Council Report Number 17- 003 - Kingston - City of Kingston

City of Kingston Report to Council Report Number 17-003 To:

Mayor & Members of Council

From:

Gerard Hunt, Chief Administrative Officer

Resource Staff:

Same

Date of Meeting:

December 6, 2016

Subject:

Strategic Priorities – Mid-term Update

Executive Summary: In March and April 2015, Council met as Committee of the Whole to conduct strategic planning sessions. The following recommendations were approved by Council on May 5, 2015: That the Chief Administrative Officer be directed to report back to Council with options/strategies which would result in a 2.5% tax rate increase for 2016, 2017, 2018 and 2019, and That Council approve the draft strategic priorities as determined during the Council Strategic Planning sessions, and That the Chief Administrative Officer be directed to finalize the documentation and bring forward an implementation plan. At the Council meeting on June 16, 2015, the Chief Administrative Officer presented Report No. 15-245 which addressed Council’s recommendations of May 5, 2015. The report was laid out in two parts: Part A – Council Strategic Priorities – Implementation Plan 2015-2018 Part B – Options and Strategies to achieve a 2.5% tax rate increase for the years 2016 through 2019, as directed by Council. An interactive online strategic plan document was developed by staff and that document along with the quarterly Priority Status Matrix (Q3 2016 update is attached to this report as Exhibit A) continues to be the reference tool for progress on Council’s Strategic Plan.

Council Meeting 01 December 6, 2016

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Report Number: 17-003 December 6, 2016 Page 2 of 38

At the beginning of each month, priorities are reviewed and an “updated” stamp added to the online strategic plan identifying those priorities that have seen progress in the previous month. Details are added to the specific priority when the update is done. In addition to the online Plan, a printed plan was made available to the public in fall 2015. Copies of the printed plan are available upon request. The intent of this report is to provide an update to Council on the established priorities and endorsed strategies at the mid-point of Council’s 2015-2018 term. RECOMMENDATION: That Council receive this report as a status update on priorities at the mid-point of the 2015-2018 term.


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Authorizing Signatures: ORIGINAL SIGNED BY CHIEF ADMINISTRATIVE OFFICER Gerard Hunt, Chief Administrative Officer Consultation with the following Members of the Corporate Management Team: Lanie Hurdle, Commissioner, Community Services Jim Keech, President and CEO, Utilities Kingston Desirée Kennedy, Chief Financial Officer & City Treasurer Denis Leger, Commissioner, Corporate & Emergency Services


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OPTIONS/DISCUSSION: Council’s Strategic Priorities Council’s strategic plan requires the support and engagement of the community and residents to develop a community plan driven by energy, pride and enthusiasm. The strategies introduced to achieve the plan as established in 2015 assist the City in its role of facilitating and partnering with the community to advance on several of the priorities. This positive step has encouraged the community to embrace its vision and enabled fostering of a sense of community pride and accomplishment. As noted in 2015, creative approaches continue to be required to meet Council’s tax rate targets. Those targets include: …setting “conditions to achieve tax rate increases of no greater than 2.5% for 2016, 2017, 2018 and 2019, while maintaining the incremental investment of 1% annually for capital infrastructure”. It was noted at that time that City staff, agencies and boards must commit to the goal of no more than 2.5% tax rate increase, including the 1% incremental investment for capital infrastructure in order to be successful. Council approved the 2016 budget at the target level and as of November 22, 2016, the 2017 operating and capital budgets were approved by Council with a tax rate increase of 2.5%, including the 1% incremental investment for capital infrastructure. Forecasts for future years were presented with the 2017 budget that reflect challenges in future years to keep the tax rate increase at the 2.5% target level. This report provides information to Council on work completed since June 2015 to deliver on the priorities. This information is presented by the overarching priority numbered (1 through 6), and each sub-priority identified as a bullet. The descriptor with each bullet is derived from Council’s Strategic Plan 2015-2018. As noted above, community participation is a key strategy employed as part of the achievement of these priorities. 1. Create a smart economy: “Kingston is an exciting place to do business and is committed to greater economic resiliency. Building on Kingston’s motto of ‘where history and innovation thrive’, Kingston is positioned to encourage entrepreneurship and innovation. 

Promote Kingston as a leader in innovation and incubation: Working with partners, Kingston will develop business opportunities, attract investment and build creative and entrepreneurial hubs Lead: Chief Administrative Office


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In June 2015, Council approved a five-year pilot project to create a small business accelerator program at the former Portsmouth Town Hall. Since that time, the site has been transformed into a business accelerator site and on May 2, 2016 business accelerator groups moved into the building. The pilot program focuses on the acceleration of start-up small businesses in the Internet Communications Technology (ICT) sector. Programming and support to the start-up businesses is provided by a not-for-profit organization (Innovate Kingston) created by local entrepreneurs who are willing to donate their time and money to the venture. This pilot project is a relatively low risk, low investment endeavour by the Corporation, with the potential for long-term social and economic impact to the community. There are currently three (3) small businesses operating out of the Town Hall and it is anticipated that there will be an additional three (3) businesses before the end of the year. Annual reporting to Council will be provided throughout the pilot. Potential exists to link this opportunity with post-secondary institutions, local high schools, and private sector businesses. Staff and Innovate Kingston continue to share the excitement as the accelerator centre gets off the ground and are seeing partnerships and linkages naturally flow out of the endeavour. In conjunction with the work being done by the City’s economic development organization and other partners, investment and entrepreneurship opportunity will be enhanced while liaisons with regional partners including Eastern Ontario Regional Network (EORN), Ontario East, Regional Innovation Centres, CFDCs, Eastern Ontario Leadership Council are built and enhanced. City strategies under development including the workforce and in-migration strategy and the youth employment strategy will be advanced in alignment with the area’s postsecondary institutions. Key opportunities include leveraging innovative entrepreneurial talent through connecting and advancing partnerships with postsecondary institutions and other partners. Following best practice will support progressive opportunities for talent retention, investment potential and community and stakeholder relationships. Recommending and advancing strategies to integrate innovation and broaden economic development mandates and plans will enable advancement of the smart city vision and solutions for the 21st century. In addition, to facilitate the opportunities for partnerships with post-secondary and other partners, strategies are being developed to align ongoing work in research, development, entrepreneurship and workforce support with linkages to the Eastern Ontario region. If ICT sector growth can be realized in Kingston, measurable benefits to the community will include: • Development and retention of talent • Creation and retention of new jobs • Businesses that start stay and grow in Kingston


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• Land and building space will be developed with corresponding assessment growth. 

Foster an open-for-business culture: Cultivating the entrepreneurial and creative spirit and creating excitement will foster business development and growth opportunities. Our employment land inventory enables us to respond to investor demands Lead: Corporate Management Team Over the past few years, significant changes have been introduced to the City’s application process including the introduction of the DASH (Development and Services Hub) system, to facilitate timely responses to various applications before the Planning Department in the planning process. This work resulted from the 2012 Mayor’s Task Force on Development review which has now been completed (see Council Report 16-045). The Task Force made a number of recommendations which have now been implemented across City departments. Now, all planning and heritage applications are submitted and tracked digitally through DASH and made available to the public through the citizen access portal and viewer maps. As of the end of 2017, all building permit applications will be submitted, tracked and reviewed through DASH as well. In 2015 the new customer service hub at 1211 John Counter Boulevard was completed. Equipped with new furnishings, state of the art meeting rooms and a service kiosk, the customer service hub provides modern convenience in a hospitable open for business environment. A new service strategy has been put in the place through the triage counter system, which provides an ‘expert’ of the day from planning, building and licensing to be situated in the front of the service area ready to provide hands-on assistance for all customer inquiries. Kingston’s employment land strategy continues to be a focus for City work. The City has a solid business plan for developing and servicing employment land through realizing sales revenues and reinvesting those into servicing. 2016 has been a very active year, with a number of lots under consideration by investors/businesses. Ongoing servicing of the business parks is fundamental to having a supply of land available to attract investment and jobs to Kingston.

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Encourage artistic and cultural business opportunities: Culture and creativity are important sources of wealth creation and are being leveraged to develop community vitality Lead: Community Services The Kingston Culture Plan (KCP) continues to provide direction for a long-term vision for culture vitality in Kingston. As a strategy, the KCP was intended to provide a sustainable, authentic and long-term vision in which all sectors of the


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community would work together to enhance Kingston’s distinctive identity, enrich the lives of residents and attract audiences, visitors and newcomers from around the world. Cultural resources, in combination with creativity and innovation, are positioned as sources for “wealth creation” that benefit residents and drive economic development in a variety of different ways. As a result of the KCP, the Cultural Services department has been positioned as a municipal cultural development agency. This role takes many forms but generally involves developing new ways of working that build relationships, value and connections across various sectors. This work has emerged out of the KCP as a key corporate priority with “cultural vitality” having been identified as a measure of success. The work takes many forms and includes Cultural Enrichment through direct programing as well as Audience Development through the presentation of national and international programming not readily available in Kingston. Cultural Development is also supported through a combination of artist incubation and development opportunities as well as through direct investment via the City of Kingston Arts Fund. Other areas of endeavour include Cultural Capital Planning such as renovation projects like the J.K. Tett Centre to create a “cultural hub” as well as the enhancement of existing facilities like the Pump House Steam Museum being upgraded in 2017. Cultural Tourism continues to be a major area of focus for artistic and cultural business opportunities with both the arts and heritage sectors being positioned front-and-centre as part of Kingston’s destination marketing strategy. These efforts benefit the arts and heritage sectors as much as they serve local business by profiling our cultural resources in ways that build audiences and inspire visitors to spend time and money enjoying everything that is unique about our community. Cultural Services has also expanded its role in terms of product development related to cultural tourism by investing in the Kick & Push Festival in order to encourage local theatre artists to challenge themselves artistically while offering innovative summer programming at a price that cannot be found elsewhere close by. Moving forward, it is anticipated the Cultural Services department will continue to build relationships, value and connections across sectors that will eventually result in the development of a more focused Creative Industries Strategy. This work is already underway, in part, as a result of direct investment through the City of Kingston Arts Fund and has expanded to include initiatives like the Kick & Push Festival. The performing arts are also being well served through a variety of partnerships and creative residencies and this investment is currently being expanded to include work related to the implementation of the Public Art Master Plan as well as the development of a strategy related to film and television production in partnership with Tourism Kingston.


