Kingston s Strategic Plan

Transcription

1 Kingston s Strategic Plan where history and innovation thrive Kingston.ca

2 We are committed to sustainability so we can meet the needs of citizens now and in the future. OUR Strategic Plan InSIde PurPoSe of The Plan 2-3 WorKIng TogeTher To achieve our vision 4-5 The road To SuCCeSS 6-11 CounCIl S guiding PrInCIPleS The City of Kingston has a simple mission statement that guides all municipal decision-making: to enhance the quality of life for present and future generations by providing progressive, professional services and leadership that reflects the needs of all those who work, live, visit or play in the City of Kingston. This Strategic Plan is the framework for fulfilling our mission and helping Kingston become Canada s Most Sustainable City. CounCIl S PrIorITIeS MaInTaInIng and enhancing InfraSTruCTure enabling economic development rejuvenating brownfields facilitating affordable housing CreaTIng & ProTeCTIng greenspaces developing ProaCTIve CoMMunITy PlanS CorPoraTe WorK Plan 30-41

3 Purpose of the Plan 2 The Strategic Plan outlines the emerging priorities and key strategies we will pursue to help achieve our community s vision of becoming Canada s Most Sustainable City. It provides a corporate focus using the four pillars of sustainability and promotes Council s priorities. It is a tool to guide departmental plans, service delivery models and budgets. Sustainable Kingston Plan 3 our Strategic Plan is a framework to achieve our community vision and it establishes goals and objectives to achieve the priorities set out by council and the needs of the community. on behalf of Council, I commit our political vision and leadership to achieve our priorities. on behalf of City staff, I commit to providing quality customer service and achieving results that support the priorities of Council. Together with our partners, agencies and boards, we will continue to provide key and quality services to the community based on legislative requirements and service level standards using a philosophy of continuous improvement. This plan is subject to annual review to ensure it accurately reflects Council s priorities and the changing needs of the community. It is dynamic and evolving so that new issues, challenges, trends and opportunities can be evaluated and integrated into work plans. More specifically, the plan will: align corporate objectives with Council priorities improve public relations and accountability serve as a living document to evolve with the community s needs Departmental Plans Council Priorities Corporate Strategic Plan Departmental Budgets Mark gerretsen Mayor gerard hunt Chief administrative officer focus on the effective and efficient use of resources and provide direction to employees connect priorities with plans and budgets serve as a tool to evaluate operations Annual Reporting

4 Working Together to achieve our vision 4 The Sustainable Kingston Plan sets out the community s vision to be Canada s Most Sustainable City. The corporation is a partner in the Sustainable Kingston Plan and we will conduct municipal business using the four pillars of sustainability. The generally accepted definition of sustainability is meeting the needs of present generations without compromising the ability of future generations to meet their needs (The brundtland report 1987). CORPORatE sustainability statement The corporation will provide goods, services and infrastructure in a manner that values, protects, and enhances the quality of life and place for our citizens while ensuring that we do not impede the ability of future generations, locally and globally, to prosper economically, environmentally, socially and culturally. The corporation is customer-focused and results-oriented. We continue to work to enhance service delivery, limit the level of future year taxation increases and progressively address infrastructure renewal. as a contributing partner to the Sustainable Kingston plan, the community of Kingston remains firm in its vision of becoming Canada s Most Sustainable City. The City will be a leader in achieving the objectives established in the Sustainable Kingston Plan ( ECONOMIC Kingston focuses on strengths and opportunities for a vibrant, diverse, and dynamic economy which attracts and retains businesses and skilled employees, contributes to global knowledge, incubates innovation, and brings new goods and services to market. SOCIAL The Social equity Pillar will help social agencies and residents to raise awareness about social needs and to engage both citizens and community partners to plan and act in response to these needs. The end result will be to improve the well-being of the whole community. SUSTAINABLE COMMUNITY ENVIRONMENTAL While all pillars have equal standing within the Sustainable Kingston Plan, without a healthy environment the human pursuits of economy, society and culture cannot be sustained. by placing prerequisite importance on the protection and restoration of our natural environment we enable the ecology, of which each of us are a part, to thrive and continue to provide enjoyment and sustenance for Kingstonians. CULTURAL The fundamental objective of any sustainable community is the promotion of human well being through enhancing both Quality of life and Quality of Place. 5

