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HomeMy WebLinkAboutCAO-2022-420 - 2022 Business Plan - August Progress Report www.kitchener.ca REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: September 12, 2022 SUBMITTED BY: Kathryn Dever, Director, Strategy and Corporate Performance 519-741-2200 ext. 7370 PREPARED BY: Kathryn Dever, Director, Strategy and Corporate Performance 519-741-2200 ext. 7370 WARD(S) INVOLVED: All DATE OF REPORT: August 26, 2022 REPORT NO.: CAO-2022-420 SUBJECT: 2022 Business Plan - August Progress Report RECOMMENDATION: For information REPORT HIGHLIGHTS: The purpose of this report is to present the 2022 Business Plan Progress Report as of August 31, 2022. An additional 3 projects have been completed since the April report (in which 3 were also reported complete) including: Indoor Recreation Complex at RBJ Schlegel Park Business Case & Conceptual Design, Development Charge & Community Benefits Charge Studies, and Long Term Financial Plan Implementation. The majority (25) of strategic actions and business plan projects are on track to meet scheduled end dates at this time, while 7 are delayed and 4 have not started; for the delayed strategic actions, progress is actively being made, with a commitment to complete by 2023. There are no financial implications arising from this report. in advance of the committee meeting. BACKGROUND: The 2019-2022 Strategic Plan includes measurable, specific actions with a timeline for completion, and a commitment to measure and report on progress to Council and the public throughout the life of the plan. The annual business plan includes strategic plan actions and other high priority projects identified by Council and staff, and progress is reported three times per year. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. REPORT: 2022 Business Plan - Overall Status The 2022 Business Plan comprises 12 strategic actions and 24 business plan projects. Of these 36 projects, 24 were planned to be completed in 2022; of which 6 have been completed, 11 are on track for completion later this year, and 7 are delayed at this time. Strategic Actions and Business Plan Projects scheduled for completion in 2022 Completed On Track Delayed 6 11 7 projects projects projects (25%) (46%) (29%) Overall Status of Strategic Plan Actions As illustrated in the following visual,16 of the 25 actions in the 2019-2022 Strategic Plan are complete as of August 31, 2022. Three actions were completed earlier in 2022 (and reported in April). Additionally, 4 more actions were planned for completion this year. Of these 4, one remains on track for 2022 completion: Set and Communicate Service Levels, while 3 are experiencing delays and are now planned for completion next year: Bikeshare program Pedestrian-first streets (Gaukel Street component) City-owned property review/property brought to market Staff remain committed to deliver on all remaining 9 actions in the current Strategic Plan by 2023. Overall Status of All Business Plan Projects Of the 24 Business Plan projects, 16were planned to be completed in 2022, 6 in 2023,and 2 in future years. The majority (14) are On Track for completion as planned, 4 are Delayed, and 3 are Not Started. An additional 3 Business Plan projects have been completed so far in 2022: RBJ Schlegel Park Business Case & Conceptual Design This project included engaging stakeholders in a needs assessment and business case to determine elements to be included in the new pool. The consultant leading the business case engaged internal stakeholders, staff and the consultant toured other facilities, and staff engaged the Corporate Leadership Team. The business case and conceptual design were completed and presented to Council, with approval received to pursue an Integrated Project Delivery Advisor prior to onboarding a design consultant and general contractor. Development Charge (DC) & Community Benefits Charge (CBC) Studies study and investigating whether the City should prepare a community benefits charge study. The DC Study and Bylaw were passed by Council in May 2022 with new rates effective July 1, ensuring rates are adequate to cover the costs of growth facilities needed to service new residents. The CBC study will be considered in 2023. Long Term Financial Plan Implementation This project focused on implementing initial items identified for 2020 completion. The Debt policy was approved in May 2022, and codifies -approved document, with benchmarks to ensure these financial instruments are being used in accordance with the will of Council. Additional Long Term Financial Plan items have been implemented including a Budget Control policy, and moving to multi- tax rate increase. Other aspects to be implemented will be brought forward as separate Business Plan projects in the future. STRATEGIC PLAN ALIGNMENT: This report supports FINANCIAL IMPLICATIONS: Capital Budget The recommendation has no impact on the Capital Budget. Operating Budget The recommendation has no impact on the Operating Budget. COMMUNITY ENGAGEMENT: INFORM