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Prepare and implement a city-wide tourism strategy: Work with community partners will continue to align tourism marketing and attraction strategies, creating greater return on investment and refocusing marketing strategies Lead: Chief Administrative Office, Community Services and tourism partners In October 2015, Kingston Accommodation Partners (KAP) presented to Council an innovative vision for marketing Kingston in the form of a destination marketing strategy. On August 9, 2016, KAP and Tourism Kingston presented Council with an update, identifying a number of successes over the past several months. In 2017 there will be discussions on the creation of a Tourism Master Plan which, once completed, will provide strategic direction for the next several years. In addition, the recent KEDCO review recommended separating Tourism Kingston (Destination Marketing Organization) into a stand-alone, arm’s length organization with its own Board of Directors, staff and mandate. This new organization, together with the City, KAP and other community partners, is working together to implement a city-wide destination marketing strategy. Community partner organizations, including KAP, have developed a unified “brand” along with a series of products and services that capitalize on Kingston’s rich history and heritage, appealing to residents and tourists with the impact already being felt in terms of steady growth and opportunities. Work continues with community partners to achieve the objectives first identified as part of the KCP and further developed as part of the Integrated Cultural Heritage and Cultural Tourism Strategy approved by Council in 2014. 2016 was a very strong year for the tourism sector, and included a number of new partnerships including the establishment of public tours of the former Kingston Penitentiary. The Tragically Hip Homecoming Tour event was a huge success with attendance in Springer Market Square estimated in the range of 20,000 people. Recently, Lumina Borealis has been announced by St. Lawrence Parks Commission, which will bring a completely new project/feature to the shoulder season, estimating 60,000 to 120,000 visits in its first year of operation (December 2016/January 2017). In addition, discussions have been taking place between Correctional Services Canada, the City and St. Lawrence Parks Commission in regards to the extension of Kingston Penitentiary public tours in 2017. Staff have recently presented a report to review the Film Policy and recommend funding to establish a Film Commission in partnership with Tourism Kingston. The City and Tourism Kingston recognize that the sector has been growing with an increase in film requests. City and Tourism Kingston want to make sure that there is a structure in place to promote this growth in filming.


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Develop a youth employment strategy: In partnership with the United Way, the City will develop a youth employment strategy that will also focus on skills development Lead: Community Services and United Way of KFL&A in partnership with community organizations In June 2015, Council approved funding for development of a community-based youth employment strategy. Representatives from over twenty organizations/businesses were involved in the development of the community based Youth Employment Strategy which was completed and provided to Council as part of Report No. 16-266 on August 9, 2016. The final Strategy contains twenty-one (21) actions to be implemented in partnership by various organizations/businesses within the community. The actions listed in the strategy target youth that are preparing to be workplace ready which typically will require a higher level of support and youth that are prepared and ready with education and skills, typically post-secondary graduates. The City, along with the United Way, has a leadership role in coordinating and implementing a number of actions as described in the Youth Employment Strategy. Annual updates on the implementation progress will be provided to Council.

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Increase assessment growth to limit tax rate increases: A streamlined review process will continue to create positive customer-focused relationships with investors to grow the tax base Lead: Community Services A focus on intensification continues to attract investment in the downtown core, while development in the west and east ends continues at a moderate pace. Four key indicators are used to monitor building activity in the City, total units constructed, total permit fees, total square metres of building under construction and total construction value. These values are tracked on a monthly basis and compared with indicators measured over previous years to show overall building sector trends. As per the table below, at the end of September 2016 building construction values were nearly $144 million as compared to just over $133 million measured at the same time last year. Single family dwelling permits are reported at 133; a moderate increase over the 2015 permits at 122. Semi-detached dwelling permits were on-par with 2015 year to date values and row house dwellings are double that of 2015 values at 35 units. While overall there has been a small increase in certain types of residential housing permits, the year to date value of projects under construction and total residential units are lagging behind 2015 values.


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Report Number: 17-003 December 6, 2016 Page 10 of 38 Building Permit Report September 2016 (with previous y-t-d- totals)

Multiple unit dwellings at $33 million were slightly better than 2015 at $31 million. In comparison to the 281 multiple dwelling units that were constructed in 2015, only 179 multiple dwelling units have been constructed in 2016. Construction values and tax assessments would be greater, however a number of intensification projects have been appealed at the Ontario Municipal Board. A significant increase in the 2016 year to date construction values in the commercial, industrial (employment) and institutional categories, partially offset the overall reductions in the residential sector. 2016 has seen an increase in the amount of industrial space (in square metres) constructed over that of 2015, from 1,765 square metres to 10,962 square metres, with more than half of the total construction occurring on business park lots sold by the City. As reported earlier in this report, investor interest in the business park lands has been significant. Although a number of land deals have closed or are nearing closure, it takes several months before a building permit application is received. Occupancy of these opportunities will not be realized until into the 2018 and 2019 timeframe. At mid-October 2016 over $2.1 million in building permit fees have been collected, outpacing the 2015 year-end total permit revenues of $1.5 million. Similar to the prior year, total revenues from building permit fees are projected to be under budget by year end. Building permit reports are available on the City website at this link: https://www.cityofkingston.ca/business/building-permits.


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Efforts have been made to streamline the application process which is intended to result in an increased assessment growth at a faster pace. The streamlining of the development application review process was made more transparent through the launch of DASH (development and services hub). It is anticipated that in 2017 the building permit process will be added to DASH. 

Facilitate the creation of a post-secondary downtown campus: Discussions are underway to locate a post-secondary campus in the downtown core Lead: Chief Administrative Office Discussions continue with local post-secondary institutions. It is expected that discussions will be advanced in 2017/2018.

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Progressively sponsor city-wide broadband Wi-Fi infrastructure: Dividends from Utilities Kingston’s fibre operations will be invested in community-related smart-city projects for the next four years. Private sector providers will be valued partners in advancing this priority. Lead: Utilities Kingston in partnership with the City of Kingston The agenda for the December 6, 2016 Council meeting includes a Smart City/Intelligent Community update report (Report Number 17-009). The report highlights the achievements in 2016 to advance Kingston becoming a smart and livable 21st century city. Council is directed to that report for details on the successes and opportunities to date.

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Promote fibre access to strengthen Kingston’s competitive advantage: City-owned fibre technology provides users with a reliable, high-speed digital communications system – a key to the development and success of a smart city. Lead: Utilities Kingston in partnership with community organizations Utilities Kingston is partnering with the Kingston Chamber of Commerce to communicate with the members of the chamber the benefits of Utilities Kingston networking services. The Chamber completed an investigation into broadband service providers in the Kingston area, and determined that Utilities Kingston was the most responsive and in their opinion a great choice for members. The Smart City/Intelligent Community report described in the above section provides further information on progress on this priority.


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Develop an immigration (workforce/in-migration) strategy: The strategy will focus on the City’s approach to attract, develop and retain the skills required to address the anticipated needs of the labour market. Lead: Community Services in partnership with community organizations/ businesses The immigration strategy has been redefined to focus on workforce development and in-migration. The purpose of the Workforce Development & In-migration Strategy is to design a holistic approach to thinking about and designing strategies for attracting, developing and retaining the right workforce for a productive and resilient community. The aim is to develop a thriving workforce ecosystem of jobs, opportunities, workplaces and community supports such that Kingston is the place where people choose to work and live. Consultation sessions have been held with employers, educators, businesses, agencies, workers and students, representing all sectors, from the arts and healthcare to the trades and technology. Local needs, aspirations and ideas for creating a productive workforce in the Kingston community are being considered. This is a community-based strategy that will be implemented by various partners within the community. The City has been facilitating the process to bring members of the community together to identify challenges and opportunities. It is anticipated that a draft strategy will be presented to Council in the spring of 2017. Subsequently, implementation will be key for the community.

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Pursue political strategies for a high-speed rail stop in Kingston: A highspeed rail line from Quebec City to Windsor has been contemplated by the federal government. Council will monitor this politically and establish a strategy for a Kingston stop to be included. Lead: Mayor & Council In early 2016 VIA Rail announced plans to develop passenger dedicated tracks in the Quebec-Windsor corridor, to provide Canada’s most populated areas with high frequency rail (HFR), with higher speed and greater reliability. This project would also re-design the current frequencies operating on the shared-track system to better meet regional needs for increased service. As part of this plan, President and Chief Executive Officer Yves DesjardinsSiciliano came to Kingston for a presentation to the Greater Kingston Chamber of Commerce on the dedicated track and future improvements Kingston’s VIA service and station. Mr. Desjardins-Siciliano also announced that Kingston will see increased VIA service now and into the future. As one of the top five busiest stations in Canada, Kingston will become a ‘hub’ in Eastern Ontario for new VIA service and frequency into and out of Kingston. For residents this means early and more


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frequent departures for all destinations and late and more frequent returns from all departure points. On October 28, the President of VIA Rail held a follow up announcement in Kingston to announce plans for $2 million in upgrades to Kingston’s VIA station. The upgrades in Kingston include: 

Renovation of the station's interior, tunnel, and the shelter, on the south side of the track

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Parking upgrade (resurfacing, new layout)

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Flat roof replacement

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Replacement of the assisted lift system (Garaventa)

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Escalator replacement

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Replacement of Heating Ventilation and Air-Conditioning (HVAC) system

Renovations have begun and are expected to be complete next year. City staff will also continue to monitor VIA’s dedicated passenger tracks and, where appropriate, work with our local Member of Parliament and VIA Rail to ensure Kingston is involved in decision-making on future developments. 2. Invest in infrastructure: A strong and robust infrastructure ensures a high quality of life for Kingstonians. It also provides the city with the foundation needed to support a sustainable community. 

Make the Third Crossing shovel ready to commence construction: An action plan will be presented to Council in September 2015. Council’s direction will form the basis of work over the next three years. Lead: Transportation & Infrastructure Services An action plan was provided to Council in September 2015. The action plan described a four phase plan to bring the Third Crossing project to a shovel-ready status. Phase 1 which has been completed included an update to the Kingston Transportation Master Plan and the Development Charges Bylaw. Phases 2 and 3 require the preparation of a preliminary design and updated project cost estimate, and the development of a business plan. Council directed staff to proceed with both Phases 2 and 3 with work current underway and on-schedule for completion in spring 2017. A future Phase 4, that will require Council approval before proceeding, would undertake the preparation of final design work and final refinement of project cost estimates and would conclude with the project being construction-ready.


