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HomeMy WebLinkAboutCAO-15-015 - Recommended 2015-2018 Strategic Plan REPORT TO: Planning and Strategic Initiatives Committee DATE OF MEETING: August 10, 2015 SUBMITTED BY: Jeff Willmer, Chief Administrative Officer, 519-741-2200 ext. 7350 PREPARED BY: Laurie Majcher, Manager Strategy & Business Planning, 519-741-2200 ext. 7817 WARD (S) INVOLVED: All DATE OF REPORT: July 29, 2015 REPORT NO.: CAO-15-015 SUBJECT: City of Kitchener 2015-2018 Strategic Plan: Recommended Strategic Priorities and Strategies __________________________________________________________________________________________ RECOMMENDATION: That the recommended strategic priorities and strategies for 2015-2018 as outlined in the Appendix to report CAO-15-015 be approved; and That staff be directed to prepare a budget and a four-year business plan that identifies specific actions and the allocation of resources to effectively execute the approved strategies. EXECUTIVE SUMMARY: The corporate leadership team is recommending that the five strategic priorities and 27 strategies listed in the Appendix be approved by Council to be included in the City of Kitchener 2015-2018 Strategic Plan. This strategic direction creates a bold and compelling future for the City of Kitchener that will help ensure the success of the city for all of its citizens and will strengthen the organization to meet the challenges of the future. Once approved, the strategic plan and the supporting corporate business plan represent our promise to the community for this term of Council to make Kitchener a more innovative, caring and vibrant community. Citizen input has greatly influenced the direction of this plan, and hundreds of ideas were generated by the community through the planning process. With limited resources, and a commitment to keep tax rates affordable, the Corporate Leadership Team has chosen those ideas that are expected to have the greatest impact on the overall quality of life in the community for the next four years. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 1 - 1 The recommended five strategic priorities for the City of Kitchener 2015-2018 Strategic Plan include: Open Government 1.: We will 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. Strong and Resilient Economy: 2. We will have a dynamic and prosperous city that is rich with employment opportunities and successful business ventures that can grow and thrive within the broader global economy. Safe and Thriving Neighbourhoods: 3.We will work with community partners to create complete, connected, safe and walkable neighbourhoods with a range of housing options. We will encourage people to come together, interact with one another and build relationships through inclusive programs, services, events and great public gathering places. 4. Sustainable Environment and Infrastructure: We will have well planned, managed and cost effective infrastructure systems that support long-term community needs for services, harnessing the benefits of nature through green infrastructure programs to create a healthy urban environment. Effective and Efficient City Services: 5.We will deliver quality public services that meet the day-to-day needs of the community in a reliable and affordable way, made possible through technology, innovation, employee engagement and a sound long-term financial plan. th On August 10, staff will present the highlights of the recommendations to the Planning and Strategic Initiatives Committee, answering any questions that the committee may have on the process or the recommended direction for the City. Staff will be seeking feedback from the Committee to ensure that the recommendations reflect direction that has been received from Council throughout the process and that they include the priorities that are most important for the next four years. Council approval of the recommendations is expected on August 24, 2015, subject to any changes as directed by the Committee. BACKGROUND: Strategic planning is an essential organizational management activity. It is used to: set priorities; focus energy and resources; strengthen operations; ensure that employees and other stakeholders are working toward common goals; establish agreement around intended outcomes/results; and, assess and adjust the organization's direction in response to community expectations and the challenges and opportunities that are created by a changing environment. It is a disciplined effort that produces fundamental decisions and actions that shape where an organization is going and the actions needed to make progress, and how it 1 - 2 will know if it is successful. The results of this process, the City of Kitchener’s strategic plan, is used to communicate the long-term vision for the City, the priorities of the organization for the current term of Council and the strategies that will be put into action through the corporate business plan to achieve the expected results. On October 21, 2013, the Planning and Strategic Initiatives Committee received report staff report CAO-13-027, entitled Components of the 2015-2018 Strategic Planning Process. This report provided an overview of the four phases to the City of Kitchener’s strategic planning process, including: Phase 1 - community Assessment, Phase 2 - Environmental Scan, Phase 3 - Strategic Options, and Phase 4 - Confirmation of Direction. Phase 1 – Community Assessment The first phase of the strategic planning process