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HomeMy WebLinkAboutDSD-19-096 - Development Services Review UpdateREPORT TO:Planning and Strategic Initiatives Committee DATE OF MEETING:May 13, 2019 SUBMITTED BY:Justin Readman, General Manager,519-741-2200 ext. 7646 PREPARED BY:Margaret Love, Manager of Service Coordination & Improvement,519- 741-2200 ext. 7042 WARD (S) INVOLVED:All DATE OF REPORT:April 25, 2019 REPORT NO.:DSD-19-096 SUBJECT:Development Services Review Update ___________________________________________________________________________ RECOMMENDATION: That the proposed shared vision for the development services review be approved; and further, That the site plan and public engagement processes be prioritized for review, as outlined in Report DSD-19-096. EXECUTIVE SUMMARY: The Detailed Planning phase for the Development Services review began in October 2018 and will conclude at the end ofMay 2019 at which point, the Collaborative Delivery phase will commence. The Collaborative Deliveryphase(June 2019 May 2020)will include a detailed review of (i) the full site planprocessand (ii) public engagement processes, the development of a process improvement strategy,and a recommendation report to Council. The purpose of this report is to present Council with the results from the Detailed Planning phase: Establishment of a Shared Vision for Economic Growth, City Building, Sustainability and Development Interests The scope for the first-year detailed review period(June 2019 May 2020) Environmental Scanresults A summary of engagement activitiesto-date BACKGROUND: In September 2017, Dan Chapman shared five priorities that he would be pursuing in his first hief Administrative Officer (CAO). One of those priorities involved undertaking an organizational review toensure that organizational structure supports strategies and vision. As a result of this review, like-functions were aligned strategically and the Development Services Department was created and includes five divisions: Building, Economic Development, Engineering, Planning,andTransportation Services. *** This information is available in accessible formats upon request. *** Please call 519-741-2345or TTY 1-866-969-9994 for assistance. 5 - 1 In parallelto the organizational review,preliminary workbeganon developing a high-level scope for thedevelopment servicesreview. The purpose of the development services reviewis to look at how development functionsinteract and are coordinated, and to identify if that coordination can be improvedin a way that results in clearer accountability, stronger collaboration, and ultimately an even better customer experience.Five objectives were identified for thereview: 1.Establish a Shared Vision for Economic Growth, City Building, Sustainability, and Development Interests 2.Align Work Processes to Support the Development Services Vision 3.Enhance Team Building, Collaboration and Creative Problem Solving 4.Take a Coordinated Approach to Development 5.Communicate Clearly and Effectively The development services review is currently nearing the end of the Detailed Planningphase, as identified in the project timeline that is depicted in Figure 1, and will be entering the Collaborative Deliveryphase in June 2019. Figure 1.Project Life Cycle for the Development Services Review REPORT: outcomes of the development services review and/or those with the ability to influence the outcomes 5 - 2 Using this definition, key stakeholdergroupsinclude: staff, the development community, the broader Kitchener community and Council. An overview of all stakeholder engagement activities completed to-date for the development services reviewisprovidedin the Community Engagement section of this report. Establishing a Shared Vision In November 2018, stakeholderswere engagedthrough the process ofcreating a shared vision. This staff report summarizes details from this process, while the full summary report is included as Attachment A. One of thefirst priorities for the new Development Services Department was to undertake a more detailed review of selected development functions to bring a greater focus, coordination and accountability to the delivery of development-related services. It is essential that stakeholders are working towards common goals and understand how their contributions support the delivery of development services, as there are a number of disciplines involvedwho may represent functions with competing interests at times. This report delivers on one of the first objectives of the development services review by proposing a shared vision between all stakeholder groups --Council, staff, the broader Kitchener community,and development community --for economic growth, city building, sustainability, and development interests. The goal in establishing a shared vision is to achieve broad alignment across all stakeholder groups. Once established, all future process improvement recommendations in development services will be aligned to, and reviewed against, the shared vision. The shared visioning framework proposed in this report has six components: a vision statement, a mission, values, commitments, goals, and stakeholder actions. The vision statementis intended to provide a description of where we want the community to be as a result of our contributions in development services. The goal of a vision statement is to be inspiring, purpose-driven, future-focused, and memorable. The missionis intended to be a short statement that describes our goals and philosophies. The valuesrepresent our core, shared values that are foundational to delivering on our vision. The shared commitmentsare aligned to each value and are intended to describe how we as stakeholders in development services processes commit to working together. The goalsrepresent key areas within each commitment that each stakeholder group will work to implement. 5 - 3 Finally, the stakeholder actionsrepresent specific steps that will be taken by each stakeholder group to implement their goals. These actions will be identified through a detailed review of selected development services processes, beginning in June 2019. Figure 2 depicts the stakeholders who were involved in establishing the shared vision, while the attached report detailsthe key themes that emerged from each stakeholder group, as well as the final recommendations for the vision. It is important to note that the Project Steering Committee identifiedearly in the Detailed Planning phasethat the objective of establishing a shared vision was not about rewriting/redefining existing policies or plansfor how the City will grow/develop. Rather, the purposeof establishing a sharedvision is to articulate how stakeholders will collectively work togetherto build a great citywithinthe existing policy framework. /ƚƩƦƚƩğƷĻ \[ĻğķĻƩƭŷźƦ Ļğƒ {ƷĻĻƩźƓŭ {ƷğŅŅ /ƚƒƒźƷƷĻĻ Shared Vision 5ĻǝĻƌƚƦƒĻƓƷ /ƚǒƓĭźƌ /ƚƒƒǒƓźƷǤ .ƩƚğķĻƩ YźƷĭŷĻƓĻƩ /ƚƒƒǒƓźƷǤ Figure 2: Stakeholder groups who participated indeveloping a shared vision With existing strategies, plans and policiesin mind, staff drafted a shared vision as the first step in this process.Both a Corporate Leadership Team(CLT)half-day Strategy Session (January 2019) and aCouncil Strategy Session (March 2019) were used to fine-tunethis body of work prior tosharing with the community and development community for their feedback. A total of three community focus groups and two developer drop-in sessions(March/April 2019) were hosted by staff and Councillors across the City of Kitchener to collect feedback on development services, present and obtain feedback on the 5 - 4 draft vision as well as discuss priorities for the first year of the review.The final vision is presented in Figure 3, below, while the evolution of the shared visionisdescribedindetail in Attachment A. Figure 3: Final Shared Vision Moving forward, all future process improvement recommendations willbe aligned to, and reviewed against, the shared vision. Scope of Development Services Reviewfirst-year review period In October and November 2018, various stakeholders including the Mayor, Councillors, staff, community members, local businesses, architects, builders, consultants, developers, agencies, utilities, neighbourhood associations, and advisory committee members were engaged through