5 The road to Success 6 our approach How we conduct our business is as important as the business we conduct. The role of local government is expanding. It is more involved in shaping our community than ever. With a vision of becoming Canada s Most Sustainable City, the corporation will embrace the principles of the Sustainable Kingston Plan. as a partner in this plan, we will work with various partners to advance our community s vision. 7 our Mission To enhance the quality of life for present and future generations by providing progressive, professional services and leadership that reflects the needs of all those who work, live, visit, or play in the city of Kingston. We will focus on meeting Council priorities by incorporating them into our corporate plans. This will be achieved in part by: embracing opportunities for intensification, being fiscally responsible, promoting growth, innovation and development, redeveloping contaminated lands (brownfields), increasing tourism and encouraging immigration. We will incorporate sustainability into corporate practices and develop performance indicators to measure our success. agencies and boards, funded by the tax base and user fees, provide important services to our community. It will be incumbent on all to achieve results within the financial parameters established by Council. a complete list of City services and partner agencies is available in the 2010 annual report ( Challenges The corporation must meet challenges and work with community partners to enhance the quality of life for Kingstonians. Some of these challenges include the need to: repair, replace and build infrastructure address increasing service demands using limited resources build social support structures for an aging population Meet the demands of a labour force shortage attract and develop people, jobs and services in the global economy facilitate housing and other resources to people living in poverty Meet environmental standards

6 The road to Success 8 our vision We are a progressive, innovative corporation with satisfied citizens and employees. our fiscal health enables us to update our infrastructure and grow our community. We support a high quality of life for all of our citizens and they value the services we provide. Key Corporate Strategies We will continue to foster a culture of continuous improvement and employee engagement in the workplace by streamlining decision making, defining and clarifying expectations, improving accountabilities and enhancing communications. delivering quality services is a priority. Much of the success of this plan will depend on the corporation s operational environment. We are working to enhance the corporate culture in six key areas. Health, safety and wellness: providing productive and safe work environments and conditions for our employees Customer service: meeting the needs of our internal and external customers promptly and courteously Leadership and development: attracting, developing and retaining talented and empowered people Internal communications: informing our employees about how their work is important to our success 9 Risk management: identifying, assessing, prioritizing and managing potential risks Performance management: evaluating and enhancing what we do and how we do it

7 The road to Success 10 our values administrative Initiatives enhance focus on employee wellness and health and safety standards 11 Teamwork We are equally responsible to work together to achieve our common goals. respect We treat others as we want to be treated. Integrity Through honesty and integrity we earn the trust of our peers and those we serve. Pride our sense of accomplishment is achieved through our contribution to the community. We are recognized for the quality of our work. review and improve technology solutions and corporate systems and processes to gain improvements in information and eliminate duplication and manual processes across the corporation through system integration research corporate risk assessment / compliance review process and establish initial corporate performance indicators progressively develop organizational linkages and culture of continuous improvement develop and enhance corporate training and development programs focus on talent attraction, retention and succession planning policies and strategies increase use of technology for Council meetings and public engagement enhance corporate governance, internal communications and employee engagement