involved extensive consultation with the community. In keeping with their mandate, Compass Kitchener took the lead to effectively engage a statistically representative sample of the community in a survey to capture an objective citizen perspective on the priorities for the future. Environics Research Group was retained by the city to work with the advisory committee to design and execute the survey. A telephone survey of 1,002 citizens, including 100 cell phone surveys, was completed between November 26th and December 10th of 2013. The survey has a margin of error of plus or minus 3.1% at a 95% confidence level. The sample for this survey matches the Statistics Canada profile for the City of Kitchener on key demographic variables and the results can be considered representative of the general population. The results of the survey provided a current pulse on the community as well as important insights for the development of a strategic plan that aligns with the views, opinions and wants of residents. On February 3, 2014, Environics reported back to the Corporate Leadership Team, City Council and the public on the results of the community survey (staff report CAO-14-001- Compass Kitchener Community Survey Results). Highlights of the survey include: 87% of citizens say the quality of life in the City of Kitchener is good or excellent. 82% of citizens say they get fairly good or very good value for their tax dollars. 78% of citizens say they are somewhat or very satisfied with the City of Kitchener Government. 61% of citizens would support a tax increase at the rate of inflation in order to maintain services. The majority of residents feel that accountability (74%), economic development (73%), the environment (70%) and transportation (65%) should be the top priorities for the City of Kitchener to focus on for the next four years. Using the insights gained from the survey, a series of engagement events were planned within the community to open up the conversation on strategic themes, to better understand why they are important and what might be expected of the City in the future. The Community 1 - 3 Engagement Strategy was presented to Council on April 14, 2014 for discussion and feedback, (staff report CAO-14-010 - Strategic Plan Community Engagement Strategy). Throughout May and June 2014, almost 2000 Kitchener citizens participated in the Your Kitchener, Your Say! community engagement campaign through small group discussions, workbook submissions, online surveys, and social media comments. Over the course of the summer, the members of Compass Kitchener compiled and reviewed more than 10,000 pieces of data from all sources, analyzing the results and synthesizing the responses with the Environics survey results and across all themes to identify the key messages coming from that process. The results of Phase 1 of the Strategic Planning process were presented to Council on September 9, 2014, as Appendix B to staff report CAO-14-014, entitled 2015-2018 . Strategic Plan - Community Priorities & Strategic Directions Phase 2 – Environmental Scan In addition to the priorities identified by the community, there are a number of other important influences that contribute to the City’s strategy for the future. The second phase of the process, the Environmental Scan, provided important context for designing strategies and establishing goals that are both meaningful and achievable. Research was conducted to explore direction coming from the Province, plans and strategies of the Region of Waterloo and neighbouring municipalities; and general trends, pressures and innovations in local government. We also took stock of existing plans, strategies and service levels within the organization, and consider resource constraints or possible strengths that could be leveraged for the future. This research helped to identify recent accomplishments, existing commitments and areas of potential future focus for the City, looking at trends and leading practices in municipalities across Canada.In addition, ideas generated at the council strategy session held on November 12, 2014 were also taken into account. Phase 3 – Strategic Options Building on the results of Phase 2, the corporate leadership team established nine strategy teams to develop potential strategic actions between March and May of 2015. Each strategy team was assigned a strategic theme and were asked to recommend progressive and achievable strategic options and actions that will drive the work of the organization over the next four years. Teams were given detailed information on the community priorities and other emerging issues or opportunities discovered through the environmental scan related to their specific strategic theme. The strategy teams were comprised of city staff from all departments and all levels of the organization, with more than 50 staff participating in this work. On May 4, 2015, the preliminary thoughts and ideas generated by the strategy teams were shared with the Planning and Strategic Initiatives Committee for comment (staff report CAO- 15-005 - Council Input to the 2015-2018 Strategic Plan). More than 40 strategic options were presented for consideration. The input that was received from the Mayor and members of Council was incorporated into the strategic options, as they were refined and prioritized for senior management consideration. The corporate leadership team reviewed and discussed all of the options that are developed, consulted with their management teams and key staff to select those strategies that will guide the direction of the organization over the next four years. 