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HomeMy WebLinkAboutCAO-17-001 - Community Engagement Review REPORT TO: Planning and Strategic Initiatives Committee DATE OF MEETING: January 9, 2017 SUBMITTED BY: ,519-741-2200 ext. 7231 PREPARED BY: Josh Joseph, Community Engagement Consultant,519-741-2200 ext. 7221 WARD(S) INVOLVED: All DATE OF REPORT: December 15, 2016 REPORT NO.: CAO-17-001 SUBJECT: Community Engagement Review ___________________________________________________________________________ RECOMMENDATION: That the recommendations contained in the Community Engagement Review, as -17-001, be approved, with any financial implications to be considered as part of future budget deliberations. BACKGROUND: The City of Kitchener has a longstanding tradition of extensive community engagement and we are continually working to improve the ways in which citizens can participate in the decisions that impact them most. Our commitment to continuous improvement is outlined as a strategic action within the Open Government pillar of our strategic plan: During discussions about priorities for the 2016 business plan, Council highlighted a desire for a comprehensive engagement review to look at where in the organization public engagement is occurring, current practices and policies, consistencies, gaps, challenges and potential improvements. This first-ever comprehensive review of the activities is just one of the ways that we are making progress on improvements. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 7 - 1 REPORT: Staff developed a (3) phase approach to delivering the Community Engagement Review, including: Phase 1 involved defining the purpose and objectives Phase 2 involved identifying the issues and opportunities Phase 3 involved action planning and developing recommendations Phase 1: Defining the Purpose and Objectives (January - March 2016) Develop project charter, identify Confirm direction and scope of Interviews and strategic session stakeholders and methods of work in staff reports CAO-16- with Mayor and Council engagement 006 and 16-012 Phase 2: Identify the Issues and Opportunities (April - August 2016) Discussions with 25 internal Collected over 500 online Discussions with 11 citizen staff groups in INS, CSD, FCS, EngageKitchener survey advisory committees CAOresponses Phase 3: Action Planning and Recommendations (September - November 2016) Hosted two (2) internal Hosted two (2) external Identified recommendations workshops with over 50 staff to workshops with over 40 citizens based on findings, best collaborate on findings and to collaborate on findings and practices and citizen and staff identify actions identify actions feedback Who We Talked To: Consultation with internal and external stakeholders played an important role in the community engagement review and included interviews, facilitated discussions and workshops with: Mayor and Citizens & City Staff Council Organizations 7 - 2 Mayor and Council: City councillors meet for regularly scheduled meetings throughout the year and community engagement is considered a key priority leading up to making decisions. Individual interviews were completed with councilors to better understand their perspectives on community engagement, what is working well and what could be improved. City Staff: Staff are responsible for engaging citizens in their work by informing, consulting, collaborating and entrusting citizens where appropriate. As part of the review, discussions with staff groups were hosted to better understand challenges, opportunities and how we can better support community engagement across the corporation. Citizens and Organizations: Seeking input and feedback from citizens, advisory committees and community stakeholders is an important component in building trust and respect in the community. As part of the review, citizens and organizations were asked how the city could improve community engagement. What We Learned: During initial discussions on the Community Engagement Review, it became clear that a number of factors can impact success at various stages of an engagement activity, including before,during andafter the community engagement process. Based on what we heard and best practice research, six steps were identified and used as a guide to frame the discussion with staff and citizens. A total of 16 key recommendations have been identified. BeforeDuringAfter the Community the Community the Community Engagement Process Engagement Process Engagement Process Step 1: Define the context, Step 5: Feedbackthe Step 3: Design and purpose and objectives of the outcomes of the engagement Implementthe appropriate engagement. to those involved. methods of engagement. Reference pages 13 14 Reference page 20 Reference page 18 Step 2: Understand the Step 4: Capture and Step 6: Evaluatethe whole community and understand behaviours, engagement and its barriers to their participation. experiences and information. outcomes. Reference page Reference pages 15 -17 Reference page 19 21 To view a summary of all the recommendations included in the Community Engagement Review, please reference Section 7.0 on page 24. 7 - 3 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Strategic Priority: Open Government Strategy: 1.3 Create more opportunities for citizen dialogue on community issues and introduce new ways for people to get involved in decisions that affect them. Strategic Action: Community Engagement Review FINANCIAL IMPLICATIONS: The review identifies six areas that are likely to require future funding as the demand for community engagement initiatives, within the organization and the community, grows. While a detailed cost analysis of those recommendations is not yet available, a preliminary low vs. high cost scenario has been included to provide context to future considerations. The costs included in the schedule are incremental costs to the City and therefore the low cost scenarios involve a majority of the work being completed by staff, in particular the Community Engagement Consultant. This may not be a feasible or effective strategy for long term public engagement. Funding needs and requests will be identified and brought to Council on an as- needed basis during future annual budget cycles. For more information, reference Section 8.0 Implementation Plan on page 29. COMMUNITY ENGAGEMENT: During the community engagement review process, we reached hundreds of people through a variety of engagement methods, including: Mayor and Council through individual interviews and strategic session Over 100 city staff through 25 facilitated discussions and 2 workshops Over 100 citizens through 2 community workshops and 11 advisory committees discussions 500+ responses received through EngageKitchener online survey Hundreds of citizens engaged through street teams and events as part of the Neighbourhood Strategy INFORM Internal and external stakeholders were informed of the comprehensive community engagement review through information on , email and print advertisements. The completed report has also been circulated and available online to provide a final opportunity for stakeholders to comment. CONSULT Internal and external stakeholders were consulted as part of the Community Engagement Review through individual interviews and facilitated discussions. COLLABORATE Stakeholders were invited to attend one of four workshops for staff and citizens to discuss review findings and collaborate to identify potential actions and recommendations. ACKNOWLEDGED BY: Jeff Willmer, CAO 7 - 4 City of Kitchener Community Engagement Review 7 - 5 ` Table of Contents 3 ........................................ Ѝ Ў Џ Ѝ͵Њ hǒƩ tƩźƓĭźƦƌĻƭ ƚŅ /ƚƒƒǒƓźƷǤ А Ѝ͵Ћ hǒƩ /ƚƒƒǒƓźƷǤ 9Ɠŭ Б 5.0 Our Proc В ЊЉ ЊЊ ЊЋ {ƷĻƦ Њʹ 5ĻŅźƓĻ ƷŷĻ ĭƚƓƷĻǣƷͲ ƦǒƩƦƚƭĻ ğƓķ ƚĬƆĻĭƷźǝĻ ЊЌ {ƷĻƦ Ћʹ ƓķĻƩƭƷğƓķ ƷŷĻ ǞŷƚƌĻ ĭƚƒƒǒƓźƷǤ ğƓķ ĬğƩƩźĻƩƭ Ʒƚ Ʒ ЊЎ {ƷĻƦ Ќʹ 5ĻƭźŭƓ ğƓķ LƒƦƌĻƒĻƓƷ ƷŷĻ ğƦƦƩƚƦƩźğƷĻ ƒĻƷŷ ЊБ {ƷĻƦ Ѝʹ /ğƦƷǒƩĻ ğƓķ ǒƓķĻƩƭƷğƓķ ĬĻŷğǝźƚǒƩƭͲ ĻǣƦĻƩźĻƓĭĻƭ ğƓķ źƓŅƚƩƒğƷźƚƓ͵͵͵͵͵ ЊВ {ƷĻƦ Ўʹ CĻĻķĬğĭƉ ƷŷĻ ƚǒƷĭƚƒĻƭ ƚŅ ƷŷĻ ĻƓŭğŭĻƒĻƓ͵͵ ЋЉ {ƷĻƦ Џʹ 9ǝğƌǒğƷĻ ƷŷĻ ĻƓŭğŭĻƒĻ ЋЊ DĻƓĻƩğƌ ŷĻƒĻƭ ЋЋ 7. S ЋЍ 8. Implementation Plan ЋВ 9. ЌЊ 10. Appendix A - Engag ЌЌ 2 7 - 6 ` 1. Acknowledgements The Community Engagement Review was guided by many individuals, including city staff, community stakeholders, citizens and members of Council. Their time and efforts are greatly appreciated by the City of Kitchener. City of Kitchener Project Lead and Support: Project Lead: Josh Joseph, Community Engagement Consultant Project Administrative Support: Jenn Grein, Executive Assistant to the CAO City of Kitchener Internal Support Corporate Customer Service (CAO) Development Review (CSD) Corporate Communications and Marketing Long Range and Policy Planning (CSD) (CAO) Site Development and Customer Service Strategy and Business Planning (CAO) (CSD) Chief of Staff and Office of the Mayor (CAO) Engineering Design and Approvals (INS) Special Events (CAO) Development Engineering (INS) Business Development (CAO) Engineering Construction (INS) Kitchener Market (CAO) Stormwater Utility (INS) Downtown Community Development (CAO) Operations (INS) Arts and Culture (CAO) Design and Development (INS) Building and Permits (CSD) Transportation Planning (INS) Program and Resource Services (CSD) Parking Enterprise (INS) Older Adult Services (CSD) Utilities Managemenet (INS) Financial Planning (FCS) Volunteer Resources (CSD) Service Coordination and Improvement (FCS) Community Resource Centres (CSD) Employee Strategies and Recruitment (FCS) Aquatics and Athletics (CSD) Corporate Leadership Team Neighbourhood Strategy (CSD) Members of Kitchener City Council Aud and Arenas (CSD) Advisory Committees, Organizations and Citizens: Arts and Culture Advisory Committee Environmental Committee Advisory Committee Compass Kitchener Advisory Committee Youth Action Council Cycling and Trails Advisory Committee Mayor's Advisory Council for Kitch Downtown Action Advisory Committee Seniors Economic Development Advisory Committee Waterloo Regional Police Services Safe and Healthy Community Advisory KW Multi-Cultural Centre Committee The Working Centre Grand River Accessibility Advisory Committee Heritage Kitchener Advisory Committee Thank you to the volunteer facilitators and hundreds of staff and citizens who participated in the review process through facilitated discussions, workshops and an online survey. Thank you to Capire Consulting Group and the City of Guelph for sharing their community engagement best practices and resources. 3 7 - 7 ` 2. Introduction Citizens have told us that they want to be informed. They want to speak for themselves and they want to be heard. They want an open, transparent, accountable and accessible local government now, and for the future. issues and where it is as easy as possible for anyone to join the conversation. An engaged city brings people together for conversations to address issues that impact them most, to solve shared problems, and to bring about positive social change. It involves people in the decision-making process, encourages two-way dialogue with the City and helps us to make decisions that are more informed and reflective of our citizens concerns and values. Other benefits of engaging citizens in decisions include: Fostering trust between the City and its citizens Enabling more input from diverse audiences to be considered in key decisions Reducing conflict and looking for common ground The City of Kitchener has a longstanding tradition of extensive community engagement and we are continually working to improve the ways in which citizens can participate in the decisions that impact them most. Our commitment to continuous improvement is outlined as a strategic action within the Open Government pillar of our strategic plan: This first-ever comprehensive revi one of the ways that we are making progress on improvements. The review assessed our community engagement efforts across the organization and has identified the gaps, challenges and opportunities and how they can be addressed. 4 7 - 8 ` 3. Executive Summary Our Process (see page 9) Learn about our three (3) phase approach to delivering the Community Engagement Review. Phase 1 involved defining the purpose and objectives Phase 2 involved identifying the issues and opportunities Phase 3 involved action planning and developing recommendations Who We Talked To (see page 10) We reached hundreds of people through a variety of engagement methods: Mayor and Council through individual interviews 100+ city staff through 25 discussions and 2 workshops 100+ citizens through 2 community workshops and 11 discussions with advisory committees 500+ responses received through EngageKitchener Hundreds of citizens engaged through street teams and events What We Learned (see page 12) We learned about citizen, staff and council perspectives on community engagement, including: The importance of being clear about the purpose of engagement and how citizen input will be used The need for training, resources and support to deliver successful engagement activities That trust and respect in the process is built when the city delivers meaningful engagement focused on quality over quantity Summary of Recommendations (see page 24) Through the various conversations and workshop discussions, staff and citizens identified a number of potential actions to enhance community engagement at the City of Kitchener. A number of recommendations are proposed and success will rely on a collaborative partnership between citizens, staff and council. 5 7 - 9 ` 4. Our Vision and Promise Kitchener has long been a city that seeks to work with others. From community groups and private business and industry to neighbourhood associations and individual citizens, we believe that the diverse voices, opinions, experiences and perspectives of all of our partners is critical to the decisions that will drive our future. The Open Government pillar of our City of Kitchener Strategic Plan demonstrates our commitment to be transparent and accountable to citizens, providing easy access to information, a great customer service experience and meaningful opportunities to participate in the democratic process. In 2008, Council approved the following vision for Community engagement: YźƷĭŷĻƓĻƩ źƭ ĭƚƒƒźƷƷĻķ Ʒƚ ǒƭźƓŭ Ʒƚƚƌƭ ğƓķ ƭƷƩğƷĻŭźĻƭ ƷŷğƷ źƓǝƚƌǝĻ ƷŷĻ ĭƚƒƒǒƓźƷǤ źƓ ķĻĭźƭźƚƓ ƒğƉźƓŭ Ʒƚ ƷŷĻ ŷźŭŷĻƭƷ While this vision is still true, it has been updated based on community engagement review. The vision has been simplified and updated to include a promise to citizens about what they can expect from the City. Our Vision and Promise Our vision is for our citizens to have a meaningful role in the decisions that impact the quality of their life. Our promise to citizens is to: Provide meaningful opportunities to participate in key issues and solve shared problems. Encourage two-way dialogue with the City, when it makes the most sense. Make it as easy as possible for anyone to join the conversation. Listen and report back to citizens about the outcomes of the process. 6 7 - 10 ` ` 4.1 Our Principles of Community Engagement In 2008, guiding principles for community engagement at the City of Kitchener were developed and passed by Council. The principles were confirmed through the community engagement review. While the language has been updated, they remain the same and are consistent with principles used within many other municipalities across Canada. Our guiding principles include: Principle Our Commitment We will design and deliver engagement processes that foster respect for the diverse values, interests, knowledge and challenges of our Inclusive citizens and which allow everyone a reasonable opportunity to participate, contribute and develop a balanced perspective. We will be clear about the reasons why citizens are being involved, their role, the level of engagement required and we will report back Accountable & Transparent to our community about the outcome of the process. We will work with community partners, individuals, groups and organizations to increase our reach and seek mutually beneficial Built on Partnerships outcomes. We will provide information that is timely, accurate, balanced, easily understood and accessible and we will involve our citizens early in the Timely Communication process so that they have time to learn about the issue and actively participate. We will allocate sufficient staff and financial resources to implement Supported and Resourced and evaluate our community engagement initiatives. We will evaluate our community engagement initiatives, measure Evaluate & Improve outcomes and look for ways to continuously improve on our efforts. 