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HomeMy WebLinkAboutCouncil Agenda - 2022-08-22 S1 KiTc�ivER Special Council Meeting Agenda Monday, August 22, 2022, 1:00 p.m. Council Chambers - Hybrid City of Kitchener 200 King Street W, Kitchener, ON N2G 4G7 The City of Kitchener has aligned with provincial changes to COVID-19 restrictions and City Hall is now open for in-person services, however appointments are still encouraged. Council and Committees of Council are now being offered in a hybrid format and welcome delegate participation either in-person or electronically. Those people interested in participating in this meeting can register online using the delegation registration form at www.kitchener.ca/delegation or via email at delegation (a)kitchener.ca. For in-person delegations, registration can be facilitated up until the start of the meeting. For those who are interested in participating electronically, registration will be required 2 hours prior to the scheduled start of the meeting. The meeting live -stream and archived videos are 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.* Pages 1. Commencement The 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 the Committee for a maximum of five (5) minutes. All Delegations where possible are encouraged to register prior to the start of the meeting. For Delegates who are attending in-person, registration is permitted up to the start of the meeting. Delegates who are interested in attending virtually must register by 11:00 a.m. on August 22, 2022, in order to participate electronically. 2.1. None at this time. 3. Strategic Session Reports 3.1. 2023-2026 Strategic Plan Development - 90 m 3 Strategic Foresight and Community Engagement Update, CAO -2022-413, CAO - 2022 -413 (Staff will provide a 10 -minute presentation on this matter) 4. In -camera Meeting Authorization 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. 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 the special Council meeting this date to conduct an educational training session as authorized by Sections 239 (3) (1) of the Municipal Act, 2001, respectively." 4.1. Education Training Session, INS -2022-381 - 60 m Section 239 (3) (1) 5. Adjournment Page 2 of 31 Staff Report Chief Administrator's Office www.kitchener.ca REPORT TO: Special Council DATE OF MEETING: August 22, 2022 SUBMITTED BY: Dan Chapman, CAO 519-741-2200 ext. 7350 PREPARED BY: Kathryn Dever, Director, Strategy and Corporate Performance 519-741-2200 ext. 7370 WARD(S) INVOLVED: All DATE OF REPORT: August 15, 2022 REPORT NO.: CAO -2022-413 SUBJECT: 2023-2026 Strategic Plan Development - Strategic Foresight and Community Engagement Update RECOMMENDATION: For discussion REPORT HIGHLIGHTS: • The purpose of this report is to provide Council a progress update on work underway to define the City's next Strategic Plan for 2023-2026 with a focus on 1) providing an update on community engagement efforts, and 2) engaging in a discussion around strategic foresight and key trends shaping Kitchener's future. • Staff are working with Compass Kitchener to implement meaningful, inclusive and enhanced community engagement to inform the Strategic Plan, with a variety of methods actively underway. • This report supports the creation of a new Strategic Plan with key goals and actions for the next 4 -year timeframe, and goes further to develop 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's Strategic Plan sets priorities and a plan for action that guides progress over the four- year term of Council towards our long-term community vision. The current 2019-2022 Strategic Plan has yielded tangible achievements and results, informing the annual Business Plan and decision-making on capital and operating budget investments. The Strategic Plan represents a commitment to the public to move forward on those things that are most important to them. The next term of Council beginning in 2023 represents an opportunity to set a new four-year agenda that builds on the progress made, while planning for the future to take advantage of new *** 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 31 opportunities to better serve the community and respond to emerging issues, trends and shifts in citizen priorities. Council and staff have already held two meetings earlier this year in relation to the 2023-2026 Strategic Plan: • In March, staff overviewed the planning approach which will enable the City to better respond to our changing context, growing complexities and significant change at the global, national and local levels. Council provided direction on what is important to include in the process to prepare the strategic plan and the engagement process. • In May, a review of the Environics survey results provided highlights of the findings. Council spoke about what is important to learn more about from citizens through the next engagement phases. At the August 22 Council strategic session staff will provide Council with early highlights from community engagement activities that are in progress to inform the next Strategic Plan, and engage Council in a discussion around strategic foresight and broad trends impacting Kitchener. This is the start of a conversation that will span into the new term of Council. The benefit of commencing with the current council is to access the depth of knowledge which has been gained over the current term. Strategic Plan Workplan Progress The workplan to define the 2023-2026 Strategic Plan has six stages as shown below; we are currently in stage 2- Given the increasing complexities facing the city, Kitchener is innovating new approaches to