HomeMy WebLinkAboutCouncil Agenda - 2023-02-27 SSpecial Council Meeting
Agenda
Monday, February 27, 2023, 1:00 p.m.
Council Chambers - Hybrid
City of Kitchener
200 King Street W, Kitchener, ON N2G 4G7
People interested in participating in this meeting can register online using the delegation registration
form at www.kitchener.ca/dele , aq tion or via email at delegation kitchener.ca. Please refer to the
delegation section on the agenda below for registration in-person and electronic participation
deadlines. Written comments received will be circulated prior to the meeting and will form part of the
public record.
The meeting live -stream and archived videos are available at www.kitchener.ca/watchnow
*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 electronic meeting will begin with a Land Acknowledgement given by the
Mayor.
2. Disclosure of Pecuniary Interest and the General Nature Thereof
Members of Council and members of the City's local boards/committees are
required to file a written statement when they have a conflict of interest. If a
conflict is declared, please visit www.kitchener.ca/conflict to submit your written
form.
3. 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 8:30 a.m. on February 27, 2023, in order to participate electronically.
4. Staff Reports
5. Strategic Session Reports
5.1 2023-2026 Strategic Plan Development — Prioritizing Strategic Goal 3
Areas, CAO -2023-088
6. 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 consider two matters related to labour
negotiations, one matter regarding Identifiable Individuals, one matter being also
subject to litigation/potential litigation and solicitor client privilege, and to receive
education and training as authorized by Sections 239 (d) (b) (e) and (3.1) of the
Municipal Act, 2001, respectively."
6.1 Media Communications, Engagement and Social Media (Education and
Training - Sections 239 (3.1))
6.2 Collective Agreement Bargaining (Labour Relations or Employee
Negotiations - Section 239 (d)), COR -2023-089
6.3 Labour and Employee Relations Matter (Labour Relations - Section 239
(d)), COR -2023-094
6.4 Personal Matter (Identifiable Individual - Section 239 (b)), CSD -2023-
078
6.5 Settlement of a Matter Before the Ontario Land Tribunal
(Litigation/Potential Litigation and Solicitor Client Privilege - Section 239
(2) (e)), COR -2023-093
7. Adjournment
Page 2 of 13
A
Wn I ,r t I
REPORT TO: Special Council
DATE OF MEETING: February 27, 2023
SUBMITTED BY: Dan Chapman, CAO, 519-741-2200 ext. 7350
wwwkitchenerca
PREPARED BY: Kathryn Dever, Director, Strategy and Corporate Performance,
519-741-2200 ext. 7370
WARD(S) INVOLVED: All Ward(s)
DATE OF REPORT: February 21, 2023
REPORT NO.: CAO -2023-088
SUBJECT: 2023-2026 Strategic Plan Development — Prioritizing Strategic Goal
Areas
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 engaging Council
in a discussion to establish a set of strategic goal areas for the Strategic Plan.
• Staff continue to work with Compass Kitchener to implement meaningful, inclusive and
enhanced community engagement to inform the Strategic Plan, with the Resident
Panel 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 as the work includes developing 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 2019-2022 Strategic
Plan 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 new term of Council 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
*** 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 13
new opportunities to better serve the community and respond to emerging issues, trends
and shifts in citizen priorities.
These discussions have deliberately spanned the previous and new terms of Council, to
access both the depth of knowledge gained over the previous term, and connect with
Council following the municipal campaign and election. At the February 27 Council
strategic session staff will engage in a discussion around Council's priorities for key
goal areas to be included in the Strategic Plan. The goal areas established by Council
will be used by staff to identify indicators of success, and potential actions in which the City
could make progress over the life of the Strategic Plan, for discussion at a future Council
session.
REPORT:
ProgressStrategic Plan Workplan
The workplan to define the 2023-2026 Strategicaas • below;
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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 is generating
ideas, options and making 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 sessions throughout the process. Council and staff have already held four
meetings in relation to the 2023-2026 Strategic Plan; a summary of Council's input and
direction to date, and how it has shaped the planning process in a meaningful way is
summarized in Appendix A.
Page 4 of 13
Strategic Planning Roles and Inputs
The Strategic Planning process includes a variety of inputs from a number of groups outlined
in the visual below. Compass Kitchener, Staff and the Resident Panel each contribute
different perspectives, functions and develop deliverables for Council's consideration. Key
learnings are being shared between the various groups, and all of these inputs are
considered by Council in its leadership role to oversee development of the 2023-2026
Strategic Plan.
Approval of
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As noted in the January report and discussion with Council on Compass Kitchener
community priorities, there is a high degree of alignment between inputs and aspirations
gathered from the various phases of community engagement completed and still underway
— which are reflected in the Strategic Goal Areas featured in this report.