8 Council s guiding Principles 12 When making decisions and undertaking i ts work, Council will: 13 Place people first by delivering quality services in an effective and responsible fiscal manner to enhance quality of life Increase its focus on facilitating economic development and growth including an emphasis on customer service excellence Manage Kingston s growth effectively by considering sustainability, preservation, and neighbourhood revitalization when planning, developing, and intensifying the city brand the message of history and innovation as part of enhanced public relations and marketing efforts undertake future planning for Kingston by assessing the characteristics, demographics, assets, and opportunities of communities engage community expectations by considering available resources and priority of services Work creatively in partnerships where appropriate across sectors to achieve goals and outcomes Pursue political strategies to ensure Kingston receives fair and equitable resource allocations from upper level governments Commit to evaluation and continual improvement by measuring progress, outcomes, and impact to ensure accountability and transparency Council set the following financial parameters for their term: Council will support tax rate increases up to 3.5%. (This includes 1% for capital, an estimated 2% for inflation and 0.5% for service changes.) all service areas will be expected to operate with a continuous improvement philosophy. Council will commit to remaining within tolerable limits for long term debt

9 Council s Priorities Maintaining and enhancing infrastructure 15 during planning sessions at which Council considered the needs, challenges and opportunities of our community, six priorities emerged. Council is committed to achieving these six priorities which are aligned with the Sustainable Kingston Plan. Council is dedicated to enhancing quality of life for our community. Quality of life can best be described as the degree to which people have a sense of well being in relation to the space in which they live, work and play enabling economic development rejuvenating brownfields facilitating affordable housing Creating and protecting greenspaces 6. developing proactive community plans

10 1. Maintaining and enhancing Infrastructure Council Priority Corporate Commitment to Council Priority 16 a strong and robust infrastructure ensures a high quality of life for Kingstonians. It also provides the City with the foundation needed to support a sustainable community. during its term, Council will: 1.1 Create a long-term proactive asset management culture and plans including financial resource allocations and develop appropriate indicators and benchmarks to measure progress against the plans 1.2 establish core principles for asset management including rehabilitation and reinvestments, energy conservation and green solutions 1.3 undertake asset rationalization and efficiency analysis 1.4 Continue to support the current infrastructure plan (4-year approved budget and 1% annual dedicated tax increase) and recommend continued support to future councils 1.5 Complete capital works that are approved, budgeted and in progress the corporation will operate, maintain and upgrade its infrastructure and other assets in an affordable, reliable, environmentally sustainable and integrated way. Solid asset management plans and financial planning are keys to sustaining and managing our assets over their lifecycle. Corporate focus areas: Complete capital infrastructure work in progress Complete the 4 year road, water, wastewater capital program approved by Council in 2011 Complete the development of asset management plans for all major physical asset categories Invest in new infrastructure to support service requirements in a fiscally responsible manner redevelop the transit system within the established financial parameters optimize use of municipal assets develop and implement a public transit service that people want to use 1.7 Consider infrastructure projects (see project list on pages 18-19)