council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: CAO-20-008 2021 Business Plan Year-End Progress Report and Recommended 2022 Business Plan Project List CAO-22-163 2022 Business Plan - April Progress Report April Status Update APPROVED BY: Dan Chapman, CAO ATTACHMENTS: Appendix A: 2022 Business Plan Progress Report as of August 31, 2022 1 August, The City was . being designed From June to . further transform Request for Proposals large market style and mobilization has begun hub of activity and , scooters on some public roads - posted a a grant to Christkindl at least 5 mini farmers market road wayfinding is - , with service expected to launch in Progress Update n ed ing O scooter share program in the three - 2022 permanent weekly secur The project end date has been extended to Charlie West condominium construction is of Waterloo, and the Cities of Kitchener, all The Region F installed this fall. The tender for Phase three s. ing the use of e . and Ontario Street to find a service provider to implement a and will be reported as such in the next status ) to be 023 RFP The RegionCambridge, and Waterloo approved staff reports permittand trail(bikeshare and ecities. Proposals are expected to be reviewed and evaluated spring 2023.2update Phase two construction is nearly completed on Queen Street for Cedar Street. andconstruction in 2023 is on track. For Bike Month in June, several new communities tried out the new infrastructure, including events dedicated to racialized communities, families and the 2SLGBTQ+ community.Gaukel Street between Charles and Joseph Streets has hosted numerous informal gatherings, art animations and events, including Gaukel Street hostevents plus asuccessful in Gaukel into a commerce. Status ) Delayed On Track Delayed dates 202220232022 completion Completion and 2023 2022 ( Project Manager Ivan Balaban Transportation Services Darren Kropf Transportation Services Darren Kropf Transportation Services First Plan to the - as of August 31, 2022 Be Completed Project To Bikeshare Program Implement a bikeshare service in which bicycles are made available for shared use to the public in an effort to adfollowing a feasibility study to determine the most appropriate system.Protected Cycling Network Connected to the Downtown Install a continuous and protected cycling network that connects adjacent neighbourhoods downtown by 2022.1.5.1 Pedestrianfor Gaukel Street Develop plans to prioritize pedestrians over other travel modes on Gaukel Street. Progress Report Friendly Transportation - Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected. Strategic Plan Actions first streets - Statement . 1 Business Plan Strategic Plan Action People GOAL: Encourage and incentivize Install a continuous and Develop a plan to create 1.2 alternative modes of transportation by developing and subsidizing a bikeshare program by 2021. 1.3 protected cycling network that connects adjacent neighbourhoods to the downtown by 2022.1.5 pedestrianbetween Victoria Park and City Hall and PART 1. 2022 2 Eby , e (e.g. utiliz Flexible . adaptive The project frequent . complete the o t in place to dynamic and traffic control/ oriented space - sources. trian Progress Update Progress Update a variety of as well as studies for future pedestrian , . and will be reported as such in the next support Sourcing materials for long programming plans are - nearing completion, with the developer to restore the roadway into a pedes end date has been extended to 2023grant projectstatus update YearStreet for market days, concerts and eventsoutdoor seating and planters have been used at these events to uses. opening and closing of the street is underwaybollards, gates)crossings. This project was completed as of the April 2022 status update. Status Status On Track Completed tion 2023 2022 Completion Comple - Project Manager Darren Kropf Transportation Services Project Manager Anna Marie Cipriani AdminDevelopment Services First - Kitchener Project Project ofit projects on City of 1.5.2 PedestrianStreet Plan for Market Develop plans to prioritize pedestrians over other travel modes between the Kitchener Market ION station and Kitchener Market.Leverage the Energy Efficiency Reserve Fund Leverage the fund to undertake energy efficiency retrKitchener assets and capture and reinvest operating savings to pay capital costs. StatementStatement Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural re Strategic Plan Action Strategic Plan Action Starting in 2019, leverage Environmental Leadership Goal: between the ION and Kitchener Market by 2022.2.2 the Energy Efficiency Reserve Fund and other resources to reduce consumption and emission at our facilities and in our operations. 2. 