HomeMy WebLinkAboutCSD-14-047 - Kitchener Neighbourhood Strategy
REPORT TO: Safe and Healthy Community Advisory Committee
DATE OF MEETING: June 5, 2014
SUBMITTED BY: Michael May, DCAO, Community Services
(519-741-2200, ex. 7079)
PREPARED BY: Michael May, DCAO, Community Services
WARD(S) INVOLVED: All
DATE OF REPORT: May 23, 2014
REPORT NO.: CSD-14-047
SUBJECT: KITCHENER NEIGHBOURHOOD STRATEGY
___________________________________________________________________
IMPORTANT NOTE: The ideas contained in this report are intended to spark
discussion and encourage members of the community to provide input on the
scope, project governance and approach to developing a City of Kitchener
Neighbourhood Strategy.
BACKGROUND:
The need to develop a formal Neighbourhood Strategy has been identified through a
variety of major City of Kitchener strategy documents, including:
Leisure Facilities Master Plan (2005)
Growth Management Strategy (2009)
Leisure Facilities Master Plan Update (2013)
In addition, in the past the Safe and Healthy Community Advisory Committee has also
considered the creation of a Neighbourhood Strategy.
On January 27, 2014 Kitchener City Council approved the City’s 2014-2016 Business
Plan which included the development of a Neighbourhood Strategy as a significant
corporate project to begin in 2014.
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REPORT:
Purpose of a Neighbourhood Strategy:
The City of Kitchener has a history of helping to plan, build and support safe and
thriving neighbourhoods through a variety of municipal investments, tools and
partnerships with other orders of government, community organizations and citizens.
In fact, based on community consultations lead by Compass Kitchener, the City of
Kitchener’s Strategic Plan includes a vision statement for the community that reads,
“Together, we will build an innovative, caring and vibrant Kitchener with safe and
thriving neighbourhoods.”
In addition to this municipal work, a wide variety of community groups play a very active
and critical role in helping create safe and thriving neighbourhoods. These groups
include, but are not limited to: service clubs, not-for-profit groups, cultural and faith
based groups, recreational clubs, informal neighbourhood groups and the City’s very
active network of neighbourhood associations.
In total, there are likely thousands of people in the city of Kitchener actively working for
hundreds of different organizations that are in one way or another focused on
supporting different elements of the city’s neighbourhoods. Figure 1.0 (next page)
provides an overview of the different components and community groups that contribute
to the health of our neighbourhoods. This visual is not intended to be totally inclusive of
everything that is happening in our neighbourhoods, but it does provide some sense of
scale and complexity in terms of the wide variety of issues and organizations that are a
part of our neighbourhoods.
At this time, the City of Kitchener has no overarching strategy that looks at all of these
different elements and groups within our neighbourhoods to see how the entire
community can best work together to plan, build and support safe and thriving
neighbourhoods, which should ultimately lead to a healthy community.
The purpose of a City of Kitchener Neighbourhood Strategy would be to:
1. Create an overarching strategy for the future of Kitchener’s neighbourhoods that
would assist the municipality and community groups in coordinating their efforts to
ensure maximum effectiveness towards the common goal of creating safe and
thriving neighbourhoods. It will take a holistic approach to looking at the entire
picture illustrated in Figure 1.0.
2. Design and implement a citizen-led approach to placemaking in our neighbourhoods
that would engage residents in defining the unique identity/character of their
neighbourhood and identifying actions that could be taken to contribute to the health
of their neighbourhood.
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As highlighted by the Project for Public Spaces, “placemaking” is a multi-faceted
approach to planning, designing and managing public spaces that “capitalizes on a local
community’s assets, inspiration, and potential, ultimately creating good public spaces
that promote people’s health, happiness, and wellbeing.” More information about
placemaking can be found at: http://www.pps.org/reference/what_is_placemaking/
FIGURE 1.0
Note: This visual is not completely inclusive of everything that is happening in our
neighbourhoods. It is intended to simply demonstrate the complexity and diversity of
issues and groups involved in our neighbourhoods.
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Scope of a Neighbourhood Strategy:
Given all the components and stakeholders that have an impact on safe and thriving
neighbourhoods, the scope of a City of Kitchener Neighbourhood Strategy could quickly
become unwieldy and unmanageable. For this reason, it is very important to clearly
define the scope and specific objectives of a strategy prior to launching its development.
Based on some preliminary research into the work of other municipalities’
neighbourhood and placemaking strategies, the following outlines the potential scope of
a two-phased City of Kitchener Neighbourhood Strategy. This high-level outline will
have to be expanded upon to provide more detail prior to launching the project. To that
end, over the next several months discussions will take place with a variety of
stakeholders to gather specific feedback on this potential scope for the strategy.
Phase /
In-Scope:
Timing:
Define the term “neighbourhood” for the purposes of the strategy.
Develop a city-wide, citizen-based vision statement for the future
of Kitchener’s neighbourhoods and the role they will play in
contributing to a safe and healthy community.
Develop a comprehensive, city-wide Neighbourhood Strategy
Phase 1:with recommendations to City Council.
