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Present: John Schitka
Mark Paul
Jeff Brown
Judy Stephens -Wells
Leyton Collins
Roberto Villamar
Staff: Laurie Majcher
Jenn Grein
Regrets: TangulBilgehan
Amber Sare
The meeting began at 4:00 p.m. with John Schitka in chair.
1. Review of March Agenda
On motion by Birgit Heilig, it was resolved:
"That the agenda for March 1, 2017 be accepted."
COMPASS KITCHENER MINUTES
March 1, 2017 — 4:00-6:00
Schmalz Room, KITCHENER CITY HALL
Lynn Gazzola Adam Hammoud
Lori Trumper Birgit Heilig
Josh Joseph
Carried Unanimously
John provided a brief overview of the work plan for the committee, highlighting key items the committee will be
responsible for in the coming two year term.
2. Review of February minutes
It was clarified that the Strategic Plan action item from February minutes was in reference to the full Strategic Plan
document, however due to discussion also being related to the action plan, the Strategic Action Plan document was
also provided on the committees Sharefile.
Membership for the working groups to be confirmed via email.
On motion by Mark Paul, it was resolved:
"That the minutes from February 1, 2017 be approved."
Carried Unanimously
3. Follow up to Minutes
Jenn connected with the committee briefly regarding Sharefile, a new way for the committee to share documents
and presentations. If anyone has any questions, please feel free to connect.
4. Compass Kitchener's role in the Strategic Plan and Report Card Processes
• Laurie provided a brief background on the Compass Kitchener Advisory Committee's role in development of the
strategic plan. She advised the committee has continually been focused on the community engagement process,
seeking input from the community on priorities for the organization. She reviewed the strategic planning process
sharing who is responsible during each of the 4 phases and identifying Compass Kitchener as primary in Phase 1
for the Community Assessment. In the past, this has included the Environics Survey as well as the 'Your Kitchener,
your say!' subsequent engagement process. Input from these is used to develop the Community Priorities for Action
and serves to confirm the current strategic directions. She reviewed some of the questions used in past Environics
Survey's, provided additional information on engagement strategies used in past follow up processes and shared
some examples of feedback gathered from residents. The community priorities assist with the next phases of the
planning process, and ultimately the development of the Strategic Plan. While this plan is a four year roadmap for
the organization, it has been designed to support the long term vision for the community and mission of the
organization, which was formed in 2000 with Compass Kitchener's assistance:
Our Community Vision: Together, we will build an innovative, caring and vibrant Kitchener.
Our Corporate Mission: Proudly providing valued services for our community.
• The Business Plan is developed, and the report card is the evaluation tool that measures progress on the Strategic
Plan.
• An overview of costs associated with various participation options was discussed. Information is available regarding
the Environics survey, however details regarding staff time is more difficult to calculate.
• The committee considered demographics for various wards as well as participation levels and agreed there are
many variables to consider in the planning phases.
• Additional information on qualifiers will be available when work on the Report Card commences.
March 1, 2017 2 CITY OF KITCHENER
■ With a significant amount of information shared regarding this item on the agenda, Laurie indicated members are
welcome to connect with her for any additional questions.
5. Community Engagement
■ Community Engagement is a vital piece in the development of the Strategic Plan. As Laurie is responsible for the
overall strategic plan, she shared the four community engagement goals:
➢ High level indicators of public trust and satisfaction — identification of emerging issues.
➢ Capture any significant shifts in priorities for action for the next four years — understand what is driving those
changes.
➢ Identify any new/different expected outcomes as the City works towards established priorities.
➢ Generate ideas for making progress on expected outcomes.
■ She reviewed the timelines for the Strategic Planning process spanning over 2017 through to 2019.
■ As a result of these timelines, Josh has identified key decisions for the community engagement plan for the next few
months. He reviewed the intended discussion for the upcoming four meetings including items for consideration at
each of the meetings and how the information will be used.
■ He advised this meeting the committee will be focusing on Stakeholders. A Stakeholder is defined as someone who
has an interest in, or will be impacted or affected by, a decision. He provided a few examples of different
stakeholders and asked that members identify stakeholders for consideration. He clarified, barriers to participation
will be considered at a future meeting. Further, he'd like the group to consider which focus areas various
stakeholders might be more interested in participating with.
■ Compass Kitchener discussed possible stakeholders for consideration, including (with area of interest in brackets
following stakeholder if identified): Chamber of Commerce (Economy), the Immigration Partnership (Economy),
Neighbourhood Associations across the city, Kitchener Waterloo Co -Housing Group, Unions (Economy), Major
Employers (Economy), Employers (Community Vitality), Students, small businesses and start-ups (Community
Vitality, Neighbourhoods, Economy, Transportation), Family Business Centre, German Clubs.
■ Various demographics will need to be considered as well ie. children vs. no children, families with both parents vs.
single parent families, various classes, education levels, accessibility level, age (Neighbourhood, Transportation),
etc.
■ Josh thanked the committee for the input provided and reminded Compass Kitchener members to feel free to
connect with him if they have additional ideas they would like to identify relating to this discussion.
■ It was suggested that preliminary information and a survey be completed prior to each Compass Kitchener meeting
to assist with this process. Josh agreed this would be beneficial for conversation and effective use of time.