3 Progress Update project was completed as of the April 2022 status project was completed as of the April 2022 status This update.This update. Status Completed Completed tion 20222022 Comple pment o l e v e Project Manager Josh Shea Parks & Cemeteries Anna Marie Cipriani AdminDServices run - Project s get based on best 2.4.1 Tree Canopy Target Review the current canopy cover and set an achievable tarpractices as well as constraints such as land availability, quality of soil, etc. in order to guide ongoing and future investment in tree planting, protection and maintenance.Waste Diversion Strategy: Increase Waste Diversion in Our Public Spaces and Event Expand the Waste Diversion Station to all Cityevents with large volunteer involvement, and evaluate expanded waste diversion stations at events, parks and public facilities. . Statement Strategic Plan Action Implement the Sustainable Reduce waste diverted to 2.4 Urban Forest Strategy with a focus on establishing a tree canopy target by 2020 and eliminating the current (2018) tree planting backlog by 2022 2.5 landfills by implementing new diversion programs at our facilities and events by 2021. 4 design, he facility is The Creative report is late 2022 or ; t A 90% leased. . usiness cases will be ; b Staff continue to University of Waterloo on comprehensive review of all currently ion space at 2 King Street to Council in in process is and great places to live. , and a Progress Update work with The project end date has been extended to are also supporting UW in securing and a Retail Incubator to be presented . and will be reported as such in the next status continue to at 44 Gaukel Street owned properties is ; staff - taff Splans for the Innovation Arena including permits and approvals, with an expected 2023 opening dateadditional funding. Council approved the business case to establish a new incubatwest to support businesses advancing the UN Sustainable Development Goals (SDGsexpected to open in late 2022.explore funding opportunities to support a Food Incubatorprepared for Council approval in 2022. Hub Initial focus has been on identifying supportive housing sites. Land assessment criteria have been established by staffCityplannedearly 2023.2023update Status On Track Delayed 20232022 Completion Project Manager Cory Bluhm Economic Development Brian Bennett Economic Development owned - tech industry - Project Working Space cturing and - Owned Property Review - 3.2.2 Incubator, Accelerator and CoNetwork Lease all spaces in the Creative Hub, explore the potential to facilitate a Food Incubator with a business case pending, and explore partnerships for the development of manufahealth/medincubators. City Complete a comprehensive review of cityproperties by 2020 to determine how they could be effectively used to advance city strategic objectives. . advance city owned - tech industries - Build a vibrant city by making strategic investments to support job creation, economic prosperity, thriving arts and culture, Statement Vibrant Economy 2021 for the food Strategic Plan Action h/med - wide network of 3. Foster the creation of a Complete a comprehensive - GOAL:working spaces by - 3.2 cityincubators, accelerators and cocompleting the buildout of 44 Gaukel in 2019, advancing work on a Creative Hub and undertaking business cases in 2019manufacturing and healt 3.4 review of cityproperties by 2020 to determine how they could be effectively used to strategic objectives. 5 defining was consultant vision. alongside alongside including of a project . downtown he downtown vision. tthe or 2023 for call for community members The Working Group is underway development s are underway, and a Progress Update , and a It is anticipated one city property will be meeting engagement . visioning exercise will be completed Council endorsed the process to develop a new downtown visionto be part of a Downtown Community Working Group was launched in March.selected and has been hired to guide the working group and staff in engaging the broader community on the development of the vision.brought to market in 2022In addition to UW Innovation Arena noted above, a broad Master Plan will be developed community engagement for ThecommunityInitial background work the project scope and charter Status On Track On Track On Track 202320232023 Completion Project Manager Brian Bennett Economic Development Cory Bluhm Economic Development Cory Bluhm Economic Development ter Plan owned - t opportunities, Project Owned Property Brought - 3.5.1 Downtown Vision and Cityto Market Develop a vision for downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopmenwith one new cityproperty brought to market by 2022.3.5.2 Innovation District (Bramm Yards) Mas Finalize the Innovation District (Bramm Yards) Master Plan by 2022.3.5.3 Civic District Master Plan Finalize the Civic District Master Plan by 2022. s) Master Plan by Statement owned property - Strategic Plan Action Develop a vision for 3.5 downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one new citybrought to market by 2020. Finalize the Innovation District (Bramm Yard2021 and the Civic District Master Plan by 2022. 6 have The / The funding for the needs that inclusive, quarter of 2022. 