2019 APPROVED BUSINESS PLANS
APPROVED: FEBRUARY 11, 2019 waterloo.ca This material is available in alternative accessible format upon request.
Please contact Corporate Communications at [email protected], 519.886.1550 or TTY 1.866.786.3941 a minimum of 3-5 business days before it is required. BUSINESS PLANS CITY OF WATERLOO
The 2019 business plans for the OFFICE OF THE CAO...... 7 departments and divisions of the Economic Development Legal Services City of Waterloo reflect our plans Asset Management for enhanced capital reinvestment COMMUNITY SERVICES ...... 23 and expansion of our assets to Community Outreach & Programming Services support a strong, healthy, green Recreation Services Environment & Parks Services and vibrant Waterloo, while at Facility Design & Management Services the same time being fiscally Fire Rescue Services Municipal Enforcement Services responsible and delivering value to our community. Investing in CORPORATE SERVICES ...... 58 our community’s priorities will Corporate Communications Finance continue to ensure that Waterloo Fleet & Procurement remains one of the best places to Human Resources Information Management & Technology Services work, learn, live and play. Legislative Services
INTEGRATED PLANNING & PUBLIC WORKS ...... 92 Building Standards City Utilities Engineering Services Planning Transportation Services
WATERLOO PUBLIC LIBRARY...... 121 MESSAGE FROM THE CAO TIM ANDERSON
The City of Waterloo is committed to being a great place to live, work and play. This is an ongoing journey and one that is being done with passion, thoughtful planning and continuous improvement.
Several years ago, we reimagined the city’s administrative structure to one that is built around a customer service delivery model that provides value to residents, is efficient, effective and open. To support this structure and approach, all city departments and divisions create annual business plans that outline our operational priorities that are aligned with the city’s strategic plan. The 2019 budget will continue to be guided by our current strategic plan as we develop our new four-year strategic plan for completion by June 2019.
This document outlines the top two-to-three 2019 priorities for each division. Most of the identified items have an obvious and direct impact on the community, while others are administrative and support initiatives that enable the city to better deliver the programming and services expected and needed by residents.
City building is an ongoing process, one that never ends. The business plans that we are happy to share through this document, provide insight into the specific initiatives we are focusing on while balancing the regular, day-to-day programs and services we deliver – such as snow clearance; road, sidewalk and park maintenance; drinking water; fire suppression; aquatic programs; operating recreation facilities; to name a few.
The City of Waterloo is consistently ranked as one of the best places to live in Ontario and Canada and it’s through the hard work of our employees and purposeful planning that we will continue to proudly serve the residents of our community.
Tim Anderson Chief Administrative Officer City of Waterloo
CITY OF WATERLOO BUSINESS PLANS 2 HOW WE’RE ORGANIZED
COUNCIL LIBRARY BOARD
Economic Development Executive Director Justin McFadden Chief Administrative Waterloo Public Officer (CAO) Library CEO Tim Anderson Laurie Clarke Legal Services
Corporate Services Integrated Planning Community Services Commissioner, & Public Works Commissioner CFO, Treasurer Commissioner, Deputy CAO Keshwer Patel Mark Dykstra Cameron Rapp
Community Corporate Building Programming & Communications Standards Outreach Services
Environment Finance City Utilities & Parks Services
Facility Design Fleet & Procurement Engineering & Management Services Services Services
Fire Rescue Human Resources Planning Services
Information Municipal Management Transportation Enforcement & Technology Services Services Services
Legislative Recreation Services Services
CITY OF WATERLOO BUSINESS PLANS 3 OUR GUIDING PRINCIPLES ACHIEVING OUR VISION
The strategic plan is grounded in the core values of the municipal corporation and these guiding principles drive the municipality in its pursuit to support the needs, goals, values and aspirations of the community at large.
Waterloo has earned a world- recognized reputation by being:
SERVICE • A caring city of vibrant neighbourhoods EXCELLENCE that is welcoming, inclusive, safe and accessible • A sustainable city with healthy land, PERSONAL EFFECTIVE water and air LEADERSHIP GUIDING COMMUNICATION PRINCIPLES • An exciting city rich in green space, recreation, leisure, heritage, arts and culture • An economic leader with a diverse economy fueled by educational FISCAL HEALTHY institutions, entrepreneurs and RESPONSIBILITY WORKPLACE long-standing employers that retain talent
CITY OF WATERLOO BUSINESS PLANS 4 OUR STRATEGIC PRIORITIES LOOKING INTO THE FUTURE
Our strategic priorities will act as a road map that will move the city forward as we work together to make Waterloo an even better place to live and work.
Multi-modal Diversifying the methods by which people can get around is an important transportation element of a healthy, sustainable and prosperous Waterloo.
Infrastructure includes roads, facilities and systems which keep the Infrastructure city functional, keeps people moving and meets core needs of people. renewal Ensuring these assets are well maintained contributes to increased capacity, growth and investment.
People want to be safe, healthy and active. They want to feel included Strong and want access to services, systems and opportunities to participate in community the community. Fostering resilient, safe, inclusive and vibrant communities is the base of Waterloo’s success.
Environmental We are all stewards of our environment. Acting now by preserving the natural environment, reducing our carbon footprint and building the city in leadership an environmentally sound manner, will benefit future generations.
Corporate Holding the public’s trust through inclusive, transparent and fair decision making, responsible financial management, superior service delivery and excellence effective communications are the hallmarks of good governance for the city.
Economic development is a key pillar to drive tax revenue, business Economic development/expansion and a vibrant cultural scene. A strong competitive development economy fosters entrepreneurship, stimulates opportunity, creates jobs, fuels talent development and enhances the community’s attractiveness.
OUR STRATEGIC PRIORITIES 5
OFFICE OF THE CAO
The CAO’s office has overall OUR CORE CUSTOMERS administrative responsibility for the • Residents, students, visitors, council, staff and volunteers, businesses and operations of the City of Waterloo. ratepayers of the City of Waterloo, As a city, we will foster a vibrant, foreign, provincial and national investors.
thriving economy with strategies OUR CORE STAKEHOLDERS on retaining and attracting students, • Residents, council, the business and businesses, families and seniors, development industry, committees of council and special interest groups, carefully intensifying the city and our local academic institutions, utility promoting tourism. We take active companies, the Region of Waterloo and area municipalities. steps to ensure sustainability and the
active advancement of our strategic OUR DIVISIONS priorities within the overall operating • Economic Development framework prescribed by our city • Legal Services council and/or where legislated. OUR SECTIONS • Asset Management
OFFICE OF THE CAO 7 OFFICE OF THE CAO
2019 DEPARTMENT OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: *CAO 660,828 834,770 173,942 Economic Development 3,459,794 4,179,044 719,250 Legal Services 641,560 687,556 45,996 TOTAL EXPENSES 4,762,182 5,701,370 939,188 *includes: asset management and strategic initiatives
REVENUES: *CAO (26,806) (122,795) (95,989) Economic Development (1,475,772) (1,770,297) (294,525) Legal Services (68,370) (68,370) – TOTAL REVENUES (1,570,948) (1,961,462) (390,514) *includes: asset management and strategic initiatives
NET TAX LEVY ($) 3,191,234 3,739,908 548,674
FTE 19.1 20.1 1.0
OFFICE OF THE CAO 8 OFFICE OF THE CAO
2019 DEPARTMENT CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Community Improvement Plan (CIP) 51,000 538,000 589,000 development & implementation
Economic development initiatives 4,716,000 19,405,000 24,121,000
Equipment replacement – 60,000 60,000
Infrastructure management 383,000 3,635,000 4,017,000
Land development 5,502,000 21,208,000 26,710,000
Parkade 120,000 1,276,000 1,395,000
Parking rehabilitation 421,000 465,000 886,000
Productivity enhancement 250,000 750,000 1,000,000
Studies – 255,000 255,000
TOTAL CAPITAL BUDGET & FORECAST 11,442,000 47,591,000 59,034,000
OFFICE OF THE CAO 9 OFFICE OF THE CAO
2019 COMMISSIONER OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Office of the CAO 660,828 834,770 173,942 TOTAL EXPENSES 660,828 834,770 173,942
REVENUES: Office of the CAO (26,806) (122,795) (95,989) TOTAL REVENUES (26,806) (122,795) (95,989)
NET TAX LEVY ($) 634,022 711,975 77,953
FTE 4.0 5.0 1.0
2019 DEPARTMENT CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Economic development initiatives 15,000 161,000 176,000
Infrastructure management 383,000 3,635,000 4,017,000
Productivity enhancement 250,000 750,000 1,000,000
Studies – 255,000 255,000
TOTAL CAPITAL BUDGET & FORECAST 648,000 4,801,000 5,449,000
OFFICE OF THE CAO 10 ECONOMIC DEVELOPMENT
OFFICE OF THE CAO
To be a catalyst for creativity, SERVICES innovation, and investment, igniting • Business attraction and retention services collaboration and entrepreneurship, • Managing city's employment land driving a dynamic workforce and portfolio a vibrant, diverse economy. • Delivery of arts & culture programs • Marketing and promoting City of Waterloo
ECONOMIC DEVELOPMENT 11 ECONOMIC DEVELOPMENT
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Implementation of Uptown Community Improvement Program (CIP) • Uptown Data Hub • Flow of new employment lands Adult Recreation Centre (ARC) disposition and west side employment lands progress)
ECONOMIC DEVELOPMENT 12 ECONOMIC DEVELOPMENT
OUR KEY INITIATIVES FOR 2019
Development and implementation Ensure a stable flow of of the city's economic development available employment lands strategy STRATEGIC PRIORITY STRATEGIC PRIORITY Economic Development Economic Development WHY THIS IS IMPORTANT WHY THIS IS IMPORTANT This will provide an available, consistent inventory The city must continue to attract and retain of development-ready land to drive employment talent and expand local businesses; strengthen growth, business attraction, expansion and retention relationships with local and regional economic opportunities while also increasing the tax base to development organizations and further regional further regional economic development initiatives economic development initiatives. and generate growth.
WHAT DOES SUCCESS LOOK LIKE? WHAT DOES SUCCESS LOOK LIKE? This will drive enhanced investment opportunities Completion of west side employment lands servicing for the city and the region creating a strengthened plans and site preparation will take place along competitive position both locally and on a global with construction of the Platinum Drive extension. scale. Strategic uptown land holdings are made available with a focus on employment-related development. BUDGET N/A BUDGET $5.5 million PROJECT LEAD $21.2 million (forecast) Economic Development PROJECT LEAD PROJECT COLLABORATORS Economic Development All PROJECT COLLABORATORS CAO Office Finance Planning Engineering Services
ECONOMIC DEVELOPMENT 13 ECONOMIC DEVELOPMENT
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Strengthen relationships with post-secondary institutions and community organizations to ignite innovation, collaboration, entrepreneurship and enhanced cultural opportunities
STRATEGIC PRIORITY Economic Development
WHY THIS IS IMPORTANT Enhanced engagement with the community, committees of council, volunteers and other external partners is necessary to facilitate the growth of economic and cultural development. We will also leverage partnerships with our post-secondary institutions and research institutes to encourage talent retention, innovation, collaboration and entrepreneurship.
WHAT DOES SUCCESS LOOK LIKE? The city will see an expansion and growth of incubation space and creation of additional facilities for early stage companies and cultural organizations.
BUDGET N/A
PROJECT LEAD Economic Development
PROJECT COLLABORATORS CAO Office
ECONOMIC DEVELOPMENT 14 ECONOMIC DEVELOPMENT
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Economic Development 3,459,794 4,179,044 719,250 TOTAL EXPENSES 3,459,794 4,179,044 719,250
REVENUES: Economic Development (1,475,772) (1,770,297) (294,525) TOTAL REVENUES (1,475,772) (1,770,297) (294,525)
NET TAX LEVY ($) 1,984,022 2,408,747 424,725
FTE 12.1 12.1 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Community Improvement Plan (CIP) 51,000 538,000 589,000 development & implementation
Economic development Initiatives 4,701,000 19,244,000 23,945,000
Equipment replacement – 60,000 60,000
Land development 5,502,000 21,208,000 26,710,000
Parkade 120,000 1,276,000 1,395,000
Parking rehabilitation 421,000 465,000 886,000
TOTAL CAPITAL BUDGET & FORECAST 10,794,000 42,790,000 53,585,000
ECONOMIC DEVELOPMENT 15 LEGAL SERVICES
OFFICE OF THE CAO
We manage all legal services required SERVICES by the City of Waterloo, including the • Legal advice, review and representation • Planning document and agreement prevention of legal issues before they review arise and support staff in implementing • Real estate transactions and directions received by council. registrations on title • Outside legal counsel management • Prosecutions
LEGAL SERVICES 16 LEGAL SERVICES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • All prosecutions have been brought in-house. This presents long-term, system savings. • Although no real estate committee was formed, the corporation is doing a better job of balancing the needs of Community Services, Economic Development and Planning without making real estate purchase and sales unduly complicated.
