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2020 Draft Budget and Business Plan - Appendix E: Capital Project Detail Sheets

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INVESTING INOUR CITYINVESTED INOUR CITIZENS

City of CambridgeCapital Project Detail Sheet

2020 - 2029

Project ID / Title

Department

A/00393-40 Region - Dundas Street – Phase 1 (Shade St to Briercrest Ave)

Prepared By James EtienneApproved By Hardy Bromberg

Project Status ApprovedYear 2020

Project Start Date 01 April 2020Project Completion Date 31 December 2021Department Reference # 1534

Project Type Reconstruction Division/Section Development Engineering

Estimation Method Expert JudgementStrategic Alignment 1 7.2 Work with the Region and other partners to better coordinate the planning, communication and

delivery of infrastructure (including roads and other transportation assets) in Cambridge.

Strategic Alignment 2 7.3 Provide innovative leadership in the management of city assets to help plan, fund and maintain city assets in a sustainable way.

Strategic Alignment 3

Project Details

Project Description

Phase 1 of Region's Dundas St reconstruction from Shade St to Briercrest Ave. Includes replacement of existing dual use watermain with separate local and trunk watermain from Spruce St to Elgin St, replacement of local watermain from Elgin St to Briercrest Ave and replacement of sanitary sewer from Spruce St to Elgin St. And, rehabilitation work on the pedestrian tunnel in Soper Park.

Project Justification

Project addresses water and wastewater backlog as per long range financial plan and it is cost effective to align City infrastructure renewal along with Region construction projects to reduce impacts to residents.

Expenditure / Revenue Allocation 2020

Financing

408001 Cont from RF - Capital Works 142,800408004 Cont from RF - Wastewater 190,600408006 Cont from RF - Water System 730,300501041 Funding to Ext Agenc (1,063,700)

$0Total Financing

Operating Impact2023202220212020Total

Estimated Operating Costs

1,0001,000 Incremental maintenance cost due to growth

101580-501023 Program Suppl & Mat

101730-501023 Program Suppl & Mat 3,0003,000 Incremental maintenance cost due to growth

Total Estimated Operating Costs 4,0004,000

$4,000 $4,000Total Net Expenditures / (Revenues)

Appendix ECapital Project Detail Sheets

City of Cambridge 2020 Draft Budget and Business Plan Page 193


2020 - 2029

Project ID / Title

Department










Project MilestonesPercent Complete

Expected Completion Date

Staffing ImpactProject Manager Adam RipperOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department










Category Score CommentsDescription

Priority Ranking

1. Project Category 180 Regional project contributionCritical Projects2. Alignment with Corporate Strategic Direction 75 Aligned with departmental asset management

planAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Reduced number of potholes, road patrolling costs and associated operating and maintenance costs

Little or no decrease / increase in operating costs

4. Risk Assessment 100 Improves Water distribution and traffic safetyWill mitigate corporate risk defined as "significant"

5. Cost/Benefit (Payback) 50 Long term ROI due to reduced water losses and I&I

ROI difficult to measure in financial terms

6. Service Levels 100 Address current service deficiency for water and sewer system

Address a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 Reduces water and sewer BacklogDirect impact in reducing the City's total infrastructure gap

8. Community Impact 50 Improves water quality and water distributionHas no direct community impact9. Economic Impact 50 N/ALimited, minimal or no economic benefit for

the local economyTotal Score 755




2020 - 2029

Project ID / Title

Department










Maps/Attachments

G:\DI\ENG\SharePoint Staging\Admin\Budget\2020\AM Maps and Numbers\3651.jpg




2020 - 2029

Project ID / Title

Department

A/00394-40 Dover Street PS - Construction



Project Start Date 01 March 2020Project Completion Date 31 December 2023Department Reference #


Estimation Method Expert JudgementStrategic Alignment 1 7.3 Provide innovative leadership in the management of city assets to help plan, fund and maintain

city assets in a sustainable way.



Project Details

Project Description

Reconstruction of the Dover Street Sanitary Pumping Station in accordance with the recommendations identified in the Dover Street Pumping Station Municipal Class Environmental Assessment.


The pumping station is at the end of its serviceable life and requires replacement. Increased capacity will be required due to upstream development in the East Side Lands


Financing

401041 Growth Funded Debt 2,448,000408004 Cont from RF - Wastewater 1,632,000501010 Salaries and Wages (60,000)501026 Professional Serv (100,000)501050 Construct/Implement (3,920,000)

$0Total Financing











2020 - 2029

Project ID / Title

Department










Staffing ImpactProject Manager Alex NicholsOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 160 Sanitary Pumping stations are vital infrastructure and are critical to provide sewer collection service to utility customers

Community Planning / Maintenance / Efficiency Projects

2. Alignment with Corporate Strategic Direction 75 As per Sanitary Sewer Master PlanAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 N/ALittle or no decrease / increase in operating costs

4. Risk Assessment 75 Pumping station are significant environmental risk and health risk. PS failure may cause flooding of sewage to basements/streets/parks/ river

Will mitigate corporate risk defined as "medium"

5. Cost/Benefit (Payback) 50 N/AROI difficult to measure in financial terms6. Service Levels 75 Addresses sewer infrastructure needsIncrease level of service7. Infrastructure Impact 100 Addresses sewer infrastructure needsDirect impact in reducing the City's total

infrastructure gap8. Community Impact 50 PS failure may cause flooding of sewage to

basements/streets/parks/ river. Significant environmental risk

Has no direct community impact

9. Economic Impact 50 N/ALimited, minimal or no economic benefit for the local economy

Total Score 685




2020 - 2029

Project ID / Title

Department










Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00407-10 Relational Databse (Oracle and MS SQL) Upgrade/Migration

Prepared By Mohammad MamunApproved By Dave Bush


Project Start Date 01 January 2020Project Completion Date 31 December 2020Department Reference #

Project Type Technology Upgrades Division/Section Technology Services

Estimation Method OtherStrategic Alignment 1 2.5 Focus on the responsible management of financial resources, ensuring transparency and

accountability.



Project Details

Project Description

Lifecycle upgrade of relational database systems.1. Evaluate various cloud solutions for next version of Oracle database to facilitate application upgrades and reduce database licensing cost. 2. Based on the selected solution (Cloud/On Premises), Migrate/Upgrade all existing database (prod & dev) from Oracle Database 11.2.0.4 to 12.2.0.1 3. Also includes SQL 2014 to SQL 2019. 4. Integration work.


Necessary to maintain existing service levels over the next 4 years and provide performance enhancements. All corporate data is stored in databases and the technology to manage and monitor those database is as critical as the data itself. Corporate applications enhancements occur multiply times a year and some require upgrades to database technology. Applications may fail or no longer be supported if upgrades are not completed. Required to keep the corporate databases updated to the current technology, functions and security. Corporate databases will be prepared for building the enterprise data warehouse, and eventually provide business intelligence using analytic report and dashboard.


Financing

408001 Cont from RF - Capital Works 190,000501019 Licensing/Subcrib (15,000)501026 Professional Serv (150,000)501050 Construct/Implement (25,000)

$0Total Financing





101270-501019 Licensing/Subcrib 15,00015,000Total Estimated Operating Costs 15,00015,000





2020 - 2029

Project ID / Title

Department







accountability.



Staffing ImpactProject Manager Mohammad MamunOther Staffing Resources Required Tech Support staff, Database Management Staff




2020 - 2029

Project ID / Title

Department







accountability.




Priority Ranking

1. Project Category 180 Database Management is the backbone to all corporate data and must be kept in a state of good repair. Project is necessary to maintain the current level of service and add new enhancements for corporate applications. Upgrades will take the full year to complete by which time the existing technology will be 5years old.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Reliable data, database uptime and database functionality are all required to sustain corporate programs. Departments will not be able to encorporate new business plans without access to reliable data and without additional toolsets to offer some of the new functionality.

Aligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 No decrease in actual operating costs are expected.


4. Risk Assessment 75 Performance issues, downtime, unrealiable datasets will add risk to all corporate operations and the functions they perform.


5. Cost/Benefit (Payback) 50 ROI difficult to measure in monitary terms. Reliability of databases and data is key to many services offered by business units.


6. Service Levels 100 Maintaining proper data, upto date database technology and providing speedy access to that data is required to maintain current levels of service and to meet all service level standards.


7. Infrastructure Impact 100 Regular planned replacement and enhancement of database infrastructure will reduce the existing IT infrastructure gap.

Direct impact in reducing the City's total infrastructure gap

8. Community Impact 50 Keeping current with database technology will improve and enhance amenities available to the community. It also decreases the likely hood of downtime for online services and over the counter services offered to the public.


9. Economic Impact 50 Indirectly related to economic benefits to the local economy.

Limited, minimal or no economic benefit for the local economy

Total Score 730




2020 - 2029

Project ID / Title

Department

A/00420-30 Preston Auditorium - Design (2020)

Prepared By Yogesh ShahApproved By Cheryl Zahnleiter


Project Start Date 06 January 2020Project Completion Date 31 August 2021Department Reference #

Project Type Facility Renovation Division/Section Facilities

Estimation Method Expert JudgementStrategic Alignment 1 4.4 Manage city resources in a responsible and sustainable manner, considering future needs for

resiliency and community adaptation.

Strategic Alignment 2 2.5 Focus on the responsible management of financial resources, ensuring transparency and accountability.

Strategic Alignment 3 7.4 Continue to improve the accessibility of all built infrastructure.

Project Details

Project Description

Design of Preston Memorial Auditorium expansion. Preston Memorial Auditorium to be expanded to a twin ice pad facility.


Project is part of the Recreation Complex program approved by Council in 2019.


Financing

401039 Debenture 893,200408045 Cont from RF - Development 306,800501010 Salaries and Wages (100,000)501026 Professional Serv (1,100,000)

$0Total Financing





101410-501015 Debt Charges - Prin 29,900 29,90059,800Total Estimated Operating Costs 29,90029,90059,800

$59,800 $29,900 $29,900Total Net Expenditures / (Revenues)




2020 - 2029

Project ID / Title

Department










Staffing ImpactProject Manager Steve RuffiniOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 160 Part of recreation complex programCommunity Planning / Maintenance / Efficiency Projects

2. Alignment with Corporate Strategic Direction 100 Part of recreation complex programCouncil Priority3. Operating Budget Impact 50 No operating impactLittle or no decrease / increase in operating

costs4. Risk Assessment 50 Provision of improved ice facilitiesWill mitigate corporate risk defined as "low"

or little or no impact5. Cost/Benefit (Payback) 50 Provision of improved ice facilitiesROI difficult to measure in financial terms6. Service Levels 75 Improvement to ice facility servicesIncrease level of service7. Infrastructure Impact 100 Expansion will result in new asset replacing old

arenaDirect impact in reducing the City's total infrastructure gap

8. Community Impact 75 Improvement of ice facility servicesHas moderate impact by improving or enhancing amenities available to the community

9. Economic Impact 50 Provision of improved ice facilitiesLimited, minimal or no economic benefit for the local economy

Total Score 710




2020 - 2029

Project ID / Title

Department

A/00421-40 Market Building Renovations

Prepared By Slobodanka LekicApproved By Cheryl Zahnleiter


Project Start Date 01 January 2020Project Completion Date 30 June 2021Department Reference # Corporate Enterprise

Project Type Facility Renovation Division/Section Sustainable Design and

Estimation Method Expert JudgementStrategic Alignment 1 1.3 Deliver accessible, inclusive and age-friendly services, programs, and facilities.

Strategic Alignment 2 3.2 Conserve and make positive contributions to our heritage districts and buildings throughout the community.


Project Details

Project Description

Improvements to floor, walls, dishwashing sinks, counter tops and washroom on the main floor of the Farmer's Market building to keep facility in compliance wtih Ontario Food Premise regulations as well as address some of the structural deficiencies identified through building condition assessment.


The Farmers' Market building has held the farmers' market since 1887. This continuous operation is unique in Ontario. With completion of this project the facility will stay in compliance with Ontario Food Premise regulations and address structural deficiencies identified by 2017 building condition assessment.


Financing

408001 Cont from RF - Capital Works 737,300501050 Construct/Implement (730,000)508029 Cont to RF - Public Art (7,300)

$0Total Financing





1,5001,500102310-501027 General Maint Contr 102310-501039 Hydro 500500






2020 - 2029

Project ID / Title

Department









Staffing ImpactProject Manager Slobodanka LekicOther Staffing Resources Required Market Manager




2020 - 2029

Project ID / Title

Department










Priority Ranking

1. Project Category 180 Project implemented by the Market Advisory Committee. Provide universal access per AODA Regulations.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Aligned with Sustainability planAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Don't expect a significant impact ($2,000 increase for hydro and maintenance).


4. Risk Assessment 75 Impact of not doing this project could cause possible complains to human ritghts not providing universal access for all to the public building. The other impact is increasing risk of food safety violation and decreasing public interest in the market. Not doing any heritage preservation will increase deterioratin of this heritage building.


5. Cost/Benefit (Payback) 50 May be impact, but not identified at this timeROI difficult to measure in financial terms6. Service Levels 75 Level of service will be positively impactedIncrease level of service7. Infrastructure Impact 100 The building represents an infrastructure

liability due to deteriorating building components. Proposed improvements have a direct impact on narrowing the infrastructure gap.


8. Community Impact 75 Amenities for vendors and community will improve

Has moderate impact by improving or enhancing amenities available to the community

9. Economic Impact 75 Could have the potential of increased usageGenerates a moderate economic benefit for the local economy

Total Score 755




2020 - 2029

Project ID / Title

Department









Maps/Attachments

G:\CFO\Sustainable Design and Development\Common\Capital Budget Info\Maps for Budget Pages\FARMERS MARKET.jpg




2020 - 2029

Project ID / Title

Department

A/00431-41 North Cambridge Railway Diversion

Prepared By Katie FischerApproved By Hardy Bromberg


Project Start Date 30 June 2020Project Completion Date 31 December 2020Department Reference #

Project Type Infrastructure Development Division/Section Development Engineering





Project Details

Project Description

City's share of railway diversion to support grade separation work in 2021. Required to support construction of E-W collector road in the North Cambridge development (Region's East Side lands). The grade separation includes approximately 150m of the E-W Collector road through the City of Kitchener to connect with King St East.


Required to support growth in the North Cambridge development (Region's East Side lands). This work is the responsibility of the City of Cambridge with no cost to the City of Kitchener.


Financing

401041 Growth Funded Debt 500,000501050 Construct/Implement (500,000)

$0Total Financing



Staffing ImpactProject Manager Sarah AustinOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00431-41 N Camb Railway Diversion










Priority Ranking

1. Project Category 120 East Side lands growth related projectEnhance / Growth Related Projects2. Alignment with Corporate Strategic Direction 75 As per East Side land development studyAligned with Strategic Plan goals and

objectives3. Operating Budget Impact 50 N/ALittle or no decrease / increase in operating

costs4. Risk Assessment 50 N/AWill mitigate corporate risk defined as "low"

or little or no impact5. Cost/Benefit (Payback) 50 N/AROI difficult to measure in financial terms6. Service Levels 75 Increased level of service due to new

infrastructureIncrease level of service

7. Infrastructure Impact 50 N/AHas no impact in reducing the City's total infrastructure gap

8. Community Impact 75 Impact to community due to new East West Collector Road and development growth within East Side lands.


9. Economic Impact 75 New assessment growth and job opportunities due to development of East Side lands.

Generates a moderate economic benefit for the local economy

Total Score 620


City of Cambridge 2020 Draft Budget and Business Plan 2


2020 - 2029

Project ID / Title

Department

A/00442-40 Blair Road Culvert DV2162 Renewal

Prepared By Jamie CroftApproved By Hardy Bromberg


Project Start Date 01 April 2020Project Completion Date 30 December 2020Department Reference # AM3430

Project Type Reconstruction Division/Section Infrastructure Engineering

Estimation Method Unit Rates (Based on Design)Strategic Alignment 1 7.3 Provide innovative leadership in the management of city assets to help plan, fund and maintain




Project Details

Project Description

Installation of one 2400 x 1500mm precast box culvert with two concrete headwalls (DV10157) on Blair Road. The work includes associated work such as traffic control, excavation, dewatering, slope stabilization, rip rap placement, construction of road sub-base, base, asphalt pavement, curb and gutter as well as removal and replacement of guide rail


Project addresses culvert backlog as per long range financial plan along with infrastructure needs. Project includes upsizing of the existing culvert.


Financing

408001 Cont from RF - Capital Works 5,000408039 Cont from RF - Gas Tax 583,000501022 Internal Charges (5,000)501026 Professional Serv (55,000)501027 General Maint Contr (3,000)501050 Construct/Implement (525,000)

$0Total Financing



Staffing ImpactProject Manager Prasad SamarakoonOther Staffing Resources Required project Engineer 100Hrs,Construction inspection& contract

admin 0.2FTE, Mnager of Field services 15Hrs,




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 180 Replacement and renewal of bridge/culvert is planned as per short and long term repair needs identified during legislated detailed inspection every two year.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Bridge and culvert replacement needs are identified during bi-annual legislated structural inspections and planned as per departmental asset management plan.


3. Operating Budget Impact 50 No decrease in operating costLittle or no decrease / increase in operating costs

4. Risk Assessment 75 Bridges and culverts are key elements of transportation and drainage infrastructures. Unsafe bridges and poor drainage are significant risk during storm events as well as to daily commute and transportation needs.


5. Cost/Benefit (Payback) 50 ROI is difficult to measureROI difficult to measure in financial terms6. Service Levels 100 Addresses current service level for bridges and

culvertsAddress a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 Has direct impact on Bridge and culvert infrastructure gap and sustainable funding


8. Community Impact 50 Provide safe and vital transportation link between community nodes


9. Economic Impact 50 Provide safe and vital transportation link between community nodes


Total Score 730




2020 - 2029

Project ID / Title

Department










Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00444-30 INFRASTRUCTURE DESIGN (20C013)




Project Type Design Division/Section Infrastructure Engineering

Estimation Method




Project Details

Project Description

Project is to complete infrastructure/road designs for subsequent years. The purpose of the program is to have designs completed well in advance of construction schedule in order to ensure spring start-up.