2023 to 2026. outline ing a engagement and is . to and over 2000 people the fourth period complet a deliberate, 22. onstruction is ongoing. in with anticipated completion by school in the South Estates , perating agreement between the Community o a & supporting our diverse populations & Progress Update and c early Board are pending. The facility is currently continuing , through building approach is is - construction quarter of 20 is underway School ted to open Minister of Education announced fourth construction of A consultant assessment and business case requirements for an addition to Mill Courtland Community Centre. planningthe The the Rosenberg subdivision has been approved. anticipatedbusiness case for Rosenberg Community Centre is scheduled to begin in early 2023. The Huron Brigadoon school / community centre project is on trackNegotiations for an City and expecEngagement provided inputrelationshipcomponent addresses the quantity of park and open Status On Track Not Started On Track On Track ion 2022202620222023 Complet & Project Manager Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services Mark Hildebrand Neighbourhood Programs & Services Mark Parris Parks Cemeteries t Brigadoon Area needs assessment Projec ll Courtland 4.4.1 MiCommunity Centre ExpansionBusiness Case Complete a and business case to determine the requirements for an addition to the Mill Courtland Community Centre.4.4.2 New Rosenberg Community Centre/SchoolBusiness Case With the Catholic School board, complete a needs assessment and business case to determine the requirements for a joint community centre/school inthe Rosenberg area. 4.4.3 Huron School / Community Centre Construction Construct a joint school/community centre in the Huron Brigadoon area, in partnership with the Waterloo Region District School Board.4.4.4 Open Space Strategy Develop an open space strategy to explore the value of open spaces, how they by 2021 Community Statement Caring Strategic Plan Action 4. Better utilize existing GOAL:helping to make housing affordable. 4.4 facilities, provide relevant programming at community centers, and support equitable distribution of leisure programs and resources across neighbourhoods. Start work on the Mill Courtland Community Centre expansion by 2020and the Rosenberg Community Centre by 2021. Complete the Huron Brigadoon Community Centre Complete an Open Space Strategy by 2021. 7 - ; and is under track to deadline plan City staff and ll 2022. , and is on long partnership - fa by 2023. draft Park Dedication By - a Recommendations were e for Cities at Harvard ich identified immediate in advance of a , presented to Council by , ent. priority areas identified in the Progress Update docum A stakeholder consultation for the supported quality of park and open spaces and work is evels and nitial consultation may begin spacesLaw and Policy supported at Committeedeferred for final review in Augustbe completed and adopted by the legislated of September 18, 2022.focus to the will continue through to midIn March the City launched a yearwith the Bloomberg CentrUniversity as part of the Bloomberg Harvard City Leadership Initiative to support the development of community representatives have completed the initial phase of the program, whactions the city can takecomprehensive consultation process and plan development.development in partnership with area municipalitiesi Service lstrategic plan have been set and plans are underway to ensure they are shared publicly via the website and MyKitchener portal. Status On Track On Track ion 2 202 2023 Complet Emily Robson Economic Development Project Manager Jana Miller Corporate Customer Service - - Project clearly communicated and function, are planned, maintained, and managed, and including a review of permitted uses in parks. Arts and Culture Plan Develop a new and inclusive Arts and Culture Plan by engaging a broad crosssection of the community including the arts and creative industry sector and multicultural communities. Set and Communicate Service Levels Setspecific service levels for frequently asked about or accessed City services, including: tree maintenance, parking, property standards complaints, snow clearing and grass cutting by 2022. - - Statement Strategic Plan Action Engage a broad crossSet clearly communicated Great Customer Service GOAL: 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 2021.5.4 and specific service levels for frequently asked about or accessed City services, including: tree maintenance, parking, property standards complaints, snow clearing and grass cutting by 2022. 5. 