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Details on the Third Crossing project are available on the City website and located at www.cityofkingston.ca/thirdcrossing. The website contains information related to previous work undertaken as part of the Environmental Assessment, current work being led by J.L. Richards & Associates consulting team on the preliminary design, and work being done concurrently on the preparation of a business plan to support the project. The business plan will contain elements including (i) a cost-benefit analysis, (ii) an economic impact analysis, (iii) a procurement options analysis, and (iv) a financial plan. Public and stakeholder engagement has been underway throughout 2016 and will continue into 2017. The project website, public survey, and open house held in September 2016 have offered opportunities for the project team to provide information and updates on both the preliminary design work and business plan development. These same tools have also provided opportunities for the project team to gather important input and feedback from the community in order to further inform the project work. 

Expand the airport: A capital plan will be initiated in 2016 to rehabilitate and expand the airport. This project is for future economic development for the city and Eastern Ontario. Lead: Corporate & Emergency Services Information sessions and public surveys have been undertaken on the airport expansion and development. In June 2016, the Screening Level Environmental Assessment, Noise Exposure Technical Report and Air Quality Emissions Assessment and Forecast for the Kingston Airport were presented to Council. In July, Council approved the award of contract for an engineering firm to assist in managing the runway extension and terminal building expansion project. A request for information (RFI) seeking submissions from interested, experienced and qualified firms that would be considered for the design-build construction project recently closed and has been evaluated. The evaluation of interested firms will assist the City in the development of its call for proposals for the actual design and construction. The request for proposals is anticipated to be issued in the next several weeks. Budget approval has been received and it is expected construction will begin in the summer of 2017 with project completion over 18 months.

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Create affordable, sustainable and mixed housing: The City will continue to implement the 10-Year Housing and Homelessness Plan to provide housing options that range from social housing to home ownership. Lead: Community Services in partnership with housing service providers and private developers The Rideau Heights Regeneration Plan in part focuses on replacement of some of the social housing assets owned by the City. The Regeneration Plan is on


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schedule in accordance with the Rideau Heights Regeneration Strategy approved by Council in November 2015. The guiding principles and objectives of the strategy include: Improving housing, public spaces, and community amenities Addressing asset renewal through innovative funding streams Introducing a greater demographic mix Improving the overall neighbourhood layout to enhance safety Better aligning the neighbourhood unit mix with the Centralized Wait List demographics and demand o Developing a feasible business and phasing master plan o Ensuring an inclusive and comprehensive consultation process o o o o o

The City has worked with partners and supported some affordable housing projects in the past two (2) years that are not only contributing to the implementation of the Rideau Heights Regeneration Plan by relocating some social housing units from Rideau Heights to other areas of the City, but that have at the same time increased the number of affordable units. These projects include: o 720 Princess Street (a successful Brownfield project) with nineteen (19) affordable units supporting the Housing First Model; o 40 Cliff Crescent with six (6) affordable units and ten (10) rent-geared-toincome units relocated from Rideau Heights; o 7 Wright Crescent with thirty-eight (38) affordable units and ten (10) rentgeared-to-income units relocated from Rideau Heights; o 671 Brock Street with ten (10) affordable units and ten (10) rent-geared-toincome units relocated from Rideau Heights. 

Advance an integrated multi-modal and active transportation system: Integrated multi-modal and active transportation solutions will continue to shift how we move around the city. Investments in transit, cycling and pathway infrastructure will continue to be a priority. Lead: Transportation & Infrastructure Services Advancements continue to be made as Kingston focuses on encouraging more active transportation. Work has commenced on the preparation of a new Active Transportation Master Plan for the City of Kingston being led by the consulting team of WSP-MMM. Approval of grant funding in the amount of $268,500 (50% of cost) of new cycling infrastructure on Bath Road (Collins Bay to Coverdale) was received from the Ontario Municipal Cycling Infrastructure Program. The segregate bikeway will add another 1.7 km of cycling facilities to the City’s overall cycling network and make improvements to the Ontario Waterfront Trail system. All high school students, as of September 1, 2016, have access to free public transit. The downtown transfer point for Kingston Transit has received EA


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approval. The work will be initiated in Q4 2017 and will be completed in phases to reduce the impact of construction in the area. . Construction on the transfer point at the Cataraqui Town Centre is complete and the upgraded transfer point was reopened the first week in November. The draft Kingston Transit updated 5 year plan was presented to the EITP committee in August 2016. 

Maintain and improve roadways and sidewalks: The 2015-2018 construction plan includes work on water and wastewater treatment plants, utility infrastructure, and sanitary and storm sewer systems – including road and bridge projects. Lead: Transportation & Infrastructure Services Implementation of the Council-approved four-year integrated infrastructure plan including utilities infrastructure and roads-related infrastructure continues. This includes major work on water and wastewater treatment plants, utility infrastructure, continuation of the separation of sanitary and storm systems and major road and bridge infrastructure. Work on the Princess Street reconstruction (Phase 3) remains on schedule with normal traffic operations restored on Princess Street on July 1, 2016 and remaining work to be completed by end of 2016. Project details are available on the City website: Infrastructure Plan.

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Complete John Counter Blvd: Expanding John Counter Boulevard to four lanes will continue with construction from Sir John A. Macdonald Boulevard westerly to Princess Street from 2015-2018. Lead: Transportation & Infrastructure Services Phase 3 of this project commenced in 2015 and includes land clearing, grubbing and preloading of embankment areas to support future bridge abutments over the rail line. This phase also includes wetland and floodplain compensation to create new flood storage and wetland areas to offset the losses associated with the embankment construction. Phase 3 is expected to take approximately 36 months to complete. Phase 4, road widening to four lanes from Sir John A Macdonald Blvd to Indian Road, will commence in mid-2017 with phase 5, bridge construction, commencing in 2018 with a 24 month completion timeline. Once complete, this road network will provide an east-west link for transportation services including transit and pedestrian traffic and will significantly enhance safety by removing an at-grade level rail crossing on the country’s third busiest train station.


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Continue to support the current infrastructure plan (4-year approved budget and 1% annual dedicated tax increase) and recommend continued support to future Councils: The dedicated one per cent annual tax-rate increase for capital will continue to address aging infrastructure and provide for new infrastructure in support of a changing community. Lead: Corporate Management Team and Utilities Kingston A key policy strategy for this Council and prior Councils has been Council endorsement of the 1% annual dedicated tax increase for capital purposes. This policy has enabled Kingston to address infrastructure deficits, introduce sound capital asset management plans and provide for new infrastructure in support of a changing community that requires investment in infrastructure to attract growth. Current long-range financial plans incorporate this policy for the next 8-10 years, after which it is expected that financial capacity will be at a sustainable level to support long-term asset management planning, based on the existing capital asset portfolio. The City’s high credit ratings reflect the value of this policy. In October, a Standard & Poor's Rating Agency Research Update confirmed that the City of Kingston continues to maintain an ‘AA' credit rating with a stable outlook.

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Explore potential alternative transportation solutions in place of the Wellington Street extension: A vision and secondary planning review will proceed for the Inner Harbour and old industrial area to lay a foundation for future redevelopment and revitalization of this part of the city. Lead: Community Services The secondary planning exercise, approved by Council in May 2015, is expected to take two years to complete. It will provide a vision for the area and will replace a plan that has been in place for over 40 years. This process has been divided into two (2) phases: Visioning and Secondary Plan. The North King’s Town Secondary Plan is focused on supporting the revitalization and redevelopment of a significant portion of the City’s urban core, north of the downtown and including the Inner Harbour and Old Industrial Area. The secondary plan will also re-examine the issue of the Wellington Street Extension. Prior to undertaking the technical studies necessary for the secondary plan, the first phase has been focused on a community visioning exercise and a preliminary market analysis. The goal of the exercise is to engage the community about their vision for the future of this area of the city and balance that with a review of the current market conditions and projected growth for the area, to help shape how the area will grow and change in the future with respect to new residential units, jobs and services. As part of the community visioning exercise, extensive community consultation has taken place throughout 2016, including three workshop sessions with the project’s consulting team led by DIALOG, popup information booths at numerous community events, and an arts-based


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visioning exercise in Doug Fluhrer Park with a free barbeque and concert that was held in partnership with the Skeleton Park Arts Festival and attracted over 500 participants. The results of the work from phase one will be presented to the public in a draft report available this fall. The final report to Planning Committee is anticipated for January 2017. The results from the community visioning exercise and preliminary market analysis will inform the terms of reference for the next stage of the secondary plan, which will include technical reports for land use, transportation and servicing. Phase 2 of the project will include the execution of a detailed secondary plan. The secondary plan acts as a second layer to the City’s Official Plan. The secondary plan is designed to support and promote a sustainable, vibrant and livable community for a significant portion of Kingston's urban core. Secondary plans: o Include a land-use plan with implementing policies included in the Official Plan for areas where detailed direction is needed; o Help understand opportunities and address issues related to land use in certain areas or neighbourhoods; and o Offer an opportunity to promote consistency in new or developing areas and compatibility within existing areas. Consultation on this secondary planning exercise will take place throughout the exercise to enable land use decisions to be made as to the best and highest use for this area. 3. Plan a livable city: Quality of life and the positive characteristics of a city make it livable. The concept of livability embraces balancing the four pillars of sustainability and promoting community engagement and pride. 

Sustainable Kingston and Community Partnerships: The Sustainable Kingston Plan sets out a vision to become Canada’s most sustainable city. Sustainable initiatives will continue to be encouraged and fostered by all sectors of the community. Lead: Community Services Community Services has been working closely with Sustainable Kingston on a plan for the upcoming year that focuses on various areas of sustainability as the work in past years was primarily focused on environmental initiatives. The City has also entered into partnerships that will improve livability. An example is the Council endorsed partnership with the Limestone District School Board and the Kingston Frontenac Public Library Board to construct appropriate spaces and amenities in the new secondary school and in Champlain Park to


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provide a combination of library services, community programs and sports fields access. 

Revitalize brownfields properties: The City will continue to target failed taxsale and abandoned properties for redevelopment purposes. Lead: Community Services Implementation of the City’s brownfields tax incentive program continues in an effort to revitalize contaminated properties, return them to productive use, and stimulate in-fill style redevelopment. To date, a number of brownfield properties have been included in the program and development of these properties is underway. The Community Improvement Plan (CIP) brownfields funding is an important tool to guide development in areas where Council wishes to encourage investment. The City continues to successfully target failed tax sale/abandoned properties in the city core. Report Number 16-309 dated September 20, 2016 provides a detailed summary of the brownfield program overview 2005-2016.