11 1. Maintaining and Council s Priority enhancing Infrastructure Infrastructure Projects 18 note: infrastructure projects listed in priority order, as determined by Council scoring and recorded in report 65 of Committee of the Whole: Staff analysis considered the relative scores, the City s financial models, cost estimates, capacity to deliver and the state-of-readiness of each project. Construction of John Counter Boulevard to 4 lanes: Construction of john Counter boulevard to 4 lanes ($70M capital and direct net operating costs estimate of $100,000) note: 50% development charges funded Corporate commitment: This project will be completed in 5 phases over a 5 to 6 year period. Staff will propose a plan to initiate phases 1 and 2, which includes construction of 4 lanes from division Street to Sir john a. Macdonald boulevard, beginning in late 2012 for completion by additional phases and proposed funding will be addressed in a report to Council in the fall of financial capacity may constrain construction timing in later phases, however, funding sources will continue to be investigated. Investment in Affordable Housing Invest $5 million in affordable housing Corporate commitment: Staff will propose a multi-faceted plan that will provide a variety of funding elements to target sustainable impacts to the housing wait list and an increase in housing supply. The plan will include allocations for construction, incentives for housing development and increasing allocations for rent supplement programs, all over a 5 year period. Phase Division Street Phase division Street (maintenance and storage) ($30M-$40M capital) Corporate commitment: Phase 1 is currently under construction and will be completed in late In 2013 the design of phase 2 can be completed along with site preparation and soil removal started and completed by end of 2014, with estimated cost of $5M. Phase 2 construction can be contemplated for 2015 depending on financial capacity. Third Crossing Bridge over Cataraqui River Pending the finalization and outcome of the environmental assessment, design of an action plan for the construction of the Third Crossing ($120M capital with direct net operating cost undetermined) note: 30% development charges funded Corporate commitment: The environmental assessment will be completed in the spring of Subject to Council direction at that time, staff will be prepared to develop the action plan requested. Expansion of the Airport expand the airport and create a viable transportation hub ($10 million capital, minimal operating) Corporate commitment: a market assessment and business case is currently underway to answer the questions on potential airport expansion. recommendations on this project will be reserved for the results of that feasibility work. Transit Capital Investments undertake transit capital investments ($25 to $35 million capital and up to $5 million in annual operating impact by 2014 with potential phase-in approach) Corporate commitment: Council has established a priority to develop a transit service people want to use. Staff will present a plan in august 2011 to implement a re-developed transit system and introduce express routes in phases. The plan requires an investment of less than $25-35M in capital and has a lower than anticipated impact to the operating budget. The plan can be introduced within Council s financial parameters. Construction of Wellington Street Construction of Wellington Street ($35M capital and direct net operating cost estimate of $100,000) note: 70% development charges funded Corporate commitment: This project is not shovel ready as design and land acquisition has not started. The project may be contemplated to enable redevelopment of brownfields in the area and/or to rejuvenate the city s north end. Staff continue to monitor this project and will respond to Council s future direction. Construction of an Aquatic Centre Construction of an aquatic Centre ($32M and direct annual net operating cost of $800,000) note: 10% development charges funded Corporate commitment: Staff will respond to Council s future direction on this project. Expansion of Downtown Parking expand downtown parking ($10M-$25M capital, parking fee supported) Corporate commitment: a parking supply inventory is underway to determine current parking capacity. depending on the impacts associated with the redevelopment of the north block or other contributing factors impacting supply, there may be a requirement to present options/business case to Council during its term. 19

12 2. enabling economic development Council Priority Corporate Commitment to Council Priority 20 Kingston is open for business and is committed to expanding the tax base through intensification for greater economic resiliency. during its term, Council will: 2.1 animate Kingston s motto of where history and innovation thrive as our primary objective and message for marketing and business development purposes 2.2 review and update policies and practices to emphasize economic development 2.3 Stimulate job creation 2.4 encourage investment in housing supply and commercial and industrial development 2.5 expand the supply of employment lands 2.6 Capitalize on opportunities for research and innovation for economic growth 2.7 Create an integrated tourism strategy for Kingston no later than december enable Williamsville redevelopment 2.9 enable redevelopment of the north block (in the downtown) 2.10 develop an immigration strategy 2.11 Pursue political strategies for a high-speed rail stop in Kingston 2.12 establish a set of economic indicators to evaluate progress and performance 2.13 build an open for business culture and enhance service by streamlining the development process the corporation will set conditions for growth in residential, commercial and industrial development. Working with KedCo and others to promote and attract business investment and opportunities for job growth, innovation, research and tourism. With an open for business philosophy, we will respect legislative requirements, bylaws and standards. We will create flexibility in our practices, where possible, to optimize service to the customer to expand our tax base and achieve economic results. Corporate focus areas: update growth rates, population and other forecasts to assist with strategic decisions Streamline the development review process to improve flow of information and customer service and turnaround time Increase the supply of employment land for sale by the municipality Initiate research and acquire expertise to bring forward immigration strategies Collaborate with KedCo to develop an integrated tourism strategy develop an integrated events management policy to enhance the tourism experience Work with governments, institutions, businesses and others to secure investment opportunities 21

