REPORT TO THE COMMUNITY - City of Moncton
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REPORT TO THE
COMMUNITY
Strategic Plan 2021
A Message to the Community On behalf of members of Council, I am pleased to present you with our 2021 Report to the Community. This report provides information on the progress we have made in our five key pillars (Environment, Social, Culture, Economy, Governance) this past year. We are dedicated and pleased to be sharing our Strategic Plan progress with the community through this document which will be available online (moncton.ca). As a City that Inspires, we understand that to reach our vision, we must plan and work together to grow our economy and enhance the quality of life for all citizens. Dawn Arnold, Mayor STRATEGIC PLAN 2021 2021 Strategic Plan was adopted on February 16, 2021
TABLE OF CONTENTS Pillars and Status l Environment page 4 l Social page 8 l Culture page 12 l Economy page 14 l Governance page 18 REFERENCE DOCUMENTS Strategic Plan 2021 l https://www5.moncton.ca/docs/council/Strategic_Plan_2021.pdf Report Card 2020 l https://www5.moncton.ca/docs/council/Strategic_plan_2021_Report_card_2020.pdf
ENVIRONMENT
To be a green community
We are a green and resilient community. We are proactive in our stewardship
of the environment, value our natural assets such as the Petitcodiac River, and
support sustainable growth.
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Corporate Energy Climate Change Mitigation
and Greenhouse Gas
Reduction Plan Implement the Corporate Energy and Greenhouse Gas Reduction Plan (2021-2023) l
(2016) Implementation of action items will be ongoing in 2022.
{
Develop strategy to reduce energy consumption in existing buildings/equipment (2021) l
Upgrades made to numerous municipal facilities in 2021. Project will be ongoing in 2022.
Fulfill commitments under Global Covenant of Mayors Showcase Cities pilot project (2021-2023) l
Actions are ongoing with the Community Energy and Emissions Plan (CEEP) to be brought
forward in 2022.
Complete a community greenhouse gas inventory (2021-2022) l
Work will be ongoing in 2022 as part of the Community Energy and Emissions Plan
(CEEP).
Identify an appropriate greenhouse gas reduction target (2021-2022) l
Work will be ongoing in 2022 as part of the Community Energy and Emissions Plan (CEEP).
Climate Develop a strategy to meet greenhouse gas reduction target (2021-2022) l
Action Report Work will be ongoing in 2022 as part of the Community Energy and Emissions Plan (CEEP).
(2020)
Develop a Community Energy Plan (2021-2022) l
Consultant has been retained. Community Energy and Emissions Plan (CEEP) to be finalized in 2022.
Develop green development guidelines (2021-2023) l
Research has been initiated and project will be ongoing in 2022.
Create a Climate Action Working Group (2021) l
Members were selected and meetings were held in 2021. Committee work and meetings will be
ongoing in 2022.
4 Completed l On track s Timeline impacted n Requires attention u Not started
4 REPORT TO THE COMMUNITY
ENVIRONMENT
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Explore electrification of public transit and municipal fleet (2021-2022) l
Information and data have been collected. Electrification study to be undertaken in 2022.
Explore feasibility of on-demand busing service (2021-2023) l
Research and consultation will continue in 2022 and 2023.
Explore installation of additional vehicle charging stations (2021-2023) l
Funding application was unsuccessful. Evaluation of other funding opportunities will be
ongoing in 2022.
Explore opportunities to implement high density residential, industrial, commercial s
and institutional waste separation with Eco360 (2021)
Project implementation impacted by provincial legislation timelines. Action will be re-assessed
when impacts of the legislation are finalized.
Climate Change
Adaptation and Climate Change Adaptation
Flood Management
Strategy (2013) Implement the Climate Change Adaptation and Flood Management Strategy (2021-2023) l
Implementation will be ongoing in 2022 and 2023.
Develop Flood Plain Zoning regulations (2022-2023) l
Work to be presented to the Inter-Departmental Climate Change and Flood
Management Working Group in Quarter 4 of 2022.
