HomeMy WebLinkAboutCouncil Agenda - 2019-10-28 SCHRISTINE TARLING
Director of Legislated Services & City Clerk
Corporate Services Department
Kitchener City Hall, 2nd Floor
200 King Street West, P.O. Box 1118
Kitchener, ON N2G 4G7
Phone: 519-741-2200 x 7809 Fax: 519-741-2705
Chri sone. tarling@kitchener. c a
October 25, 2019
Mayor B. Vrbanovic and Members of Council
Re: Special Council Meeting — Monday, October 28, 2019
Notice is hereby given that Mayor B. Vrbanovic has called a special meeting of City
Council to be held in the Conestoga Room on Monday, October 28, 2019 at 2:00 p.m. to
consider the following:
1. Strategic Session
a. Review and Update of Community Centre Use of Space and Neighbourhood
Association Affiliation Policy — S. Roth (90 mins)
Community Services Department report CSD -19-030.
b. Make it Kitchener Consultation Review — C. Bluhm (90 mins)
Development Services Department report DSD -19-100.
2. In -camera Meeting Authorization
Council is asked to enact the following resolution to authorize an in -camera meeting:
"That an in -camera meeting of City Council be held immediately following this special
meeting to consider a matter relating to negotiation strategy/instruction, a security of
property matter, which is also subject to solicitor -client privilege, a litigation / potential
litigation matter, and a personal matter."
Yours truly,
C. Tarling, Director of Legislated Services & City Clerk
c: Corporate Leadership Team
J. Bunn
D. Saunderson
S. Delaney
Records
Accessible formats and communication supports are available upon request. If you
require assistance to take part in a city meeting or event, please call 519-741-2345 or
TTY 1-866-969-9994.
CITY OF KITCHENER
COUNCIL
IN -CAMERA AGENDA
DATE: MONDAY, OCTOBER 28, 2019
TIME: 5:00 P.M. (APPROXIMATELY)
LOCATION: CAUCUS ROOM
Note: Any member of Council may question the appropriateness of a listed in -camera
item. This may be done during the Special Council meeting or at the beginning of the in -
camera session.
ITEMS FOR CONSIDERATION
Litigation / Potential Litigation (Land issue Downtown Kitchener) (20 min)
Staff will provide an update and seek direction with respect to this matter.
Report to be circulated under separate cover.
2. City Negotiation Strategy/Instruction (Lease — 57 Jubilee Drive) (15 min)
Staff will provide an update and seek direction with respect to this matter.
3. Security of Property / Solicitor -Client Privilege (Cyber Security Update) (20 min)
Staff will provide an update and seek direction with respect to this matter.
4. Personal (CAO Performance Review) (30 min)
A verbal update will be provided on this matter.
C. TARLING
CITY CLERK
I
Staff Repoil--}
Community Services Department wwwkitchener.ca
REPORT TO:
Council Strategy Session
DATE OF MEETING:
October 28, 2019
SUBMITTED BY:
Steve Roth, Manager Community Centres, 519-741-2200 ext. 7077
PREPARED BY:
Angie Fritz -Walters, Project Manager, 519-741-2200 ext. 7088
WARD (S) INVOLVED:
All Ward(s)
DATE OF REPORT:
October 23, 2019
REPORT NO.:
CSD -19-030
SUBJECT:
Review of Facility Booking Guidelines for non-profit groups and
the Neighbourhood Association Affiliation Policy
RECOMMENDATION:
For Discussion Only
The potential actions considered in this report represent a significant shift in the way the City
works with neighbourhood groups (affiliated and non-affiliated), and how it operates community
centres. Through discussions with the vast majority of the City's Neighbourhood Associations,
as well as a number of non-affiliated neighbourhood groups, staff have developed 4 key
objectives that will guide that change:
Key Objectives:
1) Increase public use of our community centres
2) Collaborate with a wider variety of community partners to provide programing and
activities at each community centre which respond to community and neighbourhood
specific needs
3) Provide more effective supports to neighbourhood groups (affiliated and non-affiliated)
based on the unique needs of the groups and the individual neighbourhoods they serve
4) Provide more equitable supports (funding, staff support, materials/equipement) to
affiliated and non-affiliated neighbourhood groups across the city
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
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During the October 28 strategic session with City Council, staff will be seeking input from
members of Council on a number of potential changes that could support these 4 main
objectives. Specifically, staff are interested in receiving Council input on the following questions:
1) In order to increase public use of our community centres, do you agree that community
programming and social gathering opportunities that encourage belonging and
inclusion should be prioritized over one-time rentals throughout the week and on
weekends?
2) Rather than giving a limited number of Neighbourhood Associations first right of
refusal to Community Centre space for programming (as the current policy does), do
you think that collaborating with a wide variety of community partners (including
Neighbourhood Associations) is a better way to program centre space in a way that
meets a broader range of neighbourhood needs?
