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.
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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
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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.
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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
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City of Kitchener
Community
Engagement
Review
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`
Table of Contents
3
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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.
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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.
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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.
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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.
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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.
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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
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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
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5.2 How We Engaged
During the review, we used a range of engagement techniques and strategies to reach our stakeholders, including:
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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
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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
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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.
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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
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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
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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
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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
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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)
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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
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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
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`
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
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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
`
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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
`
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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
`
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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
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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
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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
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35
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36
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37
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registered Users
Un
Registered Users
How would you like to share input with the city?
` Ћ͵
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39
Unregistered Users
Registered Users
What can the city do to encourage you to share input?
` 3.
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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
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