surveys and interviews to: 5 - 5 Understand their expectations of the review; Identify what they needed from the review; and Identify how the City may bring the greatest impact and improvements to development services processes. We heard from stakeholders that processes are too long, complicated, duplicative, difficult to navigate, and paper-intensive, with too much energy being spent on trying to navigate the process/parties involved.We also heard that confused and frustrated customers can be atime drain on staff resources,as they need to triagecalls, emails and in-person visitsto assist them. In additionto these concerns, this engagement was instrumental in identifying the two priority areas for the first-year review period: the site plan process and broader, public engagement processes within development services.These two focus areaswere confirmed with Council through a strategy session in March 2019. Subsequent to the strategy session, stakeholders were invited to share their ideas for how to improve site plan and public engagement through Engage Kitchener, focus-groups and drop-in sessions(March/April 2019). Ideas will continue to besolicited on Engage Kitchener until May 31, 2019 and will be carried forward for consideration as part of the detailed review, as appropriate. The opportunities for improvement within site plan and public engagementwere also reinforced through the results of theCustomer Service Review (2019) and the CommunityEngagement Review (2017), respectively.This will be discussed further in the following report sections. SITE PLAN PROCESS Review methodology: Lean Lean methodologies focus oncreating more value for customerswhile existing processes. Aleanorganization understands customervalue and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customerthrough a perfect value creationprocessthat has zero waste. Leanmethodologies are rooted in creating effective and efficient processes. Methodologies use -up approach (stakeholders identify challenges and solutions) so that time/effort can be focused on value-added tasks. There are 3 types of site plan applications: Full Site Plan:Projects such as a new building or structure, major additions or building renovations or a commercial parking facility. Stamp Plan A:Projects such as minor additions to an existing building, street fronting townhouses and temporary sales centres fall under this category. Stamp Plan B:Projects that either already have an approved site plan, or include lands covered by a development/site plan agreement that's already registered against title. At a minimum, the FullSite Plan Processwill be reviewed using Lean methodologies. 5 - 6 Strongalignment exists between theengagement feedback received for the development services reviewandthe themes/focus areas resulting from theCustomer ServiceReview(e.g. service-first culture, easy processes, convenient tools, clear standards, empathetic staff). In priorityfor delivering on process improvements.Theproject team willendeavor to address the following within the full site plan process review: Table 2. Opportunities to Streamline the Customer Experience in the Site Plan Process Shared ValuesPotential OpportunitiesDesiredOutcomes Leadershipand Review overall file management (e.g.Seamless processes Accountability queueing, liaison, hand-offs, issues resolution, etc.)perspective Explore opportunities to encourageNumber of accurate/complete submissionsresubmissions reduced Review the appropriateness / justification forrequirements at various stagesReduction in throughout the application processunnecessary paperwork, Review the appropriateness of documents requirements based on the scale and complexity of a projectReduction in number of trips to City Hall, or - locations within City Review checklists and templates to ensure Hall / identify those that should be created Review opportunities to expand remote access to services (e.g. online application submissions, drawing reviews, payments, etc.) Evaluate the merit of developing a different process model for different types of applicants (e.g. less experienced vs. experienced) Evaluate the merit of developing a different process based on the scale and complexity of an application Evaluate the merit of a file concierge service model Communication Create and share process mapsInformed customers Establish and sharetimelines for keyProcess clarity process milestones (macro-level) Predictability: Provide regular status updatesCustomers better able to properly Well-communicated standards 5 - 7 Shared ValuesPotential OpportunitiesDesiredOutcomes schedule their Coordinate departmental / agency projects comments(resolving inconsistencies, as needed, and prior to meeting with theFewer submissions; applicant)quicker approvals Consistent acknowledgement of receipt of submissions applicant Communication received from one staff member (e.g. file liaison), with consistent messaging (i.e. avoid introducing new nd requirements on 2and subsequent resubmissionsdue to multiple staff reviewing a file) Commitmenton review timeframes Returnemail/phone calls in alignment with Corporate standards Collaboration Ensure processes are solutions-orientedOpen, thoughtful, and collaborativesolutions-oriented approach to problem Review alignment of priorities/policies solving across development servicesfunctions Ensuring meetings Be forthcoming with alternative solutions are appropriately that the City is willing to consider timed and meaningful Review/clarify roles and responsibilities for participants Review the purpose/objectives of existing Clarity with respect to meeting formats/requirements to ensure how individual they are meeting their intended need/ stakeholders can identify those that should be created contribute to the Respect Review the waywe deliver services to theProcesses developed customer: o Attitudeexperiencein mind o Judgement/Flexibility Customer may not o Professionalism always be right, but o Convenience they are always o Empathy / Understanding important Help the customer navigate processes and compliance with standards 5 - 8 Out of scope for the site plan review: Zoning by-law, Minor Variance and Official Plan amendment processes:establishing the land use is a precursor for site plan application approval. These amendments will be identified as a possibility in the site plan value stream mapping, however, the process will not be mapped in detail. Appeal process by applicant:site plans have not historically been appealed by the applicant; therefore, the value of mapping this process is not justified at this time. The opportunity for an applicant to file an appeal as part of the site plan process will be identified in the site plan value stream mapping, however, the process will not be mapped in detail. Building Permit process:this process wasidentified as an area of strength within the -related services and, as such, isnot identified as a priority area for the first year review period.While some building-related processeswill be identified in the site plan value stream mapping, the process will not be mapped in its entirety. PUBLIC ENGAGEMENT Review methodology: A combination of Lean methodologies, customer satisfaction,and end- user analysis Public engagement processeswill be reviewedbroadly across Development Services to encourage innovative approaches to engagement while ensuring consistency and alignment in theapproach. As discussed earlier in this report, the process improvement opportunities identified through consultation with stakeholders as part of the development services review Detailed Planning phase were confirmed and reinforced through the results of two recent City-led reviews: the Customer Service Review (2019) and the Community Engagement Review (2017).This consistency is reassuring and solidifies the importance of the identified focus areas for the development services review (site plan and public engagement).In January 2017, Council resolved thatthe recommendations contained in the Community Engagement Review be approved by Council(refer to Report # CAO-17-001). Potential opportunities to align to, and deliver on, the Community Engagement Review recommendations are identified below. Through alignment of theengagement resultsto the Community Engagement Review(2017), the