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Home My WebLink AboutCAO-12-047 - Safe & Healthy Community Advisory Committee - Future DirectionREPORT TO:Community & Infrastructure Services Committee DATE OF MEETING: November 26, 2012 SUBMITTED BY: Jeff Willmer, CAO, 519-741-2350 PREPARED BY: Jeff Willmer, CAO, 519-741-2350 WARD(S) INVOLVED: All DATE OF REPORT: November 19, 2012 REPORT NO.: CAO-12-047 SUBJECT: Safe & Healthy Community Advisory Committee RECOMMENDATION: That the Safe & Healthy Community Advisory Committee’s 2013 work plan focus on matters related to healthy community living rather than community safety and crime prevention; and, That the 2013 budget for the Safe & Healthy Community Advisory Committee be sufficient to cover meeting expenses and a portion of contract staff costs associated with this committee; and, That the 2014 budget for the Safe & Healthy Community Advisory Committee be sufficient to cover meeting expenses only, and that the remaining budget allocation be transferred to the Community Grants Tier 2 budget and associated application and review process; and, That direction be provided to staff concerning the extension of the current term of membership or the recruitment of new community members; and further, That the effectiveness of the Safe & Healthy Community Advisory Committee be re-evaluated in six to twelve months. BACKGROUND: The Safe & Healthy Community Advisory Committee (S&H) was formed in 2002 with the amalgamation of the Safe City Committee, Community Services (formerly Parks and Recreation) Advisory Committee, Ethno-Cultural Advisory Committee and Youth Issues Subcommittee. The latest review of advisory committees was conducted in 2008. It did not recommend increasing or decreasing the number of advisory committees or changing the scope of an advisory committee but made recommendations of an administrative nature, which were approved by City Council on September 8, 2008. The approved terms of reference for the Committee are attached. Committee membership is made up of representation from a variety of sectors as set out in the terms of reference. As of í ó ï June the S&H currently had seven vacancies: suburban resident; inner city; law enforcement; education; business; and two community-at-large. Given the large number of vacancies on the Committee, and the current vacancy in the Director of Strategic Planning & innovation position, it is timely to assess the committee’s current and future direction. REPORT: Stakeholder interviews were conducted and the matter discussed with the Safe & Healthy Community Advisory Committee. The resulting themes are summarized as follows. STRENGTHS The Safe & Healthy Community Advisory Committee engages community members and stakeholders to build mutual awareness of matters relating to community safety, crime prevention, healthy lifestyle and healthy communities. It is seen as a good complement to the Region’s Crime Prevention Council, which focuses more on policy and research. This integrated model has helped develop an effective network of community contacts. Community safety was one of the citizens’ strategic directions stated in the City of Kitchener Strategic Plan 2007. The committee’s financial support can encourage and support grassroots groups with initiatives like the Henry Sturm Fest and Animate the Trail as well as new ideas such as the walking group around Victoria Park. WEAKNESSES The advisory function is not generating tangible results; very little of the committee’s work ends up informing City Council decisions, or staff programs or projects. Community safety and public health are not core services of the City. There is duplication, particularly regarding community safety, but also to some extent regarding healthy communities. Other groups have similar mandates and in many cases already deal with same issues (Downtown Action & Advisory Committee, Crime Prevention Council, Safety & Security Working Group, Sex Workers Advocacy Network, Pedestrian Charter Steering Committee). There are a large number of vacancies on the committee: of 15 only 8 are currently filled, perhaps a signal of community priorities. The manner in which the Committee allocates monies from its budget is not subject to the same degree of rigour that similar allocations have (e.g., Community Grants Tier 2, Community Environmental Improvement Grants). Committee members have observed that there has been little of substance that turns committee discussion into action. The committee functions mostly as a body to receive information. í ó î OPPORTUNITIES If more focused on healthy community or healthy lifestyle rather than safety the committee’s role could add more value. If the Committee were discontinued altogether efficiencies could be realized by reallocating staff resources to higher priority core services. THREATS The tangible outcomes are so limited that it is difficult to justify continuing to invest the resources that support the