The Strategic Plan Resident Panel is a new role and input shown in the diagram. The
Panel is an innovation in engagement that staff and Compass Kitchener have brought into
this planning cycle, and it was formally launched following in November. The Resident Panel
is a group of approximately 40 Kitchener residents who, after responding to a call for
volunteers and detailed role description, were randomly chosen to reflect the demographic
profile of Kitchener. Designed as an informed, consensus -based, and representative voice
of the public, the panel's role and purpose is to:
• Work alongside members of City of Kitchener staff, the Compass Kitchener Advisory
Committee and the REFOCUS consulting team.
• Work together collaboratively, to understand facts surrounding key issues/
considerations by reading information, hearing from experts and talking as a group.
• Develop and agree through consensus on recommendations for potential goals and
actions to be considered for inclusion in the Strategic Plan.
• Advise staff and Council on the Strategic Goals and Actions that will make up the
Strategic Plan by developing recommendations that could include trade-offs or
compromises.
The Resident Panel is a method to deeply involve the community in stages of the strategic
planning process where typically there has been very little engagement - creating the
opportunity for meaningful contributions around goals and actions, while building
understanding and trust in the work of the City. Having met twice so far, and with two
Page 5 of 13
sessions to come, the panel has already provided rich and meaningful feedback, which led
to staff amending the proposed Strategic Goal Areas to include a distinct Economic focus,
reflected in this report.
Strategic Plan Components
The Strategic Plan includes several key components which together reflect the City's
aspirations and commitments for Kitchener as outlined in the visual below; we are currently
defining Strategic Goal Areas as the focus of this report and Council discussion.
The Vision is our 20 -year community vision for a desired future of Kitchener and what we
as a City organization are striving for on behalf of the community. Within this 20 -year
timeframe the City establishes a series of Strategic Plans aligned to each term of Council,
to make meaningful progress on what is possible to achieve over that 4 -year cycle.
Strategic Goal Areas are focus areas in which the City can take action to make change in
themes that are important to the community in the 4 -year cycle, and aligned to the Vision.
Actions outline the specific commitments and progress the City will make within the Goal
Areas, often reflected as projects in the annual Business Plan.
Strategic Goal Areas Proposed for 2023-2026 Strategic Plan
The proposed Strategic Goal Areas for the 2023-2026 Strategic Plan represent the
synthesis of broad community engagement inputs including Compass Kitchener's
community priorities. As part of our work in the Enterprise Evolution approach and new to
the process in this planning cycle, staff also considered a broader system view of social,
environmental, economic and organizational domains in addition to community input, and
questions such as:
• What could Kitchener influence as a community to ensure resilience and
sustainability into the future?
• What is the current momentum and motivation to make progress in certain areas?
• What value could be generated within each area, including across the community,
society and the environment?
Staff developed a list of 21 potential Strategic Goal Areas from community input and the
system -wide approach. Through a series of iterative analysis, discussion and prioritization,
as well as feedback from the Resident Panel, staff arrived at the following proposed grouping
of 5 to guide action and progress over the life of the 2023-2026 Strategic Plan, with the
definitions and potential value of each included in Appendix B:
Page 6 of 13
Note:
Letters refer to items as detailed in Appendix B which were grouped into broader Goal Areas.
Italics refer to additional items of interest to Council and the community that could be
included within the Strategic Goal Area
GOAL #1 — BELONGING AND PARTICIPATION: Enable community and citizen
wellbeing and thriving by providing greater access to responsive City programs and
services, welcoming and embracing newcomers as a community, and involving and
empowering citizens through meaningful engagement with the City.
Includes the following:
• Civic Engagement (A)
• Community Connection and Belonging B)
• Newcomer Experience (C)
• Healthy and Active Community (E)
• Reconciliation
GOAL #2 — HOUSING, LAND USE AND MOBILITY: Plan and provide a built environment
that meets the needs of all by improving housing access and affordability, enabling
mobility through a variety of transportation modes, and preserving valued green space
while growing smartly.
Includes the following:
• Housing (F)
• Transportation (J)
• Sustainable Land Use and Urban Growth (K)
• Parks, Outdoor Spaces, Trails, Active Transportation, Traffic
GOAL #3 — ENVIRONMENT AND CLIMATE ACTION: Make transformational efforts
towards environmental sustainability and resilience by planning and providing
infrastructure and programs to respond to climate change, transitioning toward low -
carbon, renewable energy sources, and supporting residents to make sustainable
choices.
Includes the following:
• Climate Adaptation & Mitigation (H)
• Energy Mix (1)
• Tree canopy, Natural systems and areas
Page 7 of 13
GOAL #4 — ECONOMIC PROSPERITY AND OPPORTUNITY: Strengthen the economic
ecosystem in Kitchener by way of meaningful engagement between the City and business
community, building an environment where a diverse community of businesses and
entrepreneurs are connected and well -supported.