3) To address the specific needs of each affiliated and non-affiliated group, do you
support providing different levels, and different types, of support to individual groups
based on their unique needs, versus trying to provide the same supports to all groups
across the city regardless of whether or not they need it?
4) In order to provide more effective financial support to all of the City's 28 affiliated
Neighbourhood Associations across the city, would you support some form of revenue
sharing model between Neighbourhood Associations (eg. Associations that generate
revenue from programs offered at a City community centre would provide a portion of
that revenue to other Associations who need additional financial support). Examples
of how this could work include:
a. Establish a fund where Neighbourhood Associations could make voluntary
contributions to be shared with other Associations. A committee of representatives
from the Neighbourhood Associations would set criteria and make decisions on
how those funds would be distributed.
b. Establish a fund by collecting a percentage (eg. 10%) of all revenues an
Association generates through programming over a set limit (eg. $100,000) to be
held by the City and distributed by a committee of City staff and Neighbourhood
Association representatives. Associations could apply for this funding according to
a set of criteria that are collaboratively developed by that committee.
c. Other options
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5) Does the following list of community priorities align with your vision for how community
centre space should be utilized, while also focusing on the individual needs of specific
neighbourhoods:
Recreation and Leisure Programs for:
i. Children
ii. Youth
iii. Older Adults
2. Services that meet a specific neighbourhood need (eg. Outreach services, food
distribution, homework club etc.)
3. Events and social opportunities that encourage belonging and neighbourhood
connections. (including ethnic and cultural celebrations)
4. Arts and culture
5. Long term rentals eg. weekly faith groups
6. One-time rentals
BACKGROUND:
In June 2019, staff brought a report CSD -19-016 to council for direction in the review of the City's
Facility Booking Guidelines for Non -Profit Groups (MUN-FAC-415) and Neighbourhood
Affiliation Policy (MUN-FAC-324). This report included preliminary findings from initial
engagement with Neighbourhood Associations, staff and members of council. Community
centre usage statistics showed that there is unused space in all community centres. Many
stakeholders expressed a desire to see more community groups able to use space in centres. It
was also recognized that each Neighbourhood Association is unique, and that the City's current
supports were not meeting the needs of all groups.
Together, these two current policies determine how community centres are booked and the type
of programs and services that are offered to members of our community. Since the development
of these policies (over 17 years ago), Neighbourhood Associations have developed and evolved
uniquely. Some are smaller groups that focus on issues within their neighbourhoods and have
a board of three individuals or less and others have developed into large complex incorporated
groups that hire and manage staff, and offer a significant number of leisure and recreation
programs and events out of the City's community centres. There is also a growing number of
non-affiliated groups who have a desire to create great things in their neighbourhoods and have
expressed challenges with gaining access to space in the centres.
In their current form, these two policies make it very difficult to support the unique needs of the
various Neighbourhood Associations, neighbourhood groups and other stakeholders that
operate, or would like to operate, out of a community centre. These two policies also do not
effectively address, and in some instances hinder, community access to our community centres.
As a result, despite the great work of Neighbourhood Associations and city staff to animate these
spaces, our community centres are currently significantly under-utilized. In addition, staff have
heard clearly from many Neighbourhood Association volunteers that the supports the city
currently provides Associations are not meeting their unique needs. Further, opportunities to
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collaborate and provide additional and more diverse programming at our centres are being
m issed.
Review Process (To Date):
To begin the review of these two policies, staff completed a detailed analysis of the programming
schedules and usage data at each of the City's 13 community centres. In addition, staff engaged
in one-on-one meetings with representatives from 24 of the 28 affiliated neighbourhood
associations, members of diverse non-affiliated community groups, all members of City Council,
and relevant staff. Affiliated Neighbourhood Associations are those specifically recognized by
Council annually, who are provided with the benefits of affiliation such as insurance, printing etc.
Non -Affiliated groups do not receive these benefits.
From this initial input and analysis, preliminary findings were developed and presented to 16 of
the 28 Neighbourhood Associations at a workshop in June. At this workshop, staff presented
the initial findings, and groups confirmed and discussed the common challenges that came out
in those initial finds. Many ideas were generated from this discussion and have been
incorporated into the potential actions considered in this report.
Following this larger workshop, all Neighbourhood Associations were invited to another meeting
to continue the policy review discussion. Six Neighbourhood Associations expressed an interest
and participated, including the Downtown Neighbourhood Alliance, Cedar Hill Community
Group, Stanley Park Community Association, North Six Neighbourhood Association,
Williamsburg Community Association, Victoria Park Neighbourhood Association. This meeting
focused on sharing broadly the proposal for updating the policies, and then receiving feedback.
To complete the information gathering phase of this policy review, staff are asking for further
feedback from council through this report. The information gathered at this council strategic
session will be added to all feedback and considered as staff prepare language for a new policy
which we will review and revise with Neighbourhood Associations, prior to bringing it back to
Council for final consideration and approval.
