HomeMy WebLinkAboutCouncil Agenda - 2023-05-29Council Meeting Agenda
Monday, May 29, 2023, 7:00 p.m.
Council Chambers - Hybrid
City of Kitchener
200 King Street W, Kitchener, ON N2G 4G7
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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.
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Pages
1. COMMENCEMENT
The meeting will begin with a Land Acknowledgement given by the Mayor and
the singing of "O Canada."
2. MINUTES FOR APPROVAL
Minutes to be accepted as circulated to the Mayor and Councillors (regular
meeting held May 8, 2023, and special meetings held May 8 and 15, 2023) -
Councillor Schnider.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF
4. COMMUNICATIONS REFERRED TO FILE - NIL
5. PRESENTATIONS
5.1 Smart Cities Connect Smart 50 Award
6. 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 5:00 p.m. on May 29, 2023, in order to participate electronically.
6.1 Strategic Plan 2019-2022 - Compass Kitchener Report Card, CAO -
2023 -250, listed as item 12.1.a.
6.1.a Judy Stephens -Wells and Troy Glover, Compass Kitchener Advisory
Committee
6.2 Development of Kitchener's Manufacturing Sector
6.2.a Matthew Griffin
6.3 Official Plan Amendment OPA21/010/UAP and Zoning By-law
Amendment ZBA21/015/UAP, 528-550 Lancaster Street West and 26
Bridge Street West, DSD -2023-193, listed as item 7.1.a.
6.3.a Stephen Litt, Vive Development and Pierre Chauvin, MHBC Planning
6.3.b Dani Lindamood, Water Watchers.
6.3.c Kelly Zuk
6.3.d Alysha Mohamed
6.3.e Ryan Garibaldi
7. REPORTS OF COMMITTEES
7.1 PLANNING AND STRATEGIC INITIATIVES COMMITTEE - MAY 8,
2023
7.1.a Official Plan Amendment Application OPA21/010/L/AP and Zoning
By-law Amendment Application ZBA21/015/L/AP, 528-550 Lancaster
Street West and 26 Bridge Street West, DSD -2023-193
That the following matter be deferred to the May 29, 2023 Council
meeting to allow an opportunity for staff to report back further
regarding transportation concerns, conversations with the developer
regarding alternative community benefit funding possibilities in lieu of
preserving two existing dwellings with heritage interest (544 & 546
Lancaster St W), and provision of an update regarding developer and
tenant discussion surrounding accommodations for alternate housing
resulting from the proposed redevelopment:
That Official Plan Amendment Application OPA21/010/L/AP for 550
Page 2 of 50
Lancaster Inc. & 528 Lancaster Street West Inc. be adopted, in the
form shown in the Official Plan Amendment attached to Report DSD -
2023 -193 as Attachments 'Al' `A2' and `A3', and, accordingly,
forwarded to the Regional Municipality of Waterloo for approval; and,
That Zoning By-law Amendment Application ZBA21/015/L/AP for 550
Lancaster Inc. & 528 Lancaster Street West Inc. be approved in the
form shown in the Proposed By-law and Map No. 1, attached to
Report DSD -2023-193 as Attachments `131' and `B2'; and,
That the Urban Design Brief prepared by MHBC Planning, dated May
2022 (Revised March 2023), attached as Attachment `C' to report
DSD -2023-193 be endorsed, and that staff be directed to implement
the Urban Design Brief through future Site Plan Approval processes,
and at the discretion of the City's Director of Planning, significant
changes to the Urban Design Brief will be to the satisfaction of
Council; and further,
That Zoning By-law Amendment Application ZBA22/023/B/AP for 550
Lancaster Inc. be approved in the form shown in the Proposed By-law
and Map No. 1, attached to Report DSD -2023-193 as Attachments
`G1' and `G2'."
7.1.b Zoning By-law Amendment Application ZBA22/011 /N/AP, Draft Plan
of Condominium Application 30CDM-22208, 67 & 71 Nelson Avenue
and portion of the undeveloped Tagge Street right-of-way, 2415274
Ontario Inc.,DSD-2023-198, DSD -2023-198
That Zoning By-law Amendment Application ZBA22/011/N/AP for the
property municipally addressed 67 & 71 Nelson Avenue be approved,
as amended, in the form shown in the Proposed By-law and Map No.
1, attached to Development Services Department report DSD -2023-
193 as Attachment A; and,
That the City of Kitchener, pursuant to Section 51(31) of the Planning
Act R.S.O. 1990, c.P.13, as amended, and By-law 2005-170 as
amended by By-law 2007-042, hereby grants draft approval to
Condominium Application 30CDM-22208 for 67 & 71 Nelson Avenue
and a portion of the undeveloped Tagge Street right-of-way, in the
City of Kitchener, subject to the conditions shown in Attachment B, of
Report DSD -2023-193; and further,
That pursuant to Section 34(17) of the Planning Act, R.S.O. 1990, c.
P. 13, as amended, further notice is not required to be given in
respect to Zoning By-law Amendment ZBA22/1 1 /N/AP.
7.2 COMMUNITY AND INFRASTRUCTURE SERVICES COMMITTEE -
MAY 15, 2023
Page 3 of 50
7.2.a Noise Exemption, Downtown Special Events, CSD -2023-168
That an exemption to Chapter 450 (Noise) of the City of Kitchener
Municipal Code be granted for the Downtown Special Events, as
contained on 'Schedule A' to Community Services Department report
CSD -2023-168.
7.2.b Waterloo Region Ontario Works Self Employment Program
Agreement, DSD -2023-186
That the General Manager, Development Services Department be
authorized to execute funding agreements between the City of
Kitchener and the Regional Municipality of Waterloo to collaborate on
the delivery of the Self Employment Ontario Works program, as
outlined in Development Services Department report DSD -2023-186;
said agreement to be to the satisfaction of the City Solicitor; and,
That the General Manager, Development Services Department be
authorized to execute on behalf of the City of Kitchener any
agreements or documentation pertaining to services and programs
provided by the Waterloo Region Small Business Centre provided
said agreements or documentation is to the satisfaction of the City
Solicitor; and further,
That the Executive Director, Economic Development, be delegated
authority to execute participant agreements for the Self Employment
Ontario Works program to the satisfaction of the City Solicitor.
