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HomeMy WebLinkAboutCK - Draft Community Engagement Results / Comm PrioritiesDRAFT . ;rsir;//' Report to Council Community Engagement Results — Identification of Community Priorities Input for the 2019-2023 City of Kitchener Strategic Plan Compass Kitchener Members Leyton Collins, Chair Judy Stephens -Wells, Vice Chair Lynn Gazzola Amber Sare Lori Trumper Jeff Brown Adam Hammoud Roberto Villamar August 16, 2018 Contents Executive Summary Introduction/Background Compass Kitchener Mandate Strategic Planning Timeline Community Engagement Goals Community Engagement Activities Key Results from the Environics Survey Follow up Questions Community Engagement Summary Statistics Community Engagement Themes Compass Kitchener Discussion Proposed Community Priorities Next Steps Appendix 1: Kitchener History of Strategic Planning Appendix 2: Compass Kitchener 2017-2018 Work Plan Appendix 3: Number of Ideas and Responses Generated by Community Engagement Events Executive Summary Compass Kitchener, established in 2000, is an advisory committee to Kitchener City Council. Compass Kitchener undertakes public engagement processes in order to advise Council on critical community issues prior to each municipal election and to assist in the establishment and annual updating of Council's four year strategic plan. This report presents a summary of the community engagement activities and findings carried out in 2018 and Compass Kitchener's identification of community priorities for Council consideration in developing the 2019 to 2023 Strategic Plan. The proposed community priorities are: Environment/Growth Management: Reducing the City's overall impact on the environment is residents' top priority going forward, with a slightly smaller proportion prioritizing mitigation against the effects of climate change. Results suggest that significant proportion of residents support efforts to design communities where people are less reliant on private vehicles. Economic Development: Kitchener residents want the City to support existing businesses, attract new commercial development and attract/retain talent as top economic priorities. Encouraging development downtown and supporting new business development are also an interest. Social: Residents say developing walkable neighbourhoods is a top priority. A significant change arising from the 2018 Environics survey is resident interest in city action on addressing affordable housing and other social issues including the opiod crisis and homelessness. The importance of arts and culture to the social fabric of the city, in addition to its economic benefit was also raised by citizens. Organizational Excellence: Nearly 80% of residents reported satisfaction with the Kitchener local government. Kitchener residents want the City to keep tax levels affordable, as well as improve communication on important issues, including the budget/City spending. Compass Kitchener suggests organizational excellence as a community priority to maintain or increase the level of satisfaction across all departments. Next Steps Following Council consideration of Compass Kitchener's proposed priorities Compass Kitchener will collaborate with Council and staff to identify new strategic opportunities aligned to citizens' community priorities, and help deliver a new Strategic Plan for 2019-2023 that inspires action and directs progress toward what matters to citizens. Compass Kitchener Mandate Compass Kitchener is an advisory committee to Kitchener City Council. Council Policy GOV-BOA-077 establishes the Committee and contains its Terms of Reference which identifies the Committee's goals, objectives and responsibilities. Compass Kitchener's mandate is to create and lead public processes to determine community concerns, to identify priorities for action, and to monitor progress toward achieving the community vision. Compass Kitchener's identification of community priorities comprises an integral component of the development of the City of Kitchener Strategic Plan. Compass Kitchener responsibilities include: • 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. • Reporting to Council on critical community issues to assist in the establishment and annual updating of Council's four year strategic business plans. • 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. • Reporting on performance to Council and the Community on an annual (Report Card) and term -by -term basis. • Ensuring communication and collaboration among Advisory Committees of