Key Findings:
The following information summarizes the key findings of this review.
1. Public use of community centres
Figure 1 (below) reflects the average use of space across all of the City's 13 community centres.
These statistics show there is significant opportunity to increase the public's use of our
community centres throughout the entire week (including weekends). Focusing on weekend use,
the lack of community use is largely due to the specific limitations imposed by the current facility
booking policy. That policy prescribes designated paid rental times, reserved from Saturday
afternoon to Sunday evening, which can remain empty unless there is a private rental.
FSI
Figure 1.
COMMUNITY CENTRE WEEKDAY
USE - FALL 2018
0 Total Hours Used N Total Hours Available
COMMUNITY CENTRE WEEKEND
USE - FALL 2018
■ Total Hours Used ■ Total Hours Available
2. Supporting the unique needs of each neighbourhood association
The current affiliation policy is broad and does not effectively address the unique support needs
of the 28 affiliated Neighbourhood Associations. There is an expressed want by Neighbourhood
Associations, members of City Council and staff for clarification — of roles and responsibilities,
expectations of staff and volunteers, supports available to Neighbourhood Associations, and the
benefits of becoming an affiliated Association. Of the 28 Neighbourhood Associations, there are
approximately 5 that provide a significant amount of programming, and are considered much
larger and more complex, while the others are smaller and less complex. Changes are needed
to the affiliation policy that are flexible to the individual needs, capacities and uniqueness of each
Neighbourhood Association. The current policies were built upon the understanding that
Neighbourhood Associations would deliver recreation and leisure programs in community
centres — but that is not the case of the majority of our Associations. Since that time, there are
many Associations that have come together who do not deliver programming, and do not work
in community centres. The current policy does not address their needs, or allow for different
types of support that would benefit their unique mandates and circumstances. A revised
affiliation policy also needs to reflect more fully a shared understanding that Neighbourhood
Associations are not solely responsible for animating community centres but rather it is a shared
responsibility — along with city staff and many other community partners.
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3. Collaborating with many community partners to meet the diverse needs of
community
During initial consultations, concerns were expressed from a number of Neighbourhood
Associations and members of City Council around the amount of work involved with running a
full menu of programs at a centre and the pressure this causes the Neighbourhood Association
volunteers. There was also significant concern raised from Neighbourhood Associations with
their ability to continue to recruit and maintain volunteers and research into volunteering trends
shows that this will continue in the future. Many expressed a desire to see more community
groups participate and animate spaces in centres, to bring more diversity in programming to the
centre, relieving pressure on Neighbourhood Association volunteers, and ensuring there is
something for everyone at each centre. There are other community groups and stakeholders
interested in providing a diverse range of programs and services at the centres that would meet
the diverse needs of the community — unfortunately the current policies do not allow for
collaborative planning and delivery of programs and services involving multiple stakeholders.
4. Provide more equitable supports to affiliated and non-affiliated neighbourhood
groups to better meet their individual needs.
There is a considerable difference in the amount of staff time and resources that are currently
being received by Neighbourhood groups. The large, complex Neighbourhood Associations that
deliver a significant number of programs and events in their neighbourhoods receive the bulk of
staff time and resources. Smaller Neighbourhood Associations, and those that do not deliver
programming as a primary function receive far less time and support, with non-affiliated and less
formalized groups receiving little or no support, based on existing resources. During the regular
council meeting of Council June 24, 2019 for report CSD -019-016, Council passed a resolution
to add this additional objective to the review. At a workshop for neighbourhood association
executive members, this topic was presented, and the potential actions provided in this report
reflect the ideas discussed with the volunteers.
REPORT:
The actions being considered by staff as a part of this policy review are based on a detailed
analysis of stakeholder input from Neighbourhood Associations, staff and members of Council,
along with relevant strategic plans, and all support 4 key objectives:
1) Increase public use of our community centres
2) Collaborate with a wider variety of community partners to provide programing and
activities at each community centre which respond to community and neighbourhood
specific needs
3) Provide more effective supports to neighbourhood groups (affiliated and non-affiliated)
based on the unique needs of the groups and the individual neighbourhoods they serve
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4) Provide more equitable supports (funding, staff support, materials/equipement) to
affiliated and non-affiliated neighbourhood groups across the city
Priority 1: Increase Use of Community Centres
Across all 13 community centres there is currently space not being utilized on a regular basis.
When asked, grassroots groups have told staff that cost is a major barrier preventing their access
to community centre spaces. The goal of this review, to increase public use of community centres
and find ways to incorporate grassroots and non-affiliated groups into our centres, requires a
shift in priorities on weekends.
Currently, community centres are closed from noon on Saturday and all day Sunday for potential
rentals. Often times these rentals do not materialize, leaving centres closed for the majority of
the weekend. Through public engagement for the Leisure Facilities Master Plan, staff heard that
one of the biggest reasons for not participating in programming in Kitchener community centres
was because of when the programs were scheduled — timing was not convenient for their
personal schedules. For many residents weekends are the best time to participate in a program
or event at a community centre. Opening the centres up on weekends would provide
opportunities for more community members to engage in the centres.
