City of Kitchener 2018 Strategic Action Plan

Transcription

1 City of Kitchener 2018 Strategic Action Plan January 2018

2 Open Government We will be transparent and accountable to citizens, providing easy access to information, a great customer service experience, and meaningful opportunities to participate in the democratic process. Strong and Resilient Economy We will work within a collaborative network of city-builders to create a dynamic and prosperous Kitchener that is rich with employment opportunities and successful business ventures that can grow and thrive within the broader global economy. Safe and Thriving Neighbourhoods We will work with community partners to create complete, connected, safe and walkable neighbourhoods with a range of housing options. We will encourage people to come together, interact with one another and build relationships through inclusive programs, services, events, and great public gathering places. Sustainable Environment and Infrastructure We will have well planned, managed, and cost effective infrastructure systems that support longterm community needs for services, harnessing the benefits of nature through green infrastructure programs to create a healthy urban environment. Effective and Efficient City Services We will deliver quality public services that meet the day to day needs of the community in a reliable and affordable way, made possible through technology, innovation, employee engagement, and a sound long-term financial plan.

3 Open Government 1.2 Strengthen communication on issues of interest to the public and proactively publish related documents in an accessible format to give citizens the information they need to understand the city's plans, priorities and the rationale for key decisions. OG14 Publish Information About Council Decisions and City Processes Increase public access to information by improving connections between minutes, reports and Council decisions, and the ability to trace the history of an issue. Ultimately this will lead to more transparent decision-making for the public, greater accountability, and increased public trust. Lead Division: Legislated Services 1.3 Create more opportunities for citizen dialogue on community issues and introduce new ways for people to get involved in decisions that affect them. OG16 Community Engagement Plans, Tools and Resources Development of community engagement plans, tools templates and resources to support staff in effectively informing and engaging citizens. Initial deliverables will include an intranet presence with engagement plan templates, checklists for public meetings, survey development and online engagement, and FAQs. OG10 Participatory Budgeting Enable community members to directly decide how to spend part of the city's budget, allowing them to make budget decisions that affect their lives. Lead Division: Financial Planning OG20 Parks, Playgrounds and Trails Community Engagement Review This action is a recommendation from the City s lovemyhood strategy and supports the implementation of improvements to public spaces in the city by prioritizing the way the city engages with residents in the development or redevelopment of neighbourhood parks, playgrounds and trails. There will be a focus on serving the specific needs of residents in terms of ages, interests, abilities and cultural backgrounds. OG17 Community Engagement Training Development of specialized community engagement training for staff that features topics such as building effective community engagement plans, survey and question development, effective engagement techniques and more.

4 Open Government OG24 Municipal Response to the Truth and Reconciliation Commission Calls to Action This project will result in a potential municipal response for Council consideration to the 2015 Truth and Reconciliation Commission s Final Report, including its Calls to Action, and identify and make recommendations for other ways the City can support Indigenous peoples in Kitchener. Deliverables will include a staff report detailing the full scope of the work and a report with recommendations on our approach to key issues defined through the initial project scope. 1.4 Introduce more convenient and effective channels for citizens to access city information and services. OG08 E-Tendering Implement an e-tendering module to enable vendors to self-identify for interested commodities, access bid documents and drawings and submit tenders, proposals and quotations electronically. Lead Division: Supply Services OG21 E-Services Strategy Engagement and Refreshed Roadmap This action supports the Customer Service Strategy Principle of Channel Availability. Engage citizens to determine their preferences for new e-services and develop an updated, prioritized e-services roadmap and work plan. OG22 Advance CRM Technology This action supports the Customer Service Strategy Principle of Channel Integration. This work focuses on developing a prioritized roadmap/work plan for all initiatives required to integrate the LAGAN/CRM software with other key corporate systems. Deliverables will include the development of a strategy to assess corporate business lines to be brought on to CRM over time. This work is critical to the development of a future online portal. OG19 Development of the Online Customer Service Portal Development of an online portal will be ongoing due to substantial work to bring more and more City services online. Initial work will focus on the work plan for building integrations between the CRM platform and key City programs (enabling more City services to come online); developing a strategy for assessing priority for lines of business to go online and assessing requirements/planning around single sign-on capability.