7 7 - 11 7 - 12 5. Our Process The image below describes the three (3) phases of the Community Engagement Review: Phase 1 involved defining the purpose and objectives Phase 2 involved identifying the issues and opportunities Phase 3 involved action planning and developing recommendations Phase 1: Defining the Purpose and Objectives (January - March 2016) Develop project charter, identify Confirm direction and scope of work Interviews and strategic session with stakeholders and methods of in staff reports CAO-16-006 and 16- Mayor and Council engagement 012 Phase 2: Identify the Issues and Opportunities (April - August 2016) Collected over 500 online survey Discussions with 25 internal staff Discussions with 11 citizen advisory comments, in partnership with the groups in INS, CSD, FCS, CAO committees Neighbourhood Strategy Phase 3: Action Planning and Recommendations (September - November 2016) Identified actions and Hosted two (2) internal workshops Hosted two (2) external workshops recommendations based on findings, with over 50 staff to collaborate on with over 40 citizens to collaborate best practices and citizen and staff findings and identify actions on findings and identify actions feedback and involvement 7 - 13 ` 5.1 Who We Talked To City Staff Mayor and Council Citizens and Organizations City staff are responsible for engaging City councillors meet for regularly Seeking input and feedback from citizens in their work by informing, scheduled meetings throughout the citizens, advisory committees and consulting, collaborating and year and community engagement is community stakeholders is an entrusting citizens where appropriate. considered a key priority when important component in building trust As part of the review, discussions with making decisions. Individual and respect in the community. As part staff groups were hosted to better interviews were completed with of the review, citizens and understand challenges, opportunities councilors to better understand their organizations were asked how the city and how we can better support perspectives on community could improve community community engagement across the engagement, what is working well and engagement. corporation. what could be improved. Common themes identified include: Common themes identified include: Common themes identified include: Improve understanding and Enhance the public meeting Provide more time and options for citizens to provide expectations of the process and provide more feedback engagement framework opportunities for citizens to (Inform, Consult, Collaborate, interact with city staff Explain the purpose of asking for public input and how it will Entrust) Reach more citizens of diverse be used Provide more training, cultures and those who do not support, resources and typically get involved Make information easy to find and understand expertise to staff delivering Pursue partnerships in the engagement activities Notify the public about the Ensure appropriate staff and final decisions and how their financial resourcing is in input was used place for engagement initiatives 10 7 - 14 ` 5.2 How We Engaged During the review, we used a range of engagement techniques and strategies to reach our stakeholders, including: 11 7 - 15 ` 6. What We Learned During initial discussions on the Community Engagement Review, it became clear that a number of factors can impact success at various stages of an engagement activity, including before, during and after the community engagement process. Based on what we heard and best practice research, six steps were identified and used as a guide to frame the discussion with staff and citizens. Before During After the Community the Community the Community Engagement Process Engagement Process Engagement Process There are many important things to There are many important things to There are many important things to consider during a community consider before starting a community consider after a community engagement initiative, two of the engagement initiative, two of the engagement initiative, two of the most important being: most important being: most important being: Step 3: Design and Implement the Step 1: Define the context, purpose Step 5: Feedback the outcomes of the and objectives of the engagement appropriate methods of engagement engagement to those involved Step 2: Understand the whole Step 4: Capture and understand Step 6: Evaluate the engagement and community and barriers to their behaviours, experiences and its outcomes participation information Before During After Step 2: Step 3: Design Step 4: Step 5: Step 6: Step 1: Define Understand & Implement Capture Feedback Evaluate 12 7 - 16 ` Step 1: Define the context, purpose and objectives of the engagement Each community engagement activity is a unique experience that includes a different topic, audience, and conversation. Through the review, we heard that it is important to define the rationale for the engagement process so it can be owned and understood by everyone involved. Through the workshop and interview discussions, the following themes and recommendations were identified: What We Heard Recommendation Defining the purpose, objectives and expectations of community 1) Corporate Calendar of Engagement engagement Activities The purpose of engagement and how citizen input will be used in That a corporate calendar of decision making is not always explained or understood. engagement activities be created and It can be challenging to ask the right questions and determine if made available on the intranet to they really provide the information that is needed for a given improve internal coordination and project. collaboration of engagement Expectations around the different types of engagement and how activities, with each staff group being to measure success is not clearly defined. required to provide the date, time and location of each engagement Deliver community engagement through coordination and collaboration activity. 2) Community Engagement Working Coordination of engagement activities and collaboration between Group staff groups is limited across the city. Collaboration may not always be possible due to project timelines, That an internal Community resources and objectives but should be encouraged where Engagement Working group be possible. established, with staff representatives Citizens can feel a sense of fatigue with being asked to participate from each department who design and deliver engagement initiatives, to: in various engagement activities that are not clearly explained, do Build internal expertise not seem related or incorporate previous findings. Foster collaboration and Staff groups are not always aware of other engagement activities connection across the corporation and this can lead to scheduling conflicts Assist with the development that can limit public participation. of tools, templates and If there was more understanding of other planned activities, staff training may have more opportunities to partner when engaging with Share lessons learned for citizens, share lessons learned, and build internal capacity and continuous improvement expertise. The purpose of gathering public input 43% and how it will be used is explained. (see Appendix A) What can the city do to encourage you to share input? 