Business Plan status updates


Three times each year, we provide the community an update on the progress we've made on projects within our business plan. Each project has a direct link to our 2015-2018 Strategic Plan.

Status updates

Open government

As of August 31, 2019

There are eight projects under this strategic priority.

Completed projects

Three projects are completed:

 1. OG27 2019-2022 Strategic Plan (Strategic Item), end date August 2019

Description: Develop clear, measurable goals and actions in collaboration with Council, the community and staff for the 2019-2022 term of Council that are valued by the community, relevant to Council and achievable by the organization. The plan will be used to guide resource allocations, business plans and performance targets. 

Recent Progress: Council Approved the 2019-2022 Strategic Plan on June 24, 2019. Communications have been preparing the document and online version of the plan. Roll out to staff and the community will begin in September 2019. The strategic plan is being used to inform the 2020 budget and 2020 business plan.

2. OG10 Participatory Budgeting (Strategic Item), end date December 2019

Description: Report on pilot project that enables community members to directly decide how to spend part of the City's budget, allowing them to make budget decisions that affect their lives.

Recent Progress: Final park designs chosen based on feedback from participatory budgeting process.  Final report evaluating the participatory budgeting process in conjunction with the University of Waterloo was presented to Council in June.

3. OG19 Development of a Water Leak Policy

Description: The purpose of this policy is to provide customers defined relief from water leaks which may occur as a result of malfunctioning toilets, water softeners, leaking taps inside or outside, reverse osmosis units, irrigation systems and ruptured pipes on the customer’s side of the water meter.

Recent Progress: The Leak Adjustment policy and the application forms have been posted on the Kitchener Utilities website.


Projects on track

Four projects are on track to be completed as planned:

1. OG24 Municipal Response to the Truth and Reconciliation Commission Calls to Action (Strategic Item), end date December 2019

Description: 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.

Recent Progress: Council approved the recommendations in report COR-19-021 which will result in the implementation of a land acknowledgement practice and Indigenous cultural competency training for staff and council.

Next Steps: A draft land acknowledgement is under review for use by council, with special consideration given to studying acknowledgement practices, and using language that is inclusive and respectful. This includes a review of other municipalities' acknowledgements, local acknowledgements from other institutions, and community feedback.

 2. OG19 Development of the Online Customer Service Portal, end date December 2020

Description: Develop and launch a centralized online service portal where citizens can access their e-services in one place through a personalized, single sign on account.

Recent Progress: Council approved selection of the portal vendor. Inventory of required software/platform integrations for full functionality was completed. The Statement of Work and Consultants Agreement was completed. First phase of the portal's functionality has been determined based on results of community engagement and website data and analytics. Kick off meeting with portal vendor was held in August.

Next Steps: Vendor to start working on priority integrations (those related to the functionality that the portal will have in its first phase) and to assist with development of full project implementation plan and milestones.

 3. OG20 Parks Playgrounds and Trails Community Engagement review, end date December 2019 

Description: 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.

Recent Progress: An internal project team and charter have been developed.

Next Steps: City staff will conduct a review of existing processes and engagement practices to create a more collaborative engagement process. This action will also be explored through Participatory Budgeting and Open Spaces Strategy.

 4. OG23 Close the Loop with Citizens, end date December 2019

Description: Expand the 2018 auto-notification (Close the Loop) pilot to enable citizens to receive email notifications for all parking complaints.

Recent Progress: A technology provider has been identified and has begun to identify the scope of work required. Staff have mapped key project milestones.

Next Steps: Development and sign off on scope of work with the technology provider. Development of business processes and scripting continues in preparation for implementation of the technology. 


Projects on hold

One project is on hold with an end date to be determined:

 1. OG08 E-tendering

Description:  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.

Recent Progress:  Due to a lack of internal resources for this project, no further work will occur in 2019. 

Next Steps: The project will be moved to 2020 and be done upon completion of the new procedures, protocols and procurement templates as well as by-law review. 