7.2.c Kitchener Utilities Clean Energy Transition Update, INS -2023-199
That the project phases and approach for the Kitchener Utilities Clean
Energy Transition be endorsed, as outlined in Infrastructure Services
Department report INS -2023-199.
7.3 PLANNING AND STRATEGIC INITIATIVES COMMITTEE - MAY 15,
2023
7.3.a Official Plan Amendment Application OPA21/007/W/BB and Zoning
By-law Amendment Application ZBA/21/010/W/BB, 1157 and 1175
Weber Street East, M.K.G. Holding Corporation, DSD -2023-200
That Official Plan Amendment Application OPA/21/007/W/BB for
M.K.G. Holding Corporation, for the property municipally addressed
as 1157 and 1175 Weber Street East, requesting a land use
designation change from 'Commercial' to `Mixed Use' to permit a
mixed-use development on the lands specified and illustrated on
Schedule 'A', be adopted, in the form shown in the Official Plan
Amendment attached as Attachment 'A', and accordingly forwarded to
Page 4 of 50
the Region of Waterloo for approval; and,
That Zoning By-law Amendment Application ZBA21/010/W/BB for
M.K.G. Holding Corporation be approved in the form shown in the
`Proposed By-law', and `Map No. 1', as Attachment `B' as attached;
and further,
That the Urban Design Brief prepared by GSP Group Inc., dated
March 2023, and attached as Attachment 'C' be endorsed, and staff
be directed to implement the Urban Design Brief through future Site
Plan Approval processes.
7.3.b Official Plan Amendment Application OPA23/002/K/CD and Zoning
By-law Amendment Application ZBA23/005/K/CD, 1770 King Street
East, 815 and 825 Weber Street East, King Weber Kitchener Holdings
Inc., DSD -2023-163
That Official Plan Amendment Application OPA/23/002/K/CD for King
Weber Kitchener Holdings Inc., for the property municipally addressed
1770 King Street East and 815/825 Weber Street East, requesting a
land use designation change from "Mixed Use Corridor with Special
Policy Area 1' to `Mixed Use Corridor with Special Policy Area 11' to
permit a 27 storey multiple dwelling development on the lands
specified and illustrated on Schedule 'A', be adopted, in the form
shown in the Official Plan Amendment attached to Report DSD -2023-
163 as Appendix `A', and accordingly forwarded to the Region of
Waterloo for approval; and,
That Zoning By-law Amendment Application ZBA23/005/K/CD for
King Weber Kitchener Holdings Inc. be approved in the form shown in
the `Proposed By-law', and `Map No. 1', attached to Report DSD -
2023 -163 as Appendix `B'; and further,
That the Zoning By-law Amendment Application ZBA23/005/K/CD for
King Weber Kitchener Holdings Inc. be approved including a special
regulation to require commercial space on the ground floor of the
proposed development, to require a minimum ground floor interior
ceiling height of 4.5 metres, to allow dwelling units on the ground floor
with non-residential units, to require a minimum non-residential floor
area on the ground floor, and for Staff to work with the applicant to
determine the minimum non-residential ground floor area; and further,
That pursuant to Section 34(17) of the Planning Act, R.S.O. 1990, c.
P. 13, as amended, further notice is not required to be given in
respect to Zoning By-law Amendment ZBA23/005/K/CD.
8. UNFINISHED BUSINESS - NIL
Page 5 of 50
a
10
11
12
13.
14.
NEW BUSINESS
9.1 REGIONAL COUNCIL UPDATE — MAYOR B. VRBANOVIC
QUESTIONS AND ANSWERS
BY-LAWS
11.1 1ST AND 2ND READING
11.1.a To further amend By-law No. 88-171, being a by-law to designate
private roadways as fire routes and to prohibit parking thereon.
11.1.b To further amend By-law No. 2010-190, being a by-law to prohibit
unauthorized parking of motor vehicles on private property.
11.1.c To further amend By-law No. 2008-117, being a by-law to authorize
certain on -street and off-street parking of vehicles for use by persons
with a disability, and the issuing of permits in respect thereof.
11.1.d To confirm all actions and proceedings of the Council for May 29,
2023.
COMMITTEE OF THE WHOLE
12.1 FOR INFORMATION
12.1.a Strategic Plan 2019-2022 - Compass Kitchener Report Card, CAO -
2023 -250
REPORT OF THE COMMITTEE OF THE WHOLE
BY-LAWS
14.1 3RD READING
14.1.a To further amend By-law No. 88-171, being a by-law to designate
private roadways as fire routes and to prohibit parking thereon.
14.1.b To further amend By-law No. 2010-190, being a by-law to prohibit
unauthorized parking of motor vehicles on private property.
14.1.c To further amend By-law No. 2008-117, being a by-law to authorize
certain on -street and off-street parking of vehicles for use by persons
with a disability, and the issuing of permits in respect thereof.
14.1.d To confirm all actions and proceedings of the Council for May 29,
2023.
15. ADJOURNMENT
7
Page 6 of 50
l
S'taff RepIort
Chief Administr torW5 Office wwwkitchenerca
REPORT TO: Committee of the Whole
DATE OF MEETING: May 29, 2023
SUBMITTED BY: Kathryn Dever, Director Strategy and Corporate Performance, 519-
741-2200 ext. 7370
PREPARED BY: Angie Fritz -Walters, Engagement and Program Manager — Strategic
Plan, 519-741-2200 ext. 7059
WARD(S) INVOLVED: All Ward(s)
DATE OF REPORT: May 18, 2023
REPORT NO.: IIC Illl llk rmb r rt Ill l:. n'iber`I
SUBJECT: Strategic Plan 2019-2022 — Compass Kitchener Report Card
RECOMMENDATION:
For Information
REPORT HIGHLIGHTS:
• This report provides the Compass Kitchener Advisory Committee's evaluation of the
implementation of the City of Kitchener 2019-2022 Strategic Plan.