5 Open Government 1.5 Strengthen a culture within the organization that puts citizens first and improves the quality of the customer service experience. OG12 Customer Service Review This action supports the Customer Service Strategy Principle of Efficiency and Effectiveness. This work focuses on understanding the service challenges and opportunities across the organization and from the citizen s perspective. Deliverables will include a comprehensive internal customer service review, external citizen engagement campaign, employee campaign, and development of a service brand. OG23 Close the Loop with Citizens This action supports the Customer Service Strategy Principle of Customer Interactions. Use the information obtained through the Corporate Customer Service Review to develop a strategy outlining how final resolution to service interactions will be communicated to citizens, when possible. Strong and Resilient Economy 2.1 Foster a business environment that stimulates innovation and job creation, helping startup entrepreneurs establish and grow their business. EC07 Broadband & Fibre Optic Infrastructure Work collaboratively with stakeholders to explore options to either encourage third party fibre optic investment in Kitchener or partner with others to provide improved high-speed broadband infrastructure for Kitchener. High speed internet access is increasingly viewed as essential infrastructure for a globally competitive economy. Lead Division: Technology Innovation & Services EC08 Make it Start - Advanced Manufacturing Incubator Support the development of an advanced manufacturing incubator in Kitchener, offering specialized accelerator programming for startup manufacturers. Funding has been allocated in the reserve. Implementation is dependent on the Council approval of the Business Case. Lead Division: Economic Development EC25 Make It Start - Digital Training for Entrepreneurs Develop and launch a series of digital training opportunities to enable entrepreneurs and small businesses to become more competitive locally, regionally and globally. This would include the development of partnerships, such as with the City of Toronto s Digital Main Street Program, while assessing the feasibility and funding opportunities to support such programming. Lead Division: Economic Development

6 EC24 Make It Start - Creative Hub at 44 Gaukel Street Facilitate the development of a hub for creative industry entrepreneurs through affordable space, networking and professional development opportunities. Based on the results of the 2017 RFP process, develop revised implementation options and a re-scoped pathway forward. Funding has been allocated in the reserve. Implementation is dependent on the Council approval of the Business Case. Lead Division: Economic Development Strong and Resilient Economy 2.2 Support the attraction, retention and development of existing and new industries within the regional economy, working in collaboration with the economic development corporation for Waterloo Region. EC27 Implementation of the Make It Kitchener Strategy To be a great city for people Kitchener must generate varied career opportunities. We want to be the best place for our entrepreneurs to start a business in Canada and we want to grow the industry that we have. Kitchener must also be a compelling city in which to live, anchored by a lively urban core that is balanced by bustling suburban neighbourhoods. This work can only be realized through partnerships with WREDC, Communitech, etc. Lead Division: Economic Development 2.3 Strengthen Kitchener's connections within the GTA-Waterloo Region corridor to support the development of a globally-significant regional innovation economy. EC11 Intergovernmental Relations - Passenger Rail Working in collaboration with partners in the Toronto/Waterloo Region corridor, advocate for improved GO passenger rail service including high speed rail as a priority infrastructure investment for the provincial government. 2.4 Develop and nurture a high quality of life and a powerful identity for the City of Kitchener to attract investment and a talented creative workforce. EC23 Make It Grow - Music and Film Industry Office Support the creation of a Music and Film Industry office to facilitate local music, film and digital media cluster success in Kitchener and area. Funding has been allocated in the reserve. Implementation is dependent on the Council approval of the Business Case. Lead Division: Economic Development

7 Strong and Resilient Economy EC12 Make it Spark - Federal and Provincial Funding for the Arts Advocate and coordinate funding for the arts from federal and provincial government programs. Lead Division: Economic Development 2.5 Facilitate the ongoing development of Downtown Kitchener as the heart of the city. EC04 Make It Vibrant - Special Events and Urban Experience Strategy Develop a strategy to support the delivery of both world-class and grass roots community experiences, such as festivals, events, programs and urban experiences. Lead Division: Economic Development EC26 Make It Urban - Upper Level Market Transformation As part of the Kitchener Market Strategy implementation, develop and begin implementing a plan for refreshing the Market s upper level and piazza, with the goal of creating a more vibrant, programmable, entrepreneurial and identifiable experience while generating additional revenue. This could include a refreshed look, improved functionality and the introduction of a Food Incubator to support new food startups. Lead Division: Economic Development EC28 City Hall Outdoor Spaces Detailed Design Develop a detailed design to address critical infrastructure repairs for City Hall outdoor spaces and concurrent work to improve the functionality of Carl Zehr Square for public events programming. Lead Division: Facilities Management Safe and Thriving Neighbourhoods 3.1 Give citizens the tools and opportunities to play an active leadership role in creating great neighbourhoods and fostering a stronger sense of community belonging. NB47 Neighbourhood Places Program Resident Led Public Art This action is a recommendation from the City's lovemyhood strategy and supports the implementation of improvements to public spaces in the city by allowing resident led public art projects in public spaces. There will be a focus on providing simple steps for residents to follow when working with city staff to make neighbourhood improvements. Lead Division: Community Programs & Services

