 2.0 Strategy Develop the Make it Kitchener 2.0
Strategy by 2020 with a focus on transfthe attraction, success and retention of diverse businesses, talent, and arts/culture across the city.
-
-
h/med
Vibrant Economy
with a focus
working
-
3.
Statement
Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving
Strategic Plan Action 2021 for the food
-
Complete a new Urban Design Foster the creation of a cityDevelop the Make it Kitchener
3.1 Manual by 2019 that expresses city building and design expectations to ensure vibrant new development throughout Kitchener.3.2 wide network of incubators, accelerators and cospaces
by completing the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019manufacturing and healttech industries.3.3 2.0 Strategy by 2020
on transformative actions to ensure the attraction, success and retention of diverse businesses, talent, and arts/culture across the city.
GOAL:live.DRAFT
4 - 19
13
on of a key
i
Initial focus on Supportive
.
es
pandemic, finalization delayed to
YNo
d in 2020.
e
Due to
roperty will be delayed to 2021. City and BIA may
Project Started: Review initiatHousing. 2021.Project Started: Make It Kitchener 2.0 will provide a land disposition framework. Due to pandemic, dispositpdevelop a new Downtown Strategic
Plan in 2021. Work to begin in 2021. Work to begin in 2021
e in
2
2022022
--
1
in 2020
To Complete New date: 2021 To Complet2020 New date: 2021 2022021
msky &
u
Lauren ChlRob Morgan Economic Development Brian Bennett Economic Development Cory Bluhm Economic Development Cory Bluhm Economic Development
ould be
eview
͵
property brought
-
comprehensive review
owned properties by 2020
-
.
Owned Property ROwned Property Brought to
--
2
arket
City Complete aof cityto determine how they ceffectively used to advance city strategic objectives.CityM Develop a vision for downtown Kitchener and continue to position downtown Kitchener
as a leading destination for redevelopment opportunities, with at least one new city ownedto market by 2020.Innovation District (Bramm Yards) Master Plan Finalize the Innovation District
(Bramm Yards) Master Plan by 202 Civic District Master PlanƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ
-
s) Master
comprehensive
owned properties
-
Complete aDevelop a vision for
3.4 review of cityby 2020 to determine how they could be effectively used to advance city strategic objectives.3.5 downtown Kitchener and continue to position downtown Kitchener as a
leading destination for redevelopment opportunities, with at least one new city ownedproperty brought to market by 2020. Finalize the Innovation District (Bramm YardPlan by 2021 and
the Civic District Master Plan by 2022.
DRAFT
4 - 20
I
14
supporting
&
and Council
committees have met
-
eted,
delayed due to staff
was compl
Progress Update
es
YYes
programs; better engaging, serving
&
ng Strategy presented to Council, and public engagement
of 2020.
Project Started: The project has been started but was resource being unavailable/limited from approximately March until September. In recent months a workplan has been developed for
2020 and 2021 which includes eight specific strategy. While work on this strategy continues, the City has engaged an external trainer to provide equity training to City Council and
all management staff by the end of September. Equity training to all remaining city staff will be provided by the end Project Started: Housing Needs Assessment engaged through Strategy
Session in February. Public feedback obtained on issues and options through Engage Kitchener survey. Advisory Committee and the suband actively worked on their mandates. Draft Affordable
Housion draft to commence in fall. Related Inclusionary Zoning initiative underway in collaboration Cities of Cambridge and Waterloo and Region of Waterloo; consultant retained to assess
feasibility.
in
Complete
Timeline to
in 2020
To Complete2020 New date: 2021 To Complete
-
Project
Manager
Elin Moorlag Silk AdministrationCommunity Services Andrew Ramsaroop Planning
connection by providing welcoming community spaces
&
Project focused on
f Waterloo,
.
nity groups and
o
represented
-
reate an Equity,
Equity, Diversity and Inclusion Strategy CDiversity and Inclusion Strategybetter engaging and serving marginalized and underpeople, as well as creating a more inclusive City workplace.Affordable
Housing Strategy Create an Affordable Housing Strategy for Kitchener by 2020 in collaboration with the Region commuthe development industry
helping to make housing affordable.
&
.