• Compass Kitchener evaluated 5 projects completed in 2022 as well as progress on
the entire Strategic Plan.
• Compass Kitchener has made observations and recommendations related to be
considered in the next strategic plan, currently under development.
• Two key areas noted for future consideration are tracking key data, and keeping the
public informed.
• There are no financial implications associated with this report.
• This report helps demonstrate the City's commitment to accountability outlined in its
2019-2022 Strategic Plan.
BACKGROUND:
The 2019-2022 Strategic Plan was approved by Council in June 2019. The Compass
Kitchener Citizen Advisory Committee has the mandate to annually report directly to Council
with their evaluation of the implementation of the City's strategic plans. This report includes
the evaluation of 5 projects completed in 2022, along with observations and
recommendations as delivery on the 2019-2022 Strategic Plan timeframe comes to a close.
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
Page 7 of 50
Compass Kitchener representatives will be making a presentation to Council. The report is
included in Appendix A of this report.
REPORT:
Compass Kitchener took the viewpoint of interested citizens and considered timing, impact,
accountability, and budget criteria in undertaking their evaluation. Compass Kitchener
considered evaluation criteria for the strategic actions developed in consultation with
Kitchener's Corporate Leadership Team. Appendix A is the Compass Kitchener Report
Card - Projects Completed in 2022 and 2019-2022 Overall Reflections. Within their report,
an appendix is included with the 2021 Report Card for reference. In 2021, thirteen projects
were evaluated by Compass Kitchener. This report includes the evaluation of 5 additional
projects that were completed in 2022, with the remaining seven projects scheduled to be
completed in 2023, and one in 2025.
STRATEGIC PLAN ALIGNMENT:
The Strategic Plan states:
"We are committed to being accountable to the community we serve. The 2019-2022
Strategic Plan contains measurable, specific actions and a timeline for completion. Our long-
term financial plan, budgets and annual business plans will be aligned to implement the
Strategic Plan. We will measure and report on our progress to council and the public
throughout the life of this plan. We will report to council three times a year and share results
(both our successes and challenges) with Kitchener residents. The City's Compass
Kitchener Citizen Advisory Committee will review and assess our progress, and publicly
report on an annual basis how well we are doing."
Compass Kitchener's evaluation helps implement the City's commitment to accountability.
FINANCIAL IMPLICATIONS:
Capital Budget — The report has no impact on the Capital Budget.
Operating Budget — The report has no impact 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.
COLLABORATE — Compass Kitchener members collaborated throughout the development
of this report. Small groups evaluated each of the 5 projects contained in their report, and
collaborated to develop their observations and recommendations. All members contributed
meaningfully to the report included, and approve of its contents.
PREVIOUS REPORTS/AUTHORITIES:
• CAO -21-005 Compass Kitchener Strategic Plan Evaluation
Page 8 of 50
APPROVED BY: Dan Chapman, Chief Administrative Officer
ATTACHMENTS:
Attachment A — Strategic Plan 2019-2022 Report Card Projects Completed in 2022
and 2019-2022 Overall Reflections
Page 9 of 50
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Compass Kitchener
Compass Kitchener consists of citizen volunteers and serves as an advisory committee
appointed by and reporting to Kitchener City Council. It creates and leads Strategic Plan
public engagement processes, determines community concerns, and identifies priorities for
action. The Committee also monitors and evaluates progress on implementation of the
Strategic Plan and achievement of the community vision and reports to Council on the
outcome of this evaluation.
This Report Card
This is the second report card from Compass Kitchener evaluating completed Strategic Plan
2019-2022 projects. It focuses on:
• a cumulative summary of all the Strategic Plan 2019-2022 projects completed to date;
• detailed evaluation of the five strategic plan projects completed in 2022 and related
notes for the future; and
• the Committee's overall observations on implementation of the 2019-2022 Strategic
plan and related notes for the future.
Previous Report Card
In December 2021, Compass Kitchener presented to Council its 2019-2022 Strategic Plan
Evaluation report sharing the Committee's detailed evaluation of the 12 strategic plan
projects that had been completed by that date. Six of the 12 projects exceeded expectations
and the balance met expectations. A copy of the 2021 Report Card is included in Appendix A.
2022 Project Evaluation Findings
• Five completed projects from the 2019-2022 Strategic Plan are reviewed in this report
card:
o Energy Efficiency Reserve Fund
o Urban Forest Strategy and Tree Canopy Target
o Waste Diversion Strategy to Increase Waste Diversion in Public Spaces/Events
o Huron Community Centre
o Set and Communicate Service Levels
Two projects exceeded expectations, one project met expectations, and two projects
did not meet the expectations of the committee.
Eight projects remain to be completed - seven targeted for completion in 2023 and
one in 2025.