LEGAL SERVICES 17 LEGAL SERVICES
OUR KEY INITIATIVES FOR 2019
Continue to do as much legal Improve and rationalize in-house as possible while internal processes maintaining a lean and efficient division STRATEGIC PRIORITY Corporate Excellence
STRATEGIC PRIORITY WHY THIS IS IMPORTANT Corporate Excellence This will increase trust in the process and achieve efficiencies in carrying out day-to-day WHY THIS IS IMPORTANT legal work of the city. The city will realize cost savings and have more control over the timing and relevance of legal WHAT DOES SUCCESS LOOK LIKE? opinions and work. There will be continued improvement in cost effectiveness. Process will continue to be WHAT DOES SUCCESS LOOK LIKE? standardized, where feasible, to avoid lengthy Legal services will continue to realize cost savings negotiations with outside law firms and others. for the organization and have more effective advice to ensure both day-to-day legal work and BUDGET time-sensitive crises are managed effectively. N/A
BUDGET PROJECT LEAD N/A Legal Services
PROJECT LEAD Legal Services
LEGAL SERVICES 18 LEGAL SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Legal Services 641,560 687,556 45,996 TOTAL EXPENSES 641,560 687,556 45,996
REVENUES: Legal Services (68,370) (68,370) – TOTAL REVENUES (68,370) (68,370) –
NET TAX LEVY ($) 573,190 619,186 45,996
FTE 3.0 3.0 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
N/A
TOTAL CAPITAL BUDGET & FORECAST – – –
LEGAL SERVICES 19 ASSET MANAGEMENT
OFFICE OF THE CAO
To formalize the management of SERVICES municipal assets using a collaborative • Integrate skills, expertise and activities related to assets to support effective approach with operational areas to service delivery. facilitate the provision of services in a cost-effective manner that aligns with council's strategic plan.
2016-2018 KEY SUCCESSES • Developed the City of Waterloo's first comprehensive asset management plan • Development of a custom asset management analytical system stimulating asset management activities throughout the organization and creating a bridge between infrastructure plans, spending and staff • Creation of the infrastructure asset management analysis report which supported the comprehensive asset management plan
ASSET MANAGEMENT 20 ASSET MANAGEMENT SECTION
OUR KEY INITIATIVES FOR 2019
> Develop a strategy asset management policy
> Develop a process to collect technical and community performance standards
> Update the city’s asset management plan
STRATEGIC PRIORITY Infrastructure Renewal Corporate Excellence
WHY THIS IS IMPORTANT? The Province approved O.Reg 588/2017 in December 2017 and set out new requirements for asset management planning in Ontario. The regulation requires that all municipal governments have a council-approved strategic asset management policy by July 1, 2019 and identifies 12 areas that the policy must include.
BUDGET $133,000 $1.4 million (forecast)
PROJECT LEAD Asset Management
PROJECT COLLABORATORS Transportation City Utilities Engineering Services Corporate Communications
ASSET MANAGEMENT 21
COMMUNITY SERVICES
We develop and promote programs, OUR CORE CUSTOMERS facilities, and spaces for recreation • Residents
and community activities for all OUR CORE STAKEHOLDERS citizens. We ensure that heritage • Residents in our community is nurtured • Community groups and celebrated and we take active • Neighbourhoods, sports, recreation, organizations measures to provide a safe and • Visitors to our community secure community by safeguarding • Post secondary institutions the lives and property of residents • Volunteers and the public. OUR DIVISIONS • Community Programming and Outreach Services • Recreation Services • Environment & Parks Services • Facility Design & Management • Fire Rescue Services • Municipal Enforcement Services
COMMUNITY SERVICES 23 COMMUNITY SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Commissioner 357,694 380,583 22,889 Community Programming & Outreach Services 5,164,086 5,338,438 174,352 Recreation Services 10,374,994 10,647,258 272,264 Environment & Parks 8,341,651 8,685,386 343,735 Facility Design & Management Services 9,453,777 9,567,790 114 , 013 Fire Rescue 18,454,434 18,861,695 407,261 Municipal Enforcement 4,593,483 4,668,460 74,977 TOTAL EXPENSES 56,740,119 58,149,610 1,409,491
REVENUES: Commissioner (37,640) (47,840) (10,200) Community Programming & Outreach (1,167,751) (1,178,799) (11, 0 4 8) Recreation Services (9,655,809) (9,710,534) (54,725) Environment & Parks (2,140,575) (2,151,792) (11, 217 ) Facility Design & Management Services (1,494,510) (1,497,510) (3,000) Fire Rescue (338,705) (341,577) (2,872) Municipal Enforcement (3,483,018) (3,541,218) (58,200) TOTAL REVENUES (18,318,008) (18,469,270) (151,262)
NET TAX LEVY ($) 38,422,111 39,680,340 1,258,229
FTE 438.7 438.7 0.0
COMMUNITY SERVICES 24 COMMUNITY SERVICES
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Energy management 50,000 384,000 434,000
Equipment replacement 826,000 6,321,000 7,146,000
Facility expansion 24,997,000 36,252,000 61,249,000
Facility refurbishment 3,258,000 33,048,000 36,306,000
Fleet management 33,000 1,568,000 1,602,000
Infrastructure management 160,000 1,860,000 2,020,000
Land acquisition 5,602,000 – 5,602,000
New programs - growth management – 52,000 52,000
Park expansion 3,636,000 17,037,000 20,672,000
Park rehabilitation / upgrade 2,456,000 26,928,000 29,384,000
Road resurfacing 105,000 65,000 171,000
Sidewalks & trails – 1,263,000 1,263,000
Studies 174,000 1,345,000 1,519,000
Technology refresh / upgrades 3,170,000 3,351,000 6,520,000
Tree replacement 319,000 2,761,000 3,080,000
New programs – 195,000 195,000
TOTAL CAPITAL BUDGET & FORECAST 44,786,000 132,432,000 177,216,000
COMMUNITY SERVICES 25 COMMUNITY SERVICES
2019 COMMISSIONER OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Commissioner 357,694 380,583 22,889 TOTAL EXPENSES 357,694 380,583 22,889
REVENUES: Commissioner (37,640) (47,840) (10,200) TOTAL REVENUES (37,640) (47,840) (10,200)
NET TAX LEVY ($) 320,054 332,743 12,689
FTE 2.0 2.0 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
N/A
TOTAL CAPITAL BUDGET & FORECAST – – –
COMMUNITY SERVICES 26 COMMUNITY PROGRAMMING & OUTREACH SERVICES COMMUNITY SERVICES
Our team champions a variety of SERVICES recreational and leisure programs • Links with neighbourhoods • Engaging neighbourhood initiatives and services that strive to improve • Guidance and support for sport the lives of residents, students and groups governance visitors to the City of Waterloo. • City of Waterloo Museum exhibits Our commitment is focused on and public outreach • Age-friendly initiatives community well-being, ensuring our • Development of senior programs programs and services are inspiring, • Compliance with Accessibility for responsible and relevant to the Ontarians with Disabilities Act (AODA) requirements needs of the community. • Promotion and development of volunteers in the community
COMMUNITY PROGRAMMING & OUTREACH SERVICES 27 COMMUNITY PROGRAMMING & OUTREACH SERVICES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Development of Waterloo's first neighbourhood strategy: the strategy provides a five-year plan for developing new and expanded supports and services to help residents build strong and connected neighbourhoods. • Putting into practice, recommendations from the first museum strategy and policies related to the Province's Standards of Community Museums. • Advance the older adult recreation strategy, through the development and enhancement of programs through the planning of a new older adult centre at the Waterloo Memorial Recreation Complex.
PUBLIC ENGAGEMENT • About 1,700 residents participated in public engagement to inform the development of the neighbourhood strategy. A steering committee of community stakeholders collaborated with staff to develop the strategy recommendations. • About 300 community individuals and 15 local museum professionals took part in the museum's public consultation process for the museum strategy. • About 500 residents were involved in the development and conceptual design for a new older adult centre, that would enhance recreational opportunities.
COMMUNITY PROGRAMMING & OUTREACH SERVICES 28 COMMUNITY PROGRAMMING & OUTREACH SERVICES
OUR KEY INITIATIVES FOR 2019
Neighbourhood strategy implementation: this includes the adoption of "Let's Explore" corporate culture and efforts to remove barriers for neighbourhood projects, working with the neighbourhood leaders committee and developing plans for the town and gown committee community cohesion work.
STRATEGIC PRIORITY BUDGET Strong Community $40,000
WHY THIS IS IMPORTANT? PROJECT LEAD Neighbourhoods are the foundation of a healthy Community Programming & Outreach Services community. Implementation of the Neighbourhood Strategy is important because it will provide PROJECT COLLABORATORS residents with new and enhanced tools and supports Municipal Enforcement needed to engage in neighbourhood community- Environment & Parks Services building activities. Access to these resources will Corporate Communications help residents contribute to strong, connected, All and vibrant neighbourhoods. Positive and caring PUBLIC ENGAGEMENT relationships among neighbours helps reduce social As elements of the neighbourhood strategy are isolation and benefit the quality of life of individuals implemented, there will be additional opportunities and the community as a whole. for the public to provide input through a variety of WHAT DOES SUCCESS LOOK LIKE? methods. The neighbourhood leaders committee Successful implementation of the neighbourhood will also provide a forum for resident input on strategy will provide residents with the tools and implementation. supports they need to work together with their neighbours to build strong, connected and inclusive communities.
COMMUNITY PROGRAMMING & OUTREACH SERVICES 29 COMMUNITY PROGRAMMING & OUTREACH SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Advancement of Implementation of the older museum programming adult recreation strategy will include further enhancement STRATEGIC PRIORITY and expansion of programs Strong Community for older adults WHY THIS IS IMPORTANT? Opportunities have been identified to improve STRATEGIC PRIORITY regulations and processes to improve customer Strong Community service and public safety. WHY THIS IS IMPORTANT WHAT DOES SUCCESS LOOK LIKE? The older adult strategy is linked to the Museum programming contributes to the well-being infrastructure renewal priority as it will replace of our community, enriches visitor experience, and the two aging older adult centres. The new facility boosts attendance. As members of the community will be better suited to meet changing community become aware of the significance of the museum needs. Implementation of the older adult recreation this should be reflected in improved attendance strategy supports the strong community initiative at the museum and accessing the museum and its by creating opportunities for older adults to programming. An action plan to address this need engage in the community programs and services. must be implemented to keep the museum at top of mind for visitor attraction. WHAT DOES SUCCESS LOOK LIKE? Programming enhancements will provide more BUDGET opportunities for older adults. N/A BUDGET PROJECT LEAD N/A Community Programming & Outreach Services PROJECT LEAD PROJECT COLLABORATORS Community Programming & Outreach Services Corporate Communications PROJECT COLLABORATORS PUBLIC ENGAGEMENT Facility Design & Management Services Funding to support programming better serves Recreation Services the community's request to have the museum Finance more accessible and open for longer periods of Corporate Communications time. Program supports include: performing arts, speaking engagements, community outreach PUBLIC ENGAGEMENT events or projects and educational workshops. Organizations and community members currently using the two older centres (ARC and Wing 404), as well as residents across the larger community will have further opportunities in the next phases of design for the new older adult centre.
COMMUNITY PROGRAMMING & OUTREACH SERVICES 30 COMMUNITY PROGRAMMING & OUTREACH SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Community Programming & Outreach 5,164,086 5,338,438 174,352 TOTAL EXPENSES 5,164,086 5,338,438 174,352
REVENUES: Community Programming & Outreach (1,167,751) (1,178,799) (11, 0 4 8) TOTAL REVENUES (1,167,751) (1,178,799) (11,048)
NET TAX LEVY ($) 3,996,335 4,159,639 163,304
FTE 25.2 25.2 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Equipment replacement 46,000 – 46,000
Facility expansion – 904,000 904,000
Facility refurbishment 22,000 425,000 448,000
Studies 100,000 200,000 300,000
New programs – 195,000 195,000
TOTAL CAPITAL BUDGET & FORECAST 169,000 1,724,000 1,893,000
COMMUNITY PROGRAMMING & OUTREACH SERVICES 31 RECREATION SERVICES
COMMUNITY SERVICES
We provide opportunities for SERVICES citizens and groups to participate • Management of facility operations at the Albert McCormick Community Centre, in leisure, active living and other Moses Springer Community Centre, activities in clean and safe RIM Park and the Waterloo Memorial Recreation Complex environments. We strive to surpass • Leisure and active living programs customer expectations ensuring including aquatics and CARL (Community effective and efficient management Adult Recreation Leagues), business development, marketing and promotions, of facilities, enhancing our ability as well as support from Facility Design & to manage performance, establish Management Services • Allocation, booking, program registration, policy, conduct research and policy development and planning undertake strategic initiatives.
RECREATION SERVICES 32 RECREATION SERVICES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Facility development project (WMRC): Completed feasibility study. Planning for growth, this project explored opportunities to maximize efficiencies by integrating facilities, supporting a strong community as recreation and older adult facilities contribute to a growing, thriving and liveable community. • East Side Library project: Working with the library team, completed feasibility study. Recognizing that libraries create a sense of belonging, contributing to a vibrant community, this project confirmed a conceptual design at RIM Park. • PickUpHub development: An on-line platform where sports enthusiasts can register for drop-in sports programs, increasing opportunities for participation.
PUBLIC ENGAGEMENT • Facility development project needs analysis and feasibility study: included a plan that leveraged the community and staff, assisting in the determination of community needs, conceptual facility design and site specific requirements. • East Side Library project: working in collaboration with the library team, process included a plan that leveraged the community and staff, assisting in the determination of community needs and conceptual facility design.