8 Safe and Thriving Neighbourhoods NB48 Snow Angel Program This action is a recommendation from the City's lovemyhood strategy and supports the implementation of a program that promotes neighbourhood safety by connecting volunteers with those who need assistance clearing snow away from sidewalks and driveways. Lead Division: Community Programs & Services 3.2 Create safer streets in our neighbourhoods through new approaches to traffic calming. NB34 Community Traffic Safety Advisory Committee Consider options to revise the mandate of an existing advisory committee to create a co-operative partnership between city staff, community groups and other agencies that seek to enhance traffic and pedestrian safety in Kitchener. The Committee will provide input and feedback on traffic safety issues such as school zone concerns, traffic calming requests and traffic-related education initiatives. Lead Division: Transportation Services NB46 Automated Speed Camera Program for Traffic Calming Subject to the passing of new Provincial legislation related to speed cameras, staff to investigate the potential use of this technology to address speeding concerns in school zones. Lead Division: Transportation Services NB39 Implementation of the Traffic Calming Program The City of Kitchener endorses traffic calming as a means to reduce speeding, through traffic and collisions in residential neighbourhoods, thereby improving safety and quality of life for residents. Traffic calming projects will be rated and prioritized annually by staff and approved by Council based on the criteria and the allocated annual budget. Lead Division: Transportation Services 3.3 Manage growth, curb urban sprawl, and foster more mixed-use development, ensuring new development is integrated with the diversity and character of the surrounding community. NB13 Sustainable Development Feasibility Study Working with partner organizations, under the Federation of Canadian Municipalities (FCM) Green Municipal Funds program, undertake a feasibility study to help inform sustainable development practices at a site or neighbourhood scale. The emphasis is to be on energy sustainability.

9 NB20 Community Energy Investment Strategy As a supporting partner with the Region of Waterloo, local municipalities and utility companies, explore opportunities for energy efficiency, optimization of local energy resources and reduction of environmental impact related to energy. The resulting region-wide strategy will set a path to improve how energy is generated, delivered and used throughout the community. Safe and Thriving Neighbourhoods NB18 Complete Streets Policy The City of Kitchener has a number of policies and practices that promote complete streets. The development of a complete street policy would review best practices and combine elements into a standalone policy document that ensures planning, design and implementation of an element of the city's transportation network considers and aims to meet the needs of all users regardless of age, ability and travel choice. Lead Division: Transportation Services NB43 Heritage Best Practices Implementation In follow up to Report CSD which recommended the development of a variety of best practices regarding the conservation of cultural heritage resources. NB11 Comprehensive Zoning By-law Review Undertake a multi-phase, comprehensive review of the City's Zoning By-law 85-1 to implement the new Official Plan and other required changes. NB21 Hidden Valley Land Use Study To develop a Master/Community Plan for the Hidden Valley area that would be implemented by way of amendments to the Official Plan and Zoning By-law. This project would be integrated with a servicing study for the area that will be led by Engineering. The study will also identify any public interest in the Hidden Valley lands including opportunities to protect and/or acquire natural features and sensitive lands. NB12 Make it Urban - Rockway Centre Partnership Development Finalize the evaluation of potential redevelopment opportunities for the land surrounding the Rockway Centre, and provide Council with options for proceeding with a public-private partnership. Lead Division: Economic Development NB26 Urban Design Manual Undertake a full review of the urban design manual to implement the new Official Plan, make the document more efficient and effective, complement specific design briefs etc.

10 Safe and Thriving Neighbourhoods NB27 Growth Management Strategy Review Review and update the Growth Management Strategy that was approved in NB30 Lower Doon Land Use Review Develop a comprehensive and up to date planning framework for this area. It is anticipated that the resulting Master/Community Plan would be implemented by way of amendments to the Official Plan and Zoning By-law. The actual geography of the study area still needs to be determined. Behavioural and fire safety issues associated with housing that caters to the student population could be added to the scope of work. NB31 Homer Watson/Conestoga College City Node Master Plan To develop a planning framework that establishes a City Node in the vicinity of Homer Watson Boulevard and Conestoga College Boulevard. Opportunities for more medium and high density housing, a broader mix of uses, and enhancing the gateway function of this area will be explored. This project would implement a policy in the new Official Plan which gives direction to do this work. NB36 Incentives for Design/Architectural Innovation and Excellence Evaluate potential incentives for the development of landmark building design and architecture at strategic locations within the city. NB32 PARTS Fairway Station Area Plan Undertake all components required to complete the development of scenarios, technical analysis, preferred option, community engagement and recommendations for the Fairway Station Area. NB33 PARTS Block Line Station Area Plan Undertake all components required to complete development scenarios, technical analysis, preferred option, community engagement, and recommendations for the Block Line Station Area. NB38 Implementation of the Growth Management Strategy Continue to manage and operate this program which coordinates lands development decisions with decisions on the capital forecast and development charges in order to better manage growth in the City of Kitchener. This program also creates opportunities for broad ranges of housing and transportation choices, and maximizing existing infrastructure and technologies.