Strategic Action Plan
■ Laurie prepared this presentation for Compass Kitchener to provide members with a more in-depth understanding
of the Strategic Action Plan. When the dashboard for 2016 has been completed, and is ready to be shared
publically, she will ensure it's sent out to the committee.
■ She provided an overview of the status of 2016 Projects by Strategic Priority highlighting percentages in each of the
five focus areas. She has selected several items from each of the focus areas to share additional information with
the committee. This will continue to take place at upcoming meetings of Compass Kitchener so that the committee
will be prepared to provide a Report Card to Council.
Open Government:
■ The EngageKitchener platform was launched and utilized for several engagement campaigns. This resulted in
more than 2,000 registered users in the platform in the first 6 months, far exceeding initial expectations.
■ Progress has been made on the City's Open Data Portal, with more than 100 data sets made available to the
public. The City of Kitchener was recognized by Public Sector Digest as one of Canada's Top 20 Open Cities and a
trailblazer in open data.
■ A review of the City's external website has been completed. The recommendations of the review will improve
navigation and the quality of information that is available. Implementation will begin in early 2017.
Strong and Resilient Economy
■ Through Make it Kitchener investment support, Communitech was able to expand its facility in the Tannery to
provide more room for growth stage companies. Kitchener startups are becoming growth stories as Sortable and
Clearpath Robotics made it onto Deloitte's Fast 50 list for 2016.
■ After extensive community engagement, council approved the establishment of a Creative Hub to incubate and
strengthen the growth of arts and creative industries in alignment with Kitchener's Economic Development Strategy,
Make it Kitchener.
■ The Kitchener Market Strategy was approved by Council as a guiding document for the Kitchener Market and
market -related activities of the Economic Development division and the City of Kitchener. The strategy will help
March 1, 2017
CITY OF KITCHENER
maximize the investments already made in the facility and ensure the market delivers value to citizens, while
growing revenue -generating portions of the business and supporting the development of the food industry.
Safe & Thriving Neighbourhoods
■ Kitchener's Neighbourhood Strategy will help people connect and work together to do great things in their
neighbourhoods. After extensive community engagement, the draft recommendations were posted in November
2016 on EngageKitchener to share the results and confirm that the City accurately captured the input received. The
final neighbourhood strategy was presented to council in February 2017.
■ After several months of public engagement and consultation, the Planning Around Rapid Transit Stations
(PARTS) Central Plan was created to guide development and change in and around the six (6) ION stops, support
ridership of ION and ensure that the PARTS central area is an attractive place to live, work, study, shop and play.
Sustainable Environment & Infrastructure
■ Council approved a recommendation to convert all streetlights in the City of Kitchener to Light Emitting Diode (LED)
technology. LED lighting on municipal roadways provides an opportunity to recognize significant cost savings in
electricity and maintenance over the lifecycle of the equipment. It is estimated that nearly 500 tonnes of
greenhouse gas emissions can be saved annually through the installation of a full LED street light replacement
program.
■ In 2016, the City of Kitchener's Integrated Stormwater Master Plan was presented and approved by Council. It
continues the environmentally responsible approach to managing stormwater that was first established in 2001. The
plan will guide the future location, design and implementation of stormwater management measures throughout the
city.
Effective & Efficient City Services
■ In 2016, the City completed 13 different projects designed to improve the effectiveness and/or the efficiency of the
day-to-day services that the organization provides. (eg. snow disposal site, Fire IT Strategy, Performance
Management System)
■ An Office of Strategic Partnerships was created and introduced to the Corporation in April 2016. This unit will
provide support and advice to staff across all departments and is responsible for establishing a variety of policies,
guidelines, training and materials to support the City's increased and more focused approach to identifying, costing
and selling sponsorship and advertising opportunities.
■ Recommendations for changes to the animal control regulations were made and ultimately approved by Council
regarding the keeping of chickens. This took into account a significant amount of community feedback as well as
staff input and municipal benchmarking. Work will continue on an ongoing basis to promote compliance with the
new regulations.
■ Information on project completion for 2017 was touched on briefly. The committee will start to see more info on this
in the future.
■ Committee members were encouraged to search items they are interested in within the strategic action plan
document circulated to the committee. If the information they seek is not available within the project description, or
the most recent update, please visit the city's website. Further to this, details can be gathered and provided by
Laurie where available.
■ Budget impacts information shared with agenda circulation will be reviewed at an upcoming meeting.
■ Laurie advised members to reach out to her with specific requests if desired for the next meeting
7. Other Business
■ Nothing at this time
8. Meeting evaluation
■ The committee appreciated the information provided today regarding their participation with the Strategic Plan and
Report Card processes.
■ The committee considered various ways Josh could be engaging the committee to seek input on the community
engagement process. He encouraged members to reach out to him anytime to discuss further. It was suggested
that information be provided to John at agenda setting and that a survey or some type of engagement take place
prior to the monthly meeting.
■ Links in agenda to be titled rather than long web address.
9. Adjournment
The meeting was adjourned at 6:00 p.m.
Next Meeting: April 5, 2017
Location: Schmalz Room