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HomeMy WebLinkAboutCouncil Agenda - 2020-06-08 SCHRISTINE TARLING Director of Legislated Services & City Clerk Corporate Services Department nd Kitchener City Hall, 2 Floor 200 King Street West, P.O. Box 1118 Kitchener, ON N2G 4G7 Phone: 519-741-2200 x 7809 Fax: 519-741-2705 Christine.tarling@kitchener.ca Due to COVID-19 and recommendations by Waterloo Region Public Health to exercise physical distancing, City Hall is closed to the public. Members of the public are invited to participate in the open portion of this meeting electronically by accessing the meeting live-stream video at kitchener.ca/watchnow. While in-person delegation requests are not feasible at this time, members of the public are invited to submit written comments to Jeff Bunn, Deputy City Clerk, at jeff.bunn@kitchener.ca, which will be provided to the Mayor and Council prior to the meeting, and will form part of the public record. May 5, 2020 Mayor B. Vrbanovic and Members of Council Re: Special Council Meeting Monday, June 8, 2020 Notice is hereby given that Mayor B. Vrbanovic has called a special meeting of City Council to be held electronically on Monday, June 8, 2020 at 12:00 p.m. to consider the following: 1. Strategic Session a. City of Kitchener Recovery Plan, Reopening Framework and Post-Pandemic Opportunities J. Readman (180 mins) Development Services Department report DSD-20-072. 2. DSD-20-071 Business Recovery Patio Program for 2020 Attached is Development Services Department report DSD-20-071 Business Recovery Patio Program for 2020. 3. By-law for Three Readings a. To confirm all actions and proceedings of the Council. Yours truly, C. Tarling Director of Legislated Services & City Clerk Accessible formats and communication supports are available upon request. If you require assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994. CHRISTINE TARLING Director of Legislated Services & City Clerk Corporate Services Department nd Kitchener City Hall, 2 Floor 200 King Street West, P.O. Box 1118 Kitchener, ON N2G 4G7 Phone: 519-741-2200 x 7809 Fax: 519-741-2705 Christine.tarling@kitchener.ca c: Corporate Leadership Team J. Bunn D. Saunderson S. Goldrup Records Accessible formats and communication supports are available upon request. If you require assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994. REPORT TO:Strategic Session of Council DATE OF MEETING:June 8, 2020 SUBMITTED BY:Justin Readman,General Manager, Development Services,519-741- 2200, extension 7646 PREPARED BY:Justin Readman,General Manager, Development Services,519-741- 2200, extension 7646 Michael May, Deputy CAO, 519-741-2200 ex. 7079 WARD (S) INVOLVED:All DATE OF REPORT:June 3, 2020 REPORT NO.:DSD-20-072 SUBJECT:City of Kitchener Recovery Plan, Reopening Framework and Post- Pandemic Opportunities ___________________________________________________________________________ RECOMMENDATION: That Councilendorse phased re-opening plan, as outlined in Appendix A of report DSD-20-072, change as further information becomes availableand further direction is received from the province and public health. EXECUTIVE SUMMARY: efforts. Recovery Planning is the process of developing and documenting a set of principles, guidelines and procedures toprovide a roadmap for the resumption of municipal programs and services, reopening facilities, and ensuring staff can return to work in a manner that protects theirhealth and safety and that of the community. Part 1 of this Strategic Session of Council asks: Does Council agree on the stages and the services/facilities planned to reopen within each stage, as outlined in the Kitchener Reopens document,attached as Appendix A? Part 2 serves to check-in with Council onthe 2019-2022 Strategic Plan. While t he pandemic has reinforced / emphasized the relevance and interconnection of the 5 themes of our StrategicPlan, it is important to begin the dialogue with Council on whether priorities have shifted. To begin this process council is being asked: How will our experience through COVID-19 influence the strategic refer to Appendix B)?Are there emerging opportunities that should be considered? *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 1.a. - 1 BACKGROUND: On March 11, 2020 the World Health Organization declared COVID-19as a global pandemic. Shortly after, on March 17, 2020,the Province of Ontario enacted a declaration of emergency under the Health Promotion and Protection Act. As a resultof this declaration, many services at the City of Kitchener werepaused or modified in order to comply with public health requirements, including physical distancingand limited group sizes. Between mid-March and mid-April,the City,through its Emergency Operations Centre,enacted its immediateemergency managementresponse, and on March 25, 2020, the City declared a local State of Emergency. Theinitialemergencyresponsefocused on critical public services toensure theycould be deliveredsafelyand effectively under the state of emergency. In parallel,staff across the organization were retooling processes to deliveras many services as possible remotely. Around mid-April additionalservices shifted to remote or modified service delivery and staff were redeployed to assist withthis transition. By late April, COVID-19 recovery planning was underway. Recovery Planning is the process of developing and documenting a set of principles, guidelines and procedures toprovide a roadmap for the resumption of municipal programs and services, reopening facilities, and ensuring staff can