committee. Jurisdiction: should the City be so involved if the Region is responsible for public health, police and social services, and the Crime Prevention Council? Optics: if the City were to discontinue the S&HCAC it may be perceived as not caring about community safety or healthy living. SUMMARY Community Safety There is general agreement that in matters of community safety, the work of the S&H is largely redundant as it duplicates or overlaps with the work of others. High level research and policy development are the responsibility of the Region’s Crime Prevention Council. Operational matters are being appropriately managed by various other groups including Regional Police Services, Regional Social Services, Downtown Safety & Security working group, and City staff in the areas of By-law Enforcement, Security, Fire Prevention and Building Inspection. Community advisory functions are provided by the Downtown Action & Advisory Committee. With regard to Region of Waterloo and City of Kitchener jurisdictions, matters of policing, social services and crime prevention are clearly Regional jurisdiction, and with the current integrated model of crime prevention a very strong network is developed between and among Region staff, City staff and community partners including the Downtown BIA, the Working Centre, etc. The City is appropriately connected even without an advisory committee engaging in matters of community safety and crime prevention. Healthy Community Public Health is also the Region’s jurisdiction. Region staff teams work in a wide variety of areas related to public health, including crime and violence protection, emergency response planning, emergency medical services, emergency services training, food safety, healthy living programs, pandemic planning, police services, traffic safety and water safety. A healthy community is the desired outcome of the City’s community services including community centre programs and services, athletics, aquatics, golf courses and community arena programs, just as it is the desired outcome of City land use planning and our current model of by-law enforcement based on community development. On this basis it could be concluded that this range of Regional and City programming could continue to carry on without the need for a City advisory committee on healthy community or healthy lifestyle. However, the case can also be made for the City to renew its focus on healthy community living. The City’s own community strategic plan is built on the United Nations healthy communities í ó í model (Environmental Viability, Economic Prosperity, Social Vitality) within a context of Community Values and Culture. Council has advisory committees for Environment and Economic Development, as well as specialized advisory committees relating to culture (Arts & Culture, Heritage). If the S&H were discontinued it might create an inappropriate gap. Advisory Committee Function Our intent is that renewing the Committee’s focus may add value to the community and City Council’s decision-making. The current membership has expressed a strong degree of interest in matters of recreation and leisure. One example of how this interest may be leveraged is in relation to the upcoming development of a renewed Leisure Facilities Master Plan (LFMP). The master plan was adopted in 2005 and is in need of updating before the current Development Charges (DC) By-law expires in June 2014. A DC Background Study is planned for 2013 to support a new DC By-law and that study would benefit from an updated Leisure Facilities Master Plan. Staff and Council have had preliminary discussions on this and, although past practice has been to have such a master plan done by outside consultants with the support of City staff, we could potentially reduce costs by having staff do as much of the LFMP update as possible, and engage consultants only where necessary. This advisory committee could contribute a community perspective to a renewed LFMP. Budget The Safe & Healthy Community Advisory Committee has an annual budget of approximately $34,000. This is somewhat of an exception as most of the City’s other advisory committees have budget for meeting expenses only. The Environmental Committee is somewhat similar in that it has budget for REEP ($27,500.00 recommended by the Environmental Committee and determined by City Council) and Community Environmental Improvement Grants ($10,000 in total, with a maximum of $3,000.00 per project, reviewed based on criteria established by City Council, and awarded by City Council considering recommendations from the Environmental Committee). Heritage Kitchener also has a modest budget (3,265 proposed for 2013) to cover required statutory advertising, and bronze plaques to commemorate heritage resources. The lack of accountability for the S&H committee’s use of its budget is a matter of concern. Rather than create new mechanisms or new processes, one option would be to transfer this funding to the Tier Two Community Investment Grant process. This would have the advantage of using a thorough, accountable and competitive evaluation process; however, it loses the flexibility and quick response time now available through S&H. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The work of the Safe & Healthy Community Advisory Committee relates to the following community priorities (applicable strategic direction bracketed): Quality of Life (“All voices matter”); and Leadership and Community Engagement (“Cultivate local leadership”). This review and report are intended to address the foundation of Effective & Efficient Government, Financial Management (“Stewardship of public funds”). FINANCIAL IMPLICATIONS: Staff resources are required to support the ongoing functions of the advisory committee; however, the committee’s work may reduce the need for consulting services in updating the LFMP. í ó ì The 2012 budget for the Safe & Healthy Community Advisory Committee is $33,820. COMMUNITY ENGAGEMENT: A cross-section of stakeholders was consulted in one-to-one interviews. These were conducted with approximately 15 stakeholders including S&H committee members, community partners, elected officials, and staff whose work generally relates to the Committee’s scope of work. The preliminary findings were discussed with the Safe & Healthy Community Advisory Committee at its October 4 meeting, and the committee provided collaborative input to a draft of this report. The draft report was circulated to S&H and Compass Kitchener. The November meeting of S&H was cancelled; however, committee members were invited to provide comments up to November 16. Written comments were received from the Crime Prevention Council representative, and are attached. The draft was discussed with Compass Kitchener at its November meeting. Minutes of that meeting are attached. There was a strong consensus among Compass Kitchener members that the focus of the Safe & Healthy Community Advisory Committee should remain as is, and not reduce the efforts on community safety and crime prevention. Additional comments included the following: community health and happiness are possible areas of focus or research; concern if funds are no longer available to respond to emerging needs; addressing such needs quickly creates a positive community perception; citizen partners can be helpful connections to the Crime Prevention Council and other community partner groups; student input could be a useful bridge between the City and the post-secondary institutions; there is certainly a role for the City in community safety and crime prevention, to complement the Region’s role; healthy community interests go beyond the scope of the Region’s Public Health Department; use the Terms of Reference when developing the committee’s work plan; facilitating a neighbourhood-based response should be the role of the City; The City of Kitchener led the way with the Safe & Healthy Community initiative; Losing the safety and crime prevention focus would create a gap; If the committee is dysfunctional then fix the dysfunction CONCLUSION: If the work of the S&H were to be focused on healthy living, it could add value for council, staff and the community. Recreation facilities and leisure services are squarely within the City’s jurisdiction, and such a focus is timely as the 2005 Leisure Facilities Master Plan requires updating in 2013. The matter should be evaluated in approximately six months to determine if the focus on health rather than safety is resulting in significant added value to Council and the community. In the meanwhile it would be premature to revise the terms of reference. ACKNOWLEDGED BY: J. Willmer, CAO í ó ë Attachments Terms of Reference Summary of Spending 2009-2012 Written Comments from Safe & Healthy Community Advisory Committee Members Minutes of November 7 Compass Kitchener meeting í ó ê COUNCIL POLICY RESOLUTION POLICY NUMBER: I-125 DATE: MAY 27, 2002 AMENDED: SEPTEMBER 20, 2004 AMENDED: AUGUST 24, 2009 AMENDED: JUNE 27, 2011 POLICY TYPE: BOARD & COMMITTEE SUBJECT: SAFE AND HEALTHY COMMUNITY ADVISORY COMMITTEE - TERMS OF REFERENCE POLICY CONTENT: 1. Purpose and Scope The Safe & Healthy Community Advisory Committee advises Council and Staff on policies, programs & services offered directly by or in conjunction with the City of Kitchener that relate to the health of the city with a focus on community safety and crime prevention. Specifically, the Committee is to consider and advise on the municipality’s role in community safety and crime prevention initiatives. Recognizing that community safety and crime prevention is a collective responsibility, the Committee will emphasize partnership and collaboration. 