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Ike-,gic (Plan Project Evaluations
GOAL ACTION
Coirn1lollete Streets
People (Friendly
Transportation Cyclliiing and Traiills Masteirlpllain -
coinnectivity and winter inlauntenance
Protected C:yclliing Network
Corporate Clhiinrate Actiioin Nan
Eneirgy Effffiiciieney Reserve Fund
Coinlirnruiniity Cll it nate Action Nan
Environmental
Leadership Sustainable Urlbain forest Stirategy -
tiree cainolp-y+tree Ipllanfing
Waste Dliveirsiioin Strategy
Urlban Desiign IMlanuall
Make it IKitclheeineir 2.0 Strategy
Vibrant (Economy
Equity, Diversity and lincllusiioin Strategy
Affffoirdalk Ile Hlousiin,g Stirategy
Caring Community Reduce Sociiall Stiigirnras
Open Space Stirategy+ IEcluital6lle
ffaciilhity Distribution
Amts and Culture (Plan
Mulltii-(language Inteirp-iretatiion Support
Great Customer Customer Satiisffactiioin Program
Service
Overall (Evaluation of Completed (Projects
Did IlVot Expected
(Exceeded (Met
ExpectationsExpectationsExpectations(Mee-t Completion
Expectations Date
10
Oinlhiine customer Seirviice Portal
Set and C:onrn uniicate Seirvice Levens
Customer Exlpeinieince Review IPro,grairnr
(see none bellow)
TOTAL 8 7 2 8
Note: The Customer Experience Review Program was completed in 2022 after Compass Kitchener had
carried out its evaluation of the first 12 completed projects and was not reviewed during the 2023
evaluation process. It will be evaluated when the remaining projects in the 2019-2022 Strategic Plan
are reviewed.
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targeted 2025
2ti,23
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Oinlhiine customer Seirviice Portal
Set and C:onrn uniicate Seirvice Levens
Customer Exlpeinieince Review IPro,grairnr
(see none bellow)
TOTAL 8 7 2 8
Note: The Customer Experience Review Program was completed in 2022 after Compass Kitchener had
carried out its evaluation of the first 12 completed projects and was not reviewed during the 2023
evaluation process. It will be evaluated when the remaining projects in the 2019-2022 Strategic Plan
are reviewed.
compass kitchener
community vision values lull Iffy noes
vverau observations and Looking Ahead
Progress despite COVID: Compass Kitchener commends the City on the impressive
advancement of the 2019-2022 Strategic Plan, despite major disruptions caused by the
pandemic. While COVID-19 presented unprecedented challenges for the City, 17 Strategic
Plan projects were completed, eight of which Compass Kitchener found exceeded
expectations, seven of which met expectations, and two of which did not meet expectations.
Between this report card and the previous report presented to Council in December 2021,
Compass Kitchener highlights the exceptional successes achieved on:
• the Cycling and Trails Master Plan and 3 km increase in trails with year-round access;
• the Affordable Housing Strategy;
• the Make it Kitchener 2.0 Strategy;
• the Online Customer Service Portal;
• the Corporate Climate Action Plan;
• the Corporate Equity and Anti -Racism Strategy;
• the Huron Community Centre; and
• the Urban Forest Strategy + Tree Canopy.
The Committee provides a number of observations and suggestions based on its review of the
past four years and looking ahead to the next Strategic Plan. The main issues, focusing on:
• Housing Affordability;
• Public Engagement Processes;
• Data Collection;
• Delayed or Deferred Projects;
• Website Improvements;
• Strategic Plan Project Budgets and Expenses Incurred;
• Communication Progress on Strategic Plan Projects;
• A More Adaptive Strategic Plan;
• Localizing United Nations Sustainable Development Goals (SDGs); and
• SMART Objectives for Strategic Plan projects.
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racKji% Key Data and Keeping the Public Informed
While some of the above recommendations apply specifically to one issue, concerns about
information stand out as a consistent theme throughout our evaluation. Three issues arise
with respect to information.
First, there is value in tracking more data related to key initiatives and areas in which the
City is working to effect change. Having more data in specific areas will strengthen both
decision-making processes and evaluation of the impact of initiatives.
Second, information collected in the future should be driven by an effort to identify
meaningful outcomes that can be used for evaluation. What changes and/or benefits does the
City expect from its efforts to advance its strategic plan? The identification of outcomes and
their indicators will better assist with the collection of useful information that can be used
for improvement.
Third, the City needs to keep the public better informed by making more information publicly
available. Many of the issues community members rank as high priorities are very complex,
and their resolution requires the participation of multiple levels of government. Providing
citizens with a succinct outline of which levels of government are involved with an initiative
and the roles they play will enhance public understanding of the whole picture and enable
engaged citizens to focus their input specifically on what the City can do to address an issue.
Given that the media covers only some aspects of the City's activities, decisions, and
initiatives, the importance of the City making use of a variety of means of sharing information
with the community is clear.
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Executive Summary
1
Compass Kitchener Advisory Committee 6
Evaluation Approach 7
2022 Project Evaluations 9
ENVIRONMENTAL LEADERSHIP
Energy Efficient Reserve Fund
Sustainable Urban Forest - Tree Canopy + Tree Planting
Waste Diversion Strategy
CARING COMMUNITY
Huron Community Centre
9
9
10
11
12
12
GREAT CUSTOMER SERVICE 13
Set and Communicate Service Levels 13
Overall Observations and Looking Ahead
Appendix A - 2021 Report Card
14
18
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This report has been prepared by the following members of the Compass Kitchener
Advisory Committee:
Judy Stephens -Wells (Chair)
Troy Glover (Vice -Chair)
Kim Brabazon
Alide Forstmanis
Wasai Rahimi
Linda Terry
Lee -Ann Thompson
Lori Trumper
James Young
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Approach
iin Illplllp)iiroadl
Compass Kitchener took the viewpoint of interested citizens and considered timing, impact,
accountability, and budget criteria in undertaking this evaluation. Compass Kitchener considered
evaluation criteria for the strategic actions developed in consultation with Kitchener's Corporate
Leadership Team. Answering the following questions guided the evaluation.
• Were strategic actions completed in the expected timeframe?
• How did strategic actions deliver on anticipated or desired impacts?
• How did progress on, or completion of, strategic actions make a
difference in the city and for citizens?
• Were progress reports relevant, timely and publicly profiled?
• How well was the public engaged?
• Were strategic actions completed on or within budget?
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After completing the evaluation process Compass Kitchener rated completed actions as:
• Exceeds Expectations;
• Meets Expectations; or
• Does Not Meet Expectations.