Strong and resilient economy

As of August 31, 2019

There are four projects under this strategic priority.

Projects on track

Four projects are on track to be completed as planned:

 1. EC29 Review of the Make It Kitchener Strategy (Strategic Item), end date December 2019 

Description: Conduct a review of the Make It Kitchener strategy.

Recent Progress: Community engagement launched August 1st through an online survey.  Stakeholder round tables are occurring in August and planning for the Ideas of the Brave (Community symposium) is underway.  

Next Steps: Stakeholder round tables will continue in the month of September, with a major public consultation event (Ideas of the Brave) in October. Based on community input, a draft strategy will be presented to Council in fall 2019.

 2. EC11 Intergovernmental Relations - Passenger Rail, end date December 2019

Description: Work in collaboration with partners in the Toronto/Waterloo Region corridor to advocate for improved GO passenger rail service including high speed rail as a priority infrastructure investment for the provincial government.

Recent Progress: In July 2019, the Provincial government announced plans for constructing additional tunnels in the Highways 401 and 409 area, with the plan to increase rail capacity on the Kitchener Line.  In August, the Provincial government announced plans to increase rail service along the Kitchener Line.  Both announcements show continued support and progress on rail transit along the Kitchener Line, with eventual Two Way All Day GO Rail service expected.  At the AMO conference in August, the Provincial government also discussed the Southwest Ontario Transportation Plan, and noted that High Frequency Rail is an option for better rail service in Southwest Ontario.

Next Steps: City staff will continue to work with Connect The Corridor partners to advocate for Two-Way All-Day GO (TWADGO) rail service along the Kitchener Line, and support the Metrolinx 2019 study as much as possible by providing data to support TWADGO. We anticipate the Study's completion by the end of 2019.  Connect the Corridor is starting to advocate for High Frequency Rail service west of Toronto, particularly with the October 21, 2019 federal election).

 3. EC07 Broadband & Fibre Optic Infrastructure, end date December 2019

Description: 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.

Recent Progress: Work continues on the 5G and broadband aspects of Digital Kitchener.

Next Steps: A report outlining suggestions to prepare the City for SWIFT, 5G implementations including both small cell and macro cell sites fibre will then be prepared for Committee for this fall.

 4. EC28 Rehabilitation of City Hall Outdoor Spaces, end date April 2020

Description: Final design of City Hall outdoor critical infrastructure.

Recent Progress: Stakeholder consultations with business units operating in City Hall Outdoor spaces (i.e. Sport, Horticulture, etc.) has been completed. Final design drawings and specifications were also completed.

Next Steps: Prequalification of General Contractors and sub-trades will be completed. Tender documents and drawings will be posted and evaluation and award of tender is anticipated by December.


Safe and thriving neighbourhoods 

As of August 31, 2019

There are 19 projects under this strategic priority.

Completed projects

Four projects are completed:

 1. NB13 Sustainable Development Feasibility Study (Strategic Item)

Description: 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.

Recent Progress: Report endorsed by Committee and Council in March 2019.

 2. NB26 Urban Design Manual, end date December 2019

Description: Create a new urban design manual to implement the new Official Plan, make the document more efficient and effective, complement specific design briefs and provide guidance on City building and design expectations to ensure vibrant new development in Kitchener.

Recent Progress: The final document and staff report is complete. This project is for consideration by Committee of Council on September 9 ahead of scheduled December completion.

 3. NB21 Hidden Valley Land Use Study, end date August 2019

Description: Develop a master/community plan for the Hidden Valley area. This project will identify any public interest in the Hidden Valley lands including opportunities to protect and/or acquire natural features and sensitive lands.  Implementation will be through Official Plan and Zoning Bylaw amendments.

Recent Progress: Council approved the Land Use Master Plan in June 2019.

 4. NB61 Review Municipal Roadway Speed Limit, end date August 2019

Description: Review and/or establish a new uniform posted speed limit for municipal roadways.