2. Committee Composition and Reporting The composition of the committee will be: a) 1 member of Council b) 2-3 Members of the community-at-large c) 1 Inner City Resident (lives in Ward 1 or Ward 6 and in one of the following neighbourhoods: Downtown, Cedar Hill, Mill-Courtland, Woodside Park, Victoria Park, King East, Central Frederick, Mount Hope- Breithaupt or Civic Centre.) d) 1 Suburban Resident (any resident of the City living in any other neighbourhood / planning community, other than the ones listed above) e) Representatives from each of the following sectors: i) law enforcement; ii) social services; KITCHENERPage 1 of 3 JUNE 2011 í ó é POLICY NUMBER: I-125 SUBJECT: SAFE AND HEALTHY COMMUNITY ADVISORY COMMITTEE - TERMS OF REFERENCE 2. Committee Composition and Reporting – (Cont’d) iii) sports / recreation; iv) education; vi) social planning; vii) land use planning; and, viii) business f) 1 Representative of the Downtown Advisory Committee g) 1 Representative of the Waterloo Regional Police Service. h) 1 Representative of the Waterloo Region Crime Prevention Council In filling the community-at-large positions, Council shall endeavour to include representation from people who have related experience in community involvement and reflect the broad diversity of the community. Members are expected to share information with and gather input from the constituent groups they represent, as appropriate and/or requested by the Advisory Committee. Members will be appointed for a term of two years ending November 30. A member of City Council will be appointed. The Committee shall, from amongst its members, choose a Chair and Vice-Chair. A member of Council may sit as either Chair or Vice-Chair. Chairs and Vice-Chairs share in the development of agendas and other duties and will alternately chair meetings. Meetings will be held monthly or at the call of the Chair and minutes will be kept by the committee administrator who will distribute the minutes to all of Council and Corporate Management Team Members. All meetings shall be conducted in accordance with Council’s Procedural By-law. The Committee shall report to the Community Services Committee unless the Chair / Vice-Chair deem it expedient that a report be made directly to Council. Should the Committee feel a sub-committee is required to deal with specific issues, such sub-committee shall be ad hoc in nature, with specific, clearly articulated mandate. All sub-committees shall be reviewed annually to determine whether they need to continue. Membership on sub-committees may be expanded to include people who are not advisory committee members, to take advantage of individual expertise. Consistent and continuous attendance and participation of all members in meetings is key. In the event of two consecutive, unexplained absences, the Chair and / or Vice-chair will contact members to confirm interest in participation at the advisory committee level. KITCHENERPage 2 of 3 AUGUST 2009 í ó è POLICY NUMBER: I-125 SUBJECT: SAFE AND HEALTHY COMMUNITY ADVISORY COMMITTEE - TERMS OF REFERENCE 3. Quorum A quorum of this Committee is 5 members. 4. Responsibilities a) Act as a forum (through the Committees and its sub-committees) for developing working partnerships between citizens, the community, government, local agencies and organisations, business, and police services. b) Encourage open and inclusive discussion from all members and will support a safe environment to share opinions. c) Advise City Council, or the appropriate Standing Committee of Council, on policies and/or strategies that enhance and maintain a healthy community. Specifically, provide direction to the development and/or strengthening of municipal policies, programs and services relating to community safety and crime prevention. d) Review local issues, propose committee priorities and develop1- 2 year work plans based upon the identified priorities of the Committee and submit same to Council for feedback prior to implementation. In some cases, it may be appropriate to refer to other standing and advisory committees, community groups or staff for action or to establish working groups/sub-committees to address specific issues. e) Hear delegations and provide a forum for community members and/or groups to raise issues of concern related to the committee’s mandate. f) Advise staff (as requested) on related matters in the budgetary planning. g) Liaise with national, provincial and regional groups and committees as appropriate, as well as other Ontario municipalities with respect to research and initiatives related to broad community capacity building. h) Prepare and present, in co-operation with staff, annual progressupdates to the Community Services Committee and Council, including recommendations on priority issues identified by the Committeeand/or community concerns brought to the Committee by Council, community members or groups. i) Conduct a review of the Terms of Reference once every term of Council and submit any changes thereto to Council for ratification. KITCHENERPage 3 of 3 AUGUST 2009 í ó ç í ó ïð From: Juanita Metzger [mailto:JMetzger@regionofwaterloo.ca] Sent: Monday, November 19, 2012 11:10 AM To: Jeff Willmer; Sue Weare Cc: Chris Sadeler; Shayne Turner Subject: Safe & Healthy Community Advisory Committee Ù±±¼³±®²·²¹Ö»ººúÍ«»ô Ì¸¿²µ¿¹¿·²º±®®»½»·ª·²¹±«®½±³³»²¬úº»»¼¾¿½µ±²¬¸»Í¿º»úØ»¿´¬¸§Ý±³³«²·¬§ß¼ª·±®§Ý±³³·¬¬»»òñ?