City of Kitchener 2017-2019 Strategic Action Plan February 2017
Strategic Priorities for 2015-2018 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 long-term 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.
Completed Strategic Actions 2015-2016 1. External Website Review 2. Accurate Communication of Plans for Future Development 3. Council Engagement with Citizens 4. Implement the e-participation Strategy 5. Youth Engagement Audit 6. Neighbourhood Association Online Registration Phase 4 7. Implementation of 2015 AODA Standard Requirements 8. Customer Service Strategy Implementation at the Aud/Arenas 9. Open Data Portal Launch and Data Set Automation Strong & Resilient Economy 10. Kitchener Economic Development Strategy 11. Regional Economic Development Strategy 12. Waterloo Region Economic Development Corporation 13. FCM - Municipal Partners for Economic Development (MPED) 14. Centre in the Square Mandate Review 15. Wi-Fi Rollout Phase 2 Sites 16. Kitchener Market Strategic Plan 17. Creative Hub 18. City Hall Outdoor Spaces Master Plan Safe & Thriving Neighbourhoods 18. Development Incentives for Affordable Housing Phase 1 19. Cultural Heritage Landscape Study 20. Kitchener Growth Management Plan 2015-2017 21. Jack Couch Ball Park Review 22. Central Stations Rapid Transit Station Area Plan 23. Proactive Traffic Calming Design Features in New Development 24. Business Case for Doon Pioneer Park Community Centre Expansion Sustainable Environment & Infrastructure 26. Energy Conservation Demand Management Program 27. Year-round Management & Maintenance of Trails and Walkways 28. Sidewalk Infill Policy 29. LED Streetlight Standard and Conversion Strategy 30. Stormwater Master Plan 31. Centre in the Square Lifecycle Asset Management Plan
Completed Strategic Actions 2015-2016 Effective & Efficient City Services 32. 2015-2018 Kitchener Strategic Plan 33. Intranet Review 34. Strategic Business & Talent Attraction - Resource Model 35. Municipal Partnership Program 36. Leisure Services Governance Review 37. Electronic Plan Review Phase 3 38. By-law Public Awareness Campaign 39. Computerized Facility Booking Implementation Golf 40. Ice Strategies for Inventory Replacement 41. Golf Operating Standards Review 42. Williamsburg Cemetery Phase II Expansion 43. Implementation of Fire Attendance and Scheduling System (Telestaff) 44. 2014 Next Generation 911 Rollout 45. Fire Regional Radio System Upgrade 46. Fire IT Strategy 47. Create an Office of Strategic Partnerships 48. Financial Reporting Improvements Caseware Implementation 49. Employee Loan Program Review 50. Banking Services Request for Proposals 51. Review Allocation of Overhead Costs 52. Workplace Accommodation Review 53. Implementation of the Mobile Strategy 54. Business Continuity Plan 55. 2014 Municipal Election Post-Election Review 56. OmniRIM Major Version Upgrade 57. Performance Evaluation at Kitchener Program 58. Harmonized Sales Tax (HST) Review 59. Corporate Technology Strategic Plan & Digital Strategy 60. Records Retention Improvements 61. SAP Customer Relationship and Billing 62. Railway Crossing Agreements Research 63. Snow Disposal Site 64. Design and Construct a Snow Storage Disposal Facility 65. Sign Reflectivity Study
Open Government 1.1 Provide public access to all city records, information and data unless there are privacy, security or legal reasons not to do so, developing partnerships to promote the use of data for economic, social and environmental community benefits. OG05 OG14 Open By Default Strategy Implementation To help advance the Open Government initiative to increase transparency by developing and implementing systems, training and procedures (including routine disclosure and active dissemination processes) to instill the operational principle that City data and information should be made available to the public subject to legislative and legal constraints. 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. 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. OG11 Citizen s Dashboard Give citizens access to the latest data on a wide-range of municipal services and a timely look at how we are building a more innovative, caring and vibrant city. Develop an interactive web based tool that features service levels, performance data and trends over time, displaying the results in a way that citizens can readily understand. OG18 Review and Update Corporate Digital Media Strategy Complete a review of the corporation s online communication strategy and evaluate against current best practices to ensure the city s online communications are efficient and effective in connection with citizens about programs, services and decisions that affect them. 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. OG09 Corporate-Wide Community Engagement Review Complete a comprehensive review of the city's engagement practices, processes and policies, identify gaps and implement improvements. Wednesday, March 15, 2017 Page 1 of 22