43% of survey respondents selected Explain the purpose of asking for public input and 13 7 - 17 ` Step 1: Define the context, purpose and objectives of the engagement What We Heard Recommendation 3) Community Engagement Plans Knowledge and application of the existing community engagement a) That the city develops a framework and toolkit is limited across the corporation. Community Engagement Plan Expectations around the different types of engagement are not process based on review findings clearly defined and staff have requested support in understanding and best practice research, to when Inform, Consult, Collaborate and/or Entrust is most appropriate provide a flexible, scalable and Citizens do not always understand the difference between the level of effective plan for engaging with engagement and how their input will be used citizens on decision-making, including but not limited to: Defining legislative requirements: Step 1: Define In some matters, the City is bound by legislation to involve the public Step 2: Understand in a specific way and in accordance with dictated timelines. Step 3: Design and The City takes direction from the Ontario Municipal Act, the Ontario Implement Planning Act, the Ontario Environmental Assessment Act, and the Step 4: Capture Accessibility for Ontarians with Disabilities Act, among others. Step 5: Feedback Departments including but not limited to Planning, Engineering and Step 6: Evaluate Transportation Services often involve various legislated requirements. The City is obligated to adhere to these requirements although it is b) That Community Engagement encouraged to go beyond the minimum legislated requirements in Plans be required for all appropriate circumstances. corporate projects that Consult, Collaborate and Entrust citizens, Developing Community Engagement Plans including projects that may be controversial, politically sensitive Development of Community Engagement Plans is limited across the and/or have significant financial city but can be helpful in identifying key stakeholders, asking the right impacts. The six step plan can be questions and understanding the various methods and techniques scaleable depending on the type appropriate to a community engagement process. of project, legislated Development of Communications Plans, led by Corporate requirements and framework Communications and Marketing, are more consistently applied to level. projects and can increase public participation in a project by informing the public through successful marketing strategies and c) That the Corporate Leadership tactics. Team provides direction and approval of Community appropriate. For projec Engagement Plans for projects that may be controversial, Development of a Community Engagement Plan involves politically sensitive and/or have collaboration between citizens, stakeholders and staff, which may significant financial impacts. involve the Project Lead, Corporate Communications, the Community Engagement Consultant and the Corporate Leadership Team. For some engagement activities, a Neighbourhood Liaisons may also be involved to assist in neighbourhood specific engagement. 14 7 - 18 ` Step 2: Understand the whole community and barriers to their participation Citizens may face barriers to engagement for a range of reasons and it is important to understand the characteristics of the community to strengthen the quality of the opportunity to participate in engagement activities or projects and may include personal resources, motivation, attitude and cultural factors. Through the workshop and interview discussions, the following themes and recommendations were identified: What We Heard Recommendation 4) Special Outreach Strategy Council expressed an interest in reaching people not That the city develops a Special Outreach typically involved and residents from diverse Strategy and invests in building and backgrounds developing key relationships to broaden Some staff groups try to reach these audiences, but it can engagement among people who do not be challenging, especially when there is no existing typically get involved, with a focus on: connection or relationship Some staff are not experienced in building these Developing partnerships, connections and it can often take time, resources and opportunities and relationships with patience before engagement can take place key organizations to broaden Some staff groups who work more directly in the engagement among youth, seniors, community have noted that some residents feel excluded low-income residents, LGBTQ+, and their involvement is limited due to language barriers persons with disabilities, and other and cultural factors diverse audiences we may not be Adopting strategies to reach these audiences effectively currently reaching can take extra time and resources that may not be Developing partnerships, available for every project, so there is a need to prioritize opportunities and relationships to and manage expectations about what is feasible and broaden engagement with cultural appropriate communities including new Best practice research provides insights on the audiences Canadians, Indigenous groups and and barriers to participation, but having dialogue with other ethnic organizations, these groups directly is necessary to find a solution that addressing language barriers, will work for Kitchener residents. understanding cultural sensitivities and overcoming barriers to participation Citizens are included, represented and respected in the city's decision What can the city do to 27% making (see Appendix A) encourage you to share input? 27% selected involve citizens who do not typically provide 15 7 - 19 ` Step 2: Understand the whole community and barriers to their participation What We Heard Recommendation 5) Staff Training The city provides an internal introduction to community engagement training Program engagement practices. However, additional training was requested that is more That a training specific and provides staff with concrete examples and tools to use in their program for staff be everyday work. developed to support the Community program, online modules, webinars, and other media. Guest speakers can also Engagement Review be an effective way of sharing stories and best practices. recommendations A variety of training topics were discussed, including but not limited to the following: approach to o Modules on the various resources and tools the city has or will be community developing to support engagement activities (see Recommendation 15: engagement Updating the Community Engagement Toolkit) practices, including o in-person facilitated appropriate tools and techniques to Inform, Consult, Collaborate and training sessions, Entrust citizens in decision-making online modules, guest o Module on how to understand what information should be collected and speakers, webinars how to develop effective survey questions and other training o Module on best practices for online engagement and how to make support as needed to online surveys and engagement campaigns most successful build internal o Module on best practices for improving the public meeting process, capacity and including how to deliver a successful public meeting or workshop and expertise. understanding when a formal presentation, drop-in, or mix of both is most appropriate o Module on how to analyze quantitative and qualitative citizen feedback to identify key themes and recommendations o Module on how to design engagement activities that are consistent with the AODA and MFIPPA legislation o And more, as the training is intended to be flexible and adaptable to s can be challenging and it would be great to have specific training on how to develop surveys 2016 Staff Workshop Participant 16 7 - 20 ` Step 2: Understand the whole community and barriers to their participation What We Heard Recommendation 6) As key leaders and decision makers within the City, the support of City Council is important for successful a) That community engagement training, tools, community engagement initiatives. templates are made available to Council in an As new community engagement policies, procedures effort to help Council members understand and practices emerge following the review, it is the approach, philosophy, practices and important Council receives the appropriate support and resources that the City uses to engage with our resources citizens. As members of Council have a unique relationship with constituents and residents, there is an opportunity to b) That members of Council be supported act as champions in sharing information and seeking public input during city-wide consultations occurring with advice, tools and resources to act as within a specific ward or in the