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Expand and improve public transit: Express service has made transit practical for many. Enhancements will continue to be made, including to transfer points downtown and at Cataraqui Town Centre. A new five-year plan for transit will be completed in 2016. Lead: Transportation & Infrastructure Services Implementation in January and May 2015 of Phase 2 of the 2011-2015 Transit Redevelopment Plan resulted in the addition of two additional express routes to complete the express backbone across the city. Express Route 2 reduced travel times/transfers for east end riders wishing to access Downtown-KGH-Queen's and provided a more direct connection to employment lands in the east end. Express Route 3 strengthened the express connection between the west end and downtown by adding service along Bath Road and Gardiners Road. Similar to the modifications made in Phase 1, the existing local routes were modified to integrate with the new express service backbone. In 2015, City Council set an “aspirational” goal to achieve15% of trips by public transit during the weekday afternoon peak period by 2034. Achieving this goal would require continued system improvements and significant financial investments in the transit service to grow ridership. In support of this direction, the 2017-2021 Kingston Transit Business Plan was presented to Council on September 27, 2016. The draft plan was developed to guide Kingston Transit’s service development over the next 5 years. The plan was developed by Kingston Transit staff using an extensive consultation process that provided an opportunity for Kingston Transit riders and stakeholders to shape the plan by sharing their perspective regarding service improvements, fares and customer service.


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Service recommendations included in the Kingston Transit Business Plan support increased service frequency by adding new Express service along the Montreal Street corridor and building on the Express service that was already in place. The recommendations also included a number of fare strategies that would incorporate changes to age categories, fare categories and fare rates. Decisions on recommendations to approve the service enhancements and fare strategies as outlined in the draft Business Plan, as well as a 0.5% incremental tax increase in both 2017 and 2018 to fund the system improvements, were deferred by Council on September 27, 2016 in order to allow staff time to further update the five year transit plan, including options for adjusting service level recommendations over the five year period in support of a funding strategy that would fit within the tax rate parameters of 2.5% established by Council. As part of the 2017 budget deliberations, staff brought updated recommendations and related funding strategies to Council for approval. Also, as noted above, work on the downtown transfer point is expected to begin in Q4 2017. The transfer point at the Cataraqui Town Centre was completed in early November 2016. The Kingston Transit Business Plan (2017 – 2021) (“Business Plan”), developed to guide Kingston Transit’s service over the next five years, was presented to Council on September 27, 2016, including recommendations that would increase service frequency by adding new Express service and by building on the Express service that is already in place. The tables below outline the recommended service improvements (Phases 1 - 5) as per the transit business plan and their associated operating and capital budget requirements, given that phases 1 to 4 have been built into the budget and forecasts. Staff will continue to monitor the implementation plan and funding opportunities and adjust the program as directed beyond 2018. The following phases describe the next steps to be introduced in the transit service. 1. Phase 1: Expanded hours of operation to be implemented in September 2017. 3,875 revenue service hours will be added (annually) with no additional buses. 2. Phase 2: To be implemented in May 2018. 20,345 revenue services will be added (annually) with 7 additional buses. a) Montreal Street Express Service b) Express Route 601/602 (Kingston East) – increase from 15-minute frequency to 10-minute frequency c) improved service reliability – Rideau Heights/King’s Crossing


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3. Phase 3: To be implemented in September 2019. 9,985 revenue service hours will be added (annually) with 6 additional buses. a) Express Routes 501/502 – from 10-minute frequency to 7.5 minute frequency weekday peak service b) Local route service enhancements 4. Phase 4: To be implemented in September 2020. 18,615 revenue service hours will be added (annually) with 3 additional buses. a) Montreal Street Express Route expansion b) New local route service and service enhancements 

Protect heritage: Protecting heritage includes creating awareness and civic pride in our history and heritage. Designated properties and cultural resources are significant to our history. Lead: Community Services Protection of heritage in all its forms—natural, tangible and intangible—benefits residents because it fosters pride and promotes tourism within the city. Protection of heritage is about preservation but it also includes education and awareness about the importance of history and the significance heritage plays in strengthening a sense of local identity. The newly-opened Heritage Resource Centre on City Hall’s first floor showcases Kingston’s natural, tangible and intangible heritage for the public through a combination of built heritage exhibits, stories, displays and workshops. The Heritage Resource Centre has been added to the City Hall tours as an additional feature designed to engage both locals and visitors to the area. Protecting heritage also involves the proactive designation of heritage properties. A project to enable the potential designation of over 100 properties is underway and is anticipated for completion in 2017/2018. The update to the Barriefield Heritage District Plan was approved in 2016. The newly-formed Heritage Kingston committee meets monthly to address both statutory and non-statutory heritage matters in the city of Kingston. Staff will be implementing a new process to ensure that that there is early consultation with members of Heritage Kingston on heritage permit applications. This committee, being a consolidation of the former Municipal Heritage Committee and the Museum & Collections Advisory Committee, now focuses on an expanded mandate as defined in Report 16-084.


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Together, history and heritage are fundamental to what makes Kingston unique. They provide a strong foundation upon which to build, bringing life to the City’s motto “where history and innovation thrive”. 

Respond proactively to homelessness and food security needs in Kingston: The City is implementing the 10 Year Housing and Homelessness Plan to eliminate chronic homelessness. Food security solutions are critical for those living in poverty. Lead: Community Services In 2015, the City implemented its 10 year Homelessness Plan which focuses on using a Housing First model and creating a coordinated homeless system. Since the implementation, staff have been working with shelter providers to collect data on shelter usage. The first full year of implementation of the new homeless system showed a decline of 7% in total shelter bed usage and a 12% reduction in individuals using the shelter system compared to 2014. Efforts are focused on moving people from homelessness to housing and during 2015, 95 adult and youth–led households were supported to move from homelessness to transitional and permanent housing. In addition to the focus on emergency shelters, the Prevention/Diversion programs of the new system have assisted over 1,000 households to maintain or move to more sustainable housing through assistance with rent arrears, first and last months’ rent, improving accessibility, and emergency house repairs through the Kingston Frontenac Renovates Program. During the summer, the City also partnered with various agencies to support the implementation of a Street Outreach program focusing on downtown and settlement areas. In February 2016, Council entered into an agreement with Loving Spoonful to coordinate the community gardens network for three years. In addition, May 2016 saw Council approve a new community gardens policy to ensure equal access to all residents. This policy will be the structure upon which Loving Spoonful coordinates the gardens network. In 2016, Loving Spoonful completed a food security analysis report. The City and United Way will continue to champion this work by developing a community based food security plan in 2017.

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Foster intensification in the city core: An updated Official Plan will be completed in 2016 and will continue to promote more density in the downtown core along Princess Street and in other key areas of the city. Lead: Community Services Development applications for building at higher densities in the downtown and Princess Street corridor have been received in the past couple of years.


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Downtown and the Princess Street corridor are identified as areas appropriate for higher densities. Some of the development proposals, but not all, are driven by the need to accommodate a growing student population at post-secondary institutions, and to bring new student living experience in response to market demand. As this intensification occurs, it is expected that housing pressures in the neighbourhoods around post-secondary institutions will be diverted and those neighbourhoods will be allowed to return to primarily single family homes. The reconstruction of Princess Street and separation of the sanitary and storm sewer systems will support higher densities and infill projects, all of which will help to prevent urban sprawl. Greater intensification in the downtown core further supports the strength and sustainability of the downtown. Applications in the core are also in progress. Following the complete of the Williamsville Main Street Study, this stretch of Princess Street has experienced significant interest for private development and re-development opportunities. There are multiple unit residential buildings that are in the process of technical review by City staff and one project that has been built and occupied. A project proposing two multi-unit residential buildings in Williamsville will be heard by the Ontario Municipal Board in November of this year. Some of the higher density developments have been appealed to the Ontario Municipal Board and therefore developments have been delayed by one to two years. The City’s Brownfield Community Improvement Plan is a tool that has assisted the intensification of the City core. 

Revitalize north-end including mixed residential and commercial investment along Montreal Street: Rideau Heights regeneration is underway and will be implemented over 15-20 years. It will reduce the concentration of social housing, improve safety and services, and reconstruct aging social housing units. Lead: Community Services In late 2015, Council endorsed the Rideau Heights Regeneration Strategy which also included the demolition of 80 Daly Street and the relocation of 30 rent-geared-to-income (RGI) units to other areas of the City. With the recent approval of 671 Brock Street, all RGI units will have been relocated to other areas of the City. The intent of the Regeneration Plan is to decrease the number of social housing units in the Rideau Heights neighbourhood and increase the number of private market units to achieve a more balanced unit mix. In 2016, Council approved the zoning and Official Plan amendments to enable the development of future private market housing along Shannon Park. These amendments will allow for low to medium density development most likely in the


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form of townhouses which will be located next to the new Rideau Heights Community Centre. In 2015, Council approved the addition of a library branch to the new Rideau Heights Community Centre. Design work took place in 2015 and 2016 and a Request for Proposal was recently issued which closed in October. The award for the construction of the Community Centre was announced recently and construction will be completed in 2018. Staff anticipate that the entire Rideau Heights Regeneration strategy will take 20-30 years to complete. See also section 2 “Invest in Infrastructure”. The North King’s Town Secondary Plan will also focus on identifying opportunities to strengthen land use investment opportunities along the Montreal Street corridor through the creation of policies that better enable the development of key ‘nodes’ of commercial, employment and residential activity. 

Facilitate implementation of the cultural plan through artist engagement: Arts, heritage and culture are key to a vibrant community and are economic drivers for the local economy. Kingston’s history presents opportunities for residents, business and tourism. Lead: Community Services In 2016, over 70% of the recommendations identified as part of the Kingston Culture Plan (KCP) have been completed. The implementation of the KCP is tracking ahead of schedule as it was originally conceived of as a 10 year plan designed to recognize the importance of culture and how the City of Kingston could leverage a combination of existing and new resources to position Kingston as a vibrant cultural community. Enthusiastic support from Council and the community has meant the City of Kingston and its many stakeholders have been able to build on the strong tradition of cultural activity that existed and to expand it in new ways through direct investment and a combination of professional and sector development. The City itself has gained confidence in relation to its role by building up the Cultural Services department and strengthening the reach and impact of the cultural facilities it manages. The Grand Theatre continues to operate as an important community cultural resource with increased use year after year. The Grand Theatre Presents program has also grown and set a new record in 2016 having attracted the highest number of subscribers ever. Sales of single tickets also continue to grow along with participation in the educational programming offered. An increased number of discount programs have also been introduced that have helped to remove barriers and attract new audiences.