Infrastructure design work is part of the process to deliver road and underground infrastructure renewal projects. A ‘Shovel ready’ project improves accessibility to any future grant programs, ensure spring start-up and receive early competitive quotes.


Financing

408001 Cont from RF - Capital Works 150,000408004 Cont from RF - Wastewater 175,000408006 Cont from RF - Water System 175,000501026 Professional Serv (500,000)

$0Total Financing



Staffing ImpactProject Manager Jamie CroftOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00444-30 INFRASTRUCTURE DESIGN (20C013)




Project Type Design Division/Section Infrastructure Engineering

Estimation Method





Priority Ranking

1. Project Category 180 Infrastructure design is part process for construction of infrastructure renewal projects

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Infrastructure design is part of process to deliver projects identified within council Approved Long range Financial Plan


3. Operating Budget Impact 50 <Please enter comment>Little or no decrease / increase in operating costs

4. Risk Assessment 75 Risk of not being ready with detailed design work for construction projects.


5. Cost/Benefit (Payback) 50 Timely infrastructure designs provides an access to infrastructure grants and competitive quotes early in the spring


6. Service Levels 100 This is required in order to proceed with addressing the current infrastructure gap that is affecting service standards to customers.


7. Infrastructure Impact 75 Ten year capital budget includes a number of projects addressing water and waste water system backlog. Infrastructure designs are part of the process to deliver these projects.

Indirect impact in reducing the City's total infrastructure gap

8. Community Impact 50 Has moderate indirect impact to projects improving customer service


9. Economic Impact 50 Improved/sustainable infrastructure provides moderate benefits to businesses and residents. Advanced infrastructure design work enables earlier engagement with property owners and businesses to improve co-ordination and mitigate impacts at a much earlier stage.


Total Score 705




2020 - 2029

Project ID / Title

Department

A/00449-40 East Side Allendale Rd (Fountain St-NS)



Project Start Date 01 May 2020Project Completion Date 31 December 2023Department Reference # AM#3127




Strategic Alignment 2 7.2 Work with the Region and other partners to better coordinate the planning, communication and delivery of infrastructure (including roads and other transportation assets) in Cambridge.


Project Details

Project Description

Road reconstruction including upgrading to an urban cross-section and widening to four lanes from the N-S Collector Road to Fountain Street. New watermain , storm and sanitary sewer from the N-S Collector Road to Fountain Street. Project cost includes construction, inspection, contract administration and contingency.


As per East Side Lands Stage 1 MESP


Financing

401041 Growth Funded Debt 5,461,000408001 Cont from RF - Capital Works 379,000408041 Cont from RF - Development 513,000408043 Cont from RF - Development 651,000501010 Salaries and Wages (175,100)501026 Professional Serv (350,200)501027 General Maint Contr (105,100)501050 Construct/Implement (6,373,600)

$0Total Financing



101410-508001 Cont to RF - Capital Works Reserve Fund

156,000156,000 Sustainable capital contribution as per Financial Capital Reserve & Reserve Fund Policy approved as part of BMA review in 2014. Calculation based on





2020 - 2029

Project ID / Title

Department

A/00449-40 East Side Allendale Rd (Fountain ST-NS)











Staffing ImpactProject Manager Alex NicholsOther Staffing Resources Required



156,000156,000 road DC component over 35 TCA life.101410-508001 Cont to RF - Capital Works Reserve Fund101580-501023 Program Suppl & Mat 1,0001,000 Incremental maintenance cost due to

growth101630-501023 Program Suppl & Mat 8,0008,000 Incremental maintenance cost due to

growth101690-501023 Program Suppl & Mat 10,00010,000 Incremental maintenance cost due to

growth4,0004,000 Incremental maintenance cost due to

growth101730-501023 Program Suppl & Mat


Total Estimated Operating Costs 156,000 27,000183,000





2020 - 2029

Project ID / Title

Department

A/00449-40 East Side Allendale Rd (Fountain ST-NS)










Priority Ranking

1. Project Category 120 N/AEnhance / Growth Related Projects2. Alignment with Corporate Strategic Direction 100 To Achieve population growth targets and

promote industrial developmentCouncil Priority

3. Operating Budget Impact 50 Increased operating cost due to aaditional lanes


4. Risk Assessment 75 Moderate risk due to Traffic chaosWill mitigate corporate risk defined as "medium"

5. Cost/Benefit (Payback) 50 <Please enter comment>ROI difficult to measure in financial terms6. Service Levels 75 Increased Infrastructure service for new

developmentIncrease level of service


8. Community Impact 100 Improved transportation service to area residents and new growth

Has significant impact by improving or enhancing amenities available to the community

9. Economic Impact 100 East Side lands development with generate DC revenue and Assessment growth

Generates a significant economic benefit for the local economy

Total Score 720




2020 - 2029

Project ID / Title

Department

A/00449-40 East Side Allendale Rd (Fountain ST- NS)









Maps/Attachments

C:\Users\austins\Desktop\Asset maps\3127.jpg




2020 - 2029

Project ID / Title

Department

A/00451-20 Official Plan Update (20E006)

Prepared By Elaine Brunn ShawApproved By Hardy Bromberg


Project Start Date 01 April 2020Project Completion Date 31 December 2021Department Reference #

Project Type Study Division/Section Planning Services

Estimation Method Expert JudgementStrategic Alignment 1 1.4 Promote, facilitate and participate in the development of affordable, welcoming and vibrant

neighbourhoods.

Strategic Alignment 2 2.1 Provide a wide range of ways that people can become involved in city decision making.


Project Details

Project Description

Undertake the review of the City of Cambridge Official Plan as directed by the Planning Act. To align with potential timing of the Regional Official Plan review tentatively scheduled for 2019.


Provincial Growth Plan requirement to update lower tier municipal plan within one year of upper tier update.


Financing

408001 Cont from RF - Capital Works 20,000408051 Cont from RF - Dev Charges- 180,000501026 Professional Serv (200,000)

$0Total Financing



Staffing ImpactProject Manager Paul Smithson Senior Planner PolicyOther Staffing Resources Required In conjunction with Development and Policy planning,

Economic Development, TPW, CSD and Legal staff as required.




2020 - 2029

Project ID / Title

Department







neighbourhoods.




Priority Ranking

1. Project Category 200 Planning Act requires that municipalities hold a public meeting every 5 years to determine the extent of the review that is required for their Official Plan. The current Official Plan was Council endorsed in 2012 and partially approved an in effect as of 2014. Since these reviews take a considerable amount of time, work needs to start in 2020 to align with the legislative requirement, but cannot be conducted until after Regional Official Plan is updated in 2020.

Mandatory Projects

2. Alignment with Corporate Strategic Direction 75 This is core business of the Planning Services Division to review the City's Official Plan on a regular basis to address emerging issues and changes in Provincial and Regional policy.


3. Operating Budget Impact 50 Provincially mandated planning update.Little or no decrease / increase in operating costs

4. Risk Assessment 50 This update is required to review the City's Official Plan on a regular basis to address emerging issues and changes in Provincial and Regional policy.

Will mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 The effects of implementation of Official Plan policies can take many years to realize. The key objectives of the Official Plan are to use urban land wisely, use existing and planned infrastructure efficiently and plan for growth in a comprehensive, logical manner.


6. Service Levels 50 The development of an up-to-date Official Plan that deals with emerging issues over a 20 year time frame will allow Cambridge to remain a desirable place to live, work and invest.

Has no impact on level of service

7. Infrastructure Impact 50 Updating the Official Plan with recent Environmental Assessment information and planning studies will allow land to be used wisely and existing and planned infrastucture to be used efficiently.

Has no impact in reducing the City's total infrastructure gap

8. Community Impact 75 The effects of implementation of Official Plan policies can take many years to realize based upon the pace of change and development in the community. The Official Plan will provide guidance for park and trail development, urban design and creating opportunities to develop in





2020 - 2029

Project ID / Title

Department







neighbourhoods.




Priority Ranking

8. Community Impact 75 proximity to transit to increase ridership, among other things.


9. Economic Impact 75 Developing an up-to-date Official Plan can assist in encouraging development in the City and retention of existing businesses.


Total Score 675




2020 - 2029

Project ID / Title

Department







neighbourhoods.



Maps/Attachments

G:\CFO\FIN\BUD\Analysis\2017 Multi Year Budget\Capital\Project Images\19E004_official plan cover.JPG




2020 - 2029

Project ID / Title

Department

A/00463-30 Recreation Complex - Design 2020



Project Start Date 01 January 2020Project Completion Date 31 March 2021Department Reference #

Project Type New Facility Division/Section Facilities

Estimation Method Expert JudgementStrategic Alignment 1 5.1 Work with the community to provide the right mix of recreational opportunities that meet the

needs of a changing and diverse population.

Strategic Alignment 2 4.4 Manage city resources in a responsible and sustainable manner, considering future needs for resiliency and community adaptation.


Project Details

Project Description

Detailed design of recreation complex. To include triple gymnasium, 10 lane 25 m pool, multipurpose room and fitness track along with other amenities.


Approved in 2019 as part of the Recreation Complex Program.


Financing

401039 Debenture 1,341,900408045 Cont from RF - Development 3,858,100501010 Salaries and Wages (350,000)501013 Other Staffing Costs (100,000)501026 Professional Serv (4,750,000)

$0Total Financing





101410-501015 Debt Charges - Prin 44,900 44,90089,800Total Estimated Operating Costs 44,90044,90089,800





2020 - 2029

Project ID / Title

Department










Staffing ImpactProject Manager Slobodanka LekicOther Staffing Resources Required Recreation services, Project Management Office




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 160 Recreation Complex Program approved by Council in 2019


2. Alignment with Corporate Strategic Direction 100 Recreation Complex Program approved by Council in 2019

Council Priority

3. Operating Budget Impact 50 No operating impact from designLittle or no decrease / increase in operating costs

4. Risk Assessment 50 New recreation facilitiesWill mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 New recreation facilitiesROI difficult to measure in financial terms6. Service Levels 75 New recreation complex will expand and

enhance recreation servicesIncrease level of service

7. Infrastructure Impact 100 New facility will replace old and aging infrastructure


8. Community Impact 100 New recreation complex will expand and enhance recreation services


9. Economic Impact 50 minimalLimited, minimal or no economic benefit for the local economy

Total Score 735




2020 - 2029

Project ID / Title

Department

A/00464-40 Neighbourhood Park Dev - Highland Ridge

Prepared By Chris ZiemskiApproved By Hardy Bromberg


Project Start Date 01 April 2020Project Completion Date 30 November 2020Department Reference #

Project Type Park Development Division/Section Parks, Recreation and Culture



Strategic Alignment 2 5.2 Increase community participation in the ongoing care of our parks, natural spaces and environmental areas.


Project Details

Project Description

Development of Highland Ridge neighbourhood park according to 2020 priorities. Park Design is subject to neighbourhood input. Location to be determined by subdivision development agreement.


Parks provide for participation in both structured and unstructured recreational, sport and cultural activities and enhances the physical, psychological and emotional health of our community.


Financing

408001 Cont from RF - Capital Works 29,200408046 Cont from RF - Development 263,500501010 Salaries and Wages (2,000)501027 General Maint Contr (5,000)501041 Funding to Ext Agenc (3,000)501050 Construct/Implement (282,700)

$0Total Financing




19,50019,500 Sustainable capital contribution as per Financial Capital Reserve & Reserve Fund Policy approved as part of BMA review in 2014. Calculation based on 15 year TCA life.






2020 - 2029

Project ID / Title

Department












Staffing ImpactProject Manager Chris Ziemski Landscape Architect. Responsible for

designing/drawing, tendering and managing projects.Other Staffing Resources Required CAD Technician (IT Department) CAD Technician. Responsible for finalizing and

printing CAD drawings.




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 120 Providing safe, recreational opportunities (unstructured and structured) will reduce criminal activities (vandalism) and crime elsewhere in the City, resulting in an overall reduction in operating costs.

Enhance / Growth Related Projects

2. Alignment with Corporate Strategic Direction 75 Addresses goals of the Cambridge Master Plan for Parks, Recreation, Open Space and the Cambridge Corporate Sustainability Plan. Parks contribute to the reduction of greenhouse gases, improve air quality and lessen the effects of urban heat islands.


3. Operating Budget Impact 50 Providing safe, recreational opportunities (unstructured and structured) will reduce criminal activities (vandalism) and crime elsewhere in the City, resulting in an overall reduction in operating costs.


4. Risk Assessment 50 Providing safe, recreational opportunities (structured and unstructured) will significantly reduce our corporate risk.


5. Cost/Benefit (Payback) 50 The health, social, economic and environmental benefits of parks are well documented through evidence based research.


6. Service Levels 75 Development of parks within newly developed subdivisions are essential services that benefit the community.

Increase level of service

7. Infrastructure Impact 50 Development of new parks has no impact in reducing the City's total infrastructure gap.


8. Community Impact 75 Parks strengthen our community through social interaction, volunteerism, civic pride and aesthetics.


9. Economic Impact 50 Parks attract and retain businesses and families, as well as attract tourists, and increase property value.


Total Score 595




2020 - 2029

Project ID / Title

Department










Maps/Attachments

C:\Users\ziemskic\Desktop\Capture.JPG




2020 - 2029

Project ID / Title

Department

A/00465-40 Multi-Use Trail Development (2020)




Project Type Active Transportation Division/Section Parks, Recreation and Culture

Estimation Method Expert JudgementStrategic Alignment 1 1.2 Support and facilitate community access to services related to health, wellness and personal

development.

Strategic Alignment 2 5.1 Work with the community to provide the right mix of recreational opportunities that meet the needs of a changing and diverse population.

Strategic Alignment 3 7.1 Find new ways to help people move within and beyond the city without using a car (walking, cycling and transit).

Project Details

Project Description

Allocation of funds to implement priorities of Multi-Use Trail Study and recommendations of the Cambridge Trails Advisory Committee. Specific locations of new and redeveloped trails, boardwalks, signage to be determined.


Trails provide for recreational activities which add to our quality of life and provide healthy and attractive commuter routes for those traveling between our core areas. Some of our existing trails and pedestrian bridges are in very poor condition and it is critical that they be repaired and/ or replaced and widened.


Financing

408001 Cont from RF - Capital Works 20,400408046 Cont from RF - Development 183,600501010 Salaries and Wages (2,000)501027 General Maint Contr (10,000)501050 Construct/Implement (192,000)

$0Total Financing




5,1005,100 Sustainable capital contribution as per Financial Capital Reserve & Reserve Fund Policy approved as part of BMA review in 2014. Calculation based on 40 year TCA life.






2020 - 2029

Project ID / Title

Department







development.





Staffing ImpactProject Manager Shane Taylor Landscape Architect. Responsible for

designing/drawing, tendering and managing projects.Other Staffing Resources Required CAD Technician (IT Department) CAD Technician. Responsible for finalizing and

printing CAD drawings.




2020 - 2029

Project ID / Title

Department







development.




Priority Ranking

1. Project Category 120 Trails provide for recreational activities which add to our quality of life and provide healthy and attractive commuter routes for those traveling between our core areas.


2. Alignment with Corporate Strategic Direction 75 Trails provide for recreational activities which add to our quality of life and provide healthy and attractive commuter routes for those traveling between our core areas. 60% of the trails budget is allocated to development of new trails and 40% of the trails budget is allocated to the redevelopment of trails. Trail maintenance is critical - if not addressed could lead to legal action against the City.


3. Operating Budget Impact 50 Will decrease maintenance costs (annual repair of trails, pedestrian boardwalks, etc.) Wider boardwalks and trails will accommodate both maintenance machinery width and loads.


4. Risk Assessment 50 Proper trail design and maintenance significantly increases trail safety and reduces the City's liability.


5. Cost/Benefit (Payback) 50 There are ROI's in terms of lower maintenance costs.


6. Service Levels 75 Projects increase and upgrade our trail system and contribute to the health and well-being of our community.


7. Infrastructure Impact 50 Development of new trails has no impact in reducing the City's total infrastructure gap.


8. Community Impact 75 Trails are amenities strongly valued by the Cambridge community. Projects will significantly improve and enhance our existing trail system.


9. Economic Impact 50 Trails attract and retain businesses and families, as well as attract tourists, and increase property value.


Total Score 595




2020 - 2029

Project ID / Title

Department

A/00468-40 Gail St Park - Playground Replacement Prg (20K009)



Project Start Date 01 April 2020Project Completion Date 31 July 2020Department Reference #



Strategic Alignment 2 1.4 Promote, facilitate and participate in the development of affordable, welcoming and vibrant neighbourhoods.


Project Details

Project Description

The replacement of a no longer CSA Z614-14 compliant playstructure, with a new structure with a few accessible components to help meet accessibility requirements. Playground surfacing will also be upgraded with an accessible engineered wood fibre surfacing making it more accessible.


The replacement structure will meet current CSA Z614-14 Standards and some accessibility requirements. It will also reduce current injury risks and alleviate maintenance difficulties due to now unavailable parts supply. This installation will also afford the residents in the Central East area of Cambridge a well designed and currently compliant playstructure that can be properly maintained.


Financing

408039 Cont from RF - Gas Tax 75,000501050 Construct/Implement (75,000)

$0Total Financing



Staffing ImpactProject Manager Shane TaylorOther Staffing Resources Required Dean Bevan




2020 - 2029

Project ID / Title

Department










Priority Ranking

1. Project Category 180 The replacement structure will meet current CSA Z614-14 Standards and some accessibility requirements. It will also reduce current injury risks and alleviate maintenance difficulties due to now unavailable parts supply.installation will also afford the residents in the Central East area of Cambridge a well designed and currently compliant playstructure that can be properly maintained.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Aligns with strategic plan and goals providing inclusive, accessible playstructures, provides leadership in ensuring assets are maintained, replaced when required, that meet required standards.