Å¿ ·¹²·º·½¿²¬°®±°±»¼½¸¿²¹»¿²¼¬¸»¼·½«·±²·½®·¬·½¿´´§·³°±®¬¿²¬òñÅ`©®·¬¬»²±«®¹»²»®¿´½±³³»²¬·²¬¸·»³¿·´ô ¿²¼¿¬¬¿½¸»¼¬¸»¼®¿º¬¼±½«³»²¬©·¬¸±³»²±¬»¼·®»½¬´§®»´¿¬»¼¬±ª¿®·±«»½¬·±²òñÅ`½±°·»¼Ý¸®·¸»®»ô¿²¼ Í¸¿§²»Ì«®²»®¿±«®ÉÎÝÐÝ®»°º±®¿®»¿³«²·½·°¿´·¬·»¬±µ»»°¬¸»³·²¬¸»´±±°ò ß¿²±ª»®¿´´½±³³»²¬¬±¬¿®¬ô¸»¿´¬¸¿²¼¿º»¬§ô·²¬¸»¾®±¿¼»¬»²»ô¿®»¬¸»³¿²¼¿¬»±ºßÔÔ±®¼»®±º¹±ª»®²³»²¬ô ¼·½¬·±² ®»¹¿®¼´»±º©¸»¬¸»®·¬·³¿²·º»¬»¼·²»®ª·½»¿²¼°®±¹®¿³¿¬¬¸»´±½¿´´»ª»´òÓ«²·½·°¿´±®Î»¹·±²¿´¶«®· ¿·¼»ô¸»¿´¬¸§ú¿º»½±³³«²·¬·»ô¿±«¬´·²»¼¾§¬¸»É±®´¼Ø»¿´¬¸Ñ®¹¿²·¦¿¬·±²¿®»±½´±»´§·²¬»®¬©·²»¼¿²¼ ·²¬»®½±²²»½¬»¼¿²¼½¿²²±¬¾»»»²¿³«¬«¿´´§»¨½´«·ª»½±³°±²»²¬±º»ª»®§¼¿§´·º»òÍ±¬±±ô·²±«®¬©±¬·»®³«²·½·°¿´ 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³«²·½·°¿´·¬·»·²¬¸»©±®µ±º½®·³»°®»ª»²¬·±²ô®»½±¹²·¦·²¹¬¸¿¬²±±²»¹®±«°ô±®¹¿²·¦¿¬·±²±®´»ª»´±º¹±ª»®²³»²¬½¿² ¼±·¬¿´±²»ò Ú·²¿´´§ô¬¸·¼®¿º¬®»°±®¬°»¿µ±²´§¬±½±³³·¬¬»»«½½»¿²¼¼±»²±¬¿¼¼®»¬¸»½±³³«²·¬§²»»¼òÌ¸»½±³³«²·¬§ ²»»¼¬±®»³¿·²º±½«»¼±²¿º»ú¸»¿´¬¸§½±³³«²·¬·»¿²¼Ã?Å«°¬±«ô½±´´»½¬·ª»´§ô¬±½®»¿¬»¬®«½¬«®»¬¸¿¬¿¼¼®» ¬¸»·«»¿²¼«°°±®¬¬¸»©±®µ±º»ª»®§±²»·²ª±´ª»¼·²·¬ò Ð´»¿»¿´±»»¬¸»¿¬¬¿½¸»¼¼±½«³»²¬º±®³·²±®²±¬»ò Ì¸¿²µ¿¹¿·²º±®¬¸»±°°±®¬«²·¬§¬±°®±ª·¼»±«®·²°«¬±²¬¸·òñ?Å³¿§¾»³±®»¬¸¿²§±«©»®»»¨°»½¬·²¹¾«¬º±®«ô¾«¬ô ¸»¿´¬¸º®±³¿º»¬§¿²¼ª·½»ª»®¿ò×¸±°»¬¸··©±®¬¸©¸·´»º»»¼¾¿½µº±®¬¸»±ª»®¿´´ Ã?Å¸¿®¼¬±¼·»²¬¿²¹´»±®»°¿®¿¬» °®±½»ò ×º§±«²»»¼¿²§º«®¬¸»®½´¿®·º·½¿¬·±²±²±«®½±³³»²¬ôº»»´º®»»¬±¹»¬·²¬±«½¸©·¬¸³»ò Þ»¬®»¹¿®¼ô Ö«¿²·¬¿ ---------------------- Juanita Metzger Community Engagement Coordinator Waterloo Region Crime Prevention Council 99 Regina Street South Waterloo Ontario N2J 4V3 Find us on Facebook E: jmetzger@regionofwaterloo.ca T:M: 519.883.2306 | 519.502.0825 Twitter: www.twitter.com/PreventingCrime Twitter: www.twitter.com/juanitametzger í ó ïî COMPASS KITCHENER MINUTES November 7, 2012 – 4:00-6:00 Conestoga Room, KITCHENER CITY HALL Present:Theron Kramer Sarah Marsh Diana Bumstead Tristan Wilkin Chris Hyde Kim Knowles James Howe Chris Kopar Staff:Mark Hildebrand Jenn Grein Sue Weare Janice Ouellette Karla Coté Rhonda Bunn Jeff Willmer Regrets:David Yoon Holly Duff Hanan Mohamed The Compass Kitchener Advisory Committee met on this date, commencing at 4:00 p.m. 1.Approval of Minutes The minutes from October 3, 2012 were circulated and approved by Compass Kitchener. Roll out of Strategic Plan – Diana, Chris H and Tristan volunteered to assist with the roll out of the Strategic Plan to the community. Moved by Chris Hyde, Second by Sarah Marsh. 2.Follow-up to minutes Sarah volunteered to Chair the December meeting in Theron’s absence. 3.Update from Sub-committees Civics101: James provided a brief update on the work of the Civics101 subcommittee. They have been active over the past few weeks, both updating the initial idea for the grade 10 group, as well as comparing our plans for the grade 5 group with a current program in Ottawa. Community Engagement Toolkit feedback – Mark provided information relating to the feedback that a working group convened by the Social Planning Council provided to city staff regarding the Community Engagement Toolkit. The initial feedback received from the Social Planning Council did not take into account the audience the document was intended for. Since the toolkit is an internal document designed for staff use, it is not also intended to be useful to members of the public as a guide for citizen-led engagement. The City Hall 101 document is meant to be a starting point for citizens to understand different avenues for engaging with City staff and or council members on municipal issues. Mark, Janice, and Sarah will meet with representatives from the Social Planning Council to follow up with them. Janice encouraged Compass Kitchener to review the City Hall 101 document online and provide feedback. 4.A. Integrated Planning Centre of Excellence Rhonda thanked the committee for inviting her to present on the Integrated Planning Centre of Excellence. With the use of a PowerPoint presentation, she provided information to Compass Kitchener regarding the work this group will be doing within the organization. The Centre of Excellence is a team that aligns our strategic plan with our business plans – in short it ensures that our strategy drives our business and performance. The City ensures our strategy drives our business by creating a common approach to how we plan and manage all our diversity of work, both our core work and all the projects that are needed to sustain and grow our city. The Centre of Excellence will ensure alignment of the strategic plan with the work the organization accomplishes daily, and further how this work connects with the Project & Portfolio Management, Change Management, Risk Management and Performance Management systems in the organization. Why integrated planning? It ensures that we are investing in the right people, right projects at