8 staff enior s echnical and t striking a staff : recommended , and map customer flows on the report to determine of determine a Next steps include bringing a .Board. , starting to staff review Progress Update School queueing system implementation, and to include update to Corporate Leadership Team did not report was circulated to City and School Board for the staff at the City and Next steps Fire Station 8. due to competing priorities onsultant architect for the project has been contracted Staff are working with a consultant to site forand with staff for review. Andesign requirements have been gathered from all service areas. A vendor has been secured for the new appointment booking and queue management technology. Next steps includeproject committee with membership from the service teams to provide staff input and guidancethe main floorreview and finalize design plans. The planned occur report to Council for further direction. The cin August. if there is a feasible recommendation to bring forward to leadership Status On Track On Track Delayed On Track ion 2022202220222022 Complet - by Department Project ManagerHelena Foulds AdministrationCommunity Services Jana Miller Corporate Customer Service Kim Kugler Sport Kim Kugler Sport - end work Board to - Business Plan Projects person services at service counter - Status of : ntify potential sites and 2 Community ServicesFire Station 8 Location Study Identify potential sites for Fire Station 8, including an analysis of response times based on an eightstation model. City Hall Customer Service Counter Centralize all inCity Hall to onelocated on the main floor, including the addition of a backarea to provide customer service support. Budd Park Strategy Ideestimated 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 Feasibility Study Collaborate with the Waterloo Region District School determine the renovations and estimated costs to isolate the pool operation from the school operation to preserve a recreational asset in the downtown core. PART BP01BP02BP03BP04 9 , applications, $50,000 was will be utilized olunteer ling over $150,000 l The project end , v legates to Council and the project is t is anticipated that these Other areas of focus Based on feedback from 19 pandemic has had a ; i . - amount of e second round of RISE Fund , with a new project initiated Th Community Centre facility , applications tota and will be reported as such in the The COVID 4 19 Progress Update grant program construction Progress Update August with $50,000 of available funding. s such, this phase of onceptual design have been completed and c ed in and a he full by the end of 2022. restrictions. ; t . onboarding a design consultant and general Engage Kitchener online surveys Integrated Project Delivery approach pplications for Advisory Committees and Boards Council AnCommunity Grant applications , a clude , and impact on user groups and demand for ice. ing areas: actor. ustomer Service satisfaction surveys The Business Case and presented to completed. for the detailed design and that will incontr The work will resume in 2023 after sport groups are able to operate a full season without direct date has been extended to 202next status update Standardized demographic data continues to be collected in the followapplicationscrentalscoming on stream for data collection include degrant applications, as well as job applicantsareas will be added The RISE Fund was successfully launched in February and the first application review period saw in requested fundsdispersed to six successful grant applicants.the committee and community about the first round of staff have made improvements to the application, evaluation process and marketing of the RISE Fund grant.applications will open Status Status On Track On Track Completed Not Started ion 3 20222022 2022202 Completion Complet Project Manager Project ManagerSteve Kurevija / Asad Qureshi Facilities Management Jeremy Dueck Sport Victoria Raab Victoria Raab Racism - Anti in a needs Corporate Services Demographic Data Collection Strategy Develop a strategy for the collection of community demographic data to guide the identification and removal of systemic barriers in City programs and services.Launch of the Grant Program for Black, Indigenous & Racialized groups (RISE Fund)Implementation of a new community grant program for Black, Indigenous and Racialized groups, as a tangible deliverable of the Corporate Equity & Strategy. Community ServicesIndoor Recreation Complex at RBJ Schlegel Park Business Case & Conceptual Design Engage community residents/stakeholdersassessment 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. BP05BP06 BP07BP08 10 this The project 2022. , as . The end date included house gas emissions projects that reduce to accelerate n atus update. e gree new Corporate Climate A consultant has been pursu of the development of the and will be reported as such in the in 4 planned to start in Q3 of . opportunities phase urther investigation of alternate is corporate The project start date is unknown at this grant initial New Progress Update continuing to Progress Update , and f project in the the sensors . will be embedded leveraging and , update where possible. and defining the scope of facilities to be acilities and is scheduled to begin in October. plan he City was not successful in securing grant funding to support the Throughout 2022, staff are corporate GHGsreductionsreduction targets Action Plan. Staff are new end date has been extended to 202next status Vendor selected Timplementation of funding sources will continue.time As per the management plans (including Water) have been completed and engaged to assist in the development of a detailed asset management plan for F for the entire project has been extended to 2023 from 2022reported in the