11 Safe and Thriving Neighbourhoods 3.5 Continue to encourage active participation in existing recreational facilities while moving forward with the provision of new recreational opportunities in underserved areas of the city. NB04 Grand River Park - Phase 1 This project will include the establishment of criteria, the evaluation of potential lands, the prioritization of natural space land acquisition opportunities, and the development of a vision, including: potential park programming and cost estimates in order to inform future capital budget forecasts. Phase 1 includes the acquisition of the site. The development of a master plan will begin when Phase 1 is completed. NB10 Upper Canada District Park Master Plan - Priority 1 The re-alignment, consolidation and improvement of the Southwest Optimist Sportsfield baseball diamonds including supporting infrastructure as identified in the approved Upper Canada District masterplan. Park Opening: Summer Diamond Opening: Spring 2019 NB19 Implementation of the South Kitchener District Park Master Plan Phase 1 Phase 1 of the development of the South Kitchener District Park will include the development of the sports fields, playground/splash pad, stormwater management features, grading and site servicing, roads and parking. NB17 Doon Pioneer Park Skate Park The development of the Doon Pioneer Park Skate Park will be completed through this project. The Leisure Facilities Master Plan recommended that additional skateboard facilities be developed in Kitchener in an effort to expand on the continued success at that time of the Aud Skatepark, and to address the growing need for opportunities in skateboarding. NB42 Doon Pioneer Park Community Centre Expansion - Design & Construction Commencement of the design and construction of expanded space at the Doon Pioneer Park Community Centre, including a gymnasium and other program and partner spaces, to meet the needs of the growing community. Lead Division: Community Programs & Services NB44 Community Centre Audit Implementation The community centre section completed a significant audit with immediate, short-term, mid-term and long-term recommendations. Review and implementation of these recommendations will consist of a substantial body of work. Lead Division: Community Programs & Services

12 Safe and Thriving Neighbourhoods NB29 Business Case for Mill Courtland Community Centre Expansion Engage community residents/stakeholders in a needs assessment and business case to determine the requirements for an addition to the community centre. Lead Division: Community Programs & Services NB35 Community Centre Facility Needs Review A review and analysis of community centre space and program needs geographically across the city. Any recommendations for additional community centre facilities or enhancements to existing community centres will inform the next Leisure Facilities Master Plan. Lead Division: Community Programs & Services NB49 South-West End Community Centre Business Case Community needs assessment addressing space and programming needs for a new community centre in the South West area of Kitchener. Lead Division: Community Programs & Services 3.6 Provide opportunities and support for citizens to lead the way in creating active and vibrant public places that promote people's health, happiness and well-being by capitalizing on local community assets such as community centres, pools, arenas, libraries, parks, trails and other public spaces. NB50 Neighbourhood Places Program Neighbourhood Greening Program This action is a recommendation from the City s lovemyhood strategy and supports the implementation of improvements to public spaces in the city (specifically neighbourhood greening efforts such as adopt a park, trail, garbage can, clean-up days, etc), with a focus on providing simple steps for residents to follow when working with city staff to make neighbourhood improvements. Lead Division: Administration - CSD NB51 Neighbourhood Places Program Public Seating Program This action is a recommendation from the City s lovemyhood strategy and supports the implementation of improvements to public spaces in the city (such as more benches or rest stops, improvements at bus stops, better shading or lighting), with a focus on providing simple steps for residents to follow when working with city staff to make neighbourhood improvements. Lead Division: Administration - CSD NB52 More Neighbourhood Events This action is a recommendation from the City s lovemyhood strategy and supports the implementation of creating simple steps to follow when residents are working with the City to organize an event, especially street parties. Lead Division: Administration - CSD

13 Safe and Thriving Neighbourhoods NB53 Boulevard Beautification Guidelines Review and develop guidelines which will allow residents flexibility in using different materials, ground cover and plantings as an alternative to sod on city boulevards. This action supports the vision for lovemyhood by creating a system where residents can take the lead in these beautification projects. Lead Division: By-Law Enforcement NB54 Event-in-a-Trailer This action is a recommendation from the City's lovemyhood strategy and supports the implementation of a bookable event-in-a-trailer that will deliver equipment to neighbourhoods running their own events which is affordable. Lead Division: Community Programs & Services NB55 Neighbourhood Use of Schools and Faith Based Facilities This action is a recommendation from the City s lovemyhood strategy and supports positive change in neighbourhoods through exploring and starting conversations with school boards and faith based facilities for greater access to their indoor and outdoor facilities. Lead Division: Sport NB56 Reduce Municipal Barriers Review Permitted Uses in Parks This action is a recommendation from the City s lovemyhood strategy and supports positive change in neighbourhoods through a review of permitted uses in parks to provide clarity on a range of uses that are acceptable and outline a streamlined process to review requests for park use. This review will be done in collaboration with the city s Neighbourhood Development Office and By-law Enforcement. NB37 Implementation of the Community Grants Program Oversee and administer the program including Tier 1, Tier 2, travel assistance and in-kind facility. Support community groups in providing opportunities for citizen participation and engagement in local community activities, events and projects in arts and culture, leisure and recreation, and community development and support. Lead Division: Administration - CSD