return to work in a manner that protects theirhealth and safety and that of the community. The health and safety of residents and staff remains the top priority for the municipality as it worksto implement provincial direction within the local context. The Region, local municipalities,and townships have been working collaborativelyon a recovery planning framework and makingkey decisionstogether, where possible, during this public health crisis. Working collaboratively allowsfor consistency across the region and helps ensure that facilities and services are reopened in a coordinated manner.It also ensures public communications and directions are clear and consistent across the region.Multi-jurisdictional coordination will continue to be a significant focus in order to reduce community transmissionof COVID-19as much as possible. RealtimeCOVID-19 cases are being tracked by the Region and can be found here: Waterloo Region COVID-19 Summary In addition to recovery planning effortsthat focus on restoring municipal programs and services, there has been significant recovery efforts focused on Economic and Business Recovery,as well as Community Safety and Wellbeing. The goals of the Economic and Business Recovery Plan are: ize the loss of local business, jobs and development as businesses transition through re-opening and recovery phases. To support local businesses with information on best practices, equipment and standards as they look to adhere to public health standards for the safe operation of their establishment. 1.a. - 2 To continue to understand the impacts of COVD-19 on our local economy, utilizing professional expertise, best practices and input from industry experts, to ensure effective recovery strategies and actions. To ensure Waterloo Region remains an innovative, high growth economy a global leader in post-pandemic transformation. TheCommunity Safety and Wellbeing Planning Framework platform will be used to build the Community Socio-Cultural and Emotional Recovery plan.The Community Socio-Cultural and Emotional Recovery Plan will develop strategies to supportour citizenswith celebrating their survival, to mourn those lostand to get back to life in the new normal.These strategies includesocial recovery, cultural/diversity recovery, emotional recovery and mental health recovery. early response to the pandemic has been tactical, with the main goal ofprotecting the health and safety of staff and the public. As the pandemic response shifts into the recovery phase,the responsewilltransition from a tactical response to a strategic one. As such, this strategic session of Council willfocus on the short-termstrategy of when municipal services will likely reopen.Itwill then shift to a more mid-to long-term recovery that looks at the strategic initiatives to ensure they are in alignment ,post COVID-19. gic session is one of the first steps toward our strategic recovery. REPORT: PART 1: City of Kitchener Recovery Plan The City of Kitchener provides more than 200 services and operates out of more than 70 facilities that need to be reopened and restartedwhile ensuring the safety of employeesand residents is not compromised. To help guide the reopening of those facilities and the resumption of those services, a comprehensive recovery plan has been created which is focused on: meeting the needs of the community by providing valued programs and services to businessesand residents, ensuring the health and safety of City employees and members of the community, contributing to community and global efforts to slow the spread of COVID-19, and l deficit. The established recovery framework focuses efforts first on overarching, organization-wide plans and policies. Examples of these include physical distancing policies, public access plans, and personal protective equipment policies. The purpose of establishing these organization wide plans and policies is to ensure that there is a consistent application across all services and facilities. From these over-arching plans,staff have developed facility and service level recovery plans. For like services, arenas as an example, high-level guidance has been created to ensure 1.a. - 3 consistency across themalong with the ability to tailor recovery plans for the unique attributes of each facility. With so many facilities and servicesbeing provided,this structure has allowed the recovery planning team to quickly develop guidance to Directors across the organization to ensure that their plans are consistent and are adaptable to conditions that may change over time. In order to reopen safely, each City facility that was closed, as well as the services, programs and events that were paused, will require: the lifting of group size restrictions from the Province, a customized plan to reopen safely, time and resources for staff to implement that plan, and insome cases, funding for new safety measures. Given allthe workrequiredto reopen safely with less than a full complement of staff, itis not possible to reopen allallservices at once. To help prioritize where staff time and other resources will be focused in the coming weeks, the City has created a framework for reopening, attached as Appendix A,which is a major component of its overall Recovery Plan. Discussion Question 1: Does Council agree on the stages and the services/facilities planned to reopen within each stage, as outlined inthe Kitchener Reopens document, attached as Appendix A? (60Minute Discussion) PART 2: Impacts of COVID-19 on City of Kitchener Strategic Plan Priorities Process Improvements