Implementation of the Neighbourhood Flood Mitigation Study l
(completed through capital works program) (2021-2023)
Tender for phase 1 completed in 2021. Project will continue in phases in coming years.
Maximize external environmental funding opportunities (2021-2023)
All funding options are being considered. l
Implement a Waste Reduction and Management Plan
Reduce, reuse and implement waste separation at municipal sites and facilities (2021-2023) l
Three facilities were completed in 2021. Implementation will be ongoing in 2022.
Reduce, reuse and implement waste separation at City-sponsored events (2021) l
Incorporated in new event application to be developed in 2022.
Increase protection for the designated Turtle Creek watershed (2021)
Discussions with the provincial government to continue in 2022 with the objective of having l
herbicide application included as a restricted activity under the Watershed Protected Area
Designation Order.
4 Completed l On track s Timeline impacted n Requires attention u Not started
REPORT TO THE COMMUNITY 5
ENVIRONMENT
REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Develop Blue-Green Algae (BGA) Management Strategy / Plan
Finalize provincial and federal financial assistance (Phase 2) (2021) l
Funding confirmed in 2020.
Research BGA mitigation strategy (Phase 2) (2021-2023) l
Work with consultant to evaluate treatment options will be ongoing in 2022.
Implement BGA mitigation strategy (Phase 2) (2021-2023) u
Pending the outcome of the blue-green algae mitigation strategy (Phase 1).
Review Water Master Plan (2024)
Preparation of Request for Proposals to begin in 2023. u
Work with the provincial Department of Environment
and Local Government on improving air quality (2022-2024)
Dialogue and collaboration with stakeholders will be ongoing in 2022. l
4 Completed l On track s Timeline impacted n Requires attention u Not started
6 REPORT TO THE COMMUNITY
7
SOCIAL
To be a healthy community
We are a healthy and safe community. We provide active living opportunities
for all residents, and proactively address social challenges by adopting
policies and taking actions that ensure equitable access to all services.
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
Social Inclusion
STATUS
Implement Social Inclusion Plan
Plan (2016)
Review and update Social Inclusion Plan (2021) u
Options regarding the Social Inclusion Plan will be evaluated in 2022.
Housing Needs
Analysis Study Execute action items from the Affordable Housing Implementation Plan (2021-2023) l
Funding secured for Rising Tide and the execution of their business plan will be ongoing in 2022.
(2016 – 2017)
Moncton’s Explore potential for innovative housing options with community agencies (2021-2023) l
Community The City, Rising Tide (housing entity) and stakeholder organizations continue to
Implementation explore opportunities.
Plan for Affordable
Housing (2019) Advocate for affordable housing investments (2021-2023) l
Advocacy will be ongoing in 2022.
Undertake action items to help address social issues in the city
Add permanent public washrooms (2021) l
Washroom was installed in 2021.
Finalize Social Impact Audit (2021) l
Report has been prepared. Ongoing dialogue with Provincial Government and stakeholders.
Develop a plan for public dialogue on anti-racism
and anti-discrimination (2021)
Funding has been allocated for this initiative in 2022. l
4 Completed l On track s Timeline impacted n Requires attention u Not started
8 REPORT TO THE COMMUNITYSOCIAL
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Develop strategies to ensure that Moncton continues
to be a safe community
Implement enhancements to the By-law Enforcement department’s handling l
of complaints (2021)
Recomendations will continue to be actionned.
Explore opportunities surrounding the continuum of policing and enforcement services l
(2021-2022)
Community Officers began in 2021. Advocacy to the Province for required legislation
changes are ongoing.
Continue to focus on downtown safety (2021-2023) l
Codiac RCMP is implementing a downtown policing strategy and dialogue with stakeholders
is ongoing. Community Officers also are present in the downtown areas.
Codiac Region Policing Authority: Implement Annual Performance Plan (2021-2022) l
Annual performance plan was finalized in April 2021. Codiac RCMP updates will continue at
each Regular Public Council meeting.
Pursue Fire Department Accreditation (2021-2023) l
Phased implementation will be ongoing in years ahead.