13 3. rejuvenating brownfields 22 Council Priority Corporate Commitment to Council Priority 23 over time, increased brownfield redevelopment and intensification will result in land reclamation and the redevelopment and investment in current wasteland. during its term, Council will: 3.1 review, enhance and aggressively market the City s incentive program for brownfield redevelopment 3.2 Promote intensification through redevelopment of brownfields 3.3 explore opportunities for the City to acquire certain brownfield properties for rejuvenation 3.4 demonstrate focused leadership by selecting specific brownfield(s) as pilot projects for success the corporation will promote policies, incentives, solutions and expand existing programs to reduce the number of contaminated lands (brownfields). This will rejuvenate abandoned properties, provide opportunities for economic development, expand the tax base and improve the environment. We will investigate and remediate City-owned sites where feasible. Corporate focus areas: Implement strategies in the Community Improvement Plan Investigate opportunities to rejuvenate failed tax sale properties remediate, where feasible, City-owned brownfields sites review policies to encourage redevelopment of brownfields Investigate potential funding and other partnership opportunities to encourage the redevelopment of brownfields Pursue funding and partnership opportunities for improvement of the Kingston inner harbour

14 4. facilitating affordable housing 24 Council Priority Corporate Commitment to Council Priority 25 Kingston will be a community of mixed-use, mixed income neighbourhoods with a goal of increasing the supply of affordable housing and increasing housing vacancy rates. during its term, Council will: 4.1 facilitate the creation of affordable, sustainable and social housing 4.2 Pursue incentives for strategic affordable housing initiatives including land banks 4.3 Change policies and bylaws to enable an increase in the supply of affordable housing 4.4 develop land banks for municipal contributions for the development of affordable housing the corporation will encourage investment in affordable housing, maintain existing social housing and help ensure a sufficient level of housing in relation to community needs. The corporation will work with community partners to provide incentives for the development of affordable housing to increase vacancy rates in Kingston. grants and brownfields redevelopment are important to support these types of projects. expanded housing will have a positive impact on social housing waiting lists, student housing and quality of life in neighbourhoods. Corporate focus areas: determine the opportunities for Kingston in the recent federal/provincial housing agreements Complete the municipal housing strategy and take action to implement its recommendations Prepare an inventory of City-owned land suitable for the development of affordable housing Invest in programs and solutions to increase the supply of housing

15 5. Creating and Protecting greenspaces 26 Council Priority Corporate Commitment to Council Priority 27 With a goal of creating a greener city with protected woodlands and waterfront, during its term, Council will: 5.1 develop policies to prevent urban sprawl 5.2 Provide buffers around natural land including significant woodlands and significant wetlands and develop clear policies for acquisition and asset rationalization 5.3 Implement a master tree plan that incorporates the urban forestry management plan the corporation will support the significant role that open space areas play in responding to the recreational and leisure needs of residents, in sustaining the natural heritage system and contributing to cultural landscapes and to the city s quality of life. Corporate focus areas: Protect environmentally sensitive areas Increase active transportation opportunities, such as walking and cycling, through urban design develop and implement strategies in the urban forestry management plan Connect pathways and trails to waterfront Implement natural land and park land acquisition policy

16 6. developing Proactive Community Plans 28 Council Priority Corporate Commitment to Council Priority 29 People-focused services are at the heart of a vibrant community. Innovatively identifying community needs and planning to meet them are key to protecting, preserving and enhancing neighbourhoods and hamlets. during its term, Council will: 6.1 Proactively support the implementation of the Sustainable Kingston Plan and introduce sustainability practices in the delivery of services 6.2 Consider cultural, social, and neighbourhood demographics to inform future community planning, initiatives and services 6.3 develop age-friendly strategies for the city focused on delivering services for seniors the corporation will consider the needs of people at the neighbourhood level when developing intensification strategies, development opportunities, infrastructure capacities, transportation solutions and leisure space etc. The vibrancy of our neighbourhoods is important to the quality of life in our city. We are committed to engaging our citizens in the development of the neighbourhoods in which they live. Corporate focus areas: Improve sustainable practices in service delivery Incorporate cultural elements into neighbourhood planning Partner with educational institutions to improve the quality of student neighbourhoods 6.4 Implement the Culture Plan Integrate transportation initiatives with urban development develop and initiate implementation of a poverty reduction strategy 6.5 Integrate transportation linkages, means and solutions develop an age-friendly services plan 6.6 Implement Kingston s urban growth strategy