Recent Progress: Council approved a pilot project on August 26th that will lower speed limits by 10 km/h in the Huron, Doon, and Stanley Park areas.  This approval established 40 km/h speed limits in neighbourhood zones and 30km/h speed limits in school zones in the pilot areas. The pilot is slated to run for one year during which time staff will collect data to present an update to Council with recommendations. 


Projects on track

14 projects are on track to be completed as planned:

1. NB18 Complete Streets Policy (Strategic Item), end date December 2019

Description: 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 coordinated 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.

Recent Progress: Community engagement has been conducted. A draft complete streets document has been circulated to stakeholders for comment. Graphics for the document have been prepared by a third party.

Next Steps: The draft will be finalized considering stakeholder comments and is planned to go to Committee on October 21.

2. NB63 Equity, Diversity and Inclusion (EDI) Strategy (Strategic Item), end date December 2020

Description: The Mayor’s Task Force on Equity, Diversity and Inclusion will create a Equity, Diversity and Inclusion Strategy for the City of Kitchener focused on better engaging and serving marginalized and under-represented people, as well as creating a more inclusive City workplace.

Recent Progress: The Task Force Project Manager was hired. An application process for community volunteers was launched, applications were reviewed, and 20 of the 135 applicants were selected as members of the task force. Task Force web page and Engage Kitchener page were developed and launched. Research on best practices for EDI work with municipalities was conducted. Material for training workshops and task force meetings was developed.

Next Steps: Phase I of the task force (Sept - Dec 2019) will include the following: introductory training workshops for all task force members, launch of the monthly task force meetings with a focus on priority-setting and relationship building, development and implementation of an organizational outreach plan with city staff and council, and development of a community engagement plan for 2020.

3. NB65 Affordable Housing Strategy (Strategic Item), end date December 2020

Description: Create an affordable housing strategy for Kitchener in collaboration with the Region of Waterloo, community groups and the development industry.

Recent Progress: The project planning phase (phase 1) has progressed. A project charter, work plan, and Advisory Committee Terms of Reference have been prepared. An Engagement Plan has been initiated. A report highlighting project initiation was delivered to Committee/Council in June 2019. Several meetings have taken place with non-profit organizations, development interests, the Region, and local municipalities. A presentation was delivered at the Waterloo Region Homebuilders Association. An Advisory Committee is being established and launched. Data collection has commenced for the municipal housing assessment (phase 2). 

Next Steps: Next steps include completing the municipal housing assessment (phase 2) and Advisory Committee member scoping expectation interviews. This includes identifying the background data necessary for Inclusionary Zoning along with data collection and synthesis of other housing and demographic-related data. Upcoming meetings with the Region, City of Waterloo and City of Cambridge are planned. Advisory Committee and working group meetings will take place in fall 2019. Phase 2 to be near completion by year end. 

4. NB11 Comprehensive Zoning By-law Review, end date December 2019

Description: 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. The focus for 2019 will be on completing Stage 1 of the new Zoning By-law (Non- Residential) and working on Stage 2 (Residential).

Recent Progress: Project staff have reviewed and responded to comments on the first draft, conducted additional analysis and updates to the draft zoning regulations, met with stakeholders and release a further Engage Kitchener public survey.

Next Steps: Staff will prepare and present a report at a statutory public meeting in fall 2019 for the second stage of the comprehensive zoning by-law (residential zones). Stage 1 (non-residential zones) is under appeal and due to implications of Bill 108, the Urban Growth Centre zoning is on hold and will be considered in a future project.

5. NB34 Community Traffic Safety Advisory Committee, end date December 2019

Description: 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.

Recent Progress: Options are being investigated and a staff report and new terms of reference will be written that recommends changing the existing cycling and trails advisory committee to a committee that includes all aspects of transportation and trail safety.

Next Steps: Report to council later this year.

6. NB36 Incentives for Design/Architectural Innovation and Excellence, end date December 2019

Description: Evaluate potential incentives for the development of landmark building design and architecture at strategic locations within the City.