Council by convening two yearly meetings, one for Chairs and Vice Chairs and the second for the full membership of all Advisory Committees. • Developing a yearly work plan and submitting it to Council for feedback. The Compass Kitchener 2017-2018 Work Plan is included as Appendix 2 to this report :l History Kitchener's current strategic plan was developed in the context of the following long-term community vision statement first approved by Council in June of 2000: "Together we will build an innovative, caring & vibrant Kitchener with safe & thriving neighbourhoods" This vision statement was developed as part of the 1998-2001 Corporate Strategic Plan. The vision was developed using Healthy Communities concepts and involved citizens to capture their values, hopes and dreams for the future. The vision was intended to be a shared picture of our preferred future, one we would like for ourselves, our neighbours, our children and our community to be realized over 20 years. In an effort to support the ongoing engagement of citizens and community stakeholders in the process, the Compass Kitchener Citizen Advisory Committee was established in October 2000. Since that time Compass Kitchener has been engaging with Kitchener citizens on the development of community priorities to assist in the development of strategic plans for the city. Table 1 outlines the evolving community priorities over time. Appendix 1 provides more information on Kitchener's history of strategic planning, Table 1: Kitchener Strategic Plan Community Priorities 2000 to 2018 Vision "Together we will build an innovative, caring & vibrant Kitchener with safe & thriving neighbourhoods." Community Priorities 2001 2003 2005-2012 2013-2015 2014-2018 • A city hall that listens; • Downtown, • A government that regularly • Open government • A downtown we can live, • Growth connects with citizens; • Strong and resilient work and play in; management, • A downtown we can enjoy and economy • A home we can afford; • Environment, be proud of; • Safe and thriving • A healthy community; • Safety • Careful growth and neighbourhoods • A clean environment for development; • Sustainable our children • A great place to live; environment and • Where diversity is one of our infrastructure many strengths; • Effective and efficient • Environmental stewardship is city services a priority Strategic Plan Timeline Compass Kitchener previously reported to Council on its workplan for 2018. The Strategic Planning timeline is presented below. We are at Stage 5 of the process — Reporting to Council on Community Priorities. City oif Kitchener Strategic a r"` 2) P'rojlect Flan 4) Coirnmunity tcu Councrl'for Consukatron - AIpproval Strategic Directions 1) Community DiS a tRanent Plan Iproposal Community Engagement Goals 3 Cnviroinlcs corrurtu lni'ty Survey PoteinOal Pr`ir�r�� itM*� 6), CoIaboration on Strategic 0pport Link iies 8) 2020 Budget/ Business Flan Begins 7) Strategic Plan Approved by Compass Kitchener previously reported to Council on its community engagement plan. In summary our goals included: 1. High level indicators of public trust and satisfaction — identification of emerging issues 2. Capture any significant shifts in priorities for action for the next four year — understand what is driving those changes 3. Identify any new/different expected outcomes as the City works towards established priorities 4. Generate ideas for making progress on expected outcomes As demonstrated in the following sections Compass Kitchener has met the community engagement goals. 11 Community Engagement Activities Compass Kitchener completed the community engagement process over the period March 5 to July 4, 2018. It included the following engagement activities as listed in Table 2. Table 2: Compass Kitchener Strategic Planning Community Engagement Activities Date Event March 5 to April 2, 2018 Environics Telephone Survey June 15 to July 4, 2018 Online social media campaign — Facebook , Twitter to raise awareness for workshops and online survey June 15, 2018 Press Release to raise awareness for workshops and online survey June 19, 2018 Community Drop In Workshop, Chandler Mowat Community Centre June 20, 2018 Community Drop In Workshop, Stanley Park Community Centre June 21, 2018 All Advisory Committees Workshop, Council Rotunda June 26, 2018 Community Drop In Workshop, Victoria Hills Community Centre June 28, 2018 Community Drop In Workshop, Downtown Community Centre June 19 to July 4, 2018 Your Kitchener, Your say? Engage Kitchener Online Survey Key Results from the