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HomeMy WebLinkAboutCouncil Agenda - 2018-05-07 SCHRISTINE TARLING y„ ,,k Director & City Clerk Corporate Services Department .yi Legislated Services Kitchener City Hall, 2nd Floor 200 King Street West, P.O. Box 1118 Kitchener, ON N2G 4G7 Phone: 519-741-2200 x 7809 Fax: 519-741-2705 Chris tine.tarling@kitchener.ca May 4, 2018 Mayor B. Vrbanovic and Members of Council Re: Special Council Meeting — Monday, May 7, 2018 Notice is hereby given that Mayor B. Vrbanovic has called a special meeting of City Council to be held in the Council Chamber on Monday, May 7, 2018 commencing at 2:00 p.m. to consider the following: 1. In -camera Meeting Authorization Council is asked to enact the following resolution to authorize an in -camera meeting: "That an in -camera meeting of City Council be held this date to consider a matter subject to Solicitor -Client Privilege. 2. Strategic Session a. Compass Kitchener— Results of the Community Survey— Laurie Majcher Chief Administrator's Office report CAO -18-014 is attached. b. Draft Sustainable Urban Forest Strategy — David Schmitt Infrastructure Services Department report INS -18-025 and Draft Sustainable Urban Forest Strategy is attached. 3. COR -18-001 — Sponsorship Agreement for RBJ Schlegel Park, 1955 Fischer -Hallman Road Attached is Corporate Services Department report COR -18-001 (C. Collins), dated April 26, 2018. 4. By-laws for Three Readings a. To confirm all actions and proceedings of the Council. Yours truly C. Tarling Director of Legislated Services & City Clerk Accessible formats and communication supports are available upon request. If you require assistance to take part in a city meeting or event, please call 519-741-2345 or TTY 1-866-969-9994. c: Corporate Leadership Team J. Bunn D. Saunderson J. Rodrigues Records CITY OF KITCHENER COUNCIL IN -CAMERA AGENDA DATE: MONDAY, MAY 7, 2018 TIME: IMMEDIATELY FOLLOWING SPECIAL COUNCIL MEETING (2:00 P.M.) LOCATION: CAUCUS ROOM Note: Any member of Council may question the appropriateness of a listed in -camera item. This may be done during the special Council meeting or at the beginning of the in - camera session. ITEMS FOR CONSIDERATION Solicitor -Client Privilege (Draft Sustainable Urban Forest Strategy) (15 min) Staff will provide legal advice on this matter. C. TARLING CITY CLERK Staff Repoil Chief Administrator's Office REPORT TO: Council DATE OF MEETING: May 7, 2018 SUBMITTED BY: Laurie Majcher, Manager, Strategy & Business Planning 519-741-2200 Ext. 7817 PREPARED BY: Laurie Majcher, Manager, Strategy & Business Planning 519-741-2200 Ext. 7817 WARD (S) INVOLVED: ALL DATE OF REPORT: May 1, 2018 REPORT NO.: CAO -18-014 SUBJECT: Community Priorities for the Next Term of Council RECOMMENDATION: For Discussion BACKGROUND: Iu, u:,=.R www kitchen er. ca The purpose of the city's strategic plan is to set priorities and identify strategies that will guide progress over the four-year term of Council towards the long-term community vision of building an innovative, caring and vibrant Kitchener. The current strategic plan is an important driver for the projects and ongoing initiatives that are included on the business plan, and it sets the context for decision-making on capital and operating investments that will enhance the quality of life in the city. Most importantly, the strategic plan represents a formal agreement between staff and Council on the commitments we are making to the public to move forward on those things that they told us are most important to them. The current strategic plan was designed to guide the direction of the organization from 2015-2018. The next term of Council beginning in 2019 represents an opportunity for us to set a new agenda for the next four years that builds on the progress we have made over this term of Council. As we plan for the future we can take advantage of new opportunities to serve the community better while responding to any emerging issues or shifts in citizen priorities within the community. Community engagement has always been an important part of the strategic planning process at the City of Kitchener, going back to the first community vision document that was developed in the year 2000 and all iterations of the plan since that time. In fact, the City of Kitchener's commitment to involving the community has always been exceptional in comparison with strategic planning processes used in other cities, entrenching citizen involvement in the strategic planning process with the creation of a citizen advisory committee, Compass Kitchener, with the following mandate as defined by Council Policy I-77: Compass Kitchener Responsibilities: 1. Designing and implementing public engagement processes to validate the community's vision and major strategic priorities and determine critical community issues prior to each municipal election; *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 2.a - 1 2. Reporting to