14 Sustainable Environment and Infrastructure 4.1 Manage and enhance the urban forest so that it will continue to make a long-term contribution to the livability of Kitchener. SE06 Sustainable Urban Forest Management Program This project will initiate the development of a Sustainable Urban Forest Program with the creation of an urban forest strategic plan for public and private urban forest, and an asset management plan for trees on city lands. A sustainable program sets the course of action for a socially desirable urban forest that can also be achieved and maintained based on the true capacity of the city to manage resources. SE10 Community-Wide Tree Planting & Donation Program This action is a recommendation from the City s lovemyhood strategy and supports the implementation of improvements to public spaces in the city by creating a citywide public-private program with a goal, to plant a large number of new trees in the city over the next decade. Through this program the City can increase its urban forest which is made up of street trees, park trees, and trees on public, private and commercial land, while achieving the many quality-of-life benefits that come with planting trees. SE19 Implementation of the Emerald Ash Borer Management Program Emerald ash borer (EAB) is an introduced tree pest from Asia that attacks and kills all species of ash trees. This pest is now found across the city, and population levels are increasing. The city's objectives in managing the EAB are: protect part of the mature tree canopy by using chemical injections; minimize the risks and financial costs by removing untreated trees systematically; and develop and implement a sustainable replanting plan. 4.2 Develop measures to manage stormwater and improve water quality in the city's watershed. SE05 Low Impact Development Design Guidelines - Stormwater Utility Low Impact Development (LID) is an approach to storm water management that mimics a site's natural hydrology as the landscape is developed. Using the Low Impact Development approach, storm water is managed on-site and the rate and volume of storm water reaching receiving waters is unchanged from predevelopment levels. These guidelines will be integrated into the existing Development Manual. Lead Division: Engineering 4.3 Reduce greenhouse emissions and energy consumption in all areas of city operations. SE04 Corporate Climate Action Plan Develop a comprehensive Climate Action Plan for the organization that integrates both mitigation measures with adaptation strategies that work synergistically to reduce vulnerability to climate risks and greenhouse gas emissions.

15 Sustainable Environment and Infrastructure SE21 Implementation of the Energy Conservation Demand Management Program The City of Kitchener will integrate energy management in a strategic manner, promoting the responsible and efficient use of energy resources to achieve economic, community and environmental benefits. Lead Division: Facilities Management 4.4 Develop a network of safe, comfortable and linked pedestrian and cycling facilities and improve year-round maintenance on priority routes. SE07 Iron Horse Trail Improvement Strategy - Central Section Improvements to the central section (Victoria Street to Queen Street) of the Iron Horse Trail will include trail-road crossings, signage, seating & rest areas, trail width & surfacing, connectivity, amenities and landscaping. SE08 Year-round Maintenance of Trails and Pathways Around Schools - Pilot Implement the pilot project to asphalt and winter maintain trails around Glencairn Public School and that staff monitor the use of these trails through two winter seasons. Continue to meet with neighbourhood associations on school access routes and report back to council on the finding of the pilot project and future direction. SE11 Trail Maintenance Service Level Review Complete a review of standards and procedures for trail inspection and maintenance to ensure current practices are meeting the needs of the community, and specifically consider options to prevent significant damage to the usability of trails due to washouts. SE12 Update the Cycling Master Plan This project will entail updating the 2010 Cycling Master Plan which previously had only looked at onroad cycling facilities. The proposed update will update the on-road network as well as incorporate offroad trails cycling infrastructure. This will also include proposing cycling related education and programming. Lead Division: Transportation Services SE23 Iron Horse Trail Improvement Strategy - North and South Section Improvements to the North (Union to Victoria) and South section (Queen to Ottawa) of the Iron Horse Trail will include items such as trail paving and widening, improved trail-road crossings and wayfinding signs, additional seating and garbage bins, as well as, enhanced naturalization and landscaping. Subject to grant funding additional trail lighting will be included.