as a result of COVID-19 For the Cityof Kitchenerto be nimble and responsive to current circumstances, innovation must continue to be a central focus of ourresponse to the pandemic. Many changesthat have been implemented area result of significant work by staff. Prior to the pandemic, some of these changes were being planned through thebusiness planbut were not yet implemented. Other changeswereout of necessity to ensure that the services our communitydepend on would continueduring a time of physical distancing. The following is a high-levelsummary of some of the innovative changes that have occurred as Enabling Remote WorkThe city has seen a user adoption rate on Microsoft Teams that, with best estimates, would have taken 18-24 months to reach under normal circumstances.There are now 705 active users utilizing the platform, and approximately 2,500 virtual meetings were held in the month of May. 1.a. - 4 Digital signatures now used within HR recruitment,procurement, delegated planning approvals, road occupancy approvals and off-site works agreements. Digital submissions now used for formal and pre-submission planning applications, road occupancy permit submissions,marriage license applications,lottery and business licence applications,by-law property enforcement deficiency submissions, roads deficiency submissions, purchasing related documents Digital project collaboration Digital plan review, collaborative document review using Microsoft Teams,Sanitary and Stormwater Utility back log/new ideas/innovation digital brainstorming board. Electronic document issuance Lottery and business licenses, tax certificates Virtual program delivery Association townhalls, Active@home online programing, seamless volunteer intake process, AMPS (parking ticket) screenings, online fire safety education materials. -2022 Strategic Plan The Council approved2019-2022 Strategic Plan guidesmajor investments and projects over this term of council. Severalactions have already been complete and many more are underway. The pandemic has reinforcedandemphasized the relevance and interconnection of the 5 themes of our StrategicPlan.However, the pandemic will have lasting local and global impacts. It is wiseto checkin with Council to understand whetherchanges or adaptations should be consideredto ensure that Kitchener recovers quickly in the post pandemic period. Discussion Question 2:How will our experience through COVID-19 influence the strategic Are there emerging opportunities that should be considered? (90Minute Discussion) The 2019-2022 is included in Appendix B. In order to initiate this discussion some possible ideas have been pre-populatedbased on research and preliminary internal engagement. NextSteps Following this strategic session staff will consider the feedback provided by council to review potential changes and opportunities early in the summer. In late summer, staff will engage Compass Kitchener on possible changes to the timelines and new opportunities. Staff will report back to Council in the fall of 2020 on any amendments. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: the delivery of core service. 1.a. - 5 FINANCIAL IMPLICATIONS: As the City begins to slowly reopen in various phases of the recovery plan, additional costs will be incurred in order to make facilities and amenities safe for staff and the public. This includes installing protective barriers at counters, additional floor markings and signage in facilities, and more frequent cleaning of public spaces.In addition, recreation facilities and amenities have specific lead times in order to bring them back online, which will require some staffing resources to be brought back from declared emergency leave to make them ready for use. This will reduce the amount of staff related savings that are helping to offset the significant drop in recreation revenue that the City is experiencing.Based on the latest update that was provided to Council, the City is expecting to lose approximately $7.4M in recreation related revenue this year and is projecting a $5.6M deficit at this time. With the possibility of a second wave in the fall, some facilities may reopen only to close down again, and this may result in additional costs being incurred without the benefit of receiving expected user fee revenue.This represents a significant financial risk for the City that could result in worsening financial projections, highlighting the need to be somewhat cautious with our approach. It highlights the balancing act that municipalities face related to bringing services back online without a guarantee of financial support being provided by the Provincial or Federal government. The current financial challenges that the City is experiencing will likely impact the ability to deliver on all of strategic plan commitments previously approved by Council.Without the financial inancial recovery from the COVID19 pandemic will be years and not months, making it difficult to proceed with many of the initiatives included in the strategic plan. This will likely require changes to timing and reprioritization of initiatives. COMMUNITYENGAGEMENT: The City of Kitchener 2019 to 2022 Strategic Plan was developed through a series of engagement points and using a variety of engagement tactics. Given that this is a strategic session of council, no final changes are being made to the strategic plan at this time. Any potential recommended changes will be vetted through Compass Kitchener and be brought forward to Council in a future staff report. INFORM council / committee