project team willendeavor to address the following within the review of public engagement processesin development services: Table 3. Opportunities to Streamline the CustomerExperience in Public Engagement Processes Shared ValuesPotential OpportunitiesDesired Outcomes Leadership and Identifyopportunities to engage in moreMeaningful, Accountability meaningful waysand begin to develop ainclusive 1 toolkitfor stakeholders to successfullyengagement 5 - 9 Shared ValuesPotential OpportunitiesDesired Outcomes implement community engagement Outcomes of initiatives. engagement are Look for opportunities to engageshared using new models Identifythe objectives of engagement in consistent and understandable ways Explore new ways to follow-upafter engagement (e.g. what was heard, how it is being used, next steps) Review the timing of engagement Communication Create a guide for communityCreate a 2 engagementspecific to developmentdevelopment servicesservices approach to public Articulateand shareinformation about engagement active development applicationsin consistentand visual waysUnderstandroles / responsibilities in Improve access to information on the engagement (e.g. navigation content) Enhanced access Review the merits of expanding the to information legislated buffer distance for public noticesEliminatetechnical jargon Develop new formats and styles of sharing informationin presentations,Develop a brand for reportsand public notices, for example:development o Remove technical jargon, increaseservices signage/ visuals, ensure the informationnotices being shared is easy to understand Use story-telling o Develop a City of Kitchener methods to help development services brand in stakeholders collaboration with the Ci understand 3 Corporate Communications Team Look for new opportunities for sharing information and story-telling Collaboration Identify opportunities forgreaterBuild bridges connectivity and information sharingbetween between neighbourhood/communitystakeholders and 4 groups, council, staff,and developersincrease opportunities for Identify opportunities to leverage information-sharing community engagement expertisecross- 5 departmentally(e.g. explore cross-Capitalize on departmental engagement teams)existing expertise / strengths 5 - 10 Shared ValuesPotential OpportunitiesDesired Outcomes Respect Identify staff training needs, asEquip staff 6 appropriate 1 existing Community Engagement Toolkit, to provide a resource for staff and other stakeholders who lead community engagement activities. 2 Developing a guide forcommunity engagement is recommendation #14 from the Community Engagement Review. 3 Engage Kitchener brand. The work proposed as part of the development services review would align toand build on this current body of work. 4 Recommendations #4 and #6from the Community Engagement Review propose developing a strategy to create partnershipswith the community and Councilto broaden community engagement. 5 Recommendation #2 from the Community Engagement Review supports the creation of an internal community engagement working group to build expertise, foster collaboration, assist in the development of tools, templates and training and share lessons to fostercontinuous improvement. 6 Recommendation #5 from the Community Engagement Review proposes the development of a staff training program to support community engagement. Schedule for Development Services Review first-year review period: Two priority areashave been identified for the first-year review period of the development services review: (i) site planprocessand (ii) public engagementprocesses across development services. The anticipated macro-level schedule is shown below: Site Plan Review:June 2019 December 2019(Lean methodologies) Public Engagement Review:June 2019 December 2019 (Lean methodologies) and January 2020 May 2020 (Customer satisfaction and end-user analysis) The public engagement review start-date is subject to change and may partially overlap with the Site Plan review. Environmental Scan An environmental scan is a review of current and anticipated internal and external factors that o minimize threats. 5 - 11 As part of the Detailed Planning phase, the project team completedseveral environmental scanning exercises.In a March 2019 report to Council (Report # DSD-19-048),staff committed to providing an overview of a variety of Environmental Scanning exercises.A summary is providedbelow. Strengths, Weaknesses, Opportunities, Threats (SWOT) Project team members strengths-weaknesses-opportunities-threats(S-W-O-T) analysis. Key outcomes from the analysis are highlighted in Figure 4, below. Overall, CLT identified that the development services department isentering the review from a position of strength in terms of people. While there was recognition that staff have developed good processes(e.g. two-stage site plan approval process), opportunities to improve were also identified. A desirefor staffto be creative, innovate, and leadwas evident to CLT, and the development services review is an opportunity to engage in positive change. {ƷƩĻƓŭƷŷƭ‘ĻğƉƓĻƭƭĻƭhƦƦƚƩƷǒƓźƷźĻƭŷƩĻğƷƭ Our peopleProactiveNew organizationalOn-going Provincial communicationstructurechanges to legislation Staff expertise (quick roll-out; Story-telling / bigAccountability from Strong policy workflow picture branding / PRCLT acumen disruptions) Citizen-focusedEstablishing a shared Positive Increasing engagementvision development construction costs v. interactionsClarity around theCollaborative / affordable housing purpose of, and rolessolutions-oriented Quality design Gentrification of the in, engagementapproach to Desire to innovate downtown problem-solving Access to online (break-down silos)Greenfield land information / tools supply Engaged industry Moving goal posts and public File management Embedding Lack of agile work sustainability environment principles throughout workflow Applying Lean methodoogies / process improvement Figure 4. Summary of Strengths-Weaknesses-Opportunities-Threats(SWOT)Analysis Previous review of the site plan process (2010) Several meetingswere coordinated withproject leaders from a previous site plan review (2010) to discuss what should/couldbe leveraged from the previous project and key lessons learned. The following points represent several highlights from these discussions. 5 - 12 Leverage:process maps;revisit the recommendations from the previous project Barriers to implementing the recommendations: cost of implementation, ownership of processes, resource and training supports; and, Lessons learned from the project: ensure staff are engaged early and that they lead the change, including final recommendations andimplementation; ensure there are sufficient implementation supports (training, resources, etc.); ensure the project team shadows existing processes; share key messages more than once; create a communication network for sharing information; look at processesthrough multiple stakeholder lenses; communicate what will defines project success. The knowledge gained from these meetings will help to orient and position the development services review project team to achieve successful outcomesfrom the current review. The development services review will differ from the previous review in several key ways: The 2017 Organizational review led to the creationof the development services department, grouping like development functionsunder the leadership of one general manager; Leadership Team (CLT); There is support and accountability for the success of this project in the development services senior management team(SMT); A continuous improvement culture has been developed across all City departments; The development services review is internally-led and supported by subject matter experts where necessary, resulting in accountability and follow-through; Clear roles/accountabilities will be established throughout the term of the project; and A change management plan will be developed and implemented. Continuous Improvement initiatives currently underway that will improve the site plan process In additionto the development services review, there are a number of continuous improvement initiatives that are currently underway to improve city processes, which will result in improvement to the site plan process: Staff are working with industry representativesto streamline financial processes (e.g. letter of credit and plan review fees); Staff are working to increase the usage and functionality of AMANDA (e.g. integrate Region and GRCA; launch a public portal); Staff have started to scope a project for digitalplan review; Staff are evaluating online payment options at a corporate level;and, Staff are undertaking a comprehensive update to the Urban Design Manual which will clarify expectations for site development. Interviews with General Managers of development-related servicesin othermunicipalities Beginning in December 2018, project team members began contactingthe General Managers (or equivalent position) of 17 municipalities across Ontario to ask about their vision for building a future-ready city, what they are doing well, and what their top priorities are for improving their development-related services.While only fourmunicipalities have responded to the request for 5 - 13 an interview (Burlington, Oakville, Cambridge,and Milton),and information was obtainedonline for another (Brampton),the project team gleaned valuable insight from this exercise.Highlights are identified below: Afuture-ready cityincludes:a mix of housing choices;atransit strategy;access to jobs; aplan to address climate change; digital transformation; and,and enhanced services. Recent service improvement success storiesinclude:escalating files to a manager after 2+ reviews;consolidating securities (used to have to go to different departments); one point of contact;implementing joint-agency working meetings to resolve issues prior to providing comments to developers;creating an urban design review panel; and,introducing a multi-stream approach to site plansbased on complexity. Actions that applicants can taketo make processes as smooth as possible, include: pre-consultingearly in the process; following-through on requirements resulting from the pre-consultation process to ensure complete, quality submissions; keeping an open line s point-person; providingwritten responses for how comments have been addressed;andidentifying revisions in resubmissions. In terms of top priorities for streamlining development processes,municipalities identified: creating service delivery teams for projects; providing more services online; creating strong terms of reference for studies/reports; ensuring there is good break-out spaces for agile, collaborative problem-solving;and, implementing new processes better tailored to the complexity of an application (e.g. site plan). Recent changes to community engagement include: assigning a dedicated planner to evening walks with citizens where they identify what they like and value in a neighbourhood/city; shifting engagement to where people are (e.g. malls, hockey games, streets, parks); creating user-friendly, clickable maps with all project-related info from pre-approval to approval; requiring developers to hold neighbourhood meetings as part of the pre-consultation process (applicant runs the meeting, staff attend); developing a 3-stage meeting approach (a neighbourhood meeting before application is submitted, a staff-led statutory meeting, then a recommendation meeting);hosting periodic meetings with neighbourhood associations platforms for real-time comments and engagement; mailing notices to all property owners within 240 metres of a subject property; and, developing more visual, user-friendly written notices, property signs and report formats. The project team will continue to explore how other municipalities are adapting and changingto resolve commondevelopment serviceschallenges, while recognizing thatsomeprocess improvements inother municipalities may not be appropriate for the City of Kitchener (i.e. it is rarelyanapples-to-applescomparison). ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Strategic Theme:Effective and Efficient Government 5 - 14 Strategy: 5.2 Improve the design and delivery of city services so that they provide what citizens want in the most reliable, convenient and cost efficient way. StrategicProject:CS74 Development Services Review FINANCIAL IMPLICATIONS: Capital budget has been allocated to this project in both 2018 and 2019 for the purpose of undertaking the review.Any unused budget in 2019 will carry over into 2020.There is no additional funding requested at this time. COMMUNITY ENGAGEMENT: During the detailed planning process for the development services review, over 250 stakeholders were engaged through a variety of methods, including: Mayor and Council through group or individual interviews, a Council strategy session, and community workshops Over 100 staff through one-on-one interviews, an online survey and staff workshops 30 citizens through one-on-one interviews and an online survey 26citizens through three community workshops 34 members of the development community through one-on-one interviews and an online survey 15 members of the development community through two drop-in sessions Eightorganizations (e.g. Region of Waterloo, utilities, government organizations)through interviews and an online survey Sevencommittees(Economic Development Advisory Committee, Committee of Adjustment, Cycling and Trails Advisory Committee, Downtown Action and Advisory Committee, Environmental Committee, Heritage Kitchener, Arts & Culture Advisory Committee) 25people engaged on Engage Kitchener through surveys, general comments and ideas boards A timeline of key engagement activities is shown in Figure 5, below.The primary goal in engaging stakeholders was to ensure quality of data, not quantity. 5 - 15 Figure 5: Snapshot of key engagement activities Additional internal and external stakeholder engagement will take place when reviewing the site plan process and public engagement processes (part of the Collaborative Delivery phase). The Engage Kitchener platform has been used to engage internal and external stakeholders in the following ways: o Share project updates o Provide information on upcoming workshops o Providestakeholders with an opportunity to provide general comments on the development services review o Provide stakeholders with an opportunity to post ideason the priority areas for the development services review o Obtain feedback from stakeholders on engagement initiatives The platform will be used throughout the life cycle of the project to engage stakeholders and share project information. INFORM This staff council / committee meeting. 5 - 16 Internal and external stakeholders were informed of opportunities to engage in the website, Engage Kitchener, print form (cards at the front counters of engineering, planning, building, transportation, economic development), Council-supported outreach, targeted invitations, emails to neighbourhood associations, and advisory committee meetings. A stakeholder Engagement Reportwasshared with internal and external stakeholders (February/March 2019) Project informationwasshared through the launch of a public-facing Engage Kitchener project page (March 2019) An engagement report waspreparedand distributed, summarizing the outcomes of the March/April 2019 Community and Development Community engagement sessions (April 2019) CONSULT Consulted withthe City of Kitchener Corporate Management, Corporate Leadership Team and Senior Management Team Internal and external stakeholders were consulted through one-on-one interviews and an online survey. COLLABORATE Three staff workshops were held to draft a shared vision for all development services stakeholders Sixpublic engagement sessions were plannedin both the community (based on ward groupings) and development community.The purpose of these sessions was to obtain feedback on the draft,shared vision for all development services stakeholders and to receive input on the priority areas for the development services review (site plan and public engagement). In total, five sessionswere delivered, as there was no attendance at one of the community sessions. PREVIOUS CONSIDERATION OF THIS MATTER: th DSD-19-048March 4Council Strategy Session Description: Council input on the Development Services Review was obtained during astrategy sessionon March 4, 2019. Specifically, Council was asked to provide input ona draftshared visioning framework for all development