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 December 31, 2018

There are 11 projects and two ongoing initiatives under this strategic priority.

Completed projects

Two projects are completed:

 1. OG15 Community Engagement Policy

Description: 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.

Recent Progress: On January 29, 2018, Council approved the Community Engagement Policy (GOV-COU-2010) as presented. Staff groups are currently being notified of the new policy with additional outreach plans in place to drive awareness and support.

 2. OG16 Community Engagement Plans, Tools and Resources

Description: Development of community engagement plans, tools templates and resources to support staff in effectively informing and engaging citizens. Initial deliverables will include an intranet presence with engagement plan templates, checklists for public meetings, survey development and online engagement, and FAQs.

Recent Progress: A new online engagement platform was launched in November, which will provide new digital tools for engagement. Samples and use case scenarios are being collected to develop a reference library. A digital engagement guide is under development to support the new online platform. Staff will continue testing and refining these tools, and developing additional templates. 


Projects on track

Seven projects are on track to be completed as planned:

1. OG17 Community Engagement Training, end date December 2019

Description: 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.

Recent Progress: Introduction to engagement for project managers has been developed and tested.

Next Steps: Training is currently being deployed for the new Engage Kitchener platform. Micro training modules will be developed to support just-in-time training for survey development.

2. OG10 Participatory Budgeting, end date December 2019

Description: 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.

Recent Progress: Construction of the Elmsdale and Sandhills park projects have commenced and will be completed in 2019.  Projects include a basketball court, ping pong table and sand play area in Elmsdale Park, and a nature playground, plantings and community event space in Sandhills Park.

Next Steps: Staff are collaborating with the University of Waterloo on the preparation of a final report evaluating the participatory budgeting process.

 3. OG12 Customer Service Review, end date December 2019

Description: This action supports the Customer Service Strategy principle of efficiency and effectiveness. This work focuses on understanding the service challenges and opportunities across the organization and from the citizen’s perspective. Deliverables will include a comprehensive internal customer service review, external citizen engagement campaign, employee campaign, and development of a service brand.

Recent Progress: Staff and citizen engagement campaigns are complete. Analysis of staff and citizen engagement data is complete. Plan to engage Corporate Leadership Team in workshops to assist with development of final review recommendations is underway.

Next Steps: Complete engagement of Corporate Leadership Team in development of final review recommendations. Develop/implement secondary plan to share recommendations with impacted work areas/staff. Comprehensive report and recommendations to be developed for presentation to Council in March 2019.

 4. OG21 E-Services Strategy Engagement and Refreshed Roadmap, end date December 2019 

Description: This action supports the Customer Service Strategy principle of channel availability. Engage citizens to determine their preferences for new e-services and develop an updated, prioritized e-services roadmap and work plan.

Recent Progress: Analysis of e-services data from staff and citizens obtained through the Customer Service Review is complete.

Next Steps: Facilitated workshop planned for Corporate Leadership Team to discuss and prioritize Customer Service Review findings related to E-Services. Final recommendations related to E-Services improvements to be formulated and brought forward to Council in March 2019.

  5. OG22 Advance Customer Relationship Management (CRM) Technology, end date December 2019 

Description: This action supports the Customer Service Strategy principle of channel integration. This work focuses on developing a prioritized roadmap/work plan for all initiatives required to integrate the LAGAN/CRM software with other key corporate systems. Deliverables will include the development of a strategy to assess corporate business lines to be brought on to CRM over time. This work is critical to the development of a future online portal.

Recent Progress: Secured IT commitment to project manage the upgrade and integration projects. Work to create a production environment where the Lagan upgrade can be tested is underway. Secured upgrade requirements and materials from CRM vendor.

Next Steps: Integration between Lagan (CRM) and CityWorks platform planned for first half of 2019 U upgrade of Lagan (CRM) software to latest version planned for 2019. Budget issue paper for additional CRM components required to develop online customer service portal to be discussed with Council in January 2019.

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

Description: This action supports the Customer Service Strategy principle of customer interactions. Use the information obtained through the Corporate Customer Service Review to develop a strategy outlining how final resolution to service interactions will be communicated to citizens, when possible.

Recent Progress: Close the Loop (auto-notifications to citizens) pilot developed and launched in mid-May 2018 for long-term parking requests. 127 users to date, 74% satisfaction rating. Formal project now launched with Bylaw and IT, to initiate expansion of auto-notifications to citizens to cover more Bylaw complaints related to parking.

Next Steps: Develop timeline/ project plan for expansion of close the loop pilot to more parking requests. Additional priorities for expansion of auto-notifications to other City services to be identified as review findings, and the scope of the online portal project are known in 2019.

 7. OG24 Municipal Response to the Truth and Reconciliation Commission Calls to Action, 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: Staff are continuing outreach and coordinating with other regional municipalities. Staff are collaborating internally to share learning and resources.

Next Steps: Research into a land acknowledgement is underway with outreach planned.


Projects delayed

One project is delayed:

 1. OG20 Parks, Playgrounds and Trails Community Engagement Review

New 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:  Internal discussions have identified the scope and goals for the project, as well as staff stakeholders.

Next Steps:  Staff are currently developing a project plan.


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:  Tender portion complete. Implement electronic submissions of proposals by December 2018.

Next Steps:  Meeting planned with the eSolutionsGroup representative in December 2018 to learn more about opportunities, capabilities and cost for implementing proposals/proposal analysis using the Bids and Tenders system.  Project moved to 2019. 

Ongoing Initiatives

 1. OG19 Development of the Online Customer Service Portal

Description: Development of an online portal will be ongoing due to substantial work to bring more city services online. Initial work will focus on the work plan for building integrations between the CRM platform and key city programs (enabling more city services to come online); developing a strategy for assessing priority for lines of business to go online and assessing requirements/planning around single sign-on capability. Vision for the online customer service portal has been identified and endorsed by CLT. Required technology for the development of the portal has been scoped. 2019 budget paper has been prepared and submitted for Council consideration in January 2019. Scoping work to determine portal phases – particularly phase 1 – has begun.

Recent Progress:  Vision for the online customer service portal established and endorsed by CLT. Portal vision was shared with key business areas to create awareness and solicit feedback and ideas. Cross-functional working group of key project stakeholders has been established to carry out project. Preliminary roadmap has been developed for timing of projects and milestones that must be achieved to deliver the portal and its dashboard. Issue paper has been developed for presentation to Council in 2019.

Next Steps:  Pending budget approval, portal vendor will be selected, required technology will be acquired and implementation will begin. Further scoping will be done to narrow down Phase 1 e-services to be included on the portal. Additional public consultation will occur to assist in scoping portal phases. Existing business processes will be digitized and prepared for use within the portal.

 2. OG14 Publish Information About Council Decisions and City Processes

Description: 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. Proactively publishing documents in an accessible format to provide citizens the information they need to understand the city’s plans, priorities and the rationale for key decisions.

Recent Progress: Created an agenda repository for Advisory Committees, Board, Standing Committees, Striking Committee and Tribunals and made the repository accessible to public. Linked Council documents (agendas/minutes/reports) to increase public access to information and to connect the history of decision making.

Next Steps: This project/initiative is completed.

Strong and resilient economy

As of December 31, 2018

There are eight active projects and three ongoing initiatives under this strategic priority.

Projects on track

Six projects are on track to be completed as planned:

 1. EC04 Make it Vibrant - Special Events and Urban Vitality Strategy, end date December 2019

Description: Develop a strategy to support the delivery of both world-class and grass roots community experiences, such as festivals, events, programs and urban experiences.

Recent Progress: A project charter has been developed that includes an initial project timeline.

Next Steps: A series of questions will be developed and discussed with event organizers. Early 2019, staff will meet with a number of event organizers to gather their feedback on the event process and how the City can assist in improving the process (e.g. how the process of hosting an event can be made easier in Kitchener, how the City can assist event organizers in creating impactful moments at their events, etc.)

 2. EC23 Make It Grow - Music and Film Industry Office, end date December 2019

Description: Support the creation of a Music and Film Industry office to facilitate local music, film and digital media cluster success in Kitchener and area. Funding has been allocated in the reserve. Implementation is  dependent on the Council approval of the Business Case.

Recent Progress: Council has approved a new Music and Film Interactive Media Office. The establishment of an industry office will lead activities for 2 years. Following the pilot period, a migration to a suitable, existing regional entity would be implemented to share future resources and investments to strengthen regional sectors.

Next Steps: Staff plan to establish the Music and Film Interactive Media Office, including hiring, in 2019.

 3. EC24 Make It Start - Creative Hub at 44 Gaukel Street, end date April 2019

Description: Facilitate the development of a hub for creative industry entrepreneurs through affordable space, networking and professional development opportunities. Based on the results of the 2017 RFP process, develop revised implementation options and a re-scoped pathway forward. Funding has been allocated in the reserve. Implementation is dependent on the Council approval of the Business Case.

Recent Progress: City Council approved the establishment of the Creative Hub.

Next Steps: Implementation is underway with the goal of opening the Hub in Q1 of 2019. The Hub is currently being utilized with interim programming while full build-out of the space is developed/implemented.

 4. EC25 Make It Start - Digital Training for Entrepreneurs, end date April 2019

Description: Develop and launch a series of digital training opportunities to enable entrepreneurs and small businesses to become more competitive locally, regionally and globally. This would include the development of partnerships, such as with the City of Toronto’s Digital Main Street Program, while assessing the feasibility and funding opportunities to support such programming.