meeting. ACKNOWLEDGED BY: Dan Chapman,Chief Administrative Officer 1.a. - 6 Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens Appendix A - Kitchener Reopens from , like online where it makes sense. , . :: Continue to provide online services that launched as part of the pandemic responseprogramming for older adults to be able to stay connectedCreate more opportunities for flexible work home arrangementsOtherOther Emerging Opportunities engagement with the city by providing friendly, easy and service ough the Customer Customer thr for customers by wide - nce that will allow for the 19 on Strategic Plan Goals and Actions - to help ensure services are time feedback from customers - many languages demand support for customer services - for frequently asked about or accessed city Provide onrequested in Corporate Contact Centre by 2020.Introduce a corporateSatisfaction Program collection of realaccessing city facilities, programs and services by 2020.Enhance the online experiedelivering customized information, providing easy access to services, and allowing them to conduct financial transactions by 2021.Set specific and clearly communicated levels services, including tree maintenance, parking, property standards complaints, snow clearing and grass cutting by 2022.Implement a comprehensive program of Experience Reviewseasy and convenient to access from the custoperspective by 2022. Appendix B: Impacts of COVIDGreat Customer Serviceconvenient services.Strategic Actions 1.a. - 24 the implementation of active e :: Accelerattransportation networks to provide physical distancing and achieve local sustainability targets.Launch a slow streets program that closes select neighbourhood bikeways to through traffic seasonally.OtherOther Emerging Opportunities with (safe and first streets - round access to a - round maintenance protected cycling - pedestrian 19 on Strategic Plan Goals and Actions - (Completed) by 2021. and pathways as prioritized Complete Streets Park and City Hall and between Cycling and Trails Master Plan that connects adjacent neighbourhoods to use trails - friendly Transportation - Develop a set ofcomfortable) guidelines and an associated evaluation scorecard by 2020 to apply to roadway construction projects.Encourage and incentivize alternative modes of transportation by developing and subsidizing abikeshare programInstall a continuous andnetworkthe downtown by 2022.Improve connectivity and yearto multithrough thean initial target of providing yearminimum of an additional 3 k.m. of existing trails by 2022.Develop a plan to createbetween Victoriathe ION and Kitchener Market by 2022. Appendix B: Impacts of COVIDPeopleOur goal: Transform how people move through the city by making the transportation network safe, convenient, comfortable and connected.Strategic Actions 1.a. - 25 to help guide sustainability initiatives and leverage stimulus . ng :: imate related data Oplan sustainability funding.Partner with other organizations to collect local cldecision makiOtherOther Emerging Opportunities with tree tree facilities and in at our facilities Energy Efficiency by 2022. Corporate Climate 19 on Strategic Plan Goals and Actions - Sustainable Urban Forest and other resources to reduce by 2020 and the current (2018) by 2019 to achieve an absolute klog eliminated Community Climate Action Plan with a focus on establishing a (Completed) Launch and implement aAction Plangreenhouse gas emission reduction of at least 8% by 2026.Starting in 2019, leverage theReserve Fundconsumption and emissions at our our operations.Develop apartner organizations by 2020.Implement theStrategycanopy targetplanting bacReduce waste sent to landfills by implementingnew waste diversion programsand events by 2021. Appendix B: Impacts of COVIDEnvironmental LeadershipOur goal: Achieve a healthy and livable community by proactively mitigating and adapting to climate change and by conserving natural resources.Strategic Actions: 1.a. - 26 impacts of and the Good Neighbour Recognition :: As an initial phase of a new Arts & Culture Master Plan, explore opportunities to support entrepreneurs and organizations within our local arts community as they recover from thethe pandemic.LoveMyHoodProgram have resulted in empowered and more resilient neighbourhoods. Fostering strong neighbourhoods will be increasingly important.OtherOther Emerging Opportunities: by for and treatment start the op a new and and belonging and connection by providing welcoming community spaces and by 2021. Equity, Diversity Rosenberg Community Open Space Strategy 19 on Strategic Plan Goals and Actions experienced by those living - section of the community, - and supporting the creation of by 2020 to combat systemic and an complete the Huron Brigadoon Affordable Housing Strategy safe consumption in Kitchener. Arts and Culture Plan staff training by 2020. Start the by 2021 and cultural communities to devel - Create a comprehensiveInclusion Strategybarriers to full economic and social participation in the city.Create anKitchener by 2020 in collaboration with the Region of Waterloo, community groups and the developmentindustry.Reduce social stigmaswith mental illness and addiction in our communitythroughappropriatefacilitiesBetter utilize existing facilities, provide relevant programming at community centres, support the equitable distribution of leisure programs and resources across neighbourhoods,expansion of the Mill Courtland Community CentreCentreCommunity Centre2021.Engage a broad crossincluding the arts and creative industry sector and multiinclusive Appendix B: Impacts of COVIDCaring CommunityOur goal:programs; better engaging, serving and supporting our diverse populations and helping to make housing affordable.Strategic Actions: 1.a. - 27 impacts of local tential : eed to plan for po business community as a result of impacts :: f the pandemic. Possible nemployers moving away from or scaling back traditional brick and mortar office space.Continue to advance Make It Kitchener 2.0 with an increased focus on the new and emerging needs of the localoOtherOther Emerging Opportunities c Civi by 2020 in 2019, f diverse by 2019 that Kitchener and expectations to ing strategic investments to support job creation, economic prosperity, and undertaking owned property - working spaces by - Innovation District tech industries. 