Open Government OG15 Community Engagement Policy Development of a Council policy for Community Engagement that provides direction and guidance to ensure that responsibilities to effectively communicate, consult and engage the community are fulfilled. OG16 Community Engagement Plans, Tools & Resources Development of community engagement plans, tools, templates and resources to support staff in effectively informing and engaging citizens. 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. 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. OG19 Online Customer Service Portal Development of an online portal will be ongoing due to substantial work required to bring more and more City services online. Initial work will focus on bringing additional City services already supported by CRM online and building processes to bring new services/business lines on in the future. Includes the 2018 development of prioritized inventory of new City service areas to be served by the Corporate Contact 1.4 Introduce more convenient and effective channels for citizens to access city information and services. OG07 Customer Service Strategy - Phase 3 Positively enhance customer experience through the mplementation of the City's E- Services Strategy, implementation of the new Customer Relationship Management software, investigation of options for expanding the Corporate Contact Centre into other lines of business, the development of standardized customer service training for City of Kitchener employees. 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. Wednesday, March 15, 2017 Page 2 of 22
Open Government 1.5 Strengthen a culture within the organization that puts citizens first and improves the quality of the customer service experience. OG12 Citizen-First Customer Service Culture A comprehensive corporate review looking at customer service practices, protocols and philosophies to identify gaps and opportunities for improvement. Review to be followed by the development of tools, resources, revised service guidelines and customized customer service training to support staff and further embed our customer service culture. Strong and Resilient Economy 2.1 Foster a business environment that stimulates innovation and job creation, helping startup entrepreneurs establish and grow their business. EC08 Advanced Manufacturing Incubator Support the development of an advanced manufacturing incubator in Kitchener, offering specialized accelerator programming for startup manufacturers. 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. EC09 EC23 Develop a Kitchener Brand Strategy Evaluate the effectiveness of Economic Development s Make it Kitchener branding for consideration of extension and application as the comprehensive brand strategy for the city of Kitchener. Develop a strong brand for the City of Kitchener that is authentic and relevant, and clearly communicates the city s persona globally and locally in a way that is engaging, compelling and consistent. Implement the Make It Kitchener Plan To be a great city for people, we see two goals: First, 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. Second, Kitchener must be a compelling city in which to live, anchored by a lively urban core that is balanced by bustling suburban neighbourhoods. As we work towards these goals, we Wednesday, March 15, 2017 Page 3 of 22
Strong and Resilient Economy 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. EC01 Arts & Culture Strategy Consult with stakeholders to develop a multi-year plan for arts business and cultural vitality strategy including digital media, music, film design and emerging clusters.. EC04 Special Events and Urban Vitality Strategy Development of a special events and urban vitality strategy that supports the overall objectives of the Kitchener Economic Development Strategy. EC05 Sport Tourism Work with minor sport organizations and the Waterloo Regional Tourism Marketing Corporation to attract provincial/national championship events at city facilities. EC06 EC19 Canada 150 Wi-Fi Expansion Expand the City's Wi-Fi network through funding secured through Canada 150 program for additional installations at the Kitchener Memorial Auditorium, Victoria Park, Victoria Park Pavilion, McLennan Park and other public spaces subject to commitment of the City's matching funds. Work will begin in July 2016 and complete in June 2017 as per Canada 150 program requirements. Kitchener Market Strategy Implementation Plan The development of a strategy to map out the future role of the Kitchener Market in the community taking into consideration its contribution to quality of life, the local food economy and the overall vitality of Downtown Kitchener. Key stakeholders will be engaged and recommendations will be presented to City Council. Wednesday, March 15, 2017 Page 4 of 22
Strong and Resilient Economy EC22 EC12 Creative Hub Implementation: RFP Process The establishment of a Creative Hub to incubate and strengthen the growth of arts and creative industries in alignment with Kitchener s Economic Development Strategy, Make it Kitchener was supported by Council in 2016. The implementation of this will involve an RFP process to select an operator at the preferred location of 44 Gaukel street. Federal and Provincial Funding for the Arts Advocate and coordinate funding for the arts from federal and provincial government programs. 2.5 Facilitate the ongoing development of Downtown Kitchener as the heart of the city. EC21 City Hall Outdoor Spaces Implementation Plan Develop a funding and implementation plan to address critical infrastructure repairs for the City Hall outdoor spaces and concurrent work to improve the functionality of Carl Zehr Square for public events programming. EC10 Update the Downtown Kitchener Action Plan The Downtown Kitchener Action Plan (2012-2016) focuses on organizing City and BIA programs, services and resources to leverage these assets and stimulate positive spin-off investment, engaging the community along the way to ensure the City continues to move in the direction preferred by Citizens. 