Recent Progress: The Waterloo Region Small Business Centre (SBC) launched Digital Main Street programming, having now worked with 60 businesses to-date. Through recent funding announcements, the SBC will be integrating their programming with the province-wide Digital Main Street Initiative. The SBC now offers an extensive set of seminars and training options on supporting businesses with their digital competencies.

Next Steps: Full integration of current programming into the province-wide Digital Main Street Initiative M monthly workshops will assist businesses with digital marketing, social media, videos & photography, blogs, Search Engine Optimization (SEO), and e-commerce.

 5. EC26 Make It Urban - Upper Level Market Transformation, end date December 2019

Description: As part of the Kitchener Market Strategy implementation, develop and begin implementing a plan for refreshing the Market’s upper level and piazza, with the goal of creating a more vibrant, programmable, entrepreneurial and identifiable experience while generating additional revenue. This could include a refreshed look, improved functionality and the introduction of a Food Incubator to support new food startups.

Recent Progress: A plan was implemented to showcase the work of one of the four different local artists in the Market's upper level, which began in September and will run until December 2018. Quotes for the new Market signage improvements for the King Street entrance will be received shortly. Quotes have been obtained to add more substantial shaded structures to improve the front patio area. Large planters at the front entrance have been changed for the Christmas season. The food incubator team will continue to conduct ongoing interviews with food industry experts.

Next Steps: Ongoing consultations continue with successful and unsuccessful food businesses in an effort to determine the issues, challenges and supports needed. Capital improvements will continue to be investigated for the upper level Market refresh in the marketplace kitchen and the outdoor piazza space.

 6. EC28 City Hall Outdoor Spaces Detailed Design, end date December 2019

Description: Develop a detailed design to address critical infrastructure repairs for City Hall outdoor spaces and concurrent work to improve the functionality of Carl Zehr Square for public events programming.

Recent Progress: The consulting team has prepared detailed design drawings to address critical infrastructure repairs on all elevations and the redevelopment of Carl Zehr Square. Cost estimates for this work were  prepared to support the budget process.

Next Steps: A capital request to fund the scope of work outlined in the detailed design will be considered through the 2019 capital budget process. Following approval, a consultant will be selected for the construction phase.


Projects delayed

One project is delayed:

 1. EC07 Broadband & Fibre Optic Infrastructure

New 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: Research taken place throughout 2018 is complete. This research has included discussions with major telecommunications companies, and their strategies around 5G cellular deployment, small cell installations and fibre based broadband development. It is possible that more opportunities will present themselves through the Smart Waterloo Region initiative for the national Smart Cities Challenge.

Next Steps: Further consultation with stakeholders both within the City and externally is required to validate suggestions before reporting back to Council. A report outlining suggestions to prepare the City for SWIFT, 5G implementations and increased fibre will then be tabled for Council.


Projects on hold

One project has been put on hold with an end date to be determined:

 1. EC08 Make It Start - Advanced Manufacturing Incubator

Description: Support the development of an advanced manufacturing incubator in Kitchener, offering specialized accelerator programming for startup manufacturers. Funding has been allocated in the reserve.  Implementation is dependant on the Council approval of the Business Case.

Recent Progress: Waterloo Region, Toronto and Hamilton were awarded $230 Million from the Federal Government's Innovation Supercluster Fund to support advanced manufacturing. Funding Agreements are currently being drafted for execution by Next Generation Manufacturing, however the City has been advised that the Supercluster Fund cannot be used for this initiative.

Next Steps: Implementation will be highly dependent on involvement from external partners. Staff continue to work with all partners involved to determine options for advancing the incubator and identifying funding sources from senior levels of Government. Staff anticipate identifying options to consider by Q1 2019.

Ongoing Initiatives

 1. EC11 Intergovernmental Relations - Passenger Rail
Description: 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. Two-Way All-Day GO (2WADGO) on the Kitchener Line: Since the June 2018 provincial election, strong support for 2WADGO has been signalled by the new provincial government. A "Connect the Corridor" stakeholder group has also been established, which will advocate for 2WADGO with the provincial government on behalf of various stakeholders in Waterloo Region and along the Kitchener Line, in order to keep pressure on moving this initiative forward.

High Speed Rail (HSR): The Collenette Report was released and approved by the previous provincial government. The new provincial government supports completing the Environmental Assessment (EA) for this initiative, but has publicly signalled other options they would like to pursue.

Recent Progress: 2WADGO: Since the June 2018 provincial election, strong support for 2WADGO has been signalled by the new provincial government. A "Connect the Corridor" stakeholder group has also been established, which will advocate for 2WADGO with the provincial government on behalf of various stakeholders in Waterloo Region and along the Kitchener Line, in order to keep pressure on moving this initiative forward.
HSR: The Collenette Report was released and approved by the previous provincial government. The new provincial government supports completing the Environmental Assessment (EA) for this initiative, but has publicly signalled other options they would like to pursue.

Next Steps: 2WADGO: The City will continue advocacy with the provincial government to move forward with 2WADGO. This will be done by way of a Waterloo Region Day at Queen’s Park, attending the provincial budget consultation held locally, ministerial delegations at the AMO conference, and meeting with local MPPs. The City will also work with the Connect the Corridor coalition to advocate for 2WADGO service to Kitchener, and the local municipal stakeholders will work on an updated business case for 2WADGO.
HSR: While the City remains hopeful for HSR in general, signals thus far from the provincial government have been that the Province is reviewing other options. With that in mind, advocacy efforts for HSR will be expanded to include the federal government. This may be done through the Connect the Corridor stakeholder group, an advocacy day on Parliament Hill, and meeting with local MPs.

 2. EC12 Make it Spark - Federal and Provincial Funding for the Arts

Description: Advocate and coordinate funding for the arts from federal and provincial government programs. Staff continually seek out funding/grant opportunities that could support the Arts Community and arts initiatives.

Recent Progress: In 2018, staff began assessing the Federal Government's Cultural Spaces Fund as a potential funding source for the Creative Hub. Staff have met with the funding officer from the Cultural Spaces Fund to discuss the development of a grant application related to 44 Gaukel. Staff plan to submit the application in early 2019.

Next Steps: In 2019, staff will assess funding/grant opportunities through the Ontario Media Development Corporation to support initiatives related to the new Film, Music and Interactive Media Office.

 3. EC27 Implementation of the Make It Kitchener Strategy

Description: To be a great city for people Kitchener must generate varied career opportunities. We want to be the best place for our entrepreneurs to start a business in Canada and we want to grow the industry that we have. Kitchener must also be a compelling city in which to live, anchored by a lively urban core that is balanced by bustling suburban neighbourhoods. This work can only be realized through partnerships with WREDC, Communitech, etc. The Make It Kitchener Strategy is in its third year of a four year program. Work has commenced on almost all 54 actions resulting in 102 initiatives/outcomes to-date. Key accomplishments to-date include supporting the expansion of the Communitech Hub and Velocity Incubator, development of the Underground Makerspace at THEMUSEUM, and private sector developments such as Catalyst 137 and the commencement of numerous downtown high rises.

Recent Progress: This year, the Economic Development team continued to progress key initiatives such as the redevelopment of 345 King, The Legion and City Centre, approval of funding to support the Creative Hub and a new Film, Music & Interactive Media Office, the sale of the City's final land holding in the Huron Business Park, and support for key events such as True North and Maker Expo.

Next Steps: In 2019, the Economic Development team will finalize many of the in-progress actions from the Make It Kitchener strategy; transition key initiatives into the new strategy and work with Council and the community to refresh the Make It Kitchener strategy. Examples include the development of business cases for a Food Incubator and Manufacturing Incubator, full operation of the Creative Hub, development of a Downtown Land Disposition strategy, a Downtown Retail Recruitment strategy and test piloting a 2nd Day Market at the Kitchener Market.


Safe and thriving neighbourhoods 

As of December 31, 2018

There are 31 active projects and four ongoing initiatives under this strategic priority.

Completed projects

Six projects are completed:

 1. NB10 Upper Canada District Park Master Plan - Priority 1

Description: The re-alignment, consolidation and improvement of the Southwest Optimist Sportsfield baseball diamonds including supporting infrastructure as identified in the approved Upper Canada District masterplan. Park Opening: Summer 2018. Diamond Opening: Spring 2019

Recent Progress: This project is complete from the standpoint that the infrastructure has been constructed. Baseball diamonds will be ready for use in the Spring 2019. Opening scheduled for spring/summer 2019.

 2. NB20 Community Energy Investment Strategy

Description: As a supporting partner with the Region of Waterloo, local municipalities and utility companies, explore opportunities for energy efficiency, optimization of local energy resources and reduction of environmental impact related to energy. The resulting region-wide strategy will set a path to improve how energy is generated, delivered and used throughout the community. 

 3. NB35 Community Centre Facility Needs Review

Description: A review and analysis of community centre space and program needs geographically across the city. Any recommendations for additional community centre facilities or enhancements to existing community centres will inform the next Leisure Facilities Master Plan.

Recent Progress Needs review has been completed and final copy, including recommendations forwarded to inform the Leisure Facilities Master Plan.

 4. NB48 Snow Angel Program

Description: This action is a recommendation from the city's lovemyhood strategy and supports the implementation of a program that promotes neighbourhood safety by connecting volunteers with those who need assistance clearing snow away from sidewalks and driveways.