The following chart explains the classification for the three rating categories:
�IExceeds
Meet�
�IL o s Not Meet
Ellx e t� tl�loun
IIS'
Expectations tioln
i'w; IIpecta'tllllan
- Set and met challenging
- Models values of caring,
- Late delivery of
objectives and showed
innovation, and vibrancy
deliverables without
initiative in meeting them
- Achieves specified criteria
explanation or valid
- Proactively planned,reasons
-Meets the City's high -
problem solved and
performance reputation
- Poor quality of
initiated solutions
deliverables (lack of clarity)
- Contributes positively to
- Stepped outside of
the success of the City
- Poor quantity of
existing responsibilities to
deliverables
add value
- Non-delivery of
- Puts the public at centre
deliverables
of work
- Identifies breakthrough
concepts
- Is regarded as a
knowledgeable resource
- Exhibits mastery
- Impacts exceed specified
criteria
- Elevates strategic plan
- Is an exceptional
contributor to strategic
plan success
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e... Illi iiians
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Achieve a healthy and livable community by proactively mitigating and adapting to climate
change and by conserving natural resources
Energy Efficient Reserve Fund
Energy Efficiency Reserve Fund
Report Card
Strategic Goal Action: Starting in 2019, leverage the Energy Efficiency Reserve
Fund and other resources to reduce consumption and emissions at our
facilities and in our operations
Compass Kitchener's Specific Community Impact Criteria
Report on the number and type of projects and their planned and actual impact
Overall. Il vatuuuation: Meets IExpectations
Highlights
• Investments in energy savings projects are having a positive effect on the
budget
• Several projects have come in under budget, which is good
• There is a healthy balance for future investment
• On time and on budget
Notes for the Future
• Continue to look for efficiencies and opportunities to keep costs down for the
City
• As maintenance and replacements of buildings and equipment is undertaken,
look for efficiency opportunities within reasonable costs
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ale Urban Forest - Tree Canopy + Tree Planting
Sustainable Urban Forest Strategy - Tree Canopy + Tree Planting
Report Card
Strategic Goal Action: Implement the Sustainable Urban Forest Strategy with
a focus on establishing a tree canopy target by 2020 and eliminating the
current (2018) tree planting backlog by 2022
Compass Kitchener's Specific Community Impact Criteria
Number of trees planted and amount of backlog reduction reported annually
Overall Ilf;;;;:valuatiouii: Ilf;;;;: seeds IExpe tatioui
Highlights
Urban Forest Strategy
• A well-developed comprehensive strategy that clearly outlines the strategic
goals and actions
• Demonstration of clear and meaningful engagement with the community that
will continue on an ongoing basis
• Effective communication of key themes and highlights of input received
through public engagement
• Strong public education and partnership with residents pertaining to tree
planting on private property
• Visually appealing strategy that is easy to understand for the general public
• Strategy is easy to find on the City's website which will help to encourage
ongoing engagement with the public
• Strategy was delivered in a timely fashion
Tree Canopy Target
• Target is reasonably ambitious and achievable, placing the City in the mid-
range of targets set by other cities in the area
• Approval of full recommended budget (without reduction) was an important
step in ensuring tree planting and canopy target goals can be achieved
• Intuitive informative technical report from 2021 is shared in a clear way
Tree Planting Backlog
• Over 2600 trees were planted from 2019-2022, eliminating the planting
backlog on schedule
• On Time (delayed due to Covid, but completed within 4 -year Strategic Plan)
and on budget
Notes for the Future
• The Urban Forest Strategy should include a reporting schedule to evaluate
the City's progress on a regular basis
• There is a 2017 report card, but it is unclear what comes next with the new
Urban Forest Strategy
• The availability of information regarding the Tree Canopy Target could be
improved by making a brief report available on the City's website
• It is unclear if or when the tree canopy will be re-evaluated to track progress
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Waste Diversion Strategy
Report Card
Strategic Goal Action: Reduce waste diverted to landfills by implementing
new diversion programs at our facilities and events by 2021
Compass Kitchener's Specific Community Impact Criteria
Report on quantities of waster reduced or diverted and innovation used to reduce
waste
veiir°alt IEvaft.mdoiin: Does Not Meet IIE::Il e tatioiiils
(Acknowledge that the scope was reduced due to COVID) ID
Highlights
• Based on the pilot results, the decision to not continue is a good one
• Interesting collaboration on this project between the City of Kitchener and
Sustainability Through an Inclusive Lens (STIL/STIL Solutions) researchers at
Wilfrid Laurier University
• On time; unclear whether it was on budget
Notes for the Future
• For special events moving forward, provide recycling and compost
receptacles
• Continued efforts to educate the public on which receptacles are appropriate
for typically discarded items would be beneficial
• Looking at waste management more broadly, concern was noted regarding
the inefficiency of the City of Kitchener being responsible for disposal of
waste/recycling generated at its facilities and outdoor spaces, while the
Region has overall responsibility for waste/recycling management, - can this
be reviewed and renegotiated in order to improve efficiency and avoid
duplication of services?
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)pie's sense of belonging and connection by providing welcoming community
JpdC.eJ cmu programs; better engaging, serving and supporting our diverse populations and
helping to make housing affordable
Huron Community Centre
Huron Community Centre
Report Card
Strategic Goal Action: Better utilize existing facilities, provide relevant
programming at community centres, support the equitable distribution of
leisure programs and resources across neighbourhoods. Start work on Mill
Courtland Community Centre expansion by 2020 and the Rosenberg
Community Centre by 2021. Compete the Huron Brigadoon Community Centre
and an Open Space Strategy by 2021
Compass Kitchener's Specific Community Impact Criteria
Beautiful and welcoming community facility meets needs of community and is well
used
eralt Ilf..:..�xatu tiara � Ilf;;;;: cee IExpectations
Highlights
• Strategic collaboration with school and other facility partners
• Shared spaces used by the school, Early ON and community centre based on
different peak times
• Complementary and integrated program offerings
• Service to the surrounding neighbourhoods as a true "community hub"
• Evidence of [earnings from other community centres and other community
centre builds
• Contemporary features, such as individual universal washrooms, adult
changing tables
• Multi -use facility design
• Cost effective and on budget as a result of partnership with school board
(more amenities built because of economies of scale)
• On time and on budget
Notes for the Future
• Use Huron Community Centre as a model for future recreation centre builds,
especially its use of partnerships to offer meaningful programming,
economies of scale, and a community hub for the neighbourhoods it serves
• Continue to ensure recreation and leisure spaces/community centres keep up
with growth and are in line with that growth.