Analysis of rentals across community centres shows that the vast majority of rental revenue
(approximately 70%) comes from ongoing weekly rentals, which are predominantly faith -based
groups on Sundays. Approximately 25% are from one-time non -licensed events, such as
meetings, and approximately 5% are licensed events such as weddings, stag and does etc.
Staff are suggesting that we maintain all existing ongoing rentals. Many of these groups have
long standing relationships with our community centres, and provide a consistent revenue
stream for the City. One-time rentals, particularly licensed rentals, are very time consuming for
staff to quote and process (taking 2 to 4 days to provide a quote), with close to 80 percent not
following through with a booking.
Potential Actions to Support Objective #1:
1) Place priority on community programming 7 days a week and increased hours of operation
with reduced priority on "one-time" rentals. Existing ongoing rentals would be maintained,
and current rental groups would not be displaced.
2) Expand Hours of Operation at Community Centres — In 2020, staff plan to test expanded
hours in 3 community centres — open on weekends at Doon Pioneer Park and extended
hours at Stanley Park (early mornings) and Chandler Mowat (later evenings).
3) Opening `Community Rooms' in each community centre that can be booked by individual
resident groups free of charge (eg. a neighbourhood function, board meetings, reading
clubs): In 2020 staff will be testing this concept at three community centres — Country Hills,
Forest Heights and Victoria Hills.
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4) Set clear criteria for reduced cost for space or free space for community use.
Once staff have completed these 6 tests in 2020 (expanded hours and the use of `Community
Rooms'), an evaluation will be conducted and a proposal brought forward for Council's
consideration for expanding these features to further community centres.
Priority 2: Collaborate with a wider variety of community partners to provide
programming and activities at each community centre which respond to community and
neighbourhood specific needs
This objective aims to ensure there is a collaborative approach to planning and programming
the community centres that reflects the diverse needs of neighbourhoods served by individual
community centres. Under the current policies, there is very little chance to collaborate and plan
because first right of refusal to all space in community centres goes to primary Neighbourhood
Associations. In practice, to assist with their program planning Neighbourhood Associations
block space in the centres, months at a time in advance. When programs are cancelled due to
low registration, at the last minute, there is no time to fill the space with alternate activities.
During engagement with stakeholders, staff heard about the pressures felt by Neighbourhood
Association volunteers, to deliver all types of programming for the neighbourhood. Associations
that are: i) struggling to maintain volunteers, and/or ii) don't have the capacity, financial
resources or interest in delivering certain types of programs, cannot meet all of the needs of the
neighbourhood on their own. Currently, this causes gaps in the programming and services that
residents would hope to find in the local community centre. Rather than providing first right of
refusal to all community centre space to a few Neighbourhood Associations at each centre, staff
are suggesting that we have many community partners at a table, planning together
collaboratively, sharing responsibility and capitalizing on the strengths of a variety of community
partners which maximizes opportunities to animate underutilized spaces.
Programs and services provided by the stakeholders at each centre would be driven by
Neighbourhood Priorities and Community Priorities. Neighbourhood Priorities are specific to
the neighbourhood, and reflect priorities that are unique to those who live in the neighbourhood.
For example, food security services, homework clubs, outreach services etc. could be
considered neighbourhood priorities. Neighbourhood specific priorities, which neighborhood
stakeholders would help to define, ensure that each community centre maintains the uniqueness
of the surrounding neighbourhood and delivers valued services to local residents. Community
Priorities are being defined as broad in scope, and reflect a baseline level of service that one
would expect all community centres to offer, and not be exclusionary. For example, they include
broad programming areas such as children's programming or seniors programming.
Understanding broad community priorities, which staff would bring to the table, is important
because it helps ensure each centre is delivering a diverse set of programs and services, and
provides a guide to address gaps in service.
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Potential Actions to Support Objective #2:
1) Community Centre Program Planning Tables — Invite non-affiliated groups and other
stakeholders to a program planning table for each centre, along with existing community
partners and Neighbourhood Associations to access community centre space for
neighbourhood initiatives and programs. Staff envision a collaborative approach focused on
neighbourhood needs and what can be offered to meet these needs, rather than focusing on
who is delivering the program or service. Community centre staff would facilitate the meetings
by -annually, with additional meetings as needed throughout the year. This approach will
ensure that the focus remains on the community and neighbourhood priorities, and that
groups collaborate and share their skills, knowledge and resources, rather than competing
for access to space.
2) Develop a set of community wide priorities for programming at the community centres that
would be used by the "Community Centre Planning Table" to guide decisions and priority
setting for each individual centre based on their specific needs and population served. The
following is a draft list of potential community priorities:
1. Recreation and Leisure Programs for:
i. Children
ii. Youth
iii. Older Adults
2. Services that meet a specific neighbourhood need (eg. Outreach services, food
distribution, homework club etc.)