.
nclusion
I
Caring Community
industry
f Waterloo,
o
Statement
4.
nity groups and the
Diversity and
,
Strategic Plan Action
Create a comprehensive Create an Affordable
4.1 EquityStrategy by 2020 to combat systemic barriers to full economic and social participation in the city 4.2 Housing Strategy for Kitchener by 2020 in collaboration with the Region
commudevelopment
GOAL:our diverse populations DRAFT
4 - 21
15
to
-
our
deployed
launched in the fall
-
at which time project
e adjusted for 2021.
.
here
.
es
No
Y
supporting this project has been re
workshops scheduled for the first half of 2020
.
resource
stigma
-
Project Started: Antiwere postponed due to public health directives to avoid inperson gatherings. This program will be reUnderstanding of Mental Healtfocus given to addressing both
topics through this course. This course will be evaluated against business plan objectives to determine if programming needs to b Project Completed 2019 Learn about this project Project
started: Staff run summer programs and services. Staff expected return in September 2020will resumeProject to start in 2021
2019
d
e
in 2020
To Complete in 2020CompletTo Complete 2021
Paula Dunn Human Resources Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services
͵
Business
respond
Safe
needs
Business Case
staff trainingfor
ƚ ĬĻŭźƓ źƓ ЋЉЋЊ
Courtland
Reduce social stigma through Provide staff with the resources toeffectively to changing community demographics. Support Consumption and Treatment FacilitiesƚƩƉ ĭƚƒƦƌĻƷĻķ źƓ ЋЉЊВ͵Mill
Community Centre Expansion Complete a assessment and business case to determine the requirements for an addition to the Mill Courtland Community Centre.New Rosenberg Community Centre/SchoolCaseƚƩƉ
Ʒ
.
resources across
and support the
and an Open Space
ers,
Reduce social stigmas Better utilize existing
4.3 experienced by those living with mental illness and addiction in our community through staff training and supporting the creation of appropriate safe consumption and treatment facilities
in Kitchener 4.4 facilities, provide relevant programming at community centequitable distribution of leisureprograms and neighbourhoods. Start work on the Mill Courtland Community Centre
expansion by 2020 and the Rosenberg Community Centre by 2021. Complete the Huron Brigadoon Community CentreStrategy by 2021.
DRAFT
4 - 22
16
-
budget
and planning for
pause in hiring for non
hiring
YesNoYes
ty of Waterloo for stakeholder consultation, research and
Project Started: Detailed design has been completed. Building permits have been approved. Application to the Province for approval of design andhave been submitted by Waterloo Region
District School Board; awaiting Provincial approval. Project Started: Progress has not been possible as a result of pandemic response priorities and earlier critical roles. Project
Started: Developed partnership with the Region of Waterloo and the Cianalysis. Developing Terms of Referencestakeholder consultation in late 2020.
202120212021
---
202020202020
Mark Hildebrand Neighbourhood Programs & Services Niall Lobley Parks & Cemeteries Emily Robson Economic Development
the
cultural
-
including a
engaging a broad
/ Community
section of the
-
Huron Brigadoon Area School Centre Construction Construct a joint school/community centre in the Huron Brigadoon area, in partnership with Waterloo Region District School Board.Open
Space Strategy Develop an open space strategy to explore the value of open spaces, how they function, are planned, maintained, and managed, and review of permitted uses in parks.Arts
and Culture Plan Develop a new and inclusive Arts and Culture Plan by crosscommunity including the arts and creative industry sector and multicommunities.
-
-
Engage a broad cross
4.5 section of the community including the arts and creative industry sector and multicultural communities to develop an inclusive arts and culture Plan by 2021.
DRAFT
4 - 23
17
.
were
plans for a
Substantial
.
pandemic.
finalized in
est.
.
ming
were received
2021.
ti
can be revised to
reviewing
Bids
due to key staff being
zens to t
and will be
they
The launch plan for the
now
original
the
orporate Leadership Team
delayed
f/how
working beta version will be
taff are
full
Progress Update
eseses A
YYY
on track for
has been confirmed, demos have been
is expected to complete inis
, however s
to determine i
current service delivery models
has been completed though most key staff
project
e
ortal design
hared with Council and C
Project Started: An RFP for a vendor for the project was issued this spring, just prior to the pandemic. and have been evaluated. A vendor is expected to be confirmed in early September.
project will require adjustmentearly fall with some implementation to occur before end of year. Project Started: An RFP process for a vendor is complete and a vendor has been selected.
