HomeMy WebLinkAboutCAO-19-006 - Council Review of Draft 2019-2022 Strategic Plan Goals and ActionsREPORT TO:Council
DATE OF MEETING:April 1, 2019
SUBMITTED BY:Kathryn Dever, Director,Strategy and Corporate Performance,
519 741 2200 ext. 7370
PREPARED BY:Karen Cooper, Manager,Strategic and Business Planning,
519 741 2200 ext. 7817
WARD (S) INVOLVED:All Wards
DATE OF REPORT:March 26, 2019
REPORT NO.:CAO19-006
SUBJECT:Council Review of Draft2019-2022Strategic Plan Goals and Actions
___________________________________________________________________________
RECOMMENDATION:
That the draft Strategic Plan goals and actions contained in Report CAO19-006be made
available for public review and comment prior to finalizingthe 2019-2022 Strategic Plan
for Council consideration in June 2019.
BACKGROUND:
Staff presented draft goals and example actions on January 29, 2019 as part of seeking Council
input and direction in preparing a new Strategic Planfor 2019-2020.The information was based
on in-depth engagement with the public, Council and staff over the course of many months.
Council members provided extensive comments and suggestions for staff to work with.
Following the Council Strategy Session, staff met with Councillors individually to gain a deeper
understanding of areas tofocus on and discussedhow Councillor comments would be
addressed in creating the new Strategic Plan. Additional work was completed by the Corporate
Leadership Teamand representatives of the Strategic Plan staff team to develop thecomplete
set of goals and actionsin this report.Appendix A to this report demonstratesaccountability for
howCouncil comments have been addressed, and changes made,in developing the draft goals
andactions presented in this report.
This report presents five draft goals and proposes twenty-five specific, measureable, achievable,
realistic and timely actions for Council review. The goals and actions are transformational and,
whensuccessfully implemented over the next four years, will address community and Council
priorities. The purpose of this report and associated Council strategy session is to validate this
content with Council prior togoing out for one final round of public feedbackduring April and
May 2019.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 orTTY 1-866-969-9994 for assistance.
1.c. - 1
REPORT:
Following consultation with Council, five goal statements have been developedfor the 2019-
2022 Strategic Planin the following thematic areas:
People Friendly Transportation
Environmental Leadership
Vibrant Economy
Caring Community
Great Customer Service
Each of the five goal statements has five associated actions for a total of 25 actions in the
Strategic Plan.
Staff have begun to map how the proposed goals and actions address the United Nations
Sustainable Development Goals (SDG). SDG Goal 11-Sustainable Cities and Communities-
is most relevant,but all of the SDG goals can be considered in developing Kitchen
Plan. The alignment with SDGs is indicated by the relevant SDG iconsassociatedwith the draft
Strategic Plan goalsas depicted below.
The following Strategic Plan goals and actions are proposed for Council feedback and public
review.
1.c. - 2
1.c. - 3
Next Steps
Input received from Councilwill be taken into consideration in refining the draft goals and actions,
followed by a period of community engagementwith the public and stakeholders in April and
May 2019.
1.c. - 4
Awarenessof the opportunity for thepublic and stakeholders to review andprovide comments
onthedraft Strategic Plan goals and actionswill be promoted through a mediarelease,a
social mediacampaign,Engage Kitchener online survey,direct contact with a broad rangeof
stakeholders including citizen advisorycommittees, neighbourhood associations, business,
social, environmental and institutionalorganizations and internal staff engagement.
Engagement will focus on:
What do you think of the actions we have proposedtotakein each of the theme areas
over the next four years?
What opportunitiesdo you see to work with the City on implementing thegoals and
actions?
A recommended Strategic Plan will presented to the Finance and Corporate Services Committee
for review and discussion prior to Council consideration/final approvalinJune2019. Staff are
also working collaboratively with Compass Kitchener to jointly develop an evaluation program
and criteria to assess and objectively measure progress in implementing the Strategic Plan. The
criteria and approachwill be providedto Council in June 2019along with consideration of final
approval of the Strategic Plan.
Direction Sought FromCouncil
session been suitably
addressed in the revised goal and action statements above?
Is Council sufficiently satisfied with the goal and action statements such that they can be
shared with the community for a final round of public input prior to finalization at a future
Council meeting?
Does Council have any feedback on the process to engage with the public on the draft
Strategic Plangoals and actionsas outlined in the Next Stepssection of this report?
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The development of the 2019-2022 strategic planisintended to further theachievement of the
Cthat together we will build an innovative, caring and vibrant Kitchener.