the right time. The drivers for integrated planning come with some assumptions, including workload, unplanned resource drains, taking on too much work, incomplete understanding of our collective work, and a lack of mechanisms in place to capture information. This last piece is a difficult one to measure yet an important í ó ïí November 7, 2012 CITY OF KITCHENER - 2 - piece that connects with all other assumptions. Core services are not actually captured in the business planning at this point, but these need to be accounted for as well. Core services embody the majority of day to day work throughout the corporation, service priorities and key service objectives within a division/department and within corporate projects involve significant cross departmental resources to achieve a successful outcome. Overextended workloads result in lost organizational productivity, over stretched staff, reduced organizational morale, and a risk of reduced quality for citizens/public. We need to understand the collective impact of Core Services, Service Priorities, and Projects in order to be in a position to balance the workload. The goal of the Centre of Excellence is to better align workloads with staff resources through the integration of the functions within the Centre of Excellence and the entire corporation. Rhonda provided a summary of Business planning within the organization, outlining the framework. The commitment to council is that they will return three times a year to report on how progress is going. She reviewed the ‘roadmap’ for business planning for the years 2012, 13 and 14, what information goes to council when, and how this timing aligns with the budget process. She outlined the status possibilites for the report to council and provided an example of a document that went to Council this past update. The status update spreadsheet includes a column that indicates for each initiative which strategic priority is being addressed. This column is sometimes hidden to make room for all the updates in a year to print on one page, however the information is still kept up to date so that the connection with the strategic plan can always be readily available. Each time the document goes to Council, successes will be clearly identified for them. Project and portfolio management helps the organization prioritize projects and helps ensure that the city is investing in the right projects at the right time in the right way with the right resources. This will help us to strengthen, support and promote a project management environment to enable staff to deliver projects efficiently and effectively to meet the strategic priorities of the City. Compass Kitchener had several questions for Rhonda: Who does the team consist of? Mike Grummet works with Project Portfolio Management, Sue Weare is an ambassador for strategic planning. Rhonda is the lead on the team. Much of the presentation was about workload projections and allotting time for core services as well as additional projects; did you have projection systems in place previous to this?There are a lot of cutbacks at the city right now. We need to ensure service levels continue to be met etc. It’s important to ensure balance across the org. Is there a plan for measuring the effectiveness of this approach? Yes, a tool has been developed in Information Technology, and is in use measuring all projects within their division; it’s working well. We intend to use this tool as a model for measurement across the org. From the description, this sounds like an HR function, rather than a strategic planning function – why? This aligns well with the HR Capacity training program and engagement work the training team at the city is currently working on. The PeoplePlan is owned by HR, and this really is helping the organization become more of a matrix, connecting throughout the organization. There seems to be a significant portion of financial measurement. Is there a plan to provide significant non-financial information for council’s consideration? It is part of process, and will be tied in. Are you also going to focus on competencies? Yes. Strategic Planning and business planning to be added to the January agenda. This is great information on current and new projects; however what about the day to day, where is this information captured? The team is currently looking at this, a plan is not yet in place, but is being worked on. The Report card subcommittee would like to provide a better outline to staff of what they would like to measure so that the report card process will be smoother. B. Report Card Role with Strategic Planning, WAYK, etc. Karla provided a high-level overview of the process of strategic planning. Kim reviewed and outlined all that takes place through this process with the Compass Kitchener Report Card to Citizens. (attached) í ó ïì November 7, 2012 CITY OF KITCHENER - 3 - Residents’ core values are not likely to change significantly over the full length of