larger community champions and partners in sharing information and seeking public input during city-wide consultations with significant community, financial and/or political impact. Strong relationships are needed to reach peopl 2016 Staff Workshop Participant 17 7 - 21 ` ` Step 3: Design and Implement the appropriate methods of engagement There are some techniques which work better than others depending on the project, activity and engagement framework level (i.e. Inform, Consult, Collaborate, Entrust). Tools and techniques require different levels of investment in staff time and resources. What We Heard Recommendation Provide enough time and options for citizens to provide feedback 7) Coordinated Street Team and Citizens and advisory committees have indicated that there is not Event Booth always enough time available to provide feedback or they find out too late in the process That the feasibility of a People have different preferences, so more options to provide coordinated street team and feedback is preferred, including a mix of traditional and digital event booth be explored, to engagement methods provide citizens with a single Although online surveys and e-participation platforms are becoming place to access information about increasingly popular, face to face engagement is always important, engagement activities, including: especially at public meetings. Some citizens, staff and councilors A coordinated street prefer formal presentations, drop-in format, or a mix of both team, delivered by part- options. time or full-time staff Clear guidance, expectations and criteria are needed to design and resources, who go to implement engagement activities that are appropriate for the topic where the people are (i.e. and framework level. grocery stores, malls, Go to where the people are parks, events) to provide information about Citizens and council have expressed an interest in street teams and upcoming engagement activities and encourage could include commercial areas, schools, institutions, special events, participation. festivals and more. A coordinated event Some staff groups accommodate this by attending events in the booth presence at special community or hiring part-time staff, but it requires significant events, delivered by part- resources that may not be available for every project. Some staff feel time or full-time staff they are unsure if they have done enough community engagement resources, where citizens but do not necessarily have the resources to attend events can access information A coordinated street team and event booth could have all staff about upcoming groups participate to share information and save time and resources. engagement activities in one place. Many options are available to share input (i.e. in person, online, at events) (see Appendix A) What can the city do to 24% encourage you to share input? 24Collect in-person feedback in places where 18 7 - 22 ` Step 4: Capture and understand behaviours, experiences and information Capturing the experiences, behaviours and information that arise from an engagement activity is an important phase in a successful engagement process. What We Heard Recommendation 8) Neighbourhood Demographic Profiles Data such as age, gender, postal code, income and more can be helpful factors to consider in understanding the That the proposed Neighbourhood Demographic unique needs and perspectives of a community. Profiles as recommended in the Neighbourhood However, there must be a balance of asking for this Strategy be utilized by staff to improve information and citizens need to know why this understanding of the local community and tailor information is being collected engagement activities based on demographics Some staff groups collect demographic information but and unique needs. it is not always consistently applied, and some citizens are reluctant to provide personal information without knowing how it will be used or stored 9) Statistically Representative Data Collecting statistically representative data is the process of choosing a representative sample from a target That staff investigate the business case for the population and collecting data from that sample in order collection of statistically-representative data to understand something about the population as a including the options for its collection, how whole. collection would be funded and what the criteria The city rarely conducts statistically representative would be for using surveys that provide surveys due to significant financial resources required. statistically-representative data. The investigation will include but, not be limited to: As part of the Strategic Plan every 4 years, a statistically Explore opportunities to enhance the representative survey is conducted, although this is an existing EngageKitchener platform exception as few other staff groups have the resources Explore cost for statistically- required to conduct this type of survey for their projects. representative telephone/online surveys EngageKitchener provides the city with more robust to be conducted by other third-parties analytics than has been available in the past, including Define criteria and expectations when a responses by age, gender and ward. However, this is still statistically representative survey may be not considered a statistically representative process. required 10) Opt-in Contact Information Citizens want an easier way to self-select the projects that interest them and they want to choose what to stay That a single repository for opt-in contact updated on, consistent with the findings of the information be created, consistent with MFIPPA DigitalKitchener Strategy legislation, to allow citizens to self-select A single repository of opt-in contact information would information about projects that interest them allow citizens to select all the projects that interest them most at one time, while still being consistent with Municipal Freedom of Information and Protection of Privacy Act (MFIPPA-Spam legislation (CASL) 19 7 - 23 ` ` Step 5: Feedback the outcomes of the engagement to those involved Providing feedback to participants and the broader community is an important step in the engagement process. Providing feedback informs participants about the collective impact of the engagement, strengthens relationships and builds trust in the process. What We Heard Recommendation 11) Reporting Back to Citizens decision making. In order to build trust in the community engagement process, it is That annually the City report imperative that public input is taken into account and reflected in the final outcomes and decisions. community engagement This does not necessarily mean that every opinion or interest will be activities to help provide addressed by the City as each citizen may be advocating for their own context and information about interests and municipalities generally meet the needs of as many the growing number of ways people as possible. However, rationale and explanation should be provided for why decisions are made. citizens are getting involved in It is important to report back to citizens about the outcomes, next the decisions that impact them. steps, and how their feedback was used, both annually as part of a general update and after each engagement activity, regardless of the size or scope. Public input is taken into Information is shared about account and reflected in the the final outcomes and next final outcomes and decisions steps (see Appendix A) (see Appendix A) nvolved but where is everyone else? We need to find 2016 Citizen Workshop Participant 20 7 - 24 ` ` Step 6: Evaluate the engagement and its outcomes Sharing experiences and insights and critically evaluating the methods used for community engagement activities will allow the city to improve and build trust with citizens. What We Heard Recommendation 12) Community Engagement Some staff groups provide feedback forms at engagement activities, but it is not a consistently applied practice for every project Evaluation Some citizens have expressed that we are not always learning from our That community engagement mistakes or building internal expertise project evaluation templates be developed to be completed by and what needs to change when planning and delivering engagement both staff and citizens to inform activities. This evaluation focuses on the process itself and considers budget, timelines, organization, overall success, return on efforts, including: investment/time, what can be improved, how staff can better work Staff templates to together, etc. evaluate the effectiveness of engagement processes well and what needs to change at engagement activities. This to identify successes and evaluation focusexperience with the areas for improvement. engagement activity Templates that encourage Standardized questions could be asked for all engagement activities to citizen evaluation of their measure and compare results across all city engagement activities experience of our engagement initiatives. To build a better engagement process, we need to take a step back, learn from our mistakes and continuously improve. 