develop the next Strategic Plan, by working with the REFOCUS team and their Enterprise Evolution approach which combines scientific knowledge and management processes to pursue economic, equity and environmental objectives. A working group of 20+ staff representing all departments and various levels is engaging in a series of progressive sessions with REFOCUS to learn and apply these methods. The staff group will generate ideas, options and make recommendations together with the Corporate Leadership Team to develop a proposed 2023- 2026 Strategic Plan. Council Leadership To support Council in its leadership role to oversee and direct development of the 2023-2026 Strategic Plan, staff have identified several points for discussion and direction in Council strategy Page 4 of 31 1. Currenit2• � PICUFFIMUrifty 3. Draft Vision & Situation � :° Goal Areas Analysis Priorities pan —April 2D Apr —,Aug 2072 51 Sep — Dec 2022 �. Rei®mernded +1. Draft �. Graft Strategic te strat flan + Strategi[ moa Plate Implementation Jan — Fels 2D Mar—Jun 2423 Jun-Jui2023 Given the increasing complexities facing the city, Kitchener is innovating new approaches to develop the next Strategic Plan, by working with the REFOCUS team and their Enterprise Evolution approach which combines scientific knowledge and management processes to pursue economic, equity and environmental objectives. A working group of 20+ staff representing all departments and various levels is engaging in a series of progressive sessions with REFOCUS to learn and apply these methods. The staff group will generate ideas, options and make recommendations together with the Corporate Leadership Team to develop a proposed 2023- 2026 Strategic Plan. Council Leadership To support Council in its leadership role to oversee and direct development of the 2023-2026 Strategic Plan, staff have identified several points for discussion and direction in Council strategy Page 4 of 31 sessions throughout the process. Following is a summary of Council's input and direction to date, and how it has been incorporated to shape the planning process in a meaningful way. At the March discussion about the overall strategic planning process, Council advised on two key items as important to include in preparing the strategic plan and related community engagement: • Include a focus on core City services: An overview of services the City of Kitchener is responsible for has been incorporated in online and in-person engagement tactics. Educational components have been included in each of the Engage page ideas boards to provide context for residents when they respond with their ideas. Context about the City's responsibilities will also be included as context for the Neighbourhood Conversations sessions. In addition, a broader campaign on City services being prepared for later this year. • Apply broad/open approaches and engage through different means: A broad variety of online and in-person means are underway with a focus on open-ended questions, exploratory discussions/exercises, use of new tools within the Engage online platform, and a staff street team doing pop-up engagements at more community locations and events than previous strategic planning cycles. During the May review of the Environics survey results Council requested staff ensure the following through the next phases of community engagement: • Seek a broad range of voices and equity deserving groups: Engagement is underway to reach a broader diversity of Kitchener residents, provide a variety of ways for people to participate in-person and online, maximize community connections to encourage participation from equity deserving groups, and share how input is used and demonstrate how it makes a difference • Learn more about satisfaction with City services, public engagement processes, sustainability, housing affordability and recreation programs: These topics have all been included as key topics in the engagement. Exploring willingness to pay more for services / satisfaction with value for tax dollars will form part of engagement later this year to support the 2023 Budget. Community Engagement Highlights The City of Kitchener is unique in having a citizen advisory committee, Compass Kitchener, with responsibilities related to the City's Strategic Plan, including community engagement. The committee has been actively involved in the design and development of community engagement plans for the 2023-2026 Strategic Plan, with a goal to reach a broader diversity of Kitchener residents than previous Strategic Plan engagements. Insights from the public survey, Council and Compass Kitchener were used to define broad community engagement around the creation of a 20 -year vision, and community priorities for the 2023-2026 Strategic Plan. Community engagement launched in July under the tagline `Plan With Us'. Page 5 of 31 Engagement includes deeper and wider engagement with the public, Council and staff than in any previous planning cycle, with the following highlights of community engagement to date (as of August 15): • In person Neighbourhood Conversations in 4 Community Centres in September have begun registrations, with attendees booking in every neighbourhood already. • Online engagement on the Engage Kitchener page has seen over 900 visitors, with 240 Ideas board contributions, 77 quick poll participants, 2 Stories, and 73 downloads of the Environics public survey results • Pop-up and event engagement is underway with a `Street Team' of 3 staff attending large and small events, community centres, parks and other locations across the City; so far have carried out 10 engagement initiatives