3. Events and social opportunities that encourage belonging and neighbourhood
connections. (including ethnic and cultural celebrations)
4. Arts and culture
5. Long term rentals eg. weekly faith groups
6. One-time rentals
Priority 3: Provide more effective supports to neighbourhood groups (affiliated and non-
affiliated) based on the unique needs of the groups and the individual neighbourhoods
they serve
Every neighbourhood association/group is unique in their needs and staff would like to
understand and provide support that is specific to these needs.
Through the engagement with Neighbourhood Associations, it is clear that there is a wide range
of differences between groups. From the types of activities they are engaged in, to geographical
size, number of volunteers, to financial resources, each group is very unique. It has become
evident through this work that groups need different support from the City, and a one size fits all
approach will not meet all Neighbourhood Association's needs effectively. In the engagement,
staff also found that some groups were not aware of the variety of City supports that were
currently available (e.g. program consultations, and inclusion support). Some Neighbourhood
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Associations access a great many services and supports from the City, and others are not
achieving the same level of support.
In fact, there is currently an imbalance in the support and opportunities that Neighbourhood
Associations have access to from the City, their local community centre and/or staff in order to
meet the needs of their community. For example, Neighbourhood Associations who are not
offering programming in community centres receive less staff support than those who are in
centres and delivering recreation and leisure programs. Large established Associations with
extensive financial resources including paid staff are receiving more staff support than new and
emerging groups who are constrained financially. Some Neighbourhood Associations are not
able to access space in our community centres to implement their program ideas because the
primary Neighbourhood Association blocks all available times. This imbalance needs to be
addressed and all Neighbourhood Association support needs have to be considered and
prioritized.
Potential Actions to Support Objective #3:
1) Expand access to community centre space to include all Neighbourhood Associations and
other informal/non-affiliated groups.
2) Develop a comprehensive list of supports available to neighbourhood groups, including
affiliated and non-affiliated groups. Continue to provide the existing supports to Affiliated
Groups (eg. insurance, printing) and articulate the supports available to non-affiliated groups
as well.
3) Provide all Neighbourhood Associations with free swim passes, access to public skating
opportunities and/or golf passes from the City of Kitchener which they can use to recognize
and thank their volunteers.
4) Tailor staff support to neighbourhod groups based on need and existing resources (both City
and Neighbourhood Group resources) and provide clarity on the roles of staff and
neighbourhood groups
5) Drafting a memorandum of understanding confirming supports and expectations with those
Neighbourhood Associations programming in community centres.
Priority 4: Provide more equitable support to affiliated and non-affiliated neighbourhood
groups across the city.
At the June 24 regular council meeting, council asked staff to include a forth objective of this
review, with a goal of making the partnerships with Neighbourhood Associations more consistent
and equitable across the City.
Besides the imbalance of staff support mentioned in priority 3, there are a number of other factors
that can significantly affect a Neighbourhood Association's ability to be successful and
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sustainable, and provide a full range of programs and services to their neighbourhoods. For
instance, having access to a community centre to run programs significantly affects a
Neighbourhood Associations ability to generate revenue. Also, the size of community centre
and number of facility spaces in it can impact success. The size of the geographic area the
Neighbourhood Association serves and the demographics of the neighbourhoods can also affect
the success of a Neighbourhood Association.
During consultations, a number of neighbourhood groups identified that the ability to
generate/access to financial resources limited their ability to achieve their goals for their
neighbourhood. A few Neighbourhood Associations have annual revenues over $100,000 per
year, while over half of Associations have either no ongoing revenue or less than $20,000 per
year. Currently, there is an inequity in resource access across Neighbourhood Associations that
needs to be addressed.
In the Neighbourhood Association Workshop that was held in June, the question of how we could
create more equity among Neighbourhood Associations was posed to participants.
Neighbourhood Associations suggested sharing physical resources such as BBQs and popcorn
machines, collaborating and supporting each other more with ideas and skills, and sharing
financial resources. They also suggested additional staff resources would help groups who need
increased support. At this time, there is not a request for additional staff resources. Instead,
staff support roles to Neighbourhood Associations need to be reviewed and clarified, and staff
priorities developed based on Neighbourhood Association needs across the city.
Potential Actions to Support Objective #4:
1. Sharing physical resources such as BBQs, tents, popcorn machines between
Neighbourhood Associations and non-affiliated neighbourhood groups by creating a shared
resource catalogue, and encouraging collaboration.
2. Sharing expertise, by both City staff and Neighbourhood Associations such as program
specific knowledge/connections, program and event planning skills, resources
3. Equity of financial resources by considering the creation of a revenue sharing model
Next Steps
Once staff have received input from Council, the following steps will occur:
• Staff will draft revised policies guiding the use of space at our community centres,
focusing on the four objectives identified in this report.
