HomeMy WebLinkAboutCouncil Agenda - 2022-03-28 SSpecial Council Meeting
Agenda
Monday, March 28, 2022, 9:00 a.m.
Electronic Meeting
Beginning March 1, 2022, the City of Kitchener has aligned with provincial changes to COVID-19
restrictions and City Hall is now open for in person services, but appointments are still being
encouraged. The City remains committed to safety of our patrons and staff and continue to facilitate
electronic meeting participation for members of the public. Those people interested in participating in
this meeting can register to participate electronically by completing the online delegation registration
form at www.kitchener.ca/dele , aq tion or via email at delegation kitchener.ca. For those who are
interested in accessing the meeting live -stream video it is available at www.kitchener.ca/watchnow.
Please refer to the delegations section on the agenda below for registration deadlines. Written
comments will be circulated prior to the meeting and will form part of the public record.
*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.*
Re: Special Council Meeting
Notice is hereby given that Mayor B. Vrbanovic has called a special meeting of City Council to be held
electronically to consider the following:
Pages
1. Commencement
The electronic meeting will begin with a Land Acknowledgement given by the
Mayor.
2. Delegations
Pursuant to Council's Procedural By-law, delegations are permitted to address
Council for a maximum of five (5) minutes. Delegates must register by 4:30 p.m.
on Friday March 25, 2022, in order to participate electronically.
2.1. Judy Stephens -Wells, Chair Compass Kitchener Advisory Committee
2.2. Randy Sa'd, Tim Posselt and Stephen Davies, REFOCUS
3. Strategic Session Reports
3.1. Preparing for the 2023-2026 Strategic Plan, 90 m 3
CAO -2022-160
4. By-laws
4.1. Three Readings
4.1.a. To confirm all actions and proceedings of the Council.
5. Adjournment
Page 2 of 40
Staff Repod
Chief Administrator's Office
REPORT TO: Special Council
DATE OF MEETING: March 28, 2022
Iv,c"i i4:N R.
www.kitchener.ca
SUBMITTED BY: Kathryn Dever, Director, Strategy and Corporate Performance
519-741-2200 ext. 7370
PREPARED BY: Karen Cooper, Manager, Strategic and Business Planning,
519-741-2200 ext. 7817
WARD(S) INVOLVED: All
DATE OF REPORT: March 23, 2022
REPORT NO.: CAO -2022-160
SUBJECT: Preparing for the 2023-2026 Strategic Plan
RECOMMENDATION:
For discussion
REPORT HIGHLIGHTS:
• The purpose of this report is to seek input from Council on the workplan and engagement
process to create a new 2023-2026 Strategic Plan. At the Council strategy session
Council's initial feedback on what is important to include in the process to prepare
the strategic plan and the engagement process will be sought.
• Staff are working with Compass Kitchener to create a meaningful and and inclusive public
engagement process. The development of the 2023-2026 Strategic Plan will be informed
by a variety of community, council and staff engagement opportunities, including an
Environics public survey administered in March 2022.
• This report supports the creation of a new strategic plan that builds on the success of the
existing strategic and goes further with a new 20 year vision for the City of Kitchener to
proactively plan for the future.
• There are no financial implications associated with this staff report.
BACKGROUND:
The City of Kitchener has a 20+ year history of creating innovative strategic plans to guide
decision-making and resource allocation. The current 2019-2022 Strategic Plan was prepared
through consultation with Council, the community, staff and stakeholders. Council approved
the current 2019-2022 Strategic Plan in June 2019. The 2019-2022 Strategic Plan guides the
annual preparation of the budget and business plan. Progress on implementation is well
underway and regularly reported to Council and the public, with information and updates
available on the city website at:
https://www.kitchener.ca/en/strategic-plans-and-protects/strategic-plan-and-business-
plan.aspx
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 3 of 40
Compass Kitchener
The City of Kitchener is unique in having a citizen advisory committee, Compass Kitchener,
with responsibilities to:
• Provide advice to Council on Guiding Principles, Values, and Strategic Priorities on a
regular basis, with the community's input and participation
• Create and implement public engagement processes with staff to determine community
concerns and identify community priorities prior to each municipal election to assist in
creating the Strategic Plan
• Monitor progress toward achieving the community vision and in implementing the
Strategic Plan, and reporting on performance to Council and the Community annually
• Ensuring communication and collaboration among Advisory Committees of Council
through two meetings a year
Compass Kitchener oversaw the creation and administration of the 2018 Environics public
survey and additional community engagement. This informed the development of community
priorities recommended to Council by Compass Kitchener in August 2018. The community
priorities informed the creation of Goals and Action Statements by staff which were distributed
for public review and revised to reflect the public input. Compass Kitchener worked with the
Corporate Leadership Team to develop criteria to be used in evaluating progress in
implementing the strategic plan and reported to Council in December 2021 with their
independent evaluation of implementation progress.