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. NB01 Neighbourhood Strategy Develop a comprehensive Neighbourhood Strategy focused on achieving two objectives: I. Helping the municipality, citizens and community groups coordinate efforts in planning, building and supporting safe and thriving neighbourhoods; and, II. Creating a framework to facilitate and support a citizen-led approach to placemaking in the city's neighbourhoods. Wednesday, March 15, 2017 Page 5 of 22
Safe and Thriving Neighbourhoods NB15 Neighbourhood Development Office Create a neighbourhood development office to provide oversight and coordination of neighbourhood action plans. NB20 NB36 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 regionwide strategy will set a path to improve how energy is generated, delivered and used throughout the community. 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. NB45 Neighbourhood Strategy Implementation Achievement of recommendations in the strategy focus areas of great places, connected people and working together, with the vision of helping neighbours connect and work together to do great things in their neighbourhoods. 3.2 Create safer streets in our neighbourhoods through new approaches to traffic calming. NB06 NB34 NB46 Development of Alternative (low cost) Traffic Calming Options Alternative short-term and low-cost options will be developed that can be implemented on streets that are not considered a priority under the traffic calming policy. A new policy and procedures will be required to determine the selection and funding allocation and a menu of options will be created with an estimated level of speed and/or volume reduction. Community Traffic Safety Advisory Committee Consider options to revise the mandate of an existing advisory committee to create a cooperative 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. 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. Wednesday, March 15, 2017 Page 6 of 22
Safe and Thriving Neighbourhoods NB39 Traffic Calming 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. 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. NB07 NB08 Residential Intensification in Established Neighbourhoods Study There are increasing growth and intensification pressures in many of our neighbourhoods. Conduct a study that investigates the issue, provides options and recommends updates to residential zoning, design guidelines, the development process and community engagement. The deliverables of the study would include a Citizen Guide to Intensification. PARTS Midtown RT Station Area Plan Undertake all components required to complete development scenarios, technical analysis, preferred option, community engagement and recommendations for the Midtown Station area. NB09 PARTS Rockway RT Station Area Plan Undertake all components required to complete development scenarios, technical analysis, preferred option, community engagement and recommendations for the Rockway Station area. 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. 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. 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. Wednesday, March 15, 2017 Page 7 of 22
Safe and Thriving Neighbourhoods 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. NB43 Heritage Best Practices Implementation In follow up to Report CSD-15-08 which recommended the development of a variety of best practices regarding the conservation of cultural heritage resources. NB12 Rockway Centre Partnership Development Gather all relevant information to inform the Request for Proposals process for the redevelopment of the Rockway Centre into a medium-to-high density mixed use project. NB22 Cultural Heritage Landscape Strategy Phase 2 Consult with Heritage Kitchener in order to prioritize the implementation of conservation tools for the cultural heritage landscapes identified in Phase 1 which include the listing of locations on the municipal heritage register, identifying specific cultural heritage landscapes in the Official Plan, and developing new/enhanced guidelines and best practices. 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. NB27 Growth Management Strategy Review Review and update the Growth Management Strategy that was approved in 2009. NB30 NB31 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. 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 is the new Official Plan which gives direction to do this work. Wednesday, March 15, 2017 Page 8 of 22
Safe and Thriving Neighbourhoods 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 Growth Management Program 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. 3.4 Facilitate and promote housing developments that provide options for a diversity of lifestyles and household types. NB16 Development Incentives for Affordable Housing - Phase 2 A detailed analysis in consultation with affected business units, the Region and the industry in order to provide an implementation plan to help deliver development incentives for affordable (rental) housing. The primary focus is on reduced parking requirements, property tax exemptions or grants, and expanded density bonusing. Secondary effort will be on waiving or deferring certain application fees. 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. Detailed Design: Spring 2016, Construction: Summer/Fall 2016, Opening: Summer 2017. Wednesday, March 15, 2017 Page 9 of 22