2016 Citizen Workshop Participant 21 7 - 25 ` General Themes General themes and recommendations were also identified that apply to the entire engagement process and are identified below. What We Heard Recommendation 13) Community Engagement Policy Staff, council and citizens have asked for more consistency in how the city delivers engagement activities, with more robust training, tools i) That a Community Engagement and resources provided. Policy be created that supports the Through completing a comprehensive community engagement review findings and the view that review, the City of Kitchener can develop a formal Council policy that: involvement of the community and o Upholds the view that involvement of the community and key key stakeholders in planning and stakeholders in planning and decision making for the city is decision making for the city is fundamental to effective governance fundamental to effective governance. o responsibility to effectively, and consistently, communicate The policy should provide direction consult and engage the community is fulfilled. and guidance to ensure that o Addresses key existing gaps responsibilities to effectively The objectives of a formalized community engagement policy will communicate, consult and engage the include: community are fulfilled. o Building on the work that has already been completed with ii) That all consultants, businesses or Community Engagement Tool Kit. organizations hired by or partnering o Identifying clear consistent guidelines for City Staff, Council with the city to deliver engagement and the public to facilitate a coordinated approach to community engagement. activities be required to follow the o I to consultation and engagement activities so that citizens and Community Engagement Plan know what to expect. template. This requirement should o Facilitating Council decision-making that is open, transparent, responsive and accountable to the community. proposals. 14) Engagement in 2008. Staff and citizen awareness and knowledge of the framework and toolkit are limited. There is an opportunity to redesign and reintroduce this content to staff and the community with updated Engagement be created to increase community engagement content and design materials public awareness, understanding Citizens and staff are sometimes confused about the engagement framework and the difference between Inform, Consult, Collaborate, engagement framework and Entrust. The need for plain language and simple to understand activities, including print and digital concepts, graphics and questions were requested by citizens. materials, videos, and other Based on the financial resources provided, the city may be able to communications tools that can be create print and digital materials, videos, and other tools. These utilized by all staff groups across the resources can be available to all staff groups responsible for delivering corporation. community engagement activities. 22 7 - 26 ` General Themes What We Heard Recommendation 15) ideas, tools and information Community Engagement Toolkit be from numerous sources and references to meet the specific goals and updated to reflect the values of the Corporation of the City of Kitchener. recommendations in the The toolkit contains useful materials but staff are not aware of it and Community Engagement Review are not using it consistently in their day to day work related to and act as a resource guide for staff community engagement. that provides information, tools, A number of tools, resources and support were requested throughout resources and support for staff the engagement process that include: leading engagement activities, o Defining the context for community engagement, goals and including but not limited to: objectives, engagement plan templates o Understanding barriers to participation, effective strategies for Public meeting guidelines specific audiences (including employers and workplaces), in- and resources person and online training programs Facilitating effective o Designing and implementing successful and effective workshops and meetings engagement methods, tailored specifically for when staff Online engagement and Inform, Consult, Collaborate and Entrust citizens encouraging two-way o Capturing the feedback, including templates and tools to dialogue with citizens organize information, identify key themes and analyze trends Selecting the appropriate o Feedback with citizens, including guidelines and strategies for engagement framework closing the feedback loop and keeping citizens involved level o Evaluating the engagement activities, with tools and templates When to use and when to provided to access the staff and citizen experience avoid certain engagement activities and methods 16) That an implementation plan During the review, it was identified that successful community engagement takes time, effort and support in the form of both staff be developed to define timelines, and financial commitment. potential cost and resources As a next step, a full implementation strategy, with more detailed required to implement the timing and budget considerations, will be developed to support the recommendations within the findings and recommendations from the community engagement Community Engagement Review. review. Reference Appendix XX for a Funding needs and requests will be identified and brought to Council preliminary cost estimate of low on an as-needed basis during future annual budget cycles. and high funding impact scenarios. Other minor themes discussed during the review including increasing voter turnout at municipal elections, improving partnerhips with employers and workplaces to participate in engagement activities, and having neighbourhood bulletin boards or displays to share information with citizens. 23 7 - 27 7 - 28 25 131314 Page reference mework level. , including but not limited to: making - ff representatives from each t Consult, Collaborate and Entrust each staff group being required to provide the date, time with citizens on decision be created and made available on the intranet to improve internal vement Recommendation Calendar of Engagement Activities ion of each engagement activity. Build internal expertise Foster collaboration and connectionAssist with the development of tools, templates and trainingShare lessons learned for continuous improStep 1: DefineStep 2: UnderstandStep 3: Design and ImplementStep 4: CaptureStep 5: FeedbackStep 6: Evaluate corporate calendar of engagement activities That Community Engagement Plans be required for all corporate projects tha That the city develops a Community Engagement Plan process based on review findings and best practice research, to That the Corporate Leadership Team provides direction and approval of Community Engagement Plans for projects ) ) ) Corporate That a coordination and collaboration of engagement activities, withand locatCommunity Engagement Working GroupThat an internal Community Engagement Working group be established, with stadepartment who design and deliver engagement initiatives, to:Community Engagement Plansaprovide a flexible, scalable and effective plan for engaging bcitizens, including projects that may be controversial, politically