16 Sustainable Environment and Infrastructure SE13 Implementation of the Cycling Master Plan Installing/implementing the recommended infrastructure/programming as outlined in the Cycling Master Plan. Recognizing the social, health, environmental and economic benefits of cycling, the City of Kitchener Cycling Master Plan enhances the choice to cycle as a viable means of transportation and recreation through the provision of a safe, comfortable, and connected bikeway network on City streets and quality multi-use trails. Lead Division: Transportation Services SE14 Implementation of the Sidewalk Infill Program Sidewalk infrastructure is a key component of the urban environment that encourages and facilitates walking and active transportation, supports community health, vitality and safety. Sidewalks contribute significantly to a sustainable community and a pedestrian friendly environment. Lead Division: Transportation Services 4.5 Strengthen the capability and capacity within the organization to manage all of the city's assets so that they are affordable, dependable and sustainable in the long-term. SE24 Asset Management Plans for Cemeteries Develop the first phase of a detailed asset management plan outlining the current state of assets within the scope of the plan as well as the data requirements necessary to create a long-range lifecycle management plan. These plans will support data-driven decisions and balance maintenance activities to the expected levels of service within the asset category. Lead Division: Sport SE25 Asset Management Plans for Golf Develop the first phase of a detailed asset management plan outlining the current state of assets within the scope of the plan as well as the data requirements necessary to create a long-range lifecycle management plan. These plans will support data-driven decisions and balance maintenance activities to the expected levels of service within the asset category. Lead Division: Sport SE26 Asset Management Plans for Parking Enterprise Develop the first phase of a detailed asset management plan outlining the current state of assets within the scope of the plan as well as the data requirements necessary to create a long-range lifecycle management plan. These plans will support data-driven decisions and balance maintenance activities to the expected levels of service within the asset category. Lead Division: Transportation Services SE27 Asset Management Plan for Storm Water Update the asset management plan to create a long-range detailed lifecycle and financial management plans for the stormwater utility. Develop a data-driven framework that leverages the cause and effect of maintenance activities related to the overall health of the assets balanced against expected levels of service. Lead Division: Engineering

17 Sustainable Environment and Infrastructure SE16 Management of the Water Infrastructure Program Champion the annual monitoring and minor rate adjustments for Stormwater, sanitary and water utilities to ensure the pro-active and preventative maintenance and capital replacement aligns with Council s direction established through the September 25, 2017 strategic session. Identify a corporate lead and timelines for the next major review set for Lead Division: Administration - INS SE17 Development of Asset Data Systems Further develop the city s data management systems to include all asset groups, taking into account Council priorities and legislated requirements. Lead Division: Asset Management SE18 Development of Detailed Asset Management Plans Work towards the development of detailed asset management plans/processes for all asset groups to support data-driven decisions and optimize the total cost of ownership for the city s assets based on defined levels of service for each asset class. The Asset Management Division provides an advisory/coordination service to assist asset group owners for the development of detailed asset plans. Lead Division: Asset Management SE20 Developmnent of Facility Asset Management Plans Develop short term major maintenance and long range capital investment plans for the City s 70+ occupied facility assets. Lead Division: Facilities Management 4.6 Improve the City of Kitchener's ability to leverage funding opportunities for the development and renewal of infrastructure through federal and provincial programs and other partnerships. SE15 Intergovernmental Relations - Municipal Infrastructure Funding Advocate for greater infrastructure funding for municipalities from the federal and provincial governments.

18 Effective and Efficient City Services 5.1 Enhance and roll out plans for managing emergencies and business disruptions to protect lives and continue to deliver critical services to the community. CS36 Server Systems Failover Capability Accelerate the installation of required equipment to provide comprehensive server backup capability at the Kitchener Operations Facility to allow for business continuity in the event a loss of operations at the City Hall computer room. This installation will respond to one of the major recommendations from the business continuity project. Lead Division: Technology Innovation & Services CS45 Implementation of Emergency Management and Business Continuity Program Develop and implement a corporate wide resiliency plan to enhance our emergency management capabilities and continuity of operations. Lead Division: Fire 5.2 Improve the design and delivery of city services so that they provide what citizens want in the most reliable, convenient and cost-efficient way. CS03 Responsible Pet Ownership Strategy Work in conjunction with City of Waterloo and KW Humane Society to development a series of actions to encourage responsible pet ownership. Lead Division: By-Law Enforcement CS54 Parking Payment Technologies A review of new technologies related to payment options for our parking facilities, with a mandate to incorporate more user friendly payment options (ie. Pay By Mobile). Lead Division: Transportation Services CS18 Electronic Agenda Management Create, prepare, approve and publish meeting agendas in a more efficient, collaborative, streamlined manner. Lead Division: Legislated Services