Recent Progress: Research and engagement are complete. Guidebook content has been developed and approved. Marketing and communications plan aimed at promoting the guidebook and encouraging residents to recognize their Snow Angel has been approved and will be implemented starting in December. Guidebook for Snow Angels will be launched on

 5. NB52 More Neighbourhood Events

Description: This action is a recommendation from the city’s lovemyhood strategy and supports the implementation of creating simple steps to follow when residents are working with the City to organize an event, especially street parties.

Recent Progress Step by step street party guide, special event by-law review and street party insurance package developed and approved by Council June 2018.

 6. NB53 Boulevard Beautification Guidelines

Description: Review and develop guidelines which will allow residents flexibility in using different materials, ground cover and plantings as an alternative to sod on city boulevards. This action supports the vision for lovemyhood by creating a system where residents can take the lead in these beautification projects.

Recent Progress: Staff took a report to Council with a proposed bylaw on Boulevard Beautification and a How to Guide for residents. The bylaw was approved at Council in June 2018.


Projects on track

15 projects are on track to be completed as planned:

 1. 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.

Recent Progress: Reviewed all written and oral submissions from the Statutory Public Meetings in April/May 2018.

Next Steps: Meetings with landowners/representatives regarding Statutory Public Meeting comments and responses will be undertaken. Complete issue resolution. The final by-law for non-residential zones (based on the Statutory Public Meeting version) will be prepared. A Spring 2019 Council decision is anticipated.

 2. NB12 Make It Urban - Rockway Centre Partnership Development, end date December 2019

Description: Finalize the evaluation of potential redevelopment opportunities for the land surrounding the Rockway Centre, and provide Council with options for proceeding with a public-private partnership.

Recent Progress: Staff met with Rockway Seniors Community to provide an update. Staff continue to work with neighbouring property owners to find solutions.

Next Steps: Options for proceeding are expected to be presented to Council in Q1 or Q2 2019.

 3. NB17 Doon Pioneer Park Skate Park, end date December 2019

DESCRIPTION: 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.

Recent Progress: The project team completed public consultation workshops. The team has also reviewed the tender drawings.

Next Steps: The construction tender is scheduled to be out in January 2019 with construction beginning in the spring following the award of the tender.

 4. NB18 Complete Streets Policy, end date August 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 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.

Recent Progress: A draft set of principles have been established. Individual stakeholder meetings have been conducted. Project team meetings have been held to roll out the table of contents and principles. Work continues on the content of the guideline.

Next Steps: Guiding principles and a table of contents are being presented to the City's Corporate Leadership Team in December 2018. Council and community engagement is scheduled for early 2019. Staff have determined that a guideline rather than a policy is preferred at this time. A policy can be considered in future revisions to the guideline once established.

 5. NB19 Implement South Kitchener District Park Master Plan - phase 1, end date December 2019

Description: 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.

Recent Progress: Construction on the site continued over the fall consisting of grading as well as some initial site servicing.

Next Steps: Construction will progress through Winter 2018 and into early 2019. This construction will include continuation of rough grading and initial site servicing.

 6. NB26 Urban Design Manual, end date December 2019

Description: 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.

Recent Progress: A full draft of Part A: Urban Design Guidelines and Part B: Design Briefs has been completed. Additional engagement was completed in September and October that involved Citizen Boards and Advisory Committees.

Next Steps: Consideration of the feedback and preparation of a final draft of the manual will be undertaken over the next several months. Stakeholder consultation related to the final draft will be undertaken in Spring 2019. The Manual includes 3 parts. We are now considering the updating of Part C as a separate, internal project to occur after Parts A and B are considered by Council in Fall 2019.

 7. NB29 Business Case for Mill Courtland Community Centre Expansion, end date

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 have begun meeting to discuss project limitations.

Next Steps: Terms of reference for business case will be developed in the last quarter of 2018.

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

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 have begun meeting to discuss project limitations.

Next Steps: Terms of reference for business case will be developed.

 9. NB43 Heritage Best Practices Implementation, 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.

Recent Progress: Additional research and internal discussions.

Next Steps: Finalize an approach and prepare report(s) to Heritage Kitchener for recommendation to Council regarding the delegated approval authority by-law and 'complete' notice of intent requirements.

 10. NB44 Community Centre Audit Implementation, end date December 2019

Description: The community centre section completed a significant audit with immediate, short-term, mid-term and longterm recommendations. Review and implementation of these recommendations will consist of a substantial body of work.

Recent Progress: Sectional recognition/reward committee has been formed including part-time and full-time staff throughout the community centre section. A culture of trust and collaboration continues in the section - shown in Leadership meetings, staff initiatives (e.g., staff BBQ's) and recognition activities (e.g., Bravo Cards).

Next Steps: Project manager will be hired in January 2019 to start a review of our policy on community centre facility use, (including hours of operation/weekend use, and rentals), as well as the Neighbourhood Association Affiliation Policy.

 11. 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 to investigate the potential use of this technology to address speeding concerns in school zones.

Recent Progress: Automated speed enforcement has been assigned to a provincial Steering Committee. The Region of Waterloo is representing all municipal partners in this region on this committee. An update from the Region of Waterloo will be received in December 2018.

Next Steps:

 12. NB47 Neighbourhood Places Program - Resident Led Public Art, 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 allowing resident led public art projects in public spaces. There will be a focus on providing simple steps for residents to follow when working with city staff to make neighbourhood improvements.

Recent Progress: Community engagement completed November 2018.

Next Steps: Summarize and analyse key themes from community engagement workshop. Launch online survey in Engage Kitchener Q1 of 2019. Pull date together and analyse for the step-by-step guide.

 13. NB50 Neighbourhood Places Program - Neighbourhood Greening Program, end date April 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 (specifically neighbourhood greening efforts such as adopt a park, trail, garbage can, clean-up days, etc), with a focus on providing simple steps for residents to follow when working with city staff to make neighbourhood improvements.

Recent Progress: First community engagement completed (November 2018).

Next Steps: Summarize and analyse key themes from community engagement workshop. Launch online survey in Engage Kitchener Q1 of 2019. Pull date together and analyse for the step-by-step guide.

 14. NB54 Event-in-a-Trailer, end date December 2019

Description: This action is a recommendation from the city's lovemyhood strategy and supports the implementation of a bookable event-in-a-trailer that will deliver equipment to neighbourhoods running their own events – which is affordable.

Recent Progress: Initial partner meetings to develop working relationship and understanding have been completed.

Next Steps: Development of project team, charter, scope and timelines is in progress. Working with key partner to determine if there is a willingness and capacity for the key partner to accomplish this project.

 15. 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: A survey was developed and circulated to faith based facilities November 26.

Next Steps: Develop inventory list and contacts for schools and faith based facilities with rental space availability for the community.


Projects delayed

The end date on six projects have been delayed:

 1. NB04 Grand River Park - Phase 1

New end date April 2019

Description: 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.

Recent Progress: The project team have begun preparing a high level park vision and met with a broader internal stakeholder group to determine what might be possible. Input was also received from the Corporate Leadership Team. Initial discussion with external stakeholders such as the Grand River Conservation Authority and the Region of Waterloo regarding the vision and opportunities to collaborate.

Next Steps: The project team plans on continuing discussions with the Grand River Conservation Authority to determine a land acquisition and ownership strategy. Phase 1, with the exception of land acquisition, is completed. A broader scope is proposed for the park and land acquisition. This will be outlined in the 2019 Business Plan.

 2. NB13 Sustainable Development Feasibility Study

New end date April 2019

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: The consultant has prepared a draft of the final study for review by the four municipalities involved (London, Kingston, Waterloo, Kitchener).

Next Steps: The draft study is being reviewed and is to be finalized within the next few months. The consultant that is conducting this study has pushed the final completion to February 2019, end has been updated to reflect this.

 3. NB21 Hidden Valley Land Use Study 

New end date August 2019

Description: To develop a Master/Community Plan for the Hidden Valley area that would be implemented by way of amendments to the Official Plan and Zoning By-law. This project would be integrated with a servicing study for the area that will be led by Engineering. The study will also identify any public interest in the Hidden Valley lands including opportunities to protect and/or acquire natural features and sensitive lands.

Recent Progress: A draft 'land use' plan was prepared and preliminary technical review conducted. A second public information session was held on November 14, 2018.

Next Steps: Additional technical review will be undertaken over the next several months. Landowner and stakeholder feedback will be received and incorporated to create a 'master plan' document.This project has been delayed due to resourcing constraints .

 4. NB30 Lower Doon Land Use Review

New end date April 2020

Description: 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.

Recent Progress: Conducting background study.

Next Steps: Complete background work. Undertake internal 'scope' meetings to define Terms of Reference.

 5. NB42 Doon Pioneer Park Community Centre Expansion - Design & Construction

New end date December 2019

Description: Commencement of the design and construction of expanded space at the Doon Pioneer Park Community Centre, including a gymnasium and other program and partner spaces, to meet the needs of the growing community.

Recent Progress: Boarding is up. Library entrance has been moved to accommodate construction and keep the library open. End date has been changed to December 2019.

Next Steps: Construction will continue through to fall 2019.

 6. NB51 Neighbourhood Places Program - Public Seating Program

New end date April 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 (such as more benches or rest stops, improvements at bus stops, better shading or lighting), with a focus on providing simple steps for residents to follow when working with city staff to make neighbourhood improvements.

Recent Progress: Community engagement completed November 2018.