Work on the project was redeployed2020 pilot supportThe project Project Started: Thworkredeployed for much of the duration of the PsWidgets (the many functions within the portal) continue
to be developed.launched publicly this fall for citi
In in in
ee
0
Complete
Timeline to
To Complete2020To Complet202 New date: 2021 To Complet2020
city by providing friendly, easy and convenient services.
Project
Manager
Jana Miller Corporate Customer Service Christine Baker Corporate Customer Service Jana Miller Corporate Customer Service
-
-
on
-
n
-
services in
customers.
person
-
-
7 on
-
language
ugh a
-
24
an organization
Project
a centralized online
Development
Language
-
ulti
aunch
MInterpretation Support Implement a demand multiinterpretation support for telephone and ininquiries to enable staff in all facilities to ensure a more consistent and equitable experience
for all Customer Satisfaction Program Implement wide Customer Satisfaction Program that enables realtime feedback, monitoring and reporting of satisfaction data to drive service improvements.Online
Customer Service Portal Lservice portal where citizens can access their eone place thropersonalized, single sigaccount.
of real
wide
-
Great Customer Service
collection
demand customer .
5.
-
providing easy access
and allowing financial
,
ervices by 2020.
Provide onIntroduce a corporateEnhance customer experience
Strategic Plan Action Statement
5.1 service support in many languages through the Corporate Contact Centre by 2020 5.2 Customer Satisfaction Program that will allow for the time feedback from customers accessing city
facilities, programs, and s 5.3 online by delivering customized information, to servicestransactions by 2021.
GOAL:DRAFT
4 - 24
18
Project to start in 2021Project to start in 2021
20222022
--
20212021
Jana Miller Corporate Customer Service Jana Miller Corporate Customer Service
Communicate
Set and Service LevelsƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵Customer Experience ProgramƚƩƉ Ʒƚ ĬĻŭźƓ źƓ ЋЉЋЊ͵
.
by 2022
Set clearly communicated and Implement a comprehensive
5.4 specific service levels for frequently asked about or accessed City services, including: tree maintenance, parking, property standards complaints, snow clearing and grass cutting
5.5 Customer Experience Review Program to help ensure services are easy and convenient to access 2022.
DRAFT
4 - 25
19
March
.
Work paused due
.
the closure
was drafted in
reopening facilities
Terms of reference for
n
.
retirement of key staff resource.
and
January 2020
fall as planned.
oo
pandemic
eses
YYNN
2020.
in
Work paused due to focus o
will begin this
.
erms of reference for consultant services
Progress Update Project Started: T2020Project Started: Confirmed involvement of Waterloo Region District School Board to assist with the study consultant services was drafted in February
2020to teacher strike, Project Started: WorkProject Started: Work was paused due to closure of facilities andimpacts on ice sport organizers Completed
d
2021
-
in 2020in 2020in 2020
Timeline to Complete To Complete To Complete 2020To Complete Complete2020
Kugler
Project Manager Kim Sport Kim Kugler Sport Kim Kugler Sport Jeremy Dueck Sport Jana Miller Corporate Customer Service
e
Projects
Feasibility Study
Waterloo Region District
Pool Business Cas
notifications to enable citizens
-
Business Plan Community Services Budd Park Strategy Identify potential sites and estimated costs to relocate the recreational assets at Budd Park and compare the costs to the economic
benefits of using the Budd Park for employment lands.Cameron Heights Pool Collaborate with the School Board to determine the renovations and estimated costs to isolate the pool operation
from the school operation to preserve a recreational asset in the downtown.Southwest District Engage community residents/stakeholders in a needs assessment and business case to determine
the elements to be included in the new pool.Ice Demand Study Evaluate ice user needs and trends for ice time to determine the timing of a new arena.Close the Loop with Citizens Expand
email autoto receive email notifications for all parking complaints.