Environics Survey The City of Kitchener commissioned Environics Research to conduct a telephone survey of a representative sample of Kitchener residents on municipal issues and the City's strategic priorities. This survey informs the work of the Compass Kitchener Advisory Committee in engaging citizens to determine community priorities for the next term of Council. Telephone Interviews were conducted with 1,005 Kitchener residents aged 18 and older, between March 5th and April 2nd, 2018. The first phase of consultation, with the statistically representative Environics survey, found that nearly 80% of residents are satisfied with council's performance - up from 74% in 2013. Residents want the City to continue what it is doing and placed a strong emphasis on the environment, transit and infrastructure. Residents noted that beneficial changes that have taken place in the City over the past four years, specifically: Open government and accountability - Involving citizens in budget decisions that affect their neighborhood (37%) Economic development - Securing a provincial commitment to improve Kitchener -Toronto rail service (28%) Neighborhoods - Planning for new developments around RT stops (23%), and involving residents to make improvements in their neighbourhoods (22%) Infrastructure and the Environment - Developing plans to extend the life of the City's roads, pipes, and water mains (38%) Respondents were asked: "What in your opinion is the single most important local issue facing the City of Kitchener today?" Residents responded as indicated in the following table: Top Issues - �Kitchener (2018 vs. 20 Il 3), .... 1. Inadequate transit 6 (, GJ 0u�Ju "w . 'Housing 91%, (,-7 ) dim 3 Development/infrastructurere " IIIIIIIIIII�I��IIIIIIIII�' 4. Traffic/road congestion 5 (-,l) . Hospitals/health circ 4" N�hiu 6 Drug issues 4' c. r ,4 a 11SiuL 7. Road repair 4,% 2) Transit and transportation issues were the highest ranked top issue facing Kitchener. Affordable Housing was the second most important issue to Kitchener citizens and social issues such as hospitals/health care and drug issues increased in interest compared to 2013. Taken together the rise of interest in social issues is significant a change an indicative of an emerging community priority. Development and related infrastructure issues were the third highest top issue facing Kitchener. It should be noted that the transportation issues and development issues are related. E:j Follow up Questions Questions were developed to dig deeper into the findings from the Environics Survey. They were posed at drop in workshops at community centers, at the all advisory committee member facilitated workshop and through the online survey, Your Kitchener, Your Say. Of note the following questions around inclusion were questions to increase understanding about the emerging interest in social issues. Inrlutinn- Question 1: How can we ensure that Kitchener is inclusive and that everyone can be part of the city? Question 2: What role do you see the City playing in addressing affordable housing and homelessness? Question 3: What role do you see the City playing in addressing health and social service issues like addiction and poverty? The following questions addressed topics that continued to be of interest from previous years. Transportation: Question 1: How can we encourage people to cycle, walk and use public transit? Question 2: How should the City prioritize infrastructure improvements like road repairs and utility maintenance? Environment: Question 1: How can the City support a healthy environment? Question 2: How can the City play a role in responding to climate change threats such as droughts, severe storms, and flooding? Question 3: How can the City encourage green and clean choices among residents and the business community? Economy: Question 1: How can the City continue to support the local economy in a way that prioritizes environmental sustainability? Question 2: How can Kitchener attract and keep talent? Question 3: How can neighbourhoods play a role in supporting economic development? Question 4: What is needed to support arts and culture? Taxation: Question 1: How would you like to see value of tax dollars spent communicated to the public & Council? Question 2: What would you like to see in developing a financial plan for the City? Question 3: Is there any service improvement that you'd be willing to pay higher taxes for? Communications: Question 1: How can the City improve how it communicates? Question 2: How do you want to receive