Next Steps: Summarize and analyse key themes from community engagement workshop. Launch online survey in Engage Kitchener Q1 of 2019. Pull data together and analyse for the step-by-step guide.


Projects on hold

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

 1. NB27 Growth Management Strategy Review

Description: Review and update the Growth Management Strategy that was approved in 2009.

Recent Progress: Planning staff met with the Region of Waterloo. The Region has provided a Terms of Reference for the scope of work that will influence/dictate future City growth management efforts.

Next Steps: Attendance at Province-led workshops to implement the new Growth Plan policies and guidelines. The Region will now be undertaking comprehensive planning/growth management related studies as part of an updated Regional Official Plan Review which changes the nature of the expected City of Kitchener work for this project. The Terms of Reference for the Regional work is anticipated in 2019-2020; however, the specific end date has not been confirmed.

Projects not started
  1. NB31 Homer Watson/Conestoga College City Node Master Plan
  2. NB49 South-West End Community Centre Business Case
  3. NB56 Reduce Municipal Barriers - Review Permitted Uses in Parks
Ongoing Initiatives
 1. NB37 Implementation of the Community Grants Program

Description: Oversee and administer the program including tier 1, tier 2, travel assistance and in-kind facility. Support community groups in providing opportunities for citizen participation and engagement in local community activities, events and projects in arts and culture, leisure and recreation, and community development and support. The City of Kitchener provides a variety of grants to organizations providing municipal services in the areas of arts and culture, special events, sports and recreation, and community support and development. These grants provide opportunities and support for citizens to lead the way in creating active and vibrant public places and activities that promote people’s health, happiness and wellbeing. The City of Kitchener has a long history of supporting the community through grants programs.

Recent Progress: The 2018 budget for Tier 1 and 2 community grants, in kind facility grants and travel assistance grants was set at $1,583,335. The Tier 2 application form was updated to provide greater alignment with the grant criteria and optimize the assessment process. The appeal process for both Tier 1 and Tier2 was put online. The information shared at the Tier 2 public information session was enhanced with an instructional video and presentation from one of the community members of the Peer and Staff Review Committee. In kind facility and travel assistance grants are processed upon receipt. All grants are assessed using criteria established by Council.

Next Steps: There will be continued enhancements to the online platform and process for both Tier 1 and Tier 2 grants. Results from a preliminary review of Tier 1 and Tier 2 will inform future activities for the community grants program.

2. NB38 Implementation of the Growth Management Strategy

Description: 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. All implementation actions recommended in the approved Kitchener Growth Management Strategy are complete except for one action that is underway as part of another Corporate Business Plan project. Every two years a Growth Management Plan is created and approved by Council and each year a Monitoring Report is prepared and submitted to Council. 

Recent Progress: The 2018 Kitchener Growth Management Strategy Annual Monitoring Report was prepared and submitted to Committee of Council in September, for information.

Next Steps: In 2019, the Annual Monitoring Report will be prepared and the bi-annual Growth Management Plan 2019-2021 will be prepared for Council consideration. Staff will be participating in the Region's Official Plan/Municipal Comprehensive Review which will encompass many key growth management issues for the next planning horizon (i.e. 2021-2041).

3. NB39 Implementation of the Traffic Calming Program

Description: 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. A total of 46 formal traffic calming reviews have been initiated since the 2005 inception of the Traffic Calming program. Budget support is provided to initiate three (3) traffic calming reviews each year. Traffic calming reviews typically take a minimum of three years to complete. The first year involves public outreach and approvals. The second year involves implementing the approved measures. The third year involves a follow up review of the measures, including confirming continued resident support. This program helps to achieve the Strategic Priority of Safe and Thriving Neighbourhoods by creating safer streets in our neighbourhoods. A total of 46 formal traffic calming reviews have been initiated since the 2005 inception of the Traffic Calming program.

Budget support is provided to initiate three (3) traffic calming reviews each year. Traffic calming reviews typically take a minimum of three years to complete. The first year involves public outreach and approvals. The second year involves implementing the approved measures. The third year involves a follow up review of the measures, including confirming continued resident support. This program helps to achieve the Strategic Priority of Safe and Thriving Neighbourhoods by creating safer streets in our neighbourhoods.

Recent Progress: Council approved initiating reviews in 2018 for three locations: Patricia Avenue, Old Chicopee Drive and Caryndale Drive. Also in 2018, traffic calming plans were approved and implemented along five roadways: Max Becker Drive, Fallowfield Drive, Parkvale Drive, Daimler Drive and Sims Estate Drive. Additionally, formal traffic calming plans were also implemented along Doon Mills Drive and Rittenhouse Road. Seasonal traffic calming was implemented on app. 40 roadways throughout the City. A rainbow crosswalk was also installed as part of the resident led traffic calming program.

Next Steps: New proposed locations for traffic calming will be presented to Council early in 2019. Ongoing reviews will continue. Seasonal traffic calming will continue to be installed. Additionally, Transportation Services will continue to support resident led traffic calming measures.

 4. NB57 Age Friendly Kitchener Implementation

Description: Achievement of recommendations in the action plan priority areas of accessible and affordable neighbourhoods, access to information, belonging and connectedness and well-being, with the vision of a community in which we can live well and age well. Under the Age-Friendly Kitchener Action Plan (approved by Council in 2017), staff, community partners and funders have continued to make strategic advancements in our goal to become an age friendly community. The Age Friendly Kitchener Action Plan is governed by a corporate wide staff champion committee with oversight from the Mayor’s Advisory Council for Kitchener Seniors (MACKS).

Recent Progress: Development of the Age Friendly Decision Making Lens; Development of two diverse, inclusive programs to meet the unique abilities and interests of our aging community (Golf4Life & Sharing Dance – supportive programs for residents with dementia). Recipient of the provincial “Age Friendly Community Award”. Annual progress report presented to Council. Neighbourhood action plans (CMCC) developed and organization and implementation of the Living Well Expo and Senior of the Year event

Next Steps: Develop internal capacity and awareness in applying the lens as it relates to program/service delivery, training, customer service; Development of a “one door” concept to allow for improved customer service as it relates to how staff work with organizations/partners/service providers; Improvements to the availability and access of information on

• Provision of community education workshops/programs as were identified as a gap during the engagement
process (LRT, roundabouts, digital literacy)
• Continue in the development of neighbourhood action plans in demographically relevant neighbourhoods
• Continue with and expand the development and implementation of inclusive, neighbourhood based
• Neighbourhood links/block connectors – begin the first stage of research
• Participation in and support to the Special Outreach Strategy

Sustainable environment and infrastructure  

As of December 31, 2018

There are 13 active projects and nine ongoing initiatives under this strategic priority.

Projects completed

One project has been completed:

 1. SE26 Asset Management Plans for Parking Enterprise

Description: Develop the first phase of a detailed asset management plan outlining the current state of assets within the scope of the plan as well as the data requirements necessary to create a long-range lifecycle management plan. These plans will support data-driven decisions and balance maintenance activities to the expected levels of service within the asset category.

Recent Progress: Field inspections were performed to capture site assets and all requested information has been received by the City's asset management team. The project has been completed.


Projects on track

Seven projects are on track to be completed as planned:

 1. SE04 Corporate Climate Action Plan, end date April 2019

Description: 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.

Recent Progress: The corporate climate action plan (CorCAP) engagement workshops with staff have taken place, including a mini-workshop with the City's Corporate Management Team. From these sessions, key information was gathered to influence the plan as well as the content of subsequent one-on-one meetings with each key stakeholder action 'owners' to identify actions and attach data, where available. Where data is not available, staff have been working with existing contractors to gather key information, where possible. A communications plan has been drafted to provide information on planning to-date and plans for the next few months.

Next Steps: The corporate climate plan steering committee is meeting to discuss the structure, communications, and final engagement steps of the corporate climate action plan (CorCAP). Staff will be presenting the CorCAP framework to the City's Corporate Leadership Team in December. Next steps include final engagement with the action plan 'owners' before taking the first draft to the senior leadership team and then the Environmental Committee. Staff will also work with the City's Communications team on the graphics for the plan.

 2. SE06 Sustainable Urban Forest Management Program, end date April 2019

Description: 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.

Recent Progress: Work continues on developing and finalizing the implementation plan along with minor revisions to the draft strategy. Quick wins have been identified for consideration through the 2019 budget process.

Next Steps: Staff are preparing to bring the final urban forest strategy and implementation plan for Council's consideration in the spring of 2019.

 3. SE08 Year-round Maintenance of Trails and Pathways Around Schools - Pilot, new end date August 2019

Description: 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.

Recent Progress: The project team installed eco-counters in September 2018 at two locations along the trail where it leads into the school. A questionnaire was developed and submitted to the school board's communications and ethics department for approval.

Next Steps: The project team will collect data from eco-counters during the winter months (January and February) in the same locations as was done in the Fall of 2018. A questionnaire is proposed to be sent home with students in the Winter 2019, subject to approval by the school board. The project will be reported on with the winter sidewalk maintenance pilot project which will be added to the 2019 Business Plan.

 4. SE10 Community-Wide Tree Planting & Donation Program, end date April 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 creating a citywide public-private program with a goal, to plant a large number of new trees in the city over the next decade. Through this program the City can increase its urban forest—which is made up of street trees, park trees, and trees on public, private and commercial land, while achieving the many quality-of-life benefits that come with planting trees.