17 Corporate Work Plan Maintaining and enhancing infrastructure Create a long-term proactive asset management culture and plans including financial resource allocations and develop appropriate indicators and benchmarks to measure progress against the plans Monitor and secure capital grant funding update capital financial plans for asset management integration Introduce change to corporate-wide realty asset management, maintenance and support systems develop a 4 year detailed infrastructure renewal plan with budget for road and utility related assets Complete building condition assessments and capital remediation plans for all major city owned facilities update and develop leasing policies for facility and community purposes Introduce operational efficiency and effectiveness enhancements for sidewalk plowing, grass cutting, trip hazards and pot hole patching finalize acquisition of land for john Counter boulevard road widening to 4 lanes Purchase lands for fire training centre Complete construction of fire training tower with exterior training stations and equipment 1.2. Establish core principles for asset management including rehabilitation and reinvestments, energy conservation and green solutions develop an effective realty asset management framework, principles, strategies and support policies to achieve long term objectives develop standards for sports fields maintenance and rationalization develop energy monitoring and measurement systems for increased effectiveness in energy consumption for facility assets Work with other levels of government to secure funding opportunities 1.3. undertake asset rationalization and efficiency analysis 31 develop inventory of municipal properties, assess municipal needs and consider redevelopment or disposition Integrate facility/site expansion plans for 1211/1181 john Counter boulevard Work with utilities Kingston and Kingston hydro to optimize infrastructure reinvestment develop a business case for Kingston fire & rescue training and education centre Transition emergency planning program to incident management based system

18 Corporate Work Plan Maintaining and enhancing infrastructure (continued) Continue to support the current infrastructure plan (4 year approved budget and 1% annual increase for capital) and recommend continued support to future councils Manage infrastructure construction for roads, utilities and recreation projects $200M over 4 years 1.5 Complete capital works that are approved, budgeted and in progress Complete 701 division Street facility construction project (Phase 1) Complete utilities Kingston storage facility Complete utilities Kingston/City office facility expansion at 1211 john Counter boulevard Complete transit facility expansion at 1181 john Counter boulevard renovate and upgrade artillery Park pool complex Complete track and field facility at 945 gardiners road (InvISTa Centre) upgrade and complete construction of the lake ontario Park rejuvenation plan design the reconstruction of Wally elmer Community Centre Construct skate parks at grenadier Park, Polson Park and Wally elmer upgrade and construct soccer field, including john Machin field Complete construction of outdoor aquatic centre at Memorial Centre site Complete upgrades at various parks rehabilitation of jk Tett building in conjunction with the construction of the Queen s Performing arts Centre Complete rehabilitation of parking structures at bruce, Chown and hanson garages update and enhance information technology and systems restore (Spirit of Sir john a.) locomotive artifact in Confederation Park reconstruction of downtown infrastructure: King Street to bagot Street (downtown action Plan) reconstruction of downtown infrastructure: bagot Street to barrie Street (downtown action Plan) 1.6 Develop and implement a public transit service that people want to use Present a transit redevelopment plan for implementation of express routes in 2013 and 2015 Subject to council direction, implement the transit redevelopment plan 1.7 Consider major infrastructure projects Construction of john Counter boulevard to 4 lanes Invest $5M in affordable housing Phase division Street (maintenance and storage) Pending the finalization and outcome of the environmental assessment, design an action plan for the construction of the Third Crossing undertake transit capital investments expand the airport and create a viable transportation hub Construction of Wellington Street Construction of an aquatic centre expand downtown parking 33