services stakeholders as well asthe priority areas for the first year review period(site plan and public engagement). CONCLUSION: Processes that do not form part of the first-year review period will be considered as part of an on-going body of continuous improvement work. It is important to note that, where appropriate, process improvements identified as a result of these reviews could potentially be transferred to other similar processes (as an example there 5 - 17 are hand-off procedures in subdivision planning that are the sameas site plan, so an improvement in one area would translate to the other). A foundation for a continuous improvement culture in development services will be built throughout this project. The development services review will create a framework, knowledge base (i.e. through trained, Lean Green Belt-designated staff), and build momentum for an on- going body of continuous improvement workin development services. NEXT STEPS: Initiate first-year detailed review (June 2019 May 2020) Implementation/Sustainment (Aug 2019 onward) Project Closure (Aug 2020); Implementation may be on-going ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services ATTACHMENTS: Attachment A Consultant Report on Final Recommendations for Shared Vision 5 - 18 Attachment A Consultant Report on Final Recommendations for Shared Vision 5 - 19 City of Kitchener Development Services Review Establishing a Shared Vision: Summary and Recommendations Prepared jointly by LURA Consulting and the City of Kitchener April 2019 5 - 20 Our Shared Vision Vision Statement: A city for everyone Mission: Working together • Growing thoughtfully • Building Community Values: Leadership, Collaboration, Communication, Accountability, and Respect Commitments: Leadership - We will commit to shaping a great community that is caring, vibrant and innovative Collaboration - We will foster a helpful, flexible, solutions-oriented approach to working together Communication - We will communicate clearly, thoughtfully, and transparently with each other Accountability - We will follow-up, follow-through and make decisions with the best interests of the broader community in mind Respect - We will respect each other’s knowledge, experience and perspectives -Council, Staff, Community, Development Community 2 5 - 21 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Introduction Following a comprehensive organizational review in 2017, the Development Services Department was created in April 2018, bringing together Planning, Engineering, Building, Transportation and Economic Development in order to facilitate better coordination in the delivery of development services to the community. One of the first priorities for the new Development Services Department was to undertake a more detailed review of selected development functions to bring a greater focus, coordination and accountability to the delivery of development-related services. It is essential that stakeholders are working towards common goals and understand how their contributions support what we are trying to achieve within the city – especially since there are a number of disciplines involved in the delivery of development services who may represent functions with competing interests at times. This report delivers on one of the first objectives of the development services review by proposing a shared vision between all stakeholder groups -- Council, staff, the community and development community -- for economic growth, city building, sustainability, and development interests. The goal in establishing a shared vision is to achieve broad alignment across all stakeholder groups. Once established, all future process improvement recommendations in development services will be aligned to, and reviewed against, the shared vision. The shared visioning framework proposed in this report has six components: a vision statement, a mission, values, commitments, goals, and stakeholder actions. The vision statement is intended to provide a description of where we want the community to be as a result of our contributions in development services. The goal of avision statement is to be inspiring, purpose-driven, future-focused,and memorable. “Establishing a shared vision is The mission is intended to be a short important because, in the end, we statement that describes our goals and allwant a community that we are philosophies. proud to say we helped shape and The values represent our core, shared develop.” values that are foundational to delivering -Development Community Member on our vision. The shared commitments are aligned to each value and are intended to describe how we as stakeholders in development services processes commit to working together. The goals represent key areas within each commitment that each stakeholder group will work to implement. 3 5 - 22 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Finally, the stakeholder actions represent specific steps that will be taken by each stakeholder group to implement their goals. These actions will be identified through a detailed review of selected development services processes, beginning in June 2019. Actions will serve as a “living list” and may be amended as needed to deliver on the vision. This report will detail who was involved throughout the visioning process; how they contributed to the shared vision; as well as present the final recommendations based on feedback from all stakeholders involved. Our Process Between October 2018 andApril 2019, the City undertook a variety of engagement activities with staff, City Council, and external stakeholders through interviews, surveys, workshops, strategic sessions, focus groups and drop-in sessions to hear what people had to say about what is working well in development services, what needs to be improved and how to work together to achieve positive change. Stakeholder Surveys and Interviews In October and November 2018, over 180 stakeholders including the Mayor, Councillors, staff, community members, local businesses, architects, builders, consultants, developers, agencies, utilities, neighbourhood associations,and advisory committee members were engaged through surveys and interviews to: Understand their expectations of the review; Identify what they needed from the review; and Identify how the City may bring the greatest impact and improvements to development services processes. Staff Workshops As a new department coming together, over 70 Development Services staff were engaged early in the review in order to reflect and define their new identity as a team. A 4 5 - 23 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework total of three workshops engaged staff from Planning, Engineering, Building, Transportation, Economic Development, and Parks Design and Development teamsto: Reflect on each division’s purpose and value to the City; Identify the City’s current reality; Identify shared values and principles; and Develop draft shared vision statements and commitments. Council Strategy Session Following the staff workshops, consultation expanded outwards. At a strategy session, City Council and the Mayor were presented with the draft shared vision, values, and commitments for feedback in advance of external stakeholder consultation. External StakeholderEngagement Both community members and the development community were engaged in the project planning phase for the Development Services Review. Community Focus Groups A total of three community focus groups were hosted by staff and Councillors across the City of Kitchener to collect feedback on participants’ past experience with Development Services, present the draftshared vision statements, values and commitments for feedback, identify actions in support of the commitments, as well as discuss priorities for the first year of the review. Feedback was collected through facilitator note-taking and optional participant workbooks. Development Community Drop-In Sessions Two drop-in sessions were hosted to give members of the development community an opportunity to provide feedback on the draft shared vision statements, valuesand commitments, identify actions in support of the commitments, as well as discuss priorities for the first year of the review.Feedback was collected throughpublic engagement boards and optional participant workbooks. 