REPORT:
With the upcoming municipal elections in October 2022, it is timely to begin the process to
create the 2023-2026 Strategic Plan with the intent to recommend a 2023-2026 Strategic Plan
to the next Council in June 2023.
Context for Developing New Strategic Plan
The new strategic plan is being developed in a context of significant global, national and local
events impacting Kitchener, which include:
• Global Warming and Climate Change
• Global Pandemic
• Truth and Reconciliation Recommendations
• Black Lives Matter and Anti -Racism Rallies
• Increasingly Unaffordable Housing
• Significant Increase in Homelessness
Approach
Page 4 of 40
integrated management processes to optimize how economic, equity and environmental
objectives are pursued. The approach also includes deeper and wider engagement
public, Council and staff to ensure the diversity of people in Kitchener have opportunities to
meaningfully contribute to the development of the strategic plan. This approach will increase
our community's resilience in the face of change and empower residents in having a meaningful
voice in directing the city's response to change.
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Kitchener's vision — "Together, we will build an innovative, caring and vibrant Kitchener"
intended to serve a 20 year horizon. That horizon has been reached and it is time to develop
a new on for the next 20 years.
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it has assumed office.
Compass Kitchener has developed a public survey in consultation with staff that Environics is
administering to ensure statistically reliable results. The survey includes expanded
demographic questions to ensure we hear from the diversity of residents that make up
Kitchener.
Appendix 2 contains the high level Engagement Plan Summary. Each stage of the workplan
has a public engagement process with the following underlying principles and goals:
Principles
0 Seek out those we have not heard from
0 Value and respect each person and their perspectives
Page 5 of 40
• Ask meaningful questions
• Listen to understand
• Share what we heard
• Review to be sure we get it right
Goals
• Collect participant data to ensure it reflects the diversity of the whole community
• Create a variety of ways for people to participate, and make participation easy and
accessible
• Collaborate with city staff and volunteers to maximize community connections where
trust exists to encourage participation from equity deserving groups
• Continue to build trust in the community by sharing how input is used and demonstrate
how it makes a difference
Council Leadership
Council's role and leadership in positioning the City of Kitchener as an innovator, source of
best practices and promoter of community wellbeing has inspired an ambitous agenda in for
developing the 2023-2026 Strategic Plan. The City of Kitchener is a leader in localizing
Sustainable Development Goals which will form a foundation for developing the Strategic Plan.
In overseeing and directing the completion of the 2023 -2026 Strategic Plan, Council will have
opportunities to hear from the public and to provide direction to staff through Council strategy
sessions throughout the process.
Discussion Questions for March 28 Council Strategy Session
Compass Kitchener Chair Judy Stephens -Wells will make a presentation at the Council
Strategys Session, as will staff and REFOCUS consultants. The presentations are included as
Appendix 3 and Appedix 4 respectively.
In preparing to start work on the next strategic plan it is important to hear from Council on the
following:
What is important to include in the process to prepare the 2023-2026 strategic
plan and in the engagement process?
Staff and REFOCUS will ensure that the key themes emerging from Council's discussion will
be reflected in the workplan.
STRATEGIC PLAN ALIGNMENT:
Creation of the 2023-2026 Strategic Plan will build on the existing 2019-2022 Strategic Plan
and use the Sustainable Development Goals as a foundation.
Page 6 of 40
FINANCIAL IMPLICATIONS:
This report has no impact on the Capital Budget or on the Operating Budget.