DEFERRED INITIATIVES • Develop allocation policies to shape community access to recreation facilities, ensuring community facilities are being used to provide maximum benefit to a diverse range of both community interest and need. Project deferred as resources shifted to support the facility development (WMRC) and East Side Library projects.
RECREATION SERVICES 33 RECREATION SERVICES
OUR KEY INITIATIVES FOR 2019
Facility development project Leisure and active living (WMRC): develop an operating programming review: exploring plan that supports expanded options to expand the spectrum of multi-generational recreation recreation and leisure opportunities opportunities at the WMRC to meet the varied interests of including the integration of older the community, including the adult programming integration of new opportunities at an expanded WMRC STRATEGIC PRIORITY Corporate excellence STRATEGIC PRIORITY Strong community Strong community
WHY THIS IS IMPORTANT? WHY THIS IS IMPORTANT? A key objective of the infrastructure renewal Active living and older adult programs, including priority area is to plan, build and upgrade social and educational programs, support the varied infrastructure to support growth and urban interests, needs and abilities of residents of all ages. intensification ensuring core needs are met. This project will help the city plan to meet the WHAT DOES SUCCESS LOOK LIKE? current and future multi-generational indoor Success will be measured by the extent to which recreation facility needs of a growing community. the community can contribute to the shaping of new programming and by the extent to which WHAT DOES SUCCESS LOOK LIKE? recommendations can be achieved within financial Success will be measured by the extent to which and human resources. recommendations of the plan support effective customer service and can be achieved within BUDGET projected financial and human resources with a N/A net-zero goal to limit impact to current facility tax base support. PROJECT LEAD Recreation Services BUDGET $24.5 million PROJECT COLLABORATORS Corporate Communications PROJECT LEAD Human Resources Recreation Services Finance Community Programming & Outreach Services PROJECT COLLABORATORS Facility Design & Management Services PUBLIC ENGAGEMENT Human Resources To be determined: public engagement may assist Finance in program development. Community Programming & Outreach Services Corporate Communications
RECREATION SERVICES 34 RECREATION SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Develop aquatics and meeting room allocation policies to shape community access to recreation facilities
STRATEGIC PRIORITY Strong Community Corporate excellence
WHY THIS IS IMPORTANT The need to develop a comprehensive series of allocation policies for each facility type ensures community facilities are being used to provide maximum benefit to a diverse range of community interest and need. Growth and increasing demand for access to facility space has heightened the importance of this initiative. This initiative builds on the completed ice allocation guidelines.
WHAT DOES SUCCESS LOOK LIKE? Success will be measured by facility use statistics with the intention of better managing available community program hours.
BUDGET N/A
PROJECT LEAD Recreation Services
PROJECT COLLABORATORS Finance Community Programming & Outreach Services Environment & Parks
PUBLIC ENGAGEMENT City affiliated and adult user groups will be consulted as appropriate to ensure a collaborative process.
RECREATION SERVICES 35 RECREATION SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Recreation Services 10,374,994 10,647,258 272,264 TOTAL EXPENSES 10,374,994 10,647,258 272,264
REVENUES: Recreation Services (9,655,809) (9,710,534) (54,725) TOTAL REVENUES (9,655,809) (9,710,534) (54,725)
NET TAX LEVY ($) 719,185 936,724 217,539
FTE 150.0 149.6 -0.4
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Facility expansion 24,764,000 1,491,000 26,255,000
Facility refurbishment 91,000 2,269,000 2,360,000
Studies – 568,000 568,000
TOTAL CAPITAL BUDGET & FORECAST 24,855,000 4,328,000 29,182,000
RECREATION SERVICES 36 ENVIRONMENT & PARKS SERVICES
COMMUNITY SERVICES
We manage and maintain parks and SERVICES open spaces, sports fields, trails, • Outdoor sports facilities • Passive leisure parks experiences cemeteries and the urban forest, • Community gardens to support outdoor recreational and • Environmental outreach and education leisure pursuits. We monitor, protect opportunities and enhance our environmental lands • Urban forestry management and promote environmental awareness • Horticultural displays throughout the city and stewardship through public • Winter maintenance education. • Cemetery services and crematorium
ENVIRONMENT & PARKS SERVICES 37 ENVIRONMENT & PARKS SERVICES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Parkview Cemetery expansion • Waterloo Park's central promenade and Central Street capital projects • Mary Allen Park expansion
PUBLIC ENGAGEMENT • Mary Allen Park design community engagement • Various environmental and community education/outreach initiatives
DEFERRED INITIATIVES • City of Waterloo parkland strategy (started Q1–2018) • Northdale parkettes
ENVIRONMENT & PARKS SERVICES 38 ENVIRONMENT & PARKS SERVICES
OUR KEY INITIATIVES FOR 2019
City of Waterloo Waterloo Park master plan parkland strategy implementation: Silver Lake frontage reconstruction, wayfinding signage, STRATEGIC PRIORITY splash pad improvement, roadway Environmental Leadership resurfacing, and Erb & Caroline Strong Community landscape improvements WHY THIS IS IMPORTANT? A parks strategy study will define the role and STRATEGIC PRIORITY function of parks and respond to the needs and Environmental Leadership interests of a diverse community by building Multi-modal Transportation strong and dynamic neighbourhoods that support cultural diversity. WHY THIS IS IMPORTANT? Waterloo Park is used by many active and passive WHAT DOES SUCCESS LOOK LIKE? park users, cyclist commuters and visitors. The park's Capital priorities will be defined which will aging infrastructure is in need of renewal. In addition, permit the development of new parks and the with development in the uptown core and increased redevelopment of existing parks along with height density, a large number of new residents are a comprehensive management plan and the now utilizing the park. supporting operational resources to maintain our city parks. WHAT DOES SUCCESS LOOK LIKE? These projects will provide active and passive recreation BUDGET opportunities and renewal of infrastructure will ensure $309,000 park amenities are safe to be enjoyed. New trail PROJECT LEAD connections will provide walking/running opportunities Engineering Services throughout Waterloo Park and link the east and west sides. PROJECT COLLABORATORS Environment & Parks Services BUDGET Legal Services $1.4 million Finance PROJECT LEADS Corporate Communications Engineering Services Community Programming & Outreach Services Environment & Parks Services Recreation Services Corporate Communications PUBLIC ENGAGEMENT PROJECT COLLABORATORS An extensive stakeholder and public engagement Finance process will be undertaken to support the strategy Engineering Services development starting in Q1–2019. PUBLIC ENGAGEMENT Projects will include considerable public and stakeholder engagement throughout the design phases.
ENVIRONMENT & PARKS SERVICES 39 ENVIRONMENT & PARKS SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Northdale parkettes
STRATEGIC PRIORITY Strong Community Environmental Leadership
WHY THIS IS IMPORTANT The Northdale parkettes are intended to provide parkland amenity in the rapidly intensifying Northdale neighbourhood. The traditional residential suburban land form is being replaced by higher density urban development. The large influx of population is occurring in an area deficient in park space. These urban parkettes will provide needed park space amenity and passive park opportunities for the community.
WHAT DOES SUCCESS LOOK LIKE? These park spaces will be well used, urban parkettes of high quality design and materials needed to meet the needs of a unique demographic within a higher density and built urban form environment.
BUDGET $3.6 million
PROJECT LEAD Environment & Parks Services
PROJECT COLLABORATORS Engineering Services Legislative Services Finance Corporate Communications
PUBLIC ENGAGEMENT This project will include an extensive stakeholder and public engagement process starting in Q1 of 2019.
ENVIRONMENT & PARKS SERVICES 40 ENVIRONMENT & PARKS SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Environment & Parks 8,341,651 8,685,386 343,735 TOTAL EXPENSES 8,341,651 8,685,386 343,735
REVENUES: Environment & Parks (2,140,575) (2,151,792) (11,217) TOTAL REVENUES (2,140,575) (2,151,792) (11,217)
NET TAX LEVY ($) 6,201,076 6,533,594 332,518
FTE 83.0 82.4 -0.6
ENVIRONMENT & PARKS SERVICES 41 ENVIRONMENT & PARKS SERVICES
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Equipment replacement – 166,000 166,000
Facility expansion 42,000 17,741,000 17,783,000
Facility refurbishment 447,000 1,271,000 1,718,000
Infrastructure management 160,000 1,860,000 2,020,000
Land acquisition 5,602,000 – 5,602,000
Park expansion 3,636,000 17,037,000 20,672,000
Park rehabilitation / upgrade 2,456,000 26,928,000 29,384,000
Sidewalks & trails – 1,263,000 1,263,000
Studies – 577,000 577,000
Tree replacement 319,000 2,761,000 3,080,000
Road resurfacing 105,000 65,000 171,000
TOTAL CAPITAL BUDGET & FORECAST 12,766,000 69,669,000 82,435,000
ENVIRONMENT & PARKS SERVICES 42 FACILITY DESIGN & MANAGEMENT SERVICES
COMMUNITY SERVICES
The division ensures smooth, safe and SERVICES reliable operations of all the buildings, • We achieve our mission through predictive maintenance, timely repairs in a fiscally responsible manner. and prudent replacement methods that would include small to large scale project management and construction jobs. These works entail structural, architectural, mechanical, electrical & security systems of all city-owned, operated facilities while keeping the corporate energy and green house gas emissions to a minimum.
FACILITY DESIGN & MANAGEMENT SERVICES 43 FACILITY DESIGN & MANAGEMENT SERVICES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Construction of Service Centre upgrades • Space planning & facility refurbishing – relocate Engineering division to city hall, data centre migration & IMTS move to the Service Centre, completion of Service Centre office layouts and move Building Maintenance staff to Service Centre • Completion of East Side Library – feasibility and preliminary design study
PUBLIC ENGAGEMENT • East Side Library feasibility study • Expansion of the Waterloo Memorial Recreation Complex (WMRC) feasibility study • Design of RIM Park ball diamond and soccer field pavilion
DEFERRED INITIATIVES • Maximo expansion in fleet • Maximo mobile initiative
FACILITY DESIGN & MANAGEMENT SERVICES 44 FACILITY DESIGN & MANAGEMENT SERVICES
OUR KEY INITIATIVES FOR 2019
Waterloo Memorial Recreation Green building – implement policy Complex – detailed design to govern city facilities
STRATEGIC PRIORITY STRATEGIC PRIORITY Infrastructure Renewal Infrastructure renewal Strong Community Environmental leadership
WHY THIS IS IMPORTANT? WHY THIS IS IMPORTANT? To meet the current and future recreation needs The green building policy solidifies our commitment of older adults through the consideration of a new to environmental, social and economic improvements. older adult centre to replace the Adult Recreation The policy demonstrates leadership and provides Centre (ARC) and/or the Wing 404 RCAFA Rotary guidance in the application and development of Adult Centre (Wing 404). sustainable building practices to yield long-term greenhouse gas reductions and cost savings to Addressing the more general recreation needs facilities' energy, water and waste generation. of the growing local population through the construction of an addition/expansion to the WHAT DOES SUCCESS LOOK LIKE? Waterloo Memorial Recreation Complex Life cycle cost of assets will become lower. (WMRC) for indoor recreation space. BUDGET WHAT DOES SUCCESS LOOK LIKE? N/A Completion of design as per the recommendations PROJECT LEAD of the feasibility study. Facility Design & Management Services
BUDGET PROJECT COLLABORATORS $1.5 million Recreation Services PROJECT LEAD CAO Office Facility Design & Management Services Corporate Communications
PROJECT COLLABORATORS Recreation Services Community Programming & Outreach Services Corporate Communications
PUBLIC ENGAGEMENT There will be a public engagement session to share the information and to incorporate any suggestions in the previously approved conceptual design.
FACILITY DESIGN & MANAGEMENT SERVICES 45 FACILITY DESIGN & MANAGEMENT SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Assessment of city hall building condition and renovation opportunities
STRATEGIC PRIORITY Infrastructure renewal Economic development
WHY THIS IS IMPORTANT Create a brand identity for city hall that is consistent with corporate standards. Effectively market the city as a progressive, vibrant, place of choice and add value to uptown community improvement plan. Leverage on the ION rapid transit development to increase business opportunities. Enhance space planning goals by placing functionally dependent inter-departmental staff in the proximity for effective collaboration through regular communication and knowledge exchanges. Any innovative initiative is to be fiscally responsible to generate more revenue.
WHAT DOES SUCCESS LOOK LIKE? City hall will be a more vibrant and engaging place for the public and the market demand for space at city hall will be greater.