Recent Progress: The Kitchener Great Places Awards program preparation is underway. The City's new Urban Design Manual has been completed and will be presented in September to Committee of Council. The Urban Design Manual outlines the City's expectations for architectural excellence and landmark design at key locations in the City.

Next Steps: Given the Province's recent legislative changes (Bill 108), certain incentive options are no longer possible.  Staff will continue to look for alternative incentive options as part of core service moving forward.  This business plan project will be considered complete once the Urban Design Manual is approved by Council and once the Kitchener Great Places Awards program occurs in November, which recognizes design and architectural excellence.

7. NB42 Doon Pioneer Park Community Centre Expansion-Design & Construction, end date December 2019

Description: Commence 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.

Recent Progress: Repairs to foundation are complete and quality continues to meet City of Kitchener standards. Project is meeting revised timelines and is on budget and on time. Public Art call closes in September and installation in spring 2020 outdoors by the new spray pad.

Next Steps: Construction planned to finish fall 2019. Centre staff are expected to return to site October 2019. Public Art call closes in September 2019 to be installed Spring 2020 located beside the new spray pad.

8. NB43 Heritage Best Practices Implementation, end date December 2019, end date December 2019

Description: 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. The focus for 2019 will be on updates to delegated approval authority and requirements for proposed demolition of listed properties.

Recent Progress: Work underway on the next major initiative which is a report and updated by-law for delegated approval authority.

Next Steps: Prepare and present a report to Heritage Kitchener regarding delegated approval authority. Provide a recommendation to Council by year end.

9. NB46 Automated Speed Camera Program for Traffic Calming, end date December 2019

Description: Subject to the passing of new Provincial legislation related to speed cameras, staff will investigate the potential use of this technology to address speeding concerns in school zones.

Recent Progress: A preferred vendor has been selected based on the RFP that was issued.

Next Steps: The four schools that will receive the ASE unit will be identified and a staff report will be prepared for Committee/ Council consideration. The City of Kitchener will work with the Region to develop a public communications plan for this project.  Speed limit enforcement practices are being established with input from the Region, so that there is consistency throughout the Province.

10. NB55 Neighbourhood Use of Schools and Faith Based Facilities, end date December 2019

Description: 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.

Recent Progress: Develop a communication strategy to inform neighbourhood and sport groups of the availability of school, church or unique rental spaces in the community and how to access them.

Next Steps: Confirm dates for adding to newsletter or email communication notices and add to city website information under Sport Development and Neighbourhood Program and Services.

11. NB58 Review of Community Centre Use of Space and the Neighbourhood Association Affiliation Policy, end date December 2019

Description: This action comes from the Community Centre Audit and as an action of the love my hood strategy. There is a desire in the community to review and consider expanding the existing policy on community use of space at our community centres.  Also connected to this is the Neighbourhood Association Affiliation Policy.  There is a recommendation to develop a clearer and comprehensive affiliation policy including well defined expectations, roles and responsibilities for the City and our Neighbourhood Associations.

Recent Progress: Workshops have been held with Neighbourhood Associations and staff to share key themes from the engagement. A collaborative vision to achieve common goals for our community centres was shared, along with discussions on how to address common challenges. Draft policies have been developed, and are being reviewed by staff.

Next Steps: Draft policies will be shared with stakeholders for their feedback. A workshop including multiple stakeholders will be held to discuss opportunities for collaboration and advancing the vision of our community centres as neighbourhood hubs where there is something for everyone and all are welcome and included. A report to council with recommendations will be prepared.

 12. NB56 Reduce Municipal Barriers – Review Permitted Uses in Parks, end date April 2020

Description: 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.

Recent Progress: Based on feedback through Love My Hood, the use of campfires and BBQs were prioritized for review and have been completed.  Using the permitting framework, a campfire was held at Neighbours Day 2019. 

Next Steps: A permanent charcoal BBQ will be piloted in at least one location in late 2019.  Program support materials for campfires in parks is being developed.  A series of How to Guides are in development by LovemyHood staff in order to support community use of parks.  Initial engagement is planned for late fall regarding the Open Space Strategy of which this work will be included.