COMMUNITY ENGAGEMENT:
INFORM — This report has been posted to the City's website with the agenda in advance of the
council / committee meeting.
This report outlines the community engagement opportunities that will be used to support and
infom the creation of the 2023-2026 Strategic Plan.
PREVIOUS REPORTS/AUTHORITIES:
There are no previous reports/authorities related to this matter.
APPROVED BY: Dan Chapman, CAO
ATTACHMENTS:
Appendix 1: 2023-2026 Strategic Plan and Enterprise Evolution Approach
Appendix 2: High Level Engagement Plan Summary
Appendix 3: Compass Kitchener Presentation
Appendix 4: Staff and REFOCUS Presentation
Page 7 of 40
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ENTERPRISE
Appendix 1: 2023-2026 Strategic Plan and Enterprise Evolution Approach�� e v o u r o N
City of Kitchener has engaged REFOCUS to support the strategic planning process through July 2023. To support
this project, the Enterprise Evolution program that REFOCUS has co -developed, will be facilitated with City of
Kitchener staff. The Enterprise Evolution program is designed to enable municipalities to improve how they
respond to accelerating change and increasingly complex challenges by adopting systemic management
innovations and building the new capabilities needed to apply them effectively. The program delivers an
integrated approach designed to optimize how economic, social and environmental objectives are balanced and
pursued.
A. Enterprise Evolution Workstreams
The Enterprise Evolution program is made up of four key workstreams described below:
1. Stakeholder Engagement: The health of a municipality depends on the well-being of all actors within and
beyond its surrounding community. Overcoming complex issues and achieving sustainability goals requires
a collective and collaborative approach. Through this workstream, City of Kitchener will have the
opportunity to examine the importance and strength of its relationship with all community actors, including
the public. Opportunities for working more closely with various actors and shifting toward a more
deliberative form of democracy will be explored, and innovations will be applied to deepen relationships
and facilitate greater cooperation.
2. Strategic Planning: Effectively planning for the future hinges on anticipating how external conditions are
likely to evolve, and clearer defining how the City aspires to evolve for the future. The strategic planning
process will ensure City of Kitchener is prepared for change by leveraging foresight techniques to explore
trends and future scenarios. Staff will engage a variety of stakeholders in developing a 20 -year future vision
for Kitchener that respects the limits of our planet and ensures everyone's well-being is maintained. The
2023-2026 Strategic Plan will be developed based on an integrated approach to balancing objectives and in
alignment with the new vision established.
3. Sustainability Performance Management: Optimizing how limited resources are used to achieve
interconnected economic, social and environmental goals requires developing science -based measures of
success that are specific to Kitchener's unique context. To effectively set priorities, assess all trade-offs and
determine how to allocate limited resources, an integrated approach will be taken to measuring the City's
positive and negative impacts across the triple -bottom-line (economic, social, environmental). Using a
systemic approach to measurement will better inform the goals that are set, establish meaningful targets
for measuring performance and support more accurately assessing progress made in a consistent manner.
4. Organizational Development: Effectively applying new innovations and practices as part of the first three
workstreams will require City of Kitchener to develop new leadership and organizational capabilities. A
group of staff representatives who transcend departmental silos, reach across functional areas of the
organization, and connect the diversity of services the City of Kitchener provides, will participate in
professional development activities designed to support the City's adoption of systemic
management innovations and application of the Enterprise Evolution Program.
Page 8 of 40
B. Stages of the Strategic Planning Process
Analysis of Current Situation January—April 2022: This stage will be focused on identifying and
prioritizing emerging changes and issues affecting the City and community's well-being today. It
will also involve mapping the complex system of actors the City of Kitchener is nested within.
2. Foresight & Community Priorities April — August, 2022: This stage will be focused on identifying
the driving forces and critical uncertainties that will shape the City's future. It will also serve to
establish the social and ecological limits that must be respected to achieve a sustainable future.
3. Draft Vision & Goal Areas September — December, 2022: This stage will be focused on drafting a
new, 20 -year vision and mission that concretely describe what the City will aspire to become in the
future. A Backcasting process will be facilitated to prioritize how the City will strategically innovate
from its currently state toward the future vision defined.