April status update Status Status On Track Not Started On Track Delayed 2022202320232023 Completion Completion - Hagey Project Manager Anna Marie Cipriani AdministrationDevelopment Services Project ManagerRyan Financial Planning& Reporting Jason Winter Asset Management & Business Solutions Jason Winter Asset Management & Business Solutions - climate house - Kitchener met the City of Development Services New Greenhouse Gas Emissions Reduction Target(s)The previous Corporate Climate Action Plan (CorCAP) target of 8% absolute GHG reduction. Through this new project, a new/next generation CorCAP will be developed.Financial ServicesBudget System Implementation Replace the existing Budget System, which was developed inmore than 20 years ago, with an external software solution.Climate Event Sensor Implementation Investigating and initial implementation of climate sensors throughout the City to gain related data for modelling, realtime analysis, and emergency response.Asset Management Planning Develop and publish two key asset management plans for Facilities and Water categories to support adherence to O. Reg 588/17 BP09 BP10BP11BP12 11 new with the . These changes is underway, The project end date has been . configuration and process changes are facilities needed to service new residents. ensuring rates being charged are adequate Progress Update , passed by Council in May 2022 with invoicing solution in Q4 2022. - gathering project requirements and aligning considered in 2023. were , 2022 and will be reported as such in the next status live date for the solution - Currently 2023 . invoicing project is progressing with work underway. - Staffing and resources challenges in accounting delayed the start of this project.resources to move forward with the project in 2023 The eCollaboration with staff to refine the solution goal to implement the eBased on initial testing and through collaborative discussions with stakeholder divisions, additional required before the solution can be implemented.along with resource challenges on the project have delayed the anticipated go extended to update DC Study and Bylaw rates effective July 1to cover the costs of growth The CBC study will be Status Not Started On Track Delayed Completed 2023202220222022 Completion Project ManagerLisa Dueck Financial Operations Lindsey Taylor Revenue Jason Winter Asset Management & Business Solutions Ryan Hagey Financial Planning& Reporting . Includes are cellaneous mail. -charge study invoices for - based timesheets. - invoices for Miscellaneous - Financial ServicesConcur Invoice Automation Invoice management solution to fully digitize AP processes.invoice capture, tracking, approvals and enhanced reporting for spend analysis. EReceivables Customers are frequently requesting eMiscellaneous Receivables which represent services that financial system (SAP). Examples of services billed through miscellaneous receivables include Direct Detect for alarm monitoring, Parking and Cemetery sales. Property tax and utility accounts are not included in misreceivables. Completion of this project will allow customers to receive invoices by e Mobile Time Entry Implement mobile time entry for operations, eliminating the need for paper Development Charge (DC) & Community Benefits Charge (CBC) Studies charges study and investigate whether the City should prepare a community benefits 16 BP13BP14BP15BP 12 live - Plan moving customers and benchmarks to codifies the draft of the WIP with Dividend policy for first , , and . The project advisory Long Term Financial and will be brought forward as May 2022 of the project is planned for Budget Control policy, approved document, aspects of the - Sale part - Progress UpdateProgress Update of - including , and the scope has been expanded to include Additional s still remain to be completed (e.g. year average inflation be . Other - policy completed and approved in Debt ensure these financial instruments are being used in accordance with the will of Council.have been implemented to multiincreaseCity enterprises like Gas, Golf & Parking)separate Business Plan projects in the future. Expansion of Payment Options for Utility and Property Tax went live February 2021. The next phase of the project will see expansion of payment options for Business Licensing, Building Permit, Planning and Miscellaneous Receivable services with a planned gofor fall of 2022. The Point2023 to potentially align with the proposed centralized City Hall customer service counter. Project charter and project plan have been completed and approved by the Steering Committeeproviding updated levels of service for each utilityteam and subject matter experts are currently compiling data, performing analyses and developing the report. A report is anticipated in Q1 of 2023. StatusStatus Completed On Track On Track ion 202220232023 Completion Complet Project ManagerRyan Hagey Financial Planning& Reporting Saleh Saleh Revenue Project ManagerBu Lam Sanitary & Stormwater Utilities (WIP) tinued Expansion of term maintenance - to ensure con Term Financial Plan. - . Financial