with over 120 people engaged, and interview responses are added in real time to the online Engage page. • Residents have told us they like being able to choose the topics they want to contribute to based on what is important to them. Online, they can also see what others have contributed, "like" or comment on others' posts, and build a community conversation around topics of interest to them. This builds transparency and trust in the process, as residents can see contributions as they occur, creating immediate feedback to the community on what we have heard. • The Engage Page Ideas Boards are receiving many contributions about Housing Affordability and Urban Growth in particular. • The `quick poll' is a popular tool, with residents indicating so far that Housing Affordability and Sustainability are the top issues the City should focus on in the next 4 years. • The Street Team is hearing many personal stories from residents, including how current housing conditions are impacting them, and how newcomers to the community are looking for ways to connect and belong in Kitchener's community centres. Residents attending events and making use of community centres and parks are grateful for these opportunities, and for the chance to speak to a City staff who cares about their opinions. • Some themes that are developing around Housing Affordability include affordable rental rates, particularly for families, and concerns that owning a home is no longer attainable for many people. Many are also concerned about social housing for the vulnerable in our City. • Related to Urban Growth, some themes include adding amenities such as parks, pools and community centres to keep up with the growth that is happening, and making it easier to get around the City, particularly in newer neighbourhoods. • People value the recreation and leisure programs and services being offered by the City, suggesting they would like to see more free programs so everyone can participate, and advertising them better in the community. • The stories submitted for the 20 -year vision have a theme around belonging and connection for those who are vulnerable in our community. Outreach to youth through summer programming is currently underway focused on artistic vision submissions. Strategic Foresight One innovation in defining our next Strategic Plan is the learning and application of strategic foresight. Traditional strategic planning processes, including the City of Kitchener's, have Page 6 of 31 focused primarily on mission, vision, goals and actions, without an in-depth look at the future. Strategic foresight is about incorporating a longer view for planning, and considering the broad trends that may impact the local context. Through identifying and considering a range of possible and plausible futures for the City, strategic foresight enables greater agility, resilience and preparedness to respond if and when the trends materialize. Taking a generational view of 20+ years, leads to important considerations related to shorter -term 4 -year goals and objectives and how they support the long-term. This will be a valuable exercise in the context of crafting an updated 20 -year vision for the City of Kitchener. The foresight process staff are undertaking with REFOCUS and applied to Kitchener's context can be described by four steps shown below: 1. Trend Identification, 2. Trend Evaluation and Impacts analysis, 3. Scenario Development on possible futures, and 4. Scenario Exploration including plausible outcomes and impacts on the City. Trend IdentificationTrend Evaluation Scenario Scenario and Impacts IF Development Exploration • Identify trends that could impact Kitchener STEEPV categories: Social, Technological, Economic, Environmental, Political/Regulatory, Values • Sourced from thought leaders/ researchers; added to by staff Evaluate trends for expected relevance and importance to Kitchener • Cluster trends and describe Interrelationships • Describe potential Impacts and images of future • Develop scenarios of possible futures • Describe potential future change with images and stories in additon to facts and figures • Review scenarios and consider potential impacts on Kitchener • Explore possible futures that could unfold for Kitchener • Identify implications for the City • Feed into visioning and strategic goa0 development processes One aspect of Foresight is horizon scanning, which is used to identify signals, trends and drivers of change within 6 areas: Social, Technological, Economic, Environmental, Political/Regulatory and Values, known as STEEPV. Systems, organizations, and communities are all impacted by many forces in their operating environment, and making sense of these influences is a key input into foresight -guided strategy development. Through a facilitated process, the staff working group reviewed a series of key trends in the STEEPV categories identified by leading futurists, researchers and thought leaders in this discipline. Staff added some new trends to the mix, and then rated all for degree of impact on Kitchener's future. A full description of the horizon scan trends is included in Appendix A. Following are the results of the staff rating exercise: Page 7 of 31 Degree of Impact of Key Trends on Kitchener's Future (Staff Rating): These staff ratings led to deeper, imaginative, future -focussed staff discussions about interrelationships between trends, and potential impacts to the Kitchener community. Staff will next review and explore plausible scenarios and their impacts to Kitchener. This will result in an initial set of staff inputs — to be complemented by public