• Ensure the Strategic Plan and strategy are flexible enough to adapt and
respond to emerging needs
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Set and Communicate Service Levels
Set and Communicate Service Levels
Report Card
Strategic Goal Action: Set specific and clearly communicated service levels for
frequently asked about or accessed City services, including tree maintenance, parking,
property standard complaints, snow clearing and grass cutting by 2022
Compass Kitchener's Specific Community Impact Criteria
Publish nature and number of service standards set each year and the percentage of services
completed as per service levels set
Overall IIE;;°valuation: Does Not Meet IExpectations
(Acknowledge that the (small) Customer Service Team had 5
goals in the Strategic Plan and were re -deployed during COVID) ID
Highlights
• Focus on the top 5 most asked about issues makes sense as a first step to set service
levels
• Snow Clearing - interactive map identifying priority streets, updates on snow clearing
progress during snow events is a great information sharing tool for the public
• Communication about this tool on the City's website Et social media has been well done
• Grass Cutting - Information is shared on the website "How We Cut Grass" as an
education tool, which is helpful
• Tree Maintenance - Good to know dangerous/ damaged trees are addressed
immediately
• Replacement of boulevard trees - improved process for staff to look up addresses and
see when trees are scheduled to be replaced
• Good to know an option to search online for this information is being considered.
• Applaud the partnership between departments to improve information sharing with
residents
• On time and on budget
Notes for the Future
• Would like to see proactive communication of the service standards with members of
the public (on the City's web -site)
• While standards are communicated to residents effectively at the time of a complaint,
they could be shared more broadly in support of accountability
• Would like to see information on how service level performance is measured and
reported to the public as a next step, with scheduled updates as appropriate
• Continue this good work beyond the existing Strategic Plan, with a focus on Customer
Education and Experience, along with Accountability
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Progress despite COVI D
Compass Kitchener commends the City on the impressive progress made on projects in the
2019-2022 Strategic Plan despite major disruptions caused by the pandemic. COVID-19
presented unprecedented challenges for the City, necessitating adoption of some new
priorities and the shifting of others, implementing layoffs that affected a number of staff
and redeployed numerous others to different roles and responsibilities. Even so, 17
Strategic Plan projects were completed, eight of which we found exceeded expectations,
seven of which met expectations, and two of which did not meet expectations. Between
this report card and the previous report presented to Council in December 2021, Compass
Kitchener highlights the exceptional successes achieved on:
• the Cycling and Trails Master Plan and 3 km increase in trails with year-round access
• the Affordable Housing Strategy
• the Make it Kitchener 2.0 Strategy
• the online Customer Service Portal
• the Corporate Climate Action Plan
• the Corporate Equity and Anti -Racism Strategy
• the Huron Community Centre
• the Urban Forest Strategy + Tree Canopy
Housing Affordability
Compass Kitchener lauds the City for the work accomplished on this important initiative
and looks forward to continued progress in this area.
Suggestions for continued effort:
• Regularly update data regarding the need for affordable and attainable housing so
that decisions are based on current data.
• Educate the public on the City's role in housing relative to that of its partners.
• Seek means of protecting affordable and attainable -priced housing longer term.
• Use the City staff's economic development and planning skills and expertise as
resources with which to develop a holistic urban plan that considers where
affordable housing could flourish within the city considering services, partnerships,
transit, opportunities to co -develop, to achieve the desired outcomes for the city as
a whole and for increased and sustainable affordable housing.
• Determine the City's influence with respect to the Region's homelessness and
housing plan. Are there opportunities to co -create community that includes deeply -
subsidized affordable housing and other types of affordable, attainable and market
housing, all within the broader community of the City?
• Within the discussion about affordable housing, recognize that Community Housing
requires deep subsidy which is provided by various levels of government. It will be
important for the City to identify and focus on those areas in which it can truly
influence and improve the affordability of various options along the housing needs
continuum and help the public understand the rationale behind that focus.
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ognize the risk of gentrification and its effect when creating a holistic plan for
development of affordable housing. Displacement from the core has serious
consequences to the people living in Community Housing.
If, under Inclusionary Zoning, developers are able to make contributions in support
of off-site affordable housing creation rather than including such units onsite,
develop a reasonable contribution formula to arrive at the level of contribution
needed to meet the Inclusionary Zoning requirements. Recognize that current
building costs for a unit of housing (a.k.a., as a door) ranges from approximately
$420k to $500k.
While requiring a developer to allocate a percentage of units for affordable housing
in their builds or towers is well intentioned, however, recognize it may not net the
results expected because that type of development is the higher cost class of asset.
Are there steps the City could take to incentivize developers to make a contribution
to affordable housing to generate the greatest benefit?
Public Engagement
• Continue to refine the City's approach to public engagement and identify best
practices that can be applied across the board by striving to ensure that participants
feel:
o they have been heard and understood;
o public input influenced decision -/policy-making; and
o the time they spent providing input through engagement processes was time
well -invested in their City's health and success.
When gathering public input on a topic/issue, provide sufficient information to
ensure that participants understand the areas in which the City may not be able to
consider changes due to constraints imposed by other levels of government (i.e.,
Planning Act, Municipal Act, CRA regulations) or budgetary constraints. Such clarity
will help focus participants' attention on providing feedback in the areas over which
the City has control.