BUDGET $500,000
PROJECT LEAD Facility Design & Management Services
PROJECT COLLABORATORS CAO Office Corporate Communications
FACILITY DESIGN & MANAGEMENT SERVICES 46 FACILITY DESIGN & MANAGEMENT SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Facility Design & Management Services 9,453,777 9,567,790 114 , 013 TOTAL EXPENSES 9,453,777 9,567,790 114,013
REVENUES: Facility Design & Management Services (1,494,510) (1,497,510) (3,000) TOTAL REVENUES (1,494,510) (1,497,510) (3,000)
NET TAX LEVY ($) 7,959,267 8,070,280 111,013
FTE 23.0 24.0 1.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Energy management 50,000 384,000 434,000
Facility expansion 191,000 5,911,000 6,102,000
Facility refurbishment 2,698,000 29,083,000 31,781,000
Technology refresh / upgrades 170,000 3,246,000 3,415,000
TOTAL CAPITAL BUDGET & FORECAST 3,109,000 38,623,000 41,733,000
FACILITY DESIGN & MANAGEMENT SERVICES 47 FIRE RESCUE SERVICES
COMMUNITY SERVICES
We are a team of highly skilled and SERVICES caring professionals who provide • Fire prevention and public education including annual visits to local schools, essential community-based education, universities and public events prevention and emergency response • Safety standards and fire code services that enhance public safety and enforcement including fire code inspections and fire safety plan reviews quality of life. each year • Emergency response and public education at incidents and events
FIRE RESCUE SERVICES 48 FIRE RESCUE SERVICES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Automatic aid agreements established with the Township of Woolwich and the Township of Wilmot • Completion of the Fire Services Simplified Risk Assessment as mandated by the Office of the Fire Marshal and Emergency Management Ontario • The cooperative purchase and receipt of user gear as part of the Region of Waterloo Voice Radio project
PUBLIC ENGAGEMENT • Inform the community through home fire safety and smoke alarm program annual interactions to more than 4,000 private residences educating individuals and families • Operational effectiveness pilot program: Fire suppression public education, tactical preplanning and life safety system reviews to 91 low-rise properties
DEFERRED INITIATIVES • Commission of Fire Accreditation International: this key initiative will continue into 2019 toward the completion of a strategic plan for Fire Rescue Services
FIRE RESCUE SERVICES 49 FIRE RESCUE SERVICES
OUR KEY INITIATIVES FOR 2019
Advance and integrate Strategic planning and software and technology Fire master plan development
STRATEGIC PRIORITY STRATEGIC PRIORITY Strong Community Strong Community
WHY THIS IS IMPORTANT? WHY THIS IS IMPORTANT? The Region of Waterloo consolidated dispatch and This key initiative, through the Commission of Fire voice radio infrastructure projects are important Accreditation International (CFAI), will result in a because Police and Fire Services communication more efficient and effective fire service, improve centers connect through software, mobile technology the quality of life for citizens and visitors within and radio systems. The dispatch projects are the community and enhance the level of safety for expected to reduce emergency dispatch times, firefighters. Fire Services will continue this project enhance records management, communications by advancing key requirements through to the and first responder safety. completion of a comprehensive Fire Rescue Services master fire plan. WHAT DOES SUCCESS LOOK LIKE? Software integration coupled with enhanced voice WHAT DOES SUCCESS LOOK LIKE? radio technology creates efficiencies, enhances Fire Services will continue this key initiative inter-operability and communication between first toward aligning all aspects of the organization with responders toward a safe community. international standards. The desired outcome seeks to continuously improve to maintain accredited BUDGET status with the CFAI in addition to establishing Capital budget for the consolidated dispatch long-term strategic priorities. project of $3 million has been included for 2019. Operating costs for the consolidated dispatch BUDGET and voice radio projects will be brought forward The 2019 budget process identifies a capital budget in the 2020-2022 budget process. Capital costs request of $74,000 to initiate a fire master plan. for voice radio received prior funding. PROJECT LEAD PROJECT LEAD Fire Services Fire Rescue Services PROJECT COLLABORATORS PROJECT COLLABORATORS All IMTS Municipal Enforcement PUBLIC ENGAGEMENT Transportation Public engagement will be established through Environment & Parks Services a report to Council in 2019 in addition to the development of a strategic plan as a requirement PUBLIC ENGAGEMENT of the Commission of Fire Accreditation Public engagement will be established through International program. a report to Council upon confirming software, a communications agreement as part of the 2020–2022 budget process.
FIRE RESCUE SERVICES 50 FIRE RESCUE SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Fire station optimization
STRATEGIC PRIORITY Strong Community
WHY THIS IS IMPORTANT Council's strategic plan (Infrastructure Renewal) identifies that the City of Waterloo plans, builds and maintains its public infrastructure to support growth and a high quality of life for its residents. Changing risk in the City of Waterloo requires the effective utilization of forthcoming and existing technology, personnel and equipment including the evaluation of operational effectiveness programs ensuring fire station optimization is realized alongside council's approved five minute response time requirement.
WHAT DOES SUCCESS LOOK LIKE? Fire station optimization recommendations to council are informed by the use of technology derived from the consolidated dispatch and voice radio projects, pre-alerting software, in addition to strategic direction derived from fire service accreditation and a fire underwriter survey review.
BUDGET N/A
PROJECT LEAD Fire Rescue Services
PROJECT COLLABORATORS Finance Facility Design & Management Services Corporate Communications
PUBLIC ENGAGEMENT A broad range of stakeholders including the citizens of Waterloo, city staff, essential services, non-profit and non-governmental organizations and emergency services partners will be engaged during the strategic planning component of this key initiative.
FIRE RESCUE SERVICES 51 FIRE RESCUE SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Fire Rescue 18,454,434 18,861,697 407,263 TOTAL EXPENSES 18,454,434 18,861,697 407,263
REVENUES: Fire Rescue (338,705) (341,577) (2,872) TOTAL REVENUES (338,705) (341,577) (2,872)
NET TAX LEVY ($) 18,115,729 18,520,120 404,391
FTE 124.0 124.0 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Equipment replacement 780,000 6,154,000 6,934,000
Facility expansion – 10,206,000 10,206,000
Fleet management – 1,537,000 1,537,000
New programs - growth management – 52,000 52,000
Studies 74,000 – 74,000
Technology refresh / upgrades 3,000,000 – 3,000,000
TOTAL CAPITAL BUDGET & FORECAST 3,854,000 17,949,000 21,803,000
FIRE RESCUE SERVICES 52 MUNICIPAL ENFORCEMENT SERVICES
COMMUNITY SERVICES
We build community, protect quality SERVICES of life and promote and maintain • Education • Mediation community standards through • Community focused review education, mediation and enforcement. of municipal regulations • Risk mitigation • Enforcement
MUNICIPAL ENFORCEMENT SERVICES 53 MUNICIPAL ENFORCEMENT SERVICES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Completed five-year review of the residential rental licensing program and developed a series of program improvements • Completed review of the comprehensive business licensing program and developed a series of program improvements • Collaborated with stakeholders to develop and implement a comprehensive operations plan relating to large events, sanctioned and unsanctioned events
PUBLIC ENGAGEMENT • Public engagement with community and stakeholders as part of the residential rental licensing program review. • Public engagement with community and stakeholders as part of the comprehensive business licensing program review.
MUNICIPAL ENFORCEMENT SERVICES 54 MUNICIPAL ENFORCEMENT SERVICES
OUR KEY INITIATIVES FOR 2019
Implement improvements to Investigate and implement the city's parking enforcement regulatory and process technology framework improvements to the city’s programs relating to the city’s animal control STRATEGIC PRIORITY program, including but not limited Corporate Excellence to, a new contractual agreement Strong Community with the Kitchener-Waterloo WHY THIS IS IMPORTANT? Humane Society Administration and enforcement of parking regulations represents a significant portion of the division's duties and workload. Several STRATEGIC PRIORITY efficiency, reporting and monitoring gaps have Corporate Excellence been identified and represent opportunities for Strong Community improvement to enhance the division's ability to WHY THIS IS IMPORTANT? respond to community concerns. Opportunities have been identified to improve WHAT DOES SUCCESS LOOK LIKE? regulations and processes to improve customer Improved capacity to respond to community service and public safety. concerns as well as to track, monitor and WHAT DOES SUCCESS LOOK LIKE? respond to trends relating to parking complaints. A new contract with the K-W Humane Society to BUDGET reflect the needs of the community and simplified Future budget to be identified process to administer the dog designation process, including the appeal process. PROJECT LEAD Municipal Enforcement BUDGET Future budget to be identified PROJECT COLLABORATORS IMTS PROJECT LEAD Municipal Enforcement
PROJECT COLLABORATORS Legal Services Corporate Communications
PUBLIC ENGAGEMENT Residents and stakeholders will be engaged as part of the process to determine service levels relating to animal control.
MUNICIPAL ENFORCEMENT SERVICES 55 MUNICIPAL ENFORCEMENT SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Research and develop a response protocol to address community concerns associated with the presence of vacant buildings in our community
STRATEGIC PRIORITY Strong Community
WHY THIS IS IMPORTANT The presence of vacant buildings for extended periods of time can represent safety concerns and result in impacts on the community. It is important to develop a response protocol that considers the potential safety risks and community perceptions and balances these with existing planning requirements that are aimed at protecting housing stock and supporting redevelopment proposals.
WHAT DOES SUCCESS LOOK LIKE? A process, supported by various city divisions that reduces levels of safety risks and negative neighbourhood impacts.
BUDGET N/A
PROJECT LEAD Municipal Enforcement
PROJECT COLLABORATORS Legal Services Fire Rescue Services Planning Building Standards Corporate Communications
PUBLIC ENGAGEMENT Stakeholders and neighbourhood groups will be engaged as part of the research and development of potential strategies.
MUNICIPAL ENFORCEMENT SERVICES 56 MUNICIPAL ENFORCEMENT SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Municipal Enforcement 4,593,483 4,668,460 74,977 TOTAL EXPENSES 4,593,483 4,668,460 74,977
REVENUES: Municipal Enforcement (3,483,018) (3,541,218) (58,200) TOTAL REVENUES (3,483,018) (3,541,218) (58,200)
NET TAX LEVY ($) 1,110,465 1,127,242 16,777
FTE 31.5 31.5 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Fleet management 33,000 32,000 65,000
Technology refresh / upgrades – 105,000 105,000
TOTAL CAPITAL BUDGET & FORECAST 33,000 137,000 170,000
MUNICIPAL ENFORCEMENT SERVICES 57 CORPORATE SERVICES
We are the hub of the City of OUR CORE CUSTOMERS Waterloo’s administrative structure, • Residents, council and staff
providing professional services and OUR CORE STAKEHOLDERS advice to support governance • Residents functions and service delivery for • Neighbouring municipalities our business partners. We strive • Regulatory agencies to be the service provider of choice, OUR DIVISIONS for business support functions, • Corporate Communications meeting our statutory financial • Finance responsibilities as laid out in the • Fleet & Procurement Services Municipal Act. We ensure open • Human Resources and transparent decision making is • Information Management & Technology Services (IMTS) reflected in all our communications • Legislative Services with the public and our council.
CORPORATE SERVICES 58 CORPORATE SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: CFO & Commissioner 344,287 348,089 3,802 Corporate Communications 1,040,362 1,094,812 54,450 Finance 3,848,354 4,075,546 227,192 Fleet & Procurement Services 1,668,697 1,929,577 260,880 Human Resources 1,769,749 1,890,284 120,535 Information Management & Technology Services (IMTS) 4,363,917 4,538,888 174,971 Legislative Services 1,567,230 1,646,603 79,373 TOTAL EXPENSES 14,602,596 15,523,799 921,203
REVENUES: CFO & Commissioner (42,024) (33,162) 8,862 Corporate Communications (169,106) (169,106) - Finance (1,170,674) (1,186,878) (16,204) Fleet & Procurement Services (1,095,278) (1,331,222) (235,944) Human Resources (212,740) (212,740) - Information Management & Technology Services (IMTS) (449,337) (519,804) (70,467) Legislative Services (90,286) (90,286) - TOTAL REVENUES (3,229,445) (3,543,198) (313,753)
NET TAX LEVY ($) 11,373,151 11,980,601 607,450
FTE 103.2 106.2 3.0
CORPORATE SERVICES 59 CORPORATE SERVICES
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Equipment replacement 1,095,000 9,772,000 10,867,000
Fleet management 2,521,000 25,395,000 27,916,000
Infrastructure management 60,000 2,177,000 2,237,000
New programs 100,000 - 100,000
Productivity enhancement - 1,850,000 1,850,000
Studies - 546,000 546,000
Technology refresh / upgrades 262,000 5,099,000 5,361,000
TOTAL CAPITAL BUDGET & FORECAST 4,038,000 44,839,000 48,877,000
CORPORATE SERVICES 60 CORPORATE SERVICES
2019 COMMISSIONER OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: CFO & Commissioner 344,287 348,089 3,802 TOTAL EXPENSES 344,287 348,089 3,802
REVENUES: CFO & Commissioner (42,024) (33,162) 8,862 TOTAL REVENUES (42,024) (33,162) 8,862
NET TAX LEVY ($) 302,263 314,927 12,664
FTE 2.0 2.0 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
N/A
TOTAL CAPITAL BUDGET & FORECAST – – –
CORPORATE SERVICES 61 CORPORATE COMMUNICATIONS
CORPORATE SERVICES
We build trust between the SERVICES organization and the public through • Strategic, external and internal communications two-way conversations and strategic • Digital services and content communication products. management • Design and brand services
CORPORATE COMMUNICATIONS 62 CORPORATE COMMUNICATIONS
A LOOK BACK AT 2016-2018
KEY SUCCESSES • Revamped community yearbook • Robust social media • Enhanced public engagement process
PUBLIC ENGAGEMENT • Waterloo North Hydro • Long-term Financial Plan
DEFERRED INITIATIVES • Corporate customer service strategy and program • Branding strategy
CORPORATE COMMUNICATIONS 63 CORPORATE COMMUNICATIONS
OUR KEY INITIATIVES FOR 2019
Corporate Website brand review implementation
STRATEGIC PRIORITY STRATEGIC PRIORITY Corporate Excellence Corporate Excellence
WHY THIS IS IMPORTANT? WHY THIS IS IMPORTANT? A recent review of the organizational structure of In 2018, Corporate Communications initiated Corporate Communications identified opportunities a project to refresh the city's website. This to improve the application and usage of the city's included new navigation and design – all with brand which will enhance the overall reputation. the goal of creating a citizen-centered website. In support of this initiative the division will review and revise the brand guidelines. Brand applications WHAT DOES SUCCESS LOOK LIKE? then need to be monitored and managed to ensure The city's website remains our number one they follow the guidelines. communication conduit with the community and the number of daily visits increase. WHAT DOES SUCCESS LOOK LIKE? The city's brand and visual identity will be BUDGET consistently applied. A strong brand and identity N/A keeps our communications clear, cohesive and PROJECT LEAD accessible across multiple channels and helps Corporate Communications build the city's profile and overall reputation. PROJECT COLLABORATORS BUDGET All N/A PUBLIC ENGAGEMENT PROJECT LEAD Survey users Corporate Communications
PROJECT COLLABORATORS Economic Development CAO Office All
PUBLIC ENGAGEMENT Informing and consulting with the community will be an important part of this initiative.