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Investment in the two City-owned museums—the MacLachlan Woodworking Museum and the Pump House Steam Museum—has also resulted in increased interest and attendance. Investment in the heritage sector overall has also led to the incorporation and professionalization of the Kingston Association of Museums, Art Galleries and Historic Sites (KAM) that is now responsible for administering the City of Kingston Heritage Fund that, in turn, provides direct investment in the community. Artist engagement continues to contribute to the success of the KCP. Artists and arts organizations are front-and-centre as part of the Tett Centre for Creativity and Learning that is recognized as an innovative model of municipal/cultural collaboration. Artists were also actively engaged in the formulation of the firstever Public Art Master Plan for the City of Kingston that began implementation in 2016 and their involvement, along with stakeholders from the heritage sector, has been key to the development of the destination marketing strategy now in place that is driving tourism to Kingston. 

Pursue the implementation of the Sustainable Kingston plan and introduce sustainability practices in the delivery of services Lead: Community Services The Sustainable Kingston Corporation is now under new leadership and is working with the City to encourage and foster sustainable initiatives in order to achieve the community vision of becoming Canada’s most sustainable city. Oversight for the City’s sustainability plan and the community climate action plan will be led by the Commissioner’s Office of Community Services in association with the executive director of Sustainable Kingston. There have been discussions and work done to ensure that there is more emphasis on all four pillars of sustainability going forward. For municipal services, corporate climate action planning and implementation will assist in reducing the municipal operation’s carbon footprint through carbon reduction projects, employee engagement and awareness, and monitoring and reporting of emissions.

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Inform future community planning, initiatives and services by considering cultural, social and neighbourhood demographics: Engaging citizens in the development or redevelopment of neighbourhoods will ensure that consideration is given to people, places and services. Lead: Corporate Management Team The City has focused its efforts on engaging the community in the development of a number of major community plans. This includes the development of the Waterfront Master Plan, the Rideau Heights Regeneration Plan and the Rideau Heights Community Centre and Library as well as the Official Plan update. A


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number of these initiatives included community working groups, extensive public consultation which included community celebrations and events within neighbourhoods and recreation facilities. Information provided through these various interactions with the public and stakeholders has been utilized to build the final product, some of which have been endorsed by Council and are currently being implemented. Examples of this include the Rideau Heights Regeneration Plan and Rideau Heights Community Centre and Library as well as the Waterfront Master Plan. The City continues to engage residents and stakeholders through a number of working groups and stakeholder engagement including the North King’s Town Visioning and Secondary Plan, the Kingston Penitentiary and Portsmouth Olympic Harbour Visioning, the School Sites Land Acquisition and the Kingston East Community Centre. These initiatives provide members of the public with an opportunity to help shape the redevelopment of certain areas as well as provide advice on major service implications. 4. Green the city: The protection and preservation of the environment is our collective responsibility. 

Expand the trail system a) Complete the K&P trail by Canada’s 150th anniversary (2017): Plans have been initiated to complete the K&P Trail by Canada’s 150 th anniversary in 2017. Lead: Community Services The connection of the K&P Trail to the downtown is currently under construction. The on-road segments of the project are complete and the offroad segments are nearing completion. Work includes clearing and grubbing of vegetation, the removal of garbage and debris, slope stabilization, native tree and shrub planting as well as the construction of the trail itself. In order to provide construction access and to ensure a safe public space, the width of the tree clearing will extend beyond the footprint of the trail. The asphalt trail will be 3 metres wide and way finding signage will be installed at key points along the trail. b) Improve, create and connect trails, pathways and green spaces: Active places and spaces create vibrant communities. Connecting trails, pathways and green spaces is a priority. The Waterfront Master Plan will be completed in 2015 as part of this work. Lead: Community Services


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The Waterfront Master Plan, approved by Council in March 2016, is a guiding document that organizes and prioritizes a plan for the renewal of public waterfront spaces as well as the improvement of access and the creation of a fully connected public waterfront. Implementation of the plan is expected to take 30 years. Strategic properties as identified will be acquired over time. In 2016, the City acquired 1243 Front Road and three parcels of the Wilma Evelyn Graham Estate located on the south side Aragon Road. Major projects in the Waterfront Master Plan include Breakwater Park, Richardson Beach, Douglas Fluhrer, Macdonald Memorial Park and Confederation Park. Staff will continue to review the timing and priority of waterfront master plan projects and the ability to incorporate these projects into the overall parks development work plan. Other factors such as land access, staff capacity, project size and external funding opportunities will also impact the implementation of the waterfront master plan over the next 30+ years. 

Intensify urban forest: Doubling the city’s tree canopy over 10 years will assist with climate change and beautification objectives. Lead: Transportation & Infrastructure Services a) Double the tree canopy by 2025 In July 2016 through Report 16-252, Council received an update on the goal, reviewed initiatives that are underway or recently completed and approved a plan for 2016 and 2017 to implement this priority along with the concepts proposed for achieving the ultimate goal of doubling the tree canopy by 2025. It is recognized that partnership and community involvement will be required to achieve this priority. Currently the City has approximately 30,000 trees on public property in the urban area of the city. Doubling the tree canopy is taken to mean doubling of this number of trees by 2025. Preserving the health of the existing urban forest and growing the number of trees has been a focus to date. The Urban Forest Management Plan (approved by Council in 2011) provides a guide for urban forest management, recognizing the challenges of effectively managing an urban forest in a complex and growing community. The Tree Watering Alert Program was introduced this past summer to encourage residents and citizens to water recently planted street trees during the drought. This action will result in a number of trees being saved that would otherwise have died due to the lack of moisture.


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The Emerald Ash Borer (EAB) infestation has meant the loss of many ash trees on City property in an effort to stem the damage of this invasive species. Since 2012, the Public Works department has focused on addressing the impact of the EAB through treatment of approximately 600 trees and removal of the remainder (approximately 3,000). Replacement of these trees will take place through the planting of diverse species. It is anticipated that a number in excess of the number of removed trees will be planted. In partnership with the Cataraqui Region Conservation Authority, spring planting programs in municipal parks are planned, along with annual fall planting and memorial tree planting programs for street and park trees. In addition, potential plantings of up to 8,000 seedlings in municipal parks or other locations is contemplated, along with Valley Lands plantings and continued support of other potential planting proposals as may arise. This plan should result in approximately 8,400 trees being planted with a potential 4,500 more if the potential planting opportunities materialize. Working to double the tree canopy will have positive implications for the city in light of current and impending climate change challenges. 

Strengthen property standards and parking enforcement methods to beautify neighbourhoods: Addressing issues relating to property standards and parking-enforcement methods will help to beautify neighbourhoods. Lead: Community Services and Transportation & Infrastructure Services In 2015 a pilot project with the Downtown Kingston BIA included focused resources to support the downtown area and efforts to keep it clean. Direct interaction with business owners and residents resulted in enhanced compliance. This initiative was made permanent in 2016 with ongoing partnership support from Downtown Kingston BIA. This effort has been very successful in enhancing and beautifying the city core, and the program is now part of the “way we do business”. The work with Queen’s AMS continued in an effort to improve property standards enforcement in the University District. In 2017, a partnership with the AMS will be in place that will train students and employ them to provide education on property standards issues and complaints in the University District. The on-street residential parking permit program has been successful in managing spillover parking in neighbourhoods located in or around high demand areas. The program adds time of day parking restrictions to deter all day parkers. By controlling and dispersing commuter parking on residential streets, spaces are available for residents and their visitors. The program provides residents the option of acquiring a permit that exempts them from the parking restrictions.


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Implementation of the program in the institutional area has created parking congestion on streets that previously did not experience high volume. Recommendations to Council have been provided throughout 2016 to address some of these challenges and proactive enforcement is effective in addressing concerns. Expanding the program to other residential areas is planned for 2017 and 2018. At student move-out and move-in, clear instructions are provided through the City website and using social media to students regarding garbage and property standards rules and fines in an effort to keep Kingston streets clean and safe. Enforcement staff conduct blitzes during move-in and move-out to issue warnings and, if necessary, lay charges. 

Enhance waste management and recycling opportunities to promote a litter-free city: Diverting waste is a significant objective of Council and the community. Opportunities to strengthen programs will be assessed. Lead: Transportation & Infrastructure Services In 2016 Waste Diversion Ontario data showed that Kingston’s 2014 waste diversion rate was 63%, the second-highest rate in Ontario. The increase of the waste diversion rate from 56% in 2013, to 63% in 2014 is due to an increase (over 6,000 tonnes more) of leaf and yard waste that was transferred out of the yard waste site at the Kingston Area Recycling Centre. The increase was due to better management of the site by the external contractor (removing a backlog of yard waste) and the amount of organics received from the extreme winter weather that took down trees and branches in 2013 and 2014. This elevated waste diversion rate is not expected for 2015 or 2016. However, solid waste is confident that in future years with the increase capture rate of other divertables (recycling, organics, scrap metal, batteries, hazardous waste, etc.) along with a decrease in garbage the City will reach a consistent and true waste diversion rate of 60% and beyond. Solid waste staff recommend that the City’s waste diversion goal remain at 60% by 2018, with a longer range goal of 65% in future years. In 2015, residents responded to a City survey regarding recycling and composting and results were included in EITP-15-012. Diverting more waste from landfill continues to be a priority. To assist, the Solid Waste division completed a review and update of the Waste Recycling Strategy to set goals, objectives and initiatives to increase diversion in 2016. As part of that strategy, the Solid Waste Division organized three giveaway days in 2016 (April, June and October), a ‘Get Caught Composting’ reward program (May), a composter sale (May), a permanent small to medium household scrap metal depot at KARC (May), the delivery of over 8,500 in-unit recycling bags with educational promotions to apartment buildings, the final roll-out of the green bin


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program to participating apartment buildings, two targeted campaigns for aluminum and #2 HDPE bottles (August and September), four curbside participation set-out studies (completed quarterly), two Remarkable Recycler reward programs (spring and fall), the production of three short videos on waste and diversion programs, a curbside household waste audit to measure capture rates (October), a curbside battery recycling program (November 7-12) and a customer satisfaction survey. The division has been proactive in advertising on social media tips for reducing waste by using composters, green bin, blue boxes or grey boxes, as well as providing information on how to divert electronic waste from landfill. This form of public engagement and participation supports the overall goal and has been positively received by the community. 