• Staff will engage Neighbourhood Associations and other stakeholders to review and
improve the draft policies before updating them
• Staff will bring final drafts of the new policies to City Council for its consideration.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The City's Strategic Plan includes the following action: 'Better utilize existing facilities, provide
relevant programming at community centres, support the equitable distribution of leisure
programs and resources across neighbourhoods...."
FINANCIAL IMPLICATIONS:
None at this time, however some off the actions proposed in this report will require financial
adjustments over the next several years. These proposals would be brought forward through
future budget processes.
For example, expanded hours of operation will require additional staffing, and revenue targets
will likely trend downward as a greater priority is placed on programming and free space for
additional community groups rather than on rentals.
COMMUNITY ENGAGEMENT:
CONSULT — Initial consultations were held individually with 24 of 28 Neighbourhood
Associations, staff across the Neighbourhood Programs and Services team with additional input
from relevant staff in other divisions as well as one-on-one meetings with members of council
and the Mayor. Fourteen Neighbourhood Associations also provided written responses to
questions regarding the current affiliation with the City of Kitchener. Workshops have been held
with Neighbourhood Associations to share preliminary findings of this review, and to discuss
broadly the proposed direction of the recommendations.
ACKNOWLEDGED BY: Michael May, DCAO, Community Services
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Staff Repold
Development Services Department
J
K ){ vF-x
www.kitchen er. c a
REPORT TO:
Council Strategy Session
DATE OF MEETING:
October 28, 2019
SUBMITTED BY:
Cory Bluhm, Executive Director, Economic Development,
519-741-2200 ext. 7065
PREPARED BY:
Lauren Chlumsky, Economic Development Analyst,
519-741-2200 ext. 7072
WARD (S) INVOLVED:
ALL
DATE OF REPORT:
October 15, 2019
REPORT NO.:
DSD -19-100
SUBJECT:
Council Input on the Kitchener Economic Development Strategy
Make it Kitchener 2.0
RECOMMENDATION:
For discussion.
EXECUTIVE SUMMARY:
As a key action within Kitchener's Strategic Plan (2019-2022), Council directed staff to develop
the City's next economic development strategy -Make it Kitchener 2.0. Council's goals for the
plan are as follows:
• A focused strategy;
• Actions and investments that will lead to transformative, multi -generational positive
community impact;
• A partnership -based approach; and,
• A 10 -year vision with a realistic 4 -year work plan.
Following months of community consultation, staff and Council must now begin the process of
identifying the transformative areas of focus that should form the basis of Make it Kitchener 2.0.
The goals of the Council Strategy Session include:
1. To receive Council's input on three potential over -arching fundamental principles; and,
2. To understand the relative importance Council places on the seven potential areas of
focus identified thus far.
Following this strategic session staff will begin identifying and evaluating the potential actions,
partnerships and investments that could be considered as part of the final strategy, as well as
the implementation measures and financial model to ensure their success.
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BACKGROUND:
The City's economic development strategy, commonly known as "Make it Kitchener', is a
forward-looking strategy which sets a vision of Kitchener's economy and community vibrancy. It
provides direction on key initiatives the City intends to carry out, often in partnership with
stakeholders. Make it Kitchener acts as a platform for our business community, development
community, community leaders, citizens and stakeholders to rally around a shared purpose.
In the early 2000s, Kitchener was faced with major economic shifts including a decline in the
manufacturing sector and a downtown core in need of revitalization. Council passed a focused,
forward -thinking strategy and investment fund (EDIF). By growing the city's knowledge economy
(technology, health, education, etc.) and downtown concurrently, this strategy has resulted in
transformative change for our community.
In 2016, Council approved the award-winning Make it Kitchener strategy (2015-2019). This
strategy identified initiatives such as supporting the expansion of the Velocity Garage, the
creation of the Creative Hub, and redevelopment of key downtown properties. To date, all 54
actions established through the strategy have resulted in 102 different outcomes all of which
have been either completed, are in progress, or are ongoing.
REPORT:
As a municipal strategy, Make it Kitchener is unique as it is one that it is fundamentally based
on partnerships and collaboration. Transformative change can only come about when an entire
community mobilizes and rallies around a common purpose, brings their expertise to the table
and collaborates on shared outcomes. Our work is as much about enabling others, as it is the
work the City carries out directly.
Make Change Together
For Make it Kitchener 2.0 to ultimately be successful, the direction the City takes and the
investments made, need to align with the direction and aspirations of our citizens, local industry,
businesses, the development community, academic institutions and community organizations.