BP02BP03BP04BP05BP06
2020 DRAFT
4 - 26
20
taff
; s
series will
pandemic
change regularly
.
homepage, mobile and
egion of Waterloo, City of
, which
justments for further
issues related to
/priorities
elation
R
ge. The sessions will cover original cultures,
emergency operating funding from federal and
overnment
Federal and Provincial governments are focused on
G
.
eses
YYNo
training scheduled for the second quarter of 2020 was postponed
19 health and economic impacts
-
part learning program in partnership with the R
-
person
-
Progress Update Project Started: User testing, engagement plan, research and recommendations complete as well as navigation and page structuring. Content writing, document audit and
remediation and form building are underway. Website internal design concepts approved, and initial user consultation and testing complete. Launch of beta site with portal planned for
fallProject Started: Inwhile content was updated for virtual delivery. This fall, Kitchener is launching a fourWaterloo and City of Cambridhistory of settlement and allyship with
Indigenous Peoples. The first be attended by priority staff with the aim to evaluate the content to fit with organizational needs and make any necessary adprogramming in 2021.Project
Started: Staff working on otherresponse and support, e.g.provincial governmentCOVIDhave been advocating about local impacts.
2021
-
in 2020in 2020
Timeline to Complete To Complete To Complete 2020
ing
Project Manager Nicole Amaral Corporate Communications & Market Paula Dunn Human Resources Paul Grivicic Office of the Mayor & Council
-
-
-
information
2021
-
the
have
to
customer service and
Corporate Services Transformation and Relaunch of Kitchener.ca Relaunch Kitchener.ca as a userfirst designed site that is easy for residents to quickly find any information they are
looking for, as well as them.Indigenous Competency Training for Staff Implement training for staff to improve increase capacity of nonindigenous staff and council members across the
organization to develop respectful relationships with indigenous peoples.Government Relations & Advocacy Plan 2020 Work collaboratively with Council to determine and establish the 2021
advocacy period with the federal/provincial government.
BP07BP08BP09
DRAFT
4 - 27
21
d of this
en
. Work is
work of the lab and
currently being
e the
complete within Licensing Services.
t project will wrap up at the
pilot approach to continu
-
eseses
YYY
services in an ongoing manner to the organization.
lab
The final year of the pilot focused on putting developed ideas into the field
Project Started: RFP released and vendor selected; draft vendor agreement reviewed as part of the Phase 2 Technology Solution Assessment. Worked with Directors to identify and document
divisional report approval workflows. Implementation scheduled and staff training planned for this fall.Project Started: Designs and plans for online platform are Moving to online
public portal is dependent on AMANDA 7 and online payment options. On hold until those are ready to go. Project Started: The Digital Kitchener Innovation Lab piloyear. and shifting
towards design sprints and rapid prototyping of ideasunderway to develop a postdeliver
TBD
-
in 2020in 2020
To Complete 2020To Complete
Jeff Bunn Legislated Services Helen Fylactou Legislated Services Dan Murray Technology Innovation & Services
year
-
approve and
products developed
Business Licensing
Electronic Agenda Management Create, prepare, publish meeting agenda packages and minutes in a more efficient, collaborative, streamlined manner.Online Bring applying and paying for
a business license online, available to the public through the AMANDA Public Portal.Civic Innovation Lab at Communitech Focus on bringing the knowledge gained and out of the Lab and
operationalize them within the City as the Labenters its final year of the 3pilot.
BP10BP11BP12
DRAFT
4 - 28
22
3
.
new
new
1
. 3
in
2020 LTFP
. Will review
A final report
additional
.
public
. Two
as well as
is being delayed to 2021
proclaimed
have been completed
will commence
related to
e plan process
sit
.
site plan process
public engagement
planned for spring will be delayed until later in 2020
)
new improvements projects
4
o
eses
YNY
have been completed and implementation is underway
policy updates
improvement project related to
Project Started:Project Started: Project Started:
Progress Update Since February 2020, engagementimprovement projects related to the new improvement projects related to the improvement project related to public engagementSeptember.One
due to the pandemic (I.e. the development of walking tours)improvement projects are anticipated to commence in Novemberto Council is anticipated in early 2021 Progress Update Provincial
legislation was delayed and has still not been need for study once details of the legislation are known. June Capital Variance report planned to go to Council in fall. Other actions
(e.g. or 2021.