19 Effective and Efficient City Services CS37 Online Business Licensing Implement the first phase of online business licensing (e.g., pilot with business license renewals). Lead Division: Legislated Services CS55 AMANDA 7 and Public Portal Review The AMANDA software system requires a significant upgrade; AMANDA 7. Prior to implementation, testing of scripts and set-up of security groups and reporting tools is necessary. The existing public portal is integral to the core business. The project will include reviewing the existing public portal including other software options. Lead Division: Building CS56 Administrative Monetary Penalties Strategy (AMPS) Research and development of removing the parking ticket process from the Regional Court House and implementing an internal process that could be shared with Waterloo, resulting in a more efficient and customer-focused process. Lead Division: By-Law Enforcement CS58 Revenue Comprehensive Service Review Action Plan and Implementation Develop and implement an action plan to respond to the Revenue comprehensive review key findings and recommendations. Lead Division: Revenue CS62 Development of Public Internet Access Standard Digital Kitchener outlined the development of a Public Internet Access Standard as part of the Inclusive theme. This project will include working with community partners to define what attributes would constitute public access and then using that definition, developing a minimum standard of free public Internet access to be adopted by the City. This minimum standard can then be used to direct future investments for public access terminals or free Wi-Fi in future projects. Lead Division: Technology Innovation & Services CS63 Narrowband Smart City/Internet of Things Network Development As part of the LED street light replacement program a narrowband network to enable smart city capabilities has been procured. Work with vendor to design the network, provision network connection points and to provision network security. As the LED street lights are deployed and the narrowband network begins to take shape, IT will optimize the network and develop a solid understanding of the potential uses while ensuring proper security is maintained. Lead Division: Technology Innovation & Services CS24 Regional Emergency Communications Centre Incorporate the recommendations from the regional emergency communications centre report. Lead Division: Fire

20 Effective and Efficient City Services CS Election Conduct the 2018 election and report on the outcome. Lead Division: Legislated Services CS60 Utility Meter Mobile Workforce Management System (MWMS) Source a highly configurable and flexible mobile workforce management solution to facilitate in field management of a variety of gas and water related legislated activities. The proposed solution will replace the current paper based systems, integrate through SAP service orders and Cityworks work orders allowing dispatchers to input into a queue of work plans delivered to staff by mobile devices through the MWMS. Lead Division: Utilities CS64 Civic Innovation Lab at Communitech The establishment of a Civic Innovation Lab is a significant initiative in support of the Digital Kitchener strategy. The lab will operate as a pilot project for 3 years and focus on developing innovative solutions where Internet of Things (IoT) can help solve municipal challenges. Work to establish the lab will begin in 2017 pending project and budget approval by Council with the intent of having a fully operational lab by the end of the year located at Communitech. Lead Division: Technology Innovation & Services CS65 Implementation of the Digital Kitchener Strategy Digital Kitchener, a four year digital strategy approved by Council in 2017, is a vision to make Kitchener more Connected, Innovative, On-Demand and Inclusive. A number of initiatives will be identified on an annual basis that fulfill the action steps outlined in Digital Kitchener and help realize the vision. Staff will report back to Council on the progress of the plan annually. Ongoing communications and marketing of Digital Kitchener and its supporting initiatives will need to continue. Lead Division: Technology Innovation & Services CS67 Direct Detect Business Case Analysis Conduct a business analysis that will allow the department to reassess current business practices, analyze technology systems, determine future needs, and implement the necessary steps to improve the direct detect program. Lead Division: Fire CS42 Service Review of Maintenance Standards for Public Spaces Measure, monitor and report on service standards for the maintenance of public spaces to ensure expectations are met on a consistent basis and issues are identified and addressed. Implement an ongoing process to publicly report on established standards and the extent to which the city is meeting standards on a consistent basis. CS61 Replacement of Fire Department Dispatch System Implement the Intergraph Computer Aided Dispatch system with Waterloo Regional Police Services to enhance interoperability between the two public safety agencies. The current CAD system is approaching the end of its life cycle and must be replaced. Lead Division: Fire