or access City information? Question 3: What is it that you want to know from the City? City Services: Question 1: What areas/services could add more value if done differently? How so? Question 2: Is there anything we should do less of, or not do? Question 3: What aren't we involved in that you feel we should be? All Advisory Committees Workshop Mayor Vrbanovic welcomed participants to the event on June 21, 2018 and short presentations were made by Leyton Collins, Adam Brown, and Lori Trumper, Compass Kitchener Members and Karen Cooper, Manager of Strategic and Business Planning. The majority of the time was focused on hearing from the members of the various advisory committees through small group workshop discussions. Members of the Corporate Leadership Team, Justin Readman, GM Development Services, Denise McGoldrick, GM Infrastructure Services, Victoria Raab, GM Corporate Services and Jonathan Lautenbach, Chief Financial Officer, Financial Services served as facilitators this workshop, along with Kathleen Woodcock, Justin Watkins, and Melissa Ryan. Compass Kitchener members served as scribes, and captured the comments made by participants at the event. Community Drop in Workshops Drop in Workshops were held at the following community centers: • Tuesday, June 19, between 4:30 - 6:30 p.m. at Chandler Mowat Community Centre • Wednesday, June 20, between 5 - 7 p.m. at Stanley Park Community Centre • Tuesday, June 26, between 5 - 7 p.m. at Victoria Hills Community Centre • Thursday, June 28, between 5- 7 p.m. at Downtown Community Centre Topics included environment, economic development, social inclusion, transportation/infrastructure, taxation, communication and city services. Participants could chat with Compass Kitchener representatives and city staff and were invited to provide their comments on large format sheets. This interactive approach allowed participants to view other comments and allowed time for reflection in preparing comments. One of the benefits of setting up at the Community Centers was the diversity of people attracted to the event because they were already attending at the community centers. We received interest from children through to seniors. 10 Your Kitchener, Your Say! Online Survey The majority of responses from citizens came from the Engage Kitchener — Your Kitchener, Your Say survey. Over 1000 comments and ideas were generated. It should be noted that the majority of the comments received were very thoughtful and constructive, with genuine interest in helping make Kitchener the best it can be. Again it should be noted that development issues around growth management came up in environment and transportation and topic areas. Community Engagement Summary Statistics In addition to the 1005 respondents to the Environics survey, approximately 147 people participated across the additional platforms of engagement. As well, six councilors and the mayor were in attendance at the all advisory committees meeting and/or community workshops. Over 1800 ideas and comments were provided over seven topics as indicated in the following table. Table: Community Engagement Number of Responses by Topic Area Ideas/Responses Transportation& Infrastructure Economy Environment Inclusion Taxation Communication City Services ALL Online 145 202 192 177 152 167 108 1153 Workshops 56 62 60 51 26 33 32 320 All Committee 22 121 88 61 37 63 392 Total Ideas 223 385 340 295 219 263 140 1865 Community Engagement Ideas Generated The tables below summarize the types of ideas generated from the response to the questions. rx'-] USioin 1. How can we ensure that Kitchener is inclusive; that everyone can be part of the city? 2. What role do you see the City playing in addressing affordable housing and homelessness? 11 3. What role do you see the City playing in addressing health and social service issues like addiction and poverty? Fir a in s l':) o Ir'it a it II o in 1. How can we encourage people to cycle, walk and use public transit? How should the city prioritize infrastructure improvements like road repairs and utility maintenance? Irn v II Ir" o Irn Irif"n e Irk °t 1. How can the City support a healthy environment? 2. How can the City play a role in responding to climate change threats such as droughts, severe storms, and flooding? 12 3. How can the City encourage green and clean choices among residents and the business community? c o Ire o Irny How can the City continue to support the local economy in a way that prioritizes environmental sustainability? 2. How can Kitchener attract and keep talent? 