CORPORATE COMMUNICATIONS 64 CORPORATE COMMUNICATIONS
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Implement recommendations of Corporate Communications organizational review
STRATEGIC PRIORITY Corporate Excellence
WHY THIS IS IMPORTANT The Corporate Communications division provides strategic and tactical communications support to the organization. It also is accountable for digital communications, such as the website, social media and the city's public engagement tool. It's important for the division to be optimally organized to ensure it can provide the proper level of service to the organization and community.
WHAT DOES SUCCESS LOOK LIKE? The division will have a clear, understood and articulated mandate. A new work flow process will be introduced; a consistent project management approach will be followed, and divisional work will be aligned with the city's strategic plan.
BUDGET N/A
PROJECT LEAD Corporate Communications
PROJECT COLLABORATORS Human Resources
CORPORATE COMMUNICATIONS 65 CORPORATE COMMUNICATIONS
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Communications 1,040,362 1,094,812 54,450 TOTAL EXPENSES 1,040,362 1,094,812 54,450
REVENUES: Communications (169,106) (169,106) - TOTAL REVENUES (169,106) (169,106) -
NET TAX LEVY ($) 871,256 925,706 54,450
FTE 8.0 8.0 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
New programs 100,000 - 100,000
Studies - 187,000 187,000
Technology refresh / upgrades - 487,000 487,000
TOTAL CAPITAL BUDGET & FORECAST 100,000 674,000 774,000
CORPORATE COMMUNICATIONS 66 FINANCE
CORPORATE SERVICES
We drive business strategy and SERVICES sound financial decision-making by • Develop corporate-wide budget strategies and process developing financial policy, providing • Provide financial strategies and ongoing ongoing financial advice, developing advice to council and the corporation business case analysis, and long-term • Billing and collection of taxation, water and other revenue financial planning for council, and the • Accounts payable and payrolls corporation. We provide financial • Monthly management reporting support to enable divisions to monitor • Annual financial reporting their financial performance.
FINANCE 67 FINANCE
A LOOK BACK AT 2016-2018
KEY SUCCESSES • Three-year (2016-2018) city-wide budget and 2017 development charges background study and by-law • Developed first capital year-end report and brochure (2017) and first comprehensive long-term financial plan (2018) • Software upgrades of PeopleSoft financial and payroll system, enhanced assessment management system developed
PUBLIC ENGAGEMENT • Our City/Our Way informed the long-term financial plan and asset management plan to help create a sustainable service delivery framework • Financial and performance dashboard published annually on city's website • More than 1,200 people participated in public consultation for the 2016-2018 budget
DEFERRED INITIATIVES • Financial training program and video for non-financial staff deferred to 2021, informal training occurring in the meantime • Payroll timesheet project first pilot in late 2018, portal for tax and water billing late 2018/ early 2019
FINANCE 68 FINANCE
OUR KEY INITIATIVES FOR 2019
2019 city-wide budget process Payroll time sheet and development charges (DC) automation project background study and by-law STRATEGIC PRIORITY STRATEGIC PRIORITY Corporate Excellence Corporate Excellence WHY THIS IS IMPORTANT? WHY THIS IS IMPORTANT? This project will eliminate the duplicate entry The city's budget is an important financial planning of time data across the organization. This project tool to enable the delivery of programs/services, will also include electronic approval of entry. and capital works to the community. The 2019 This will create capacity, improve reporting and budget will be developed in 2018 and early 2019. improve accountability. In 2019, staff will develop the 2020-2022 budget WHAT DOES SUCCESS LOOK LIKE? which includes the development of the DC by-law Current Excel and manual time cards will be background study. These initiatives work together eliminated and be replaced by a combination of to provide three-year comprehensive budgets for self-entry directly into system and automated council approval in 2019 & 2020. The Municipal Act capture through mobile devices and other requires that council approve a balanced budget. technologies.
WHAT DOES SUCCESS LOOK LIKE? BUDGET The approval of the city's budget by council $757,000 (funded) in February 2019. Council approval for the DC background study and by-law in conjunction PROJECT LEAD with the 2020-2022 city budget. Finance
BUDGET PROJECT COLLABORATORS DC study: $92,000 (funded) Human Resources IMTS PROJECT LEAD Finance
PROJECT COLLABORATORS All
PUBLIC ENGAGEMENT 2019 budget public engagement strategy will inform the public about what information is being discussed and when.
FINANCE 69 FINANCE
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Delivery of tax and water billing web portal
STRATEGIC PRIORITY Corporate Excellence
WHY THIS IS IMPORTANT This project will improve transparency to the rate and taxpayers of the City of Waterloo. They will be able to access important details of their accounts at any time of the day. This will reduce the reliance of rate and taxpayers making inquires in person and via the phone. In addition, this will reduce the amount of correspondence mailed by the city.
WHAT DOES SUCCESS LOOK LIKE? A clean usable web interface that the majority of rate and taxpayers readily sign up for. A reduction in phone and in-person inquiries and postage expenses should follow.
BUDGET $130,000 (funded)
PROJECT LEAD Finance
PROJECT COLLABORATORS IMTS Corporate Communications
PUBLIC ENGAGEMENT Public promotion/informing will be launched to ensure the public knows and signs up for this initiative.
FINANCE 70 FINANCE
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Finance 3,848,354 4,075,546 227,192 TOTAL EXPENSES 3,848,354 4,075,546 227,192
REVENUES: Finance (1,170,674) (1,186,878) (16,204) TOTAL REVENUES (1,170,674) (1,186,878) (16,204)
NET TAX LEVY ($) 2,677,680 2,888,668 210,988
FTE 33.8 33.8 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Productivity enhancement - 1,500,000 1,500,000
Studies - 310,000 310,000
Technology refresh / upgrades 87,000 1,383,000 1,471,000
TOTAL CAPITAL BUDGET & FORECAST 87,000 3,194,000 3,281,000
FINANCE 71 FLEET & PROCUREMENT SERVICES
CORPORATE SERVICES
To provide reliable service and SERVICES professional expertise in fleet • Manage and maintain corporate fleet assets and operations for more than administration/operations, 330 pieces of equipment, including procurement, risk, supply chain, safety oversight, vehicle licensing and Commercial Vehicle Operator's materials management resulting in Registration (CVOR) certification. fleet operations that are safe and • Ensure the sound management of reliable and procurement activities the city's procurement and inventory management activities. that are open, fair and transparent.
FLEET & PROCUREMENT SERVICES 72 FLEET & PROCUREMENT SERVICES
A LOOK BACK AT 2016-2018
KEY SUCCESSES • Completed a fleet assessment that outlines initiatives to transform fleet operations • Initiated structured CVOR training program • Procurement improvements: Pilot project using Qualifications Based Selection, enhanced reporting of lower cost purchases, developed and delivered city-wide procurement training
FLEET & PROCUREMENT SERVICES 73 FLEET & PROCUREMENT SERVICES
OUR KEY INITIATIVES FOR 2019
Develop and implement a Update fleet management comprehensive fleet policy and information system – phase one standard operating procedure STRATEGIC PRIORITY STRATEGIC PRIORITY Corporate Excellence Corporate Excellence WHY THIS IS IMPORTANT WHY THIS IS IMPORTANT To determine options available and associated cost It's necessary to define, measure, monitor to replace the city's existing fleet management and perform fleet management activities information system as it does not meet the city's enabling the division to report on outcomes current needs and has limited upgrade capabilities. in order to promote continuous improvements, An effective fleet management information system ensure regulatory compliance and optimize is an important tool for the ongoing management equipment lifespan. and report of fleet operations.
WHAT DOES SUCCESS LOOK LIKE? WHAT DOES SUCCESS LOOK LIKE? Fleet Policy approved by Council in 2019. Development and issuance of a request for Standard Operating Procedures developed information to gain information required and retained in structured electronic file to budget for and move forward with a request system (Open Text). for proposal when budget becomes available. Internal recommendation report. BUDGET N/A BUDGET $100,000 PROJECT LEAD Fleet and Procurement Services PROJECT LEAD Fleet and Procurement Services PROJECT COLLABORATORS Asset Management PROJECT COLLABORATORS Environment & Parks Services Finance City Utilities PUBLIC ENGAGEMENT Transportation Supplier community engaged through public request for information process.
FLEET & PROCUREMENT SERVICES 74 FLEET & PROCUREMENT SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Refresh procurement by-law
STRATEGIC PRIORITY Corporate Excellence
WHY THIS IS IMPORTANT Ensure that the city's procurement practices align with legislated requirements and provide allowable efficiencies within the procurement process to support operational needs.
WHAT DOES SUCCESS LOOK LIKE? Revised by-law approved by council in 2019
BUDGET N/A
PROJECT LEAD Fleet and Procurement Services
PROJECT COLLABORATORS All
FLEET & PROCUREMENT SERVICES 75 FLEET & PROCUREMENT SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Fleet & Procurement 1,668,697 1,929,577 260,880 TOTAL EXPENSES 1,668,697 1,929,577 260,880
REVENUES: Fleet & Procurement (1,095,278) (1,331,222) (235,944) TOTAL REVENUES (1,095,278) (1,331,222) (235,944)
NET TAX LEVY ($) 573,419 598,355 24,936
FTE 13.0 15.0 2.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Fleet Management 2,521,000 25,395,000 27,916,000
TOTAL CAPITAL BUDGET & FORECAST 2,521,000 25,395,000 27,916,000
FLEET & PROCUREMENT SERVICES 76 HUMAN RESOURCES
CORPORATE SERVICES
We are dedicated to collaborating SERVICES with our business partners to provide • Employee total compensation and human resource information system services and strategic leadership • Health and safety that supports our core values in • Labour relations the achievement of organizational • Staffing and workforce planning excellence. We champion a respectful, • Organizational development and training inclusive and safe work environment • Volunteer Services for all staff and volunteers that enables and engages them as key contributors to the city's success.
77 HUMAN RESOURCES HUMAN RESOURCES 77 HUMAN RESOURCES
A LOOK BACK AT 2016-2018
KEY SUCCESSES • Corporate health and safety program implementation and maintenance • Implementation of the CUPE and Waterloo Professional Fire Fighters' collective agreements • Competitive base pay program review completed through external job evaluation consultant for staff association-covered positions
DEFERRED INITIATIVES • Human resources management software project (Peoplesoft) - time and attendance module • Succession planning
HUMAN RESOURCES 78 HUMAN RESOURCES
OUR KEY INITIATIVES FOR 2019
Ensure legislative compliance and Succession planning program policy review and development development and implementation
STRATEGIC PRIORITY STRATEGIC PRIORITY Corporate Excellence Corporate Excellence
WHY THIS IS IMPORTANT? WHY THIS IS IMPORTANT? Ensure that legislative changes are reflected in With the changing workforce, we need to ensure our corporate policies and procedures, which sets that the corporation is resilient when planning for the framework for the role of Human Resources. upcoming retirements and other staff changes. This work will lead into employee training to clarify A transparent program with clear pathways provides understanding of expectations and parameters. new and existing employees with opportunities to strive for leadership positions within the organization. WHAT DOES SUCCESS LOOK LIKE? A comprehensive review of all human resources WHAT DOES SUCCESS LOOK LIKE? corporate policies, as required. Resulting procedure Development of a succession planning program that updating as well as corporate roll-out and is flexible enough to meet the succession planning training of updated policies would be needed. needs of all divisions and levels of the organization, with a communication roll-out to all employees in BUDGET the organization. N/A BUDGET PROJECT LEAD N/A Human Resources PROJECT LEAD PROJECT COLLABORATORS Human Resources CAO Office Legal Services PROJECT COLLABORATORS Legislative Services CAO Office Corporate Communications
HUMAN RESOURCES 79 HUMAN RESOURCES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Development of volunteer services manual and communication plan
STRATEGIC PRIORITY Corporate Excellence Strong Community
WHY THIS IS IMPORTANT The role of Volunteer Services is not well-understood corporately, so we will be endeavouring to seek feedback from the areas that have volunteers assisting with their city programs. Important to clarify what is and is/not a volunteer under the Volunteer Services umbrella. Focus will also be on to further promoting opportunities to volunteer with the City of Waterloo in the community.