1.c. - 5
FINANCIAL IMPLICATIONS:
Strategic actions that involve the introduction of new programs and services, or involve
substantial increases in service levels, will require additional resources to be sustainable. This
may include both financial as well as human resources to deliver enhanced service levels. Where
possible, staff will explore alternate funding sources or reallocate existing resources to address
require investments of tax supported or user rate supported funding.
On April 1, 2019, Council will have before it recommendations to consider in setting the
development charge rates that will directly impact the provision and timing of community facilities
listed in the actions under Caring Community. Staff will amend the draft Strategic Plan action
thatliststhecommunity facility
charges.
COMMUNITY ENGAGEMENT:
INFORM nda in advance of the
council/committee meeting.
CONSULTOver 1,250citizens participated in the community engagement process, including
the Environics citizen survey reported to Council in April 2018, and the Your Kitchener, Your
Say!community engagement campaign conducted inJune and July 2018and reported to
Council in August 2018.
Compass Kitchener and the City jointly hosted a meeting with representatives from all of the
Advisory Committees on January 24, 2019 to consult on goal statements and actions, as well
as to get input on what Strategic Plan information the City should be monitoring and reporting
on from a citizen perspective.
ACKNOWLEDGED BY: Dan Chapman, CAO
Attachments:
Appendix A: Addressing
1.c. - 6
Appendix: A
Addressing
Fromthe January 29, 2019 Strategic Planning Session
Preliminary Content/Council CommentsRevised Draft Content/Response
Safe TransportationPeople-Friendly Transportation
PreviousGoal:RevisedGoal:
Transform how people move through the city by making
ensuring that it is safe, comfortable, convenient the transportation network safe, comfortable and
connected.
and affordablefor all users regardless of age,
ability or economic status.
How does affordability get factored in? (what Response: cycling and walking are more affordable/people
does affordable mean in goal statement) can participate fully
may imply GRT
bus rates
Do you need last part of goal statement related Affordability and other qualifiers removed,
to status of people?
autonomous cars -how will they be managedNew Action:Encourage and incentivize alternative modes of
LED vehicletrackingtransportation by developing and subsidizing a bikeshare
program by 2021
Autonomous cars and LED vehicletracking could be
considered for future business plan projects
Previous Example Action #1: Install a Revised Action: Install a continuous and protected cycling
continuous, connected, protected cycling network network that connects adjacent neighbourhoods to the
within a 2.5 km (10 minute cycle) radius of the downtown by 2021
downtown by 2022.
Segregate cycle lanes
Better pedestrian routes as alternative to carsNew Action:Develop a plan to create pedestrian-first
streets between Victoria Park and City Hall and between the
LRT and Kitchener Market by 2022.
Previous Example Action #2: Develop a Revised Action:Develop a set of Complete Streets(safe
Complete Streets Guideline by 2020 for all future and comfortable) guidelines and an associated evaluation
roadway construction projects (along with a scorecard by 2020 to apply to roadway construction projects.
scorecard) that emphasizes safety, sustainable
transportation, the environment and sense of
community.
Include walking, trails, other transportation than
cycling
Benches along trails trails are for recreation as Action:Improve connectivity and year-round maintenance to
well as transportationmulti-use trails and pathways as prioritized through the
Trails, snow clearing walkways and walkways Cycling and Trails Master Planwith an initial target of
Paved winter maintained trailsproviding year-round access to an additional 3 km of existing
trails by 2022.
1.c. - 7
Environmental LeadershipEnvironmental Leadership
Previous:Revised:
Promote a healthyand livablecommunity by Achieve a healthy and livable community by proactively
leading efforts to achieve greenhouse gasmitigating and adapting to climate change and by
conserving natural resources.
reductions, improvements to green infrastructure,
and resiliency to climate change.
Like reference to healthy,livable community
Example Action #1:Implement a Corporate Revised Action: Launch and implement a Corporate Climate
Climate Action Plan in 2019 to guide an absolute Action Plan to achieve an absolute greenhouse gas
greenhouse gas reduction of 8% by 2026 emissions reduction of 8% by 2026.
through actions within the key focus areas of
buildings, pumping stations, outdoor lighting,
transportation and waste.
New Action: Starting in 2019 leverage the Energy Efficiency
Sustainable City buildings e.g.
Solarpanels, rain catchmentReserve Fund and other resources to reduce consumption
Smart water metersand emissions at our facilities and in our operations.
New Action: Reduce waste diverted to landfills by
Downtown waste diversion, recycling, compost
collection for businessimplementing new diversion programsat our facilities and
Waste diversion key downtown and in parksevents by 2021.
Waste diversion, recycling in parks too
Partner with REEP New Action: Develop a Community Climate Action Planwith
partner organizations by 2020.