Recent Progress: Staff continue to work with a non profit group to develop and launch the pilot which will subsidize tree planting and educational program in 2019. Other tree planting opportunities are also being explored through the LoveMyHood program and upcoming Neighbourhood Greening workshop in the Fall of 2018.

Next Steps: This work will be brought forward as part of the urban forest strategy and implementation plan in the spring of 2019. A public launch of the pilot subsidized tree planting program for residential properties is also being planned for the spring.

 5. SE12 Update the Cycling Master Plan, end date December 2019

Description: This project will entail updating the 2010 Cycling Master Plan which previously had only looked at on-road cycling facilities. The proposed update will update the on-road network as well as incorporate off-road trails cycling infrastructure. This will also include proposing cycling related education and programming.

Recent Progress: The contract has been awarded.

Next Steps: A kick off meeting has been scheduled in January 2019. A public working group will be selected in Q1 2019. A Steering Committee meeting is expected in January 2019.

 6. SE23 Iron Horse Trail Improvement Strategy - North and South Section, end date December 2019

Description: Improvements to the North (Union to Victoria) and South section (Queen to Ottawa) of the Iron Horse Trail will include items such as trail paving and widening, improved trail-road crossings and wayfinding signs, additional seating and garbage bins, as well as, enhanced naturalization and landscaping. Subject to grant funding additional trail lighting will be included.

Recent Progress: The consultant team (Stantec) has reviewed and gathered all background information, survey information and studies. Stantec continues to work with the City of Kitchener's active transportation group and the Region of Waterloo to develop road crossings alternatives along the Iron Horse Trail.

Next Steps: The project team will be working on the conceptual design and public consultation to be completed for winter 2018/19. Detailed design and tendering is planned for early 2019.

 7. SE25 Asset Management Plans for Golf, end date August 2019

Description: Develop the first phase of a detailed asset management plan outlining the current state of assets within the scope of the plan as well as the data requirements necessary to create a long-range lifecycle management plan. These plans will support data-driven decisions and balance maintenance activities to the expected levels of service within the asset category.

Recent Progress: The following attributes: installation date, value, lifecycle are being defined for the golf assets.

Next Steps: From there Section 4 State of the Local Infrastructure of the AMPs for Golf will be completed.


Projects delayed

The end date on two project has been delayed:

 1. SE05 Low Impact Development Design Guidelines - Stormwater Utility

New 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: There have now been 5 full road reconstruction projects tendered and being constructed with LID incorporated into the design (permeable concrete parking laybys, exfiltration systems in the storm sewer, bioretention and oil and grit separation units). These projects are currently nearing the completion of construction. Additionally, even though LID design standards have not been formalized in the Development Manual Update, they are already being applied in the design of new site plans and subdivisions as well as other City-led projects.

Next Steps: An update to the Development Manual will incorporate the administrative changes to corporate policy MUNUTI-2003 (Stormwater Management Policy) as well as the design guidelines and resources developed by the Toronto Region Conservation Authority and Credit Valley Conservation Authority for LID implementation. Internal engineering standards will be refined as experience is gained in design and construction projects being led by the Engineering Division and Stormwater Utility.The expected completion date has been changed from Aug 2019 to Dec 2019 to accommodate the large number of revisions to the Development Manual being requested from other areas of the corporation.

 2. SE07 Iron Horse Trail Improvement Strategy - Central Section

New end date August 2019

Description: Improvements to the central section (Victoria Street to Queen Street) of the Iron Horse Trail will include railroad crossings, signage, seating and rest areas, trail width and surfacing, connectivity, amenities and landscaping.

Recent Progress: Paving and lighting along the central section of the Iron Horse Trail has been completed. Planting and sodding has also been completed.

Next Steps: Construction will resume next spring for top coat paving for the Victoria Park parking lot and connecting trails, landscaping and installation of site furnishings. The project is estimated to be completed in the spring of 2019. Due to a number of unanticipated delays including a very wet fall season, the project completion has been delayed till spring 2019.


 Projects not started

Three projects were not started in 2018 as originally scheduled:

  1. SE11 Trail Maintenance Service Level Review
  2. SE24 Asset Management Plans for Cemeteries
  3. SE27 Asset Management Plans for Storm Water
Ongoing Initiatives
1. SE13 Implementation of the Cycling Master Plan

Description: Installing/implementing the recommended infrastructure/programming as outlined in the Cycling Master Plan. Recognizing the social, health, environmental and economic benefits of cycling, the City of Kitchener Cycling Master Plan enhances the choice to cycle as a viable means of transportation and recreation through the provision of a safe, comfortable, and connected bikeway network on City streets and quality multi-use trails. Approximately 40% of the priority bikeway network outlined in the 2012 cycling master plan has been implemented. Bikecheck service at special events continues to expand to new events while still maintaining a presence at larger events in Kitchener. These accomplishments are contributing to progress on the development of the Strategic Priority of Sustainable Environment and Infrastructure by working towards the development of a network of safe, comfortable and linked cycling facilities.

Recent Progress: In 2018, the Cycling and Trails Master Plan review was launched and awarded to a consultant. Work also continued on Complete Streets Guidelines. A second Active Transportation Planning Project Manager was also hired to expand the City's focus on cycling. A 40km/h speed limit was also established along roadways where sharrows exist (signs have yet to be installed). In terms of infrastructure, approx. 3.5 kms of new multi-use trail was implemented along Strasburg Road and Doon Valley Drive. A bike ramp was also installed along the pedestrian bridge between River Road and Riverbend Drive.  Eight events, totalling 138 event hours of service, were provided by Kitchener Bikecheck in 2018. A total of 1015 bikes were parked at these events, which was a decrease when compared to 2017, however weather played a significant factor in that decrease.

Next Steps: It is anticipated that both the cycling and trails master plan and complete streets guidelines will be completed. A functional analysis will also be completed to determine the feasibility and implementation of a bikeshare system. Approx. 3 km of bike lanes will be installed along Stirling Avenue, Krug Street and Vanier Drive.

2. SE14 Implementation of the Sidewalk Infill Program

Description: 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. On June 1, 2015 Council approved the Sidewalk Infill Policy. The policy defines the framework around the installation of new sidewalk in locations where sidewalks currently do not exist. Generally speaking, the policy confirms the City’s continued commitment to an improved sidewalk network on existing roadways to support a more pedestrian friendly environment and helps to achieve the Strategic Priority of Sustainable Environment and Infrastructure by developing a network of safe, comfortable and linked facilities. The policy also defines priority levels for sidewalk infill locations and provides a framework for community and Council input on any proposed installations.

Recent Progress: In 2018, approximately 2 km of new sidewalk was installed along Shantz Ln, Woolner Tr, Hill St, St. Vincent St, Patricia Ave, Bond St and Mausser St through the City’s infrastructure program.

Next Steps: In 2019, sidewalks are planned to be installed along Lancaster Street East and roadways within the Lower Doon Community through the sidewalk infill program and Earl St, Rock ave, Vanier Dr, Connaught Ave and within the Centreville Neighbourhood through the City's reconstruction program.

 3. SE15 Intergovernmental Relations - Municipal Infrastructure Funding

Description: Advocate for greater infrastructure funding for municipalities from the federal and provincial governments. A bilateral agreement has been signed between the federal government and Province of Ontario for the 4 streams of infrastructure funding.

Recent Progress: Bilateral agreements between the federal government and Province of Ontario have been signed for the 4 streams of infrastructure funding. This agreement was signed in Spring 2018, just before the Provincial election. The new provincial government is working through a financial review before making funding commitments.

Next Steps: The City will continue advocacy with the provincial government to move forward with the funding programs as soon as possible to hopefully catch the 2019 construction season. If the 2019 construction season is missed, the City will still advocate for releasing the program ASAP in order to move forward with critical infrastructure improvements. This will be done by way of a Waterloo Region Day at Queen’s Park, attending the provincial budget consultation held locally, ministerial delegations at the AMO conference, and meeting with local MPPs.

 4. SE16 Management of the Water Infrastructure Program

Description: Champion the annual monitoring and minor rate adjustments for Stormwater, sanitary and water utilities to ensure the proactive and preventative maintenance and capital replacement aligns with Council’s direction established through the September 25, 2017 strategic session. Identify a corporate lead and timelines for the next major review set for 2022. The Water Infrastructure Program (WIP) includes preventative and emergency maintenance program optimization along with capital replacement of the City’s storm, sanitary and water infrastructure. The program is intended to replace all infrastructure within the City’s rights-of-way that is beyond its serviceable life. The use of asset management principles helps determine the appropriate timing of maintenance activities to extend the life of the assets and establishes plans for replacements to maximize the life span of each asset. A 5-year rate forecast for the water, sanitary and stormwater utilities was approved by Council to support the capital and operating programs. This program supports the city’s Strategic Priority of Sustainable Environment and Infrastructure by strengthening the capacity within the organization to manage the city’s assets.

Recent Progress: The 2018 approved WIP implementation strategy includes both capital and maintenance investment. The additional maintenance investment was in the areas of storm main repair, catch basin cleaning, watermain cleaning, valve maintenance/replacement, underground utility locates and the cross connection control program. Outcomes of this investment include:

• 6.05 km of water, sanitary and stormwater infrastructure was replaced
• 27% increase in deficient storm mains repaired
• The watermain cleaning program has resulted in a 48% decrease in discoloured water complaints.
• 20% of the water valves were maintained to increase reliability of the drinking water system.
• 2200 properties are protected against backflow and cross-connection
• Performed approximately 17,000 locates

In addition, a communication plan was created with an emphasis on sharing information on the value of water
infrastructure, the importance of water infrastructure investments, and sharing outcomes of the community’s
investment in water infrastructure.