Design, construct and move into new Codiac Regional RCMP facility
Design new Codiac Regional RCMP facility (2021) l
Updated designs were completed in 2021.
Initiate request for proposal (RFP) for the sale and redevelopment of the existing u
police building and land at 520 Main St. (2022)
Item to be reviewed pending on the status of the new policing facility.
Build new Codiac Regional RCMP facility (2021-2023) l
Consideration and decision related to tender submissions in Quarter 1 - 2022.
Occupy new Codiac Regional RCMP facility (2023) l
Occupancy is planned for 2024, pending the decision to move forward with the construction
of the facility.
Active Transportation
Master Plan
Implement Active Transportation Master Plan (Phase1)
(2015) Advocate for the development of Elmwood Drive Trail s
(Ogilvie Brook to Cedarwood Ave.) (2021)
Pending the decision from other level(s) of government to provide funding.
Build Panacadie Trail (Phase 1) (2021) 4
Completed.
4 Completed l On track s Timeline impacted n Requires attention u Not started
REPORT TO THE COMMUNITY 9SOCIAL
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Implement Codiac Transpo enhancements
Implement new video surveillance cameras on transit fleet (2021) s
To be completed in 2022.
Replace fare boxes (2021-2022) 4
New fare boxes have been installed.
Destination2040
Regional Sustainable Implement the Destination 2040 Regional Sustainable
Transportation Transportation Master Plan
Master Plan (2015)
Develop Active Transportation Master Plan (Phase II) (2021-2023) l
Development of the Plan will be ongoing in 2022.
Recreation Master Implement Recreation Master Plan I - “Land and Parks” (2020-2023)
Plan I – ‘Land and
Parks’ (2000) Two neighbourhood parks will be upgraded in 2022. l
Develop the Recreation Master Plan II - “Programs and Facilities” (2021)
Project impacted by COVID-19. To be completed in 2022. s
Finalize service levels with Moncton Arena Partners:
Superior Propane Centre (2021)
Completed. 4
4 Completed l On track s Timeline impacted n Requires attention u Not started
10 REPORT TO THE COMMUNITYSOCIAL
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Collaborate with Moncton North YMCA
Consider future amenities for the community (2021-2023) l
Discussions will be ongoing in 2022.
Finalize process pertaining to location of schools within the City (2021)
Discussions are ongoing with Anglophone East School District, District scolaire francophone Sud l
and provincial government officials. A new process involving municipalities was included in the
White Paper on Local Governance Reform.
Petitcodiac River,
A Vision for
Implement actions related to the
Moncton’s Riverfront “Petitcodiac River, A Vision for Moncton’s Riverfront” plan
(2016)
Consider opportunities to further showcase the tidal bore (2021-2023) l
New light system to highlight the Bore being installed in 2022.
Explore trail connectivity with neighbourhoods and neighbouring communities (2021-2023) l
Some connectors completed in 2021. Budget allocated for additional trails in 2022.
Examine how municipal buildings can support and animate the riverfront (2021-2023) l
Discussions will be ongoing in 2022 between the City of Moncton and community stakeholders
to explore opportunities.
Explore visual and pedestrian connections to the Riverfront (2021-2023) l
Funds have been allocated to connect the new bridge to Riverfront Trail in 2022.
4 Completed l On track s Timeline impacted n Requires attention u Not started
REPORT TO THE COMMUNITY 11CULTURE
To be a vibrant community
We are a culturally vibrant community that promotes and celebrates the arts,
our neighbourhoods’ individual characters, our built heritage, and our diverse
cultures and languages.
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Bilingualism in Implement Bilingualism Plan
Moncton Plan
(2016) Create a community campaign promoting the values of both linguistic groups (2021-2023) s
Focus in 2021 was on the review of the Official Languages Act. Campaign to occur in 2022.
Heritage
Conservation By-law Implement Heritage Conservation Strategic Plan
and designated
property list (2016) Undertake outreach, awareness and education program activities including l
implementation of Communications Plan (2021-2023)
Second annual Moncton Heritage Week hosted in 2021. Communications efforts will be
ongoing in 2022.