3. How can neighbourhoods play a role in supporting economic development? 4. What is needed to support arts and culture? Faxation 1. How would you like to see value of tax dollars spent communicated to the public and Council? 13 2. What would you like to see in developing a financial plan for the City? 3. Is there any service improvement that you'd be willing to pay higher taxes for? Corn IY"if"n U In II c a °d o ins 1. How can the City improve how it communicates? 2. How do you want to receive or access City information? 3. What is it that you want to know from the City? Oty Se li"v Iii c e n 1. What areas/services could add more value if done differently? How so? 14 2. Is there anything we should do less of, or not do? 3. What aren't we involved in that you feel we should be? Compass Kitchener Discussion The incredible impact an engaged and visionary Council can have on this city is evident. Over the years, great things have been achieved with great vision and by working together. By building strong neighbourhoods, by innovating and growing our economy, by supporting and involving our citizens and, through strong local government we are continuing to build a smart and caring city. Proposed Community Priorities Strategic items are those at a high level that are connected to themes from the Environics/ community engagement results — e.g. Creation of Affordable Housing Strategy, Creation of first Long term Financial Plan, Development Services review, Green Investment Policy, Retrofitting Suburbia, Green Building Guidelines, Joint Intergovernmental initiatives, Corporate wide Asset Management Strategy, Organizational Excellence Initiatives, Technology Strategy, Growth Management Strategy for example. Compass Kitchener suggest that the next issues of the Strategic Plan - Simplify + Focus • Amplify how strategic plan creates a great experience for city, citizens and staff • Goal is to be able to easily identify fit and relevance to citizens and staff • have new city wide plans (e.g. digital kitchener, love my hood etc.) as strategic items supporting the strategic plan - moving the city forward, implementation moves to business plan • Profile and track progress on city website Compass Kitchener proposes the following community priorities: 1. Environment/Growth Management: Reducing the City's overall impact on the environment is residents' top priority going forward, with a slightly smaller proportion prioritizing mitigation against the effects of climate change. Results suggest that significant proportion of residents support efforts to design communities where people are less reliant on private vehicles. 2. Economic Development: Kitchener residents want the City to supporting existing businesses, attract new commercial development and attract/retain talent as citizens' top economic priorities. Encouraging development downtown and supporting new business development 15 Social: Residents say developing walkable neighbourhoods is a top priority. A significant change arising from the Environics survey is resident interest in addressing affordable housing and other social issues including the opiod crisis and homelessness. It's been said that the measure of a society is how it treats those who need our support the most. We need to be inclusive wherever we can, at the same time knowing that while we can't do everything, we can do something. Council has previously identified the need to look at affordable housing in more depth. Kitchener can work with Waterloo, Cambridge and the Region to collaborate and address social issues. 4. Organizational Excellence: Kitchener residents want the City to keep tax levels affordable, as well as improve communication on important issues, including the budget/City spending. Next Steps Following Council consideration of Compass Kitchener's proposed priorities Compass Kitchener will collaborate with Council and staff to identify new strategic opportunities aligned to citizens' community priorities, and deliver a new Strategic Plan for 2019-2023 that inspires action and directs progress toward what matters to citizens. 