21 Effective and Efficient City Services CS68 Electronic Records Management Strategy Implement the necessary and appropriate strategies, tools, processes and skills to systematically control the creation, distribution, use and disposition of the City s electronic records/information maintained as evidence of business activities and transactions. Lead Division: Legislated Services CS66 Leisure Facilities Master Plan The Leisure Facilities Master Plan provides the foundation for investment in existing leisure and recreation facilities and services and determines future facilities and services within the City. The final plan will provide recommendations on new facilities to be incorporated into the development charges by-law. Lead Division: Sport CS72 Sanitation Review Phase 1 Phase 1 of the review will identify scope, stakeholders, and complete a gap analysis. The review will help set the direction and priorities for meeting emerging community expectations with respect to sustainability such as recycling in parks and trails, etc. Lead Division: Operations - Roads & Traffic CS69 Automation of Payment Processing Multi-phase project including investigation and automation of corporate credit card processing, online travel and expense claims, and electronic storage in SAP of payment documentation such as invoices and cheque remittances in an effort to reduce paper and streamline processes. Lead Division: Accounting CS44 Smart Service Delivery Participate in municipal service delivery collaboration to assess customer needs, create potential partnerships and financial efficiencies, and to share knowledge and research. CS46 Implementation of the FCS Service Strategy Build commitment to a shared strategic workplan to align the department around the goal of enriching service and creating value together with other departments. Lead Division: Administration - FCS & Internal Audit CS47 Internal Audit & Service Reviews Oversee development and internal support for annual corporate-wide service improvement work plan. Help protect the City s assets and interests through evaluating the effectiveness of governance, risk management processes, efficiency, controls and compliance, and quality of performance in carrying out responsibilities to achieve City goals and objectives. Lead Division: Administration - FCS & Internal Audit

22 CS50 Implementation of the Mobile Computing Strategy Improved mobile computing capabilities will allow business areas to leverage our technology offerings and improve the efficiency of their staff, allowing them to spend less time in the office, reduce travel and improve data collection and data quality. It will also enable better customer service by closing the loop on service request status information. Lead Division: Technology Innovation & Services Effective and Efficient City Services CS51 Implementation of Business Intelligence Tools & Functionality Business Intelligence tools and functionality will be rolled out starting in 2016, and will enhance business units ability to effectively capture, leverage and report on data that is critical to operate their business. Lead Division: Technology Innovation & Services 5.3 Provide citizens with competitive, rational and affordable taxation levels. CS31 Comprehensive Review of Business Licensing Undertake a full review of business licensing processes for greater customer focus, better use of existing technologies and to implement industry best practices. Review and update licensing by-law to provide greater clarity, and review and update fees. Improve relationships and integration with internal partners, and cross-train staff for improved service provision and personal development. Lead Division: Legislated Services 5.4 Ensure the responsible stewardship of public funds within a supportive policy framework. CS09 Long Term Financial Plan Prepare a consolidated long term financial plan that will be the financial framework for the City going forward. The framework will incorporate policy work pertaining to reserves, debt, and enterprise investments. Lead Division: Financial Planning CS59 Parkland Dedication Policy Update Comprehensive review and update of the current Parkland Dedication Policy related to acquiring parkland (or cash-in-lieu payment) through development applications.

23 Effective and Efficient City Services CS22 Water & Sanitary - Review of Rate Structure Champion a review of the water and sanitary utilities fixed vs. variable rate structure. Lead Division: Administration - INS CS71 Purchasing Procedures to Support New By-law Development of purchasing procedures related to the new purchasing by-law including: debriefing; procurement protest; supplier performance evaluation; supplier suspension and solicitation document drafting. Lead Division: Supply Services CS41 Development Charges Background Study (2019) 5-year update to the City s Development Charges Background Study and Bylaw as required by legislation. Lead Division: Financial Planning CS70 Streamline Procurement Processes Related to Payment Processing Streamline procurement processes related to payment processing by reviewing and revising SAP functionality as well as increasing utilization of corporate credit cards. Lead Division: Supply Services CS38 Review of Comprehensive Reserve Fund Policy Council approved a comprehensive reserve fund policy in One of the commitments staff made at that time was to review the policy after 5 years. Lead Division: Financial Planning 5.5 Strengthen employee engagement, performance management and accountability for results across the organization. CS25 Implementation of the First Phase of the Corporate Talent Strategy Implement actions to ensure commitment to becoming a high-performing, credible and dynamic organization, while supporting change to move the organization and employees toward a desired corporate culture. The strategy includes initiatives in 7 strategic programs: workforce planning, recruiting & staffing, onboarding & orientation, learning & development, career management, succession management, and performance management; as well as development in leadership. Lead Division: Human Resources

24 Effective and Efficient City Services CS43 Development of Core Service Performance Measures Continue to develop Key Result Indicators for all core services and report the results through the business plan. Identify 3-5 Key Result Indicators for each of the City s Core Services (2016); establish performance targets for each KRI (2018); and collect performance data and publicly report on results. CS48 Management of the Employee Culture Survey Comprehensive and organization wide survey data on employee engagement and alignment with our People Plan. Drivers of employee engagement identified. Work plans informed by the survey data to be developed and implemented to increase employee engagement. Lead Division: Human Resources CS49 Implementation of People Plan Action Items Implement Initiatives to enhance and improve the workplace culture of organization, supporting and ensuring this is where we want to work, and reinforcing the core values of trust and respect, collaboration, change and growth. The current 5-year People Plan was launched in 2014; in 2018 it will be refreshed and updated. Lead Division: Human Resources