44 Gaukel city - by 2021 and the 2021 for the food, - 19 on Strategic Plan Goals and Actions - Creative Hub by 2022. owned property brought to - buildout ofcity Urban Design Manual Make it Kitchener 2.0 Strategy (Completed) by 2020. Finalize by 2020 to determine how properties could be Complete a newexpresses city building and design ensure vibrant new development throughout Kitchener.Foster the creation of a citywide network of incubators, accelerators and cocompleting theadvancing work on abusiness cases in 2019manufacturing and health/medDevelop thewith a focus on transformative actions to ensure the attraction, success and retention obusinesses, talent, and arts/culture across the city.Complete a comprehensiverevieweffectively used to advance city strategic objectives.Develop a vision for downtown continue to position downtown Kitchener as a leading destination for redevelopment opportunities, with at least one newmarket(Bramm Yards) Master PlanDistrict Master Plan Appendix B: Impacts of COVIDVibrant EconomyOur goal: Build a vibrant city by makthriving arts and culture, and great places to live.Strategic Actions: 1.a. - 28 REPORT TO:Special Council DATE OF MEETING:Monday, June 8,2020 SUBMITTED BY:Cory Bluhm, Executive Director, Economic Development, 519-741-2200 ext. 7065 PREPARED BY:Cory Bluhm, Executive Director, Economic Development, 519-741-2200 ext. 7065 WARD (S) INVOLVED:All DATE OF REPORT:June 4, 2020 REPORT NO.:DSD-20-071 SUBJECT:Business Recovery Patio Program for 2020 _________________________________________________________________________________________ RECOMMENDATION: That the following fees, within the balance of 2020: a) b);and, c) BACKGROUND: In response to the COVID-19, the Province limited restaurant operations to take-out, delivery and curbside service only. As the Province reopens the economy, it is anticipated that once dining services are permitted, physical distancing measures will still be required. As a result, restaurants will be required to reduce their interior seating capacity. REPORT: In order to support the viability of restaurants by enabling increased seating capacity, the City will be launching a streamlined patio program. Presently, a streamlined process, including design requirements, is already in place for patios on City sidewalks Downtown. This process will be applied to other locations, such as Belmont Village. Staff will be launching a similar program for patios on private property. The program will include a single-point-of-contact to offer a concierge-style service to businesses, to minimize the efforts required by both restaurant owners and staff/review agencies. Included in this program will be a set of design requirements for new and expanded patios, which will align with any Provincial ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994for assistance. 2 - 1 standards for physical distancing as well as standard Manual. To create or expand a patio, certainapprovals are requiredincludingan encroachment agreement where the patiois on City-lands. Given the extensive impact to the restaurant industry, as a result of pandemic response measures, and to ensure City fees and process are not an impediment to restaurants returning to operation, staff recommend waiving the fees associated with these approvals. Regional Coordination The Region and area municipalities are working collaboratively to develop consistent approaches to enabling outdoor patios. As the City of Kitchener has a long history of supporting municipalities to adapt to their own circumstances. Other municipalities haveindicated an intention to also waive fees for associated approvals. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: relief and support programs to businesses, better enables our business community to weather the impacts of COVID-19 and prepare for the reopening of the economy. FINANCIAL IMPLICATIONS: In a normal year, the City collects a minimal amount of patio fees, typically less than $4,000 per year. While it is anticipated that a larger number of new patios will be applied for, based on feedback from businesses, even minor fees could be an impediment to reopening their business. COMMUNITY ENGAGEMENT: INFORM This report has been posted to the council / committee meeting. CONSULT The financial relief measures contained in this report are in response to feedback received through BESTWR and the Small Business Recovery Outreach Program. Local organizations, including BIAs and the Waterloo Region Tourism Marketing Corporation, have encouraged municipalities to reduce red tape and fees for patio expansions. Similar feedback has been given by Restaurant Canada, the national association for the food industry. ACKNOWLEDGED BY: Justin Readman, GM of Development Services 2 - 2