Develop policy for designating heritage properties (2022) l
Background study completed. Completion expected in 2022.
Promote heritage preservation (2021-2023) l
Promotional efforts will be ongoing in 2022.
Cultural Plan
(2016–2026) Implement Cultural Plan
Conduct Cultural Forum (update Cultural Plan, community working sessions
and workshops) (2022) s
Timeline was impacted by COVID-19. Forum will be held in 2022.
Partner with First Nations on projects and initiatives (2021-2023) l
Additional partnerships and opportunities will continue to be explored in 2022.
Plan, install and unveil public art piece for the new policing facility (2021-2023) l
Work will be ongoing in 2022 pending the approval from City Council to proceed
with building the policing facility.
4 Completed l On track s Timeline impacted n Requires attention u Not started
12 REPORT TO THE COMMUNITYCULTURE
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Develop public art projects in neighbourhood parks and trails (2021-2023) s
A public art piece was installed at Resurgo Place in 2021 and another will be installed at
René-Arthur-Fréchet Park in 2022.
Implement Events Attraction Strategy
Event
attraction Events Moncton - Implement new governance structure and operational model (2021) l
Strategy By-law was approved in 2021. Committee to be initiated in 2022.
- Phases 1-2
(2018–2020) Execute 10-year event bid calendar for Moncton (2021-2023) s
Impacted by COVID-19. Opportunities and collaboration with partners and stakeholders
to continue in 2022.
Implement business development model for event support (2021) l
Consultant retained and project will be ongoing in 2022.
Re-establish annual downtown events impacted by COVID-19
and explore opportunities for new programming offerings in the
downtown core (2021)
Event programming was impacted by COVID-19. Marketing efforts will continue in 2022. s
Construct René-Arthur-Fréchet Park
(Mountain Road at Castle Manor) (2021)
Completed. 4
4 Completed l On track s Timeline impacted n Requires attention u Not started
REPORT TO THE COMMUNITY 13ECONOMY
To be a prosperous community
We are a dynamic, welcoming, and prosperous community with a vibrant
downtown, a fully diversified economy, and a solid immigration strategy.
We are a location of choice for development and sustainable investment.
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Track COVID-19 impacts on the economy and
determine appropriate actions (2021)
Economic data was presented and research occurred in 2021. Further work with partners l
and stakeholders will be ongoing in 2022.
Downtown Core
Community Implement the Downtown Core Community Improvement
Improvement Plan Revitalization Master Plan
(2018)
Prioritize downtown infrastructure annual capital funding (2021-2023) l
Two capital works projects in the downtown were completed in 2021.
Integrate built form urban design guidelines in Zoning By-law (2021) s
Background research has begun. Project will be ongoing in 2022.
Initiate a long term strategy for the Moncton Market (2021-2023) l
Discussions will be ongoing in 2022.
Attract $108 million in new investment
in the downtown core by 2023
Target of $108 million was surpassed in 2021 ($127.9 million). Efforts will be ongoing in 2022. l
Review best practices related to downtown development (2021-2023) l
Work will be ongoing in 2022.
4 Completed l On track s Timeline impacted n Requires attention u Not started
14 REPORT TO THE COMMUNITYECONOMY
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Initiate development of ancillary lands adjacent to the Avenir Centre
Develop strategy for ancillary lands parcels “A” and “C” s
Opportunities were impacted by COVID-19. Opportunities to be reviewed again in 2022.
Implement Parking Improvements within the Downtown
Finalize improvements to the Parking Management System (2021) 4
Improvements were implemented in 2021.
Continue assessing downtown parking and transportation opportunities (2021-2023) l
A Downtown Parking Solutions working group was put in place in 2021.
Downtown parking and transportation opportunities will be ongoing in 2022.
Implement Downtown Moncton Centre-ville Inc. (DMCI)
Memorandum of Understanding (MOU) (2021-2023)
Opportunities to better define key performance indicators and levels of service l
will be further defined in 2022.
Implement 3+ Corporation Service Level Agreement (SLA)
and Greater Moncton Economic Development Strategic Plan
Greater Moncton
Regional Implement 3+ Corporation Regional Client Service Model (2021) l
Economic Report was completed. New Economic Development Officer position to be filled in 2022.