16 Appendix 1: Kitchener History of Strategic Planning Kitchener's strategic planning was developed in the context of the long-term community vision statement first approved by Council in June of 2000: "Together we will build an innovative, caring & vibrant Kitchener with safe & thriving neighbourhoods. This vision statement was developed as part of the 1998-2001 Corporate Strategic Plan. The vision was developed using Healthy Communities concepts and involved citizens to capture their values, hopes and dreams for the future. The vision was intended to be a shared picture of our preferred future, one we would like for ourselves, our neighbours, our children and our community to be realized over 20 years. In an effort to support the ongoing engagement of citizens and community stakeholders in the process, the Compass Kitchener Citizen Advisory Committee was established in October 2000. Since that time Compass Kitchener has been engaging with Kitchener citizens on the development of community priorities to assist in the development of strategic plans for the city. In 2001 the document, "Compass Kitchener: Charting a Path for Our Future", included five 'directions' that represented priorities for action, including: 1. A city hall that listens; 2. A downtown we can live, work and play in; 3. A home we can afford; 4. A healthy community; and 5. A clean environment for our children. The direction/priorities were intended to be monitored annually and updated every 3-5 years. City Council committed to implement city related initiatives and take a leadership role in working with appropriate community partners and individuals to implement community related initiatives. In November 2001, the CAO engaged Council in a strategic planning session which resulted in the Corporate Plan, including the 'Shared Agenda' which outlines the work Council and the administration agreed to focus on for the term of Council, in effect, the first Business Plan for the corporation. The Shared Agenda acknowledged the priorities identified by Compass Kitchener and was designed to implement them. In 2003, Compass Kitchener hired PMG Consulting to survey 600 Kitchener residents to provide a snapshot of community opinions on issues regarding quality of life in Kitchener. Compass Kitchener held focus group sessions to gather input to update the strategic directions. The 2003 strategic directions were updated to include: 1. Downtown, 2. Growth management, 3. The environment, and 4. Safety. In 2005, Compass Kitchener hired Environics Research to conduct social values research with responses from more than 1,200 residents on more than 300 questions. Residents were also asked to rate a long list of city services in terms of familiarity, satisfaction and future spending priorities. Compass Kitchener 17 followed up with the first 'Who Are You Kitchener' engagement campaign. The 2005 community priorities identified by Compass Kitchener at that time were: 1. A government that regularly connects with citizens; 2. A downtown we can enjoy and be proud of; 3. Careful growth and development; 4. A great place to live; 5. Where diversity is one of our many strengths; and 6. Environmental stewardship is a priority. Working jointly with the Healthy Community Working Group the community priorities were used as input to produce the Plan for a Healthy Kitchener. This plan confirmed the community vision for 20 more years (2007-2027), and identified specific initiatives that the city would implement in the following 3 — 5 years to make progress on the community vision. In 2009, Environics was engaged again to conduct a survey of residents to help identify community priorities. This survey included some high level questions on satisfaction with their local government as well as satisfaction with specific city services. Participants were given five sets of opposing vision statements and asked which one they would choose for Kitchener looking forward 20 years, including: • High citizen involvement vs looking after your own priorities; • Small city Ontario vs exciting big city; • High services vs low taxes; • Multicultural vs melting pot; and • Quality of life vs development. Compass Kitchener followed with the "Who Are You Kitchener 2" engagement campaign, including workshops and workbooks to gather input on the actions that citizens would like to see in the following 4 years around each of the priority areas included in the Plan for a Healthy Kitchener. The results of this research was input to the development of "A Plan for a Healthy Kitchener: the city of Kitchener Strategic Plan for 2011-2014". This plan was the first attempt to integrate the Corporate Plan with the community priorities as a single integrated document that would drive the work of the city for the current term of Council. In this plan the community vision & strategic directions remained the same, however new narrative was added to reflect the input that was received on the outcomes citizens were