00
Timeline to Complete To Complete in 2020 New date: 2021 Timeline to Complete To Complete in 202To Complete in 202
Project Manager Margaret Love Administration Development Services Project Manager Ryan Hagey Financial Planning Ryan Hagey Financial Planning
ified
Study
Term
-
g
benefit
.
lan
P
.
inancial
F
a review of our
erm
T
ong
Development Services Development Services Review Undergodevelopment services to bring greater focus, coordination and accountability to our development functions. Financial Services
Community Benefit Charge *new*Complete a communitycharge study to supportestablishing a charge under the new Bill 108 framework LImplementation Implement/considerrecommended actions
identas 2020 items in the LonFinancial Plan
BP13 BP14BP15
DRAFT
4 - 29
23
vendor has
response and
and a
.
andemic
p
Go live date scheduled for
.
RFP was issued
.
is being finalized
the project. Currently entering phase 3 of the
Project started July 2020
off late September
-
19.
identify for interested commodities, access bid documents
-
-
o
eses
self
ontract with the vendor
YYN
C
.
now
submissions electronically for all solicitation opportunities.
t
Expecting kick
submi
endors can
Project Started:Project Started: Project Started: Completed in 2020.
SAP Concur Expense project was scheduled to start in March 2020 but was delayed due to COVIDlate fall of 20205 implementation phases for project plan (system configuration, review
and validation) Project has been delayed due to the pandemic.been selected. Project on hold due to staff availability resulting from recovery. Vand
2020
in 2020in 2020
To Complete To Complete To Complete in 2020 New date: 2021 Completed
Brenda Johnson Accounting Saleh Saleh Revenue Jason Winter Asset Management & Business Solutions Ryan Scott Procurement
,
-
and
,
ansion of
xp
past its life cycle
based forms.
tendering
-
-
bile time entry for
payment options for
eliminating the need
eimbursements to
ptions
based timesheets.
paper
corporate credit card,
-
xpense reimbursements
Tendering
-
Implement mo
Electronic Reimbursement Implementation Consolidate all employee travel and eincludingmileage, parking, conference and petty cash reliminate Point of Sale and EPayment O Replace the
existing Point of Sale system, which is and expandvarious services.Mobile Time Entry operations, for paper E Implement an emodule to enable vendors to selfidentify for interested commodities,
access bid documents and drawingssubmit tenders, proposals and quotations electronically.
BP16BP17BP18BP19
DRAFT
4 - 30
24
team
Contract package of parks rehabilitation is
.
to be conducted by Infrastructure Canada.
Phase 2 has been tendered and awarded and is
.
concrete repairs and surface preparation. Waterproofing
eseseses
YYYY
.
d
April. Since then, demolition and decommissioning has been
-
arted:
Project Started: Project Started: Project Started: Project St
Progress Update Administrative processes have been established to meet the anticipated financial and compliance auditsSeveral design and construction projects are in various stages of
completion. Progress is ongoing. The project was delayed due to the pandemic with a key member of the supporting facility recovery preparation. Final deliverables are being rescheduled
to align with the 2022 budget. Some work is progressing such as Building Condition Assessments and other analysis such as industry comparator review and data modeling. Schlegel Phase
1 is completedon schedule for late summer 2021 completion Survivor Garden is currently on holdbeing develope The project was awarded in February and construction mobilization started
in March 2020. The site was shut down during the pandemic but was able to resume in midcompleted as well as began in September 2020
2028
202120212021
-
---
Timeline to Complete 2020 202020202020
Project Manager Nick Gollan Sanitary & Stormwater Utilities Beatrice Powell Facilities Management Niall Lobley Parks & Cemeteries Lynda Stewart Facilities Management
s
,
ss
RBJ
r Spaces
and
; and complete the
stormwater management
term maintenance and
-
comprehensive review of facility
on Carl Zehr Square and College
Park; plan, design and construct
condition assessments,
construction associated with the
ing
urvivor Garden
Construction Phase 1
Infrastructure Services Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)Plan and execute infrastructure projects across the city to leverage the DMAF grant
funding and advance the implementation of the 2016 Integrated Stormwater Management Master Plan.Facilities Infrastructure Program Conduct ainfrastructure needs that will incorporate
building sustainability opportunities, accessibility needs to identify current gapand inform longcapital improvement strategies to addrethe infrastructure deficit.Implementation of
Significant Parks Projects Complete Phase 2 design work for Schlegel the Supgrade to Westwood Park.Rehabilitation of City Hall Outdoo Begin rehabilitation of City Hall Outdoor spacesfocusStreet.