19 Corporate Work Plan Enabling economic development animate Kingston s motto of where history and innovation thrive as our primary objective and message for marketing and business development purposes Increase public relations, marketing and promotion of City services, facilities, events and programs develop customer satisfaction survey methodology and performance measurement framework for program assessment 2.2 Review and update policies and practices to emphasize economic development finalize official Plan (conclude appeals) finalize agricultural land designations Initiate and complete zoning bylaw consolidation update and harmonize parking bylaws review the fee structure and sustainability of building permit revenues/reserve establish clear enforcement objectives for parking and align with overall parking strategy Complete business case analysis for airport expansion and if viable develop business plan for implementation Increase focus on property standards (city beautification and image) enhance city gateways (signage, landscaping, public art) update population statistics for City planning purposes update development charges and impost fee background study and bylaws 2.3 stimulate job creation Work with Town and gown partners to create jobs and retain talent Support KedCo strategic plan for the attraction, growth and retention of business, leading to job creation enhance ontario Works and employment supports program to integrate with job creation opportunities 2.4 Encourage investment in housing supply and commercial and industrial development enhance focus on customer service Introduce enhancements to communication methods with the industry for building code approvals Work with KedCo to ensure linkage of KedCo strategic plan with council priorities Consider institutional expansion with urban intensification and planning 2.5 Expand the supply of employment lands develop employment land sales support, land acquisition and servicing strategies Complete engineering design and servicing of Cataraqui Industrial estates phase 3 Prepare plan of subdivision for Cataraqui Industrial estates phase Capitalize on opportunities for research and innovation for economic growth Work with Town and gown partners to align post secondary research and programs with economic plans Complete installation of solar photo voltaic systems on City-owned roof tops Investigate the potential of a regional recycling facility in Kingston Complete investment in the facilities energy retrofit program 2.7 Create an integrated tourism strategy for Kingston no later than 2012 Complete cultural heritage tourism plan Provide infrastructure and support services to enhance sports tourism program enhance Kingston s profile as a regional centre develop an events management plan bringing together various departments, KedCo and other partners Work with KedCo to integrate and optimize various tourism opportunities in Kingston and the region, for marketing and promotion purposes 35

20 Corporate Work Plan Enabling economic development (continued) Enable Williamsville redevelopment Complete Williamsville land use, intensification and revitalization study explore potential investment for student and mixed use housing, commercial development, transportation strategies and linkages 2.9 Enable redevelopment of the north block develop an action plan to support the redevelopment of the City-owned north block property in downtown Kingston 2.10 Develop an immigration strategy Secure resource assistance and complete an immigration plan 2.11 Pursue political strategies for a high-speed rail stop in Kingston Investigate and develop an action plan to support securing a high speed rail stop in Kingston 2.12 Establish a set of economic indicators to evaluate progress and performance develop performance indicators for reporting purposes 2.13 build an open for business culture and enhance service by streamlining the development process Streamline development review process and introduce changes in customer service standards, service delivery and web/application tools enhance customer service focus (clear timelines and process for development approvals, employment land sales, heritage programs) 3. Rejuvenating Brownfields 3.1 Review, enhance and aggressively market the City s incentive program for brownfield redevelopment Investigate environmental conditions of failed tax sale properties 3.2 Promote intensification through redevelopment of brownfields Prepare a list of properties for evaluation of the feasibility to invest in a cleanup program to make properties available for redevelopment 3.3 Explore opportunities for the City to acquire certain brownfield properties for rejuvenation determine the feasibility of acquiring or partnering on clean up of certain contaminated properties 3.4 Demonstrate focused leadership by selecting specific brownfield(s) as pilot projects for success Complete pilot project to assess the feasibility of establishing soil cleaning as part of rehabilitation options Investigate opportunities for funding and partnerships for the cleanup of inner harbour properties 4. Facilitating the creation of affordable housing 4.1 Facilitate the creation of affordable, sustainable and social housing Complete a five year municipal/affordable housing strategy Issue request for proposal to construct affordable housing on City owned surplus lands at leroy grant property develop one-stop customer service approach for the creation of affordable housing develop a stepdown funding plan for social housing to address federal funding reductions develop locational analysis for affordable housing 37