1 - 4 Phase 4 – Confirmation of Direction A draft copy of the recommended strategic plan was circulated to more than 50 community stakeholder groups, including: the Region of Waterloo, neighbouring cities, school boards, hospitals, business improvement areas, neighbourhood associations and various other stakeholder organizations and community support agencies. Feedback received was limited but very positive. In general, these community stakeholders recognize that many of the City of Kitchener strategies will require active partnerships between multiple organizations to be successful and they have expressed a strong interest in working together with the city to achieve shared goals. For example, trails and cycling lanes need to be better connected – within individual cities, between cities, and between regional roads and city streets. Some specific comments include: “Overall Kitchener’s priorities are very much in alignment with the Region’s draft priorities”(CAO, Region of Waterloo); “I want to provide my support behind the proposed strategic plan categories as outlined in the Draft 2015-2018 Strategic Plan, and look forward to partnering with the City on joint initiatives in the coming years”, and “The bold inclusion of urban forest under priority 4. is an item that Green Belt Neighbourhood residents have spoken to City Staff, Kitchener Committees and Councils about since 1978, and its presence as priority 4.1 is much appreciated” ”(Greenbelt Neighbourhood Association); “I applaud the tenet of Open Government and dialogue with stakeholders so that together the City of Kitchener will plan a vibrant healthy robust community for all current and future citizens. (CEO, Kitchener Public Library)” “Looks like a good strategy!”(CEO, United Way of Kitchener-Waterloo) Prior to finalizing the recommended strategic priorities and strategies for Council consideration, Compass Kitchener was asked to review the draft and provide a critical review in the context of the community priorities that were presented to Council in September 2014. Overall, the committee was very impressed with the recommended plans for the future direction of the city and the progressive thinking that is reflected in the strategies. They concluded that much of what they heard from citizens during consultation with the community is reflected in this plan. Suggestions were provided on how to best communicate this plan to citizens so that it is relatable and understandable. Council endorsement and approval of strategic priorities and strategies, scheduled for August th 24, will complete the strategic planning process for this term of Council. Specific actions to support the approved strategies will be discussed with Council and developed through the business planning process for 2016-2019. 1 - 5 REPORT: The corporate leadership team is recommending that the strategic priorities and strategies listed in the Appendix be approved by Council to be included in the City of Kitchener 2015- 2018 Strategic Plan. This plan creates a bold and compelling future for the City of Kitchener that will help ensure the success of the city for all of its citizens and will strengthen the organization to meet the challenges of the future. The strategic plan and the supporting corporate business plan represent our promise to the community for this term of Council to make Kitchener a more innovative, caring and vibrant community. Citizen input has greatly influenced the direction of this plan, and hundreds of ideas were generated by the community through this process. With limited resources, and a commitment to keep tax rates affordable, the Corporate Leadership Team has chosen those ideas that are expected to have the greatest impact on the overall quality of life in the community for the next four years, making Kitchener a place where citizens can earn a good living, live a good life and love where they live. This is an ambitious plan for the organization that will inspire innovation, a dedication to improvement and a drive to serve the community better. The plan will help to keep the energy and commitment of our people focused on what matters most so that citizens see meaningful results that balance both short-term needs and long-term opportunities. City staff are committed to working collaboratively together, running our operations in the most effective and efficient manner possible, and attaining the best possible community impact through our efforts. Monitoring and publicly reporting on our progress three times per year through the business planning process will keep us accountable to our citizens, who will be able to clearly see how we measure up to our commitments. The five strategic priorities and related strategies listed in the Appendix were selected very carefully from all of the ideas generated, with much deliberation and reflection over the past 12 months as input was received from citizens, Council and city staff. The recommended plan is explicit enough that the overall objectives are crystal clear, but not so detailed so that it inhibits dialogue on creative options for putting the plan into action. Strategic options that were considered but not chosen as recommended strategies for this term of Council will be considered as options for the next term of Council. Recommendations: The recommended five strategic priorities and strategies for the City of Kitchener 2015-2018 Strategic Plan include: 1. Open Government We will 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. To achieve this, we will: 1 - 6 1.1 Provide public access to all city records, information and data unless there are privacy, security or legal reasons not to do so, developing partnerships to promote the use of data for economic, social and environmental community benefits. 