and Council input — into defining our new 20 -year vision, and strategic goals and actions for 2023-2026 to move the City toward that vision. Staff are laying the groundwork with the current Council about horizon scanning as a new piece in our strategic planning process that brings rigour to considering how trends impact our long- term future. Staff will carry forward Council's input on key trends and themes into the next steps of planning, and will explore further with the incoming Council in 2023, who will set the direction and key priorities for the next strategic plan. At Council's August 22 Strategic Session, staff will engage Council in a discussion to complement these efforts, and obtain additional input into foresight development and the strategic planning process: What trends are key to Council's legacy for the long-term future of Kitchener? Which would you like to see amplified or reversed as part of that legacy? Page 8 of 31 5.0 Trend Category: Social 45 Technological Economic Environmental 4.0 Political ■ Values 3.5 ■ ■ ■ ■ ■ Scale: 3.0 ■ ■ ■ 1=Little or No impact 2=Some impact 25 ■ ■ 3=Moderate impact ■ ■ 4=Significant impact 5=High impact 2.0 ■ 15 m c m D ` + B �n O 4 �1 @c rZ q Z'` Z' ` c g 't2 E c? Q L �.� '17- I �' E Lmm c a ` •-�� 5 rJ_�� mm E T N b -g, O U] 3 �7 d U Id O'S E c W p, K o _" C N F, c- }' 9 0 01 S S U _6a O 9 U�$ yu c O W 7+ m .'�. •1:S @ �' = L C C 2 u® {�.± 7 O V m 'r2 CO 47 p '2' Z U O O '_ c Q E •2 � N U U Q' W N i E E. O u' ¢ C LL '� c,= W Y V! m gi V, O d 52 C] a c a- tl�i d`= - N c J CM c m- G c T O->> S 2 �a m t .Q c [h LL c O a_a�a.5�$,Wsn�-Y,�-�i°a n- N- ._ u 3 iY W c O .F u1 m ID M:1V-CJo_a5z'iwLU pr 4 m4 A 4 E v� LL 7 C m Q N Z C C` U G7 J U L '� = u} ~��d ¢i N N J N C 12 C} CO C i0 = O (n (n C C [y LL E gra y.W� ® d c N n c U N er O U0 rJ qa C a .Si .0 fP •+J C Q C 7 CYLU O1 J �❑ Vr d O m B .St m I COr- c c4 > •c �a J� UUP m ti n X c V7 m J These staff ratings led to deeper, imaginative, future -focussed staff discussions about interrelationships between trends, and potential impacts to the Kitchener community. Staff will next review and explore plausible scenarios and their impacts to Kitchener. This will result in an initial set of staff inputs — to be complemented by public and Council input — into defining our new 20 -year vision, and strategic goals and actions for 2023-2026 to move the City toward that vision. Staff are laying the groundwork with the current Council about horizon scanning as a new piece in our strategic planning process that brings rigour to considering how trends impact our long- term future. Staff will carry forward Council's input on key trends and themes into the next steps of planning, and will explore further with the incoming Council in 2023, who will set the direction and key priorities for the next strategic plan. At Council's August 22 Strategic Session, staff will engage Council in a discussion to complement these efforts, and obtain additional input into foresight development and the strategic planning process: What trends are key to Council's legacy for the long-term future of Kitchener? Which would you like to see amplified or reversed as part of that legacy? Page 8 of 31 This discussion will resume with the new Council following the election, but the Strategic Session provides an opportunity to benefit from the current Council's perspective informed by experiences and knowledge from the 2018-2022 Council term. Next Steps in the Strategic Planning Process: • Continuing community engagement on community priorities and 20 -year vision, and targeted outreach and engagement with equity seeking and community groups (to October 2022) • Compass Kitchener identification of community priorities and presentation of key themes to Council (September 2022 -January 2023) • Completing of strategic foresight process by staff working group, drafting vision and mission, goal areas and strategic options; incorporating public and Council feedback and with Corporate Leadership Team leadership and prioritization (to January 2023) • Development of recommendations for potential strategic goals and actions informed by volunteer resident panel, staff and Compass Kitchener (January to March 2023) • Refinement of draft strategic goals and options through an iterative process with Corporate Leadership Team direction and guidance (January -May 2023) • Online public survey (EngageKitchener) on draft strategic goals and actions (May 2023) • Council review, deliberation, direction and approval of 20 -year Vision and 2023-2026 Strategic Plan Goals and Actions (May -June 2023) STRATEGIC PLAN ALIGNMENT: This report supports the development of the 2023-2026 City of Kitchener Strategic Plan. FINANCIAL IMPLICATIONS: This report has no impact on the Capital Budget or on the Operating Budget. COMMUNITY ENGAGEMENT: CONSULT AND COLLABORATE — This report highlights the community engagement underway to support and inform the creation of Kitchener's 2023-2026 Strategic Plan. Various online and in-person engagements are underway to obtain resident input that will help cast a new 20 -year Vision for Kitchener, and identify community priorities and potential goals and actions for the 2023-2026 Strategic Plan. INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: CAO -2022-160 Preparing for the 2023-2026 Strategic Plan CAO -2022-198 Results of Environics 2022 Survey of Kitchener Residents APPROVED BY: Dan Chapman, CAO ATTACHMENT: Appendix A: Strategic Foresight Horizon Scan Summary Page 9 of 31 1i N Q Q Q L. co E E U) U U) O N L- 0 2 U) O L- 0 H A I- O c6 L. 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