BP20BP21BP22BP23
DRAFT
4 - 31
Compass Kitchener
Evaluation Criteria
for the
City of Kitchener 2019-2022 Strategic Plan
September 2020
4 - 32
1
Contents
Introduction 3
Background 3
Process to Develop Evaluation Criteria 4
Evaluation Criteria for Overall Implementation of the Strategic Plan 5
Evaluation Criteria for Overall Implementation of SDGs through the Strategic Plan 6
Evaluation Criteria for Implementation of Strategic Plan Goals 7
Evaluation Criteria for Implementation of Strategic Plan Actions 8
4 - 33
2
Strategic Plan Evaluation Guide
Introduction
Purpose: This document outlines the criteria that will be used by Compass Kitchener to evaluate
the implementation of the City of Kitchener 2019-2021 Strategic Plan. Criteria are provided for:
An overall evaluation of implementation of the Strategic Plan
An overall evaluation of implementation of localizing Sustainable Development Goals through
the Strategic Plan
Evaluation of Implementation of the Strategic Plan Goals
Evaluation of Implementation of the Strategic Plan Actions
Background
Compass Kitchener provides advice to Council on Guiding Principles, Values, and Strategic
Compass
Kitchener creates and leads public engagement processes with staff to determine community
concerns. It identifies community priorities for action, and monitors progress toward
achieving the community vision and in implementing the Strategic Plan. The community
priorities comprise an integral component of the City of Kitchener Strategic Plan.
Compass Kitchener Goals, Objectives and Responsibilities in its terms of reference include:
Goals
To monitor and evaluate progress against achievement of strategic priorities.
To report on progress made toward achieving strategic priorities to Council and the
community
Objectives
To determine evaluation criteria for use in measuring Council implementation of
strategic priorities.
Responsibilities
Reporting to Council on critical community priorities to assist in the establishment of,
-year Strategic Plan and annual Business Plans.
tegic
Plan for the City of Kitchener.
w eporting on performance to Council and the Community on an annual (Report Card)
basis.
4 - 34
3
Process to Develop Evaluation Criteria
Compass Kitchener provided a set of recommendations to Council in April 2019 regarding
evaluating implementation of the Strategic Plan which have been put into practice. One
recommendation was to jointly develop evaluation criteria with staff. To that end, Compass
Kitchener co-hosted with Leadership Team joint meetings with
representatives from all of the Advisory Committees to Council to discuss objectives for the
evaluation of implementation of the Strategic Plan. Compass Kitchener developed draft
evaluation criteria and discussed them with
Corporate Leadership Team.
Jan 2019 All Advisory Committees Meeting
April 2019 Report to Council
June 2019-Council approval of 2019-2022 Strategic Plan
Sept 2019 CLT meeting
Nov 2019 Check back with All Advisory Committees
Considering the input received, Compass Kitchener developed the criteria in this evaluation
guide.
The guide will be used by Compass Kitchener to evaluate implementation of the 2019-2022
Strategic Plan. This is the first time that evaluation criteria has been developed along with the
development of the Strategic Plan and with input from City staff. As such the guide should also
be useful to staff and the public in knowing what the expectations are for implementing the
Strategic Plan.
4 - 35
4
Evaluation Criteria for Overall Implementation of the Strategic Plan
Compass Kitchener has developed the following criteria in the form of the following six
questions to assess the overall implementation of the Strategic Plan.
1.Does the Strategic Plan connect mission to its vision?
City Mission: Proudly providing valued services for our community
City Vision: "Together we will build an innovative, caring and vibrant Kitchener."
The Strategic Plan makes a promise to the community that the City will deliver on the
priorities that matter to the community: people-friendly transportation, environmental
leadership, a vibrant economy, a caring community and great customer service
Do the goals and actions align with vision and support mission.
2.Is the Strategic Plan realistic?
Are deadlines achievable? Is sufficient budget provided?
3.Is the Strategic Plan integrated?
Do elements of Strategic Plan support each other?
4.Is the Strategic Plan balanced?