Next Steps: Approximately, 7 km of infrastructure are planned to be replaced in 2019 and year two implementation of 5-year phase-in of addressing the maintenance gap in the stormwater and sanitary utility. The next full review of the program is planned for 2022.

 5. SE17 Development of Asset Data Systems

Description: Further develop the city’s data management systems to include all asset groups, taking into account Council priorities and legislated requirements. A key component of supporting an overall asset management program is the development and implementation of a comprehensive data management solution. Using technology to inventory, analyze and report on asset information is key to inform not only long term lifecycle management plans, but also long term financial and service level strategies. The division has implemented a number of technologies to support this data-driven approach. Specifically, the use of CityWorks and ESRI tools have enabled a wealth of data that supports implementing the overall asset management strategy.

Recent Progress: The team went through an extensive upgrade of our CityWorks environment, thus further evolving the tool to support both work management activities and asset management processes. In addition, a number of inspection programs and mobile data collection tools were also implemented. This assisted in the creation of more detailed information necessary to make proactive operational decisions based on a data-driven approach.

Next Steps: Integration between enterprise systems is becoming a priority to ensure the effective and efficient flow of information. Focus will be taken in 2019 to develop a strategy and roadmap to improve the data flow between CityWorks, SAP, PeopleSoft and FLINT. This strategy will be a combination of process reviews, integration architecture standards and the development of a plan to make more efficient use of all systems. In addition, ongoing effort to mobilize solutions to assist in getting the right information to the right staff at the right time with CityWorks and ESRI solutions will continue.

 6. SE18 Development of Detailed Asset Management Plans

Description: 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. As per Ontario’s Infrastructure for Jobs and Prosperity Act, 2015 the City has an obligation to develop and maintain detailed asset management plans for the city’s most critical infrastructure. Since the development of an asset management program in 2012, a dedicated division has been developing and updating asset management plans for over $5.8B in assets. Twelve asset categories have been defined and to date two thirds of the categories have completed asset management plans.

Recent Progress: In this past year, the team has focused on completing an updated asset management plan for our waste water asset category along with two of our enterprise categories – golf and parking. In addition, a focused effort on developing a framework for levels of service across asset categories has begun.

Next Steps: Further updates of asset management plans will continue with the development of phase 2 plans for our gas utility, stormwater utility and water utility. As well, further development of levels of service and leveraging the information to better align budgetary resources to the ability to provide services balanced with the health of the infrastructure.

7. SE19 Implementation of the Emerald Ash Borer Management Program

Description: Emerald ash borer (EAB) is an introduced tree pest from Asia that attacks and kills all species of ash trees. This pest is now found across the city, and population levels are increasing. The city's objectives in managing the EAB are: protect part of the mature tree canopy by using chemical injections; minimize the risks and financial costs by removing untreated trees systematically; and develop and implement a sustainable replanting plan. We are currently in year 8 of a 10 year EAB management plan. Through this program, proactive tree removals have been undertaken on streets and in parks to mitigate risks that could arise from tree decline caused by Emerald Ash Borer (EAB). The program also consists of injecting some mature ash trees along streets and in parks with TreeAzin to protect them from this invasive pest. Costs from removals and injections were secured for lower than anticipated and consequently stump removal and tree replacement planting has also commenced. Over 5,000 ash tree have been removed and stumped from streets and parks and about 2,200 replacement trees have been planted. This program helps achieve the Strategic Priority of Sustainable Environment and Infrastructure by managing the urban forest in a responsible way.

Recent Progress: In 2018 approximately 110 ash street and park trees were removed. Approximately 200 ash tree replacements were planted. Approximately 1,000 injected Ash Trees continued to be monitored and re-injected with TreeAzin in an effort to protect a selected amount of quality Ash trees. The initial EAB Management Plan focused on areas with the highest risk to residents, property and infrastructure (i.e. streets and parks). It was recognized in 2018 there is still a significant amount of EAB related work to complete on other city owned properties including; trail networks, natural areas, stormwater ponds, golf courses and cemeteries etc. that require further planning for 2019 and beyond.

Next Steps: During 2019, we will be embedding the delivery of our EAB Management program within our Sustainable Urban Forest Management. Staff will continue to review the effectiveness of the treatment program. This includes removing ash trees that show signs of decline despite having been treated, and re-treating trees as recommended under the treatment program. It is unlikely that any new trees will be added to the treatment program. A particular focus will be starting to identify and manage the impact of EAB in our wider forested lands, our natural areas, alongside our trails as well as on other City property such as community centres and golf courses. Through implementing the Sustainable Urban Forest Strategy, and subject to budget approval, we anticipate escalating our tree planting program in 2019 to plant between 300 and 500 trees to begin to address the tree replacement backlog created by EAB.

8. SE20 Development of Facility Asset Management Plans

Description: Develop short term major maintenance and long range capital investment plans for the City’s 70+ occupied facility assets. Facilities are complex assets, comprised of many different components, such as the envelope (i.e. roof, exterior walls, windows, doors); mechanical (plumbing, HVAC) and electrical systems; interiors (doors, finishes) and site components (sidewalks, flagpoles). Through this program staff develops the inventory of City owned facilities and components, assigns condition ratings and ultimately develops capital plans for the management of our facilities. This program supports the City’s Strategic Priority of Sustainable Environment and Infrastructure support the objective that assets are affordable, dependable and sustainable in the long term.

Recent Progress: In 2018, FM transformed work processes related to procurement, maintenance activities, invoice payments and asset inventories based on the results of business analysis. Fifteen Facilities Management field technicians began using mobile technology to collect and maintain the inventory of building components and generate work orders, related to daily activities. Standardized inventory collection framework and quality assurance programs were implemented to ensure data accuracy. Seven Building Condition Assessments were completed to support the Leisure Facilities Master Plan and staff are actively building facility asset inventories. A temporary Asset Management Technician joined the team in October 2018.

Next Steps: Early in 2019, an additional eight field staff will begin using mobile technology followed by another four later in the year. Staff plan to integrate into CityWorks inspection programs, preventative and predictive maintenance schedules, and project management activities. Reporting and analysis tools will be developed, in conjunction with Asset Management/Support Services and Technology Services colleagues, to support decision making and priority setting.

9. SE21 Implementation of the Energy Conservation Demand Management Program

Description: 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. This program is intended to support the City’s Strategic Priority of Sustainable Environment and Infrastructure by reducing greenhouse gas emissions and energy consumption in city facilities.

Recent Progress: In 2018, eleven energy initiatives were completed. These included several LED lighting upgrades; waste heat recovery units and HVAC optimization controls. A rainwater harvesting system installed at the KOF has provided 3.5 million litres for grey water use and vehicle wash bay.

Next Steps: The Corporate Climate Action Plan is expected to be presented to Council in 2019 by the Corporate Sustainability Officer. This will help set priorities for both climate adaptation and climate mitigation strategies across the corporation and will influence energy conservation activities. Projects planned for 2019 include optimizing the use of alternative energy sources where feasible; continuing lighting and mechanical retrofits and auditing the energy use in facilities. As such, it is proposed that this initiative be removed from the 2019 Business Plan as the planned work is in support of a larger initiative on corporate sustainability.

Effective and efficient city services

As of December 31, 2018

There are 28 active projects and 8 ongoing initiatives under this strategic priority.

Completed projects

Five projects are completed:

 1. CS31 Comprehensive Review of Business Licensing

Description: 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.

Recent Progress: Bylaw passed by Council in December 2017. Cross-training and education was completed. Tool-kits were created for new businesses & pop-up Farmers' Market. New Applications for each schedule created. Webpage developed ( with fees, applications and regulations.

 2. CS36 Server System Failover Capability

Description: 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.

Recent Progress: The network and server system failover capabilities were tested in March and worked successfully. Further projects will focus on specific business applications being moved into this environment and individually documented but are outside the scope of this project.

 3. CS40 2018 Election

Description: Conduct the 2018 election and report on the outcome.

Recent Progress: Election was successfully completed on October 22. Inauguration was held on December 3, and all members of Council have been sworn in. New council orientation is in progress. Report on official results in 2019. 

 4. CS54 Parking Payment Technologies

Description: 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).

Recent Progress: The final version of the Service Level Agreement has been executed. Implementation will occur in the first quarter of 2019. 

 5. CS58 Revenue Comprehensive Service Review Action Plan and Implementation

Description: Develop and implement an action plan to respond to the Revenue comprehensive review key findings and recommendations.

Recent Progress: Revenue comprehensive review was completed in the fall of 2017. Recommendations from this report have been implemented. 


Projects on track

11 projects are on track to be completed as planned:

 1. CS09 Long Term Financial Plan, end date August 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: Initial reviews of other municipalities, industry practices and government financial associations conducted.

Next Steps: Continuing work to define scope, develop framework, and deliver the long term financial plan. This will include reviews of other municipalities, industry best practices, and government financial associations. Staff to engage council on this body of work in 2019

 2. CS41 Development Charges Background Study, end date August 2019

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

Recent Progress: Project plan completed. Consultant selected and initial meetings with Steering Committee have been held. Initial information about historic service levels and growth forecast has been collected.

Next Steps: Finalize historic service level information and growth forecast information.

 3. CS59 Parkland Dedication Policy, new end date April 2019

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: A draft policy, by-law and discussion paper has been completed.