13. NB64 Comprehensive Grants Review, end date August 2020

Description: Review the City’s current grants program to identify opportunities for improvements.

Recent Progress: Preliminary engagement of targeted group of grant recipients and other stakeholders has been completed.

Next Steps: Staff will analyze the input received in preparation for a preliminary report to Committee in 2020.

14. NB59 Huron Brigadoon Area School / Community Centre Construction, end date December 2021

Description: Partner with the Waterloo Region District School Board (WRDSB) in the construction of a joint school/community centre in the Huron Brigadoon area.

Recent Progress: Project team well into facility design. Staff move towards completion of a construction agreement with the school board.

Next Steps: Project team continues with facility design. Construction agreement to be finalized and the operational agreement with the school board to begin.


Projects delayed

One project has been delayed:

1. NB29 Business Case for Mill Courtland Community Centre Expansion, end date December 2020

New end date December 2020

Description: Engage community residents/stakeholders in a needs assessment and business case to determine the requirements for an addition to the community centre.

Recent Progress: Internal staff team continues to discuss project limitations and scope.

Next Steps: Discussions on hold, and development of the business case has been pushed to 2020 when funding is available, considering results of the new Development Charges by-law.  Project end date moved from Dec 2019 to Dec 2020.


Sustainable environment and infrastructure  

As of April 30, 2019

There are five projects under this strategic priority.

Projects completed

One project has been completed:

 1. SE06 Sustainable Urban Forest Strategy (Strategic Item)

Description: This project will include the delivery of a Sustainable Urban Forest Strategy which will set the course of action for a socially desirable urban forest that can be achieved and maintained based on the true capacity of the City to manage resources. Work will also include recommendations regarding how the City can create a citywide public- private program which is a recommendation from the City’s ‘lovemyhood’ strategy.

Recent Progress: In April Council approved Kitchener's first sustainable urban forest strategy and implementation plan. Council's approval occurred after a comprehensive planning exercise and community engagement process.  Staff will now focus on implementing the plan based on approved priorities and funding.

 2. SE29 Complete Winter Maintenance Pilots – Sidewalks and Trails, end date August 2019

Description: This work includes completing two pilot projects for the winter sidewalk maintenance (proactive by-law; assisted services; neighbourhood snowblower initiative) and the year-round maintenance of trails in school zones.

Recent Progress: Staff completed the implementation and evaluation of three pilot programs for winter sidewalk maintenance: Proactive Inspection, Assisted Services for Sidewalks and Windrow Clearing and Neighbourhood Shared Snow Blower and reported the results to Council. Staff also provided recommendations to Council for the following winter. Based on Council direction in May 2019, staff will be evaluating nine winter sidewalk maintenance programs in the 2019/2020 winter season. In the four next months, staff will be preparing for the implementation of the program for the 2019/2020 winter season by selecting and coordinating routes, developing engagement materials, and developing an evaluation system.


Projects on track

Three projects are on track to be completed as planned:

1. SE12 Cycling and Trails Master Plan Update (Strategic Item), end date April 2020

Description: Updating the 2010 Cycling Master Plan will include on-road cycling facilities, as well as incorporate off-road trails cycling infrastructure.   Cycling related education and programming will be addressed.

Recent Progress: First round of engagement is complete. Draft principles have been established and the consultant continues to work on the document.

Next Steps: Staff are developing the draft recommended network in preparation of another phase of consultation which is scheduled with the public in November.

 2. SE15 Intergovernmental Relations - Municipal Infrastructure Funding, end date December2019

Description: Advocate for greater infrastructure funding for municipalities from the federal and provincial governments.

Recent Progress: At the Associations of Municipalities of Ontario (AMO) conference in August 2019, the Provincial government announced that it is opening the application intake for the Community, Culture and Recreation Infrastructure Fund.  Intake will start on September 3, 2019.  It was also announced that the Province intends to commence the remaining federal funding stream (Green Infrastructure Fund) in fall 2019.