As the community acclimatizes to Kitchener's rapid growth and development, keep
residents informed about the full spectrum of development projects being
approved, otherwise it is difficult for the public to gain a picture of what is
happening overall and their understanding is limited to the specific projects
highlighted in the media
Ensure that all staff who are called upon to plan and implement public consultation
processes have sufficient background or receive the training needed to successfully
plan and facilitate these processes.
Data Collection
Collect more data in key areas in which City is striving to realize change to strengthen
decision-making and evaluate the impact of initiatives.
Projects Deferred or Delayed
• Compass Kitchener is very pleased to see work on all eight incomplete 2019-2022
Strategic Plan projects will continue throughout 2023 and beyond.
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Improvements
..0 are impressed to see continued efforts to make information more easily
accessible on the City's website and hope these will continue as users identify new
challenges accessing information and/or inactive links.
When posting links to documents that include many photographs and/or design
elements (e.g., tinted backgrounds on full pages), enable people to choose between
downloading the document as originally presented or in a printer -friendly version
that uses less ink and paper. The Make It Kitchener 2.0 strategy set a great standard
in this regard.
Project Budgets and Actual Expenditures
• If possible, make available project budgets and data regarding actual expenses
incurred. Doing so would enable a more effective evaluation of completed projects
and the assessment of whether the project was completed on budget.
Communicating Progress on Strategic Plan Projects
• Compass Kitchener appreciates the Strategic Plan dashboard now available on the
City's website. It provides better communications and accountability in an easy -to -
understand format that is regularly updated and includes links to key documents
that are informative about the completed projects.
More Adaptive Strategic Plans
In the context of the 2023-2026 Strategic Planning process, we note with interest the
current adaptive planning discussions and support the concept of setting clear goals and
allowing for some flexibility over the 4 -year implementation period. This direction arises
due to:
recent experience regarding the challenges for strategic projects when a major
unforeseen crisis (such as COVID) arises;
the number of strategic projects in the 2015-2018 Strategic Plan that were awaiting
completion at the end of 2018; and
trends in current thinking, as shared by the City's strategic planning consultants and
found in current literature, which underscore the importance of being able to fine-
tune/adjust plans and priorities as significant new circumstances, obstacles, and
opportunities arise over the four-year term of strategic plan.
To ensure accountability when moving to a more adaptive strategic plan, regular and clear
communication with the community both through the Strategic Plan Dashboard along with a
range of other means of communication will be of even greater importance to keep the
public apprised of project completion and/or adjustment, alterations in priorities and the
addition of new projects.
Localizing United Nations Sustainable Development Goals (SDGs)
• Compass Kitchener welcomes the inclusion of Sustainable Development Goals in the
City's Strategic Planning efforts as these goals are important for the progression of
the City in a larger construct, as part of overall wellbeing.
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ys ntention to:
o include clear articulation of desired measurable outcomes for each strategic
plan;
o include evaluation metrics that address measuring the impact a project has
had on community members; and
o collect data to assess the extent of progress toward the targeted outcomes.
We recognize that evaluating a project's impact on community members' lives may
be challenging to define and assess, but believe it to be valuable.
"I iracking Key Data iiri Keeping ing tlhe IFF b liiic Ihil-Ifurinned
While some of the above recommendations apply specifically to one issue, concerns about
information stand out as a consistent theme throughout our evaluation. Three issues arise
with respect to information.
First, there is value in tracking more data related to key initiatives and areas in which the
City is working to effect change. Having more data in specific areas will strengthen both
decision-making processes and evaluation of the impact of initiatives.
Second, information collected in the future should be driven by an effort to identify
meaningful outcomes that can be used for evaluation. What changes and/or benefits does
the City expect from its efforts to advance its strategic plan? The identification of
outcomes and their indicators will better assist with the collection of useful information
that can be used for improvement.
Third, the City needs to keep the public better informed by making more information
publicly available. Many of the issues community members rank as high priorities are very
complex, and their resolution requires the participation of multiple levels of government.
Providing citizens with a succinct outline of which levels of government are involved with
an initiative and the roles they play will enhance public understanding of the whole picture
and enable engaged citizens to focus their input specifically on what the City can do to
address an issue. Given that the media covers only some aspects of the City's activities,
decisions, and initiatives, the importance of the City making use of a variety of means of
sharing information with the community is clear.
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2021 �Rq,)urt Card
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Compass Mtchen8r.
December 2021
E G IUIU, . A IN14
2019.2022
....... .... h . .....
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Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Contents
Commentsfrom the Chair......................................................................................................................................................3
Introduction............................................................................................................................................................................4
ReportCard.............................................................................................................................................................................5
Approach.............................................................................................................................................................................
5
EvaluationRating................................................................................................................................................................6
EvaluationResults...................................................................................................................................................................7
CompletedActions..............................................................................................................................................................7
ExceededExpectations.......................................................................................................................................................
7
Cycling & Trails Master Plan Strategic Plan Action.........................................................................................................
8
Affordable Housing Strategy Action................................................................................................................................
9
Makeit Kitchener 2.0 Strategy......................................................................................................................................10
Online Customer Service Portal Development.............................................................................................................11
CorporateClimate Strategic Action Plan......................................................................................................................12
Equity, Diversity and Inclusion Strategy........................................................................................................................13
MetExpectations..............................................................................................................................................................14
CommunityClimate Action Plan...................................................................................................................................14
Multi -Language Customer Service................................................................................................................................15
Customer Satisfaction Program....................................................................................................................................16
Reduce Social Stigma and Support Safe Consumption and Treatment Facilities.........................................................17
CompleteStreets Guideline..........................................................................................................................................18
UrbanDesign Manual...................................................................................................................................................19
Projectsto be Completed.....................................................................................................................................................20
Recommendations and Conclusions.....................................................................................................................................21
Budget and Project Management Accountability.........................................................................................................21
Website.........................................................................................................................................................................
