Loading...
HomeMy WebLinkAboutCAO-19-006 - Council Review of Draft 2019-2022 Strategic Plan Goals and ActionsREPORT TO:Council DATE OF MEETING:April 1, 2019 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:March 26, 2019 REPORT NO.:CAO19-006 SUBJECT:Council Review of Draft2019-2022Strategic Plan Goals and Actions ___________________________________________________________________________ RECOMMENDATION: That the draft Strategic Plan goals and actions contained in Report CAO19-006be made available for public review and comment prior to finalizingthe 2019-2022 Strategic Plan for Council consideration in June 2019. BACKGROUND: Staff presented draft goals and example actions on January 29, 2019 as part of seeking Council input and direction in preparing a new Strategic Planfor 2019-2020.The information was based on in-depth engagement with the public, Council and staff over the course of many months. Council members provided extensive comments and suggestions for staff to work with. Following the Council Strategy Session, staff met with Councillors individually to gain a deeper understanding of areas tofocus on and discussedhow Councillor comments would be addressed in creating the new Strategic Plan. Additional work was completed by the Corporate Leadership Teamand representatives of the Strategic Plan staff team to develop thecomplete set of goals and actionsin this report.Appendix A to this report demonstratesaccountability for howCouncil comments have been addressed, and changes made,in developing the draft goals andactions presented in this report. This report presents five draft goals and proposes twenty-five specific, measureable, achievable, realistic and timely actions for Council review. The goals and actions are transformational and, whensuccessfully implemented over the next four years, will address community and Council priorities. The purpose of this report and associated Council strategy session is to validate this content with Council prior togoing out for one final round of public feedbackduring April and May 2019. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 orTTY 1-866-969-9994 for assistance. 1.c. - 1 REPORT: Following consultation with Council, five goal statements have been developedfor the 2019- 2022 Strategic Planin the following thematic areas: People Friendly Transportation Environmental Leadership Vibrant Economy Caring Community Great Customer Service Each of the five goal statements has five associated actions for a total of 25 actions in the Strategic Plan. Staff have begun to map how the proposed goals and actions address the United Nations Sustainable Development Goals (SDG). SDG Goal 11-Sustainable Cities and Communities- is most relevant,but all of the SDG goals can be considered in developing Kitchen Plan. The alignment with SDGs is indicated by the relevant SDG iconsassociatedwith the draft Strategic Plan goalsas depicted below. The following Strategic Plan goals and actions are proposed for Council feedback and public review. 1.c. - 2 1.c. - 3 Next Steps Input received from Councilwill be taken into consideration in refining the draft goals and actions, followed by a period of community engagementwith the public and stakeholders in April and May 2019. 1.c. - 4 Awarenessof the opportunity for thepublic and stakeholders to review andprovide comments onthedraft Strategic Plan goals and actionswill be promoted through a mediarelease,a social mediacampaign,Engage Kitchener online survey,direct contact with a broad rangeof stakeholders including citizen advisorycommittees, neighbourhood associations, business, social, environmental and institutionalorganizations and internal staff engagement. Engagement will focus on: What do you think of the actions we have proposedtotakein each of the theme areas over the next four years? What opportunitiesdo you see to work with the City on implementing thegoals and actions? A recommended Strategic Plan will presented to the Finance and Corporate Services Committee for review and discussion prior to Council consideration/final approvalinJune2019. 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. The criteria and approachwill be providedto Council in June 2019along with consideration of final approval of the Strategic Plan. Direction Sought FromCouncil session been suitably addressed in the revised goal and action statements above? Is Council sufficiently satisfied with the goal and action statements such that they can be shared with the community for a final round of public input prior to finalization at a future Council meeting? Does Council have any feedback on the process to engage with the public on the draft Strategic Plangoals and actionsas outlined in the Next Stepssection of this report? ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: The development of the 2019-2022 strategic planisintended to further theachievement of the Cthat together we will build an innovative, caring and vibrant Kitchener. 