1.2 Strengthen communication on issues of interest to the public and proactively publish related documents in an accessible format to give citizens the information they need to understand the city’s plans, priorities and the rationale for key decisions. 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. 1.4 Introduce more convenient and effective channels for citizens to access city information and services. 1.5 Strengthen a culture within the organization that puts the citizen first and improves the quality of the customer service experience. In the Environics survey, 74 per cent of residents said that accountability should be a top priority for the city for the next four years. When asked what the city should focus on to be more accountable the most common response was to provide more information on city spending, explain why spending decisions are made and make the information easier to understand. Citizens want more open and transparent decision making and the city to be upfront about how decisions are made and provide the rationale for key decisions. Community engagement has always been a priority for the community. Over the next four years citizens want to see that the city is listening to their input and taking it into account before decisions are made. This community input, along with the city’s ongoing commitment to the Open Government Action Plan approved by Council on February 2014 and the objectives of the Customer Service Strategy, has strongly influenced the open government recommendations. Actions that the City of Kitchener will take to make progress on the above include, but are not limited to: routine disclosure of city records and the release of more city data sets to the public; a comprehensive review of the city’s community engagement policies and practices; implement the e-participation strategy; implement more effective ways to communicate with citizens about where tax dollars are spent and how revenues are used to serve the community; and, implement corporate-wide customer service training. 2. Strong and Resilient Economy We will have a dynamic and prosperous city that is rich with employment opportunities and successful business ventures that can grow and thrive within the broader global economy. To achieve this, we will: 2.1 Foster a business environment that stimulates innovation and job creation. 2.2 Support the attraction, retention and development of existing and new industries within the regional economy, working in collaboration with the economic development corporation for Waterloo Region. 1 - 7 2.3 Strengthen Kitchener’s connections within the GTA-Waterloo Region corridor to support the development of a globally-significant regional innovation economy. 2.4 Develop and nurture a high quality of life and a powerful identity for the City of Kitchener to attract investment and a talented creative workforce. 2.5 Facilitate the ongoing development of Downtown Kitchener as the heart of the city. The results of the Environics survey show that 73 percent of citizens feel that economic development should be a top priority for the next four years. When asked what a healthy economy means, most people said an economy that is diverse, resilient and sustainable so that if jobs are lost, new ones are created and people impacted continue to have opportunities to use their skills in a comparable job in another company or industry. Citizens understand that the local economy is changing. They see the benefits of investing in growth industries, supporting entrepreneurs in creating innovative new business, and the development of small businesses. Citizens recognize that downtown is a primary focus of future economic development in the city and an important symbol of the overall prosperity of our community. Citizens appreciate the progress made in this area and highly value all of the events that make this city such an interesting place to live. This community input, along with the work that is currently underway to update the city’s economic development strategy, has strongly influenced the recommended strategies for the economy. Actions that the City of Kitchener will take to make progress on the above include, but are not limited to: strengthen the promotion of the innovation district nationally and globally; work towards establishing an advanced manufacturing incubator in Kitchener; invest in the cultural sector as a key driver of a creative city and the local creative economy; facilitate the development of the digital media, film and music industry; and, develop a distinct and effective communications strategy that supports the city’s evolving identity. 3. Safe & Thriving Neighbourhoods We will work with community partners to create complete, connected, safe and walkable neighbourhoods with a range of housing options. We will encourage people to come together, interact with one another and build relationships through inclusive programs, services, events and great public gathering places. To achieve this, we will: 3.1 Give citizens the tools and opportunities to play an active leadership role in creating great neighbourhoods and fostering a stronger sense of community belonging. 