the 20 year strategic plan. The update which takes place every four years is an opportunity for both the organization and Compass Kitchener to check in and consider new strategic directions. The Report Card subcommittee would like an opportunity to share with city staff information about what they would like to measure in the coming years, so the work of both Compass Kitchener and the organization can complement each other, and thorough information be gathered for use by both groups. The report card process is also an opportunity to review the business plans to see if the city is in line the strategic directions as outlined by the residents of the city. This has been a challenge with past report cards – the priorities of the report card group and the measurement the city completes for business planning is disconnected. It’s helpful to provide an explanation from the Report Card subcommittee of why certain pieces are being measured and ideally provide requests for information a year in advance so staff is aware and can measure appropriately. Mark outlined the timing for the citizen survey and Who Are You Kitchener (WAYK). The citizen survey will take place approximately September – October 2013, with WAYK running from February – May. Safe & Healthy Community Advisory Committee Jeff joined the committee to receive feedback on the draft Safe & Healthy Communities Advisory Committee report and recommendations. Over the last number of years, there have been many vacant positions on the committee and it has been difficult to fill seats. This, in combination with Shelley Adams’ departure from the city, Jeff considered as an opportunity to consider the future of the committee. As Compass Kitchener has always played a key role with advisory committees, he felt it important to connect and receive feedback. Regarding Community Safety, there is some potential that we are duplicating efforts currently provided by other organizations, such as the Downtown Kitchener Business Improvement Association, the Working Centre, or the Waterloo Region Crime Prevention Council. The Region of Waterloo as an organization is responsible for public health, and the work that has taken place with the committee has not been overly representative of Health. Most Kitchener advisory committees have sufficient budgets to meet meeting expenses, however Safe and Healthy Communities also provides grants. There are pros and cons to this, but ultimately, there has not historically been much accountability in the funding opportunities that come to the committee. This could be better addressed through the official granting process that takes place within the Community Services Department. Recommendation mentioned was to narrow the focus to Healthy Community initiatives. Granting dollars in 2013 budget would be used to employ a temporary staff for the committee. In 2014 these dollars would be shifted to the granting process currently in place with Community Services. Jeff has suggested a 6 month trial, with reassessment at the end on how this new focus is working for the committee; however he also indicated feedback has been received that this is not a long enough time period. Theron clarified, Compass Kitchener’s role is not as an oversight committee, however it does work to provide a way to connect committees and help draw lines between work accomplished by each. The Safe & Healthy Communities Advisory Committee was not included in this round of the advisory committee application process. Sue also explained that membership over the past two years has had extenuating circumstances, specifically a maternity leave, return to university etc. The committee had several questions and comments: If there has not been much volunteer involvement in the committee perhaps it would be beneficial to start a recruitment team to encourage resident engagement in advisory committees. This seems to be an ongoing issue with the committee. This could also be due to the work plan focus and/or clarity around ‘deliverables’ the committee is expecting to achieve. A member of the committee commented on three specifics: 1. Safety, this truly affects each of the 6 focus areas identified by residents. It is important for the city to remain active in safety issues to ensure the health of our communities, residents and city as a whole. Rather than disband the committee all together, it would be beneficial to reconsider its focus and work and move forward with a work plan that adequately reflects Safe and Healthy Communities. 2. Perception of a Healthy Community, much work has been considered by the Report Card subcommittee regarding the happiness of a community and the clear ties í ó ïë November 7, 2012 CITY OF KITCHENER - 4 - of this to a healthy community – this would be a great area of focus moving forward. 