1.c. - 5 FINANCIAL IMPLICATIONS: Strategic actions that involve the introduction of new programs and services, or involve substantial increases in service levels, will require additional resources to be sustainable. This may include both financial as well as human resources to deliver enhanced service levels. Where possible, staff will explore alternate funding sources or reallocate existing resources to address require investments of tax supported or user rate supported funding. On April 1, 2019, Council will have before it recommendations to consider in setting the development charge rates that will directly impact the provision and timing of community facilities listed in the actions under Caring Community. Staff will amend the draft Strategic Plan action thatliststhecommunity facility charges. COMMUNITY ENGAGEMENT: INFORM nda in advance of the council/committee meeting. CONSULTOver 1,250citizens 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 inJune and July 2018and reported to Council in August 2018. Compass Kitchener and the City jointly hosted a meeting with representatives from all of the Advisory Committees on January 24, 2019 to consult on goal statements and actions, as well as to get input on what Strategic Plan information the City should be monitoring and reporting on from a citizen perspective. ACKNOWLEDGED BY: Dan Chapman, CAO Attachments: Appendix A: Addressing 1.c. - 6 Appendix: A Addressing Fromthe January 29, 2019 Strategic Planning Session Preliminary Content/Council CommentsRevised Draft Content/Response Safe TransportationPeople-Friendly Transportation PreviousGoal:RevisedGoal: Transform how people move through the city by making ensuring that it is safe, comfortable, convenient the transportation network safe, comfortable and connected. and affordablefor all users regardless of age, ability or economic status. How does affordability get factored in? (what Response: cycling and walking are more affordable/people does affordable mean in goal statement) can participate fully may imply GRT bus rates Do you need last part of goal statement related Affordability and other qualifiers removed, to status of people? autonomous cars -how will they be managedNew Action:Encourage and incentivize alternative modes of LED vehicletrackingtransportation by developing and subsidizing a bikeshare program by 2021 Autonomous cars and LED vehicletracking could be considered for future business plan projects Previous Example Action #1: Install a Revised Action: Install a continuous and protected cycling continuous, connected, protected cycling network network that connects adjacent neighbourhoods to the within a 2.5 km (10 minute cycle) radius of the downtown by 2021 downtown by 2022. Segregate cycle lanes Better pedestrian routes as alternative to carsNew Action:Develop a plan to create pedestrian-first streets between Victoria Park and City Hall and between the LRT and Kitchener Market by 2022. Previous Example Action #2: Develop a Revised Action:Develop a set of Complete Streets(safe Complete Streets Guideline by 2020 for all future and comfortable) guidelines and an associated evaluation roadway construction projects (along with a scorecard by 2020 to apply to roadway construction projects. scorecard) that emphasizes safety, sustainable transportation, the environment and sense of community. Include walking, trails, other transportation than cycling Benches along trails trails are for recreation as Action:Improve connectivity and year-round maintenance to well as transportationmulti-use trails and pathways as prioritized through the Trails, snow clearing walkways and walkways Cycling and Trails Master Planwith an initial target of Paved winter maintained trailsproviding year-round access to an additional 3 km of existing trails by 2022. 1.c. - 7 Environmental LeadershipEnvironmental Leadership Previous:Revised: Promote a healthyand livablecommunity by Achieve a healthy and livable community by proactively leading efforts to achieve greenhouse gasmitigating and adapting to climate change and by conserving natural resources. reductions, improvements to green infrastructure, and resiliency to climate change. Like reference to healthy,livable community Example Action #1:Implement a Corporate Revised Action: Launch and implement a Corporate Climate Climate Action Plan in 2019 to guide an absolute Action Plan to achieve an absolute greenhouse gas greenhouse gas reduction of 8% by 2026 emissions reduction of 8% by 2026. through actions within the key focus areas of buildings, pumping stations, outdoor lighting, transportation and waste. New Action: Starting in 2019 leverage the Energy Efficiency Sustainable City buildings e.g. Solarpanels, rain catchmentReserve Fund and other resources to reduce consumption Smart water metersand emissions at our facilities and in our operations. New Action: Reduce waste diverted to landfills by Downtown waste diversion, recycling, compost collection for businessimplementing new diversion programsat our facilities and Waste diversion key downtown and in parksevents by 2021. Waste diversion, recycling in parks too Partner with REEP New Action: Develop a Community Climate Action Planwith partner organizations by 2020. Urban forestry needs to be included plant more New Action: Implement the Sustainable Urban Forest trees on public land, tree protection for private Strategy with a focus on establishing a tree canopy target by lands needed in partnership with community; 2020 and eliminating the current (2018) tree planting backlog by 2022. address planting on private lands too Growing EconomyVibrant Economy Previous GoalRevised Goal: Build a vibrant city by making strategic investments to Build a globally competitive and dynamic city by support job creation, economic prosperity, arts and diversifying our economy and making strategic culture, and great places to live. investments to create good jobs, economic