3. Operating Budget Impact 50 Operating costs will be limited to maintaining new asset over existing.


4. Risk Assessment 75 New asset will reduce the potential for injury.Will mitigate corporate risk defined as "medium"

5. Cost/Benefit (Payback) 50 ROI will be reflective of patron satisfaction of asset vs financial.


6. Service Levels 75 Will enhance service level because of reduced downtime because of repairs, increase in use because of newer assets and accessible features.


7. Infrastructure Impact 100 Enhanced quality of assets reducing existing older asset mix.


8. Community Impact 75 New assets with accessible features - increased use, new, attraction to either stay or relocate to neighbourhood where newer playstructure is present.


9. Economic Impact 50 Potential for relocation, attractiveness of neighbourhoods.


Total Score 730




2020 - 2029

Project ID / Title

Department









Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00470-40 Northview Heights Lookout Park - Playground Replacement Prg (20K011)



Project Start Date 01 April 2020Project Completion Date 31 August 2020Department Reference #



development.



Project Details

Project Description

The replacement of a no longer CSA Z614-14 compliant playstructure, with a new structure with a few accessible components to help meet accessibility requirements. Playground surfacing will also be upgraded with an accessible engineered wood fibre surfacing making it more accessible.


The replacement structure will meet current CSA Z614-14 Standards and some accessibility requirements. It will also reduce current injury risks and alleviate maintenance difficulties due to now unavailable parts supply. This installation will also afford the residents in the Central East area of Cambridge a well designed and currently compliant playstructure that can be properly maintained.


Financing

408039 Cont from RF - Gas Tax 95,000501050 Construct/Implement (95,000)

$0Total Financing



Staffing ImpactProject Manager Shane TaylorOther Staffing Resources Required Dean Bevan




2020 - 2029

Project ID / Title

Department







development.




Priority Ranking

1. Project Category 180 The replacement structure will meet current CSA Z614-14 Standards and some accessibility requirements. It will also reduce current injury risks and alleviate maintenance difficulties due to now unavailable parts supply. Installation will also afford the residents in the Central East area of Cambridge a well designed and currently compliant playstructure that can be properly maintained.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Aligns with strategic plan and goals providing inclusive, accessible playstructures, provides leadership in ensuring assets are maintained, replaced when required, that meet required standards.


3. Operating Budget Impact 50 Operating costs will be limited to maintaining new asset over existing.


4. Risk Assessment 75 New asset will reduce the potential for injury.Will mitigate corporate risk defined as "medium"

5. Cost/Benefit (Payback) 50 ROI will be reflective of patron satisfaction of asset vs financial.


6. Service Levels 75 Will enhance service level because of reduced downtime because of repairs, increase in use because of newer assets and accessible features.


7. Infrastructure Impact 100 Enhanced quality of assets reducing existing older asset mix.


8. Community Impact 75 New assets with accessible features - increased use, new, attraction to either stay or relocate to neighbourhood where newer playstructure is present.


9. Economic Impact 50 Potential for relocation, attractiveness of neighbourhoods.


Total Score 730




2020 - 2029

Project ID / Title

Department







development.



Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00471-30 Fountain St Soccer Facility Design



Project Start Date 06 January 2020Project Completion Date 31 December 2020Department Reference # Operations

Project Type Design Division/Section Parks, Recreation and Culture

Estimation Method Expert JudgementStrategic Alignment 1 2.4 Work collaboratively with other government agencies and partners to achieve common goals

and ensure representation of community interests.

Strategic Alignment 2 5.3 Develop a strategic approach to programs and services that tie investments/ resources to community outcomes.

Strategic Alignment 3 6.3 Identify local economic strengths and leverage opportunities through collaboration with our partners.

Project Details

Project Description

Fountain Street soccer facility design of multiple sports fields consisting of both grass and artificial fields of various sizes. Washroom facilities, play structure, parking, and natural amenities.


Construction of soccer facility is planned for 2021, and design & consultation needs to be completed in advance. Based on projected needs based on population growth, current inventory levels, and demand for outdoor recreation. Caters to sport tourism through ease and accommodation of tournament play.


Financing

408001 Cont from RF - Capital Works 19,000408046 Cont from RF - Development 171,000501026 Professional Serv (188,000)501031 Communication Costs (2,000)

$0Total Financing



Staffing ImpactProject Manager Shane TaylorOther Staffing Resources Required Steve Ruffini




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 120 Major sports field development to significantly enhance outdoor sports facilities. Greatly enhances Cambridge as a tournament location for larger events.


2. Alignment with Corporate Strategic Direction 75 Sports Field Master Plan. Aligns with providing the proper mix of recreational opportunities to meet growing demands. Provides leadership in maintaining existing assets, planning, and funding in a sustainable way. Promotes health and wellness in the community by providing recreational opportunities.


3. Operating Budget Impact 50 Anticipate significant revenues generated from this project which should exceed operating expenditure impacts.


4. Risk Assessment 50 Will allow the corporation to eliminate some inventory of fields which carry a higher degree of risk because of their inherent nature.


5. Cost/Benefit (Payback) 50 Payback to be greater than 5 years.ROI difficult to measure in financial terms6. Service Levels 75 Project will provide a significant enhancement

to current service levels with an increase in artificial field components, quality irrigated fields, and other onsite amenities. This will be the destination for outdoor field sports in Cambridge with the potential of attracting higher end tournaments.


7. Infrastructure Impact 50 Reduces significantly the infrastructure gap based on projected growth.


8. Community Impact 100 Significant enhancement to the outdoor sport field program.


9. Economic Impact 75 Anticipated to have a large economic benefit to the city in the way of sport tourism, increase in higher end tournament play attracting external visitors to the city.


Total Score 645




2020 - 2029

Project ID / Title

Department










Maps/Attachments

C:\Users\taylors\Desktop\BUDGET INPUT MAPPING\FOUNTAIN SOCCER.PNG




2020 - 2029

Project ID / Title

Department

A/00473-40 Parklawn Columbarium and Pad

Prepared By Corina BurnellApproved By Hardy Bromberg


Project Start Date 01 January 2020Project Completion Date 01 October 2020Department Reference #

Project Type Community Improvement Division/Section Cemetery





Project Details

Project Description

To erect a 96 niche columbarium on a new foundation at Parklawn Cemetery. This columbarium will require landscaping and benches as the intended location has not been prepared for this installation.


As interment rights are purchased in existing columbarium's new columbarium's must be installed to keep up with the demand. 31% of the sale of columbarium interment rights are kept in a reserve account for its replacement. This purchase of the columbarium is not supported by tax dollars.


Financing

408012 Cont from RF - Columbarium 130,000501027 General Maint Contr (5,000)501050 Construct/Implement (125,000)

$0Total Financing



Staffing ImpactProject Manager Shane TaylorOther Staffing Resources Required Manager of Cemeteries




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 120 Attractive gardens and walks around the grouping of columbarium's provide a tranquil location for meditation and reflection. Each of the 96 niches allow for 2 urns of cremated remains.


2. Alignment with Corporate Strategic Direction 75 Columbarium's with proper design and placement meets our target of a caring community.


3. Operating Budget Impact 50 The pricing structure allows that the purchase of interment rights within the columbarium creates no budget impact.


4. Risk Assessment 50 The placement of a columbarium present little corporate risk for safety but potential risk for errors involving procedural cemetery practices.


5. Cost/Benefit (Payback) 100 Community demand has demonstrated regular additional columbarium's in each of Parklawn, Mountview and New Hope Cemeteries. The pricing strategy ensures revenue to offset the cost of the next columbarium.

Able to measure a positive ROI with a payback period of less than 5 years

6. Service Levels 75 Columbarium's allow for interment options for families within Cambridge Cemeteries.


7. Infrastructure Impact 50 Columbarium's adds slightly to the city's infrastructure.


8. Community Impact 75 Columbarium's add to the health and wellbeing to our community. In addition to the structure which house cremated remains it also allows a location for friends and family to gather for reflection and meditation.


9. Economic Impact 50 The installation of a columbarium provides opportunity for local monument companies to create a personal inscription in front of each niche.


Total Score 645




2020 - 2029

Project ID / Title

Department










Maps/Attachments

G:\Facilities Management and Development\Common\Construction Admin Assistant\Budgets\Maps for Budget Pages\ParklawnCemetery.jpg




2020 - 2029

Project ID / Title

Department

A/00474-10 Bunker Gear 2020

Prepared By Lisa InacioApproved By Neil Main


Project Start Date 01 May 2020Project Completion Date 30 September 2020Department Reference #

Project Type Equipment Purchase Division/Section Fire Services

Estimation Method Expert JudgementStrategic Alignment 1 1.1 Work with partners to create a safe, inclusive and accessible city.



Project Details

Project Description

This is the second phase of a five year replacement program of fire fighter bunker gear (protective clothing). It is a health & safety requirement.


Mandate requirement 1851 NFPA Standard. This standard establishes requirements for the selection, care, and maintenance of protective ensembles to reduce health and safety risks associated with improper maintenance, contamination, or damage. Requirements apply to structural and proximity protective ensembles and individual ensemble elements, including garments, helmets, gloves, footwear, and interface components. Criteria cover selection, inspection, cleaning and decontamination, repair, storage, retirement, disposition, special incident procedures, verification, and test procedures.


Financing

408001 Cont from RF - Capital Works 178,000501050 Construct/Implement (178,000)

$0Total Financing



Staffing ImpactProject Manager Damond JameisonOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00474-10 Bunker Gear 2020

Prepared By Lisa InacioApproved By Neil Main


Project Start Date 01 May 2020Project Completion Date 30 September 2020Department Reference #

Project Type Equipment Purchase Division/Section Fire Services

Estimation Method Expert JudgementStrategic Alignment 1 1.1 Work with partners to create a safe, inclusive and accessible city.




Priority Ranking

1. Project Category 200 NFPA Standard Health & Safety RequirementsMandatory Projects2. Alignment with Corporate Strategic Direction 75 As per 10 year fire Master PlanAligned with Strategic Plan goals and

objectives3. Operating Budget Impact 50 No increase to Operating BudgetLittle or no decrease / increase in operating

costs4. Risk Assessment 50 No impactWill mitigate corporate risk defined as "low"

or little or no impact5. Cost/Benefit (Payback) 50 N/AROI difficult to measure in financial terms6. Service Levels 50 No impactHas no impact on level of service7. Infrastructure Impact 50 No impactHas no impact in reducing the City's total

infrastructure gap8. Community Impact 50 No impactHas no direct community impact9. Economic Impact 50 No impactLimited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/00475-10 LIBRARY MATERIALS (20R001)

Prepared By Ellen LehmanApproved By Cambridge Public Library Board


Project Start Date 01 January 2020Project Completion Date 30 June 2020Department Reference #

Project Type Community Improvement Division/Section Library


development.

Strategic Alignment 2 1.3 Deliver accessible, inclusive and age-friendly services, programs, and facilities.


Project Details

Project Description

Purchase of library materials for lending to the public including new books, CDs, DVDs.


Annual project primarily funded by DCs to provide additional library materials and other information related services to compensate for population growth.


Financing

408001 Cont from RF - Capital Works 10,500408048 Cont from RF - Development 94,500501020 Equipment Renew/Rep (105,000)

$0Total Financing



Staffing ImpactProject Manager Ellen LehmanOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00475-10 LIBRARY MATERIALS (20R001)




Project Type Community Improvement Division/Section Library


development.




Priority Ranking

1. Project Category 120 Annual replacement of library materials and other information related services to compensate for population growth.


2. Alignment with Corporate Strategic Direction 75 Aligned with 1.2, 1.3 and Idea Exchange strategic goals.


3. Operating Budget Impact 50 NALittle or no decrease / increase in operating costs

4. Risk Assessment 50 NAWill mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 NAROI difficult to measure in financial terms6. Service Levels 75 Increases service levels by providing new and

developing materials and other information related services for children, teens and adults.


7. Infrastructure Impact 50 NAHas no impact in reducing the City's total infrastructure gap

8. Community Impact 75 Allows for the community to be provided with the most current materials and information related services to facilitate the joy of reading and life-long learning.


9. Economic Impact 50 Economic benefit is not applicable.Limited, minimal or no economic benefit for the local economy

Total Score 595




2020 - 2029

Project ID / Title

Department

A/00476-10 LIBRARY COMPUTER EQUIPMENT (20R003)




Project Type Technology Upgrades Division/Section Library


development.



Project Details

Project Description

Replacement of library servers, staff computer equipment and computer equipment used by the public.


Upgrades and replacement to computer equipment, servers and software for both staff and the public based on standard life spans.


Financing

408001 Cont from RF - Capital Works 112,000501020 Equipment Renew/Rep (112,000)

$0Total Financing



Staffing ImpactProject Manager Betty WilsonOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00476-10 LIBRARY COMPUTER EQUIPMENT (20R003)






development.




Priority Ranking

1. Project Category 180 IT resources provided to staff and the public impact every aspect of operations. The investment in technology is critical in assisting the organization to operate efficiently.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Aligned with 1.2, 1.3, 7.3 and Idea Exchange strategic goals.


3. Operating Budget Impact 50 naLittle or no decrease / increase in operating costs

4. Risk Assessment 75 Out of date hardware and software is not supported by various manufacturers. Without proper updates, hardware and software become vulnerable to viruses and other attacks increasing the risk of losing information or breaching privacy expectations of our staff and members


5. Cost/Benefit (Payback) 50 naROI difficult to measure in financial terms6. Service Levels 100 Emergency repairs would address a current

service level deficiency that is difficult to plan for.


7. Infrastructure Impact 100 Maintenance of IT capital assets reduces the infrastructure gap.


8. Community Impact 50 Allows universal access for the community to the most current information technology resources without cost barriers. Services include computers with Office software, educational and career enhancement software, wireless internet access, microform readers, scanners, printers, basic computer training and download capability for e resources and music.


9. Economic Impact 50 naLimited, minimal or no economic benefit for the local economy

Total Score 730




2020 - 2029

Project ID / Title

Department

A/00479-10 Library Website Upgrade (20R011)



Project Start Date 01 January 2020Project Completion Date 28 February 2021Department Reference #



development.



Project Details

Project Description

Major structural review and revision of the combined library/gallery website.


Every five years, the website undergoes a major structural review and is revised where necessary to support, promote and deliver services and information in a way that is consistent with our service plan. In addition, security support expires every 5 years and must be re-implemented to protect our members' private data.


Financing


$0Total Financing



Staffing ImpactProject Manager Betty WilsonOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00479-10 Library Website Upgrade (20R011)



Project Start Date 01 January 2020Project Completion Date 28 February 2021Department Reference #



development.




Priority Ranking

1. Project Category 160 Every 5 years, we do a major structural review of our web site.


2. Alignment with Corporate Strategic Direction 75 1.2, 1.3Aligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 NALittle or no decrease / increase in operating costs

4. Risk Assessment 50 Risk is low.Will mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 NAROI difficult to measure in financial terms6. Service Levels 100 Aligning the site with our corporate objectives

allows community members to understand and use our services to their full potential. As the site supports the day to day activities of our public service staff, the site redesign allows them to be more efficient in assisting the public.


7. Infrastructure Impact 50 NAHas no impact in reducing the City's total infrastructure gap

8. Community Impact 50 Libraries and galleries are important arts, cultural and learning institutions. Their presence enhances our community's attractiveness in the eyes of current and potential residents. The website presents our institution's services to the community, and presents Cambridge as a vibrant, forward thinking and vital community.


9. Economic Impact 50 NALimited, minimal or no economic benefit for the local economy

Total Score 635




2020 - 2029

Project ID / Title

Department

A/00626-40 LIBRARY ROOF REPLACEMENT - QS 1968




Project Type Facility Renovation Division/Section Library





Project Details

Project Description

Replacement of the asphalt BUR roof system with gravel surface located on the 1968 building. Replace skylights.



Financing


$0Total Financing



Staffing ImpactProject Manager Ellen LehmanOther Staffing Resources Required



Based on a roof condition assessment done in 2018, this roof has reached the end of its life cycle and is critical to replace in 2020.


2020 - 2029

Project ID / Title

Department

A/00626-40 LIBRARY ROOF REPLACEMENT - QS 1968




Project Type Facility Renovation Division/Section Library






Priority Ranking

1. Project Category 180 The roof and skylights are at the end of their life cycle. Based on a 2018 roof condition assessment, these elements should be replaced in 2020.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 7.3Aligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 no impact to operating costs.Little or no decrease / increase in operating costs

4. Risk Assessment 50 Risk is low.Will mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 ROI difficult to measure.ROI difficult to measure in financial terms6. Service Levels 50 No direct impact to service levels to public.Has no impact on level of service7. Infrastructure Impact 100 Maintaining a capital asset decreases the

infrastructure gap.Direct impact in reducing the City's total infrastructure gap

8. Community Impact 50 no direct impact to communityHas no direct community impact9. Economic Impact 50 minimal economic impact to economy.Limited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/00667-40 Forest Rd Reconstruction



Project Start Date 28 February 2020Project Completion Date 31 December 2021Department Reference # AM3430


Estimation Method




Project Details

Project Description

Reconstruction of Forest Road from Churchill Drive to Victoria Ave. Project includes replacement of watermain, sanitary sewers, storm sewers and road infrastructure due to deterioration. Also includes replacement of sidewalk, curb, traffic signs, streetlight relocation and utility relocation.


Project addresses water and sewer backlog as per long range financial plan along with storm and road infrastructure needs.