In turn, any actions and opportunities that arise through the strategy need to be reflective of
community and resident needs and emerging economic trends. As such, the starting foundation
for a transformative Make it Kitchener 2.0 strategy begins with a comprehensive and robust
community and stakeholder engagement process. For the past four months, we've challenged
our community to think bravely about the actions that can lead to transformative change, through
the sprit that we call `Make Change Together'. To date, the consultation process has included:
• Community Survey & Idea Board —494 completed surveys, generating more than 650
individual comments and ideas;
• Stakeholder Round Table Discussions — 13 round table discussions, involving more
than 100 business leaders, community leaders, cultural leaders, developers, real estate
agents, academic leaders and residents; and,
2-2
• Ideas of the Brave Community Symposium — 150 attendees provided more than 700
comments and ideas through 20 facilitated workshops, including 15 topic areas that were
derived from resident and stakeholder input prior to the symposium.
What has been evident through all of these conversations, is a clear passion, desire and energy
around Kitchener's future and what this community is capable of. With a proven track record of
success, as demonstrated through the transformative results of EDIF, our community has a
confidence that anything is possible if we all work together.
Distilling of Input and Ideas
As is to be expected with any consultation of this form, a large volume of ideas, challenges and
opportunities were shared — nearly 2,000 comments in total. Stakeholder feedback and ideas
shared through the round table discussions were tabulated, analyzed and grouped by themes
that represented both the major shift/change that the idea represented, and why it was important
for our community. Staff compared these themes to interim results of the community survey and
together this analysis helped inform the topic selection and workshop activities at Ideas of the
Brave. In selecting the topics, staff endeavoured to ensure that as much of the feedback,
including input from Council members, were reflected. During Ideas of the Brave, attendees
collectively participated in 80 workshops that included a high-level future visioning exercise, a
prioritization exercise, and tailored discussion questions around the following topic areas:
Health innovation, scaling businesses, workforce needs of a changing economy,
affordability, leading-edge technology, creative industries, social and environmental
innovation, cultivating a strong sense of community belonging, reimagining the grand river
as a major destination, becoming an animated city, growing maker culture, connecting
the Toronto -Waterloo innovation corridor, reimagining retail city-wide, and becoming
known for arts and culture.
Following Ideas of the Brave, detailed analysis of the workshops, as well as all final survey
responses, helped to confirm and provide additional context to better understand the following:
• The values system that motivates our community to action;
• The major shifts facing our community that elicit excitement or concern for the future, and
an understanding of why; and,
• The actions we could take to lead transformative change for the betterment of industry,
our workforce and our community.
In order to channel all of this input into areas of focus, staff are taking a multi -pronged distillation
process, which includes:
• Identifying repeated and consistent themes and root issues;
• Assessing why an idea/concern is being raised, not just the idea/concern itself;
2-3
• Observations of prominent discussion points within round table and workshop discussions
(e.g. a discussion may have prompted 20 ideas, but 2 ideas garnered the majority of
interest, excitement, partnership opportunities, etc.);
• Comparing ideas/concerns against quantitative survey responses;
• Comparing ideas/concerns with statistics, research and industry trends; and,
• Identification of key strategic initiatives being advanced by partners and stakeholders.
Ultimately, the goal from this input is to identify the areas of focus, ideas and actions that can
lead to transformative change, and will align with Council's broader strategic priorities, objectives
and interests. Central themes emerging from the input are depicted below.
MAKE IT KITCHENER 2.0
The Foundation of a Strategy - 3 Potential Fundamental Principles
A City for Good Best Quolity at Lite Continue to Lead Pg 5
J
Trunsformative Change - 7 Potential Areas of Focus
INDUSTRY AL WORKFORCE COMMUNITY
1. Health 2. Creative 3. Social, Enviro, 4. Workforce for 1-5. High Qual. G. Distinct 7. Rei magine the
Innovation Industry Green Tech New Economy Affordable Nightlife &1lihe Grand River
Pg 12-13 Pg 14-15 Pg 16-17 Pg 18-19 Living Pg 22-23 Pg z4 z5
1 1 1 1 1 1
Future Actions FutureAetions Future Actions Future Actions FutureAetions FFtrEActians Future Actions
Over -arching Principles
A consistent method used throughout the consultation process has been to ask and understand
the underlying purpose or passion behind an idea. Why is your idea important? Why would a
particular initiative be transformative? Through the consultation process, three principles
continually emerged:
2-4
A city for good — This community moves beyond simply aspiring for growth, and we are
committed to growing the right way. We'll build a city for everyone and enable difference makers
to lead with passion. We care deeply about our community and the environment - strong
inclusive and sustainable development values drive us.
Best quality of life — We take care of each other, effectively balancing economic opportunities
and amenities with affordability and the environment. A happy, connected city with a powerful
cultural identity will continue to make Kitchener a great place for residents and attract people
from beyond our borders.
Continue to lead — Don't get complacent. When our community makes change together, we
can accomplish greatness. We have a track record of success and are building upon incredible
momentum of growth and our passion for the environment. We'll continue the transformational
work already happening in our community.
These principles help clarify a long-term vision for our future, and provide meaningful context to
what motivates our community.
Questions for Council:
1. Is each principle compelling to you as a member of Council?
2. Considering your constituents, do you feel each principle is representative of our
community's aspirations?