3.2 Create safer streets in our neighbourhoods through new approaches to traffic calming. 3.3 Manage growth, curb urban sprawl, and foster more mixed-use development, ensuring new development is integrated with the diversity and grain of the surrounding community. 3.4 Facilitate and promote housing developments that provide options for a diversity of lifestyles and household types. 3.5 Continue to encourage active participation in existing recreational facilities while moving forward with the provision of new recreational opportunities in underserved areas of the city. 1 - 8 3.6 Provide opportunities and support for citizens to lead the way in creating active and vibrant public places that promote people’s health, happiness and well-being by capitalizing on local community assets such as community centres, pools, arenas, libraries, parks, trails and other public spaces. When Environics asked residents, top-of-mind, what contributes the most to the vitality of a neighbourhood, the largest proportion by far say friendly neighbours, and one-in-five say community centres or parks and green spaces. 84 percent of residents say that preserving Kitchener’s natural areas should be a top priority, with a strong focus on growth management and intensification. Public spaces, such as neighbourhood parks, gardens, playgrounds and trails contribute to the overall quality of life for citizens and promote community interaction and identity. Neighbourhood amenities, such as pools and splash pads are mentioned frequently, and citizens expect that the city will assess the needs of individual neighbourhoods and provide amenities that meet those needs. 65 percent of residents said that providing more recreational programs for children should be a top priority and 56 percent said providing more programs for seniors. Neighbourhood associations were identified as important facilitators of community development within neighbourhoods. Citizens would like to see more neighbourhood events and initiatives that encourage people to interact with their neighbours. Traffic calming, housing choices, and more effective options for citizens to get involved in neighbourhood planning decisions is clearly a priority for many citizens. This community input, along with the work that is currently underway to develop a citizen-led and city supported neighbourhood strategy and the city’s ongoing commitment to the policies in the Official Plan, has strongly influenced the strategies that are recommended for neighbourhoods. Actions that the City of Kitchener will take to make progress on the above include, but are not limited to: implement a framework to guide and support citizens in creating neighbourhood action plans; expand the community gardens program; expand the city’s public art program with a specific focus on neighbourhoods; Update the Kitchener Growth Management Strategy; develop a complete streets policy; explore options to accelerate the development of the South Kitchener District Park, and; proceed with expansions to the Doon Pioneer Park and Mill Courtland Community Centres. 4. Sustainable Environment and Infrastructure We will have well planned, managed and cost effective infrastructure systems that support long-term community needs for services, harnessing the benefits of nature through green infrastructure programs to create a healthy urban environment. To achieve this, we will: 4.1 Manage and enhance the urban forest so that it will continue to make a long-term contribution to the livability of Kitchener. 4.2 Develop measures to manage storm water and improve water quality in the city’s watersheds. 4.3 Reduce greenhouse gas emissions and energy consumption in all areas of city operations. 1 - 9 4.4 Develop a network of safe, comfortable and linked pedestrian and cycling facilities and improve year-round maintenance on priority routes. 4.5 Strengthen the capability and capacity within the organization to manage all of the city’s assets so that they are affordable, dependable and sustainable in the long- term. 4.6 Improve the City of Kitchener’s ability to leverage funding opportunities for the development and renewal of infrastructure through federal or provincial programs and other partnerships. The environment has been a community priority for many years and the most recent Environics survey shows that 70 percent of residents feel that the environment should continue to be a top priority for the next term of council. When asked “If the city could do one single thing related to the environment in the next four years, what should that be?” The most common response related to planting more trees to increase the city’s tree canopy and maintain or replace existing trees. 