Council on critical community issues to assist in the establishment and annual updating of Council's four year strategic business plans; and 3. Developing performance measures reflective of the community's goals and monitoring the City's performance against goals as included in the Strategic Plan for the City of Kitchener. This `made in Kitchener' approach is highly valued by the staff and Council and an important mechanism for keeping the plan relevant to the citizens that are expected to benefit from the work that will follow. Following the next municipal election in October, Council and staff will review the community priorities in the context of the city's recent accomplishments, work that is already underway, future requirements, trends in municipal government and the capability of the organization to take on new work, to develop potential strategic priorities for the next four years. A recommended strategic plan for 2019-2022 is expected to be presented to Council for approval in the Spring of 2019. REPORT: In keeping with their mandate, Compass Kitchener has engaged 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 has been retained by the City to: work with the advisory committee in the design of the survey questions, execute the survey, and report on the results. A telephone survey of 1,005 citizens, including 100 cell phone surveys, was completed between March 5th and April 2nd of 2018. 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 and lifestyle variables and the results can be considered highly representative of the general population. The results of the survey provide a current pulse on the community as well as important insights for the development of a strategic plan that will align with the views, opinions and wants of residents. Leyton Collins, Chair of Compass Kitchener and Curtis Brown, Senior Research Associate for the project have been invited to provide a brief presentation on the survey results to Council and respond to questions. The final report on results is attached in Appendix A: Compass Kitchener Community Engagement Research, Environics, May 2018. Highlights of the results include • Satisfaction with the City of Kitchener government is high and the results have improved since the last community survey in 2013. The City government is seen as being on the right track and this has also improved. • Most residents believe that they get good value for their tax dollar and a majority believe that service levels should be maintained by keeping tax increases in-line with inflation. • When residents are asked unaided to name the most important issues facing their city, the most common response is transportation/transit issues but the cost of housing, development, traffic congestion, and health care are also important. 2.a - 2 • Recent achievements most often chosen by residents as most beneficial to the city include: the Development of asset management plans, Council's commitment to participatory budgeting, and securing a commitment from the province to improve rail service between Kitchener and Toronto. • Infrastructure, the environment and economic development lead the way for community priorities for improvement over the next 4 years. Using the insights gained from the survey, a series of engagement events will be planned within the community to hold conversations on strategic themes, why they are important and what might be expected of the City over the next four years. With staff support, Compass Kitchener will prepare a report for Council in September summarizing the key findings from this phase of the process and recommending Community Priorities and Strategic Directions for the City's next strategic plan. Compass Kitchener recommends three additional engagement tactics: community focus groups; online idea generation and Compass Kitchener all advisory committees meeting. Compass Kitchener will play an active role in determining the topics, questions, and format for each of these initiatives. The proposed community engagement approach for the follow-up engagement process is attached in Appendix B: Compass Kitchener Community Engagement Plan Overview. Discussion question for Council: Based on the community survey results, including the priorities expressed by citizens, what would you like to learn more about from citizens through the next phase of engagement? ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the city's strategic vision through the delivery of core service. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council/committee meeting. ACKNOWLEDGED BY: Dan Chapman, CAO Attachments: Appendix A - Compass Kitchener Community Engagement Research, Environics, May 2018. 