5 5 - 24 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework What We Heard The vision statements and commitmentshave undergone consultation with City staff, Councillors, the Mayor,members of the community, and members of the development community. Thesections below outlinethe key themes emerging from the feedback from each stakeholder group. This feedback hasinformed the final recommendations for the shared vision. Vision Statement Staff Contributions At the January 2019 workshop, staff were asked to draft vision statements by answering the question “What will we promise to contribute so that our community benefits?” They reflected on quality and consistency of services, stakeholder engagement, timelines, and the benefits of sustainability, innovation, integration and providing great quality of life. The activity resulted in 10 draft vision statements. Keyingredients from the draft vision statements included: High-quality service“Articulating a shared vision will help us keep our eye on the big picture and Community hold us accountable to one another.” Leadership Innovation -City Staff Member Communication/engagement The 10 vision statements were narrowed down to three by staff, and refined to produce the following working draft vision statements: 1.Working together to build a community we share 2.Growing today to benefit tomorrow 3.Together we will bring our best to make Kitchener the best Mayorand Councillor Contributions At the Council Strategy Session in March 2019, Councillors and the Mayor were asked to reflect on the draft vision statements developed through the staff workshop. Their initial responses to the draft vision statements are summarized in Figure 1 below. Over half of the participants indicated that Vision Statement 2 did not resonate with them (63%). A total of half of the participants indicated that they like Vision Statement 3, but Vision Statement 1 was also a favorite, with over 50% of participants ranking it as good or better (51%). 6 5 - 25 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Mayor and Councillor Rating of Draft Vision Statements 100% I like it! 13%13% 90% 13% 80% Good, but missing 50% 70% something. 38%13% 60% On the right track. 50% 13% 40% 25% Has potential, but 63% 30% needs a lot of work. Percentage of Participants 20% 38% 25% Does not resonate 10% with me. 0% Vision Statement 1Vision Statement 2Vision Statement 3 Figure 1: Mayor and Councillor Rating of Draft Vision Statements Feedback on the first and third draft statements was positive, and the second statement was revised based on Council’s recommendations. Table 1 below summarizes key points from the discussion. Comment Vision Statement 1: Vision Statement 3: Category Working together Vision Statement 2:Together we will to build a Growing today to bring our best to community we benefit tomorrow make Kitchener the share best Likes “Community” “Together” “Tomorrow” is Aspirational “Community” future-focused Proposed Remove “Benefit” – Changes unclear who benefitsRemove repetition Change “working of “best” Propose: “through a together” to thoughtful,Clarify “the best” of “collaborative” collaborativewhat? process” Table 1: Mayor and Councillor Comments on the Draft Vision Statements 7 5 - 26 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework After consulting Council, the draft vision statements that were thenpresented for public feedback were as follows: 1.Working together to build a community we share 2.Building community through a thoughtful, collaborative process 3.Together we will bring our best to make Kitchener the best Community Contributions At the community focus groups in March and April 2019, participants were asked to rate the draft vision statements on a scale of 1 to 5, with 1 representing “it does not resonate with me”, and 5 representing “I like it!”. The graph below summarizes the response from community members on their reaction to the vision statements. Most participants liked the second vision statement (39%), but both vision statements 1 and 2 had 61% of participants rating the statement as good or better. Vision statement 3 was the least popular, with 39% of participants indicating it did not resonate with them. Community Rating of Draft Vision Statements 100% 6% I like it! 17%6% 90% 39% 80% 22% Good, but missing 70% something. 44% 60% On the right track. 28% 50% 22% 40% Has potential, but 30% needs a lot of work. 22% 28% 20% 39% Percentage of Participants Does not resonate 11% 10% with me. 11% 6% 0% Vision Statement 1Vision Statement 2Vision Statement 3 Figure 2: Community Rating of the Draft Vision Statements 8 5 - 27 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Participants were also asked what they liked, and what they would change about each vision statement. Their feedback is summarized in Table 2. Comment Vision Statement 3: Vision Statement 1: Vision Statement 2: Category Together we will Working together to Building community bring our best to build a community through a thoughtful, make Kitchener the we share collaborative process best Process-based Descriptive and “Share” implies process-based Likes* sharing “Thoughtful” implies responsibility Includes name of involving the City “Working community together” Strong elements Good use of key Resonates words Missing “together” Proposed Best is subjective – Explore otherCombination of Changes unclear what it words for “build”statements 1 & 2? means Describe theAdd growing Outcome-based - community wethoughtfully does not resonate are building Balance needs with community Table 2: Community feedback on the Draft Vision Statements Community members expressed strong opinions that, while there were elements about the proposed statements that they like,a vision statement needs to be less about city processes and more about “creating a city for everyone by everyone”. As author Jane Jacobs famously stated “Cities have the capability of providing something for everybody, only because, and only when, they are created by everybody.” 9 5 - 28 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Development Community Contributions At thedrop-in sessionsin March 2019, attendeeswere also asked to rate the draft vision statements. Figure 3 summarizes the response from developers on their reaction to the vision statements. Most participants liked the third vision statement (36%), but vision statement 1 was the most popular, with 92% of participants rating the statement as good or better. Vision statement 2 was the least popular of the three. Development Community Rating of Draft Vision Statements 100% I like it! 17% 90% 33% 36% 80% Good, but missing 70% something. 60% 18% 50% On the right 75% track. 40% 58% 30% Has potential, but 45% 20% needs a lot of Percentage of Participants work. 10% 8%8% 0% Vision Statement 1Vision Statement 2Vision Statement 3 Figure 3: Development Community rating of the Draft Vision Statements Participants were also asked what they liked, and what they would change about each vision statement. Their feedback is summarized in Table 3. Comment Vision Statement 3: Vision Statement 1: Vision Statement 2: Category Together we will Working together to Building community bring our best to build a community through a thoughtful, make Kitchener the we sharecollaborative process best Likes ToneTone Tone Working together“Together” Proposed Changes What kind of Building what kind of community? community? No feedback Share for what Be descriptive purposes? Table 3: Development Community comments on the Draft Vision Statements 10 5 - 29 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework The Final Vision Statement After reviewing the contributions of all stakeholders, it was determined that it would be more appropriate to develop both a vision and mission statement. Vision statements should be unique, memorable, future-focused, specific and clear, and relevant to all stakeholders. With this in mind, and taking into account the feedback that we heard from our diverse stakeholder groups, we saw one common, overarching theme emerge: to build a city that is for everyone. This is in alignment with feedback obtained through the development of the City’s new strategic plan. As the City continues to grow and develop, it’s