Financing

408001 Cont from RF - Capital Works 48,000408004 Cont from RF - Wastewater 380,000408006 Cont from RF - Water System 436,000408039 Cont from RF - Gas Tax 707,000501022 Internal Charges (100,000)501026 Professional Serv (10,000)501027 General Maint Contr (40,000)501051 Construction - Roads (457,000)501052 Construction - Storm (226,000)501053 Construction - Water (394,000)501054 Construction - Sewer (344,000)

$0Total Financing






2020 - 2029

Project ID / Title

Department






Estimation Method




Staffing ImpactProject Manager Scott MacDonaldOther Staffing Resources Required Project Engineer 250hrs, Construction Inspector 0.5 FTE,

Manager of Field Services 40hrs, Water Operator 30hrs




2020 - 2029

Project ID / Title

Department






Estimation Method





Priority Ranking

1. Project Category 180 Critical project to address Water and sewer backlog

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Addresses Water and sewer backlog as per council approved long range financial plan. Provide new sidewalks for AODA compliance


3. Operating Budget Impact 50 Reduces ongoing operation and maintenance cost for periodic flushing of sanitary sewer, WM breaks, Water losses, Pothole repairs


4. Risk Assessment 75 Improves water quality. Reduces claims due to potholes, sidewalk trip and fall, sewer blocks etc. Provide pedestrian safety with additional sidewalks




6. Service Levels 100 Improves water quality in the area. Provides improved pedestrian access


7. Infrastructure Impact 100 Water and Sewer backlog reductionDirect impact in reducing the City's total infrastructure gap

8. Community Impact 50 Pedestrian access and AODA compliance. Improved water quality. Improved service reliability due to reduced water main breaks and sewer blockages



Total Score 730




2020 - 2029

Project ID / Title

Department






Estimation Method




Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00674-40 Lutz Street Reconstruction and Mill Street Parking Lot Reconstruction









Project Details

Project Description

Reconstruction of Lutz St (Mill St to Wellington St), Mill St Parking Lot (west lot). Project includes replacement of watermain, sanitary sewers, storm sewers and pavement due to deterioration. Also includes replacement of sidewalk, curb, traffic signs, streetlight reconstruction and utility relocation.




Financing

408001 Cont from RF - Capital Works 1,273,000408004 Cont from RF - Wastewater 337,000408006 Cont from RF - Water System 240,000501026 Professional Serv (235,000)501027 General Maint Contr (60,000)501051 Construction - Roads (760,000)501052 Construction - Storm (315,000)501053 Construction - Water (200,000)501054 Construction - Sewer (280,000)

$0Total Financing



Staffing ImpactProject Manager Steven Huang




2020 - 2029

Project ID / Title

Department










Other Staffing Resources Required Project Engineer 250hrs, Construction Inspector 0.5 FTE, Manager of Field Services 25hrs, Water Operator 50hrs




2020 - 2029

Project ID / Title

Department











Priority Ranking


Critical Projects















Total Score 730




2020 - 2029

Project ID / Title

Department










Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00675-10 Elgin Street North Utility Easement Acquisition



Project Start Date 05 January 2020Project Completion Date 05 July 2020Department Reference #

Project Type Land/Property Acquisition Division/Section Infrastructure Engineering

Estimation Method




Project Details

Project Description

Elgin St North reconstruction is currently scheduled in 2 phases for 2022/2023. This is a large project, with the requirement of utility relocations in advance of construction. Energy Plus has advised that aerial easements will be required to relocate hydro poles (required for bike lanes and sidewalk widening)


Addresses flooding issues on Elgin Street North as outlined in the City's Storm Water Masterplan. The Region has a watermain upszing requirement which will be addressed to allow their new trunk watermain alignment. Sanitary sewer which is experiencing a high degree of inflow and infiltration will be replaced, reducing water treatment costs from the Region.


Financing

408001 Cont from RF - Capital Works 50,000408004 Cont from RF - Wastewater 25,000408006 Cont from RF - Water System 25,000501055 Land Acquisition (100,000)

$0Total Financing



Staffing ImpactProject Manager Steven HuangOther Staffing Resources Required Manager of Realty Services 40 Hours, Property Officer 80

Hours, Project Engineer 30 Hours




2020 - 2029

Project ID / Title

Department

A/00675-10 Elgin Street North Utility Easement Acquisition



Project Start Date 05 January 2020Project Completion Date 05 July 2020Department Reference #

Project Type Land/Property Acquisition Division/Section Infrastructure Engineering

Estimation Method





Priority Ranking

1. Project Category 180 Critical project to address Water and sewer backlog. Flooding Issues experienced on Elgin Street North need to be addressed, per the Storm Water Master Plan.

Critical Projects









6. Service Levels 100 Improves water quality in the area. Provides improved pedestrian access. Addresses the Region's need to have watermain upsized for water supply needs.


7. Infrastructure Impact 100 Water and Sewer backlog reduction. Addresses flooding issues on Elgin Street North (per the Storm Water Master Plan). Also addresses the Region’s need for trunk watermain upsizing requirements.





Total Score 730




2020 - 2029

Project ID / Title

Department

A/00678-40 Region - Myers Rd Phase 1 (Branchton Rd to Franklin Blvd)









Project Details

Project Description

Reconstruction of Region's Myers Rd from Branchton Rd to Franklin Boulevard. Includes urbanizing the road with new curb and gutter and storm sewers, and removing the existing shoulder and ditches. The existing sidewalk will be replaced with new multi-use trail on both sides of the road. A new pedestrian ramp from Myers Rd to California Dr will be constructed.


Through the Region's project, there is an opportunity to provide municipal services to existing residential properties within the urban boundary and provide services for future growth.


Financing

408001 Cont from RF - Capital Works 255,000501041 Funding to Ext Agenc (255,000)

$0Total Financing



101710-501027 General Maint Contr 5,0005,000 Incremental maintenance cost due to new curb and strom sewer from urbanizing existing road

101940-501027 General Maint Contr 3,2003,200 Incremental maintenance cost due to replacement of existing sidewalk with multi use path on both sides of the road






2020 - 2029

Project ID / Title

Department












Staffing ImpactProject Manager Steve HuckaboneOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 180 Cost contribution to Regional project for road reconstruction and underground infrastructure replacement>

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Aligned with departmental asset management plan


3. Operating Budget Impact 50 Reduced number of potholes, road patrolling and associated operating and maintenance costs


4. Risk Assessment 100 Improves road conditions, traffic safety and water distribution

Will mitigate corporate risk defined as "significant"

5. Cost/Benefit (Payback) 50 Long term ROI due to reduced water losses and I&I>


6. Service Levels 100 Addresses current water and wastewater infrastructure gap


7. Infrastructure Impact 100 Directly impact to water and sewer infrastructure gap


8. Community Impact 50 Improves transportation and water and wastewater infrastructure


9. Economic Impact 50 Sustainable infrastructure provides long range economic benefit to the community be attracting and retaining new business.


Total Score 755




2020 - 2029

Project ID / Title

Department










Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00693-30 Design - Facility Renovations

Prepared By Brian GeertsApproved By Cheryl Zahnleiter






Strategic Alignment 2 4.1 Ensure that sustainability principles are a part of city decision- making processes.


Project Details

Project Description

Based on building condition assessments of 2018, renovations are required at two facilities. This project is for the detailed design prior to construction. The Greenhouse scope of work includes renovating the kitchen, replacing furnace, ducting, unit heaters, and electrical, energy efficiency upgrades to the building interior, and greenhouse lighting (LED). The Parklawn Chapel scope of work incldues creation of the kitchen/lounge, meeting room and energy efficiency upgrades.


Facility upgrades are required to replace end of life equipment and improvement both buildings for staff health & safety. Currently the Greenhouse building has no separation in the combined kitchen, soil preparation area, and pesticide equipment storage room. Parklawn Chapel has no separation in the combined office area with kitchen, nor are there private rooms for meeting with residents.


Financing

408010 Cont from RF - Cemetery 35,000408019 Cont from RF - Facility Mtce 35,000501026 Professional Serv (70,000)

$0Total Financing



Staffing ImpactProject Manager Michelle VienneauOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 160 The Greenhouse building has no separation in the combined kitchen, soil preparation area, and pesticide equipment storage room.


2. Alignment with Corporate Strategic Direction 75 Aligns with strategic planAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Modern HVAC and lighing will provide improved energy efficiencies


4. Risk Assessment 75 Long-standing health & safety concerns with staff exposed to pesticides & soils will be addressed


5. Cost/Benefit (Payback) 50 Health & safety improvements will be difficult to quatify ROI as they address chronic health & safety exposure issues.


6. Service Levels 50 End of life replacements will maintain level of service


7. Infrastructure Impact 75 Directly improves issues regarding aging infrastructure


8. Community Impact 75 Amenities for community will improve.Has moderate impact by improving or enhancing amenities available to the community

9. Economic Impact 75 Could have the potential of increased usage.Generates a moderate economic benefit for the local economy

Total Score 685




2020 - 2029

Project ID / Title

Department










Maps/Attachments

G:\CE\AM\Sustainable Design and Development\Common\SHAREPOINT ECM STAGING\Common\Capital Budget\Maps for Budget Pages\Riverside




2020 - 2029

Project ID / Title

Department

A/00695-40 Gore Fountain

Prepared By Conny SmithApproved By Hardy Bromberg


Project Start Date 03 February 2020Project Completion Date 30 June 2020Department Reference #

Project Type Renewal Division/Section Pools, Arenas and Community


development.



Project Details

Project Description

Refurbishment of fountain spray prism trays. Re-tiling exterior facades of the prisms.


The prisms and tiles are of the original 1967 installation and are failing. The prism trays leak and are cracking. Tiles are cracked and are falling off. This is the only portion of the 1967 installation that has not been updated.


Financing

408001 Cont from RF - Capital Works 55,000501026 Professional Serv (6,000)501050 Construct/Implement (49,000)

$0Total Financing



Staffing ImpactProject Manager Conny SmithOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department







development.




Priority Ranking

1. Project Category 160 Sustainability of this asset is in jeopardyCommunity Planning / Maintenance / Efficiency Projects

2. Alignment with Corporate Strategic Direction 75 Aligned with strategic plan to maintain infrastructure


3. Operating Budget Impact 50 May reduce operating costs over time with upgrade


4. Risk Assessment 50 Infrastructure is aging, failure may result in Fountain closure


5. Cost/Benefit (Payback) 50 ROI is difficult to measureROI difficult to measure in financial terms6. Service Levels 100 Patrons that frequent the Fountain may be

upsetAddress a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 Upgrading the infrastructure may lead to many more years of enjoyability


8. Community Impact 75 The Fountain is enjoyed by many and is missed when not operational


9. Economic Impact 50 he Fountain has brought some economic value to the forefront, th site has been used in the film industry


Total Score 710




2020 - 2029

Project ID / Title

Department







development.



Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00696-40 Historic City Hall Restoration - Phase II



Project Start Date 03 February 2020Project Completion Date 30 June 2021Department Reference # Corporate Enterprise


Estimation Method Expert JudgementStrategic Alignment 1 3.2 Conserve and make positive contributions to our heritage districts and buildings throughout the

community.



Project Details

Project Description

Restoration work required to maintain integrity of balusters, tower, soffit and facia. Existing windows are in poor shape and need restoration.


The restoration of the majority of the woodwork should be completed to prevent further deterioration of the exposed wood. This work was identified in the heritage consultant report dated June 9th, 2014. In July 2019 the heritage consultant investigated windows and recomended windows' restoration.


Financing

408019 Cont from RF - Facility Mtce 490,000501050 Construct/Implement (490,000)

$0Total Financing



Staffing ImpactProject Manager Slobodanka LekicOther Staffing Resources Required Property Manager




2020 - 2029

Project ID / Title

Department







community.




Priority Ranking

1. Project Category 180 Restoration work is required to maintain integrity of balusters and tower. This workwas identifieed in the heritage consultant's report dated June 9, 2014.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 This project alignes with Strategic PlanAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Small decrease in operating costs.Little or no decrease / increase in operating costs

4. Risk Assessment 75 Impact of not doing this project allows to put this heritage building caracter defying elements at risk of loosing the original fabric of the building.


5. Cost/Benefit (Payback) 50 May be impact, but not identified at this time.ROI difficult to measure in financial terms6. Service Levels 50 Level of service will be positivly impacted.Has no impact on level of service7. Infrastructure Impact 100 Proposed restoration has a direct impact on

narrowing the infrastructure gap.Direct impact in reducing the City's total infrastructure gap

8. Community Impact 75 Restoration work will have positive impact on community.


9. Economic Impact 50 Resoration work will not have benefit for the local economy.


Total Score 705




2020 - 2029

Project ID / Title

Department







community.



Maps/Attachments

C:\Users\lekics\Desktop\CityHall.jpg




2020 - 2029

Project ID / Title

Department

A/00699-40 Energy Management – Dickson/MacIntosh Arenas

Prepared By Michelle VienneauApproved By Cheryl Zahnleiter


Project Start Date 03 February 2020Project Completion Date 31 December 2020Department Reference #






Project Details

Project Description

This project represents the Corporate Greenhouse Gas and Energy Conservation and Demand Management Plan in order to meet the reporting requirements for O. Reg. 507/18 of the Electricty Act. Relamping of rink floor lighting to LED lighting.


The City is obligated to meet requirements of the Ontario Regulation 507/18, under the Electricity Act which is the current regulation which requires municipalities to report energy use as well as prepare Conservation and Demand Management Plans. O.Reg. 507/18 is essentially the same as O.Reg. 397/11 which was under the Green Energy Act (now dismantled). As per Efficiency Engineering Energy Audit 2019, this project is based on energy savings and reduction of Green House Gas emissions. The project will: improve visibility and playability, make rental of these spaces more attractive to users. Not upgrading them now will mean further lamp replacement at greater costs later.


Financing

408031 Cont from RF - Energy 80,000501026 Professional Serv (80,000)

$0Total Financing



102140-501039 Hydro (5,900)(5,900)5,9005,900 Revolving loan repayment102140-508031 Cont to RF -

Energy Conservation102180-501039 Hydro (5,900)(5,900)102180-508031 Cont to RF - Energy Conservation

5,9005,900 Revolving loan repayment

Total Estimated Operating Costs 00

Total Net Expenditures / (Revenues)




2020 - 2029

Project ID / Title

Department












Staffing ImpactProject Manager Michelle VienneauOther Staffing Resources Required Manager of Construction




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 160 EMP addresses mandatory requirements for the Green Energy Act for all city facilities. Under the GEA, municipalities and other public agencies are required to report annual energy use and GHG emissions to the Ministry of Energy (MoE), and, by July 1, 2014, make publicly available a five-year energy conservation and demand management (CDM) plan. The City has already reported its annual energy use to the MoE and this Plan is intended to fulfill the GEA’s requirements for a CDM plan.


2. Alignment with Corporate Strategic Direction 75 This Energy Management Plan implementation completes Action Env9, one of the nine identified environmental actions within the CSP. Specifically, Action Env9 states: “Data gathered from 2009 to 2019 about greenhouse gas emissions are required to be reported on in annually to meet the requirements of the Green Energy Act.


3. Operating Budget Impact 75 Best practices of energy conservation will decrease operating, maintenance and future capital costs significantly, this will be measured, monitor and tracked. The information will be reported annually.

Moderate decrease in operating costs (between $25,000 and $99,999)

4. Risk Assessment 50 Fulfills the EMP as required by the Green Energy Act.


5. Cost/Benefit (Payback) 75 There are lower maintenance and energy savings. If energy costs exceed trends the ROI will accelerate.

Able to measure a positive ROI with a payback period of greater than 5 years

6. Service Levels 75 The funding addresses mandatory planning requirements that are legislated as well as and a wise investment in energy efficiencies. In energy management plan and GHG reduction program there was a planned expenditure of $750,000 per year. That program is underfunded with underfunded portions being carried as an infrastructure gap.


7. Infrastructure Impact 75 The Funding addresses and renews the energy infrastructure identified in the energy management plan.





2020 - 2029

Project ID / Title

Department











Priority Ranking

8. Community Impact 50 The funding reduces carbon emissions and reduces energy operating costs.


9. Economic Impact 50 A positive investment in the local green economy and provides better facilities.


Total Score 685




2020 - 2029

Project ID / Title

Department










Maps/Attachments

G:\CFO\Sustainable Design and Development\Common\Capital Budget Info\Maps for Budget Pages\DICKSON ARENA.jpg




2020 - 2029

Project ID / Title

Department










Maps/Attachments

G:\CFO\Sustainable Design and Development\Common\Capital Budget Info\Maps for Budget Pages\DUNCAN MCINTOSH ARENA.jpg




2020 - 2029

Project ID / Title

Department

A/00739-20 Galt Core Heritage Conservation District Study (2020)






community.



Project Details

Project Description

In 2017, Cambridge Council directed staff to look at options for cultural heritage conservation in the Galt Core. Staff conducted a Heritage Conservation District Planning Study to see if there was enough cultural heritage value to warrant a Heritage Conservation District Study under the Ontario Heritage Act be conducted. In October, 2018, staff concluded that there was and recommended to Council that a Galt Core Heritage Conservation District Study be undertaken.


This helps implement a recommendation of the City's Heritage Master Plan to increase the inventory of cultural heritage resources in the City and apply an adequate level of protection where warranted.


Financing

408001 Cont from RF - Capital Works 100,000501026 Professional Serv (100,000)

$0Total Financing



Staffing ImpactProject Manager Laura WaldieOther Staffing Resources Required Sr. Planner-Heritage will be the project manager. Assistance

from Development and Policy Planning staff will be requried.




2020 - 2029

Project ID / Title

Department







community.




Priority Ranking

1. Project Category 160 This project will assist with determining the geographic boundaries that should be used for the area and the level of recognition and protection for the cultural heritage resources in this area.