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Introduction Kitchener's Strategic Plan guides the work of the city by establishing strategic priorities and corresponding action items. This framework helps staff and council determine how to allocate tax revenues and public resources. These important decisions impact the people of Kitchener so the strategic plan must reflect the diverse interests of the community. The current 2015-2018 strategic plan will be refreshed for 2019-2022, the next term of Council, to ensure that the city remains focused on relevant priorities and forward-looking in its direction. Community engagement is essential to this process to ensure that any updates to the corporation's direction are aligned with the community's values and preferences. The City of Kitchener entrusts the Compass Kitchener citizen advisory committee with creating and leading public processes in community engagement to identify community priorities for each term of Council. Community priorities are one of the primary determinants of the recommended priorities and strategies that are included in the strategic plan. Compass Kitchener plays an essential role in ensuring that voices of the people of Kitchener are heard and reflected in these priorities. As well, Compass Kitchener continues to evaluate the city's progress against the strategic plan through the annual Citizens' Report Card. The integrity of the community priorities is essential to both the strategic planning process and ongoing monitoring of the city's performance in the eyes of citizens. Process overview Compass Kitchener has worked with staff to develop a community engagement plan to discuss and build on the results of the Environics survey. This next phase of engagement will be carried out in the spring and summer 2018. These engagement activities will help Compass Kitchener determine community priorities, which are expected to be presented to Council in September (see Appendix A. Overview of Schedule). City staff will then assess the priorities and collaborate to identify potential desired outcomes and supporting actions, reconciling these with the mandate, resources and input of staff and council to establish a shared vision for Kitchener that can be operationalized within organizational constraints. A refreshed corporate strategic plan will then be brought forward for council consideration in 2019. Community engagement plan The community engagement process designed by Compass Kitchener reflects two key principles. First, engaging citizens in the strategic planning process will help the city understand the diversity of interests in the community and how to move forward on a path that includes us all. Page 1 of 5 2.a - 62 Compass Kitchener Community Engagement Plan May 2, 2018. Second, citizens will feel more connected to a city that they have had a role in creating. The tactics for engagement must reflect these principles, which are aligned with the recently approved community engagement policy with respect to diversity/inclusion and transparency/closure for participants. Compass Kitchener recommends a two-phase approach to community engagement, with multiple tactics in each phase. The first phase establishes the high-level priorities of the community and emphasizes representation to ensure that a diversity of interests are reflected. The second phase will enrich our understanding of these priorities and develop supporting ideas. This phase will allow voluntary participation which will enable citizens to feel more connected to this process. Phase 1: Identify priorities The first phase of engagement began with the launch of a social media campaign on Facebook and Twitter to encourage participants to share high level thoughts in response to questions such as, "We're getting ready to update our strategic plan. What are 3 things the city should focus on?". This provides an opportunity for interested participants to get involved, but the focus for phase 1 is on obtaining comprehensive and representative indicators of community priorities. Thus, to ensure that the priorities identified reflect a diversity of interests, a representative survey was conducted by Environics Research. This approach ensures that the set of responses reflect the perspectives of varied demographic groups as well as sufficient representation by ward. The survey questions were developed based on input from Compass Kitchener and staff, and reflect the following goals: 1. Measure high-level indicators of public trust and satisfaction. 2. Capture any significant shifts in priorities for action for the next four years. The results from this process provide a foundation for a second phase of engagement to enable dialogue with the community based on voluntary participation. This next phase of engagement is intended to further understanding of the priorities revealed by Environics, but voluntary responses cannot alter or negate the responses obtained through a statistically -representative survey. Phase 2: Enhance understanding of identified priorities The second phase actively encourages participation under the banner of "Your Kitchener, Your Say!" (YKYS). This will enable those who are invested in particular topics of interest to be part of the process, which will support community acceptance of the final strategic plan. The goals for this phase are as follows: 1. Identify any new/different expected outcomes as the city works towards established priorities. 