Next Steps: An internal staff review of the draft policy, by-law and discussion paper is planned. Consultation with affected user groups to be scheduled in spring of 2019.

 4. CS60 Utilities Meter Mobile Workforce Management System (MWMS), end date December 2019

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: A number of custom screens were developed and integration with SAP was completed.

Next Steps: The water meter user acceptance testing will be completed by the end of 2018. In early 2019, testing will begin for the gas meter processes which will include training of staff. 

 5. CS61 Replacement of Fire Department Dispatch System, end date August 2019

Description: Implement the Intergraph Computer Aided Dispatch (CAD) system with Waterloo Regional Police Services (WRPS) 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: Intergraph personnel will start configuration of the live environment 4th quarter of 2018. Operational processes between WRPS and Kitchener Fire Department (KFD) dispatch services have been aligned. Mapping, response rules, and deployment models for the new CAD system have been finalized. Staff have developed training resources for KFD staff. Fire staff are working with our Records Management System provider to complete the integration with the new CAD.

Next Steps: Staff training on the new CAD system will be completed by end of quarter 1 in 2019. In addition, other necessary integrations and configurations will be finalized. Go live date is anticipated for Feb 2019.

 6. 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 will operate as a pilot project for 3 years and focus on developing innovative solutions where Internet of Things (IoT) can help solve municipal challenges. Work to establish the lab will begin in 2017 pending project and budget approval by Council with the intent of having a fully operational lab by the end of the year located at Communitech.

Recent Progress: In 2018, the Lab developed an Internet of Things (IoT) data platform tool called CLARA that will collect and analyze existing data sources and collected IoT sensor data. A low cost IoT sensor device built using Arduino and Raspberry Pi units was also developed. A number of pilot projects have been worked on this year including smart garbage receptacle monitoring, smart parking, asset tracking and research into smart metering for gas and water .

Next Steps: The four pilot projects underway will continue into 2019. Engagement with staff across the organization will continue to explore other potential Internet of Things solutions.

 7. 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. A number of initiatives will be identified on an annual basis that fulfill the action steps outlined in Digital Kitchener and help realize the vision. Staff will report back to Council on the progress of the plan annually. Ongoing communications and marketing of Digital Kitchener and its supporting initiatives will need to continue.

Recent Progress: Work continues on all projects identified in the Digital Kitchener 2018 Brave Plan presented to Council in February.

Next Steps: Staff plan to return to Committee with an update on the Digital Inclusion and Public Access Standard as well as the fibre optic, cellular and 5G research underway.

 8. CS66 Leisure Facilities Master Plan, end date April 2019

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

Recent Progress: The final data report and analysis is completed for the current use of indoor facilities and outdoor fields and diamonds. Draft recommendations have been developed for indoor facilities and fields and diamonds.

Next Steps: Public consultation is ongoing until January 2019. Public survey results will be consolidated and analyzed.

 9. 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: Achieved 96% completion rate for Records Management 101 training as of November 2018. Developed Compliance Audit & Monitoring Plan to ensure sustainability of the Electronic Records Management program.

Next Steps: To follow-up with staff who have not completed the Records Management 101 training in order to achieve 100% completion rate. To implement the Compliance Audit & Monitoring Plan to ensure sustainability of the Electronic Records Management program.

 10. 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: Met with Technology Innovation & Services staff to have the development work required added to their work plan. Completed two rounds of stakeholder outreach (administrative and management).

Next Steps: Analyze results from administrative staff and management stakeholder outreach and make recommendations for automation.

 11. CS70 Streamline Procurement Processes Related to Payment Processing, end date December 2019

Description: Streamline procurement processes related to payment processing by reviewing and revising SAP functionality as well as increasing utilization of corporate credit cards.

Recent Progress: Met with various stakeholder groups to document current procurement practices across the organization.

Next Steps: Finish stakeholder outreach. Analyze findings in order to make recommendations for changes to processes in SAP, authorization limits etc. Due to staff turnover in Procurement, Accounting has taken on the lead for this project and is updating the Supervisor of Purchasing regarding events, as necessary.


Projects delayed

The end dates on seven projects are delayed:

 1. CS03 Responsible Pet Ownership Strategy

New end date April 2019

Description: Work in conjunction with City of Waterloo and KW Humane Society to development a series of actions to encourage responsible pet ownership.

Recent Progress: Staff have developed a list of questions relating to licensing, microchipping and best practices. Staff have begun contacting other municipalities who currently license cats to request information specific to the licensing, microchipping and spay/neuter clinics they may have in their municipalities.

Next Steps: Research a variety of options and best practices used by other municipalities to better control the cat population and increase the ability to return cats to their owners when they become lost (including, but not limited to: licensing, microchipping, spay and neuter clinics). Staff will be reporting back to Council with the results of the best practices research and a recommendation on which option, or combination of options the City should pursue. Report is expected to come to Council in the fall of 2019.

 2. CS18 Electronic Agenda Management

New end date December 2020

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

Recent Progress: Reviewed agenda preparation process for quasi-judicial and advisory committee meetings. Applied LEAN concepts and implemented efficiencies to streamline preparation process. Implemented electronic minute taking to streamline minute production process.

Next Steps: Conducting a comprehensive review of the agenda preparation process for standing committees and Council meetings through a LEAN perspective to identify and implement efficiencies. Continue investigating potential implementation of a third-party application that leverages existing technology owned by the  City. Report back to Corporate Leadership Team on findings and recommendations. Staff anticipate presenting to the Corporate Leadership Team in April 2019 on next steps with respect to recommendations on third-party applications for agenda management.

 3. CS37 Online Business Licensing

New end date December 2019

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

Recent Progress: New AMANDA folders have been created for each class of business in both AMANDA test and AMANDA production. Automated emails have been created that are sent to Licensing and other divisions that have inspection requirements.

Next Steps: New folders to be moved into AMANDA 7 (waiting on AMANDA support & IT to upgrade). Public Portal II & credit card payment to follow the release of AMANDA 7. Develop online renewals, develop new reports dependent on new folder creation. Project end date has changed due to unforeseen complications with the integration of AMANDA 7 and finding an online payment system.

 4. CS55 AMANDA 7 and Public Portal Review

New end date April 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 including other software options.

Recent Progress: The vendor has completed development of the Public Portal II and has handed the software over to the Building Division staff for user acceptance testing.

Next Steps: Building Division Staff will test and approve the Public Portal II recently delivered by the vendor. Once tested and approved, it will be turned over to Technology, Innovation & Services (TIS) for a security scan prior to full implementation. The new requirements for a security scan and a new licensing agreement have delayed the project.

 5. CS56 Administrative Monetary Penalties Strategy (AMPS)

New end date August 2019

Description: Research and development of removing the parking ticket process from the Regional Court House and implementing an internal process that could be shared with Waterloo, resulting in a more efficient and customer-focused process.

Recent Progress: City of Kitchener and City of Waterloo continue to work together and move forward with the development and implementation of the AMPS program. To date we have developed an AMPS Bylaw, a Screening and Hearings Bylaw, a procedural Bylaw, a fees chart and have been working with the MTO on a new contract. Staff have developed a procedural bylaw and outline of the Screening and Hearing Officer positions as well as location of hearings.

Next Steps: Report to Council in spring of 2019, with an outline of the AMPS program and an anticipated go live date of June 1, 2019. Staff continue to work on the software that supports our ticket process and are working with our software provider on the changes required to support the implementation of AMPS.

 6. CS62 Development of Public Internet Access Standard

New end date April 2019

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 draft Public Internet Access Standard has been developed using the feedback received through the consultations. The standard sets benchmarks for service and defines metrics that will be used to measure our impact and improvements over time.

Next Steps: A draft Public Internet Access Standard which now needs to be reviewed with impacted stakeholders for final comment. Once complete, staff will bring a report to Council in early 2019.

 7. CS67 Direct Detect Business Case

New end date December 2019

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

Recent Progress: The Direct Detect Project Team met with the Consultant to conduct a comprehensive financial analysis.

Next Steps: Due to unforeseen circumstances, the project is delayed because the consultant had to leave the file for personal reasons. The business plan analysis will now be developed in house by Fire staff. End date is now December 2019.


Projects on hold

Four projects are on hold with an end date to be determined:

 1. CS22 Water and Sanitary - Review of Rate Structure

Description: Champion a review of the water and sanitary utilities fixed vs. variable rate structure.

Recent Progress: Staff met to review synergies with the Water Infrastructure Program (WIP) and the associated guiding principles.

Next Steps: On hold.This project is proposed to be removed from the 2019 Business Plan. The current variable water rate is based on consumption with a minimum usage of 3cm/month, which supports conservation. This project was initiated prior to the Water Infrastructure Program (WIP), which involved extensive consultation. It is recommended to revisit the need for this project in 2022 as part of the WIP review.

 2. CS25 Implement First Phase of Corporate Talent Strategy

Description: Implement actions to ensure commitment to becoming a high-performing, credible and dynamic organization, while supporting change to move the organization and employees toward a desired corporate culture. The strategy includes initiatives in 7 strategic programs: workforce planning, recruiting and staffing, onboarding and orientation, learning and development, career management, succession management, and performance management; as well as development in leadership.

Recent Progress: Completed the inaugural Talent Management Report for the 2017 calendar year which includes updates and metrics on recruiting and staffing, onboarding and orientation, learning and development, succession management, performance management, and foundational competencies. A comprehensive review of current years of service practices and policy was completed.