Next Steps: The remaining federal funding stream (Green Infrastructure Fund) is expected to move forward in fall 2019. Therefore, all four funding streams are on track to commence by the end of 2019.

3. SE05 Low Impact Development Design Guidelines - Stormwater Utility, end date December 2019

Description: 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.

Recent Progress: Road reconstruction projects are ongoing including, including Ahrens Street which was recently featured in a Record article that highlighted the benefits and need for LID.

Next Steps: A report to Council is expected in the fall of 2019 outlining the newly updated Development Manual. Internal engineering standards will continue to be refined as experience is gained in design and construction projects being led by the Engineering Division and Stormwater Utility.


Effective and efficient city services

As of August 31, 2019

There are 20 active projects under this strategic priority.

Completed projects

Six projects are completed:

 1. CS60 Utility Meter Mobile Workforce Management System (MWMS)

Description: 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.

Recent Progress: The chosen Clevest application has been fully developed and deployed to staff for Water Meters installations and is in operation in the field. The more fulsome application of this program will continue to be rolled out to various work areas within gas and water utilities as deemed appropriate and is now considered part of core service delivery.

 2. CS61 Replacement of Fire Department Dispatch System

Description: Implement the Intergraph Computer Aided Dispatch (CAD) 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.

Recent Progress: The implementation team met all the project milestones and successfully implemented the Intergraph CAD on April 24, 2019. Staff will monitor day to day operations to ensure the functionality of the CAD system between the two agencies.

 3. CS62 Development of Public Internet Access Standard

Description: 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.

Recent Progress: A Public Access to Technology (PATs) measurement standard has been developed and reviewed with stakeholders. The standard sets benchmarks for service and defines metrics that will be used to measure our impact and improvements over time. A number of initiatives that support public access to technology were included in the SmartWR Smart Cities Challenge proposal as well. A Public Access to Technology (PATs) measurement standard is complete, pending review and approval from Council in June 2019.

 4. CS66 Leisure Facilities Master Plan

Description: Complete the Leisure Facilities Master Plan (LFMP) to provide the foundation for investment in existing leisure and recreation facilities and services and determine future facilities and services within the City of Kitchener. The plan will provide recommendations on new facilities to be incorporated into the development charges by-law.

Recent Progress: The Leisure Facilities Master Plan, along with the list of indoor and outdoor recreation facilities eligible for development charge funding, was approved by Council on April 1, 2019. Recommendations from the 2019 Leisure Facilities Master Plan will be prioritized and captured through the business planning process. Funding for the prioritized list of indoor and outdoor recreation facilities eligible for development charge funding will allocated through the development charge process, which is expected to be complete in June 2019. The next Leisure Facilities Master Plan will be complete in 2023.

 5. CS41 Development Charges Background Study (2019), end date August 2019

Description: 5-year update to the City’s Development Charges Background Study and By-law as required by legislation.

Recent Progress: Final Council approval of DC Study and Bylaw occurred in June.

 6. CS56 Administrative Monetary Penalties System (AMPS), end date August 2019
Description: Research and develop removal of the parking ticket process from the Regional Court House and implement an internal process that could be shared with Waterloo, resulting in a more efficient and customer-focused process.

Recent Progress: The AMPS program was approved by Council in April 2019 and implemented in June 2019. All supporting software and standard operating procedures (SOPs) have been created and implemented. Hearing Officers have been hired and approved by Council. 


Projects on track

10 projects are on track to be completed as planned:

 1. CS09 Long Term Financial Plan (Strategic Item), end date December 2019

Description: 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.

Recent Progress: Two council strategic sessions were held to consider three specific issues being looked as part of the long term financial plan. Draft policies were also provided for feedback and comment.

Next Steps: The long term financial plan will be provided to council on September 30th.