93 percent of citizens said that it is very important to have healthy, mature trees throughout the city. Many citizens would like to see the city implement more green-energy initiatives like the solar roof on the Kitchener Operations Facility, encouraging clean and green transportation alternatives to improve air quality and mitigate climate change impacts of CO2 emissions. This community input, along with the city’s commitment to develop a Storm Water Master Plan, implement the Transportation Demand Management Plan, and an ongoing commitment to work towards the development of asset management plans and programs for all asset categories including our green infrastructure, has strongly influenced the recommended strategies for the environment and infrastructure. Public infrastructure is the backbone of our economy and quality of life for citizens. It supports essential city services and highly valued community amenities, including: water, gas, wastewater, stormwater, golf, parking, fleet, buildings and facilities, roads and traffic, parks and open areas, forestry and cemeteries. Decisions to invest in new infrastructure will usually require additional ongoing investments for the maintenance, repair and renewal of those assets. In addition, the responsibility for the ongoing management of City of Kitchener’s current asset inventory, with an estimated replacement value of $7 billion, is substantial for the organization from both a financial and operational perspective. Asset management decisions we make today have a profound impact on the resiliency and long-term sustainability of the environment and infrastructure in Kitchener.In January 2012, City Council approved Policy I- 506 directing “The City of Kitchener Strategic Plan and the Infrastructure Services Department Business Plan identify the Corporate Asset Management Program as one of the strategies to achieve its operational and financial objectives.” Actions that the City of Kitchener will take to make progress on the above include, but are not limited to: move forward with the LED streetlight conversion; create a pro-active forestry management program; develop a prioritized program for the year-round maintenance of trails and walkways; and, complete a storm water master plan; work towards developing asset management plans for all asset categories enabled by organizational structure and business processes; and explore options to accelerate capital funding for the renewal of roads, water and sewer infrastructure. 1 - 10 Effective and Efficient City Services We will deliver quality public services that meet the day-to-day needs of the community in a reliable and affordable way, made possible through technology, innovation, employee engagement and a sound long-term financial plan. To achieve this, we will: 5.1 Enhance and roll out plans for managing emergencies and business disruptions to protect lives and continue to deliver critical services to the community. 5.2 Improve the design and delivery of city services so that they provide what citizens want in the most reliable, convenient and cost efficient way. 5.3 Provide citizens with competitive, rational and affordable taxation levels. 5.4 Ensure the responsible stewardship of public funds within a supportive policy framework. 5.5 Strengthen employee engagement, performance management and accountability for results across the organization. When Environics asked residents what their preference was for balancing services with taxation, the majority (61%) said that they would support a tax rate at the rate of inflation to maintain services, and only 11 percent indicated that they would prefer to increase taxes to expand or improve services. While 82 percent of residents indicate that they get good value for their tax dollars, they still want to be assured that the city is using public resources prudently, reducing waste and improving efficiency on an ongoing basis. This community input, along with the city’s ongoing commitment to continuous improvement, innovation and performance management, has strongly influenced the strategies that are recommended for city services. Actions that the City of Kitchener will take to make progress on the above include, but are not limited to: implement the recommendations of the Business Continuity Plan; implement the Talent Management Strategy; develop a long-term financial plan to consolidate existing financial policies/strategies and provide for the City’s financial sustainability; develop and implement the Corporate Technology Strategic Plan/Digital Kitchener Strategy; and, revitalize the joint services initiative and look at the potential to expand the scope of opportunities. Expected Community Benefits Over time, the recommended strategies included in appendix A to this report are expected to have a measurable positive impact on the community as actions are implemented and results are achieved. Results will not be evident for all strategies during this term of council as some may not be fully implemented within the next four years, and others may require more time to fully mature after implementation. Examples of the results that Council can expect from the implementation of this plan include, but are not limited to: more citizens feel that they understand where their tax dollars go; more cycling and pedestrian paths and trails in the city, and more with year-round access; 1 - 11 more residents participate in recreational opportunities particularly in underserved areas; more asset management plans with programs and resources in place for the maintenance and renewal of the City’s infrastructure; and more citizens are satisfied with their interactions with the City. Staff will continue to develop appropriate measures and targets for the achievement of results that are expected by Council and the community through the implementation of the city’s strategic plan. Goals will become clearer as the strategic actions are agreed upon and resources are allocated through the budget and business planning processes. Next Steps th On August 10, staff will present the highlights of the recommended strategic plan to the Planning and