4. Draft Vision & Strategic Goals December 2022 — February 2023: This stage will be focused on
drafting strategic goals that will be prioritized over the next four years and exploring the actions
that can be taken to move the City toward its new vision.
5. Draft Strategic Plan, March —June 2023: This stage will be focused on selecting the actions to be
taken as part of the strategic plan. It will also include assembling all outputs developed, drafting
the 2023-2026 Strategic Plan deliverable, and facilitating the review and improvement of the draft,
as well as it eventual approval by Council.
6. Recommended Strategic Plan + Implementation, July 2023: This stage will be focused on developing
a portfolio of projects that will need to be executed to reach the City's 2023-2026 strategic goals.
A roadmap outlining how the planned strategic projects will be executed will be defined along with
a high-level implementation plan.
Page 9 of 40
Appendix 2: High Level Engagement Plan Summary
To truly reflect the priorities of the community, it is critically important that the full diversity of the community
is engaged, heard, and involved in the development of the strategic plan. Developing and implementing more
equitable engagement methods will ensure that the strategic plan is reflective of the community, and that
council has the best information available to help make good decisions for the future. Staff from the Equity,
Anti -Racism and Indigenous Initiatives Team are providing guidance on an equity informed engagement plan
and work plan, and will be providing support throughout the process of developing the strategic plan.
Compass Kitchener Directed Public Engagement
Compass Kitchener supports Council in developing the Strategic Plan through:
• Public Engagement - to gather citizen input
• Recommending community priorities - based on citizen input
• Evaluating and reporting on City performance - in achieving the strategic plan goals and objectives
• Ensuring communication & collaboration amongst Advisory Committees of Council
Initial Public Survey
A statistically valid public survey will be conducted by Environics commencing in March 2022. The survey
include some questions that were asked in the 2018 Environics citizen survey to measure change, as well as
some new questions. There will be open ended questions and closed option questions, with responses being
analyzed and reviewed by Compass Kitchener and shared with the Corporate Leadership Team.
Page 10 of 40
Engagement Principles
Compass Kitchener and staff are especially interested in reaching people with lived experiences and people
who represent the full range of diversity in our city. In the past, we have missed important voices, especially
from those who are marginalized. We plan to do better this time. We will be reaching out to people from all
walks of life, from different backgrounds and with a wide variety of experiences. The principles for this
engagement are:
Engagement Process Goals
Key goals for the engagement process for the Strategic Plan for 2023-2026 include:
Page 11 of 40
Opportunities to Leverage Engagement
Staff are exploring opportunities for collaboration across the corporation on engagement activities with the
public and other stakeholders. Many significant projects and other initiatives are planned or occurring, and
they all require input from the public to be sure they meet the needs of the community. Examples include:
By collaborating more deliberately on engagement activities, staff can maximize their efforts, share learnings,
and build stronger and more sustainable relationships with stakeholders and members of the public. With this
investment in relationship building and by following through on our commitments to listen and collaborate,
Kitchener can lead the way in moving from a consultative relationship with the public, to a collaborative, and
entrusting relationship with the community.
High Level Engagement Plan
Engagement will include a broad range of approaches for the public and stakeholders to have a meaningful
role in the decisions that impact the quality of their life.
Phase
Timing
Summary of Engagement Activities
1
Jan -April
Analysis of the Current Situation and Project Planning — Design and Administer
2022
Environics telephone survey
2
April -Aug
Developing Foresight and Community Priorities. Primary focus on analysis of a
2022
Public Survey and public engagement on results for Compass Kitchener to
develop and recommend Community Priorities to Council
3
Sep -Dec
Visioning and Drafting Goal Areas. Primary focus on broad engagement with
2022
the diverse community and stakeholder groups on drafting a 20 year vision, and
the goals associated with achieving that future state
4
Jan -Feb
Drafting Strategic Goals and Actions. Primary focus on deeper conversation
2023
with stakeholders and community partners on the development of actions to
achieve strategic goals
5
Mar -Jun
Strategic Plan Development. Primary focus on sharing the draft Strategic Plan
2023
broadly with the diverse community and stakeholders for their feedback and
input prior to presenting a recommended strategic plan to Council.
Page 12 of 40
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