WHAT DOES SUCCESS LOOK LIKE? Development and roll-out of a communication strategy to promote Volunteer Services at the City of Waterloo. Development and implementation of a volunteer services manual. Corporate understanding of the role of Volunteer Services at the City of Waterloo.
BUDGET $3,000
PROJECT LEAD Human Resources
PROJECT COLLABORATORS CAO Office Corporate Communications
HUMAN RESOURCES 80 HUMAN RESOURCES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Human Resources 1,769,749 1,890,284 120,535 TOTAL EXPENSES 1,769,749 1,890,284 120,535
REVENUES: Human Resources (212,740) (212,740) - TOTAL REVENUES (212,740) (212,740) -
NET TAX LEVY ($) 1,557,009 1,677,544 120,535
FTE 12.2 13.2 1.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Productivity Enhancement - 351,000 351,000
Studies - 49,000 49,000
TOTAL CAPITAL BUDGET & FORECAST - 399,000 399,000
HUMAN RESOURCES 81 INFORMATION MANAGEMENT & TECHNOLOGY SERVICES (IMTS) CORPORATE SERVICES
IMTS is committed to effective SERVICES management and use of information • Network, server, storage, wireless, security, telephone, e-mail and technology resources. Our team is collaboration services dedicated to building partnerships and • Business application development, facilitating business improvement implementation, testing, reporting, maintenance and support services through partnerships with operational • Enterprise applications and Geographic teams and business process redesign Information System (GIS) integration, business analysis and database with a focus on sustainability through management the implementation of quality solutions • Information technology management and the utilization of technical expertise and project management on technology based projects and innovation. • Desktop service helpdesk support, print and imaging services
INFORMATION MANAGEMENT & TECHNOLOGY SERVICES 82 INFORMATION MANAGEMENT & TECHNOLOGY SERVICES
A LOOK BACK AT 2016-2018
KEY SUCCESSES • Data center relocation from Waterloo City Centre to Waterloo Service Centre • City interface applications re-engineering • Cyber security training for all employees
INFORMATION MANAGEMENT & TECHNOLOGY SERVICES 83 INFORMATION MANAGEMENT & TECHNOLOGY SERVICES
OUR KEY INITIATIVES FOR 2019
Corporate relational database Replacement of the un-interruptable management system hardware power supply (UPS) for the refresh secondary data centre
STRATEGIC PRIORITY STRATEGIC PRIORITY Corporate Excellence Corporate Excellence
WHY THIS IS IMPORTANT WHY THIS IS IMPORTANT Database management systems are crucial and Using high quality un-interruptible power supply important links in the creation and management (UPS) equipment can help protect the hardware of data. They are needed for effective running and against damage from unexpected power failures or management of data. It also helps the city to transfer unclean power. UPS devices provide power backup to data through the entire systems. Outdated hardware the data centre, ensuring that there is no interruption and software crashes more often, causing more between the computing systems and the main power downtime, increases costs to recover, decreases supply. The current UPS is 12 years old and very close productivity and also has more security holes which to the end of its life. The vendor has also urgently brings legal and regulatory compliance risks to the recommended that it be replaced. organization. WHAT DOES SUCCESS LOOK LIKE? WHAT DOES SUCCESS LOOK LIKE? New un-interruptable power supply (UPS) will be Enterprise databases will be migrated to the new installed in the secondary data centre. servers and storage. BUDGET BUDGET $123,000 $280,000 $931,000 (forecast) PROJECT LEAD IMTS PROJECT LEAD IMTS
INFORMATION MANAGEMENT & TECHNOLOGY SERVICES 84 INFORMATION MANAGEMENT & TECHNOLOGY SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Fibre network infrastructure
STRATEGIC PRIORITY Corporate Excellence
WHY THIS IS IMPORTANT Single-mode fibre will give us a higher transmission rate and up to 50 times more distance than multi- mode fibre. The city has installed multi-mode fibre inside city facilities over the past 20 years due to the previous high cost of single-mode fibre. We are replacing the damaged or aged multi-mode fibre with the single-mode fibre as much as possible to promote computer network efficiency.
WHAT DOES SUCCESS LOOK LIKE? The multi-mode fibre optic cables will be replaced by single-mode fibre optic cables as much as possible when budget permits.
BUDGET $60,000 $2.2 million (forecast)
PROJECT LEAD IMTS
PROJECT COLLABORATORS Facility Design & Management Services Engineering Services
INFORMATION MANAGEMENT & TECHNOLOGY SERVICES 85 INFORMATION MANAGEMENT & TECHNOLOGY SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Information Systems 4,363,917 4,538,888 174,971 TOTAL EXPENSES 4,363,917 4,538,888 174,971
REVENUES: Information Systems (449,337) (519,804) (70,467) TOTAL REVENUES (449,337) (519,804) (70,467)
NET TAX LEVY ($) 3,914,580 4,019,084 104,504
FTE 20.0 20.0 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Equipment replacement 1,095,000 9,772,000 10,867,000
Infrastructure management 60,000 2,177,000 2,237,000
Technology refresh / upgrades 174,000 2,524,000 2,698,000
TOTAL CAPITAL BUDGET & FORECAST 1,329,000 14,473,000 15,802,000
INFORMATION MANAGEMENT & TECHNOLOGY SERVICES 86 LEGISLATIVE SERVICES
CORPOR ATE SERVICES
We administer the statutory SERVICES responsibilities and legislative process • Support council and staff in the preparation of council agendas, minutes and council/ for city council, the administration and committee meeting scheduling the public. We manage council and • Conduct municipal elections committee meetings including agendas, • Direct corporate-wide records management functions including freedom of information by-laws and minutes, boards and requests, privacy protection and corporate committees of council including appeal policies and procedures tribunals, elected officials' event and • Issue marriage licences and burial permits in accordance with the Vital Statistics Act constituency support, Municipal and perform civil marriage ceremonies Freedom of Information and Protection • Coordinate the recruitment and appointment to various boards and of Privacy Act requests, corporate committees of council records management, vital statistics • Provide administrative support to council and municipal elections. including management and coordination of mayor and council schedules at events, conferences and meetings, organizing city events hosted by council and responding to constituent-related matters
LEGISLATIVE SERVICES 87 LEGISLATIVE SERVICES
A LOOK BACK AT 2016-2018
KEY SUCCESSES • Board and committee review: comprehensive review completed in 2016. Some committees reduced or merged, change in terms of reference, etc. to create efficiencies and avoid duplication of efforts and the committee policy was updated. • Records management program development (Open Text): corporate-wide training completed in 2018. Division staff are monitoring the use of Open Text and following up with employees to provide refresher training and/or tweak processes as required. • Refresh of corporate policies: development of new policies (licence plate recognition and special service area levy) and key council related policies.
PUBLIC ENGAGEMENT • Board and Committee review: staff pro-actively sought input from Council, board committee chairs and staff liaisons. • Policy development: staff sought Homes Association feedback on the creation of a special service area levy. Public and IPC (Information Privacy Commissioner) input was sought on the development of a licence plate recognition use policy.
LEGISLATIVE SERVICES 88 LEGISLATIVE SERVICES
OUR KEY INITIATIVES FOR 2019
Council orientation for new Review of procedural by-law term of council 2018-2022 and code of conduct for council
STRATEGIC PRIORITY STRATEGIC PRIORITY Corporate Excellence Corporate Excellence
WHY THIS IS IMPORTANT WHY THIS IS IMPORTANT? Being an effective council member is challenging, The city's procedural by-law was last updated as the public sector is very different than private in 2007 and the code of conduct in 2009. With business. People may get elected without completely the changes made to the Municipal Act in 2017, understanding how they fit into the municipal updates are required to bring these key guiding environment. It is important to start the new term documents in line with existing legislation. of council with a renewed vigour in council-staff relations, provide a clear overview of the legal WHAT DOES SUCCESS LOOK LIKE? responsibilities and review priorities, successes and Successful delivery of our key initiatives for 2019 challenges for the upcoming term. will demonstrate service excellence and earn the public's trust and confidence that the actions and WHAT DOES SUCCESS LOOK LIKE? responsibilities of council are rooted in inclusive, A council member that is engaged and understands transparent and fair decision-making. the importance of their role and responsibilities, including how the decision-making process and BUDGET the legislative environment work (i.e. procedure N/A by-law, code of conduct, municipal conflict of PROJECT LEAD interest, etc.) Legislative Services
BUDGET PROJECT COLLABORATORS N/A Legal Services PROJECT LEAD Legislative Services
PROJECT COLLABORATORS Legal Services
LEGISLATIVE SERVICES 89 LEGISLATIVE SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Utilize Open Text in the development of council agenda workflow and other advanced workflow
STRATEGIC PRIORITY Corporate Excellence
WHY THIS IS IMPORTANT? The development of workflows will continue to be automated and make processes that currently involve distributing paper records for approval more efficient. This will create time and resource efficiencies and provide better tracking of approval and review processes.
WHAT DOES SUCCESS LOOK LIKE? We will have a fully automated physical objects retention and destruction approval process and an automated report and agenda development process.
BUDGET N/A
PROJECT LEAD Legislative Services
PROJECT COLLABORATORS IMTS
LEGISLATIVE SERVICES 90 LEGISLATIVE SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Legislative Services 1,567,230 1,646,603 79,373 TOTAL EXPENSES 1,567,230 1,646,603 79,373
REVENUES: Legislative Services (90,286) (90,286) - TOTAL REVENUES (90,286) (90,286) -
NET TAX LEVY ($) 1,476,944 1,556,317 79,373
FTE 14.2 14.2 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Technology refresh / upgrades - 705,000 705,000
TOTAL CAPITAL BUDGET & FORECAST - 705,000 705,000
LEGISLATIVE SERVICES 91 INTEGRATED PLANNING & PUBLIC WORKS
We ensure a thoughtfully planned OUR CORE CUSTOMERS and executed sustainable built form • Residents • Businesses and ratepayers that is maintained in an efficient and of the City of Waterloo effective manner, promoting a high OUR CORE STAKEHOLDERS quality of life for the residents of • Residents Waterloo. We deliver service that is • Neighbourhood associations dependable and strives to consistently • The development industry meet or exceed council’s expectations. • Business community and committees of council • Special interest groups
OUR DIVISIONS • Building Standards • City Utilities • Engineering Services • Planning • Transportation Services
CORPORATE SERVICES 92 INTEGRATED PLANNING & PUBLIC WORKS
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Commissioner 854,821 916,067 61,246 Building Standards 3,027,725 3,179,051 151,326 City Utilities 63,510,948 66,445,905 2,934,957 Engineering Services 3,327,375 3,416,635 89,260 Planning 2,239,161 2,396,746 157,585 Transportation 7,024,813 7,411,9 98 387,185 TOTAL EXPENSES 79,984,843 83,766,402 3,781,559
REVENUES: Commissioner (948,455) (951,128) (2,673) Building Standards (3,027,725) (3,179,051) (151,326) City Utilities (63,510,948) (66,445,905) (2,934,957) Engineering Services (1,444,129) (1,444,129) - Planning (859,331) (902,548) (43,217) Transportation (1,768,751) (1,884,243) (115 ,492) TOTAL REVENUES (71,559,339) (74,807,004) (3,247,665)
NET TAX LEVY ($) 8,425,504 8,959,398 533,894
FTE 172.9 174.9 2.0
INTEGRATED PLANNING & PUBLIC WORKS 93 INTEGRATED PLANNING & PUBLIC WORKS
2019 DEPARTMENT CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
CIP development & implementation 651,000 8,272,000 8,923,000 Economic development initiatives 1,955,000 9,281,000 11,237,000 Environmental planning & management 187,000 954,000 1,141,000 Equipment replacement 43,000 22,000 66,000 Facility refurbishment 119,000 3,149,000 3,268,000 Fleet management 222,000 841,000 1,063,000 Infrastructure management 264,000 7,420,000 7,684,000 New programs - growth management – 149,000 149,000 Park expansion – 2,526,000 2,526,000 Productivity enhancement 1,069,000 3,144,000 4,213,000 Road reconstruction – 6,317,000 6,317,000 Road reconstruction (including underground) 14,717,000 133,625,000 148,342,000 Road resurfacing 1,061,000 11,610,000 12,671,000 Roadside maintenance 386,000 3,840,000 4,226,000 Sidewalks & trails 1,167,000 13,374,000 14,541,000 Stormwater maintenance 809,000 14,252,000 15,061,000 Stormwater system rehab 3,143,000 20,668,000 23,811,000 Streetscaping 1,804,000 10,021,000 11,825,000 Studies 918,000 4,996,000 5,914,000 Traffic management 117,000 1,107,000 1,224,000 Wastewater expansion 1,591,000 7,724,000 9,314,000 Wastewater maintenance 288,000 1,845,000 2,133,000 Wastewater system rehab 2,687,000 9,604,000 12,291,000 Water expansion 1,422,000 6,939,000 8,362,000 Water maintenance 283,000 2,957,000 3,240,000 Water system rehab 3,192,000 12,073,000 15,130,000 Stormwater expansion 2,824,000 5,373,000 8,198,000 TOTAL CAPITAL BUDGET & FORECAST 40,921,000 302,082,000 342,868,000
INTEGRATED PLANNING & PUBLIC WORKS 94 INTEGRATED PLANNING & PUBLIC WORKS
2019 COMMISSIONER OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Commissioner 854,821 916,067 61,246 TOTAL EXPENSES 854,821 916,067 61,246
REVENUES: Commissioner (948,455) (951,128) (2,673) TOTAL REVENUES (948,455) (951,128) (2,673)
NET TAX LEVY ($) (93,634) (35,061) 58,573
FTE 7.4 7.4 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
N/A
TOTAL CAPITAL BUDGET & FORECAST – – –
INTEGRATED PLANNING & PUBLIC WORKS 95 BUILDING STANDARDS
INTEGRATED PLANNING & PUBLIC WORKS
The chief building official seeks SERVICES to deliver an efficient and effective • Review construction drawings, issue permits and inspect construction. administration of the Building Code • Help navigate applicants through the Act and related responsibilities in the permit process and provide tools and City of Waterloo while remaining resources to make it easier. accountable to council and the public. As a division, through collaboration and networking with peers and stakeholders, we strive to keep Waterloo as a leader in technology while providing outstanding customer service. These activities ensure Waterloo's buildings are safe and sound for use and in conformance with city by-laws and standards.