 2. CS74 Development Services Review (Strategic Item), end date August 2020

Description: Kitchener is going through an extraordinary transformation that can be seen happening all around us. To ensure we are in the best position possible to respond to exciting changes to the community we serve, the City is undergoing a review of our development services to bring greater focus, coordination and accountability to our development functions.

Recent Progress: In May, Committee / Council confirmed the two priority areas for the development services review: (i) the full site plan process, and (ii) public engagement processes. 30 staff were subsequently identified as project team members. A team kick-off event was held in June. In June / July, teams began to utilize a variety of methodologies to better understand the current process, including where value is added from our customer's perspective. The project teams also completed a data collection plan and are currently gather process data to establish a baseline prior to implementing improvements.

Next Steps: Project teams will continue to use a variety of tools to identify opportunities for improvement, undertake root-cause analysis, generate solutions, create an implementation plan, and begin piloting improvements that represent "quick wins". Longer term improvements will be identified and a strategy developed for implementation.  

3. CS67 Direct Detect Business Case Analysis, end date December 2019

Description: Conduct a business analysis to reassess current business practices, analyze technology systems, determine future needs and implement the necessary steps to improve the direct detect program.

Recent Progress: Internal and external stakeholders met to discuss strategies in 12 categories to advance this project.

Next Steps: Over the next quarter, the report will be finalized and internal recommendations will be made.

4. CS68 Electronic Records Management Strategy, end date December 2019

Description: 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.

Recent Progress: Conducted survey of other municipalities to benchmark efforts. Internal stakeholders engaged to better understand electronic records environment. Gathered information from content experts to inform our strategy approach and conducted additional research on social media, web-based and database records.

Next Steps: Analyze survey results from other municipalities and apply them to our strategy. Research databases’ records and information management capabilities. Identify approach to applying records and information practices to electronic records (social media, web-based, database records). Work in collaboration with internal stakeholders to get buy-in to develop processes/documentation in managing electronic records (social media, web-based, database records).

5. CS69 Automation of Payment Processing, end date December 2019 

Description: 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.

Recent Progress: Conducted demos for two potential vendors. Reached out to other municipalities via a survey on credit card automation options. Met with Legislated Services on electronic storage of documents.

Next Steps: Next steps are to make a final decision on credit card automation software and to obtain budget approval.

6. CS75 Business Plan Alignment, end date December 2019 

Description: Align the planning, priority setting and decision making of the strategic planning, budget preparation and business planning processes for the preparation of the 2020 business plan, ensuring clear connections between all three.

Recent Progress: Financial services and Strategy Corporate and Performance have incorporated guidelines into the budget process to ensure strategic and business plan projects are identified at an early stage and budget allocated accordingly.

Next Steps: Draft timelines for the development of the 2020 Business Plan for Corporate Leadership Team review and approval. Incorporate items identified through the budget process into the plan ensuring consistency and greater alignment. 

7. CS03 Research Best Practices on Cat Licensing/Microchipping, end date December 2019 

Description: Research a variety of options and best practices to better control the cat population and encourage responsible cat ownership.

Recent Progress: Staff have contacted several municipalities and received responses to a list of questions relating to licensing, microchipping and best practices.

Next Steps: Staff plan to report back to Council with information on best practices research we have done with other municipalities. Final report which will include all information compiled, is scheduled for December 2019 Community & Infrastructure Services Committee.

8. CS18 Electronic Agenda Management, end date December 2020

Description: Create, prepare, approve and publish meeting agendas in a more efficient, collaborative, streamlined manner.

Recent Progress: Conducted a comprehensive review of the agenda preparation process for standing committees and Council meetings through a LEAN perspective to identify and implement efficiencies. Investigated potential implementation of a third-party application that leverages existing technology owned by the City. Reported back to Corporate Leadership Team on findings and recommendations and prepared Issue Paper for 2020 budget deliberations.

Next Steps: Issue Paper to move forward with implementing third-party agenda/meeting management software to be considered at 2020 Budget Administrative Review Committee.