21 Corporate Work Plan Facilitating the creation of affordable housing (continued) Pursue incentives for strategic affordable housing initiatives including land banks develop a land banking program Identify potential City owned properties to be transferred to the land bank 4.3 Change policies and bylaws to enable an increase in the supply of affordable housing develop policies and programs for sustainable affordable housing develop a rent supplement, home ownership and housing capital program develop guidelines for secondary suites in greenfield developments 4.4 Develop land banks for municipal contributions for the development of affordable housing establish an affordable housing land bank, including policies and funding solutions 5. Creating and protecting green spaces 5.1 Develop policies to prevent urban sprawl Integrate policies with official plan and zoning initiatives 5.2 Provide buffers around natural land including significant woodlands and significant wetlands and develop clear policies for acquisition and asset rationalization Implement strategies and policies for natural land acquisition 5.3 implement a master tree plan that incorporates the urban forestry management plan Introduce and implement the urban forestry management plan 6. Developing proactive community plans 6.1 Proactively support the implementation of the sustainable Kingston Plan and introduce sustainable practices in the delivery of services develop corporate knowledge and culture of support that embraces the Sustainable Kingston Plan Complete community and corporate greenhouse gas inventory Create non governmental organization for the Sustainable Kingston Plan governance and implementation Prepare Sustainable Kingston Plan baseline indicator report develop sustainable events policy recommendations Introduce changes to increase waste diversion rates Implement a multi-residential source separated organics program develop a long term strategy to manage residual waste 6.2. Consider cultural, social, and neighbourhood demographics to inform future community planning, initiatives and services develop a stabilization strategy to address changes to childcare programs as a result of new provincial program review and amend ontario Works delivery model Identify space requirements and renovate 362 Montreal Street develop a community poverty reduction strategy and initiate implementation advance north end rejuvenation strategies including community hub and programs enhance work in the Queen s/st. lawrence College area to achieve improved relationships with landlords, students and community develop a community renewal plan for rideau heights 39

22 Corporate Work Plan Developing proactive community plans (continued) Develop age-friendly strategies for the city focused on delivering services for seniors establish an ad-hoc committee to develop an age friendly plan 6.4. implement the Cultural Plan develop a cultural heritage and tourism strategy for Kingston s stories, history and intangible cultural heritage develop programming for innovative cultural experience and summer festival develop and implement a management plan for the City s Civic Collection enhance Kingston City hall national historic Site and provide venues to showcase artworks, artifacts and stories develop expanded programming education and exhibits for the Maclachlan Woodworking Museum and surrounding grass Creek Park develop expanded program, education and exhibits for the Pump house Steam Museum develop heritage fund to support Kingston museums and cultural heritage events establish and implement the operating and governance model for the j.k. Tett Centre Investigate new civic exhibition space for visual arts in the downtown for consideration review and update heritage Conservation district Plan (Market Square, barriefield village and Sydenham) Complete cultural mapping of resources and infrastructure review and present options for high speed gateway improvements Prepare a public art policy and program for the City of Kingston Convene a public sector knowledge sharing forum for collaborative opportunities Increase annual funding to the Kingston arts Council 2011 review the mandate and structure of the Kingston Municipal heritage Committee (KMhC) 6.5 integrate transportation linkages, means and solutions develop and implement a parking management plan Complete a transportation demand management (TdM) plan Initiate TdM plan implementation achieve increased integration of parking and transit programs, policies and strategies 6.6 implement Kingston s urban growth strategy Increase staff and community understanding of the urban growth strategy and foster integration of policies to promote intensification 41

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