Develop policies to prevent urban sprawl and protect agricultural lands: The updated Official Plan will provide context for policies on intensification and protection of agricultural lands. Lead: Community Services The Official Plan (OP) update is underway with completion expected in Q1 2017. The updated OP maintains the existing urban boundary and therefore focuses future growth within that boundary, controlling urban sprawl. The OP will provide enhanced policies on intensification and protection of agricultural lands. Opportunities for public consultation have included an interactive blog by the Director of Planning, Building & Licensing and open houses in May and July. Enhanced public engagement opportunities have been a part of the OP’s development and essential to the community input element.

5. Advance a vibrant waterfront: Kingston’s waterfront is a prominent feature and asset to the community. A vibrant waterfront requires balanced and respectful development that improves public access. 

Revitalize the inner harbour and rejuvenate waterfront brownfields: A vision and redevelopment plan for the Inner harbour and old industrial area will be completed. Lead: Community Services As noted above under the Plan a Livable City priority, the North King’s Town secondary plan will result in a vision and redevelopment plan for the Inner Harbour and old industrial area. Public consultation is underway under the leadership of a team of consultants (DIALOG) to complete the first phase of the visioning exercise and preliminary market analysis. In 2015 Council approved up to $750,000 to complete this secondary plan. Staff continues to work with owners of waterfront brownfield property to assist in identifying opportunities for redevelopment and rejuvenation.


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Facilitate the redevelopment of the Kingston Penitentiary property: We will work with the federal government to facilitate a redevelopment plan to promote tourism, public access to the waterfront and renewal of the harbour area. Lead: Community Services In 2015, a partnership was established with Correctional Service Canada, Fisheries and Oceans and Canada Lands to complete a joint visioning exercise for the Kingston Penitentiary and Portsmouth Olympic Harbour properties. A community working group has been established for the visioning exercise at both the Kingston Penitentiary property and the City’s Portsmouth Olympic Harbour property and the marina property, owned by Fisheries and Oceans. Public workshops, one-on-one interviews and a roving information station are part of the public consultation that has taken place to date. From recent consultations, four concept plans have been developed and posted on the City website for input. These concepts will be reviewed by the public and all stakeholders to determine their feasibility. At present, input is being sought on the concept plans recently presented. A review and input opportunity was available until November 28, 2016. It is anticipated that a final vision document will be presented to Council in Q2 of 2017.

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Develop a visionary waterfront master plan: The Waterfront Master Plan will be complete at the end of 2015 and will be implemented over a 15 to 20 year period. Lead: Community Services The City’s Waterfront Master Plan was completed and approved by Council in March 2016. The document guides the renewal of public waterfront spaces. The Waterfront master plan identifies a number of properties where the City is to seek out rights for public access or that will need to be either acquired. In the past months, the City has acquired two (2) properties that will help with future development and connection of the waterfront. The waterfront master plan contemplates acquiring numerous parcels of land. While the parcels have been identified, only about 50% can be funded in the City’s 15 year financial plans. It is like that acquisition of some property will not occur within the 15 year planning horizon and future financial plans will include those acquisitions beyond 2031.

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Explore the potential for waterfront tourism opportunities including the feasibility of creating a dock for cruise ships: Creating deep-water docking facilities for larger cruise-type ships will be explored as opportunities unfold at key waterfront sites. Creating deep-water docking facilities for larger cruise-type ships will be explored as opportunities arise. As of this date, no specific action has been initiated in 2015 or 2016.


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6. Foster open government: Kingston is committed to creating a transparent and accountable city that empowers the community to participate in meaningful and innovative solutions. Citizen engagement in the democratic process is central to this work. As such, citizens have the right to access documents and proceedings to allow for effective public involvement in and oversight of civic affairs. 

Enhance transparency and encourage citizen engagement: Community participation is critical to finding meaningful and innovative solutions. Engagement and communication are keys to success. Lead: Corporate Management Team a) Committing to processes that enable open government On October 20, 2015, Report No. 15-414 (Open Government Kingston Work plan) committed the City of Kingston to: •

being open, transparent and accountable, and ensuring access to processes and information used to support the decisions and actions of Council and staff;

•

engaging and empowering the community to participate in meaningful discussions and innovative solutions to common problems; and

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using information and technology to improve service delivery, to contribute to growing the economy and making a positive impact on the quality of life for its citizens

A multi-year work plan identified a range of strategies and actions to help realize this vision, organized around four main Open Government themes against which to measure progress and achievements. Open Engagement - enhancing the manner in which the City engages and consults with residents, businesses and stakeholder groups through meaningful, productive and open dialog; Open Governance - providing information, education, transparency, and improvements in community outreach to make City Council activity and decision making more accessible and inclusive to all; Open Programs and Services - simplifying the manner in which City programs and services are accessed by residents and businesses, and collecting data that can be used by Departments to drive better decision making and efficiencies in the delivery of City programs and services; and


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Open Data - making more information about city programs and services available and usable by businesses and the general public while respecting security, privacy and accessibility concerns. Over the past year, these themes have been embedded in the priorities and work plans of a number of departments. Tangible progress has been made in all areas, with highlights including: •

Community consultation on public engagement and customer service;

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Community outreach and education on civic issues focused on schools and youth, Council meetings in the community, and web streaming of Council/Committee meetings

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Corporate Information Management Strategy to guide processes and technology required to ensure the quality, reliability and integrity of information which is critical to good decision-making in the provision of municipal government services.

A number of significant deliverables nearing completion, such as an Engagement Strategy, a Customer Experience Strategy, an Open Data Policy and online Data Catalogue/Portal, are described in more detail in subsequent sections of this report. b) Developing systems to support open data As an outcome of Report No. 15-414, the focus on open data commits the City to making more information about City programs and services available and usable by businesses and the general public while respecting security, privacy and accessibility concerns. An Open Data Policy has been drafted and is currently under review and scheduled to be presented to Council by early 2017. Supporting frameworks for data request processes and licensing terms have also been developed. The City’s first Open Data Catalogue/Portal will be published on the City’s website in the coming weeks as a self-service pilot using GIS data sets which are currently provided upon request. A mechanism will be provided to solicit feedback on the self-service process and ideas for future data sets. A Smart City Forum planned for 2017 will be used as an opportunity to generate awareness and understanding of the availability and plans for Open Data and ideas on how to leverage this asset. A recent 2016 survey of nearly 70 municipalities across Canada by the Public Sector Digest (PSD) ranked the City of Kingston 34th in terms of the maturity of its Open Data program. Noting that this demonstrates that the City has a


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good foundation for its Open Data program, PSD expects that Kingston “will have a strong showing” in 2017 with the completion of the Open Data Policy and launch of the Open Data Catalogue/Portal. Work has been completed on the development of an overall corporate information management strategy which will guide the processes and technology required to ensure the availability, security and effective management of all corporate information. A series of strategies/actions have been identified which focus on enhancing both internal data/information management, and also external outcomes which directly support Council’s Open Government priority. Quality, reliability and integrity of information are critical to good decisionmaking in the provision of municipal government services. More effective management of information will help to transform the delivery of program and service outcomes in an efficient and effective manner, while at the same time respecting information security and privacy risks. Work on the future selection of technology tools including a Customer/Citizen Relationship Management system and consideration of a future Enterprise Content Management system will support the corporate information management strategy. c) Strengthening the City’s presenting, recording and reporting processes at public meetings Lead: Corporate & Emergency Services The City Clerk’s Department seeks to promote the various existing inputs that members of the community can access, and to create new ways to foster open and inclusive dialogue. In the interest of engaging citizens and promoting Council and Committees in the community, the City Clerk’s Department will hold Council and Committee meetings in facilities other than City Hall. The July Council meeting was successfully held at the Tett Centre for Creativity and Learning. Plans are currently underway to hold the December 1st meeting of the Planning Committee at Portsmouth Olympic Harbour. d) Enhancing technology supports for committee meetings Lead: Corporate & Emergency Services The City of Kingston has invested heavily into upgrading the Council Chamber with new technology to enhance the functionality, openness, accountability, and transparency of the decision-making process by elected officials, and improve the ability for Councillors, residents and staff to participate in Council and Committee meetings. The aforementioned


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upgrades have been augmented by introducing video/audio streaming of Council meetings to residents through the internet. This allows viewers to follow Council decisions online in real time. Closed captioning is completed on recordings of the City Council meetings, and these accessible recordings are uploaded to the City’s YouTube channel. The Standing Committees and Heritage Kingston meetings are also currently being recorded, closed captioned and uploaded to the City’s YouTube channel. This allows these meetings to be accessed by members of the public and allows them to skip to various points in the meetings. e) Improving public feed-in and feedback systems and processes Lead: Corporate & Emergency Services Improving public feed-in and feedback systems and processes will be supported by the development of a public engagement framework, due for completion in early 2017. In the absence of a public engagement framework, the City has established an interim minimum engagement standard that is being used for City projects and initiatives. The minimum public engagement standard is one of “consultation” as identified in the Spectrum of Public Participation – International Association for Public Participation guideline presented to Council in March 2016. Public workshops, surveys and social media tools including Facebook and Twitter have provided opportunities for resident interaction on a variety of topics including the Third Crossing, Official Plan Update, Sign By-law, Airport land use, North Kings Town, Kingston Penitentiary and Portsmouth Olympic Harbour visioning, development of the engagement strategy, etc. In order to solicit and incorporate input from the public in the development of a vision and framework for citizen engagement, a public survey in the spring of 2015 was followed up by staff and public workshops held in 2016. In May, three public workshops were held across Kingston. Workshop attendance included targeted focus groups and a tweet chat was also held on June 28, 2016. Following the workshops, an additional public survey was conducted in order to validate information from the public sessions and to obtain further feedback. Based on the above consultation and review of best practices, a draft public engagement framework is currently being developed and is scheduled to be brought to Council for consideration in early 2017. The framework must provide opportunity to inform, educate and engage in a way that enables citizens and others to provide meaningful and thoughtful input. The loudest voice is not always the only voice, and public participation requires framing in a respectful and purposeful way.