Strategic Initiatives Committee, answering any questions that the committee may have on the process or the content of the plan. Staff are seeking Council’s approval and commitment to the recommended priorities and strategies, endorsing these recommendations as a sound plan for the future that is expected to deliver results that are valued by the community, achievable by the organization and important to Council. The work associated with the execution of these recommendations will absorb the full capacity of the organization to commit to strategic initiatives, allowing adequate but minimal room for the organization to respond to priorities of Council that may emerge over the next four years. Resources will be reallocated within the organization to follow through on these commitments as required and efficiency improvements in existing operations will be necessary to free up the capacity to take on the recommended strategies. It is important to acknowledge that a decision by Council to increase the number of strategic priorities and/or expand the scope of work that would be expected to support recommended priorities will require a commitment by Council to new investments in ongoing operating resources through the budget process. Once the strategic plan is approved by Council, staff can begin working on the 2016-2019 corporate business plan to identify specific strategic initiatives and allocate the necessary resources to put those plans into action. Since the community priorities were known when the 2015 business plan was approved, some actions are already underway, but many more will need to be decided upon before the next four year business plan is finalized. Planning and Strategic Initiatives Committee will be given the opportunity to review a preliminary list of action items to be included in the corporate business plan for 2016-2019 and st provide their input on August 31, conditional upon Council approval of the recommended th strategic priorities and strategies on August 24 as planned. The proposed business plan, with a list of prioritized action items to execute the strategic plan over the next four years will be presented to Council for consideration in December, with final approval conditional upon budget decisions in early 2016. 1 - 12 ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The development of the City of Kitchener Strategic Plan for 2015-2018 aligns to the following areas of the city’s current strategic plan: Community Priorities: Leadership and Community Engagement Effective & Efficient Government: Organizational Governance People Plan: A Culture of Accountability, and A Culture of Learning FINANCIAL IMPLICATIONS: There are no financial implications associated with this body of work at this time. Recommended strategies that involve the introduction of new programs and services, or involve substantial increases in service levels will require future operating resources to be sustainable. It may be necessary to explore new funding sources in future budgets or consider options to reallocate resources from existing programs and services to address Council’s strategic priorities. COMMUNITY ENGAGEMENT: INFORM – This report has been posted to the City’s website with the agenda in advance of the council / committee meeting. CONSULT – Almost 3,000 citizens participated in the community engagement process, including the Environics survey in November and December of 2013, and the Your Kitchener, Your Say! community engagement campaign during the months of May and June 2014. ACKNOWLEDGED BY: Jeff Willmer, Chief Administrative Officer Attachments: Appendix - Recommended Strategic Priorities and Strategies for 2015-2018. 1 - 13 !Ø؏t{úŠ çl•kku|| ÿè"Óûl Øèû•èûû "u| ÿè"Óû 1 - 14 !Ø؏t{úŠ çl•kku|| ÿè"Óûl Øèû•èûû "u| ÿè"Óû Wewillbetransparentandaccountabletocitizens,providingeasyaccesstoinformation,agreat customerserviceexperience,andmeaningfulopportunitiestoparticipateinthedemocraticprocess. Toachievethis,wewill: 1.1Providepublicaccesstoallcityrecords,informationanddataunlessthere areprivacy,securityorlegalreasonsnottodoso,developingpartnershipsto promotetheuseofdataforeconomic,socialandenvironmentalcommunity benefits. 1.2Strengthencommunicationonissuesofinteresttothepublicandproactively publishrelateddocumentsinanaccessibleformattogivecitizensthe informationtheyneedtounderstandthe-z·äx­plans,prioritiesandthe rationaleforkeydecisions. 1.3Createmoreopportunitiesforcitizendialogueoncommunityissuesand introducenewwaysforpeopletogetinvolvedindecisionsthataffectthem. 1.4Introducemoreconvenientandeffectivechannelsforcitizenstoaccesscity informationandservices. 1.5Strengthenaculturewithintheorganizationthatputsthecitizenfirstand improvesthequalityofthecustomerserviceexperience. ActionsthattheCityofKitchenerwilltaketomakeprogressontheaboveinclude,butarenotlimited to:routinedisclosureofcityrecordsandthereleaseofmorecitydatasetstothepublic;a comprehensivereviewofthe-z·äx­communityengagementpoliciesandpractices;implementthee participationstrategy;implementmoreeffectivewaystocommunicatewithcitizensaboutwheretax dollarsarespentandhowrevenuesareusedtoservethecommunity;and,implementcorporatewide customerservicetraining. Ø"Ӑ ý 1 - 15 !Ø؏t{úŠ çl•kku|| ÿè"Óûl Øèû•èûû "u| ÿè"Óû Wewillhaveadynamicandprosperouscitythatisrichwithemploymentopportunitiesandsuccessful businessventuresthatcangrowandthrivewithinthebroaderglobaleconomy.Toachievethis,we will: 2.1Fosterabusinessenvironmentthatstimulatesinnovationandjobcreation. 