BUILDING STANDARDS 96 BUILDING STANDARDS
KEY SUCCESSES • Designed and built an inspector application allowing inspection results to be recorded via a smart phone • Provided electronic plan review for all permit applications
DEFERRED INITIATIVES • Expansion of on-line application process to include all permit types
BUILDING STANDARDS 97 BUILDING STANDARDS
OUR KEY INITIATIVES FOR 2019
Expand on-line permits Develop a builder application for to all permit types smart phone inspection requests
STRATEGIC PRIORITY STRATEGIC PRIORITY Corporate Excellence Corporate Excellence
WHY THIS IS IMPORTANT WHY THIS IS IMPORTANT Allows applications to be made 24/7 which This will improve our interaction with permit provides extended hours for applicants. holders and allow for 24/7 access to booking inspections. It will also provide for real time WHAT DOES SUCCESS LOOK LIKE? feedback on inspection results to the builder. Thirty per cent of our permit applications will be on-line. WHAT DOES SUCCESS LOOK LIKE? Twenty per cent of our inspection requests will BUDGET be made through a smart phone. $320,000 BUDGET PROJECT LEAD $53,000 Building Standards $54,000 (forecast)
PROJECT COLLABORATORS PROJECT LEAD IMTS Building Standards Engineering Services PROJECT COLLABORATORS IMTS Engineering Services
BUILDING STANDARDS 98 BUILDING STANDARDS
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Transition our fleet to electric vehicles
STRATEGIC PRIORITIES Environmental Leadership
WHY THIS IS IMPORTANT To show leadership in moving away from gas vehicles and lowering our carbon footprint. WHAT DOES SUCCESS LOOK LIKE? Electric charging stations will be installed in our William Street parking lot and all seven inspection vehicles will be electric.
BUDGET $222,000 $841,000 (forecast)
PROJECT LEAD Building Standards
PROJECT COLLABORATORS Facilities and Fleet Asset Management
BUILDING STANDARDS 99 BUILDING STANDARDS
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Building Standards 3,027,725 3,179,051 151,326 TOTAL EXPENSES 3,027,725 3,179,051 151,326
REVENUES: Building Standards (3,027,725) (3,179,051) (151,326) TOTAL REVENUES (3,027,725) (3,179,051) (151,326)
NET TAX LEVY ($) – – –
FTE 19.8 20.8 1.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Equipment replacement 43,000 22,000 66,000
Fleet management 222,000 841,000 1,063,000
Infrastructure management 53,000 54,000 107,000
Productivity enhancement 1,069,000 3,144,000 4,213,000
Studies – 69,000 69,000
TOTAL CAPITAL BUDGET & FORECAST 1,388,000 4,130,000 5,518,000
BUILDING STANDARDS 100 CITY UTILITIES
INTEGRATED PLANNING & PUBLIC WORKS
We provide safe and reliable SERVICES distribution of drinking water, • Operation and maintenance of water distribution, wastewater collection and collection of sanitary wastewater stormwater management systems and stormwater management services • Water meter maintenance, calibration that are essential for public health, and replacement • Drinking water backflow prevention private property and environmental program management protection and contribute to the • Stormwater utility and credit program. quality of life in Waterloo. • Accredited operating authority for municipal drinking water system and responsible for administration of the municipal drinking water licence, drinking water works permit and drinking water quality management system • 24/7 emergency response
CITY UTILITIES 101 CITY UTILITIES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Commenced implementation of the water distribution master plan • Advanced metering infrastructure pilot program • Received a final inspection rating of 100 per cent on the annual drinking water distribution system inspection completed by the Ministry of the Environment
PUBLIC ENGAGEMENT • Public consultation on the water distribution master plan as part of the environmental assessment process • Collaborate and involve public in the advance metering infrastructure (AMI) on a pilot scale
DEFERRED INITIATIVES • Quality management system implementation for sanitary sewer and stormwater system
CITY UTILITIES 102 CITY UTILITIES
OUR KEY INITIATIVES FOR 2019
Black pipe policy review Advanced metering infrastructure implementation STRATEGIC PRIORITY Infrastructure Renewal STRATEGIC PRIORITY Corporate Excellence Corporate Excellence WHY THIS IS IMPORTANT Infrastructure renewal The City of Waterloo currently replaces existing WHY THIS IS IMPORTANT privately-owned deficient black sewer pipe within The pilot project confirmed the ability of the the wastewater collection system. This pipe is meter-reading technology to identify higher now reaching the end of its expected service life; than normal water consumption as a result of a review of the extent of the remaining pipe and leaks or malfunctioning equipment. Full scale of the existing policy on replacement will provide implementation of the system will improve information to ensure efficient service delivery. economic, social, environmental and service WHAT DOES SUCCESS LOOK LIKE? level impacts by providing early notification of The extent of remaining black pipe will be increased consumption. confirmed and documented, replacement options WHAT DOES SUCCESS LOOK LIKE? will be considered and recommendations will be Approval to proceed with full-scale implementation provided for addressing this issue in the future. of the AMI system over the next several years.
BUDGET BUDGET N/A A cost benefit analysis along with several funding PROJECT LEAD options for the full-scale implementation will be City Utilities provided for review and approval.
PROJECT COLLABORATORS PROJECT LEAD Engineering Services City Utilities Building Standards PROJECT COLLABORATORS Corporate Communications Finance PUBLIC ENGAGEMENT Asset Management City Utilities will work with Corporate Corporate Communications Communications to develop a strategy PUBLIC ENGAGEMENT that supports a future council decision. We will consult with the community on this initiative.
CITY UTILITIES 103 CITY UTILITIES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Leak detection system implementation
STRATEGIC PRIORITIES Infrastructure Renewal Environmental Leadership
WHY THIS IS IMPORTANT Implementation of the new leak detection technology will provide system data including pressure, temperature and acoustic information to assess system status resulting in improved response times for leak detection, assessment and repair. WHAT DOES SUCCESS LOOK LIKE? Installation of all hydrant sensors will be completed in various locations identified throughout the city; data will be collected and analyzed to find procedural improvements to reduce water loss and improve system performance.
BUDGET $877,000 (funded)
PROJECT LEAD City Utilities
CITY UTILITIES 104 CITY UTILITIES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: City Utilities 63,510,948 66,445,905 2,934,957 TOTAL EXPENSES 63,510,948 66,445,905 2,934,957
REVENUES: City Utilities (63,510,948) (66,445,905) (2,934,957) TOTAL REVENUES (63,510,948) (66,445,905) (2,934,957)
NET TAX LEVY ($) – – –
FTE 50.6 50.6 0.0
CITY UTILITIES 105 CITY UTILITIES
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Environmental planning & management 154,000 72,000 226,000
Infrastructure management – 5,185,000 5,185,000
Stormwater maintenance 809,000 14,252,000 15,061,000
Stormwater system rehab 3,143,000 20,668,000 23,811,000
Studies – 1,230,000 1,230,000
Stormwater expansion 2,824,000 5,373,000 8,198,000
Wastewater expansion 1,591,000 7,724,000 9,314,000
Wastewater maintenance 288,000 1,845,000 2,133,000
Wastewater system rehab 2,687,000 9,604,000 12,291,000
Water expansion 1,422,000 5,549,000 6,971,000
Water maintenance 283,000 2,957,000 3,240,000
Water system rehab 3,192,000 12,073,000 15,130,000
TOTAL CAPITAL BUDGET & FORECAST 16,394,000 86,532,000 102,791,000
CITY UTILITIES 106 ENGINEERING SERVICES
INTEGRATED PLANNING & PUBLIC WORKS
To provide engineering and project SERVICES management services to other divisions • Development engineering • Design and construction engineering in the city, namely city utilities, • Engineering infrastructure transportation, building standards, • Data management planning approvals, environment and parks and economic development. We conduct technical studies, environmental assessments, landscape architecture, pre-design work, contract administration, drafting, data review and construction inspection.
ENGINEERING SERVICES 107 ENGINEERING SERVICES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Columbia Street West road widening • Waterloo Park's central promenade trail and bridge construction • Pilot project for stormwater pond sediment re-use
PUBLIC ENGAGEMENT • Colonial pumping station odour control project (involve) • Silver Lake and Laurel Creek rehabilitation environmental assessment (consult) • Waterloo advisory committee on active transportation (WACAT) – (collaborate)
DEFERRED INITIATIVES • Beaver Creek Road and Conservation Drive construction tenders
ENGINEERING SERVICES 108 ENGINEERING SERVICES
OUR KEY INITIATIVES FOR 2019
City of Waterloo transportation Silver Lake and Laurel Creek master plan update rehabilitation
STRATEGIC PRIORITY STRATEGIC PRIORITY Multi-modal transportation Environmental Leadership
WHY THIS IS IMPORTANT WHY THIS IS IMPORTANT The city’s 2011 transportation master plan A Silver Lake and Laurel Creek environmental (TMP) outlines a multi-modal system for vehicles, assessment (EA) addendum was completed in pedestrians and cyclists. It also recognizes the early summer 2018. The scope of the EA was to movement of goods and freight and the need determine a preferred rehabilitation option for for complete streets and transit options. With Silver Lake and Laurel Creek within Waterloo the completion of the ION LRT and the Region’s Park taking into account flood control, hydraulic new transportation master plan it is time to capacity, operations, maintenance, water quality, update the city’s 2011 document. aquatic habitat, aesthetics, public input, safety, social, heritage, cultural and recreational uses. WHAT DOES SUCCESS LOOK LIKE? An updated transportation master plan that WHAT DOES SUCCESS LOOK LIKE? outlines the city’s plans and policies for complete A reconfigured lake with significantly better water streets and its on and off road transportation quality, aesthetics and ecological function. network. BUDGET BUDGET $7.3 million $160,000 PROJECT LEAD PROJECT LEAD Engineering Services Engineering Services PROJECT COLLABORATORS PROJECT COLLABORATORS City Utilities Transportation Corporate Communications Planning Environment & Parks Services Corporate Communications PUBLIC ENGAGEMENT PUBLIC ENGAGEMENT Significant public engagement has already The public will be consulted on the proposed occurred via the Environmental Assessment; updates to the transportation master plan. however, further consultation about the final design will occur.
ENGINEERING SERVICES 109 ENGINEERING SERVICES
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Stormwater master plan
STRATEGIC PRIORITIES Infrastructure Renewal Environmental Leadership
WHY THIS IS IMPORTANT A stormwater master plan will provide the city with a preferred strategy to identify, protect and enhance natural features, ecological function and biophysical integrity. The plan will assist staff in managing risks through the establishment of environmental targets for water quality, water quantity, erosion, infiltration and guidance for the protection of natural features. The stormwater master plan will also address infrastructure issues, such as flooding, and form part of the overall asset management program. WHAT DOES SUCCESS LOOK LIKE? A comprehensive inventory of the city’s stormwater management infrastructure and listing of opportunities for future improvements and capital projects.
BUDGET $515,000
PROJECT LEAD Engineering Services
PROJECT COLLABORATORS City Utilities Asset Management Corporate Communications
PUBLIC ENGAGEMENT The public has and will continue to be consulted about the contents of the master plan.