important that it does so for all of our residents. As such, the final vision statement for development services is: Vision Statement: A city for everyone The Final Mission Statement The missionis intended to be a memorable statement that describes our goals and philosophies – what we aspire to become. We started by reviewing elements from“Working together to build a community we share”, which was viewed most positively by all stakeholder groups. This statement was used as a foundation for the mission, and was adapted in response to comments provided by stakeholders throughout the consultation process. Three elements were included in the mission statement: Maintained “working together” because it implies a shared responsibility, collaboration, and inclusion. Added “growing thoughtfully" as stakeholders acknowledged that the City is growing and changing. It brought to mind the physical, structural elements of what makes a community, and while that is a core aspect of development, it is also much more than that – growing a great city requires a thoughtful process (e.g. good design, regard for sustainability and climate change, consideration of neighbourhoods, affordable housing, a vibrant and diverse economy, etc.) Changed “build a community we share” to “building community”as a pillar of our mission. Building community is about people. Stakeholders identified that they would be proud to live in a communitywhere our focus was on our citizens. This may be reflected through inclusive engagement, great urban design, fostering strong relationshipsthrough formal/informal opportunities to engage with one another, and working together to care for the environment and our neighbours, to name a few. As such, the final mission statement for development services is: Mission: Working together • Growing thoughtfully • Building Community 11 5 - 30 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Shared Values and Commitments StaffContributions At the December 2018 workshop, staff were asked to draft shared commitments by reflecting on what makes a great city; what they value; what they love about working, living and playing in the City of Kitchener; what outcomes they want to achieve through their work; and their work environment. Some of the key themes emerging from staff discussions included: Diversity Collaboration Transparency Culture of innovation Sustainability Providing great services An engaged community Economic opportunities Trust The results of their discussions led to the development of five shared values – Leadership, Collaboration, Communication, Accountability, and Trust/Respect – and corresponding commitments: Leadership – Together we commit to building a great community Collaboration – Foster a flexible, solutions-oriented approach Communication – Be clear, open and transparent with each other Accountability – We will act with the best interest of the community in mind Trust/Respect – Build a foundation of trust by respecting each other’s expertise, experience and perspectives. 12 5 - 31 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Mayorand Councillor Contributions At the Council Strategy Session in March 2019, Councillors werepresented with the draft shared values and commitment statementsand asked to provide feedback. Their comments are summarized in Table 4. Mayor and Councillor Rating of Draft Shared Commitments 100% 90% I like it! 38%38%38% 80% 50% 70% Good, but missing something. 60% 13%88%13% On the right track. 50% 25% 40% 25% Has potential, but 38% 30% needs a lot of work. 50% Percentage of Participants 20% 38% Does not resonate 25% with me. 10% 13%13% 0% Commitment 1 -Commitment 2 -Commitment 3 -Commitment 4 -Commitment 5 - LeadershipCollaborationCommunicationAccountabilityRespect Figure 4: Mayor and Councillor rating of the draft Shared Commitments Proposed Changes Likes Draft Shared Commitments Leadership: Leaders of what? Together we commit to building a Leadership is good Explain. great community Collaboration: Foster a flexible, solutions- Flexibility is good Add “helpful” oriented approach Communication: No proposed Be clear, open and transparent Liked it changes with each other Accountability: Missing action We will act with the best interest Liked it language of the community in mind 13 5 - 32 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Proposed Changes Likes Draft Shared Commitments Liked the Trust/Respect: acknowledgement of Remove the word Build a foundation of trust by what various trust and focus on respecting each other’s expertise, stakeholders bring respect experience and perspectives. to the conversation Table 4: Mayor and Councillor comments on the draft Shared Commitments Council’s feedback was incorporated and the following draft values and commitment statements were focus-grouped externally for public feedback: Together, we will…Together, we will… LeadershipLeadership – – CCommit to building a great community that is caring, vibrant and ommit to building a great community that is caring, vibrant and innovative.innovative. CollaborationCollaboration – – FFoster a flexible, helpful, solutionsoster a flexible, helpful, solutions--oriented approach.oriented approach. CommunicationCommunication – – CCommunicate clearly, openly and transparently with each ommunicate clearly, openly and transparently with each other.other. AccountabilityAccountabilityAccountability – – AAct with the best interest of the community in mind.ct with the best interest of the community in mind. RespectRespect – – RRespect eachespect each other’s expertise, experience and perspectives.other’s expertise, experience and perspectives. 14 5 - 33 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Community Contributions Community members were asked to rate each of the five shared values and commitment statements. The graph below summarizes the responses from community members. All commitments resonated with community members to varying degrees, with Respectbeingthe most well-likedvalue/commitmentamongst the community. Community Rating of Draft Shared Commitments 100% 90% I like it! 33% 80% 44% Good, but missing 56% 70% 61% 67% something. 60% On the right track. 28% 50% 28% 40% Has potential, but needs a lot of 25% 30% 22% work. 28%17% Percentage of Participants Does not resonate 20% 17% with me. 11% 10% 19% 17% 11%11% 6% 0% Commitment 1 -Commitment 2 -Commitment 3 -Commitment 4 -Commitment 5 - LeadershipCollaborationCommunicationAccountabilityRespect Figure 5: Community rating of the draft Shared Commitments Participants were also asked to provide more detail about what they liked or would change about each statement. Table 5 below provides a summary of the key themes from their feedback. Proposed Changes Likes Draft Shared Commitments Currently very city-focused Leadership: Commit to building a Consider “creative” instead Happy to see this great community that is of “innovative” commitment to caring, vibrant and leadership Replace the word “build” innovative. Add inclusion piece Collaboration: Add “working together” Important principle Foster a flexible, helpful, to help break silosAdd inclusion piece solutions-oriented at the City Change “flexible” approach 15 5 - 34 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Proposed Changes Likes Draft Shared Commitments Mention multi-channel communication Communication: Add “thoughtful” – want to Communicate clearly, Important and feel heard by City and openly and transparently critical principle developers with each other. Choose one of “open” or “transparent” Accountability: “Community in Focus on perspectives Act with the best interest mind” Statement does not currently of the community in Important principle reflect being accountable mind Respect: Well written Respect each other’s Consider changing Experience is expertise, experience “expertise” to “knowledge” acknowledged and perspectives Table 5: Community comments on the draft Shared Commitments “We want to be informed and involved early on in development processes, have time to thoughtfully reflect and re-engage to provide meaningful feedback.” -Community Member 16 5 - 35 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Development Community Contributions Participantswere asked to rate each commitment. The graph below summarizes the response from the development community. Collaboration was the most well-liked commitment, followed by communication. Development Community Rating of Draft Shared Commitments 100% 9% 17% 90% I like it! 31% 80% 43% 70% Good, but missing 8% 55% something. 