Safe and Thriving Neighbourhoods NB19 Implement 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. NB42 Doon Pioneer Park Community Centre Expansion - Design & Construction Upon completion of the Business Case, an architect will be sourced and acquired to design and build the expansion. NB05 NB17 NB28 NB29 Public Interest In Hidden Valley The core natural features within Hidden Valley area are protected from development while the surrounding farmland is designated for development. Acquiring and protecting both the natural features and the farmland serves community interests but comes at a cost. Discussing options with property owners will inform analysis of costs and benefits to inform the City's decision-making and budgeting. 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. Leisure Facilities Master Plan Update The Leisure Facilities Master Plan has been the foundation for the development of leisure and recreation facilities and services for the City of Kitchener since 2005. As with any master plan, it is important to update the plan on a regular basis. The timing of this update to the 2013 LFMP will be coordinated to be completed prior to the City s update of its development charges bylaw. 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. (LFMPU Rec #31) NB35 Community Centres/Neighbourhood Spaces Master Plan A comprehensive 20 year Community Centres/Neighbourhood Spaces Development Master Plan to identify the needs for additional and or enhancements to community centres as well as development or enhancement of other neighbourhood spaces in both urban intensification and greenfield development areas of the city. (LFMPU Rec #29) 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. Wednesday, March 15, 2017 Page 10 of 22
Safe and Thriving Neighbourhoods NB03 Community Gardens Program Explore opportunities to accelerate/increase the community garden program. Consideration will be given to support and supplies required for the success of the program on an ongoing basis. Work will be coordinated with the comprehensive zoning by-law review to ensure appropriate zoning provisions are in place. NB14 Huron Woods Community Centre Partnership Explore the potential for a partnership with the school board for the development of a community centre in the Huron Woods neighbourhood. NB24 Neighbourhood Markets Explore options to increase the feasibility of increasing the number of neighbourhood markets in the city, looking at options to provide increased support for community-led markets and the potential for a neighbourhood mobile farmers market. NB41 Bee City Canada Initiative Investigate and report to the Environmental Committee on the benefits and feasibility of Kitchener becoming a Bee City Canada affiliate and how such an affiliate coordinates with any current and planned City initiatives to support pollinators in Kitchener. NB44 Community Centre Audit Implementation The community centre section went through a significant audit with immediate, shortterm, mid-term and long-term recommendations. Review and implementation of these recommendations will consist of a substantial body of work. NB37 Community Grants Program Oversee and administer the program including Tier 1, Tier 2, travel assistance and inkind 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. Broad volunteer involvement in planning and implementing community activities/projects. Wednesday, March 15, 2017 Page 11 of 22
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 SE10 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. Community-Wide Tree Planting & Donation Program Create a citywide public-private program with an ambitious goal, to plant a large number of new trees in the city over the next decade. Through this program the City of Kitchener can increase its urban forest one of our most valuable environmental asset 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 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 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. 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. Wednesday, March 15, 2017 Page 12 of 22
Sustainable Environment and Infrastructure SE09 LED Street Light Conversion Implementation Implement the approved recommendation of the LED Street Light Conversation Strategy. SE22 Recycling Services in Parks & Trails Review of provisions of recycling services for trails and parks. The initiative will identify required resources to offer recycling facilities and report back to Council with options. SE21 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. 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 (Priority A - 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 The Kitchener Cycling Master Plan, finalized in 2010, presents both a network of bikeways to be implemented over time, policies to support making Kitchener a bicyclefriendly City, and related practices and programs to further those policies into action. Wednesday, March 15, 2017 Page 13 of 22