prosperity and a vibrant community. Response:Vibrant added as descriptor to theme,wording something that brings energy to the City of Kitchener community centers, markets at community centers, arts & culture, park activities Vibrancy theme areas sound static right now and we need to speak more to how we are changing 1.c. - 8 New Action: Develop the Make it Kitchener 2.0 Strategy by - 2020 with a focus on transformative actions to ensure the culture it is very diverse attraction, success and retention of diverse businesses, Embrace Tech sector talent, and arts/culture across the city. Retail attraction Cut red tape for special events e.g. re alcohol New Actionunder Caring Community:Engage a broad Focus on special events vibrant , alcohol flow cross-section of the community, including the arts and freely through an event not constrained to a creative industry sector and multi-cultural communities to roped off area legislative change needed develop a new and inclusive Arts and Culture Plan by 2021 Arts and Culture Wheredoes arts and culture fit in New Action: Complete a comprehensive inventory of city- Consolidate city landholdings for redevelopment opportunities in the long termowned properties by 2020 to determine how they could be effectively used to advance city strategic objectives. New Action:Create a new Urban Design Manual by 2019 Support smaller intensity developments that expresses city building and design expectations to Need to include city building ensure vibrant new development throughout Kitchener. Example Action #1: Support the build out of a Revised Action: Foster the creation of a citywide network of city-wide network of incubators, accelerators and incubators, accelerators and co-working spaces by co-working spaces, initially focusing on completing the buildout of the Creative Hubin 2019 and manufacturing, food and creative industries, undertaking business cases in 2019-2021 for the food, opening at least one new facility by 2022.manufacturing and health/med-tech industries. th Use 10floor city hall as incubator/business growth space Request for update on Digital Strategy and Digital Lab has Would like a better understanding of where we been referred to Corporate Services to provide an update are with Digital strategy and the Digital Lab do we need tosupport it to address things like autonomous vehicles? Example Action #2: Continue to position the Revised Action: Develop a vision for downtown Kitchener City's downtown lands as leading edge and continue to position the downtown as a leading redevelopment opportunities, bringing at least destination for redevelopment opportunities, with at least one one new parcel to market by 2020, while new parcel of land brought to market by 2020. Finalize finalizing master plans for the Bramm Yards by master plans for the Bramm Yardsby 2021 and for the Civic 2021 and the Civic District by 2022.District by 2022. Would like to see retail attraction to downtown as part of growing economy transformative and to fill empty space more reasons to come downtown than dining Downtown business attraction -need to increase efforts to bring business downtown Caring CommunityCaring Community Previous Goal: New Goal Foster a more inclusive community by partnering with others to make housing more affordable, providing welcoming community spaces and programs, increase mental health and addiction supports, better engaging, serving and supporting our diverse and better engage and serve the full diversity of populations and helping to make housing affordable our community. 1.c. - 9 Inclusive part is good Statement does not reflect what we do- regional responsibility Like affordable housing in goal statement Address mental health in actions Example Action #2: Establish a task force of Revised Action:Create a comprehensive Diversity, Equity community members and staff that will create a and Inclusion Strategy by 2020 to combat systemic barriers comprehensive Diversity and Inclusion Strategy to full economic and social participation in the city. for the City by June 2020 which will make Response:age/friendly older adults could be considered in recommendations about how the City can better engage and serve the full diversity of the Diversity, Equity and Inclusion Strategy and in Urban Design community through actions such as addressing Guideline under Vibrant Economy. Digital divide is both an systemicbarriers and better reflecting the full equity issue and an economic development issue. diversity of the people we serve. Where does Age-friendly fit Older adults need to be looked at Address digital divide -every household should have access to internet Previous Example Action #1: Create with Revised Action:Create an Affordable Housing Strategy for community partners and stakeholders a made in Kitchener by 2020 in collaboration with Waterloo Region, Kitchener affordable housing strategy by 2020.community groups and the development industry Common senseapproach to affordable housing, need incentives too, work with development industry increase rental supply; partner with developers to increase supply and thus reduce rent rates Multi-generational homes cultural and affordable aspects Add rental units through intensification and in existing homes Use caution in emphasis on jurisdiction there are things City can do even though a regional responsibility Happy to see affordable housing in Caring Community Before strategy is complete in 