Is there a balance between the goals?
5.Is the Strategic Plan complete?
Are there holes in the Strategic Plan or potential activities that are unsupported?
6.Is the document clear?
Are statements
4 - 36
5
Evaluation Criteria for Overall Implementation of SDGs through the Strategic Plan
An important component of the 2019-2022 Strategic Plan is its commitment to the localization of
the United Nations Sustainable Development Goals (SDGs).
The Strategic Plan states:
Government of Canada in embracing
the universality of the 2030 Agenda and to supporting the implementation of the SDGs in
Canada and internationally. The SDGs are global, but with a local lens, we can do our part to
contribute to their success
Compass Kithrough
implementation of the Strategic Plan goals and actions. Each of the 25 action statements within
the 2019- 2022 strategic plan can be connected to at least one of the SDGs.
4 - 37
6
Evaluation Criteria for Implementation of Strategic Plan Goals
Compass Kitchener will evaluate the 5 Strategic Plan Goals of the Strategic Plan based on four
criteria, timing, budget, impact and accountability as outlined below:
1.Timing
Were strategic actions completed in expected
timeframe?
What degree and kind of progress has been made for
each of the 25 actions?
2. Budget
Were strategic actions completed on or within budget?
3.Impact
How did strategic actions deliver on anticipated or
desired impacts?
How did progress on, or completion of strategic
actions make a difference in the city and for citizens?
Were other actions completed that advanced the
strategic plan goals?
4.Accountability
How did the City do on presenting progress reports
that were relevant, timely and publicly profiled?
How well did the City do in making progress on
developing a Strategic Plan Dashboard to improve
reporting to the public?
4 - 38
7
Evaluation Criteria for Implementation of Strategic Plan Actions
Compass Kitchener will use the Annual Business Plan Updates and a review of reports to Council to
evaluate implementation of the 25 strategic plan actions and the following main criteria specific to each
action.
People-friendly Transportation
Transform how people move through the city by making the transportation network safe, comfortable
and connected.
Strategic Actions Evaluation Criteria
Develop a set of Complete Streets (safe and
Increase in number of completed streets
comfortable) guidelines and an associated
demonstrated through mapping.
evaluation scorecard by 2020 to apply to
roadway construction projects.
Encourage and incentivize alternative modes of
More people are using bikes and for a wider
transportation by developing and subsidizing a
variety of trips, number of rentals, people,
bikeshare program by 2021.
bikes and bike parking facilities
Improve connectivity and year-round
maintenance to multi-use trails and pathways as
prioritized through the Cycling and Trails Master
Number of kilometers provided over the 3 km
Plan year-round access to a minimum of an
minimum
additional 3 km of existing trails by 2021.
Number of connected adjacent neighbourhoods
Develop a plan to create pedestrian-first streets
(of the total) by a continuous link
between Victoria Park and City Hall and between
the ION and Kitchener Market by 2022.
Install a continuous and protected cycling
More people are using connections
network that connects adjacent
neighbourhoods to the downtown by 2022.
4 - 39
8
Environmental Leadership
Achieve a healthy and livable community by proactively mitigating and adapting to climate change
and by conserving natural resources.
Strategic Actions Evaluation Criteria
Launch and implement a Corporate Climate
Planned vs actual Greenhouse Gas reduction (report
Action Plan in 2019 to achieve an absolute
annually)
greenhouse gas emissions reduction of at least
8% by 2026.
Starting in 2019 leverage the Energy Efficiency
Reserve Fund and other resources to reduce
Report on number and type of projects and their planned
consumption and emissions at our facilities and in
and actual impact
our operations
Develop a Community Climate Action Plan with
partner organizations by 2020
Planned vs actual Greenhouse Gas reduction (report
annually)
Implement the Sustainable Urban Forest
Strategy with a focus on establishing a tree
Number of trees planted and amount of backlog reduction
canopy target by 2020 and eliminating the
reported annually
current (2018) tree planting backlog by 2022
Reduce waste diverted to landfills by
implementing new diversion programs at our
facilities and events by 2021.
Report on quantities of waste reduced or diverted and
innovation used to reduce waste
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9
Vibrant Economy
Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving
arts and culture, and great places to live.