Sustainable Environment and Infrastructure SE23 Iron Horse Trail Improvement Strategy (Priority C: South Section) Improvements to the South Section 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. SE13 SE14 Implement the Cycling Master Plan Recognizing the social, health, environmental and economic benefits of cycling, the City of Kitchener Cycling Master Plan for the 21st Century 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; and behavioural shift information and programming that promotes awareness and safe Sidewalk Infill 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. 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. SE16 SE17 Accelerated Infrastructure Replacement Strategy Develop and implement a long-term maintenance and renewal strategy for roads, water, sanitary and stormwater infrastructure that will mitigate risk and reduce the demand for reactive maintenance. The strategy will allow for pro-active and preventative maintenance and will use condition based assessments to guide decision making on infrastructure replacement. Year-to-year progress on this initiative will be dependent on Asset Data Systems Development Further develop the city s data management systems to include all asset groups, taking into account Council priorities and legislated requirements. SE18 SE20 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. Facility Asset Management Plans Develop short term major maintenance and long range capital investment plans for the City s 70+ occupied facility assets. Wednesday, March 15, 2017 Page 14 of 22
Sustainable Environment and Infrastructure 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. 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. CS06 Five-Year Fire Master Plan Develop a five year road map for the Fire Department to meet the needs and circumstances of the community, Council and staff. 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. CS45 Emergency Management and Business Continuity Program Develop and implement a corporate wide resiliency plan to enhance our emergency management capabilities and continuity of operations. 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. Wednesday, March 15, 2017 Page 15 of 22
Effective and Efficient City Services 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. CS04 KMAC: Long-Term Planning for the Future Seek Council approval of the planning framework for replacement of the Auditorium in 15-20 years. (LFMPU Rec #35) CS07 Parking Business Plan Review Review fee structure, occupancy rates and overall development strategies for the Parking Enterprise. CS10 CS11 Implement GHS Classification and Labelling of Chemicals GHS is a system that defines and classifies the hazards of chemical products, and communicates health and safety information on labels and material safety data sheets (called Safety Data Sheets, or SDSs, in GHS). The goal is that the same set of rules for classifying hazards, and the same format and content for labels and safety data sheets (SDS) will be adopted, and used around the world. Corporate Technology Strategic Plan & Digital Strategy Set clear priority areas for the further development of Information Technology services to continue to meet the evolving needs of the organization. The development of a broader community digital strategy will be considered as a component or as a distinct strategy. CS15 Internal Order Process Improvement Create efficiencies in SAP for asset accounting processes, capital reporting processes by: implementing a new internal order settlement process; implement a "locking" process for orders and use the newly purchased Business Intelligence software to move financial reporting from SAP reports to a more user friendly approach. CS16 CS17 Financial Reporting Improvement Project Implement CaseWare to improve efficiency of producing the Financial Information Return, which is an annual legislated requirement for the province. Continue with data collection efficiencies related to the City's tangible capital assets (additions and disposals). Improve internal process for budgeting, transfers for reserves, debt, etc. to gain efficiencies in year-end reporting. Purchasing Audit Action Plan and Implementation Develop and implement an action plan to respond to the Purchasing comprehensive internal audit key findings and recommendations. Wednesday, March 15, 2017 Page 16 of 22
Effective and Efficient City Services CS19 Electronic Document Management Research and evaluate the potential procurement and implementation of an electronic document management system to better manage the City's electronic information assets in accordance with applicable legislation. CS20 Property Standards Compliance Review and Proactive By-law Enforcement Review existing property standards by-law and related initiatives to promote voluntary compliance and reduce reliance on traditional enforcement methods. Explore the merits of increasing pro-active enforcement of the city's by-laws including development of a citizen dispute resolution toolbox. Assess the resource requirements. CS33 Kiwanis Park Pool Renovation The revitalization of the Kiwanis Park Outdoor Pool, includes the redesign of the pool in its existing footprint, as well as all associated systems (filtration pumps, filters, UV disinfection, piping/valves, chemical