3. The City has been excellent in the past, reacting to community issues and emerging needs. If the funding is no longer available through Safe and Healthy Communities, the City will not be able to react in a timely manner to community needs and health. A connection must be maintained between the City and the Waterloo Regional Crime Prevention Council (WRCPC). Many members of Compass Kitchener indicated they mirror the above concerns and comments. Every four years, the Environics survey taps into many things, including perception of safety in the downtown. There are other bodies that do this work, however it’s vital that the city continue partner, and hold a stake in this important work – especially since it’s the heart of our community. Ultimately, the connections that are made because of participation with WRCPC are absolutely invaluable. The Town and Gown funding also comes from these dollars, this is an impressive community building event involving students both from and new to our community. Please be sure to consider the students as stakeholders in this. One member, having participated on a subcommittee of WRCPC, found it disappointing that the City does not feel implicated with the work WRCPC is doing due to them being a regional body. This member pointed out that the Health component of the advisory committee refers to the social determinants of health, which is much larger than just public health; it covers community health, mental health and so much more. All issues taking place throughout the city are linked to community health and the city must play a role. This is absolutely 100% the work of the City, without any question. If there is a problem with attracting and retaining members for the committee, perhaps more can be done with the mandate, terms of engagement, work plan or otherwise, but certainly not due to the lack of actual work that can be accomplish within the city. The title of the City’s key long-term plan is in fact ‘A Plan for a Healthy Kitchener’ – clearly relevant to the committee and the work it could accomplish, not to mention the city and the community as a whole. Theron, Compass Kitchener chair, echoed the comments provided thus far by committee members. Crime and Safety continue to be an important issue in our city, and not simply a part of the mandate of WRCPC. Kitchener has been a leader in this regard and worked through a number of issues; the City should continue in this role. The Downtown Advisory Committee has a full work plan and likely will not be able to add this to their workload. Important to note, just because we have a dysfunctional committee doesn’t mean we do away with the committee as a whole; we need to fix it. The chair’s role is vital to a committee’s function and can play a large part in the focus of the group. Additionally, a neighbourhood focus is not something WRCPC may be able to take on. Jeff thanked the committee for the feedback provided. He indicated he understands a system has been built that is responding to a number of issues however, it seems to be happening with or without this particular committee. The City continues to have a representative on the WRCPC. 5.Advisory Committee Gathering You’re invited to a party, and you’re hosting!!! The All Committee Gathering will be taking place Tuesday th November 27, and will be a thank you to all committee members for their efforts over the last two years of volunteer service. Mayor and Council will be present. Janice and Jenn to connect on budget Chris and Sarah to speak on behalf of Compass Kitchener, Tristan to be a backup speaker. Please encourage other committee members to attend this exciting event! 6.General Business LEAF Report: th The LEAF report went to Finance and Corporate Services Committee on Monday, October 15. The recommendations suggested $2M to parks, trails and natural spaces, and $1M into an environmental stewardship capital account. Theron represented the committee well, providing a thorough outline of the process. A delegation presented after Theron providing a chart with Compass Kitchener’s engagement numbers, however interpreting them differently than our committee’s neutral standpoint. And, after í ó ïê November 7, 2012 CITY OF KITCHENER - 5 - significant debate around the horseshoe, a motion put forward then denied, the committee agreed to accept the report, however to make no decisions regarding recommendations. Council thanked Compass Kitchener for the efforts they dedicated to the LEAF Community Engagement process and asked additional questions on the survey process. The subsequent Council meeting, Theron registered as a delegation as to clarify a few points that may have been misunderstood at Committee. th Decision on the LEAF fund has been deferred to the November 26 Finance and Corporate Services Committee. Tristan to attend to answer any questions that may arise. A HUGE THANK YOU was given to Theron as well as the subcommittee by members of Compass Kitchener for all the work that has taken place for this item Meeting adjourned at 6:15 pm. Next meeting: December 5, 2012 Location: Conestoga Room Attendance: í ó ïé