ENGINEERING SERVICES 110 ENGINEERING SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Engineering Services 3,327,375 3,416,635 89,260 TOTAL EXPENSES 3,327,375 3,416,635 89,260
REVENUES: Engineering Services (1,444,129) (1,444,129) – TOTAL REVENUES (1,444,129) (1,444,129) –
NET TAX LEVY ($) 1,883,246 1,972,506 89,260
FTE 28.1 28.1 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
CIP development & implementation 64,000 943,000 1,007,000
Facility refurbishment 119,000 3,149,000 3,268,000
Infrastructure management 129,000 633,000 762,000
Road reconstruction – 2,007,000 2,007,000
Road reconstruction (including underground) 8,201,000 40,824,000 49,025,000
Sidewalks & trails – 3,403,000 3,403,000
Streetscaping 436,000 1,624,000 2,060,000
Water expansion – 1,390,000 1,390,000
TOTAL CAPITAL BUDGET & FORECAST 8,950,000 53,972,000 62,922,000
ENGINEERING SERVICES 111 PLANNING
INTEGRATED PLANNING & PUBLIC WORKS
To plan and design our community SERVICES for orderly growth and development, • Policy planning and review • Heritage planning striving to make our city more livable • Environmental planning and vibrant. We shape the built form • Review of provincial and regional policies and spatial interaction of the city. • Development planning including: This is achieved through the creation zoning, subdivisions, condominiums, and urban design of planning policy, establishment of • Site plan review and approval development regulations and standards, • Zoning and development compliance evaluation and processing of urban • Committee of adjustment applications planning applications, and collaboration • Sign by-law, including variances and permits with diverse interest groups. • Demolition control
PLANNING 112 PLANNING
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Completion of station area planning to leverage LRT and support intensification around ION stations • Completion of the Beaver Creek Meadows district plan • For the first time in more than 50 years, a new zoning by-law (re: By-law 2018-050 adopted on September 10, 2018 – comprehensive zoning by-law review)
PUBLIC ENGAGEMENT • Comprehensive zoning by-law review – council meetings, open houses, neighbourhood meetings, drop-in sessions, e-surveys, and web pages • Growth management projects typically involve significant public engagement (e.g. uptown public realm strategy – public meetings, design charrettes) • Ontario Die Company (Roger Street) – official plan amendment and zone change – council meetings, open houses, design charrettes/working group meetings, and electronic correspondence
DEFERRED INITIATIVES • Urban design manual update – to follow the comprehensive zoning by-law review • West side employment lands – applications received in mid-2018
PLANNING 113 PLANNING
OUR KEY INITIATIVES FOR 2019
Urban design manual update Update public notices and evaluate notification practices STRATEGIC PRIORITY Strong Communities STRATEGIC PRIORITY WHY THIS IS IMPORTANT Corporate Excellence The urban design manual (UDM) guides WHY THIS IS IMPORTANT development in the community, and is the basis To better inform and engage the community from which site plan applications are evaluated. and stakeholders in the planning process. The UDM was adopted in 2009, and needs to be updated to reflect contemporary urban WHAT DOES SUCCESS LOOK LIKE? planning and design standards, complement the Simplified, more reader-friendly notices that still new Zoning By-law 2018-050, and align with policy comply with legislative obligations. Notification initiatives such as the official plan (2012), uptown procedures, including circulation distances, public realm guidelines (2018), and tall building tailored to Waterloo that exceed minimum design guidelines (2019). legislative obligations.
WHAT DOES SUCCESS LOOK LIKE? BUDGET A simplified and more user friendly urban design N/A manual that establishes contemporary design objectives, standards, guidelines, and technical PROJECT LEAD requirements for development, implements Planning strategic planning documents, aligns with best PROJECT COLLABORATORS practices, and reflects current legislation such Corporate Communications as AODA. Legal Services
BUDGET PUBLIC ENGAGEMENT N/A Engagement could involve council meetings, PROJECT LEAD e-surveys, and stakeholder consultation Planning (e.g. neighbourhood associations).
PROJECT COLLABORATORS Engineering Services Building Standards Legal Services Corporate Communications
PUBLIC ENGAGEMENT Community and stakeholder engagement will be undertaken. Engagement could involve council meetings, drop-in sessions, e-surveys, web page, working groups, and informal conversations.
PLANNING 114 PLANNING
> OUR KEY INITIATIVES FOR 2019 CONTINUED
Initiation of an inclusionary zoning study
STRATEGIC PRIORITIES Strong Community
WHY THIS IS IMPORTANT The provision of affordable housing is a key community issue. The Province recently granted municipalities the authority to require affordable housing units in new developments, subject to completion of an assessment report and adoption of necessary official plan and zoning By-law amendments. Staff are proposing to collaborate with the City of Kitchener on a joint study. WHAT DOES SUCCESS LOOK LIKE? Completion of the study with consideration of official plan and zoning By-law amendments, if necessary, by council.
BUDGET $51,000 (funded)
PROJECT LEAD Planning
PROJECT COLLABORATORS Economic Development Corporate Communications
PUBLIC ENGAGEMENT The study will include opportunities to inform and engage stakeholders through a variety of means.
PLANNING 115 PLANNING
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Planning 2,239,161 2,396,746 157,585 TOTAL EXPENSES 2,239,161 2,396,746 157,585
REVENUES: Planning (859,331) (902,548) (43,217) TOTAL REVENUES (859,331) (902,548) (43,217)
NET TAX LEVY ($) 1,379,830 1,494,198 114,368
FTE 18.0 19.0 1.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
CIP development & implementation 587,000 7,329,000 7,916,000
Economic development initiatives 1,955,000 9,281,000 11,237,000
Environmental planning & management 33,000 882,000 915,000
New programs – growth management – 149,000 149,000
Park expansion – 2,526,000 2,526,000
Streetscaping 1,368,000 8,397,000 9,765,000
Studies 866,000 3,227,000 4,093,000
TOTAL CAPITAL BUDGET & FORECAST 4,810,000 31,790,000 36,600,000
PLANNING 116 TRANSPORTATION SERVICES
INTEGRATED PLANNING & PUBLIC WORKS
Provide a sustainable and reliable SERVICES transportation network that is • Management, maintenance and planning of roads, sidewalks, streetlights and traffic accessible and safe for all users: control devices pedestrians, cyclists, transit riders • All infrastructure within the road and vehicle drivers while meeting right-of-way the regulatory requirements for maintenance standards.
TRANSPORTATION SERVICES 117 TRANSPORTATION SERVICES
A LOOK BACK AT 2016–2018
KEY SUCCESSES • Revamp the loose leaf collection program • LED streetlighting conversion for cobra head lights • Maximo implementation
PUBLIC ENGAGEMENT • Loose-leaf collection program was revamped following feedback received through Engage Waterloo from residents
DEFERRED INITIATIVES • Burying hydro underground in the uptown core
TRANSPORTATION SERVICES 118 TRANSPORTATION SERVICES
OUR KEY INITIATIVES FOR 2019
Review of existing decorative Changes to the Maintenance street lighting system for Standards for roadways and possible upgrade to LED lighting sidewalks have been initiated by for Sandowne/Braemore the Province of Ontario neighbourhood STRATEGIC PRIORITY STRATEGIC PRIORITY Multi-modal transportation Environmental leadership WHY THIS IS IMPORTANT WHY THIS IS IMPORTANT The Province of Ontario has made changes to This subdivision has decorative lights that regulation 239/02, which came into effect in were installed in the 1970's. The underground May 2018. This will have significant implications infrastructure for the street lights is nearing the for our maintenance operations, bike lanes, end of its lifespan, in addition the current fixtures winter sidewalk patrols and snow clearing. are no longer manufactured. We need to ensure The changes are substantial and may require that the future lighting levels meet today's standards. additional staffing to meet the requirements.
WHAT DOES SUCCESS LOOK LIKE? WHAT DOES SUCCESS LOOK LIKE? Success will be measured by monitoring the Ensuring that the maintenance standards are energy savings, estimating the green house gas met as per the province's regulations. reduction that results from the update, as well BUDGET as the maintenance savings by upgrading the N/A poles/fixtures. PROJECT LEAD BUDGET Transportation N/A PROJECT COLLABORATORS PROJECT LEAD Environment & Parks Services Transportation Corporate Communications PROJECT COLLABORATORS Engineering Services
PUBLIC ENGAGEMENT Meetings with the neighbourhood will be required to explain the proposed changes to the existing system.
TRANSPORTATION SERVICES 119 TRANSPORTATION SERVICES
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
EXPENSES: Transportation 7,024,813 7,411,9 98 387,185 TOTAL EXPENSES 7,024,813 7,411,998 387,185
REVENUES: Transportation (1,768,751) (1,884,243) (115 ,492) TOTAL REVENUES (1,768,751) (1,884,243) (115,492)
NET TAX LEVY ($) 5,256,062 5,527,755 271,693
FTE 49.0 49.0 0.0
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Infrastructure management 82,000 1,547,000 1,630,000
Road reconstruction – 4,310,000 4,310,000
Road reconstruction (including underground) 6,515,000 92,801,000 99,317,000
Road resurfacing 1,061,000 11,610,000 12,671,000
Roadside maintenance 386,000 3,840,000 4,226,000
Sidewalks & trails 1,167,000 9,971,000 11,138,000
Studies 51,000 471,000 522,000
Traffic management 117,000 1,107,000 1,224,000
TOTAL CAPITAL BUDGET & FORECAST 9,381,000 125,657,000 135,037,000
TRANSPORTATION SERVICES 120 WATERLOO PUBLIC LIBRARY
Our goal is to be a transformational SERVICES force in the development of Waterloo • Support and fulfill the multiple literacy needs of our community, and its citizens. including digital literacy • Offer access to information to all Waterloo citizens • Provide a safe public space that welcomes everyone • Create an environment that encourages discovery, innovation, lifelong learning and collaboration • Partner to provide crucial settlement services for newcomers
WATERLOO PUBLIC LIBRARY 121 WATERLOO PUBLIC LIBRARY
A LOOK BACK AT 2016–2018
KEY SUCCESSES • East side branch library’s capital and operating budget was approved and the project is moving forward. • New funding & operating agreement reached with the city, providing sustainable funding for all four library locations. • Strategic plan for 2018 – 2021 completed
PUBLIC ENGAGEMENT • The public engagement plan’s participation goal was to consult. The public engagement included two public information sessions, with more than 50 people attending and a community survey that generated 276 responses.
WATERLOO PUBLIC LIBRARY 122 WATERLOO PUBLIC LIBRARY
OUR KEY INITIATIVES FOR 2019
Library as space and place — Library as a catalyst — create an east side branch launch two-year pilot program library strategy to offer mobile WiFi hotspots for lending at the McCormick Branch STRATEGIC PRIORITY Strong Community STRATEGIC PRIORITY WHY THIS IS IMPORTANT? Strong Community The strategy allows us to identify and define needs WHY THIS IS IMPORTANT? and wants that are specific to the community in Providing mobile WiFi hotspots for lending is one terms of library offerings. of the many ways that we provide our customers WHAT DOES SUCCESS LOOK LIKE? with access to information. Offering this service falls The creation of a welcoming dynamic space that directly in line with our purpose of fulfilling the digital reflects the community’s input and provides unique literacy needs of our community. collections, programs and services that best serve WHAT DOES SUCCESS LOOK LIKE? the population of the east side neighbourhoods. Use statistics and feedback from customers and staff BUDGET to help track the success of this initiative and provide $3.7 million valuable information so the service can eventually be $3.9 million (forecast) expanded to other locations.
PROJECT LEAD BUDGET Waterloo Public Library N/A
PUBLIC ENGAGEMENT PROJECT LEAD The public engagement plan’s participation Waterloo Public Library goal was to consult. The public engagement included two public information sessions, with more than 50 people attending and a community survey that generated 276 responses.
WATERLOO PUBLIC LIBRARY 123 WATERLOO PUBLIC LIBRARY
> OUR KEY INITIATIVES FOR 2019 CONTINUED
"Of course, the library!” — implement a customer relationship management (CRM) system to provide new customers with a welcome package and more targeted messaging for programs and resources
STRATEGIC PRIORITY Strong Community
WHY THIS IS IMPORTANT Connecting with our customers and delivering relevant, timely and valuable information helps us build stronger relationships. In addition, by providing opportunities for customers to indicate their preferences and interests, WPL can offer increasingly personalized suggestions, creating positive customer experiences.
WHAT DOES SUCCESS LOOK LIKE? Statistical data gathered through email and website metrics will be one of the factors that inform success of the program, as well as library usage and other forms of user engagement.
BUDGET N/A
PROJECT LEAD Waterloo Public Library
WATERLOO PUBLIC LIBRARY 124 WATERLOO PUBLIC LIBRARY
2019 OPERATING BUDGET OVERVIEW
2018 2019 NET APPROVED APPROVED CHANGE BUDGET $ BUDGET $ ($)
NET TAX LEVY ($) 5,434,236 5,559,220 124,984
NOTE: The net tax levy represents the funding provided by the City of Waterloo to the Waterloo Public Library. For additional information, please contact the Waterloo Public Library at 519-886-1310.
2019 CAPITAL BUDGET & FORECAST OVERVIEW
INITIATIVE 2019 2020 – 2028 TOTAL
Facility expansion 3,748,000 16,831,000 20,578,000
Facility refurbishment – 776,000 776,000
Productivity enhancement – 14,000 14,000
Studies 72,000 334,000 406,000
Technology refresh / upgrades 92,000 2,207,000 2,299,000
Library collection growth 229,000 2,470,000 2,699,000
TOTAL CAPITAL BUDGET & FORECAST 4,140,000 22,632,000 26,772,000
WATERLOO PUBLIC LIBRARY 125