Includes the following:
• Employment (D)
• Innovation culture (External) (L)
• Private Sector Health (M)
• Workforce (External) (N)
• Entrepreneurship/Small Business Community Health (0)
• Private Investment in Kitchener (P)
GOAL #5 — GOOD GOVERNMENT: Enhance the core programs and systems which
underpin the City organization and workforce by investing in skill enhancement and
development, leadership capabilities, employee attraction and retention to build a strong
and diverse workforce committed to public service, with the City consistently being
regarded as an excellent place to work.
Includes the following:
• Data Management (Q)
• Employer Identity / Value Proposition (R)
• Financial Health (S)
• Organizational & Leadership Capability (T)
• Stakeholder Relationships (U)
• Innovation culture (internal)
At Council's February 27 Strategic Session, staff will engage Council in a discussion on
proposed Strategic Goal Areas as focal points for the 2023-2026 Strategic Plan including
the following:
1. Have staff accurately summarized Council and Community priorities in these
five goal areas?
2. Within these goal areas, where would you like to see particular emphasis
placed as we establish term -of -Council priority actions?
The outcomes of Council's discussion will provide focus for staff to identify proposed actions
which the City might undertake in the next 4 years to make progress; these will be shared
with Council at a future session for discussion.
Next Steps in the Strategic Planning Process:
• Development of final recommendations for strategic actions informed by Resident
Panel, staff and Compass Kitchener (March -April 2023)
• Refinement of draft strategic goals, options, actions through an iterative process with
Corporate Leadership Team direction and guidance (March -May 2023)
Page 8 of 13
• Council engagement on new 20 -year Vision, prioritizing actions, and receiving
Resident Panel report/recommendations (May 2023)
• Final online public survey (EngageKitchener) and targeted engagement on draft
strategic goals and actions (May -June 2023)
• Final Council approval of 2023-2026 Strategic Plan content including actions (June
2023)
• Strategic Plan launch and communications (fall 2023)
STRATEGIC PLAN ALIGNMENT:
This report supports the development of the 2023-2026 City of Kitchener Strategic Plan.
FINANCIAL IMPLICATIONS:
Capital Budget — The recommendation has no impact on the Capital Budget.
Operating Budget — The recommendation has no impact on the Operating Budget.
COMMUNITY ENGAGEMENT:
CONSULT AND COLLABORATE — This report highlights some of the broad and diverse
community engagement underway to support and inform the creation of Kitchener's 2023-
2026 Strategic Plan, including a new 20 -year Vision for Kitchener, 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
CAO -2022-413 Strategic Foresight and Community Engagement Update
CAO -2023-047 Compass Kitchener Advisory Committee Community Priorities
APPROVED BY: Dan Chapman, CAO
ATTACHMENTS:
Appendix A - Summary of Council Input into the 2023-2026 Strategic Plan to Date
Appendix B - Potential Strategic Goal Areas Considered for 2023-2026 Strategic Plan
Page 9 of 13
Appendix A: Summary of Council Input into the 2023-2026 Strategic Plan to Date
At the March 2022 discussion about the overall strategic planning approach, 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 was 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 was included as context for the Neighbourhood Conversations sessions.
The `We Are Kitchener' campaign launched in 2022 is continuing, with social media and
physical banners and signage throughout the community building awareness of key City
services in an engaging way.
• Apply broad/open approaches and engage through different means: A broad variety
of online and in-person means were used to engage residents, 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 2022 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 reached a
broader diversity of Kitchener residents, provided a variety of ways for people to
participate in-person and online, maximized community connections to encourage
participation from equity deserving groups; the current Resident Panel was selected to
mirror the demographic diversity of Kitchener.
• Learn more about satisfaction with City services, public engagement processes,
sustainability, housing affordability and recreation programs: These topics were all
included as key topics in the engagement. Exploring willingness to pay more for services
/ satisfaction with value for tax dollars formed part of engagement later this year to support
the 2023 Budget.
In the August 2022 discussion on broad community engagement efforts underway, and key
trends shaping Kitchener's future from a horizon scan summary as in put into future scenario
development, Council noted the following:
• Ensure focus on what the City can do or influence within its mandate: Staff and
Compass Kitchener continued to hear broad ideas and aspirations as wider community
engagement concluded; staff will filter these to actions that the City can take to respond,
including working closely with the Resident Panel to focus on the City's accountability.
• Key trends impacting Kitchener include belonging, placemaking, sustainability,
housing affordability, innovation, technology and institutional trust: Staff
incorporated these key trends into scenario development toward a proposed new 20 -year
Vision (which will be shared with Council in May), and the proposed strategic goal areas
highlighted in this report.
In January 2023, the Compass Kitchener Advisory Committee provided Council their community
priorities for the new Strategic Plan. While no direction was sought at that meeting, Council
engaged with the committee Chair and Vice -chair to explore the priorities a bit more deeply, while
noting the close alignment to what Council heard during the election campaign.
Page 10 of 13
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