Next Steps: CLT has included leadership and organizational development as part of its own work plan for 2018-2019. This item will be put on hold until new direction is determined.

 3. CS71 Purchasing Procedures to Support New By-law

Description: Development of purchasing procedures related to the new purchasing by-law including: debriefing; procurement protest; supplier performance evaluation; supplier suspension and solicitation document drafting.

Recent Progress: Project plan developed and sample documents have been gathered from other publicly funded agencies.

Next Steps: Draft procedures based on research and validate with internal stakeholders. Project will be moved into 2019. Due to staff turnover, no work is currently underway on this initiative at this time. 

 4. CS72 Sanitation Review - Phase 1

Description: Phase 1 of the review will identify scope, stakeholders, and complete a gap analysis. The review will help set the direction and priorities for meeting emerging community expectations with respect to sustainability such as recycling in parks and trails, etc.

Recent Progress: A draft project charter was developed with initial discussion regarding alignment with the Corporate Climate Action Plan (CorCAP).

Next Steps: Work related to the Sanitation Review to be incorporated into the Corporate Climate Action Plan. The Sanitation Review will be prioritized with all other CorCAP actions to ensure that resources are aligned with the highest priority actions. This project is proposed to be removed from the 2019 Business Plan.


Projects not started/cancelled

One project has not started in 2018 as originally planned:

  1. CS42 Service Review of Maintenance Standards for Public Spaces

One project is cancelled:

  1. CS24 Regional Emergency Communication Centre

Ongoing Initiatives

1. CS43 Development of Core Service Performance Measures

Description: 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; establish performance targets for each KRI; and collect performance data and publicly report on results. We have just completed the fifth year of implementation plan. Almost all of the city’s core services have identified annual performance indicators and have started collecting yearly data that will give a clear picture of the results that are achieved on a day-to-day basis and the progress made towards achieving desired outcomes and service improvements. Overall, the city will report on over 250 measures every year to Council and the public through the Corporate Business Plan, strengthening accountability to the public for the achievement of results.

Recent Progress: Core services will be expected to report on 2018 performance data using metrics that were committed to in 2017. Core services that are in their second or third year of performance reporting have established annual performance targets that will be used to evaluate service performance over time. Performance data for 2018 is published in the annual business plan.

Next Steps: By the end of 2020, all core services will have established performance measures, will have reported performance data for at least one full year, and will have established performance targets for future performance. The Director of Strategy and Corporate Performance will work with the Corporate Leadership Team to develop a framework for managing the performance of core services to ensure they provide what citizens want in the most reliable, convenient and cost-efficient way.

 2. CS44 Smart Service Delivery

Description: Participate in municipal service delivery collaboration to assess customer needs, create potential partnerships and financial efficiencies, and to share knowledge and research. Key achievement was the initial regional partnership to introduce the “Engage” community engagement platform. Successfully negotiated contracts with City of Waterloo for after-hours service by Kitchener’s Corporate Contact Centre. Ongoing work with the Region of Waterloo to reduce challenges experienced with CRM (upgrades and integrations) and to explore ways we can collaborate further. 

Recent Progress: Continued work with Region of Waterloo related to CRM. Negotiated new contract for Corporate Contact Centre after-hours service to City of Waterloo. Provided strategic advice about our Corporate Contact Centre and/or CRM technology to municipalities including City of Barrie, Halton Region and Wellington County.

Next Steps:  Continue work with Waterloo Region to assist in implementation of CRM upgrade. Increase participation in Municipal Service Delivery Officials organization to increase Kitchener’s presence on provincial scene and build key municipal contacts.

 3. CS45 Implementation of Emergency Management and Business Continuity Program

Description: Develop and implement a corporate wide resiliency plan to enhance our emergency management capabilities and continuity of operations. We have completed the second year of a five year Emergency Management/Business Continuity strategic plan (2016-2020) with the goal of making our City a more resilient and disaster ready community. The Emergency Management portion of this strategic initiative is on track with key projects being achieved. The updating of the primary Emergency Operations Centre (EOC) to the Kitchener Operations Facility (KOF) is almost complete.

Recent Progress: In May 2018, the full testing of the backup generator for the east wing of the KOF was completed; the east wing was also reconfigured to better reflect the Incident Management System (IMS) framework. Technology updates are being completed in the Incident Command room which will make it easier for EOC Management Team to respond to small to large scale emergency incidents. The purchase and initial stages of implementation of the new public notification system called Alert Waterloo Region (AWR) began. The City of Kitchener AWR Working Group was established along with identification of the AWR system administrators and super-users. The AWR will help to notify the community, Kitchener staff and Direct Detect clients of large scale emergencies.

Next Steps: In 2019, The Business Continuity worksheets (i.e. miniplans) template will be completed. The AWR will go “live” by the end of January 2019. Training for using this system will be ongoing and integration of the City’s “critical staff” employee data will also be sorted out. The IMS200 will also continue along with an implementation of the larger Regional Emergency Management Training Program which entails multiple regional municipalities. The Secondary EOC at City Hall will also begin to be updated in 2019.

 4. CS47 Internal Audit & Service Reviews

Description: 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. Internal audits and service reviews are an ongoing body of work that is carried out by internal audit and service review staff in the City’s various departments, to review both internal and customer facing services using a variety of tools. All City services have been prioritized for review using a framework that focuses on reviewing higher risk services first, while adjusting the ranking for services which had recently been reviewed or did not generate high operating expenses. In addition, traditional controls and compliance audits are conducted on a rotating basis.

Recent Progress: Senior leaders from the across the corporation and management staff in the Development Services Department received training related to Lean Management in order to champion and support Lean process improvement projects corporately and as part of the Development Services Review. Staff also completed or started 9 of 10 planned reviews. 

Next Steps: In addition to the approved Internal Audit work plan, work is underway to develop a governance structure for Lean management. The structure will define ownership and accountability frameworks, training objectives, communications and branding, and a plan for how to imbed Lean thinking into the City’s culture. Internal audit and service review staff plan to achieve their Lean Green Belts through training and project experience.

 5. CS48 Management of the Employee Culture Survey

Description: Comprehensive and organization wide survey data on employee engagement and alignment with our People Plan. Drivers of employee engagement identified. Work plans informed by the survey data to be developed and implemented to increase employee engagement. The Employee Culture Survey has grown from a special body of work to a core service of the Human Resources division. The metrics created from the survey are an important element of program design for division and corporate initiatives.

Recent Progress: A working group of City staff has been constituted to prepare the next Employee Culture Survey.

Next Steps: The next Employee Culture Survey is expected to take place in Spring 2019.

 6. CS49 Implementation of People Plan Action Items

Description: Implement Initiatives to enhance and improve the workplace culture of organization, supporting and ensuring “this is where we want to work’, and reinforcing the core values of trust and respect, collaboration, change and growth. The current 5-year People Plan was launched in 2014; in 2018 it will be refreshed and updated.

Recent Progress: CLT has included leadership and organizational development as part of its own work plan. In consideration of this, it is recommended that this item be removed until new direction is determined.

Next Steps: Work to establish a renewed People Plan will commence in 2019.

7. CS50 Implementation of the Mobile Computing Strategy

Description: 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. Support for mobile computing has been established as a Technology Innovation and Services core service and our offerings are part of our regular service catalogue offered to all divisions. The use of mobile computing across the organization both to equip field staff and to mobilize knowledge workers has steadily increased each year.

Recent Progress: In 2018, a number of upgrades and improvements were made to the Wi-Fi network in facilities such as City Hall and community centres to improve network speed and expand wireless coverage. A major focus in 2018 was the rollout of Windows 10 across the organization which improves the mobile experience for end users and provides better management of mobile features to our Technology Innovation and Services staff – over 1000 devices have been upgraded to Windows 10 this year which is a major accomplishment. Significant work has also taken place to prepare for an Office 365 pilot from both an infrastructure and privacy perspective. A number of GIS based mobile solutions have been deployed in 2018 to enable field workers to perform tree inventory, trail inspections, road closures and report water main breaks.

Next Steps: Staff will continue the Windows 10 rollout to the remaining 200+ devices left to be upgraded. The implementation of the Clevest solution will continue to support the Meter Information Management System (MIMS) project which will provide a mobile solution that will make the management of gas and water meters and rental water heaters more efficient and accurate. We will continue to leverage our GIS systems to develop more mobile solutions enabling more efficient processes and better data capture in the filed.

 8. CS51 Implementation of Business Intelligence Tools & Functionality

Description: 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. The SAP Business Intelligence (BI) Suite was implemented in 2016 as part of the Everest project. Much of the work effort since implementation has been to complete the remaining reports required to support the tax and utility billing system. Those reports were completed in 2018 and staff efforts have now turned towards other needs for the BI reporting system. Staff have become proficient with the system and the speed of development of the required reports is increasing.

Recent Progress: In 2018, the remaining reports for the tax and utility billing system were completed and implemented. Staff are now working with Financial Services staff to review the current financial reports available and identify reporting gaps that need to be addressed. Staff were able to cross-train in 2018 providing more staff the needed skills to leverage the SAP BI system going forward.

Next Steps: In 2019, the needed report for Financial Services will be defined and developed and work will begin to identify other reporting requirements for other enterprise systems that should be moved into the SAP BI environment. An area of focus in 2019 will be to decommission the older Crystal Enterprise reporting system and move any remaining needs into the SAP BI system.

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