2. Alignment with Corporate Strategic Direction 75 This implements a general recommendation of the City's Heritage Master Plan which encourages the recognition and addition of cultural heritage resources to the Ctiy's Heritage Register. The study may result in an area of the City being designated under Part V of the Ontario Heritage Act and added to the Heritage Register


3. Operating Budget Impact 50 This project will have little impact on the City's operating costs apart from future planning staff work to have propserties included on the Ctiy's Heritage Register.


4. Risk Assessment 50 Without identifying significant cultural heritage resources in this downtown core area, there is no mechanism to proactively protect those resources from future developmen tpressures for anticipated infilling and intensification projects.


5. Cost/Benefit (Payback) 50 The eventual addition of cultural heritage resources onto the City's heritage Register will lead to their long term protection. The financial benefits are difficult to quantify.


6. Service Levels 50 There will be no impact on the level of service.Has no impact on level of service7. Infrastructure Impact 50 This project has no impact on reducing the

infrastructure gap.Has no impact in reducing the City's total infrastructure gap

8. Community Impact 50 The identification of cultural heritage resources in this neighbourhood will improve landowner and public awareness and hopefully assist in the protection of those resouces.


9. Economic Impact 50 Further identification of cultural heritage resources in the City will help enhance the Ctiy's reputation as recognizing the importance of such resources and can propmote tourism.


Total Score 585




2020 - 2029

Project ID / Title

Department







community.



Maps/Attachments

C:\Users\souwanda\Desktop\LWaldie_GaltHCDStudy.jpg




2020 - 2029

Project ID / Title

Department

A/00743-20 Sign By-law review (2020)

Prepared By

Approved By Hardy Bromberg






Strategic Alignment 2 6.2 Promote vibrant and inviting downtown cores by encouraging partnerships and creating a wide range of unique, exciting destinations and activities.


Project Details

Project Description

Undertake the review of the City of Cambridge Sign By-law.


Update Sign by-law with new sign types and appropriate regulations.


Financing


$0Total Financing



Staffing ImpactProject Manager Elaine Brunn Shaw Deanne FriessOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00743-20 Sign By-law review (2020)

Prepared By

Approved By Hardy Bromberg









Priority Ranking

1. Project Category 160 <Please enter comment>Community Planning / Maintenance / Efficiency Projects

2. Alignment with Corporate Strategic Direction 75 Aligned with 4.4 and 6.2Aligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 no change to operating costsLittle or no decrease / increase in operating costs

4. Risk Assessment 50 New regulations can reduce corporate riskWill mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 unable to measureROI difficult to measure in financial terms6. Service Levels 50 nno impactHas no impact on level of service7. Infrastructure Impact 50 no impactHas no impact in reducing the City's total

infrastructure gap8. Community Impact 50 New regulations may improve appearance of

signs in the communityHas no direct community impact

9. Economic Impact 50 no ecomonic impactLimited, minimal or no economic benefit for the local economy

Total Score 585




2020 - 2029

Project ID / Title

Department

A/00751-40 SWM Pond 155 Retrofit



Project Start Date 16 January 2020Project Completion Date 13 September 2021Department Reference #

Project Type Renewal Division/Section Infrastructure Engineering

Estimation Method Parametric (Cost Per Meter or Cost Per Sq. Meter)Strategic Alignment 1 4.4 Manage city resources in a responsible and sustainable manner, considering future needs for




Project Details

Project Description

Sediment cleanout and repairs to restore stormwater management (SWM) pond 155 to full operating capacity per Provincial Certificates of Approval.


SWM Ponds require rehabilitative maintenance to satisfy their Provincial Certificate of Approval (CofA) conditions. Maintenance of SWM pond capacity is a critical component of the stormwater system and climate change adaptation strategy to mitigate overland flooding.


Financing

408001 Cont from RF - Capital Works 5,000408039 Cont from RF - Gas Tax 205,000501022 Internal Charges (5,000)501026 Professional Serv (30,000)501050 Construct/Implement (175,000)

$0Total Financing



Staffing ImpactProject Manager Walter BuettelOther Staffing Resources Required Project Engineer 80 hours, Manager of Wastewater 15

Hours




2020 - 2029

Project ID / Title

Department

A/00751-40 SWM Pond 155 Retrofit





Estimation Method Parametric (Cost Per Meter or Cost Per Sq. Meter)Strategic Alignment 1 4.4 Manage city resources in a responsible and sustainable manner, considering future needs for





Priority Ranking

1. Project Category 180 Requires Provincial CofA ComplianceCritical Projects2. Alignment with Corporate Strategic Direction 75 Strat Plan 4.4 - Manage City resources

responsiblyAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 No decrease in operating costLittle or no decrease / increase in operating costs

4. Risk Assessment 100 Poorly operating SWM ponds can result in significant property damage


5. Cost/Benefit (Payback) 50 Difficult to measure ROIROI difficult to measure in financial terms6. Service Levels 100 Requires Provincial CofA ComplianceAddress a current service level deficiency so

level of service standard is achieved7. Infrastructure Impact 100 Only 3 of 85 SWM Ponds have been

remediatedDirect impact in reducing the City's total infrastructure gap

8. Community Impact 50 Retrofit objectives include flood reduction and aesthetics


9. Economic Impact 50 no economic benefit to local economyLimited, minimal or no economic benefit for the local economy

Total Score 755




2020 - 2029

Project ID / Title

Department

A/00768-40 Galt Arena Rink Board replacement



Project Start Date 10 February 2020Project Completion Date 31 August 2020Department Reference #

Project Type Facility Renovation Division/Section Pools, Arenas and Community


development.



Project Details

Project Description

Replacement of the Galt Arena rink dasher boards.


Rink boards have been repaired, and re-fastened many times over the years. Past advertising processes have also left them full of screw holes, sharp edges to file, and they are also well gouged. Having a Jr. B team playing within Galt Arena, and it also being one our flagship facilities, the boards should be now replaced as they have exceeded their expected life cycle.


Financing

408019 Cont from RF - Facility Mtce 95,000501050 Construct/Implement (95,000)

$0Total Financing



Staffing ImpactProject Manager Chris ZiemskiOther Staffing Resources Required CE Operations Supervisor




2020 - 2029

Project ID / Title

Department







development.




Priority Ranking

1. Project Category 160 Brings the condition of the rink boards up to Hockey Canada Standards


2. Alignment with Corporate Strategic Direction 75 Aligns with the corporate strategyAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Minor decrease in maintenanceLittle or no decrease / increase in operating costs

4. Risk Assessment 75 Mitigates the risk of cuts or abrasions caused by worn rink boards that can no longer meet Hockey Canada requirements


5. Cost/Benefit (Payback) 50 Difficult to measure ROIROI difficult to measure in financial terms6. Service Levels 100 Replacing the boards allows us to meet

Hockey Canada requirementsAddress a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 No impact on the infratructure gapDirect impact in reducing the City's total infrastructure gap

8. Community Impact 50 Players and leagues will immediately benefit from a safer rink to play on


9. Economic Impact 50 Minimal economic benefit in keeping the facility up to a good standard of care.


Total Score 710




2020 - 2029

Project ID / Title

Department







development.



Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00791-40 Corporate BI, Dashboard and Reporting 2020




Project Type New Entreprise Application Division/Section Technology Services


accountability.



Project Details

Project Description

Developing a full Business Intelligence (BI) framework for city to use its data wisely and to make data-driven decision. Currently we are behind in data analytics, dash-boarding, big data and with a proper implementation of a BI platform, it will help in accomplishing those goals. This project is to develop a framework to leverage SAP BW and connect other databases to have a common platform. It will provide the back end data model and integration standard required for all applications helping the foundation for a corporate Business Intelligence platform and reporting mechanism.


The Technology Strategic Plan identified the need for improved data warehousing, business intelligence and reporting. We have enormous amount of data hosted across many applications. We currently do not have one unified view of data to draw meaningful decision. Our integrations are "as needed" point-to-point basis making our environment complex and extracting data even harder. We need to invest on Data Warehousing/Big data and use that data to build a BI platform for department to use in making decisions. We have SAP BW.


Financing

408001 Cont from RF - Capital Works 100,000501019 Licensing/Subcrib (20,000)501026 Professional Serv (80,000)

$0Total Financing










2020 - 2029

Project ID / Title

Department







accountability.



Staffing ImpactProject Manager Mohammad MamunOther Staffing Resources Required IT staff, DBA and various staff across the corporation

requiring reporting




2020 - 2029

Project ID / Title

Department







accountability.




Priority Ranking

1. Project Category 180 Gaining efficiencies through data-driven decision and drawing business intelligence to operational gain in community planning and maintenence. Also will provide greater functionality in reporting on data and metrics and will provide improved information for decsion making. Is required to replace old reporting and integrate completely with cityONE (SAP)

Critical Projects

2. Alignment with Corporate Strategic Direction 75 ability to create informed reports and track metrics towards service delivery


3. Operating Budget Impact 50 will increase operating efficiecies and provide better information for decision making


4. Risk Assessment 75 Current reporting is out of date and is not leveraging newer technologies. New reproting structurew will provide enhanced information for decision making.


5. Cost/Benefit (Payback) 50 difficult to measure direct ROIROI difficult to measure in financial terms6. Service Levels 100 will address lack of comprehensive reporting

linked to cityONE (SAP)Address a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 will support the sustainablity and reduction of the infrastructure gap


8. Community Impact 50 improved information will be avialble to the public. Better decision making using real-time data will emmensley improve service level and operational excellence.


9. Economic Impact 50 little to no direct economic benefitLimited, minimal or no economic benefit for the local economy

Total Score 730




2020 - 2029

Project ID / Title

Department

A/00803-40 cityONE (SAP) Enhancements 2020





Estimation Method




Project Details

Project Description

To enable ongoing enhancements and functionality for all components of cityONE. This includes implementing SAP Recruitment and Marketing module in SuccessFactor.


As an enterprise system SAP will require ongoing enhancements to best reflect changing work flows for operations and service delivery in the city. Required to leverage new components presented in SAP and to enable continuous improvements to the system to provide efficiencies for staff.


Financing


$0Total Financing



Staffing ImpactProject Manager Mohammad MamunOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00803-40 cityONE (SAP) Enhancements 2020





Estimation Method





Priority Ranking

1. Project Category 180 To maintain finance and HR enterprise systems the city must be able to respond to changing service demands, process flows and functional requirements.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Ensures sustainability of core enterprise systems for Finance and Human Resources


3. Operating Budget Impact 50 will improve operational efficiencies over time. however, difficult to measure.


4. Risk Assessment 75 Ensure continued operations and improves service delivery efficiencies


5. Cost/Benefit (Payback) 50 difficult to measure ROI/paybackROI difficult to measure in financial terms6. Service Levels 100 Enables more efficient use of staff resources

internally and provides the ability for improved service levels to the public indirectly.


7. Infrastructure Impact 100 no impact to infrastructure gapDirect impact in reducing the City's total infrastructure gap

8. Community Impact 50 Better decision making using real-time data will emmensley improve service level and operational excellence.


9. Economic Impact 50 minimal impact to local economyLimited, minimal or no economic benefit for the local economy

Total Score 730




2020 - 2029

Project ID / Title

Department

A/00896-10 Equipment Replacement (2020)

Prepared By

Approved By Cheryl Zahnleiter


Project Start Date 05 January 2020Project Completion Date 24 January 2021Department Reference #

Project Type Equipment Purchase Division/Section Fleet





Project Details

Project Description

This project comprises equipment that is considered critical for replacement in the year 2020 based on the asset's condition. Please refer to detailed equipment list.


This project comprises equipment that is considered critical for replacement in the year 2020 based on the asset's condition. Please refer to detailed equipment list.


Financing

408013 Cont from RF - Equipment RF 3,147,400501020 Equipment Renew/Rep (3,147,400)

$0Total Financing



Staffing ImpactProject Manager Mike HewlettOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department


Prepared By










Priority Ranking

1. Project Category 180 Critical equipment replacement required based on the assets condition.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Aligns with department buisness planAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 No decrease/increase to operating costs.Little or no decrease / increase in operating costs

4. Risk Assessment 50 There is no risk mitigation achieved through the completion of this project.


5. Cost/Benefit (Payback) 50 Difficult to measure ROI in financial terms.ROI difficult to measure in financial terms6. Service Levels 100 Ensure the existing level of service is

maintained.Address a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 50 Assists in maintaining the City's current infrastructure.


8. Community Impact 50 No direct impact to the community.Has no direct community impact9. Economic Impact 50 No direct impact to local economy.Limited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department


Prepared By









Maps/Attachments

G:\CORP\Financial Services\FIN\BUD\Analysis\2020 Multi-Year Budget\Capital\Equipment\Equipment Replacement 2020 FINAL.jpg




2020 - 2029

Project ID / Title

Department

A/00915-40 Clarence and Tannery Street Reconstruction



Project Start Date 20 February 2020Project Completion Date 31 December 2021Department Reference # 2600


Estimation Method




Project Details

Project Description

Reconstruction of Clarence St (Franklin Blvd to Strathcona St) and Tannery St (Adam St to end). Project includes replacement of watermain, sanitary sewers, storm sewers and pavement due to deterioration. Also includes replacement of sidewalk, curb, traffic signs and utility relocation.


Project addresses water and sewer backlog as per long range financial plan along with storm and road infrastructure needs. Project includes upsizing of existing 100mm watermain.


Financing

408001 Cont from RF - Capital Works 59,000408004 Cont from RF - Wastewater 530,000408006 Cont from RF - Water System 550,000408039 Cont from RF - Gas Tax 1,096,000501022 Internal Charges (115,000)501026 Professional Serv (15,000)501027 General Maint Contr (65,000)501051 Construction - Roads (570,000)501052 Construction - Storm (485,000)501053 Construction - Water (500,000)501054 Construction - Sewer (485,000)

$0Total Financing






2020 - 2029

Project ID / Title

Department






Estimation Method




Staffing ImpactProject Manager Walter BuettelOther Staffing Resources Required Project Engineer 300hrs, Construction Inspector 0.5 FTE,





2020 - 2029

Project ID / Title

Department






Estimation Method





Priority Ranking


Critical Projects





4. Risk Assessment 100 Watermain is undersized. Improves water quality. Reduces claims due to potholes, sidewalk trip and fall, sewer blocks etc. Provide pedestrian safety with additional sidewalks










Total Score 755




2020 - 2029

Project ID / Title

Department






Estimation Method




Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00916-40 Selkirk and Tait Reconstruction









Project Details

Project Description

Reconstruction of Selkirk St (Tait St to Glenmorris St) and Tait St (Dumfries St to First Ave). Project includes replacement of watermain, sanitary sewers, storm sewers and pavement due to deterioration. Also includes replacement of sidewalk, curb, traffic signs and utility relocation.


Project addresses water and sewer backlog as per long range financial plan along with storm and road infrastructure needs. Project includes upsizing of existing 100mm watermain.


Financing


$0Total Financing






2020 - 2029

Project ID / Title

Department










Staffing ImpactProject Manager Steven HuangOther Staffing Resources Required Project Engineer 250hrs, Construction Inspector 0.5 FTE,





2020 - 2029

Project ID / Title

Department











Priority Ranking


Critical Projects





4. Risk Assessment 100 Watermain is undersized. Improves water quality. Reduces claims due to potholes, sidewalk trip and fall, sewer blocks etc. Provide pedestrian safety with additional sidewalks










Total Score 755




2020 - 2029

Project ID / Title

Department










Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00917-40 Cambridge and Park Hill Road East Reconstruction









Project Details

Project Description

Reconstruction of Cambridge St from Parkhill Rd to Dundas St and Parkhill Rd from Ainslie St to Wellington St. Includes replacement of watermain, sanitary sewers, storm sewers and road infrastructure due to deterioration. Includes replacement of sidewalk, curb, traffic signs, streetlight relocation and utility relocation.


Project addresses water and sewer backlog as per long range financial plan along with storm and road infrastructure needs. Project includes a 400mm dual-use watermain which replaces an existing dual-use watermain on Oxford St as requested by the Region of Waterloo.


Financing

401037 Ext Recovery - REG 550,000408001 Cont from RF - Capital Works 32,000408004 Cont from RF - Wastewater 745,000408006 Cont from RF - Water System 763,000408039 Cont from RF - Gas Tax 1,970,000501026 Professional Serv (320,000)501027 General Maint Contr (80,000)501051 Construction - Roads (1,060,000)501052 Construction - Storm (910,000)501053 Construction - Water (1,020,000)501054 Construction - Sewer (670,000)

$0Total Financing






2020 - 2029

Project ID / Title

Department










Staffing ImpactProject Manager Scott MacDonaldOther Staffing Resources Required Project Engineer 400hrs, Construction Inspector 0.5 FTE,





2020 - 2029

Project ID / Title

Department











Priority Ranking


Critical Projects















Total Score 730




2020 - 2029

Project ID / Title

Department










Maps/Attachments

C:\Users\Hollandm1\Documents\Park Hill.jpg




2020 - 2029

Project ID / Title

Department

A/00918-40 Watermain Re-lining Various Streets





Estimation Method




Project Details

Project Description

Trenchless rehabilitation of various watermains. Watermain segments to be included are as follows: UC451 (Allison Ave to Franklin) , MacLaren Ave (Dundas to Franklin), UC126 (Milling Road to Sheffield), UC589 (Diane Ave to Blair Road), UC450 (Dobbie Road to Franklin Boulevard)


Watermain rehabilitation to maintain structural integrity of pipe to address deterioration and reduce watermain breaks.