9. CS64 Civic Innovation Lab at Communitech, end date December 2020

Description: The establishment of a Civic Innovation Lab is a significant initiative in support of the Digital Kitchener strategy. The lab is fully operational and is half way through a pilot project which concludes after 3 years. The focus is on developing innovative solutions where Internet of Things (IoT) can help solve municipal challenges, work continues on IoT projects in 2019.

Recent Progress: Over the past four months the lab has developed a number of sensor solutions that can feed data into the CLARA platform. Environmental sensors such as pH, CO2, salinity, moisture and temperature can be easily deployed for numerous purposes. Alexa skills have been built and integrated into the City's processes and will be deployed in the coming months. Work on simple ways to share the 3D modelling with large audiences is also underway.

Next Steps: As we enter the final year for the lab pilot, the focus will be on moving the products of the lab into production within the City. With the new lab director on board and the ability to leverage existing relationships, we are excited to move into the final year.

10. CS65 Implementation of the Digital Kitchener Strategy, end date December 2021

Description: 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. An annual work plan will be developed which includes a number of initiatives 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.

Recent Progress: Work continues on the items identified in the 2019 work plan for Digital Kitchener.

Next Steps: An update will be provided to Council this fall on the 5G and broadband work. As in previous years we will provide a summary of the work in early 2020 and outline our work plan for that year.


Projects delayed

The end dates of two projects are delayed:

1. CS55 AMANDA 7 and Public Portal Review

New end date December 2019

Description: 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 and other software options.

Recent Progress: Staff have worked with the vendor to identify required amendments to the software in advance of testing, which has resulted in a delay in completing the project. The final product will be available for full testing at the end of May.

Next Steps: Staff will test and approve the public portal recently delivered by the vendor. Once tested and approved, Technology, Innovation & Services (TIS) will complete a security scan prior to full implementation. The anticipated completion of the project has moved from August to December 2019.

2. CS71 Purchasing Procedures to Support New By-law

New end date December 2020

Description: Develop purchasing procedures that support by-law and complete an analysis of current Procurement templates.

Recent Progress: Working with the consultant and internal legal representative on policies, procedures, protocols and updated solicitation document templates as well as by-law. Staff have completed a first draft of all documents with consultant and will be moving to second draft in fall 2019.

Next Steps: Summary of consultant's findings, recommendations, procedures/protocols and by-law review to be presented to CLT in October. Due to resource constraints, a plan will be presented to complete as much as possible in 2019 with consultant with a roll-out implementation plan for 2020 when Procurement Team is fully staffed and can be trained as well as training rest of organization. End date moved from December 2019 to December 2020.


Projects on hold

Two projects are on hold with end dates to be determined:

 1. CS37 Online Business Licensing

Description: Implement the first phase of online business licensing (e.g. pilot with business license renewals).

Recent Progress: Staff have completed the folders required for implementation and taken this project as far as possible within its control; further progress requires the AMANDA 7 upgrade to be completed as well as the implementation of an online payment system.

Next Steps: On hold.

2. CS59 Parkland Dedication Policy Update

Description: Comprehensive review and update of the current Parkland Dedication Policy related to acquiring parkland (or cash- in-lieu payment) through development applications.

Recent Progress: Bill 108 was announced in early summer 2019 and within appears to be significant changes to both where and how, and how much, can be collected in respect to parkland dedication, up to the point that it is unclear if dedication will remain a tool for municipalities in the future. Regulations under the act are pending and it is not considered productive to invest work in this business plan project until greater clarity around Bill 108 is established. Work will then likely be delivered through subsequent discussion on Community Benefit Charges (the potential successor to Development Charges under Bill 108) and/or as part of the Parks Open Spaces Strategy in starting in 2020.

Next Steps: No activity is scheduled on this update at this time, pending clarity on Bill 108 and associated regulations. Future work will be embedded within the Community Benefits Charge discussions and Parks & Open Spaces Strategy.


Projects not started

One project is scheduled to start later in 2019:

  1. CS73 Corporate Project Management Needs Assessment

Click to view the most recent PDF version of the Business Plan Status Update

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