expecting. In 2013, Compass Kitchener hired Environics for the third time to conduct a statistically representative survey of Kitchener residents to identify issues, opportunities and priorities for the work that the city would take on during the following term of Council. Compass Kitchener followed up on those results with a community engagement campaign called 'Your Kitchener, Your Say!' The majority of citizen input was gathered through a series of short multiple choice surveys online and in person at a variety of events throughout the city. Based on this research, the community priorities were updated as input to the corporate strategic planning process. Taking into account community input, Council input and staff input, Kitchener's Corporate Leadership Team developed a strategic plan for 2015-2018 that was approved by Council in August of 2015, developing priorities and strategies that would continue to support the Community vision developed in 2000. IN Appendix 2: Compass Kitchener 2018-2019 Work Plan 00 ' ItcN ever , /r� COMPASS KITCHENER — 2017-2018 WORK PLAN osioin comuooueb w duos prionhes / /%off,,, „ � „o///%///0///%//oiiioo%iii%///o/% //�,/%/////O/✓� lrlilQlaQ'v a(:nR',IVi y Dom° r$on a;,iks/N llf ;,>Q',G1nos C(1Ylfmplf Q',lon Work GrOUP DaQos To bring Advisory 1. Consult Committees on Committees of Potential Agenda Items Advisory Spring Meeting of Council together on g 2. Select a date and location John Schitka Committee the a regular basis to 3. Set the agenda May/June 2017 Birgit Heilig Collaboration Committee share information and identify 4. Facilitate/record Leyton Collins Chairs opportunities for discussion collaboration. 5. Follow-up on Action Items To bring Advisory 1. Consult Committees on Committees of Potential Agenda Items Advisory Fall Meeting Council together on 2. Select a date and location Jeff Brown Committee of all a regular basis to 3. Set the agenda October 2017 Birgit Heilig Collaboration members share information and identify 4. Facilitate/record Adam opportunities for discussion Hammoud collaboration. 5. Follow-up on Action Items To bring Advisory 1. Consult Committees on Committees of Potential Agenda Items Jeff Brown Advisory Spring Meeting of Council together on g 2. Select a date and location Judy Stephens - Committee the a regular basis to 3. Set the agenda April 2018 Wells Collaboration Committee share information and identify 4. Facilitate/record Roberto Villamar Chairs opportunities for discussion collaboration. 5. Follow -upon Action Items Leyton Collins 1. Consult Committees on To bring Advisory Potential Agenda Items Committees of 2Select a date and location John Schitka Advisory Fall Meeting together on a regular basis to .Council 3. Set the agenda Tan ul Bil ehan g g Committee of all share information 4. Facilitate/record October 2018 Lynn Gazzola Collaboration members and identify discussion Adam opportunities for 5. Follow-up on Action Items Hammoud collaboration. 19 lnl bahvf a(:nl,Ivi y Dom° r$on a;, ks/I`'vlllf ;,>Q',G1nos C(1YlfmpIf Q',Ion Work GrOUP DaQos Develop performance 1. Collect Citizen Input measures reflective 2. Consult with Advisory of the community's Committees 2016/2017 goals and monitoring 3. Review Documentation and Judy Stephens - Citizen Citizen the City's assess progress January/February Wells Report Card Report Card performance against 4. Complete Evaluation & Assign 2018 John Schitka goals as included in Scores the Strategic Plan 5. Write up content for the City of 6. Present to Council & Public Kitchener. Develop performance 7 Collect Citizen Input measures reflective 8. Consult with Advisory of the community's Committees 2018/End of goals and monitoring 9. Review Documentation and Judy Stephens - Citizen Term the City's assess progress January/February Wells Report Card Citizen Report Card performance against 10. Complete Evaluation & Assign 2019 John Schitka goals as included in Scores the Strategic Plan 11. Write up content for the City of 12. Present to Council & Public Kitchener. Provide input and 13. Community Engagement feedback on a Objectives Strategic Community recommended 14. Select community engagement Plan Engagement community approach August 2017 All Members Plan engagement plan for the development of 15. Communication/media strategy the strategic plan 16. Implementation Plan Design and implement a statistically valid 17. Terms of Reference to select a Lori Trumper citizen survey to consultant to conduct the Lynn Gazzola Strategic Community validate the survey Leyton Collins Y Plan Survey