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During 2015 and particularly in 2016, significant effort has been made to improve engagement. Open houses, blogs, surveys, comment pages, social media forums and webinars have all been used for planning, recreation, culture, road projects among others. Staff members have been cognizant of this priority and have worked proactively to improve the effort. A finalized engagement framework in policy format will strengthen this work. However improving engagement is well underway. f) Introducing participatory opportunities in civic affairs Lead: Corporate & Emergency Services The City recognizes that municipal government is the most accessible level of government, and community participation is vital to its decision-making processes. Work has been underway throughout 2016 to develop a more effective outreach model that promotes inclusion, education, and greater participation in Council activities and decision-making. Increasing opportunities for participation enhances the City’s effectiveness and improves the quality of the decisions of City Council and staff. With the aim of promoting the role of the City Clerk’s Department, Council priorities, and the City, the City Clerk’s Department has taken a lead on youth engagement initiatives. Youth education is the meaningful participation and sustained involvement of young persons. Several presentations and events have been organized by staff at local schools to engage and educate the city’s youth on municipal government and the Council priorities. The City continues to strengthen partnerships and collaborate with other City departments and with external stakeholders (i.e. the Ministry of Education, local school boards, and the Y2K Youth Collective) to develop and deliver content directed towards youth aged 10-24. During Local Government Week (October 17-23), the City Clerk’s Department successfully co-sponsored a Beyond the Classroom session with Cultural Services, where a grade 5 class spent the week at City Hall learning about local government. A two day program, which has also been created in conjunction with Cultural Services, was supplemented into the grade 10 civics curriculum, and presented to the students in November. 

Build on a culture of excellence in customer service: A continued focus by the City on customer service excellence will be an organizational priority. Lead: Corporate Management Team A consistent, responsive, and citizen-centric approach to managing the customer experience and interactions with the City will be key to achieving high levels of customer satisfaction in the future. Improving the customer experience increases confidence in the City as an institution. The foundation and starting point for this work is a new Customer Experience Strategy which describes the future vision for service delivery at the City and addresses all potential channels to ensure a


71

Report to Council


consistent experience and online service presence. This strategy will promote a single point of contact, more self-service, and ensure the ongoing communication of progress until issues are resolved. Supporting technology tools, built around a modern Client (Citizen) Relationship Management (CRM) solution will enable this strategy. As part of the preliminary work completed to date, staff conducted15 employee consultation sessions with a total of 84 frontline, supervisory and management staff and conducted an online public survey in July 2016 to solicit broader public opinion on the current customer experience, areas where we are doing well, areas for improvement and priorities. Additional consultation and focus group sessions were held in late October to validate findings and finalize the Customer Experience Strategy as well as the creation of a Customer Experience roadmap that will support the strategy and connect and prioritize the work plan initiatives and related technology projects. In conjunction with work on the Customer Experience Strategy, an analysis of supporting technology requirements has also been completed for the Customer Relationship Management (CRM) System with a request for proposal to be released by Q1 2017. The foregoing provides a status update of the many strategic priorities being advanced. In addition, numerous other initiatives form the basis of corporate work. Exhibit A attached reflects such initiatives for the 2016 year. EXISTING POLICY/BY LAW: Kingston Strategic Plan 2015-2018 Priority Status Matrix NOTICE PROVISIONS: There are no notice provisions required with this report. ACCESSIBILITY CONSIDERATIONS: There are no accessibility considerations with this report. FINANCIAL CONSIDERATIONS: The progress on the priorities described in this report has been made within the parameters set by Council of 2.5 per cent tax rate increase, including an estimate of 1.5 per cent to recognize inflation and 1 per cent for capital investment. CONTACTS: Gerard Hunt, Chief Administrative Officer 613-546-4291, ext. 2205


72

Report to Council


OTHER CITY OF KINGSTON STAFF CONSULTED: Members of the Corporate Management Team EXHIBITS ATTACHED: Exhibit A – Council Priority Status Matrix updated to November 15, 2016


73

Exhibit A to 17-003 Date direction rec'd from Council (m/d/y) (links included where available)

Report (if required) will be provided to:

Ongoing

2018 (identify quarter where possible: Q1/Q2/Q3/Q4)

Create a smart economy


CS

2016 Q4

Prime Council Priority

2016 Q3

Group/ Dept Lead

2016 Q2

No.

This is a chart of initiatives to be completed between 2015 and 2018 and indicates a description, group or department lead, the prime council priority under which the initiative falls and the due date Description of Initiative

2016 Q1

2016 Priority Status Matrix - sorted by prime priority

Comments

9/10/2013

Council

City staff reviewing plans for next year with Student Commission. Report will be delayed to Q4.

CREATE A SMART ECONOMY 1

Report: Y2K Kingston Youth Strategy and Community Action Plan; staff to report back to Council on Community Action Plan, including financial implications

2

Report: Recommendations on establishing a policy to play only local musicians on call waiting and public municipal properties' background music

3

4

5

CS


Develop a business case for Kingston Fire & Rescue training and education centre (development of business case for future phases of learning centre)

C&ES (KFR)


Update and harmonize parking bylaws (parking ratios and standards) as part of Zoning By-law review process, including cash-in-lieu of parking

CS (P,B&L)/T&IS


Enhance Ontario Works and employment supports program to integrate with job creation opportunities

CS (H&SS)


CS (CS)


CS


UK/CAO


Enhance City Hall National Historic Site and provide venues to showcase artworks, artifacts and stories 6

Phase 3 - 2016: Develop temporary exhibition using new exhibit showcases 7

Development of a Workforce and in-migration strategy

8

Status update on smart city/intelligent community progress

X

X

1/6/2015

Q1

Briefing provided to AAC 07/09/2015. Internal meetings conducted with stakeholders. AAC Working Group Arts Advisory established in May 2016. Recommendation will be brought forward in Q4 to be followed by a Council report. 2017 Budget submission for preliminary site work. Next phase of development to be presented Q1 2017

COMPLETE PC-16-074 August 4, 2016

X

`

COMPLETE Internship program for OW clients established. Supportive Approaches to Innovative Learning (SAIL) program established for OW clients to increase employment potential. Employment Readiness Scale assessment being used for all OW clients to determine employability and track improvement in employment skills.

X

X

X

X


9/15/2015

Council

Due to the delay in establishing the Steering Committee, the work will be finalized in 2017.

10/20/2015

Council

Report to Council being prepared for December 6, 2016

74

Exhibit A to 17-003


Date direction rec'd from Council (m/d/y) (links included where available)

Ongoing



2016 Q4


2016 Q3

Group/ Dept Lead

2016 Q2

No.


2016 Q1


Comments

COMPLETE Report 16-249

9

Open-for-business: Employment land inventory status report

CS (RE&EI)


10

Open for business: Final report on implementation of Mayor's Task Force Recommendations

CS (P,B&L)


11

Tourism Strategy: progress report on implementation

CAO


X

COMPLETE An updatev was provided by KAP at the August Council meeting.

12

Youth Employment Strategy

CS


X


13

Assessment growth: update (as part of 2017 operating budget)

CFO


14

High speed rail: establish political connections to support a Kingston stop for high speed rail

Mayor


15

Step-Down Funding and End of Operating Agreement Strategy

CS (H&SS)


CS

Invest in infrastructure

X

X

X


X

COMPLETE Budget deliberations November 21-22, 2016

X

X


X

INVEST IN INFRASTRUCTURE 1

Accessibility: Innovation of Design of Public Spaces Standards

2

Implementation of Business Case for Red Light Cameras, preceded by pedestrian countdown devices at applicable intersections

T&IS (Eng)


3

Report: Implementation of the Turf Management Plan for the City's sports fields in response to citizen concerns

T&IS (PW)


X


Deferred by Council 04-19-16; see also #12 below Implementation of red light camera program as per report EITP-14-005

3/18/2014

8/11/2015

ARCP

COMPLETE ARCP-16-003 February 25, 2016

75

Exhibit A to 17-003

5

Third Crossing: Summary report upon completion of preliminary design and financial plan

CS (H&SS)


C&ES


Roadways and sidewalks: 2016 year-end report for integrated infrastructure projects

T&IS/UK


9

Wellington Street extension alternatives: North King's Town secondary plan (relates to Advance a Vibrant Waterfront #3)

CS/T&IS


10

Transportation: integrated multi-modal solutions (see Plan a Livable City #15, #16)

T&IS


11

John Counter Blvd: Expansion to four lanes, completion

T&IS


12

Report: Terms of Reference, anticipated cost and schedule for the development of a strategic road safety program for the Kingston

T&IS (Eng)


13

Report: outstanding issues identified in Report Number ARCP-16-003 regarding the matters raised by baseball user groups and related to the Turf Management Plan.

T&IS (PW)


14

Report: 671 Brock Street: negotiations and public consultation

CS (H&SS)


6

Housing: 10 year housing & homelessness plan update

7

Airport: complete rehabilitation and expansion of airport facility and runway

8

Ongoing



T&IS (Eng)


X

2016 Q4


2016 Q3

T&IS/CS

Q2


Report: Following two consultation sessions with the baseball user group, report in February 2016 regarding a process to seek corporate sponsorship for facility upgrades



4

Group/ Dept Lead

2016 Q2

No.


2016 Q1


8/11/2015

ARCP

9/15/2015

Council

Comments

COMPLETE 16-003 February 2016

Business plan development approved by Council in April 2016; report number 16-129

COMPLETE Report HHC 16-001 outlines implementation status as on track and description of changes made to initial planning to reflect new homeless system needs.

X

Q2

X

X

X

Target bridge construction to commence in 2018 with 2-year construction duration

Q4

Q1

X


4/19/2016

EITP

Red light camera agreements deferred at Council 04-19-16 pending completion of this initiative

4/19/2016

ARCP

COMPLETE Supplemental information will be included in a report to Council on November 1/16.

9/6/2016

Council

Public Consultation took place October 3rd, 2016. Negotiations will start as per Council direction.

76

Exhibit A to 17-003

Ongoing



2016 Q4


2016 Q3

C&ES (Legal)

X


Report: current practices in other Ontario municipalities, of same or larger size and containing Heritage Conservation Districts, regarding Heritage Committee input on alterations in Heritage Conservation Districts (OHA Part V)



15

Group/ Dept Lead

2016 Q2

No.