Development Regional Client Service Model to be implemented in 2022.
Strategy (2017)
Implement 3+ Corporation Workforce Development Initiative (2021) l
Memorandum of Southeast Labour Market Partnership and sub-committees were implemented in 2021.
Understanding They will continue work on priorities and actions associated with the Workforce Strategy in 2022.
on Economic
Development Implement 3+ Corporation Entrepreneurship and Business Start-Up Initiative (2021) l
between 3+ is offering the initiative. Project will be ongoing in 2022.
Moncton, Dieppe
and Riverview/ Finalize 3+ 2022-2024 Service Level Agreement (2021) 4
3+ Service Level Completed.
Agreement (2017)
Expand the role of the Greater Moncton Economic Development Team (2021) l
Deloitte Economic Terms of Reference were completed in 2021. Community Economic Development Officer
Development to be hired in 2022.
Ecosystem Review
(2017)
4 Completed l On track s Timeline impacted n Requires attention u Not started
REPORT TO THE COMMUNITY 15ECONOMY
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Streamlining our development process
Establish a collaborative process in delivering development services between l
City departments (Economic Development and Development & Planning)
and Moncton Industrial Development (2022)
New Sustainable Growth and Development Services area was created in 2021.
Work will be ongoing in 2022.
Identify and implement next steps in streamlining our development approval process l
(‘reducing the red-tape’ initiative) (2022-2023)
Inter-departmental action plan was completed in 2021. Initiative will be ongoing in 2022.
Clarify development approval service levels (2022) l
Work will be completed in 2022.
Establish one key contact for larger development projects (2022) l
Work will be completed in 2022.
Establish an urban growth strategy to encourage
development on high potential future growth areas (2021-2022)
First phase of public consultation and growth scenarios was completed in 2021. l
Project will be ongoing in 2022.
Partner on the creation of Secondary Municipal Plan
for lands north of Wheeler Blvd. (Vision Lands) (2022-2023)
Discussions will be ongoing with landowners in 2022. l
Implement Development Charges By-law (2021-2023)
Development Charge By-law for Humphrey’s Brook was approved in 2021. l
Other Development Charge areas to be undertaken in 2022.
Greater Moncton
Immigration Strategy Implement Immigration Strategy 2019-2024
(2019)
Explore external funding opportunities related to the Immigration Strategy’s l
strategic objectives (2021-2023)
Funding applications submitted.
Implement online newcomer and international student job and settlement fairs (2021-2023) 4
Completed.
4 Completed l On track s Timeline impacted n Requires attention u Not started
16 REPORT TO THE COMMUNITYECONOMY
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Develop Magnetic Hill Park
Magnetic Hill Zoo
Five-Year Plan Present feasibility study of the african area project; undertake due diligence. (2021) l
(2016–2020) Feasibility study was completed in 2021. Economic impact study to be undertaken in 2022.
Magnetic Hill Consider event options at Magnetic Hill concert site (2021-2023) l
Concert Site Business Dialogue with promoters will continue in 2022.
Plan (2014)
Establish a Destination Marketing Organization (DMO)
Transition existing tourism responsibilities to external DMO (2021) l
To be transitionned to DMO upon hiring an Executive Director in 2022.
Develop an organizational model and governance structure for the DMO (2021) l
Service level agreement between the City and the DMO was finalized in 2021.
Work will be ongoing to develop policies, procedures, and to hire the Executive Director in 2022.
Visitor Economy Implement Visitor Economy Master Plan (2021-2023) l
Master Plan Updates to Plan ongoing and will include COVID-19 recovery efforts and recommendations.
(2019)
Explore the creation of a City Facilities Naming Rights Strategy
Conduct inventory and valuation of available assets (2021) s
Initial discussions began in 2021. Project will continue in 2022 as time and resources permit.
Obtain $5 million in pledges for the Events Centre (2021-2022)
Campaign put on hold due to COVID-19. Communication continues with existing and s
potential donors.