community vision, 18. Provide input to the survey April 2018 Amber Sare strategic priorities questions and survey design and determine 19. Present the results to Council Birgit Heilig critical issues prior and Senior Management Adam Hammoud to the municipal election. Design and implement a 20. Develop a community Lynn Gazzola community engagement plan and Community engagement plan to marketing plan Lori Trumper Strategic Plan Engagement on Strategic gather citizen input 21. Consult with the community September 2018 Roberto Villamar Priorities to develop a greater 22. Analyze the results and draw Tan ul Bil ehan g g understanding of conclusions citizen expectations p 23. Present key findings to Council Amber Sare for 2019-2022 20 Inibahve at:liviQy DomrlpQ',on I a;>ks/I7ile,>Q',G1rlos CC1Y1 plf Q',Ion Work GrOUP Provide input to a Input to variety of Strategic As organized by the Project Strategies Initiatives and Sponsor/Lead Ongoing All Members and Projects projects as requested EstIIIrnateQ` TIIIrnehIneaw, 1. Spring Meeting of the Committee Chairs 2. Fall Meeting of all advisory committee members 3. Spring Meeting of the Committee Chairs 4. Fall Meeting of all advisory committee members 5. 2016/17 Citizen Report Card 6. 2018/End of Term Citizen Report Card 7. Community Engagement Plan 7. Community Survey 8. Community Engagement on Strategic Priorities 21 Appendix 3: Number of Ideas and Responses Generated from Community Engagement Events F"AIII F"AdvIlso Cy Coir nirrOt QYies MeeW.IIng......]Uy 21, 2018,., N,,.,,OUirx,-TI II gOWnda (Park Rj nE� 20, Victoria IFfill> Rj nE� 26, Downtown Rj nE� 2. Attendees: 34 people (approx.) Attendees: 76 people Ideas/Responses Transportation Economy Environment Inclusion Taxation Communication & Infrastructure _1 Transportation & _ Economy Environment Question18 21 44 21 23 32 Question_2 4 25 25 22 _ 11 17 Question 3 15 19 18 _ 3 14 Question 4 60 55 61 46 58 Total 22 121 88 61 37 63 O I n II I n 4 Y - ... Engage IAV, II W A h eI n e r '".... J L,n I n e 1.4- O J U y 4., 2018 (Park Rj nE� 20, Victoria IFfill> Rj nE� 26, Downtown Rj nE� 2. Attendees: 38 people (approx.) Attendees: 76 people Ideas/Responses Ideas/Responses Transportation & Transportation & Economy Environment Inclusion Taxation Communication City Services Infrastructure Question 1* 47 Question 1 81 49 68 59 50 55 44 Question 2 64 55 55 61 46 58 32 Question 3 49 69 63 60 56 32 Question 4 49 Total 56 Total 145 202 192 183 156 167 108 Workshops ® Cha ndk�r IIMowat Rj nE� :19, Sta nlr.�y (Park Rj nE� 20, Victoria IFfill> Rj nE� 26, Downtown Rj nE� 2. Attendees: 38 people (approx.) Ideas/Responses Transportation & Economy Environment Inclusion Taxation Communication City Services Infrastructure _ Question 1* 47 23 29 20 6 14 17 Question 2*9 9 13 17 6 12 6 Question 3* 11 _ 18 14 14 7 9 Question 4* 19 Total 56 62 60 51 26 33 32 22 Questions Transportation: Question 1: How can we encourage people to cycle, walk and use public transit? Question 2: How should the City prioritize infrastructure improvements like road repairs and utility maintenance? Environment: Question 1: How can the City support a healthy environment? Question 2: How can the City play a role in responding to climate change threats such as droughts, severe storms, and flooding? Question 3: How can the City encourage green and clean choices among residents and the business community? Economy: Question 1: How can the City continue to support the local economy in a way that prioritizes environmental sustainability? Question 2: How can Kitchener attract and keep talent? Question 3: How can neighbourhoods play a role in supporting economic development? Question 4: What is needed to support arts and culture? Inclusion: Question 1: How can we ensure that Kitchener is inclusive and that everyone can be part of the city? Question 2: What role do you see the City playing in addressing affordable housing and homelessness? Question 3: What role do you see the City playing in addressing health and social service issues like addiction and poverty? Taxation: Question 1: How would you like to see value of tax dollars spent communicated to the public and Council? Question 2: What would you like to see in developing a financial plan for the City? Question 3: Is there any service improvement that you'd be willing to pay higher taxes for? Communications: Question 1: How can the City improve how it communicates? Question 2: How do you want to receive or access City information? Question 3: What is it that you want to know from the City? 23