3. Are these principles what you would have expected?
Onaoina Strategic Priorities
Throughout the consultation, a number of strategic priorities were identified which are currently
a focus for the City and our community. While these may not be explicitly identified in the seven
new areas of focus, it's important to note that they will remain critical to our work ahead. Many
of these aspects have established work plans, strategies and/or partnerships in place:
Importance of the Toronto -Waterloo Innovation Corridor — fostering connections between
businesses, municipalities and agencies (e.g. Chambers of Commerce and Boards of Trade)
throughout the greater corridor remain key for advancing growth and supporting businesses who
have locations throughout.
Inter -city transportation — Two -Way All -Day Go rail service and efficient travel to and from
Toronto remains a key challenge that impacts business productivity and the ability of local
companies to attract talent.
Intra -city transportation — The ION rapid transit line and associated iXpress bus lines remain key
building blocks for our business and development communities.
2-5
Similarly, stakeholders and respondents identified themes which are intrinsic to the success of
all or multiple areas of focus. Rather than being identified as a unique or separate area of focus,
implementing actions could fall under various areas of focus:
Arts & culture — the importance of vibrant local arts and culture was identified by stakeholders in
multiple capacities — its importance to innovation, fostering a creative industry, providing a high
quality lifestyle, animating the city, etc.
Culture of innovation — continuing to leverage and celebrate our community's innovative and
entrepreneurial spirit should continue to underpin our strategy.
Downtown — as the heart of our community, and with significant momentum underway,
Downtown should continue to be critical to our community's economic growth, cultural
development and vibrancy.
Talent attraction & retention — many companies continue to experience challenges attracting
and retailing talent. All seven areas of focus contribute in some shape or form to solving talent
challenges.
Transformative Areas of Focus
City Council and staff challenged our community to think bravely about the transformational
change we could lead together, and this community has responded! Seven actionable and
transformative areas of focus have emerged from the diversity and breadth of input received.
Appendix A provides additional detail to understand the inputs, context and rationale that led to
the identification of each theme, as well as a sample of the actions suggested by our community.
The themes are:
1. Become a leader in health innovation
2. Develop a significant creative industry
3. Become a leader in social & environmental innovation & green technology
4. Build workforce capacity for the new economy
5. Provide for a high quality affordable lifestyle
6. Become a city with a distinct nighttime experience & community vibe
7. Reimagine the Grand River as a major destination
2-6
Exercise for Council:
Staff will lead members of Council through a series of prioritization activities and discussions
to identify the relative importance that Council places on the potential areas of focus. These
activities will be one in several steps to better understand which topic areas may have the
highest potential for transformative change and begin to narrow the focus the next Make it
Kitchener strategy.
Next Steps
Following the Council Strategy Session, staff will begin identifying and evaluating the potential
actions, partnerships and investments that could be considered as part of the final strategy, as
well as the implementation measures to ensure their success. These potential actions will be
presented to Council for further discussion and input. Staff will also provide options for
implementation, including funding and resource opportunities. Ultimately, this process will lead
to the tabling of a draft strategy in the first quarter of 2020.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The development of Make it Kitchener 2.0 is a key action of the strategic plan.
FINANCIAL IMPLICATIONS:
Potential costs associated with actions will be identified during future phases of the development
of Make it Kitchener 2.0, including funding and resource options.
COMMUNITY ENGAGEMENT:
CONSULT AND COLLABORATE — Over the past four months consultation has included a
series of in-person roundtable discussions, an online survey and idea board, and a major
community symposium, Ideas of the Brave.
13 Round Table Discussions — each round table included 5-10 participants, with representation
organized in the following themes and/or industry interests.
i) Business leaders, innovation thought leaders and academic leaders;
ii) Arts, cultural, experience economy, tourism and service industry leaders;
iii) Development and real estate leaders (both urban and green field, residential and
commercial/industrial);
iv) Organizations and service providers who support new -Canadians in the workforce
and those with unemployment challenges.
2-%
In addition, staff facilitated round table discussions with the Economic Development Advisory
Committee, the Small Business Centre Advisory Board and the Downtown Action & Advisory
Board.
Online survey and idea board — in total, 494 respondents provided more than 600 ideas and
comments.
Ideas of the Brave — 150 participants provided more than 700 ideas and comments.
Local & social media — to invite participation from our community at Ideas of the Brave and to
complete the survey, staff and members of Council engaged with multiple local media outlets
and programs, such as The Record, Rogers TV, 570 News and CBC Radio. A comprehensive
social media plan was undertaken to maximize community awareness and participation.
Through this process over 500 community members and stakeholders have been involved. A
high-level summary of the outcomes are contained in the Appendix. A more comprehensive
summary of all of the feedback received will be provided to the community and Council in the
coming months.
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Appendix — City of the Future: Emerging Themes from Make it Kitchener 2.0 Consultation
2-8
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