Financing

408006 Cont from RF - Water System 1,000,000501022 Internal Charges (30,000)501026 Professional Serv (45,000)501027 General Maint Contr (10,000)501053 Construction - Water (915,000)

$0Total Financing



Staffing ImpactProject Manager Prasad SamarakoonOther Staffing Resources Required Project Engineer 120Hrs, Inspector 0.2FTE, Mnager field

services 15 hrs, water operators 50 hrs




2020 - 2029

Project ID / Title

Department

A/00918-40 Watermain Re-lining Various Streets





Estimation Method





Priority Ranking

1. Project Category 180 Critical project to address Water backlogCritical Projects2. Alignment with Corporate Strategic Direction 75 Addresses Water backlog as per council

approved long range financial plan. Provide new sidewalks for AODA compliance


3. Operating Budget Impact 50 Reduces ongoing operation and maintenance cost for, WM breaks, Water losses,


4. Risk Assessment 75 Improves water quality.Will mitigate corporate risk defined as "medium"



6. Service Levels 100 Improves water quality in the area.Address a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 Water backlog reductionDirect impact in reducing the City's total infrastructure gap




Total Score 730




2020 - 2029

Project ID / Title

Department

A/00919-40 Landsdowne Watermain Replacement









Project Details

Project Description

Reconstruction of Watermain on Lansdowne Road North (Salisbury Ave to Wentworth Ave). Recent sampling of water services identified some lead exceedences within the limits of this project.


Project addresses health concern of lead concentration in the watermain exceeding regulation. Project also addresses water backlog as per long range financial plan and road infrastructure needs. Project includes upsizing of existing 100mm watermain.


Financing

408006 Cont from RF - Water System 532,000501022 Internal Charges (50,000)501026 Professional Serv (5,000)501027 General Maint Contr (10,000)501051 Construction - Roads (30,000)501053 Construction - Water (437,000)

$0Total Financing



Staffing ImpactProject Manager Steven HuangOther Staffing Resources Required Project Engineer 200Hrs, Inspector 0.2FTE, Mnager field

services 25 hrs, water operators 50




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 180 Critical project to address water and sewer backlog

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Adressws water and sewer backlog as per council approved long range financial plan.


3. Operating Budget Impact 50 Reduces ongoing operation and maintenance cost for watermain breaks, water losses, pothole repairs


4. Risk Assessment 100 Project addresses health concern of lead concentration in the watermain exceeding regulation. Project also addresses water backlog as per long range financial plan and road infrastructure needs. Project includes upsizing of existing 100mm watermain.




6. Service Levels 100 Improve water quality in the area.Address a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 Water and sewer backlog reductionDirect impact in reducing the City's total infrastructure gap

8. Community Impact 50 Improved water quality. Improved service reliability due to reduced watermain breaks



Total Score 755




2020 - 2029

Project ID / Title

Department










Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00921-10 Laptop/Desktop Replacement Lifecycle (2020)

Prepared By

Approved By Dave Bush




Estimation Method Unit Rates (Based on Design)Strategic Alignment 1 2.5 Focus on the responsible management of financial resources, ensuring transparency and

accountability.



Project Details

Project Description

4 year lifecycling of end user workstations replacing approximately 25% of workstations systems per year. In 2020 plan to replace 30 laptops and 80 desktops. Maintaining end user devices on a 4 year lifecycle will ensure that staff access to current, well performing and reliable technology to complete their respective duties and ensure on-the-job efficiencies.


These aging systems are underperforming, breaking down and running an operating system that will only be supported and receive security patches through purchased support plans with costs of $50 USD per device in 2021, $100 USD per device in 2022, $200 per device in 2023 with no support beyond that. Improving staff access to network systems, data and files as well as reducing service desk calls related to hardware failures.


Financing


$0Total Financing



Staffing ImpactProject Manager Ryan SmallOther Staffing Resources Required Service Desk Tech, Imaging and Deploying Systems 275

hours.




2020 - 2029

Project ID / Title

Department

A/00921-10 Laptop/Desktop Replacement Lifecycle (2020)

Prepared By





Estimation Method Unit Rates (Based on Design)Strategic Alignment 1 2.5 Focus on the responsible management of financial resources, ensuring transparency and

accountability.




Priority Ranking

1. Project Category 180 Replacing desktops and Laptops is critical to doing business. Outdated technology will hinder production and will not allow business units to take advantage of current techology advancements.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Reliable and effecient tools to complete their work aligns with all departmental business needs and goals


3. Operating Budget Impact 50 No decrease in operating costs is expectedLittle or no decrease / increase in operating costs

4. Risk Assessment 75 Performance issues and interruptions due to failure is a risk to all users who use a computer as their main tool to complete their job. Keeping workstations current decreases those risks.


5. Cost/Benefit (Payback) 50 ROI difficult to measure in monitary terms. Reliability and speed of a users workstation is key to being able to provide many of the services offered by departments.


6. Service Levels 100 Regular planned replacement and enhancement of the main tool used for completing work by most staff, thier computer, is required to maintain and improve current levels of service.


7. Infrastructure Impact 100 Regular planned replacement and enhancement of the main tool used for completing work by most staff, thier computer, will reduce the existing IT infrastructure gap.


8. Community Impact 50 Keeping workstations current will decrease the likely hood of downtime for front line staff and theirefore provide better services to the public.


9. Economic Impact 50 No economic benefit for the local economy.Limited, minimal or no economic benefit for the local economy

Total Score 730




2020 - 2029

Project ID / Title

Department

A/00922-10 IT Security Enhancements (2020)

Prepared By _Approved By Dave Bush




Estimation Method Expert JudgementStrategic Alignment 1 2.5 Focus on the responsible management of financial resources, ensuring transparency and

accountability.



Project Details

Project Description

Increase IT security posture of the City using industry best practices, lessons learned from recent municipal incidents, recommendations from "Threat Modeling" exercise and penetration testing results. This may include but is not limited to upgrades or new implementations for identity and access control, multi-factor authentication, cloud access security broker services, firewalls, encryption, malware protection, security information event management, threat detection and response and end-user training.


With new breaches in the news everyday and multiple breaches/incidents involving other municipalities in Ontario and across North America costing thousands and even millions of dollars in loss/cost of recovery and loss of service securing our data and systems needs to be a high priority.


Financing


$0Total Financing



Staffing ImpactProject Manager Ryan SmallOther Staffing Resources Required New FTE - Information Security Analyst




2020 - 2029

Project ID / Title

Department

A/00922-10 IT Security Enhancements (2020)

Prepared By _Approved By Dave Bush





accountability.




Priority Ranking

1. Project Category 180 With new breaches in the news everyday and multiple breaches/incidents involving other municipalities in Ontario and across North America costing thousands and even millions of dollars in loss/cost of recovery and loss of service securing our data and systems needs to be a high priority. >

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Investment in Technology aligns with all departmental business needs and goals.


3. Operating Budget Impact 50 No decrease in actual operating costs are expected.


4. Risk Assessment 75 With new breaches in the news everyday and multiple breaches/incidents involving other municipalities in Ontario and across North America costing thousands and even millions of dollars in loss/cost of recovery and loss of service securing our data and systems needs to be a high priority.


5. Cost/Benefit (Payback) 50 ROI Difficult to measure in financial terms, but the cost of some recent municipal breaches in North America have exceeded 1 million dollars with $600,000 just in ransom payments.


6. Service Levels 100 Recent breaches in other municipalities have seen days, weeks or even months of services being unavailable or limited as systems are rebuilt.


7. Infrastructure Impact 100 Has no impact in reducing the infrastructure gap.


8. Community Impact 50 No direct community impact.Has no direct community impact9. Economic Impact 50 No economic benefit for the local economyLimited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/00923-10 Microsoft Office and Exchange - End of Life (2020)

Prepared By






accountability.



Project Details

Project Description

Upgrade Microsoft Office and Microsoft Exchange to versions 2019/2016.


Current Microsoft Exchange and Office Products are all End of Life and End of Support and will no longer receive security or bug fixes as of January 20th, 2020. Necessary to maintain a supported/secure environment and to maintain access to current technology to ensure on-the-job efficiency for staff and to be able to leverage up-to-date changes to technology.


Financing


$0Total Financing



Staffing ImpactProject Manager Ryan SmallOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00923-10 Microsoft Office and Exchange - End of Life (2020)

Prepared By






accountability.




Priority Ranking

1. Project Category 180 Current software versions are end-of-life and end-of-support and will no longer receive security or bug fixes. Necessary to maintain a supported/secure environment and to maintain access to current technology

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Manage city resources in a responsible and sustainable manner, considering future needs for resiliency


3. Operating Budget Impact 50 Little or no change to operating costs.Little or no decrease / increase in operating costs

4. Risk Assessment 75 Signfigant risk to the security and reliability of the City's systems if these software packages are not upgrades.


5. Cost/Benefit (Payback) 50 ROI difficult to measure, upgrade to existing software.


6. Service Levels 100 Required upgrade to maintain supported and secure environment to maintain existing service levels.


7. Infrastructure Impact 100 Updates to the software tools used will reduce the IT infrastructure gap.


8. Community Impact 50 Has no direct impact other than maintainng existing services.


9. Economic Impact 50 No economic benefit for the local economy.Limited, minimal or no economic benefit for the local economy

Total Score 730




2020 - 2029

Project ID / Title

Department

A/00946-20 Community Benefits Charge Background Study (2020)

Prepared By Katie FischerApproved By Dave Bush



Project Type Study Division/Section Financial Services


accountability.



Project Details

Project Description

Consulting Fees for professional services to complete a study to enact a Community Benefits Charge as per the Planning Act following the elimination of soft services development charges under Bill 108.


Project will ensured continued external revenue funds are available for growth related costs on soft services. Not completing a study and enacting a Community Benefits Charge would mean lost revenue for expansion of Parks, Recreation, Libraries and Parking due to growth.


Financing


$0Total Financing



Staffing ImpactProject Manager Katie FischerOther Staffing Resources Required Staff in: Planning Services; Design and Construction;

Transportation; Parks, Recreation and Culture; Legal Services; Property; Asset Management; Project Management Office; and Libraries assist in preparing the background study. Consultants will be retained to prepare the background study and draft by-law.




2020 - 2029

Project ID / Title

Department

A/00946-20 Community Benefits Charge Background Study (2020)






accountability.




Priority Ranking

1. Project Category 200 Required in order to continue recovering external revenue funds for growth related costs on soft services.

Mandatory Projects

2. Alignment with Corporate Strategic Direction 75 Responsible financial managementAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Required in order to continue recovering external revenue funds for growth related costs on soft services.


4. Risk Assessment 100 If sufficient background work is not completed to prepare a community benefits charge prior to elimination of soft services from DCA, the City may not be collecting sufficient monies to pay for growth related improvements in the City for soft services.


5. Cost/Benefit (Payback) 50 Required in order to continue recovering external revenue funds for growth related costs on soft services.


6. Service Levels 50 Required in order to continue recovering external revenue funds for growth related costs on soft services.



8. Community Impact 75 Required in order to continue recovering external revenue funds for growth related costs on soft services, which will be used for expansion of community infrastructure in parks, recreation, libraries and parking.


9. Economic Impact 50 Ensuring that the City's charges for evelopment remain competitive while still providing sufficient funding for growth will benefit the local economy.


Total Score 700




2020 - 2029

Project ID / Title

Department

A/00947-20 Rates & Fees Study (2020)






accountability.



Project Details

Project Description

Consulting fees for professional services to complete a study and provide a model for continued use on rates and fees, to ensure appropriate cost recovery on services.


Many user fees have not been reviewed in years, leading to the likelihood of fees being insufficient to cover their costs and/or leading to a scenario where taxpayers are subsidizing services at rates beyond what is typical or would be approved by Council. The 2020 budget engagement survey indicated citizens would prefer increases to existing user fees should the City need to increase its revenues.


Financing


$0Total Financing



Staffing ImpactProject Manager Katie FischerOther Staffing Resources Required Various staff from divisions throughout the

organization




2020 - 2029

Project ID / Title

Department

A/00947-20 Rates & Fees Study (2020)






accountability.




Priority Ranking

1. Project Category 160 Project is expected to identify increased revenue opportunities.


2. Alignment with Corporate Strategic Direction 75 Aligned with recommendations from the 2014 Financial Review and financial management components of the Strategic Plan.


3. Operating Budget Impact 50 Project is expected to identify increased revenue opportunities, however amounts are unknown at this time.


4. Risk Assessment 75 Will help alleviate risk of excess tax subsidization of user fees, likely generating additional user fee revenue funds to reduce tax levy.


5. Cost/Benefit (Payback) 50 Project is expected to identify increased revenue opportunities, however amounts are unknown at this time.


6. Service Levels 50 Project will provide increased understanding of levels of service.


7. Infrastructure Impact 75 User fees will be updated to capture cost of infrastructure associated with City programs and services, ensuring funds are derived from the users to be set towards maintenance and replacement.


8. Community Impact 50 Project will provide increased understanding of services and costs of services for the community.


9. Economic Impact 50 Will help alleviate risk of excess tax subsidization of user fees.


Total Score 635




2020 - 2029

Project ID / Title

Department

A/00949-40 DDC & Arts Centre Roof & Heritage







Strategic Alignment 2 3.1 Advance arts and culture initiatives through strong partnerships, collaboration and promotion.


Project Details

Project Description

As per the IRC Building Science Group Inc. report from March 27, 2019, this project is based on lifecycle analysis of safety, service deterioration and life expectancy of components and materials. Heritage restoration of east façade as per prepared specs and drawings done by the professional heritage consultant.


Aging roof in poor condition (leaking) and at the end of its life expectancy. Heritage restoration as per approved conservation master plan.


Financing

408019 Cont from RF - Facility Mtce 355,000501026 Professional Serv (35,000)501050 Construct/Implement (320,000)

$0Total Financing



Staffing ImpactProject Manager Slobodanka LekicOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00949-40 DDC & Arts Centre Roof & Heritage







Strategic Alignment 2 3.1 Advance arts and culture initiatives through strong partnerships, collaboration and promotion.



Priority Ranking

1. Project Category 160 to ensure no water can penetrate into the building to damage euipment and create problems for occupants.


2. Alignment with Corporate Strategic Direction 75 ensure the integrity of the building envelope to avoid building deterioration


3. Operating Budget Impact 50 may be impact, it is not identified at this timeLittle or no decrease / increase in operating costs

4. Risk Assessment 50 Avoid risk from water filtrationWill mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 reduce cost of damage repairsROI difficult to measure in financial terms6. Service Levels 50 maintain the building envelop intergrity to avoid

service interruptionHas no impact on level of service

7. Infrastructure Impact 100 building deterioration is avoided; maintain integrity of the building


8. Community Impact 50 amenities for the community will improveHas no direct community impact9. Economic Impact 50 could have the potential of increased usageLimited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/00951-40 Hespeler Arena Skylights (2020)

Prepared By Steve RuffiniApproved By Cheryl Zahnleiter


Project Start Date 01 May 2020Project Completion Date 31 December 2020Department Reference #






Project Details

Project Description

As per the IRC Building Science Group Inc. report from March 27, 2019, this project is based on lifecycle analysis of safety, service deterioration and life expectancy of components and materials.


Aging skylights are in very poor condition and at the end of its life expectancy.


Financing

408019 Cont from RF - Facility Mtce 170,000501026 Professional Serv (17,000)501050 Construct/Implement (153,000)

$0Total Financing







2020 - 2029

Project ID / Title

Department

A/00951-40 Hespeler Arena Skylights (2020)

Prepared By Steve RuffiniApproved By Cheryl Zahnleiter


Project Start Date 01 May 2020Project Completion Date 31 December 2020Department Reference #







Priority Ranking

1. Project Category 160 water damage from leaking skylightCommunity Planning / Maintenance / Efficiency Projects

2. Alignment with Corporate Strategic Direction 75 arenas provide recreational servicesAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 decrease repair costsLittle or no decrease / increase in operating costs

4. Risk Assessment 75 medium riskWill mitigate corporate risk defined as "medium"

5. Cost/Benefit (Payback) 50 lower maintenance costsROI difficult to measure in financial terms6. Service Levels 50 close area where leaks occurHas no impact on level of service7. Infrastructure Impact 100 proposed improvements have a direct impact

on narrowing the infrastructure gapDirect impact in reducing the City's total infrastructure gap

8. Community Impact 50 arenas provide recreational services for the community


9. Economic Impact 50 limited economical benefitLimited, minimal or no economic benefit for the local economy

Total Score 660




2020 - 2029

Project ID / Title

Department

A/00955-40 Devil's Creek Trail - Retaining Wall Replacement




Project Type Reconstruction Division/Section Parks, Recreation and Culture

Estimation Method Expert JudgementStrategic Alignment 1 4.2 Encourage innovative approaches to address environmental challenges.



Project Details

Project Description

Reconstruct a failing retaining wall that holds up a section of the Devil's Creek trail in Morva Rouse Park, at the George Street underpass. The new retaining wall will be installed within the Devil's Creek streambed.


This section of trail is well used by the public and needs to be replaced - Devil's Creek has undercut the existing concrete retaining wall and a portion of the existing asphalt pathway. Devil's Creek is a cold water system - a construction window applies and external agency approvals will be required prior to construction taking place.


Financing


$0Total Financing



Staffing ImpactProject Manager Shane TaylorOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00955-40 Devil's Creek Trail - Retaining Wall Replacement




Project Type Reconstruction Division/Section Parks, Recreation and Culture

Estimation Method Expert JudgementStrategic Alignment 1 4.2 Encourage innovative approaches to address environmental challenges.




Priority Ranking

1. Project Category 180 Failure of this wall could lead to high riskCritical Projects2. Alignment with Corporate Strategic Direction 75 Aligns with strtegic goal 4.4Aligned with Strategic Plan goals and

objectives3. Operating Budget Impact 50 Minimal impact to operating costLittle or no decrease / increase in operating

costs4. Risk Assessment 100 Failure of the wall could injure someone and or

damage the trail sub structureWill mitigate corporate risk defined as "significant"

5. Cost/Benefit (Payback) 50 Difficult to measure any ROI except in terms of injuries due to failure


6. Service Levels 100 If the wall fails trail access will be closedAddress a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 This work is reuired to keep the trail open and the piblic safe


8. Community Impact 50 Keeps continuity of trail system open.Has no direct community impact9. Economic Impact 50 No direct economic impactLimited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/00964-40 Fearnwood St, Shaw Ave and Trillium Ave Reconstruction









Project Details

Project Description

Reconstruction of Fearnwood St (Fisher Mills to Milton), Shaw Ave (Fearnwood to Trillium), and Trillium Ave (Fisher Mills to Shaw). Includes replacement of watermain, sanitary sewers, storm sewers and road infrastructure due to deterioration. Also includes replacement of sidewalk, curb, traffic signs, streetlight relocation and utility relocation.