Begin in
Create a placemaking framework that includes guidelines and
early 2015
supports/tools to facilitate the future creation of citizen-led, asset-
based Neighbourhood Actions Plans (NAPs).
Outputs from Phase 1:
Neighbourhood Strategy to be presented to City Council.
Placemaking framework to be presented to City Council.
Create a Neighbourhood Action Planning Toolkit to help residents
in developing Neighbourhood Action Plans.
Facilitate the creation of citizen-led Neighbourhood Action Plans
that will include at a minimum:
Phase 2:
A neighbourhood-based asset map.
Timing to be
o
A unique identity statement for their neighbourhood.
determined by
o
Recommendations on actions that can be taken to strengthen
project team.
o
the character, identity and health of the neighbourhood.
This work will
be ongoing for
Outputs from Phase 2:
several years.
Neighbourhood Action Planning Toolkit.
Neighbourhood Action Plans for individual neighbourhoods.
Neighbourhood-based Asset Maps.
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To get a better sense of what a “Neighbourhood Action Plan” might look like, visit:
http://www.hamilton.ca/ProjectsInitiatives/NeighbourhoodDevelopment/ To review an
example of a neighbourhood-based asset map, check out page 12-13 of the City of
Hamilton’s Neighbourhood Action Planning Toolkit, which can be found on the right
hand side of the page.
A Neighbourhood Strategy is NOT…
To assist in clearly defining the scope and purpose of a Kitchener Neighbourhood
Strategy, it is also important to be clear what it is not. A Neighbourhood Strategy would
NOT be:
A neighbourhood renewal plan
1. – the strategy would not be about picking specific
neighbourhoods that “have problems” and trying to “fix them.”
A strategy developed solely by City staff
2. – the strategy would require extensive
citizen/stakeholder engagement and leadership. Failure to effectively engage
citizens at the grassroots level would significantly hamper the strategy’s success.
Focused on one element of a neighbourhood
3.(eg. people, physical form, safety)
– To be successful, this strategy should take a comprehensive approach to
considering all elements of safe and thriving neighbourhoods and how work on
those elements can be best coordinated and more citizen/community driven.
A strategy for only new neighbourhoods
4. – A Neighbourhood Strategy would
apply to all neighbourhoods in the City. In fact, when it comes to developing
neighbourhood specific plans (a second phase of the strategy), there may be value
in focusing initially on existing or long-standing neighbourhoods.
A strategy focused on the operations of existing community groups
5. already
doing work in the City’s neighbourhoods – The strategy will not be looking into the
individual operations of any community group. It will look at how the municipality
can better support existing community groups, leverage their efforts and create a
more coordinated approach to planning, building and supporting safe and thriving
neighbourhoods.
A mechanism to stop change
6. – our City and neighbourhoods will continue to
grow and evolve. A Neighbourhood Strategy would not be about stopping new
development or construction projects. It would convey a clear vision for
neighbourhoods which can help influence future planning, building and
infrastructure changes to ensure that the right kind of growth improves our
neighbourhoods.
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Citizen Engagement / Leadership:
One of the most fundamental principles in the development of a Neighbourhood
Strategy – if not the single most fundamental principle – will be citizen engagement. A
Neighbourhood Strategy should be built by neighbours, for neighbourhoods.
Significant efforts will need to be taken to collaborate with existing community groups
and stakeholders, and with residents who have not traditionally been engaged in
neighbourhood/community development. Some potential ideas for ensuring effective
stakeholder and citizen engagement and leadership include:
Utilize the Safe and Healthy Community Advisory Committee as an advisory
committee for the project (e.g. all materials would be need to be reviewed by the
committee before presentation to City Council).
Include a number of community group and citizen representatives on the project
team leading the strategy development. Create two co-chair positions to lead the
project team, one would be a member of city staff and another would be a citizen
representative.
Utilize existing meetings of large and small community groups (e.g. Neighbourhood
Association Summit, All Council Advisory Committee Meeting, Festival of
Neighbourhoods, Athletics Award Banquet, KYAC Youth Awards) to engage
stakeholders. This would require the agreement and active participation/leadership
of the groups organizing these events.
Ask several existing community groups to lead individual workshops on specific
components of a neighbourhood strategy and provide a written report to the project
team on the results of those workshops.
Develop and implement a comprehensive communications and engagement plan
utilizing a variety of online and traditional methods to engage residents who are:
(1) not active members of existing community groups, and (2) are members of an
existing association/club/group that have not traditionally participated in this type of
strategy development (e.g. sports groups, service clubs)
To ensure citizen engagement and input drives the development of this strategy from
the very beginning, staff will be consulting with community groups over the next several
months even before the project scope, objectives and governance have been finalized
and the project launched.
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Benefits of a Kitchener Neighbourhood Strategy:
A Kitchener Neighbourhood Strategy would provide a wide variety of benefits to the
corporation of the City of Kitchener and to the broader community. Some of the benefits
that could be achieved through this strategy include:
Increased Citizen Engagement
1.– engages a wide diversity of residents in planning,
building and supporting their own neighbourhood. Specific efforts would be made to
engage residents not already engaged in community building through outreach to a
number of existing organizations and associations (e.g. service clubs, sports
groups).