2016 Q1


9/6/2016

Council

Comments

COMPLETE Report 16-347 October 18, 2016

PLAN A LIVABLE CITY 3/4/2014

COMPLETE 2015 update Report 16-085

X

4/1/2014


X

5/20/2014

AP

6/3/2014

EITP

1

Implementation of Age Friendly Action Plan

CS (Comm's Office)

Plan a livable city

2

Report: Evaluation of the City’s current process used to review Radiocommunications Facilities (cell towers), including research on best practices as identified by the Federation of Canadian Municipalities (FCM)

CS (P,B&L)

Plan a livable city

3

By-law or Amendment to set the standard for the visual appearance of construction hoarding, including the geographical area where it will be in effect

CS (P,B&L)

Plan a livable city

4

Report: Best practices relating to ambient noise levels (routine mechanical noise)

CS (P,B&L)

Plan a livable city

5

Annual Review: Facility Accessibility Design Standards (FADS)

CS (Comm's Office)

Plan a livable city

X

1/6/2015

6

Consideration of the history of the Memorial Centre for evaluation in the City’s Cultural Heritage Strategy and Commemoration Strategy

CS (CS)

Plan a livable city

X

5/5/2015

7

Public Consultation: Land Exchange Proposal for the Potential Relocation of the CN Train Station to Douglas R. Fluhrer Park

CS (P,B&L)

Plan a livable city

COMPLETE Public consultation May 16, 2016. This initiative was rolled into the North King's Town Visioning.

8

Review and update Heritage Conservation District Plans, Barriefield Village District

CS (P, B & L)

Plan a livable city

COMPLETE Report presented to Heritage Kingston on July 6, 2016 with recommendation for Council approval of final Plan (HK16-025)

9

Walk of Fame: Detailed concept plan with recommendations

CS (CS)

Plan a livable city

10

Review of City of Kingston By-law No. 2004-190 - Community Postering Policy

CS (P,B&L)

Plan a livable city

X

X

Flagged by Cultural Services staff as an aspect of Kingston's history to be developed and acknowledged as part of its future work.

X


X

COMPLETE AP-16-005 September 8, 2016

12/18/12

Council

10/1/2013

AP

Deferred to coincide with redevelopment of Block 4

The newly introduced Docupet system provides some functionality in this regard.

77



6/16/2015

Council

T&IS/CS

Plan a livable city

X

8/11/2015

EITP

COMPLETE Pilot program in place as per EITP-16019

12/1/2015

EITP

COMPLETE

12/1/2015

EITP

Options for Accessible Parking Spaces and Single front yard parking pads

13

Terms of Reference for Request for Proposal (RFP): Active Transportation Master Plan

T&IS (Eng)

Plan a livable city

14

Terms of Reference for Request for Proposal (RFP) for the next update to the Kingston Transportation Master Plan

T&IS (Eng)

Plan a livable city

15

Brownfields: Properties status update

CS (RE&EI)

Plan a livable city

16

Public transit: Completion of downtown transfer point

T&IS (TS)

Plan a livable city

17

Public transit: Completion of transfer point at Cataraqui Town Centre

T&IS (TS)

Plan a livable city

Public transit: Updated 5 year plan (2017-2021)

19

Community planning: Engaging citizens in the development or redevelopment of neighbourhoods to ensure that consideration is given to people, places and services

20

Protect heritage: Heritage resource centre at City Hall

21

Protect heritage: Transition team report - Heritage Kingston

Ongoing

X

12

18


Plan a livable city

2016 Q4

T&IS (Transit)

11

Report: evaluating the operational and financial impacts of the complementary transit pilot program and make recommendations regarding a secondary school student transit program with funding source considerations for the 2016/2017 academic year, and the 2017 municipal budget year, as part of the overall planned transit fare review to be undertaken in 2016

2016 Q3


2016 Q2

Group/ Dept Lead

2016 Q1

No.




X

Q2

X

Q3

X

T&IS (TS)

Plan a livable city

CS

Plan a livable city

C&ES

Plan a livable city

X

CS

Plan a livable city

X

X

X


Comments

COMPLETE

Council

COMPLETE Council Report 16-309

Council

EA process completed Q4 2016. On target for Q3 2017 completion.

Council

COMPLETE

Council

COMPLETE At a special Council meeting 09-27-16, the Business Plan was reviewed and direction given to implement without increasing taxes and continue to pursue funding.

Council

COMPLETE Grand Opening on February 17, 2016

12/1/2015

Council

COMPLETE

78

Exhibit A to 17-003

Intensification: Official Plan update

CS (P, B&L)

Plan a livable city

24

Intensification: Zoning by-law consolidation

CS (P, B&L)

Plan a livable city

25

Revitalize the north end - development of a long term plan

CS

Plan a livable city

26

Food security action plan - in partnership with United Way

CS

Plan a livable city

27

Sustainable Kingston Plan: Status update

CS (RE&EI)

Plan a livable city

28

Annual Report: Heritage Kingston

CS

Plan a livable city

29

Report: Relocation of the Phoebe - long-term plan, budget and schedule for relocation

CS

Plan a livable city

30

Commemorate The Tragically Hip in Springer Market Square

CS (R&L)

Plan a livable city

31

Review of patio by-laws and policies

T&IS (Eng)

Plan a livable city

32

Report on the Accessible Parking Spaces and Single front yard parking pads pilot program’s utilization, operation, and any related issues

T&IS/CS

Plan a livable city


23


Plan a livable city

Ongoing

CS


Protect heritage: Status update on review of heritage property list


22

2016 Q4


2016 Q3

Group/ Dept Lead

No.

2016 Q2


2016 Q1


Comments

COMPLETE Report 16-093 April 19, 2016

X

X

Council

Council

X

X

Council

Council

X

Council

COMPLETE Council June 21, 2016

3/1/2016

Council

Annual Report for Heritage Kingston shall be submitted on or before May 31, 2017.

4/5/2016

Council


X

Q2

X

X

9/20/2016

Q1


Q3 2019

10/4/2016

AP

11/1/2016

EITP

See Plan a Livable City #12

79



Ongoing


Green the city


CS

2016 Q4


2016 Q3

Group/ Dept Lead

2016 Q2

No.


2016 Q1


9/10/2013

ARCP

COMPLETE ARCP-16-010

8/12/2014

EITP

Postponed from Q3 ro Q4 to allow additional stakeholder comments in light of the emergence of cap and trade and the Ontario Climate Action Plan. Report was targeted for November EITP meeting which has since been cancelled.

5/19/2015

RAC

COMPLETE RAC-16-004

KEAF

COMPLETE Implementation plan is ongoing and updates will be brought to Council on a periodic basis.

12/1/2015

EITP

Date to be determined

1/7/2014

EITP

COMPLETE EITP-16-008 April 12, 2016

Comments

GREEN THE CITY 1

Report: Research “edible forest” policies from other municipalities and report back to the Arts, Recreation and Community Policies Committee with a report including recommendations.

2

Municipal Energy Plan Project

CS (RE&EI)

Green the city

3

Roadside brushing on rural roads: Plan and procedures developed to address deficiencies

T&IS (PW)

Green the city

4

Kingston Community Climate Action Plan

CS (RE&EI)

Green the city

5

Complete the K&P trail: Land acquisition and completion of the trail to ensure opening by July 1, 2017

CS (R&L)

Green the city

6

KEAF to research and report back on benefits and methodologies of how the City might create and use a "cost of carbon" process

CS (RE&EI)

Green the city

7

Connect spaces: Develop a report that describes an action plan for connecting trails, pathways and green spaces

CS/T&IS

Green the city

8

Beautifying neighbourhoods: Status update - property standards and parking

CS (P,B&L)/T&IS)

Green the city

9

Protect agricultural lands: Linked to the Official Plan update (see Plan a Livable City #23)

CS (P,B&L)

Green the city

10

Enhance waste management: Recommendations to EITP regarding the City’s residual waste processing options

T&IS (SW)

Green the city

X

X

X

X

Q2

Q3

X

X

X


80

Exhibit A to 17-003



Ongoing



2016 Q4


2016 Q3

Group/ Dept Lead

2016 Q2

No.


2016 Q1


Comments

COMPLETE Plan presented to Council on July 12, 2016 for approval (Report 16-252).

11

Enhance tree canopy: Development of a plan to double the tree canopy on City-owned land by 2028

T&IS (PW)

Green the city

12

Public Awareness campaign: Fish & Frogs Forever

CS (RE&EI)

Green the city

13

Report: Implications to traffic and local residents on closing one block of Napier Street to motor vehicle traffic, with options to increase parkland space and parking space for potential nearby housing

CS (RE&EI)

Green the city

Q1

11/15/2016

X

3/19/2013

X

X

2/2/2016

EITP

COMPLETE Enhancements to the program have been made and implemented in 2016.

ADVANCE A VIBRANT WATERFRONT 1

Kingston Penitentiary Redevelopment: Work with Government of Canada departments and Canada Lands and include Portsmouth Olympic Harbour - Visioning

CS

Advance a vibrant waterfront

2

Waterfront tourism: Report on feasibility of developing deep water docking facilities

CS


3

Completion of a Waterfront Master Plan

CS (R&L)


4

Inner Harbour: Complete a Secondary Plan for the Inner Harbour and Old Industrial Area (Kingstown) (see also Invest in Infrastructure #9)

CS (P,B&L)/ (Eng/UK)


X

5/5/2015

Council

5

Alexander Henry: Report to Council in 10 months on the feasibility, associated costs and financing of the option to utilize the Alexander Henry to create an artificial dive reef in Lake Ontario

CS


Q2

6/29/2016

Council

C&ES

Foster open government

X

CFO/C&ES


X

C&ES


Council

Work will be completed in 2017 in order to accommodate the public consultation schedule.


X

COMPLETE ARCP-16-002

12/15/2009

Report due by May 2017

FOSTER OPEN GOVERNMENT 1

Completion of upgrades to the City Website

2

Implement Open Government Kingston Workplan

3

Development of Public Engagement Framework

X



10/20/2015

COMPLETE Interim report to Council on March 22, 2016 Final framework to be complete by Q1 2017 (see #5 below)

81

Exhibit A to 17-003

4

Review of community consultation practice associated with development applications including research on municipal best practice

5

Final Public Engagement Framework

3/1/2016

Q1





Ongoing

C&ES




CS (P,B&L)

2016 Q4


2016 Q3

Group/ Dept Lead

2016 Q2

No.


2016 Q1


Comments

Motion of Council at the March 1, 2016 Council meeting. Date to be determined Development of framework still underway. Should be complete in next few months

82