2. Generate ideas to make progress on expected outcomes. To remain focused on these goals, and build on learnings from the first phase of engagement, Compass Kitchener recommends that this phase should be topic -driven (e.g., environment, economy). Question Page 2 of 5 2.a-63 Compass Kitchener Community Engagement Plan May 2, 2018. styles will be designed to determine what participants expect or how they see the city moving forward. For example, in a previous community survey, respondents indicated that the environment is a priority for the City of Kitchener. To better understand expectations, Compass Kitchener can ask questions to determine what environmental sustainability means to residents. (e.g., encourage active transportation? support urban forestry? invest in sustainable infrastructure?) This type of engagement is well-suited to community input in that it allows people to contribute meaningfully based on questions that relate to their everyday lives. As well, it can be adapted to a number of tactics to provide convenient and practical ways for people to participate. The tactics recommended by Compass Kitchener for this phase reflect the following priorities of the committee: • There must be more than one type of engagement tactic to accommodate different degrees of interest and availability to participate; • Tactics must allow for simple, focused questions that allow participants to engage without having advanced understanding of strategic planning or municipal government. The social media campaign from the first phase will continue throughout the second phase with more focused questions. As well, Compass Kitchener recommends three additional engagement tactics: community focus groups; online idea generation and Compass Kitchener all -committees meeting. Compass Kitchener will play an active role in determining the topics, questions, and format for each of these initiatives. Community focus groups This tactic accommodates people with a preference for in-person dialogue over digital participation. These group conversations will be organized by topic which will allow participants to self-select based on personal interest. This will allow subject matter experts and highly engaged citizens to contribute their knowledge and values through a robust facilitated discussion. This may involve targeting specific partner stakeholder groups as well. Online idea generation Digital engagement opportunities support participation by individuals who do not have the availability to commit to focus groups. This type of engagement can be tailored to specific topics using different types of surveys or idea generation tools to allow multiple input opportunities in a convenient manner. Online engagement offers much greater flexibility and transparency, as results are directly visible to all. Compass all -committees meeting Compass Kitchener will host an all -members advisory committee meeting which will include a "Your Kitchener, Your Say!" facilitated discussion. This will enable collaboration across advisory committees, but members will be asked to participate on topics outside their area of expertise. This opportunity Page 3 of 5 2.a-64 Compass Kitchener Community Engagement Plan May 2, 2018. leverages a committed group of citizen volunteers and challenges them to be the voice of the citizen on a variety of topics. Implementation The first phase of engagement has concluded and the second phase of engagement is designed for implementation by Compass Kitchener during May -June 2018. The full schedule is available in Appendix A. This next phase of engagement will involve communications support using the established "Your Kitchener, Your Say!" tagline and imagery. As well, staff will support Compass Kitchener in encouraging participation, analyzing and sharing results, and reporting back community priorities to Council in September. Staff will then collaborate to develop strategic priorities and supporting actions, with a final phase of community engagement tentatively scheduled for early 2019. This will allow the public to comment on the proposed direction to ensure that the community supports the strategic plan. Page 4 of 5 2.a-65 Ln 0 Ln a) w a 2.a-66 mom Ln 0 Ln a) w a 2.a-66 Staff Report KIr['t T R infrastructure ServrcesDepartment www.kitchenerca REPORT TO: Mayor and Members of Council DATE OF MEETING: May 7, 2018 (Strategic Council Session) SUBMITTED BY: Denise McGoldrick, General Manager, Infrastructure Services 519-741-2600 x4657 PREPARED BY: David Schmitt, Environmental & Urban Forest Project Manager 519-741-2600 x4891 WARD(S) INVOLVED: All Ward(s) DATE OF REPORT: Date REPORT NO.: INS -18-025 SUBJECT: Public Launch of the Draft Sustainable