HomeMy WebLinkAboutCAO-19-002 - Council Input into Developing the 2019-2022 Strategic PlanREPORT TO: Council
DATE OF MEETING: January 29, 2018
SUBMITTED BY: Kathryn Dever, Director, Strategy and Corporate Performance,
519 741 2200 ext. 7370
PREPARED BY: Karen Cooper, Manager, Strategic and Business Planning,
519 741 2200 ext. 7817
WARD (S) INVOLVED: All Wards
DATE OF REPORT: January 24, 2019
REPORT NO.: CAO-19-002
SUBJECT: Council Input into Developing the 2019-2022 Strategic Plan
___________________________________________________________________________
RECOMMENDATION: For Discussion
BACKGROUND:
since then.
Following each municipal election, the
strategic goals and key activities for the upcoming term. The following graph shows the timeline
to develop the 2019-2022 strategic plan.
In August 2018, the Compass Kitchener advisory committee presented Council with community
priorities for 2019-2022, based on input received from extensive public consultation, including
the Environics survey of 1,000+ citizens, 4 community workshops, an All Advisory Committees
Meeting, a social media campaign and an online Engage Kitchener survey. Compass Kitchener
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
identified the topics of Environment, Economic, Social and Organizational Excellence as
community priorities.
Consultation has since taken place with over 150 staff to obtain their input on priorities. The
Corporate Leadership Team has also established a 25 member corporate-wide strategic plan
staff team to support them in developing goals and actions that will respond to community
priorities and other emerging issues and opportunities. The CAO has met individually with
Council members to gain insight on their priorities and areas of interest. Staff have also reviewed
the external environment to be aware of trends and challenges that that may impact the City.
REPORT:
A key finding of the community, staff and Council engagement is the high degree of alignment
on what the City should be addressing. The Corporate Leadership Team has reviewed all of the
input received to date and identified the following five themes which reflect the broad consensus
of stakeholders. If supported by Council, they will become the focus areas for the Strategic Plan
for this term of Council:
Environmental Leadership
Growing Economy
Safe Transportation
Caring Community
Customer Service
The themes directly relate to the community priorities proposed by Compass Kitchener and the
community can see themselves broadly reflected in these five areas. For each of the themes,
the Corporate Leadership Team developed preliminary goal statements and identified possible
supporting action statements as presented in Appendix A for the purposes of discussion with
Council.
Staff stress that the preliminary action statements are only examples to give Council a feel for
what could be done, they are not final and they are not complete at this time. As part of
Council orientation on the Strategic Plan, staff will provide a presentation on January 29, 2019
on the work to date on developing the strategic plan, and seek input and direction on the
preliminary goal statements and possible actions. The discussion with Council will focus on the
following:
Question 1: What is your reaction to the preliminary goal statements and example action
statements?
Question 2: What other specific projects or actions you would like to see move forward to make
progress under each of the goal statements? What results do you wish to see in
four years time?
Next Steps
Input received from Council will be taken into consideration in developing a draft strategic plan.
The focus will be on developing SMART goals and actions that are specific, measureable,
achievable, relevant and timely in driving the work of the organization to best meet the
expectations of the community, and reflect the priorities of council, given budget considerations.
Staff have been co-ordinating with the Region and local municipalities about partnership
opportunities in developing the respective strategic plans. For example, staff have jointly been
-being Survey which has Kitchener specific responses and in
exploring UN Sustainable Development Goals and ISO 37120 methodologies.
Following the discussion with Council, the Corporate Leadership Team and the Strategic Plan
Staff Team will be developing an innovative engagement and communication plan and
developing a draft Strategic Plan with refined Goals and additional action areas.
The draft Strategic Plan will presented to Council in April 2019, followed by a period of
community engagement with the public and stakeholders to refine action areas and engage the
community on specific tactics and timelines. A recommended Strategic Plan will presented to
the Finance and Committee for review and discussion prior to Council consideration/final
approval in June 2019.
Staff are also working collaboratively with Compass Kitchener to jointly develop an evaluation
program and criteria to assess and objectively measure progress in implementing the Strategic
Plan.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The development of the 2019-2022 strategic plan is intended to further the achievement of the
C.
FINANCIAL IMPLICATIONS:
None at this time.
Strategic actions 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
priorities.
COMMUNITY ENGAGEMENT:
INFORM nda in advance of the
council/committee meeting.
CONSULT Over 1,250 citizens participated in the community engagement process, including
the Environics citizen survey reported to Council in April 2018, and the Your Kitchener, Your
Say! community engagement campaign conducted in June and July 2018 and reported to
Council in August 2018.
ACKNOWLEDGED BY: Dan Chapman, CAO
Attachments:
Appendix A: Preliminary 2019-2022 Draft Goal Statements and Sample Actions
Appendix A: Preliminary 2019-2022 Draft Goal Statements and Example Actions
SAFE TRANSPORTATION
Goal:
affordable for all users regardless of age ability or economic status.
Example Action #1: Install a continuous, connected, protected cycling network within a 2.5 km (10 minute
cycle) radius of the downtown by 2022.
Example Action #2: Develop a Complete Streets Guideline by 2020 for all future roadway construction
projects (along with a scorecard) that emphasizes safety, sustainable transportation, the environment and
sense of community.
ENVIRONMENTAL LEADERSHIP
Goal:
Promote a healthy and livable community by leading efforts to achieve greenhouse gas reductions,
improvements to green infrastructure, and resiliency to climate change.
Example Action #1: Implement a Corporate Climate Action Plan in 2019 to guide an absolute greenhouse
gas reduction of 8% by 2026 through actions within the key focus areas of buildings, pumping stations,
outdoor lighting, transportation and waste.
Example Action #2: Implement low impact design on every feasible full road reconstruction project over the
next four years to retain 12.5mm of runoff to improve stormwater infiltration and mitigate flooding and
infrastructure damage.
GROWING ECONOMY
Goal:
Build a globally competitive and dynamic city by diversifying our economy and making strategic investments
to create good jobs, economic prosperity and a vibrant community.
Example Action #1: Support the build out of a city-wide network of incubators, accelerators and co-working
spaces, initially focusing on manufacturing, food and creative industries, opening at least one new facility by
2022.
Example Action #2: Continue to position the City's downtown lands as leading edge redevelopment
opportunities, bringing at least one new parcel to market by 2020, while finalizing master plans for the
Bramm Yards by 2021 and the Civic District by 2022.
CARING COMMUNITY
Goal:
Foster a more inclusive community by partnering with others to make housing more affordable, increase
mental health and addiction supports, and better engage and serve the full diversity of our community.
Example Action #1: Create with community partners and stakeholders a made in Kitchener affordable
housing strategy by 2020.
Example Action #2: Establish a task force of community members and staff that will create a comprehensive
Diversity and Inclusion Strategy for the City by June 2020 which will make recommendations about how the
City can better engage and serve the full diversity of the community through actions such as addressing
systemic barriers and better reflecting the full diversity of the people we serve.
CUSTOMER SERVICE
Goal:
customer experiences that are friendly, easy and convenient.
Example Action #1: ch will be launched by early
2021, that residents can use to: (1) initiate, track and receive updates on service requests, (2) receive proactive,
tailored updates/notifications, and (3) perform financial transactions with the City.
Example Action #2: Provide on-demand multi-lingual customer service support for inquiries and service requests