Urban forestry needs to be included plant more New Action: Implement the Sustainable Urban Forest
trees on public land, tree protection for private Strategy with a focus on establishing a tree canopy target by
lands needed in partnership with community; 2020 and eliminating the current (2018) tree planting backlog
by 2022.
address planting on private lands too
Growing EconomyVibrant Economy
Previous GoalRevised Goal:
Build a vibrant city by making strategic investments to
Build a globally competitive and dynamic city by
support job creation, economic prosperity, arts and
diversifying our economy and making strategic
culture, and great places to live.
investments to create good jobs, economic
prosperity and a vibrant community.
Response:Vibrant added as descriptor to theme,wording
something that brings energy to the City of
Kitchener community centers, markets at
community centers, arts & culture, park
activities
Vibrancy theme areas sound static right now
and we need to speak more to how we are
changing
1.c. - 8
New Action: Develop the Make it Kitchener 2.0 Strategy by
-
2020 with a focus on transformative actions to ensure the
culture it is very diverse
attraction, success and retention of diverse businesses,
Embrace Tech sector
talent, and arts/culture across the city.
Retail attraction
Cut red tape for special events e.g. re alcohol
New Actionunder Caring Community:Engage a broad
Focus on special events vibrant , alcohol flow
cross-section of the community, including the arts and
freely through an event not constrained to a
creative industry sector and multi-cultural communities to
roped off area legislative change needed
develop a new and inclusive Arts and Culture Plan by 2021
Arts and Culture
Wheredoes arts and culture fit in
New Action: Complete a comprehensive inventory of city-
Consolidate city landholdings for
redevelopment opportunities in the long termowned properties by 2020 to determine how they could be
effectively used to advance city strategic objectives.
New Action:Create a new Urban Design Manual by 2019
Support smaller intensity developments
that expresses city building and design expectations to
Need to include city building
ensure vibrant new development throughout Kitchener.
Example Action #1: Support the build out of a Revised Action: Foster the creation of a citywide network of
city-wide network of incubators, accelerators and incubators, accelerators and co-working spaces by
co-working spaces, initially focusing on completing the buildout of the Creative Hubin 2019 and
manufacturing, food and creative industries, undertaking business cases in 2019-2021 for the food,
opening at least one new facility by 2022.manufacturing and health/med-tech industries.
th
Use 10floor city hall as incubator/business
growth space
Request for update on Digital Strategy and Digital Lab has
Would like a better understanding of where we
been referred to Corporate Services to provide an update
are with Digital strategy and the Digital Lab
do we need tosupport it to address things like
autonomous vehicles?
Example Action #2: Continue to position the Revised Action: Develop a vision for downtown Kitchener
City's downtown lands as leading edge and continue to position the downtown as a leading
redevelopment opportunities, bringing at least destination for redevelopment opportunities, with at least one
one new parcel to market by 2020, while new parcel of land brought to market by 2020. Finalize
finalizing master plans for the Bramm Yards by master plans for the Bramm Yardsby 2021 and for the Civic
2021 and the Civic District by 2022.District by 2022.
Would like to see retail attraction to downtown
as part of growing economy transformative
and to fill empty space more reasons to come
downtown than dining
Downtown business attraction -need to
increase efforts to bring business downtown
Caring CommunityCaring Community
Previous Goal: New Goal
Foster a more inclusive community by partnering
with others to make housing more affordable, providing welcoming community spaces and programs,
increase mental health and addiction supports, better engaging, serving and supporting our diverse
and better engage and serve the full diversity of populations and helping to make housing affordable
our community.
1.c. - 9
Inclusive part is good
Statement does not reflect what we do-
regional responsibility
Like affordable housing in goal statement
Address mental health in actions
Example Action #2: Establish a task force of Revised Action:Create a comprehensive Diversity, Equity
community members and staff that will create a and Inclusion Strategy by 2020 to combat systemic barriers
comprehensive Diversity and Inclusion Strategy to full economic and social participation in the city.
for the City by June 2020 which will make
Response:age/friendly older adults could be considered in
recommendations about how the City can better
engage and serve the full diversity of the Diversity, Equity and Inclusion Strategy and in Urban Design
community through actions such as addressing Guideline under Vibrant Economy. Digital divide is both an
systemicbarriers and better reflecting the full equity issue and an economic development issue.
diversity of the people we serve.