Urban Forest Strategy RECOMMENDATION: For discussion. REPORT: Following a comprehensive review and community engagement process, staff are pleased to present to Council Kitchener's first draft Sustainable Urban Forest Strategy. A sustainable urban forest strategy is the foundational plan required to establish a long- term approach to the way we value and manage our urban forest. The purpose of this strategic session is to: • Seek Council input on the draft strategy and the four identified priorities, and • Launch the public review of the draft Sustainable Urban Forest Strategy The draft strategy document summarizes the key results of the community engagement process, and presents the four components of the strategy which are; • Our vision for a sustainable urban forest, • Our goal, • The five branches of a sustainable urban forest (Plan, Engage, Protect, Maintain, Plant), and Fifteen actions to move towards a sustainable urban forest This draft strategy builds on the Background Document — Developing a Sustainable Urban Forest Program that was published in the winter of 2017 and can be found on the *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 2.b - 1 city's website at www.kitchener.ca/trees. In addition to seeking Council's input, today is also the launch of the public review process for the draft strategy. Over the next eight weeks (ending June 29th) the community will have the opportunity to provide written and online feedback. To increase community input, several communication tools (e.g. promotional video, social media, etc.) will be used and the community will have an opportunity to submit feedback through an online Engage Survey. In addition, staff will be attending the Environmental Committee and the Safe & Healthy Community Advisory Committee. Once the public review process is completed, staff will analyze and integrate the feedback received into the final strategy, which, due to the timing of the 2018 municipal election, will be considered by Council in early 2019. An implementation plan will also be developed that will identify anticipated timelines and resource requirements to implement each of the recommended actions in the strategy. Staff have identified four priorities for council input to provide a prioritization lens for near-term implementation actions. 1) Address areas of risk, 2) Address key gaps (i.e. initiate data collection, planning), 3) Improve customer service, and 4) Continue work that will support tree planting on private lands. The fourth priority identified above will build on the work already underway as part of the strategy, and identified through the Neighbourhood Strategy recommendations. This work will be continued in 2018 through the "Community -Wide Tree Planting & Donation Program" (SE10) identified in the 2018 Business Plan. Staff are seeking Council's feedback on the four priorities at the Council Strategic Session. Next steps In 2019, once Council approves the final strategy, staff will return shortly after with an implementation plan that will include; detailed information, cost estimates and the proposed prioritization. The implementation plan, once approved, will direct and guide all future work. Figure 1 below provides an overview of the review, approval timelines and key phases Strategic Council Session Public Comment Council Approval Public Launch of Draft Draft Urban Forest Strategy Urban Forest Strategy May 7'a 2018 May 71 - June 291- 2018 H Jan/Feb 2019 Figure 1- Urban Forest Strategy Review, Approval Timelines & Key Phases Council Approval Implementation Plan Jan/Feb 2019 Page 2 of 3 2.b - 2 Council Discussion / Questions: 1. With the release of the draft strategy today does Council have any questions or comments? 2. For the four identified priorities, does Council: 2.1. Agree with the four identified priorities 2.2. Have other priorities that staff should consider ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Through the 2015-2018 Strategic Plan, Council directed staff to Manage and enhance the urban forest so that it will continue to make a long-term contribution to the livability of Kitchener (Strategic Initiative 4.1). With this direction staff has taken the first step in this process by presenting Kitchener's Draft Sustainable Urban Forest Strategy. FINANCIAL IMPLICATIONS: At this time there are no financial implications. The Implementation Plan will identify suggested timing and associated costs of implementing the actions in the Sustainable Urban Forest Strategy. Any financial implications will be considered through future budget processes. COMMUNITY ENGAGEMENT: With the first, two phases of community engagement completed staff have connected with more than 1,800 citizens through: • Attending special events (e.g. Cherry Park Festival) • Neighbourhood meetings • City events (e.g. Kitchener Market, Bikefest, Earth Day) • Citizen committees (e.g. Environmental) • Public tree walks • Community workshops (Forest Heights Community Centre, Victoria Park Pavillon), and an • Engage survey A key objective of this project has been to create a community developed plan rather than a plan developed by staff. Over the next eight weeks the community will be asked to provide feedback Kitchener's first draft sustainable urban forest strategy for public and private lands. 