60% 85% On the right track. 50% 75% 40% 46% Has potential, but 50% 30% 18%needs a lot of work. Percentage of Participants 20% Does not resonate 8% 10% with me. 18% 15% 8% 8% 7% 0% Commitment 1 -Commitment 2 -Commitment 3 -Commitment 4 -Commitment 5 - LeadershipCollaborationCommunicationAccountabilityRespect Figure 6: Development Community rating of the draft Shared Commitments 17 5 - 36 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Participants were also asked what they liked about each statement and what they would change, and their responses are summarized below. Proposed Changes Likes Draft Shared Commitments Leadership Consider changing Commit to building a Kitchener is already a“vibrant” to great community that is leader“prosperous” caring, vibrant and Vibrant is a good goalMeet the needs of the innovative city Collaboration Foster a flexible, helpful, Add “open” to connect This is important solutions-oriented to communication approach Communication Should incorporate Communicate clearly, timing, specifically Liked it openly and transparently quick or prompt with each other responses Accountability Act with the best interest No feedback receivedDoesn’t speak to of the community in beyond overall ratingactions mind Respect Respect each other’s Values mutual-respect No feedback received expertise, experience Everyone brings value and perspectives Table 6: Development Community comments on the draft Shared Commitments 18 5 - 37 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework The Final Shared Values and Commitments Each draft statement was adapted in response to comments provided by stakeholders throughout the consultation process. Thefinal statements are presented below, with the rationale for changes based on stakeholder feedback. Leadership: We will commit to shaping a great community that is caring, vibrant and innovative Build was changed to shape to be consistent with stakeholder feedback. Other language remained unchanged in aneffort to maintainalignmentwith the City’s existing community vision: “Together we will build an innovative, caring and vibrant Kitchener.” Collaboration: We will foster a helpful, flexible, solutions-oriented approach to working together “Working together” was added in response to feedback. The term “flexible” was kept in response to be able to work “in the grey” and be flexible in our approach to solving problems. Finally, the word order was changed to emphasize the importance of being, first and foremost, helpful. Communication: We will communicate clearly, thoughtfully, and transparently with each other Stakeholders felt that “open” and “transparent” were synonymous, and so “open” was replaced by “thoughtfully”, as suggested. Accountability: We will follow-up, follow-through and make decisions with the best interests of the broader community in mind Language was enhanced to be more action-oriented, as identified by stakeholders, while maintaining elements that stakeholders felt were important. The ultimate accountability in all that we do is to the broader community. Respect: We will respect each other’s knowledge, experience and perspectives The word “expertise” was replaced with “knowledge” so that all stakeholders can see their place in the commitment in order to respect where we are all coming from. The request to add inclusive language has been addressed through the vision statement, as this was a critical aspect for stakeholders to see in the vision. Other feedback as applicable has been incorporated into the proposed stakeholder goals, which are described in the following section. 19 5 - 38 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Goals All stakeholders were asked to identify potential “One of the key goals for goals that they could set for themselves to support Council isto build bridges each shared commitment statement and the overall between stakeholders.” implementation of the shared vision. -City Councillor Community Be informed about what is happening in the community Be engaged in the community and share your ideas Get to know your neighbours and work together to share information Hold each other accountable Staff Foster solutions-oriented and decisive leadership Focus on the “big picture” Foster a positive customer experience Seek out opportunities to streamline the customer experience Look for opportunities to be flexible in processes Engage stakeholders in meaningful ways Explore ways to engage broadly and inclusively Provide efficient, timely responses when communicating with stakeholders Take a proactive approach to working with stakeholders Be purposeful in interactions with stakeholders Enhance access to information Develop user-friendly guidelines and policies Development Community Consult with staff and residents early in the process Maintain open lines of communication with staff mmit to submitting complete and accurate plans and documents Co Explore new ways to engage and connect with the community Council Be informed/engaged Build connections between stakeholders Engage in Council-supported outreach Explore new ways of sharing information with the public 20 5 - 39 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Final Vision Framework The shared visioning frameworkfor development services stakeholdersis comprised of sixcomponents: the vision statement,mission, values,commitments, goals and stakeholder actions. What we heard from staff, Council, community members and the developmentcommunityhaveallbeen taken into consideration to help inform the final vision framework. The vision statement is intended to provide a description of where we want the community to be as a result of our contributions in development services. The goal of avision statement is to be inspiring, purpose-driven, future-focused, and memorable. The mission is intended to be a short statement that describes our goals and philosophies. The values represent our core, shared values that are foundational to delivering on our vision. The shared commitments are aligned to each value and are intended to describe how we as stakeholders in development services processes commit to working together. The goals represent key areas within each commitment that each stakeholder group will work to implement. Finally, the stakeholder actions represent specific steps that will be taken by each stakeholder group to implement their goals. These actions will be identified through a detailed review of selected processes, beginning in June 2019. Actions will serve as a “living list” and may be amended as needed to deliver on the vision. The final vision framework is illustrated on the following page for reference. Each goal has been assigned to a commitment; however, goals may overlap with other commitments as well. 21 5 - 40 22 Next Steps Final vision Framework Goals s Values / Commitment ESTABLISHING A SHARED VISION Vision / Mission Background 5 - 41 ESTABLISHING A SHARED VISION Vision / Values / Final vision BackgroundGoalsNext Steps MissionCommitment s Framework Next Steps City staff will present a report to Standing Committeeon May 13, 2019on the results presentedin this report. All stakeholders were asked to identify ways in which to improve the site plan process and public engagement processes, which have been identified as the priority areas for the first year of the Development Services Review. Engagement is currently on-going on the City’s Engage Kitchener project page until May 31, 2019, at which point all ideas will be reviewed for further consideration as part of the detailed review project phase. The next phase of the Development Services Review includes a detailed review of the site plan process and public engagement processes (June 2019 – May 2020). For more information: Visit our Engage Kitchener project page: https://www.engagewr.ca/development-services-review Margaret Love Manager of Service Coordination & Improvement Development Services Department City of Kitchener Phone 519-741-2200 ext. 7042 Email margaret.love@kitchener.ca 23 5 - 42