sensitive and/or have significant financial impacts. The six step plan can be scaleable depending on the type of project, legislated requirements and fracthat may be controversial, politically sensitive and/or have significant financial impacts. )) e ore Define BeforBefBefore ((Define(Define) Community Community Community Engagement Engagement Engagement Theme 123 ` 7 - 29 26 15161718 re es help Council staff resources, where time - or full time and other diverse audiences we may not - itated training sessions, online modules, to act as champions and partners in sharing staff resources, who go to where the people a person facil time - - delivered by part arriers to participation or full time and other ethnic organizations, addressing language barriers, - wide consultations with significant community, financial and/or political - special events, groups es and relationships to broaden engagement with cultural communiti team and event booth be explored, to provide citizens with a single place to with advice, tools and resources delivered by part Indigenous be developed to support the Community Engagement Review recommendations and the ted street s, opportunities and relationships with key organizations to broaden engagement among income residents, LGBTQ+, persons with disabilities, - coordina ns can access information about upcoming engagement activities in one place. Developing partnershipyouth, seniors, lowbe currently reachingDeveloping partnerships, opportunitiincluding new Canadians, understanding cultural sensitivities and overcoming bA coordinated street team, (i.e. grocery stores, malls, parks, events) to provide information about upcoming engagement activities and encourage participation. A coordinated event booth presence atcitize training program for staff ation and seeking public input during city Training Program -- Special Outreach StrategyThat the city develops a Special Outreach Strategy and invests in building and developing key relationships to broaden engagement among people who do not typically get involved, with a focus on: Staff That a webinars and other supports as needed.That community engagement training, tools, templates are made available to Council in an effort tomembers understand the approach, philosophy, practices and resources that the City uses to engage with our citizens. That members of Council be supported informimpact.Coordinated Street Team and Event BoothThat the feasibility of a access information about engagement activities, including: ))) ore ore ore BefBefBefDuring nderstand Community Community Community Community Implement) (Design and Engagement Engagement Engagement Engagement (U(Understand(Understand 4567 ` 7 - 30 27 1919192021 - parties - be utilized by including the options for its o be completed by both staff and citizens to representative data - . statistically representative survey may be required luation of their experience of our engagement initiatives. include but, not be limited to: representative telephone/online surveys to be conducted by other third - case for the collection of statistically in contact information be created, consistent with MFIPPA legislation, to allow citizens to - Explore opportunities to enhance the existing EngageKitchener platform Explore cost for statisticallyDefine criteria and expectations when aStaff templates to evaluate the effectiveness of engagement processes to identify successes and areas for improvement.Templates that encourage citizen eva in Contact Information select information about projects that interest them most - - Neighbourhood Demographic Profiles That the proposed Neighbourhood Demographic Profiles as recommended in the Neighbourhood Strategy staff to improve understanding of the local community and tailor engagement activities based on demographics and unique needs.Statistically Representative Data That staff investigate the businesscollection, how collection would be funded and what the criteria would be for using surveys that provide statisticallyrepresentative data. The investigation willOpt That a single repository for optselfReporting Back to Citizens information about the growing number of ways citizens are getting involved in the decisions that impact them.Community Engagement EvaluationThat community engagement project evaluation templates be developed t After After During During During (Capture)(Capture)(Capture) (Evaluate) (Feedback) Community Community Community Community Community EngagementEngagementEngagementEngagement Engagement 89 101112 ` 7 - 31 28 22222323 f 30 nd other and support for staf , videos, a materials resources ommendations in the Community and digital to the Implementation Plan section on page the review findings and the view that involvement of the supports or proposals. and high funding impact scenarios. way dialogue with citizens - planning and decision making for the city is fundamental to effective governance. The policy ultants, businesses or organizations hired by or partnering with the city to deliver engagement activities lementation plan be developed to define timelines, potential cost and resources required to implement the ilitate effective workshops and meetings Public meeting guidelines and resourcesFacOnline engagement and twoSelecting the appropriate engagement framework levelWhen to use and when to avoid certain engagement activities eliminary cost estimate of low ) That all cons ) That a Community Engagement Policy be created that Community Engagement Policy acommunity and key stakeholders inshould provide direction and guidance to ensure that responsibilities to effectively communicate, consult and engage the community are fulfilled.bcommunications tools that can be utilized by all staff groups across the corporation. Community Engagement ToolkitEngagement Review and act as a resource guide for staff that provides information, tools,leading engagement activities, including but not limited to:Implementation PlanThat an imprecommendations within the Community Engagement Review. Reference for a pr GeneralGeneralGeneralGeneral 13141516 ` 7 - 32 7 - 33 30 additional ++ $150,000$160,000 participation platform or acquiring a new platform, - time equivalent positions to lead, advise and support - time staff scheduled for 35 hours per week per position, 4 - other events ies for a comprehensive approach to language translation and ampling, weighted responses, analytical reporting and more. Posters, handouts, pull up bannersSocial media campaignPrint ads in various newspapers and media outlets Printed guide for citizensVideo content describing engagement frameworkDigital ads and campaignsLed by existing staff resources and consultants with expertise in special outreach and community building Increased opportunities to comprehensively tailor engagement activities for each audience and build stronger relationships Opportunitcultural accomodations By updating the existing eachieving more statistically representative data may be possibleAdditional costs may be required to develop improved features such as random sLed by existing staff resources and external expertise through Capacity program andIncreased opportunities for printing, graphics and other training materials Increased opportunities to pursue external partnerships with consultants and organizations who specialize in community engagement training2 temporary fullmonth positionPresence at city facilities and events, as well as extended reach in broader community and neighbourhoodsAcquiring additional fullcorporate engagement activities This model relies on a centralized approach where staff receive responsible for planning, delivering and evaluating engagement activities. ,000: High Cost Scenario $20,000:$80,000: $50,000+: $20,000: $40$100,000+: Annual Costs One Time Costs istically significant engagement activities and nd other training materials sis ribution to citizens and organizations $30,000$30,000 s to lead , advise and support corporate engagement time staff scheduled for 20 hours per week per position, 4 month opportunities to pursue external partnerships with consultants - Posters, handouts, pull up bannersSocial media campaignPrint ads