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X02:=§,= /\\\}\\ \ \o § { {|)\/§'o E_ - 3\f% \_ ƒ)/{i}o __-o - _\ } 2)ƒƒ� §{{;) !]}} {\)f) ) ee§«:###)ff5 ; EuEp! !:.:sy „ } - - \ ) \}\\]\\\\(}f ((Z �{\o}\ \ /w }\ \o\ um,3 kk /)(\\\ \ 2.b 16 - 6 Y v � c C v w m E m _ v 0 v E o C - LL o n E v V o - - •� « E O of o m' —5 ° a w a a Lit" �� '� It 2b.r •fir t av it m s" .r - 6 Y v � c C v w m E m _ v 0 v E o C - LL o n E v V o - - •� « E O of o m' —5 ° a w a Staff Report KNE J�R Corporate Services Department www kitchener ca REPORT TO: Special Council DATE OF MEETING: May 7, 2018 SUBMITTED BY: Colleen Collins, Interim Director, Corporate Communications and Marketing, 519-741-2200 x7094 PREPARED BY: Colleen Collins, Interim Director, Corporate Communications and Marketing, 519-741-2200 x7094 Dylan Matthews, Policy & Program Advisor (OSP), 519-741-2200 x 5269 WARD (S) INVOLVED: Ward 5 DATE OF REPORT: April 26, 2018 REPORT NO.: COR -18-001 SUBJECT: SPONSORSHIP AGREEMENT FOR RBJ SCHLEGEL PARK, 1955 FISCHER-HALLMAN ROAD RECOMMENDATION: That the Mayor and Clerk be authorized to execute a Sponsorship Agreement with Schlegel Urban Developments Corp. regarding their sponsorship and the naming of the City's newest Park located at 1955 Fischer -Hallman Road in south Kitchener; said agreement to be to the satisfaction of the City Solicitor. BACKGROUND: In 2013, Council approved a Municipal Partnership Program (MPP) in order to take a comprehensive and proactive approach to sponsorship and advertising opportunities as a means of generating new revenues for the city. In 2016, the Office of Strategic Partnerships (OSP) was created to provide support and advice to staff across the corporation and deliver on the MPP by developing policies, guidelines and training to support the City's more focused approach towards sponsorship opportunities. Council, at that time, also approved a list of assets available for future sponsorship opportunities. Since 2016, the OSP has successfully negotiated a number of sponsorship agreements that have generated new revenue to support investments that contribute to the high quality of life Kitchener residents enjoy. REPORT: The City of Kitchener is looking for ways to minimize financial impacts on taxpayers by generating new non -tax based revenue. City -owned assets, like the South Kitchener District Park, offer revenue -generating opportunities through private sector partnership agreements, which may include advertising, sponsorship (of programs/initiatives/services/events) and naming rights. In accordance with the Municipal Sponsorship Policy, the City has negotiated a sponsorship agreement with Schlegel Urban Developments Corp., valued at $2.3M, for the naming rights of the park currently referred to as the South Kitchener District Park. When complete, this park will *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 3-1 be one of the largest most active parks in the city, with a pool, indoor sports facility, outdoor entertainment space and more. With this agreement, the City agrees to officially name the park the RBJ Schlegel Park for a term of 40 years from the park opening date. In addition to the official park name, the agreement also includes the naming of two outdoor artificial turf soccer fields and one outdoor natural turf field for a term of 10 years. Payment of the sponsorship will occur over a 10 -year period, beginning with the park opening. Financial details: Allocation of the funding will be determined by council through either the 2019 budget process or a future staff report. As per the Municipal Sponsorship Policy, revenue generated can be allocated towards one or more of the following: • Improving the sponsored program and/or audience experience • Direct servicing costs of partnership arrangements • A reserve account for future investments in the community • Administrative costs associated with the Office of Strategic Partnerships ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The recommendation of this report supports the achievement of the city's strategic vision through the delivery of core service. FINANCIAL IMPLICATIONS: The sponsorship agreement is for $2.3M (+HST) payable to the City of Kitchener. The total sponsorship value will be paid out with annual payments of $230,000 over 10 years, beginning with the park opening date. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. The sponsorship was unveiled at the Mayor's State of the City Address on April 17 and included in a media release following the event. ACKNOWLEDGED BY: Victoria Raab, General Manager, Corporate Services 3-2