Financing


$0Total Financing






2020 - 2029

Project ID / Title

Department










Staffing ImpactProject Manager Walter BuettelOther Staffing Resources Required Project Engineer 350hrs, Construction Inspector 0.5 FTE,





2020 - 2029

Project ID / Title

Department











Priority Ranking


Critical Projects















Total Score 730




2020 - 2029

Project ID / Title

Department










Maps/Attachments





2020 - 2029

Project ID / Title

Department

A/00966-40 Sanitary Force Mains Condition Assessment (2020)

Prepared By _Approved By Cheryl Zahnleiter


Project Start Date 03 February 2020Project Completion Date 02 October 2020Department Reference #

Project Type Condition Assessment Division/Section Asset Management





Project Details

Project Description

Condition assessment of 2-3 km of sanitary forcemains (pipe flowing from pumping station) to confirm continued service and to inform renewal planning.


Sanitary force mains are critical pipes within the sanitary network. A significant amount of these force mains cannot be inspected using conventional camera inspection methods, for these pipes more advanced techniques such as ultrasonic or acoustic techniques are required. The condition assessment of remaining force mains will be the scope of a follow up project. The results of the condition assessment will be used to identify rehabilitation or repair needs for the inspected force mains.


Financing

408004 Cont from RF - Wastewater 200,000501028 Condition Ass & Insp (200,000)

$0Total Financing



Staffing ImpactProject Manager Johan KrijnenOther Staffing Resources Required Asset Managment, Sewer Operatios, external contractor /

consultant




2020 - 2029

Project ID / Title

Department

A/00966-40 Sanitary Force Mains Condition Assessment (2020)

Prepared By _Approved By Cheryl Zahnleiter



Project Type Condition Assessment Division/Section Asset Management






Priority Ranking

1. Project Category 180 Critical sanitary infrastructureCritical Projects2. Alignment with Corporate Strategic Direction 75 Aligend with 7.3 Provide innovate leadership in

the management of city assetsAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Not directly linked to operating costLittle or no decrease / increase in operating costs

4. Risk Assessment 75 Reduce risk of sudden failure critical sanitary assets


5. Cost/Benefit (Payback) 50 No direct measurable ROI. Condition assessment is part of risk reduction strategy


6. Service Levels 50 Reduces risk on interruption of critical sanitary services


7. Infrastructure Impact 50 No direct impactHas no impact in reducing the City's total infrastructure gap

8. Community Impact 50 No community impactHas no direct community impact9. Economic Impact 50 No economic impactLimited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/00971-40 GCI Pedestrian Crossing





Estimation Method




Project Details

Project Description

Emergency repairs are being undertaken for the Storm spillway outfall behind Galt Collegiate Institute. As part of this washout, the existing pedestrian bridge has been undermined and had to be removed. It was discovered that the bridge has no footings and may no longer meet existing code. Parks and Trails preference would be a new culvert/pedestrian crossing.


Existing pedestrian bridge cannot be re-instated as is (no footings, low remaining life span and no longer to code). Capital project would be required due to the challenging access issues to installing culvert/new pedestrian bridge (potentially crane access only).


Financing


$0Total Financing



Staffing ImpactProject Manager Walter BuettelOther Staffing Resources Required Project Engineer 60 Hours, Inspector 0.2 FTE, Manager of

Field Services 5Hours




2020 - 2029

Project ID / Title

Department

A/00971-40 GCI Pedestrian Crossing





Estimation Method





Priority Ranking

1. Project Category 160 Required to re-instate trail network. Trails provide for recreational activities which add to our quality of life and provide healthy and attractive commuter routes for those traveling between our core areas.


2. Alignment with Corporate Strategic Direction 75 Trails provide for recreational activities which add to our quality of life and provide healthy and attractive commuter routes for those traveling between our core areas. 60% of the trails budget is allocated to development of new trails and 40% of the trails budget is allocated to the redevelopment of trails. Trail maintenance is critical - if not addressed could lead to legal action against the City.


3. Operating Budget Impact 50 Little or no decrease/increase in operating costs


4. Risk Assessment 50 Proper trail design and maintenance significantly increases trail safety and reduces the City's liability.


5. Cost/Benefit (Payback) 50 Dificult to measure ROIROI difficult to measure in financial terms6. Service Levels 75 Projects increase and upgrade our trail system

and contribute to the health and well-being of our community.


7. Infrastructure Impact 50 Replacing existing pedestrian bridge structure will not reduce City's infrastructure gap.


8. Community Impact 75 Trails are amenities strongly valued by the Cambridge community. Projects will significantly improve and enhance our existing trail system.


9. Economic Impact 50 Trails attract and retain businesses and families, as well as attract tourists, and increase property value.


Total Score 635




2020 - 2029

Project ID / Title

Department

A/00972-40 Asphalt Resurfacing Program 2020





Estimation Method




Project Details

Project Description

Road asphalt replacement including milling, structure adjusment and paving for roadways to address roadways with poor pavement quality. Road segments include Edgemere Dr., Trico Dr., Scott Road


Project addresses poor pavement quality, and extends the capital asset lifespan of City roadways. Required to sustainably manage City roadways and prevent further deterioration creating more costly full road base replacement. Project is being re-allocated from annual maintenance to capital program to leverage federal gas tax funding.


Financing

408001 Cont from RF - Capital Works 10,000408039 Cont from RF - Gas Tax 740,000501022 Internal Charges (10,000)501026 Professional Serv (5,000)501051 Construction - Roads (735,000)

$0Total Financing



Staffing ImpactProject Manager Jim LawsonOther Staffing Resources Required Project Engineer 80 Hours, Inspector 0.2FTE, Manager Field

Services 20 Hours




2020 - 2029

Project ID / Title

Department

A/00972-40 Asphalt Resurfacing Program 2020





Estimation Method





Priority Ranking

1. Project Category 180 Critical project to address deterioating roadway condition

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Addresses infrastructure needs as per council approved long range financial plan.


3. Operating Budget Impact 50 Reduces ongoing operation and maintenance cost for pPothole repairs


4. Risk Assessment 75 Reduces claims due to potholesWill mitigate corporate risk defined as "medium"

5. Cost/Benefit (Payback) 50 Prevents more costly roadway operational repairs and further road base deterioration


6. Service Levels 100 Improves road conditionAddress a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 Contributes to sustainable renewal of City's roadways


8. Community Impact 50 Improved roadway conditionHas no direct community impact9. Economic Impact 50 N/ALimited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/00973-40 King Street Decorative Lighting




Project Type Infrastructure Development Division/Section Infrastructure Engineering

Estimation Method Expert JudgementStrategic Alignment 1 6.2 Promote vibrant and inviting downtown cores by encouraging partnerships and creating a wide

range of unique, exciting destinations and activities.



Project Details

Project Description

Amendment to the approved streetscape plan to include decorative lighting features around planted trees within the BIA boundary.


Enhancement of main arterial road and entrance feature from Kitchener into Cambridge. Project requested by the Preston Towne Centre BIA, including Councillor representation.


Financing


$0Total Financing





10106-0501039 Hydro 6,0006,000Total Estimated Operating Costs 6,0006,000





2020 - 2029

Project ID / Title

Department










Staffing ImpactProject Manager Sarah AustinOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 140 <Please enter comment>Strategic Projects2. Alignment with Corporate Strategic Direction 75 <Please enter comment>Aligned with Strategic Plan goals and

objectives3. Operating Budget Impact 50 Increase in operating and maintenance costs

for streetscapingLittle or no decrease / increase in operating costs

4. Risk Assessment 50 No impact to corporate riskWill mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 ROI difficult to measureROI difficult to measure in financial terms6. Service Levels 50 No impact on service levelsHas no impact on level of service7. Infrastructure Impact 50 Adds to City infrastructureHas no impact in reducing the City's total

infrastructure gap8. Community Impact 50 Provides visual enhancements to Preston

Towne Centre BIA areaHas no direct community impact

9. Economic Impact 75 <Please enter comment>Generates a moderate economic benefit for the local economy

Total Score 590




2020 - 2029

Project ID / Title

Department

A/00979-20 Parking Master Plan

Prepared By Shannon NoonanApproved By Hardy Bromberg



Project Type Study Division/Section Transportation Engineering





Project Details

Project Description

The Parking Master Plan will focus on current and future parking needs for the entire City including but, not limited to, future parking demand assessments, review of parking opportunities and options for all three core areas and non-core (i.e. residential), community outreach, implementation strategy and financial review.


As the City grows, it is facing parking demand issues in both the core and non-core areas, coupled with the need for the City's parking bylaws and programs to be more reflective of a growing urban centre. The parking master plan is required to set the strategic direction for parking within the City. Council resolution 139-17 related to Staff Report 17-124(CD)


Financing

408001 Cont from RF - Capital Works 165,000408061 Cont from RF - Development 135,000501026 Professional Serv (300,000)

$0Total Financing



Staffing ImpactProject Manager Shannon NoonanOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/00979-20 Parking Master Plan




Project Type Study Division/Section Transportation Engineering






Priority Ranking

1. Project Category 160 As the City grows, it is facing a significant number of parking demand issues coupled with the need for the City's parking bylaws and programs to be more reflective of a growing urban centre, a comprehensive parking master plan will set the strategic direction for parking within the City.


2. Alignment with Corporate Strategic Direction 75 <Please enter comment>Aligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 <Please enter comment>Little or no decrease / increase in operating costs

4. Risk Assessment 50 <Please enter comment>Will mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 <Please enter comment>ROI difficult to measure in financial terms6. Service Levels 50 <Please enter comment>Has no impact on level of service7. Infrastructure Impact 50 <Please enter comment>Has no impact in reducing the City's total

infrastructure gap8. Community Impact 75 Recommendations of the Parking Master Plan,

if implemented, will have the potential to significantly improve parking operations throughout the entire City offering an increased level of service and amenities to the community.


9. Economic Impact 75 Recommendations of the Parking Master Plan, if implemented, will have the potential to significantly improve parking operations throughout the entire City offering an increased level of service and amenities to the community.


Total Score 635




2020 - 2029

Project ID / Title

Department

A/00980-40 Traffic Calming Implementation




Project Type Community Improvement Division/Section Transportation Engineering





Project Details

Project Description

Based on the Speed Management Program, 6 locations have been identified where the 85th percentile speed is greater than 10 km/h over the posted speed limits that are being reviewed for long term traffic calming solutions. These locations include the entire length or segments of Guelph Ave, Dunbar Rd, Victoria Ave, Ellis Rd, Gunn Ave, and Hardcastle Dr. In addition to these locations, staff are completing two Neighbourhood Traffic Reviews for Saginaw Parkway and Blenheim Road which may also result in the need to install long term solutions


As identified in Staff report 19-131(CD) approved by Council July 23, 2019, the objective of the Speed Management Program is to methodically review all locations where speeding has been raised as a concern and develop an annual action plan. The annual action plan will identify and prioritize warranted traffic calming locations. Locations may also warrant traffic calming to address issues other than speeding, these locations will also be identified and prioritized in the annual action plan. Prioritized locations require a consultant for public consultation on and design of the capital works, some of which may also need to follow the Municipal Class EA (Schedule A or A+) public consultation process.


Financing


$0Total Financing





101530-501026 Professional Serv 1,5001,500 Operating impact to reflect additional maintenance costs for signs and pavement markings






2020 - 2029

Project ID / Title

Department










Staffing ImpactProject Manager Shannon NoonanOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 160 Allows City to more effectively address community needs and concerns related to traffic operations resulting in more effective and efficient use of staff resources.


2. Alignment with Corporate Strategic Direction 75 <Please enter comment>Aligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Operating budet impact depends on type of interventions implemented. It is expecteed that projects will result in miminal impact


4. Risk Assessment 50 Without this project there will be limited ability to address neighbourhood traffic issues that warrant traffic calming.


5. Cost/Benefit (Payback) 50 ROI is difficult to measure financially however, as locations are addressed wth more permanent solutions, staff resources can be used more effectively and efficiently elsewhere.


6. Service Levels 100 Addresses a level of service deficiency while at the same time increases the City'slevel of service when addressing community issues related to traffic operations and warranted traffic calming locations. Signifigantly increases response time by having funding available to implement solutions.


7. Infrastructure Impact 50 No ImpactHas no impact in reducing the City's total infrastructure gap

8. Community Impact 75 <Please enter comment>Has moderate impact by improving or enhancing amenities available to the community

9. Economic Impact 50 No ecomomic impactLimited, minimal or no economic benefit for the local economy

Total Score 660




2020 - 2029

Project ID / Title

Department

A/00996-40 Francis and John Street Watermain Reconstruction





Estimation Method




Project Details

Project Description

Reconstruction of Watermain on Francis Street (Glenmorris Street to Middleton St) and John Street (Selkirk Street to Francis Street). Project includes replacement of watermain and pavement due to premature deterioration and failure of ductile iron watermain on Francis Street, and undersized aging watermain on John Street.


Project addresses failing watermain which has had 10 service repairs in the last 10 years. Project also addresses water backlog as per long range financial plan and road infrastructure needs.


Financing

408006 Cont from RF - Water System 805,000501022 Internal Charges (50,000)501026 Professional Serv (75,000)501027 General Maint Contr (5,000)501051 Construction - Roads (60,000)501053 Construction - Water (615,000)

$0Total Financing



Staffing ImpactProject Manager Steven HuangOther Staffing Resources Required Project Engineer 200Hrs, Inspector 0.2FTE, Mnager field

services 25 hrs, water operators 50




2020 - 2029

Project ID / Title

Department

A/00996-40 Francis and John Street Watermain Reconstruction





Estimation Method





Priority Ranking

1. Project Category 180 Critical project to address water backlogCritical Projects2. Alignment with Corporate Strategic Direction 75 Adresses water and sewer backlog as per

council approved long range financial plan.Aligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Reduces ongoing operation and maintenance cost for watermain breaks, water losses, pothole repairs


4. Risk Assessment 75 Improves water quality. Reduces claims due to potholes,


5. Cost/Benefit (Payback) 50 Long term ROI due to reduced water lossesROI difficult to measure in financial terms6. Service Levels 100 Improve water quality in the area.Address a current service level deficiency so

level of service standard is achieved7. Infrastructure Impact 100 Water backlog reductionDirect impact in reducing the City's total

infrastructure gap8. Community Impact 50 Improved water quality. Improved service

reliability due to reduced watermain breaksHas no direct community impact


Total Score 730




2020 - 2029

Project ID / Title

Department

A/00997-40 Cooper Street Relief Storm Sewer



Project Start Date 07 July 2020Project Completion Date 07 December 2021Department Reference #


Estimation Method




Project Details

Project Description

Construction of a secondary storm sewer outlet through Forbes Park for the Cooper Street storm sewer in Hespeler to reduce flooding of residential properties on Cooper Street.


Modelling in the City's 2011 Stormwater Master Plan identifies surcharging in the outlet of the 600mm storm sewer through Forbes Park due to the confluence of the the 675mm Cooper Street sewer with a 600mm sewer on Kribbs Street. The surcharging is contributing to regular flooding of residential properties on Cooper Street.


Financing

408001 Cont from RF - Capital Works 10,000408039 Cont from RF - Gas Tax 260,000501022 Internal Charges (10,000)501026 Professional Serv (20,000)501052 Construction - Storm (240,000)

$0Total Financing



Staffing ImpactProject Manager James EtienneOther Staffing Resources Required Project Engineer 70 Hours, Survey Crew 70 Hours,

Inspector 35 Hours




2020 - 2029

Project ID / Title

Department

A/00997-40 Cooper Street Relief Storm Sewer



Project Start Date 07 July 2020Project Completion Date 07 December 2021Department Reference #


Estimation Method





Priority Ranking

1. Project Category 180 Modelling in the City's 2011 Stormwater Master Plan identifies surcharging in the outlet of the 600mm storm sewer through Forbes Park due to the confluence of the the 675mm Cooper Street sewer with a 600mm sewer on Kribbs Street. The surcharging is contributing to regular flooding of residential properties on Cooper Street.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Addresses community floodingAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Potential for insurance claimLittle or no decrease / increase in operating costs

4. Risk Assessment 75 Potential to reduce insurance claims or legal action due to flooding


5. Cost/Benefit (Payback) 50 Long term ROI difficult to measure.ROI difficult to measure in financial terms6. Service Levels 100 Addresses sewer deficiency identified in City's

2011 Stormwater Master Plan.Address a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 75 New length of sewer infrastructure improves life of other pipes.


8. Community Impact 50 Benefits 2-3 propertiesHas no direct community impact9. Economic Impact 50 N/ALimited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/00999-20 Dam Safety Assessments & Implementation




Project Type Study Division/Section Infrastructure Engineering

Estimation Method

Strategic Alignment 1 1.1 Work with partners to create a safe, inclusive and accessible city.



Project Details

Project Description

The City of Cambridge has taken an ownership position of three dams on the Speed River. Historically, Cambridge Fire have used their boating resources to annually install and remove the boom at the Silknet Dam. All three dams are in need of a one time upgrade to consistent dam safety infrastructure for the protection of recreational boating users.