Greater Sense of Belonging
2.– engages residents in clearly identifying the unique
identify/character of their neighbourhood and facilitates their active involvement in
initiatives intended to strengthen that identity. This increased involvement in their
neighbourhood has the potential to increase residents’ civic pride, their sense of
belonging and public participation (e.g. volunteering, voter turnout).
Comprehensive Approach to Placemaking
3. – takes a comprehensive, people-
centered approach to planning, building and supporting great public spaces and
community gathering places.
Contributes to a Healthy Community
4. – looking at how we can better plan, build
and support safe and thriving neighbourhoods will put an increased and more
coordinated focus on a variety of elements that contribute to a healthy community.
Aligns Existing Efforts
5. – creates a citizen-based identity for each of Kitchener’s
neighbourhoods that can inform and guide future efforts and investments made by a
variety of community groups and government organizations.
Strengthens Corporate / City Staff Alignment
6. – aligns the efforts of City staff
across the Corporation behind a more coordinated focus on planning, building and
supporting safe and thriving neighbourhoods as identified in the City’s strategic plan.
Potential Strategy Outcomes:
In addition to these high-level community benefits, a Neighbourhood Strategy might
include recommendations related to a variety of tangible initiatives focused on
supporting safe and thriving neighbourhoods. The following list of potential outcomes is
provided for example purposes only:
Neighbourhood specific signage standards
Matching funds program / grant process (in progress)
Neighbourhood public art program
Street party program
Neighbourhood infill communications/engagement toolkit
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Increased special events in neighbourhoods
Neighbourhood gateway features
Expanded community garden program
Neighbourhood specific design guidelines
New or enhanced public spaces
Celebration of heritage elements / historic or famous residents
Streamlined city policies/procedures
Neighbourhood celebrations at all city facilities (arenas, fire stations, etc.)
Examples of Other Neighbourhood Strategies:
Many municipalities across Canada and throughout North America have developed their
own neighbourhood or placemaking strategies. In researching the potential scope and
approach Kitchener may wish to take, staff explored several examples which are
outlined below. In the early stages of developing a Kitchener Neighbourhood Strategy, it
would likely be beneficial to do further research into best practices and lessons learned
from other municipalities.
Municipality: Strategy Features:
Extensive 5 year implementation plan.
London
Very comprehensive.
Strengthening
Focuses on “People” and “Places”
Neighbourhoods
http://www.london.ca/residents/neighbourhoods/Pages/London-
Strategy
Strengthening-Neighbourhoods-Strategy.aspx
Neighbourhood Action Strategy launched in 2011.
Overarching plan + individual neighbourhood plans
Hamilton
Utilizes resident-led neighbourhood asset maps.
Neighbourhood
Focus on: community development, planning, increasing
Development
investments, new partnerships
Strategy
http://www.hamilton.ca/ProjectsInitiatives/NeighbourhoodDevelo
pment
Saskatoon
Strategy created in 2013.
Neighbourhood
Focused on infill within existing neighbourhoods.
Level Infill
Only considering the built form.
Development
Visit www.saskatoon.ca and search for “infill strategy”
Strategy
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Includes variety of tools to facilitate placemaking.
Provides citizens with step-by-step guide to placemaking.
Partnership with “Project for Public Spaces” (PPS) and
Placemaking
Metropolitan Planning Council.
Chicago
Utilizes concept of “the power of 10” – great places need at
least 10 things, or 10 reasons to be there.
http://www.placemakingchicago.com/
Questions for Discussion & Input:
Over the next several months city staff will engage a variety of community groups (e.g.
Safe and Healthy Advisory Committee, TAMARACK, Crime Prevention Council, Festival
of Neighbourhoods, Neighbourhood Associations, the United Way, Compass Kitchener,
general public through social media/online survey, City of Kitchener Senior
Management Team) to get their thoughts and ideas on the following questions:
1. Recognizing all of the different components and stakeholders that have an impact on
safe and thriving neighbourhoods, what do you believe should be in-scope, and out
of scope, of a City of Kitchener Neighbourhood Strategy?
2. What community groups, stakeholders and/or specific people do you think should be
engaged in developing a Neighbourhood Strategy?
3. Given all of the great work already being done by a variety of community groups
within our neighbourhoods, how can a Neighbourhood Strategy best support those
groups and help create a more comprehensive approach to planning, building and
supporting safe and thriving neighbourhoods within Kitchener?
4. What community development and/or placemaking processes, tools, templates,
principles, research/data do you think should be utilized to help develop a
Neighbourhood Strategy?
5. What is the single biggest question you have about a Neighbourhood Strategy?
Staff will use the feedback received through these discussions to finalize a Project
Charter for the development of a Neighbourhood Strategy that will outline the scope,
objectives and governance of the project in time to being the work in early 2015. Once
drafted, that Project Charter will be presented to the Safe and Healthy Community
Advisory Committee for comment and approval.
ACKNOWLEDGED BY:
Jeff Willmer, CAO
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