Moncton Coliseum Report on the progress of Coliseum repurposing (2021)
Repurposing Study
Report was completed in 2021. Recomendations for capital funding to be included in 4
(2018)
future budget deliberations.
4 Completed l On track s Timeline impacted n Requires attention u Not started
REPORT TO THE COMMUNITY 17GOVERNANCE
To be an engaged community
We are an engaged municipal government that strives to merit residents’
trust and that is fair, equitable, and transparent in its decision-making.
SUPPORTING
STRATEGIC
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Collaborate with municipal associations
Enhancing
Democracy Report Expand social media / information to public in preparation for 2021 election (2021) 4
(2016) Completed.
Implement financial best practices
Long-Term
Financial Plan
Review and update the City’s investment strategy (2021) l
Discussions will be ongoing in 2022.
Update City’s financial policies (2021) 4
Completed.
COVID-19 Financial Mitigation Strategy (2021) 4
Completed.
Collaborate with other municipalities
Advocate for municipal reform (2021-2023) l
Report released from the province in 2021. Advocacy and collaboration with member
associations and other municipalities will continue during the execution of the actions in the report.
Collaborate as a tri-community with Dieppe and Riverview (2021-2023)
Worked on number of joint initiatives (COVID related, 3+ Service Level Agreement, l
New Police Building). Ongoing collaboration will continue in 2022.
4 Completed l On track s Timeline impacted n Requires attention u Not started
18 REPORT TO THE COMMUNITYGOVERNANCE
SUPPORTING
SUPPORTING
STRATEGIC
STRATEGIC
DOCUMENTS
DOCUMENTS REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Collaborate with other levels of government and related entities
(2021-2023)
Collaboration and dialogue was positive in 2021 and will be ongoing in 2022. l
City of Moncton/ Implement action items from the Université de Moncton
Université de Memorandum of Understanding (2021-2023)
Moncton MOU
Action items will continue to be completed in 2022 with an added focus on partnerships. l
(2017)
Implement advocacy initiatives (2021-2023)
Advocacy strategies continue to be implemented and updated as new actions are required. l
Negotiate outstanding collective bargaining agreements (2021-2023)
Three collective agreements were concluded in 2021. l
Implement corporate continuous improvement initiatives
Implement customer service initiative (2021-2022) l
Corporate customer service framework was developed and Service Moncton was initiated
in 2021. Project wll be ongoing in 2022.
Standardize procurement methods - Procure-to-Pay (2021) l
Four procure-to-pay initiatives were completed in 2021. Work will be continuing in 2022.
Implement corporate improvements across the organization (2021) l
Several corporate improvement projects will be ongoing in 2022.
Conduct organizational software analysis (2021) l
Several corporate improvement projects will be ongoing in 2022.
Continue to focus on technology enhancements (2021) l
New systems implemented in 2021 and additional online payment options
now available for residents.
4 Completed l On track s Timeline impacted n Requires attention u Not started
REPORT TO THE COMMUNITY 19GOVERNANCE
REPORT TO THE COMMUNITY DEC. 31
2021
STATUS
Implement High Performance Organization priorities (2021-2023)
Efforts ongoing focusing on employees. l
Continue enhancing the Citizen Engagement Strategy (2021)
Increased engagement efforts ongoing. Launch of updated platform to occur in 2022. l
Implement Taxicab By-Law (2021-2022)
Ongoing and expected completion in Quarter 1 - 2022. l
Review Agencies, Boards and Commissions (2021)
Work ongoing with administration and Enhancing Democracy Committee. l
Review options and best practices related to short-term
housing/accommodation rentals (2022)
Review will continue in 2022. l
Finalize analysis of the Operations Centre (2021)
Analysis ongoing. Capital funding for upgrades identified for 2022. l
Review opportunities for diversity, inclusion and anti-discrimination
directives or policies (2021-2022)
Internal training ongoing and internal advisory groups have been formed. Work ongoing. l
Review and update City Council Orientation program
(election May 2021) (2021)
Completed. 4
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s Timeline impacted n Requires attention u Not started
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