2020 we have new development coming in can we have discussion to add in consideration of affordable housing units to the new applications before strategy complete Our community has tools to support affordable housing Smart Growth Kitchener should be leader in intensification and provide tools to property owners and provide opportunities for affordable housing more units on a property carriage homes, more units in a house policy change needed 1.c. - 10 Affordable housing: does it mean region wide? is this the Region/other partners? New Action:Reduce the stigma experienced by those living Address mental health in actions with mental illness and addiction in our community by Important to have mental health supports but educating and training staff, and by supporting the creation of has left impression that it refers to downtown safe consumption and treatment facilities in Kitchener. needs to be for whole city supports for staff to better serve people who are homeless or have mental health issues should be action item h supports Mental health + supports region New Action:Better utilize existing facilities, provide relevant New community facilities need to be part of programming, support the equitable distribution of leisure strategic plan programs and resources across neighbourhoods and Need a focus on new community centers will complete the following: actions be specific under Caring Community An Open Space Strategy by 2021 to reflect this Pending Development Charges determination: Support for community centers to be included -Huron Brigadoon Community Centre Offer free community space for people to use -Rosenberg Community Centre Better progress on Community Centres, -Mill Courtland Community Centre Expansion Rockway, other capital projects -RBJ Schlegel Park sports fields + indoor pool + turf Programming community center well supported Community programs would be more reflective of what we do / better as an Action statement Edible forest gardens Vibrant parks respond to changing trends develop parks more quickly/often -increased investment to reduce the lifecycle replacement and adapt to changing neighbourhood needs New Action:Engage a broad cross-section of the Need to be better at supporting arts and community, including the arts and creative industry sector culture community gap exists now city to and multi-cultural communities to develop a new and provide leadership staff to come back with inclusive Arts and Culture Planby 2021 more tangible action Response: Could be considered in the future when Participatory budgeting should be an action evaluation is before Council. item if evaluation of pilot is positive Would like to see participatory budgeting under caring community Customer ServiceGreat Customer Service Previous Goal;Revised Goal: Increase resident satisfaction,trustandsatisfaction, trust and engagement engagementwith their municipal government by with the City by providing friendly, easy and convenient providing positive customer experiences that are services. friendly, easy and convenient. 1.c. - 11 Response:Theme has in actions to align with Corporate Customer Service Strategy Example Action #1:Create a centralized portal Revised Action:Create a central customer service portal on will be launched by early 2021 that residents can use to: track service requests, send proactive tailored messages to (1)initiate, track and receive updates on servicecustomers and conduct financial transactions. requests,(2) receive proactive, tailored updates/notifications, and (3) perform financial transactions with the City. Example Action #2:Provide on-demand multi-Revised Action:Provide on-demand support for customer lingual customer service support for inquiries and services requests in a variety of languages through the Corporate Contact Centre by 2020. Contact Centre by the end of 2020. Internal focus measurement /evaluation New Action: Introduce a corporate-wide Customer component to get feedback on our servicesSatisfaction Program that will allow for the collection of real- time feedback from customers accessing City facilities, programs and services by 2020. New Action: Set specific and clearly communicated service Internal focus measurement /evaluation component to get feedback on our serviceslevels for frequently asked about or accessed City services, including tree maintenance, parking, property standards complaints, snow clearing and grass cutting by 2022. New Action: Implement a comprehensive program of Citizen centered approach preferred (previous approach) current wording seems to imply Customer Experience Reviewsto help ensure services are people are service recipients perspective by 2022. OtherOther PartnershipsResponse Support partnerships with universities and the Strategic Plan will include a commitment to ensure colleges in addition to tech sector progress on the planand the need to work with partners to Env Goal is very important / as written seems deliver on the goals and actions to fall on City alone should include what falls on others to reduce etc Would like to see public private partnerships so that we can move faster Have a staff team dedicated to partnerships Partner with REEP Caution jumping on P3 bandwagon concerned about costs Technology Response: Use of technology and innovation runs through every Goal and will be highlighted in the introduction to the Tech innovation needs to be inStrategic Plan Strategic Plan. tech and innovation 1.c. - 12