Where does Age-friendly fit
Older adults need to be looked at
Address digital divide -every household
should have access to internet
Previous Example Action #1: Create with Revised Action:Create an Affordable Housing Strategy for
community partners and stakeholders a made in Kitchener by 2020 in collaboration with Waterloo Region,
Kitchener affordable housing strategy by 2020.community groups and the development industry
Common senseapproach to affordable
housing, need incentives too, work with
development industry
increase rental supply; partner with developers
to increase supply and thus reduce rent rates
Multi-generational homes cultural and
affordable aspects
Add rental units through intensification and in
existing homes
Use caution in emphasis on jurisdiction there
are things City can do even though a regional
responsibility
Happy to see affordable housing in Caring
Community
Before strategy is complete in 2020 we have
new development coming in can we have
discussion to add in consideration of affordable
housing units to the new applications before
strategy complete
Our community has tools to support affordable
housing
Smart Growth Kitchener should be leader in
intensification and provide tools to property
owners and provide opportunities for affordable
housing more units on a property carriage
homes, more units in a house policy change
needed
1.c. - 10
Affordable housing: does it mean region wide?
is this the
Region/other partners?
New Action:Reduce the stigma experienced by those living
Address mental health in actions
with mental illness and addiction in our community by
Important to have mental health supports but
educating and training staff, and by supporting the creation of
has left impression that it refers to downtown
safe consumption and treatment facilities in Kitchener.
needs to be for whole city
supports for staff to better serve people who
are homeless or have mental health issues
should be action item
h
supports
Mental health + supports region
New Action:Better utilize existing facilities, provide relevant
New community facilities need to be part of
programming, support the equitable distribution of leisure
strategic plan
programs and resources across neighbourhoods and
Need a focus on new community centers will
complete the following:
actions be specific under Caring Community
An Open Space Strategy by 2021
to reflect this
Pending Development Charges determination:
Support for community centers to be included
-Huron Brigadoon Community Centre
Offer free community space for people to use
-Rosenberg Community Centre
Better progress on Community Centres,
-Mill Courtland Community Centre Expansion
Rockway, other capital projects
-RBJ Schlegel Park sports fields + indoor pool + turf
Programming community center well
supported
Community programs would be more
reflective of what we do / better as an Action
statement
Edible forest gardens
Vibrant parks respond to changing trends
develop parks more quickly/often -increased
investment to reduce the lifecycle replacement
and adapt to changing neighbourhood needs
New Action:Engage a broad cross-section of the
Need to be better at supporting arts and
community, including the arts and creative industry sector
culture community gap exists now city to
and multi-cultural communities to develop a new and
provide leadership staff to come back with
inclusive Arts and Culture Planby 2021
more tangible action
Response: Could be considered in the future when
Participatory budgeting should be an action
evaluation is before Council.
item if evaluation of pilot is positive
Would like to see participatory budgeting
under caring community
Customer ServiceGreat Customer Service
Previous Goal;Revised Goal:
Increase resident satisfaction,trustandsatisfaction, trust and engagement
engagementwith their municipal government by with the City by providing friendly, easy and convenient
providing positive customer experiences that are services.
friendly, easy and convenient.
1.c. - 11
Response:Theme has
in actions to align with Corporate Customer Service Strategy
Example Action #1:Create a centralized portal Revised Action:Create a central customer service portal on
will be
launched by early 2021 that residents can use to: track service requests, send proactive tailored messages to
(1)initiate, track and receive updates on servicecustomers and conduct financial transactions.
requests,(2) receive proactive, tailored
updates/notifications, and (3) perform financial
transactions with the City.
Example Action #2:Provide on-demand multi-Revised Action:Provide on-demand support for customer
lingual customer service support for inquiries and services requests in a variety of languages through the
Corporate Contact Centre by 2020.
Contact Centre by the end of 2020.
Internal focus measurement /evaluation New Action: Introduce a corporate-wide Customer
component to get feedback on our servicesSatisfaction Program that will allow for the collection of real-
time feedback from customers accessing City facilities,
programs and services by 2020.
New Action: Set specific and clearly communicated service
Internal focus measurement /evaluation
component to get feedback on our serviceslevels for frequently asked about or accessed City services,
including tree maintenance, parking, property standards
complaints, snow clearing and grass cutting by 2022.
New Action: Implement a comprehensive program of
Citizen centered approach preferred (previous
approach) current wording seems to imply Customer Experience Reviewsto help ensure services are
people are service recipients
perspective by 2022.
OtherOther
PartnershipsResponse
Support partnerships with universities and
the Strategic Plan will include a commitment to ensure
colleges in addition to tech sector
progress on the planand the need to work with partners to
Env Goal is very important / as written seems
deliver on the goals and actions
to fall on City alone should include what falls
on others to reduce etc
Would like to see public private partnerships
so that we can move faster Have a staff
team dedicated to partnerships
Partner with REEP
Caution jumping on P3 bandwagon
concerned about costs
Technology Response: Use of technology and innovation runs through
every Goal and will be highlighted in the introduction to the
Tech innovation needs to be inStrategic Plan
Strategic Plan.
tech and innovation
1.c. - 12