2.2Supporttheattraction,retentionanddevelopmentofexistingandnew industrieswithintheregionaleconomy,workingincollaborationwiththe economicdevelopmentcorporationforWaterlooRegion. 2.3StrengthenYz·-w;“;©x­connectionswithintheGTAWaterlooRegioncorridor tosupportthedevelopmentofagloballysignificantregionalinnovation economy. 2.4DevelopandnurtureahighqualityoflifeandapowerfulidentityfortheCity ofKitchenertoattractinvestmentandatalentedcreativeworkforce. 2.5FacilitatetheongoingdevelopmentofDowntownKitchenerastheheartof thecity. ActionsthattheCityofKitchenerwilltaketomakeprogressontheaboveinclude,butarenotlimited to:strengthenthepromotionoftheinnovationdistrictnationallyandglobally;worktowards establishinganadvancedmanufacturingincubatorinKitchener;investintheculturalsectorasakey driverofacreativecityandthelocalcreativeeconomy;facilitatethedevelopmentofthedigitalmedia, filmandmusicindustry;and,developadistinctandeffectivecommunicationsstrategythatsupports the-z·äx­evolvingidentity. Ø"Ӑ þ 1 - 16 !Ø؏t{úŠ çl•kku|| ÿè"Óûl Øèû•èûû "u| ÿè"Óû Wewillworkwithcommunitypartnerstocreatecomplete,connected,safeandwalkable neighbourhoodswitharangeofhousingoptions.Wewillencouragepeopletocometogether,interact withoneanotherandbuildrelationshipsthroughinclusiveprograms,services,eventsandgreatpublic gatheringplaces.Toachievethis,wewill: 3.1Givecitizensthetoolsandopportunitiestoplayanactiveleadershiprolein creatinggreatneighbourhoodsandfosteringastrongersenseofcommunity belonging. 3.2Createsaferstreetsinourneighbourhoodsthroughnewapproachesto trafficcalming. 3.3Managegrowth,curburbansprawl,andfostermoremixeduse development,ensuringnewdevelopmentisintegratedwiththediversityand grainofthesurroundingcommunity. 3.4Facilitateandpromotehousingdevelopmentsthatprovideoptionsfora diversityoflifestylesandhouseholdtypes. 3.5Continuetoencourageactiveparticipationinexistingrecreationalfacilities whilemovingforwardwiththeprovisionofnewrecreationalopportunitiesin underservedareasofthecity. 3.6Provideopportunitiesandsupportforcitizenstoleadthewayincreating activeandvibrantpublicplacesthatpromote¦;š¦Œ;x­health,happinessand wellbeingbycapitalizingonlocalcommunityassetssuchascommunity centres,pools,arenas,libraries,parks,trailsandotherpublicspaces. ActionsthattheCityofKitchenerwilltaketomakeprogressontheaboveinclude,butarenotlimited to:implementaframeworktoguideandsupportcitizensincreatingneighbourhoodactionplans; expandthecommunitygardensprogram;expandthe-z·äx­publicartprogramwithaspecificfocuson neighbourhoods;UpdatetheKitchenerGrowthManagementStrategy;developacompletestreets policy;exploreoptionstoacceleratethedevelopmentoftheSouthKitchenerDistrictPark,and; proceedwithexpansionstotheDoonPioneerParkandMillCourtlandCommunityCentres. Ø"Ӑ ÿ 1 - 17 !Ø؏t{úŠ çl•kku|| ÿè"Óûl Øèû•èûû "u| ÿè"Óû Wewillhavewellplanned,managedandcosteffectiveinfrastructuresystemsthatsupportlongterm communityneedsforservices,harnessingthebenefitsofnaturethroughgreeninfrastructure programstocreateahealthyurbanenvironment.Toachievethis,wewill: 4.1Manageandenhancetheurbanforestsothatitwillcontinuetomakealong termcontributiontothelivabilityofKitchener. 4.2Developmeasurestomanagestormwaterandimprovewaterqualityinthe -z·äx­watersheds. 4.3Reducegreenhousegasemissionsandenergyconsumptioninallareasofcity operations. 4.4Developanetworkofsafe,comfortableandlinkedpedestrianandcycling facilitiesandimproveyearroundmaintenanceonpriorityroutes. 4.5Strengthenthecapabilityandcapacitywithintheorganizationtomanageall ofthe-z·äx­assetssothattheyareaffordable,dependableandsustainablein thelongterm. 4.6ImprovetheCityofYz·-w;“;©x­abilitytoleveragefundingopportunitiesfor thedevelopmentandrenewalofinfrastructurethroughfederalorprovincial programsandotherpartnerships. ActionsthattheCityofKitchenerwilltaketomakeprogressontheaboveinclude,butarenotlimited to:moveforwardwiththeLEDstreetlightconversion;createaproactiveforestrymanagement program;developaprioritizedprogramfortheyearroundmaintenanceoftrailsandwalkways;and, completeastormwatermasterplan;worktowardsdevelopingassetmanagementplansforallasset categoriesenabledbyorganizationalstructureandbusinessprocesses;andexploreoptionsto acceleratecapitalfundingfortherenewalofroads,waterandsewerinfrastructure. Ø"Ӑ 1 - 18 !Ø؏t{úŠ çl•kku|| ÿè"Óûl Øèû•èûû "u| ÿè"Óû Wewilldeliverqualitypublicservicesthatmeetthedaytodayneedsofthecommunityinareliable andaffordableway,madepossiblethroughtechnology,innovation,employeeengagementanda soundlongtermfinancialplan.Toachievethis,wewill: 5.1Enhanceandrolloutplansformanagingemergenciesandbusiness disruptionstoprotectlivesandcontinuetodelivercriticalservicestothe community. 5.2Improvethedesignanddeliveryofcityservicessothattheyprovidewhat citizenswantinthemostreliable,convenientandcostefficientway. 5.3Providecitizenswithcompetitive,rationalandaffordabletaxationlevels. 5.4Ensuretheresponsiblestewardshipofpublicfundswithinasupportive policyframework. 5.5Strengthenemployeeengagement,performancemanagementand accountabilityforresultsacrosstheorganization. ActionsthattheCityofKitchenerwilltaketomakeprogressontheaboveinclude,butarenotlimited to:implementtherecommendationsoftheBusinessContinuityPlan;implementtheTalent ManagementStrategy;developalongtermfinancialplantoconsolidateexistingfinancial policies/strategiesandprovideforthe/z·äx­financialsustainability;developandimplementthe CorporateTechnologyStrategicPlan/DigitalKitchenerStrategy;and,revitalizethejointservices initiativeandlookatthepotentialtoexpandthescopeofopportunities. Ø"Ӑ  1 - 19