The City has taken part in the maintenance and upgrades of the American Standard Dam (at Guelph Ave in Hespeler), the Silknet Dam (behind the former Len's Mill Store) and Riverside Dam (at King St in Preston). It is the responsibility of dam owners to ensure the safety of the public on or around water control structures. Currently, the installations of public safety control measures (signage, fencing, buoys and booms) at these three structures is inconsistent, leaving the public at risk and the City open to liability claims. The Canadian Dam Association 2011 Guidelines for Public Safety Around Dams need to be reviewed at these three structures and an implemetation strategy put in place.


Financing

408001 Cont from RF - Capital Works 72,000501022 Internal Charges (6,000)501026 Professional Serv (36,000)501027 General Maint Contr (30,000)

$0Total Financing



Staffing ImpactProject Manager James EtienneOther Staffing Resources Required City Engineer 10 Hours, Project Engineer 35 Hours, Fire

Services 21 Hours




2020 - 2029

Project ID / Title

Department

A/00999-20 Dam Safety Assessments & Implementation





Estimation Method

Strategic Alignment 1 1.1 Work with partners to create a safe, inclusive and accessible city.




Priority Ranking

1. Project Category 180 Addresses Public Safety near three dams on speed river

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Public safety and recreation, back to riversAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 Operating costs will increaseLittle or no decrease / increase in operating costs

4. Risk Assessment 75 Risk to public safety and City open to liability claims


5. Cost/Benefit (Payback) 50 N/AROI difficult to measure in financial terms6. Service Levels 100 Municipal inspection and signage will address

deficiencies of existing damsAddress a current service level deficiency so level of service standard is achieved

7. Infrastructure Impact 100 <Please eExisting dams are poorly signed, requiring upgradesnter comment>


8. Community Impact 75 Improved awareness and safety around damsHas moderate impact by improving or enhancing amenities available to the community

9. Economic Impact 50 Economic benefits are negligibleLimited, minimal or no economic benefit for the local economy

Total Score 755




2020 - 2029

Project ID / Title

Department

A/01000-40 Amanda Roadmap Implementation (2020)




Project Type System Integration Division/Section Technology Services


accountability.



Project Details

Project Description

Ongoing project work to upgrade and maximize the use of AMANDA with the assistance of outside consultants. Implementation will include a variety of new business processes within the Amanda application helping planning, building, fire, permitting, licensing, and inspections processes and also implementation of Online Portal and mobile services.


This will add efficiencies and better customer service to users. A number of folders within Amanda have been automated providing consistency of look and feel.Implementing the same level of automation in all folder types will provide ease of use for internal and external users. Amanda 6 end of life is 2020, this will include planning to migrate to Amanda 7.


Financing

408054 Cont from RF - Building Permit 200,000501026 Professional Serv (200,000)

$0Total Financing



Staffing ImpactProject Manager Mohammad MamunOther Staffing Resources Required TS Staff (BSA, DBA) along with business area users

(planning, building, clerks)








2020 - 2029

Project ID / Title

Department







accountability.




Priority Ranking

1. Project Category 180 Corporate Strategic Plan sets long term direction for the City and creates efficencies corporate wide and for the city's customers. This investment in technology enhancements for Amanda is critial in assisting the city to operate efficiently.

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Aligned with the overall objective to "Move the City to the next level". The project include implementing of online services and digital processes.


3. Operating Budget Impact 50 Operating costs for IT will not change, but business units should see measurable increases in availability of services and efficiency in operations which in turn should lead to savings.


4. Risk Assessment 75 Corporate information is currently not always easily accessable nor available to everyone due to various silos throughout the organization. Data is also not easly linked between systems so searches for all information tied to any specific issue is nearly impossible. Continuing in this way could lead to loss of valuable data. An FOI process is also part of this project.


5. Cost/Benefit (Payback) 50 ROI is in the form of efficency, effectiveness, access to all corporate data, benchmarking, etc… Most efficiencies will be at the business division level.


6. Service Levels 100 The Technology strategic plan identifies many deficiencies that can be addressed by implementing the projects/items included in this project. Part of this project many services becoming available online and more automated. It is a siginificant improvement of services to our customer/citizen.


7. Infrastructure Impact 100 Rationalization of the existing applications and processes will indireclty reduce the IT infrastructure gap.


8. Community Impact 50 Providing access to information from anywhere will benefit the community. New online services throughout the organization are huge wins for the community. Data and processes





2020 - 2029

Project ID / Title

Department







accountability.




Priority Ranking

8. Community Impact 50 being available online or at least in an automated process are hugely beneficial for reporting back to the public.


9. Economic Impact 50 Could provide a boost in permit revenue and license revenue. Could speed up the process and provide a faster return to contractors. Improve city branding may bring more businesses


Total Score 730




2020 - 2029

Project ID / Title

Department

A/01001-40 City-Wide Maximo Implementation (2020)






accountability.



Project Details

Project Description

This project is an expansion of Maximo into multiple departments, increasing the user base and bringing work order tracking to PRC, Fire & Facilities, Service Cambridge. This project also includes the implementation of Fleet within Maximo.


Expanding Maximo to other dept's provide work order tracking, inspections and roll-up reporting. Maximo is the system of record for Public Works and reduce risk associated with claims for other dept's as well. Key project deliverables would be a simplified UI for staff, time and material tracking, deeper integration with cityONE and KPIs for management.


Financing

408001 Cont from RF - Capital Works 300,000501019 Licensing/Subcrib (100,000)501020 Equipment Renew/Rep (75,000)501026 Professional Serv (125,000)

$0Total Financing










2020 - 2029

Project ID / Title

Department







accountability.



Staffing ImpactProject Manager Mohammad MamunOther Staffing Resources Required IT BSA, DBA and Business unit for requirments

gatering, testing, planning of the project.




2020 - 2029

Project ID / Title

Department







accountability.




Priority Ranking

1. Project Category 180 Maintaining and enhancing work order management is critical to ensuring efficient resource management for infrastructure renewal and city operations

Critical Projects

2. Alignment with Corporate Strategic Direction 75 Important to be able to maintain system integrity and sustainability for longterm support to infrastructure renewal and to maintain integration with SAP (cityONE) for financial reporting.


3. Operating Budget Impact 50 longterm operating costs will decrease with improved efficiency and functionality of the work order management system and expansion to other divisions


4. Risk Assessment 75 Risk of not continually enhancing functionality is failure of the system and inefficiencies in processing data, service requests and work orders, decreasing service levels to the public.


5. Cost/Benefit (Payback) 50 ROI will be intangible - with the possible exception of better financial reporting resulting in more efficient invoicing and potential cost recovery


6. Service Levels 100 Maintaining efficiencies in the system reflects in better resource management improving service delivery levels and enabling better response from the city


7. Infrastructure Impact 100 will improve overall efficiencies in dealing with infrastructure renewal


8. Community Impact 50 Further implementation of Maximo for various business unit (CSD, PW, Service Cambridge, CFD) will improve efficienies of services offered to the citizen and direct result of that will be positive community impact.


9. Economic Impact 50 better more reliable infrastructure may enhance the ability to attract businesses and industry to the city


Total Score 730




2020 - 2029

Project ID / Title

Department

A/01002-40 17 Cambridge Street - Phase 2





Estimation Method Expert JudgementStrategic Alignment 1 2.3 Encourage a culture of innovation and engagement that allows all staff to contribute to the

ongoing renewal of city services and programs.



Project Details

Project Description

Phase 1 of renovations were complete at the end of 2019. Phase 2 of renovations, including roof replacement and building systems improvements are required for the sustainable operation of the building.


Currently the space at 17 Cambridge Street is vacant and in need of repair prior to occupation. The By-Law Section is growing and their current office allocation is not suitable for their operations. The By-Law Section will be relocated to the building at 17 Cambridge.


Financing

408019 Cont from RF - Facility Mtce 303,000501050 Construct/Implement (300,000)508029 Cont to RF - Public Art (3,000)

$0Total Financing



Staffing ImpactProject Manager LIsa KeysOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/01002-40 17 Cambridge Street - Phase 2










Priority Ranking

1. Project Category 160 Required to bring building up to current codes/standards


2. Alignment with Corporate Strategic Direction 75 relocating the By Law Office to align with departmental operations


3. Operating Budget Impact 50 already has an operating budget allocatedLittle or no decrease / increase in operating costs

4. Risk Assessment 50 There is little risk associated to this projectWill mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 investment is based on operational need, not financial gain


6. Service Levels 50 space allocation at a premium. This project will alleviate space restrictions


7. Infrastructure Impact 100 will alleviate space allottment challenges at City Hall


8. Community Impact 50 higher internal impact than community impactHas no direct community impact9. Economic Impact 50 allows for more defined space that alligns wth

departmental needsLimited, minimal or no economic benefit for the local economy

Total Score 635




2020 - 2029

Project ID / Title

Department

A/01004-40 EV Charging Infrastructure




Project Type Community Improvement Division/Section Fleet



Strategic Alignment 2 2.4 Work collaboratively with other government agencies and partners to achieve common goals and ensure representation of community interests.


Project Details

Project Description

Installation of electric vehicle charging stations at select facilities and parking lots throughout the city.


Provides funding for an innovative solution to support sustainable initiatives within the city.


Financing


$0Total Financing



Staffing ImpactProject Manager LIsa KeysOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/01004-40 EV Charging Infrastructure




Project Type Community Improvement Division/Section Fleet



Strategic Alignment 2 2.4 Work collaboratively with other government agencies and partners to achieve common goals and ensure representation of community interests.



Priority Ranking

1. Project Category 160 providing electric charging stations to community/fleet


2. Alignment with Corporate Strategic Direction 75 enhancing community programsAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 revenue will offset operational impactLittle or no decrease / increase in operating costs

4. Risk Assessment 50 does not have effect on riskWill mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 revenue will pay-back in roughly 10 yearsROI difficult to measure in financial terms6. Service Levels 75 electric vehicle charging stations are an

innovative program that will positively affect the community


7. Infrastructure Impact 50 will positively impact EV charging station gap in city


8. Community Impact 75 will provide addiitonal services to the community


9. Economic Impact 50 minimalLimited, minimal or no economic benefit for the local economy

Total Score 635




2020 - 2029

Project ID / Title

Department

A/01015-30 Design - Decomm. outdoor pools

Prepared By




Project Type Design Division/Section Sustainable Design and

Estimation Method




Project Details

Project Description

Permanently close George Hancock and Kinsmen Soper Park pools. Removal of swimming pools and all related buildings and infrastructure related to the pools' operation requires design work to demolish buildings.


Pools are aging facilities (+50 yrs). No longer sustainable without significant investment. Pools no longer operate efficiently, the facilities are not AODA compliant. Minimal community growth, current users attending swim lessons and leisure swims may be accommodated at other aquatic facilities.


Financing


$0Total Financing







2020 - 2029

Project ID / Title

Department

A/01015-30 Design - Decomm. outdoor pools

Prepared By




Project Type Design Division/Section Sustainable Design and

Estimation Method





Priority Ranking

1. Project Category 160 excessive building repairs and improvementsCommunity Planning / Maintenance / Efficiency Projects

2. Alignment with Corporate Strategic Direction 75 aligns with strategic planAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 100 eliminating operating costsSignificant decrease in operating costs (> $100,000)

4. Risk Assessment 75 medium impact on corporate risk mitigationWill mitigate corporate risk defined as "medium"

5. Cost/Benefit (Payback) 50 able to measure positive ROI in less then 5yrsROI difficult to measure in financial terms6. Service Levels 50 has no impact on service levelHas no impact on level of service7. Infrastructure Impact 100 has direct impact on city's infrastructure.Direct impact in reducing the City's total

infrastructure gap8. Community Impact 50 Amenities for community will improveHas no direct community impact9. Economic Impact 50 limited economic benefitLimited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/01025-40 Grand River Access Point Improvement



Project Start Date 01 March 2020Project Completion Date 30 June 2021Department Reference #

Project Type Community Improvement Division/Section Parks, Recreation and Culture

Estimation Method Expert JudgementStrategic Alignment 1 3.3 Facilitate, support and provide a diverse range of events and festivals that bring all people

together from across the city, region and beyond.



Project Details

Project Description

In partnership with the GRCA, Regional Tourism Office (RT04) and Economic Development this project is designed to enhance accessibility and user friendliness to the Grand River in Cambridge, RT04 will fund 25% of the soft cost for this project.


The Grand River, spanning 280km, runs through the core areas of Cambridge. In 2012, RTO4 led a development project with 3 specific goals: to evaluate use and awareness, and formulate a co executed plan to bring the river back to the level of quality that befit of the designation of Canadian Heritage River. As a result, public and private partnerships and funding have been forged to create an ongoing, multiyear multimillion-dollar reinvestment to develop signage, facilities, and access points to improve the market readiness of the Grand River. The goal is to improve tourism to the core areas.


Financing

401026 Grants - Provincial 40,000408001 Cont from RF - Capital Works 75,000501026 Professional Serv (20,000)501050 Construct/Implement (95,000)

$0Total Financing





1,5001,5004,2004,200

101940-501027 General Maint Contr 101990-501010 Salaries and Wages 101990-501012 Benefits 400400






2020 - 2029

Project ID / Title

Department










Staffing ImpactProject Manager Chris ZiemskiOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department











Priority Ranking

1. Project Category 120 This will increase access to the Grand River and enhance tourism opportunities.


2. Alignment with Corporate Strategic Direction 75 Promotes back to the river initiatives and partnership wiith provincial government for funding.


3. Operating Budget Impact 50 Minor request for additional maintenance of completed area, portable washroom rentals.


4. Risk Assessment 50 Minimal risk impactWill mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 Increase in tourism profileROI difficult to measure in financial terms6. Service Levels 75 This will increase access to the Grand River for

both community benefit and to further tourism initiatives.


7. Infrastructure Impact 50 No impactHas no impact in reducing the City's total infrastructure gap

8. Community Impact 75 This will increase access to the Grand River and further promtes the city as a tourism destination.


9. Economic Impact 75 Will attract community and visitors into the core downtown area and wil lbe used to promote overnight stays within the city.


Total Score 620




2020 - 2029

Project ID / Title

Department

A/01029-40 Fire Services Dispatch Renovations

Prepared By Lisa InacioApproved By Dave Bush


Project Start Date 16 December 2019Project Completion Date 30 October 2020Department Reference #

Project Type Facility Renovation Division/Section Fire Services





Project Details

Project Description

Phase 1 and phase 2 of the renovations, AECC dispatch backup center options.



Financing


$0Total Financing



Staffing ImpactProject Manager Neil MainOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/01029-40 Fire Services Dispatch Renovations

Prepared By Lisa InacioApproved By Dave Bush


Project Start Date 16 December 2019Project Completion Date 30 October 2020Department Reference #

Project Type Facility Renovation Division/Section Fire Services






Priority Ranking

1. Project Category 180 Backup centre for Fire CommunicationsCritical Projects2. Alignment with Corporate Strategic Direction 75 7.2 Work with Region to better coordinate the

planning and delivery of Emergency ServicesAligned with Strategic Plan goals and objectives

3. Operating Budget Impact 50 No increase to Operating costsLittle or no decrease / increase in operating costs

4. Risk Assessment 100 Backup centre for critical Fire CommunicationsWill mitigate corporate risk defined as "significant"

5. Cost/Benefit (Payback) 50 Difficult to measureROI difficult to measure in financial terms6. Service Levels 50 Will replace failed Communication Centre if

requiredHas no impact on level of service

7. Infrastructure Impact 50 No impactHas no impact in reducing the City's total infrastructure gap

8. Community Impact 50 No impactHas no direct community impact9. Economic Impact 50 No ImpactLimited, minimal or no economic benefit for





2020 - 2029

Project ID / Title

Department

A/01030-20 Milling Rd Conceptual Development






neighbourhoods.

Strategic Alignment 2 3.3 Facilitate, support and provide a diverse range of events and festivals that bring all people together from across the city, region and beyond.


Project Details

Project Description

The October 2013 Hespeler Village Streetscape Plan and Urban Design Guidelines identified the Milling Road Industrial lands as an area of great opportunity for adaptive reuse. City staff will work closely with internal staff, eternal agency (i.e. GRCA) and private sector stakeholders and local educational institutions to undetrtake an Urban Design & Infrastructure Needs Study.


The Urban Design & Infrastructure Needs Study will generate concepts for urban design and streetscape features that can be integrated with roadway and servicing needs for future design of a woonerf (living street). • allowing existing business and recreational activities to co-exist in a unique entertainment destination• consistent with the 2013 Hespeler Village Streetscape Plan and Urban Design Guidelines .• A design charrette would be arranged to draw upon internal and external stakeholders to review concepts


Financing


$0Total Financing



Staffing ImpactProject Manager Jamie CroftOther Staffing Resources Required




2020 - 2029

Project ID / Title

Department

A/01030-20 Milling Rd Conceptual Development






neighbourhoods.

Strategic Alignment 2 3.3 Facilitate, support and provide a diverse range of events and festivals that bring all people together from across the city, region and beyond.



Priority Ranking

1. Project Category 160 Community planning of a complete streetCommunity Planning / Maintenance / Efficiency Projects

2. Alignment with Corporate Strategic Direction 75 Aligned with strategic plan and 2013 Hespeler Village streetscape plan and urban design guidelines.


3. Operating Budget Impact 50 N/ALittle or no decrease / increase in operating costs

4. Risk Assessment 50 N/AWill mitigate corporate risk defined as "low" or little or no impact

5. Cost/Benefit (Payback) 50 N/AROI difficult to measure in financial terms6. Service Levels 50 N/AHas no impact on level of service7. Infrastructure Impact 50 N/AHas no impact in reducing the City's total

infrastructure gap8. Community Impact 75 Enhances community amenities in Hespeler

VillageHas moderate impact by improving or enhancing amenities available to the community

9. Economic Impact 75 Create similar atmosphere to the Distillery District in Toronto, allowing existing business and recreational activities to co-exist in a unique entertainment destination for Hespeler Village.


Total Score 635