ServicesLong Term Financial Plan Implementation Implement/consider recommended actions identified as 2020 items in the Long Point of Sale and Payment Options Replace the existing Point of Sale system, which is past its life cycle, and expand payment options for various services. Infrastructure ServicesWater Infrastructure Program Undertake an assessment of the Water Infrastructure program originally completed in 2017 and review for the next 5 years. This will inform the longand renewal strategy for water infrastructure (water, sanitary and stormwater safe, reliable and efficient service delivery 1718 BPBP BP19 13 to , and to work Phase 2 work has been . ark planting support the P anticipated to is slower so some ed. . and in the space also began, with spring Street) is nearing completion the The project end date d work in . Carl Zehr Square was opened July 1 funde College - began and ; uptake for fall has been developed and planned for release in have already taken place The project end date has been extended to 2023 and will be reported as such in the next status tree planting and is scheduling fall 2022 consults to September 2022 for trees to be planted in parks later in fall 2022. Staff are 2023. for - in promotion and outreach has been launch an asset management framework specific to facilities planned (Carl Zehr Square in September. In combination with facilities asset data, the . start eptember Progress Update The REEP Green Solutions program has completed all spring consults support privateidentify planting locationstargetedtender is currently being Scurrently working on park prioritization to align with tree canopy targets.The second quarter of 2022 focused on capital planning intake, stakeholder engagement, and project development to 2023 budget cycle. FCM grantdevelop to framework will support Provincial requirements for Asset management planning for municipal infrastructure, as well as project and program implementations planned for 2023.extended to 2023update Phase 1 anticipated and several eventson Duke and Young Streets conclude will be reported as such in the next status update Status On Track On Track Delayed 22 22 20232020 Completion Project ManagerJosh Shea Parks & Cemeteries Beatrice Powell Facilities Management Chris Campbell / Asad Qureshi Facilities Management and planting and term maintenance - Construction Phase 1 and spaces. Implementation Infrastructure ServicesSustainable Urban Forest Strategy (SUFS) Continue to implement the SUFS by providing grant funding to REEP Green Solutions to partner on private tree stewardship and planting 400 trees in parks before the end of 2023 to replace trees lost through EAB, storms and other events.Facilities Infrastructure Program Conduct a comprehensive review of facility infrastructure needs to incorporate building condition assessments, sustainability opportunities, and accessibility needs to identify current gaps and inform longcapital improvement strategies to address the infrastructure deficit.Rehabilitation of City Hall Outdoor Spaces Phase 2 Complete construction associated with the rehabilitation of City Hall Outdoor BP20BP21BP22 14 . ) with conceptual Traynor / schedule for and Kinzie completion. tender and as shown in the ( on is 8 creek and 10 with /Vanier ( construction and improvements to Idlewood is nearing / Alpine for The project end date has foras well as , nd date of 2028 to be issued before the end of and is now econstruction work is in progress on is proceeding Design ork has been slightly delayed by r Oaten/Fergus late summer 2022 he washroom building has been delayed ); w ; t Progress Update . ) works. 023 onstruction in fall 2022. c with tender likely the Walter Bean Trail 2023 award for 2 chain related issues, early archeological n scheduled for a is progressing, engagement is continuing, with an upcoming focus on ( corrected to reflect the accurate e Schlegel Phase 2 RBJ a late summer 2022 openingdue to supply Brubacher Parks and Westwood Parks are under completion expectedParks 2022 schedulingParksideas for the parks will occur in award Design and public engagement have started several sections of pond projects. Rehabilitation and Shoemaker Creek, Montgomery Creek, and several WIP utility replacement projects (full reconstruction).been 2021 Business Plan and shown incorrectly in the 2022 Business Plan Status On Track On Track ion 8 2022202 Complet Project ManagerNiall Lobley Parks & Cemeteries Nick Gollan Sanitary & Stormwater Utilities phase 2, Westwood Infrastructure ServicesImplementation of Significant Parks Projects Complete construction of RBJ Schlegel Park Park and Brubacher Parks. Tender and award work at Alpine, Vanier/Traynor/Wilson and Shoemaker Parks. Initiate engagement at Oaten/Fergus/Idlewood and Kinzie Parks. Implementation of the Federal Disaster Mitigation and Adaptation Fund (DMAF)Plan and execute stormwater management infrastructure projects across the city to leverage the DMAF grant funding and advance the implementation of the 2016 Integrated Stormwater Management Master Plan. 3 2 BPBP24