capacity & dosing system, heating systems) and incorporation of a future spray pad. CS34 Payment Process Improvements and Electronic Funds Transfer (EFT) Payments Review city-wide internal processes to streamline procurement activity and payment to vendors. Investigate the opportunity to implement more EFT payments to vendors. CS35 Accounting Comprehensive Service Review Action Plan and Implementation Develop and implement an action plan to respond to Accounting comprehensive review key findings and recommendations. CS52 Shopping Cart Management Plan Bylaw Investigate options to require any business that provide shopping carts to its customers to have a Shopping Cart Management Plan, which would set out demonstrable measures to prevent the unauthorized removal of shopping carts from the owner s premises and/or the retrieval of abandoned carts. CS53 Negotiation of Animal Control Services Contract Investigate options available for animal control services and licensing. Current contract ends Dec 2017. 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). Wednesday, March 15, 2017 Page 17 of 22
Effective and Efficient City Services CS18 Electronic Agenda Management Create, prepare, approve and publish meeting agendas in a more efficient, collaborative, streamlined manner. CS37 Online Business Licensing Implement the first phase of online business licensing (e.g., pilot with business license renewals). 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. 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 and Cambridge. CS57 CS58 Installation of Active Net Recreation Management Software Implementation and roll out of a new web based system across the corporation that will meet recreation and sports management requirements, facility rental activity and participant management as well as provide point of sale options, as part of a joint initiative with the City of Waterloo, City of Cambridge, Township of Wilmot and Township of Wellesley. 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. CS62 CS63 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 Narrowband Smart City/Internet of Things (IoT) Network Development As part of the LED street light replacement program a narrowband network to enable smart city capabilities has been procured. Prior to the lights being retrofitted in 2017, IT staff will work with the 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 Wednesday, March 15, 2017 Page 18 of 22
Effective and Efficient City Services CS24 Regional Emergency Communications Centre Incorporate the recommendations from the regional emergency communications centre report. CS40 2018 Election Conduct the 2018 election and report on the outcome. CS60 CS64 CS65 CS42 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. 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 Digital Kitchener Implementation 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 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 Replace the current computer-aided dispatch (CAD) system as the system is approaching the end of its life cycle. CS44 Smart Service Delivery Participate in provincial-municipal service delivery collaboration in order to assess customer needs, jurisdictional capabilities and constraints, identify feasible solutions to work towards smarter service delivery, and create financial efficiencies, share knowledge and research. Wednesday, March 15, 2017 Page 19 of 22
Effective and Efficient City Services CS46 FCS Service Strategy Implementation Achievement of outcomes in the strategy focus areas of internal relationships, continuous improvement, value, culture and communications, with the overarching goal of enriching service and creating value together with other departments. CS47 CS50 CS51 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. Improved Mobile Computing 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. Business Intelligence 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. 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. 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. Wednesday, March 15, 2017 Page 20 of 22
Effective and Efficient City Services CS29 Purchasing Bylaw Revision Update and revise the Purchasing Bylaw for enhanced clarity of policy and ease of interpretation. 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. CS22 Water & Sanitary - review of rate structure A rate restructuring review is required to ensure the financial sustainability of water & waste-water operations in order to better align fixed and variable costs with rate revenue costs. CS38 Review of Comprehensive Reserve Fund Policy Council approved a comprehensive reserve fund policy in 2012. One of the commitments staff made at that time was to review the policy after 5 years (i.e. in 2017). CS41 Development Charges Background Study (2019) 5-year update to the City s Development Charges Background Study and Bylaw as required by legislation. 5.5 Strengthen employee engagement, performance management and accountability for results across the organization. CS25 Implement First Phase of Corporate Talent Strategy In phases, to review and redesign across HR programing including performance management, succession planning and recruiting. CS43 Core Service Performance Results 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. Wednesday, March 15, 2017 Page 21 of 22