in community newspapers Led by existing staff resourcesSome opportunities to offer tailored relationship building with each audience on an ad hoc basisOpportunities for language translation and other or cultural accomodations on an ad hoc baThe city is able to collect some demographic and geographic data through EngageKitchener, but it is not consider statLed by existing staff resources through Capacity program Some costs for printing, graphics aSomeand organizations who specialize in community engagement training 2 partpositionPresence at city facilities and city events only, with limited reach in broader community and neighbourhoodsFocused on information dist1 full time equivalent position (Community Engagement Consultant) currently existactivities This model relies on a decentralized approach where staff have greater responsibility in delivering and evaluating engagement practices through training and resource development 000: ,000: Low Cost Scenario $10,000:$20,000:$0 $10,$20$0: and see ams 8.0 Implementation Plan )))) l Outreach Training Total Annual Cost ommunity Total One Time Cost RecommendationCEngagement (see page 22SpeciaStrategy (see page 15 Statistically Representative Data (see page 19) Staff Program (page 16Coordinated Street TeEvent Booth (see page 18Staff Resources ` 7 - 34 9. Roles and Responsibilites We all have a role to play in delivering successful community engagement activities, including city staff, Council and citizens. Roles and responsibilities for everyone involved have been clearly defined to manage expectations and effectively work together on the decisions that affect our community. Role of the City: It is the responsibility of the City to assess opportunities for community engagement in dealing with specific City-led initiatives (except for issues dictated by law or regulation), to plan and manage the community engagement process including reporting to Council on results when appropriate. The City will be transparent and accountable for acting in accordance with the commitment that is made to the public. Council and city staff will engage with citizens in a way that is respectful and considerate of citizens and will demonstrate that the views and involvement of citizens are valued by the City. perspective is important and is typically not the only factor influencing a decision by the City. The results of the community engagement process must be put in the context of applicable legislated requirements, city regulations, council approved policy and strategies, technical considerations and financial constraints before a decision is made. When all things are taken into account, the City may make a decision that is inconsistent with the majority of input received from the community through the engagement process. In these situations, the City will explain to the public how their contribution was taken into account and the rationale for the decision that was made. The results of community engagement are never a substitute for the democratic process and do not replace the legitimate role of elected representatives in decision-making. City of Kitchener Engagement Staff Responsibilites: The Community Engagement Consultant is responsible for implementing the Community Engagement Framework in collaboration with Communications, Project Leads and Neighbourhood Liaisons, including: Develop an implementation plan for the Community Engagement Review recommendations and complete associated work Work with project staff and Corporate Communications to develop or review appropriate Community Engagement Plans Work with project staff as needed to implement Community Engagement Plan activities Work with project staff to develop request for proposals / tenders, to include appropriate Community Engagement Plans and activities Liaise with consultants to provide oversight of Community Engagement Plan and activities Work with project staff to ensure the Corporation has effective systems to monitor, record, coordinate and evaluate its community engagement activities Annually provide Council, staff and citizens with performance reports regarding the success of the Community Engagement Framework and Policy Work with Human Resources and City employees to develop and implement appropriate community engagement training and supports for City employees 7 - 35 9. Roles and Responsibilites City Staff Responsibilities: City employees who are responsible for projects that involve community engagement will: Use the Community Engagement Framework to determine if community engagement is appropriate, with support from the Community Engagement Consultant as needed Work with the Community Engagement Consultant, Corporate Communications and Neighbourhood Liaisons to develop appropriate Community Engagement Plans Develop Community Engagement Plans for all projects that involve Consult, Collaborate and Entrust, to ensure adequate timelines and resources for community engagement Notify the Community Engagement Consultant of any planned community engagement activities Ensure that community engagement activities comply with the Community Engagement Framework and Policy Ensure consultants or external organizations undertaking community engagement activities on behalf of a City department work with the Community Engagement Team throughout the project to comply with Community Engagement Framework and Policy Ensure the project report accurately reflects stakeholder feedback and close the feedback loop with those who provided input Support the Community Engagement Consultant to evaluate community engagement at the City of Kitchener Citizen Responsibilities: Citizens are asked to: Focus on the decision to be made or the question to be answered Recognize the City must consider the needs of the whole community Request alternative ways of participating if required Listen to understand the views of others Provide input and feedback within project timelines Encourage others to offer input Council Responsibilities: As key leaders and decision makers within the City, the support of City Council is important for successful community engagement initiatives. Some of the key responsibilities in which Council can continue to support community engagement activities include: Attend and participate in public meetings and events for engagement initiatives Share information about campaigns with constituents through social media, newsletters, and other methods Have informal conversations and/or ward meetings with constituents about key issues Review the information gathered through community engagement campaigns and use it to inform key decisions Ensure that appropriate project timelines and resources required for community engagement initiatives are in place. Encourage City employees to follow the Community Engagement Policy and Framework 7 - 36 Unregistered Users urvey Results EngageKitchener S Registered Users registered user is someone who has registered for an account. Someone who registers provides their name, address, and email As part of the Neighbourhood Strategy online survey, three questions were asked related to the Community Engagement Review 620 surveys were completed (180 from registered users and 440 from unregistered users)A address during registration and they verify their email account. An unregistered user is someone who posts a statement without signing in and providing their name, address and email address EngageKitchener Survey Results for the Community Engagement Review 1. Please tell us about your experience when sharing input with the city. Your experience could relate to the Neighbourhood Strategy or a past time when you shared input on any topic. 10. Appendix A 7 - 37 34 ` 7 - 38 35 ` 7 - 39 36 ` 7 - 40 37 ` 7 - 41 38 registered Users Un Registered Users How would you like to share input with the city? ` Ћ͵ 7 - 42 39 Unregistered Users Registered Users What can the city do to encourage you to share input? ` 3. 7 - 43 40 postal codes provided by users on Review 512 Based on a total of EngageKitchener stered users on EngageKitchener Based on a total of 180 regi ` EngageKitchener Survey Results for the Community EngagementWard Map and Postal Code Locations 7 - 44