Strategic Actions Evaluation Criteria
Number of places provided for people to connect that are
Complete a new Urban Design Manual by 2019 that
are safe, delightful, comfortable and inclusive with public
expresses city building and design expectations to
art and beautiful trees
ensure vibrant new development throughout
Kitchener.
Foster the creation of a citywide network of
Number of new businesses and number of jobs created
incubators, accelerators and co-working spaces by
completing the buildout of 44 Gaukel in 2019,
advancing work on a Creative Hub and undertaking
business cases in 2019-2021 for the food,
manufacturing and health/med-tech industries.
Develop the Make it Kitchener 2.0 Strategy by 2020
Number of new and retained businesses and jobs and
with a focus on transformative actions to ensure the
number of arts organizations, artists and people employed
attraction, success and retention of diverse
businesses, talent, and arts/culture across the city.
Use of city properties are aligned to the Strategic Plan or
Complete a comprehensive review of city-owned
advancement of policy objective through their disposition
properties by 2020 to determine how they could be
and how many city owned properties are made available
effectively used to advance city strategic objectives.
Develop a vision for downtown Kitchener and
Number and nature of opportunities realized
continue to position downtown Kitchener as a
leading destination for redevelopment
opportunities, with at least one new parcel of land
brought to market by 2020.
Number and nature of opportunities realized and broad
Finalize master plans for the Bramm Yards by
public support for the plan
2021 and for the Civic District by 2022.
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10
Caring Community
better engaging, serving and supporting our diverse populations and helping to make housing affordable.
Strategic Actions Evaluation Criteria
Create a comprehensive Equity, Diversity, and
More participation from under-represented people and
an increase in numbers of people using programs and
Inclusion Strategy by 2020 to combat systemic barriers
services
to full economic and social participation in the city.
Create an Affordable Housing Strategy for Kitchener
The increase in affordable housing stock that matches
by 2020 in collaboration with the Region of Waterloo,
community need and demand, with the objective that
community groups and the development industry
everyone has a home.
Number of staff who receive training re: tools and techniques
Reduce the stigma experienced by those living with
for working effectively with community members living with
mental illness and addiction in our community by
mental illness and addiction
educating and training staff,
and by supporting the creation of appropriate safe
Community needs are identified, programs are aligned with
consumption and treatment facilities in Kitchener.
those needs, and participation measured. Increase in usage of
Better utilize existing facilities, provide relevant
community facilities
programming, support the equitable distribution of
leisure programs and resources across
neighbourhoods
Beautiful and welcoming community facility
meets needs of community and is well used
Complete:Huron Brigadoon Community Centre by 2021
Engagement effectiveness - number and diversity of people
Open Space Strategy by 2021
involved and percentage of public wants are reflected in the
Strategy
Commence work on developing Mill Courtland
Community Centre by 2020 and Rosenberg
Were projects started on time
Community Centre by 2021
Engage a broad cross-section of the community,
Engagement effectiveness - number and diversity of
including the arts and creative industry sector and
people, artists and partnerships involved, the number and
multi-cultural communities to develop a new and
nature of partnerships and initiatives identified and
inclusive Arts and Culture Plan by 2021.
established - people s are reflected in the Plan
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11
Great Customer Service
services.
Strategic Actions Evaluation Criteria
Introduce a corporate-wide Customer Satisfaction
Program that will allow for the collection of real-time
Feedback used to inform improvements to facilities,
feedback from customers accessing City facilities,
programs and services
programs and services by 2020.
Increase in number of languages provided (from the
Provide on-demand support for customer service
2019 base case and annually thereafter) and level of
requests in many languages by 2020.
usage of each
Enhance the online experience for customers by
Number of people creating accounts and number of
delivering customized information, providing easy
transactions
access to services, and allowing them to conduct
financial transactions by 2021.
Implement a comprehensive program of Customer
Results/Improvements are made public and %
Experience Reviews to help ensure services are easy
improvement (i.e. shift from negative to positive
feedback) over time is included in reporting
perspective by 2021.
Set specific and clearly communicated service levels
for frequently asked about or accessed City services,
Publish nature and number of service standards set
including tree maintenance, parking, property
each year and the percentage of services completed as
standards complaints, snow clearing and grass
per service levels set
cutting by 2022.
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