21
Progress Reports and Presentations.............................................................................................................................21
AffordableHousing.......................................................................................................................................................22
PublicEngagement........................................................................................................................................................22
United Nations Sustainable Development Goals (SDGs)..............................................................................................22
StrategicPlan Dashboard..............................................................................................................................................22
OverallConclusion........................................................................................................................................................23
2
Page 29 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Comments from the Chair
I am pleased to present Compass Kitchener's 2021 Report Card on the 2019-2022 Strategic Plan. The COVID-19 virus
has, over the past 20 months, led to a multitude of changes in cities and workplaces across Canada, and throughout that
time the City of Kitchener has demonstrated its ability to adapt to unexpected circumstances. Despite having to make a
number of temporary staffing changes, laying off some of its staff and diverting other staff to emergency tasks during
COVID-19, the City has now completed 13 of the 2S projects outlined in the Plan - definitely an accomplishment to be
celebrated!
One of Compass Kitchener's roles is to evaluate and advise Council on the City's implementation of its Strategic Plan.
Compass Kitchener designed its evaluation process following consultation with representatives of all the City of
Kitchener's Advisory Committees and with members of the City's Corporate Leadership Team. This report outlines the
Committee's approach to evaluation, the criteria relied upon throughout that process, and the recommendations that
the Committee felt would further strengthen the City's results.
Using criteria outlined in the report, each project was evaluated and categorized, determining whether it "Exceeds
Expectations', "Meets Expectations", or "Does Not Meet Expectations". Compass Kitchener committee members were
very impressed to find the evaluation process revealed that of the 13 completed projects it evaluated, six projects
exceeded expectations, the other six met expectations and one we have not yet evaluated.
Notable as well is the fact that many of the completed projects were exceptional in addressing needs and concerns that
intensified during the period of the pandemic in areas including:
• Building the City's economy and recovery from COVID
• Creating new ways to do business with the City online
• Setting out plans for climate action
• Supporting human -powered transportation and recreational use of trails
Having advocated for social issues to be included in the 2019-2022 Strategic Plan, Compass Kitchener was very
impressed with the outstanding City work on:
• Initiatives addressing homelessness and access to affordable housing
• Initiatives addressing equity and anti -racism
Compass Kitchener congratulates Council and staff on the leadership shown in implementing the Strategic Plan and
looks forward to evaluating the remaining projects upon their completion.
Judy Stephens -Wells
Compass Kitchener Chair
3
Page 30 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
ntroduction
The City of Kitchener's vision is "Together we will build an innovative, caring and vibrant Kitchener." To help achieve this
vision, the Strategic Plan approved by Council in June 2019 contains 5 goals and 25 action statements.
Compass Kitchener, a citizen advisory committee reports directly to Council with an evaluation of how well the City is
doing in implementing the Strategic Plan. Compass Kitchener developed evaluation criteria in collaboration with the
Corporate Leadership Team in 2019 and reported to Council on their evaluation approach in 2020. Compass Kitchener
consulted with representatives from all citizen advisory committees on the evaluation of progress in implementing the
strategic plan in 2021.
This report presents Compass Kitchener's 2021 Report Card on the 2019-2023 Strategic Plan which covers progress
made in 2019, 2020 and 2021. Compass Kitchener did not report in 2019 because the plan was approved in June 2019
and launched in September 2019. Compass Kitchener did not report in 2020 because Advisory Committee meetings
were not held for most of 2020 due to the pandemic.
Compass Kitchener is pleased to report that of the 13 actions completed to date, 6 exceeded expectations, 6 met
expectations and one we have yet to evaluate. The six projects that exceeded expectations are illustrated below.
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The report concludes with Compass Kitchener's recommendations for suggested improvements.
4
Page 31 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Report Card
Approach
Compass Kitchener takes the viewpoint of interested citizens and considered Timing, Impact, Accountability and Budget
criteria in undertaking the evaluation. Compass Kitchener considered evaluation criteria for the strategic actions
developed in consultation with Kitchener's Corporate Leadership Team. Compass Kitchener also reviewed progress
reports staff provided to Council, information on the projects included on the website, presentations from staff and
input from representatives from the other citizen advisory committees in preparing the evaluation. Answering the
following questions guided the evaluation.
•Were strategic actions completed in the expected timeframe?
•How did strategic actions deliver on anticipated or desired impacts?
•How did progress on, or completion of strategic actions make a difference in the city and for citizens?
•How well did the City do on presenting progress reports that were relevant, timely and publicly profiled?
•How well did the City do in making progress on developing a Strategic Plan Dashboard to improve
reporting?
•How well were the public engaged?
•Were strategic actions completed on or within budget?
December 2021 5
Page 32 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Evaluation Rating
After completing the evaluation process Compass Kitchener rated completed actions as:
• Exceeding Expectations
• Meeting Expectations, or
• Not Meeting Expectations
The following chart explains the classification for the three rating categories.
X
W
CA
O
V
W
-Set and met challenging
objectives and showed
initiative in meeting them
-Proactively planned,
problem solved and initiated
solutions
*Stepped outside of existing
responsibilities to add value
-Puts the public at the center
of work
*Identifies breakthrough
concepts
•Is regarded as a
knowledgeable resource
•Exhibits mastery
•Impacts exceed specified
criteria
•Elevates strategic plan
implementation - Is an
exceptional contributor to
strategic plan success
December 2021
X
W
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• Models values of
caring, innovation
and vibrancy
• Achieves specified
criteria
• Meets the city's
high-performance
reputation
• Contributes
positively to the
success of the city
• Late -delivery of
deliverables without
explanation/valid
reasons
• Poor quality of
deliverables — lack
of clarity
• Poor quantity of
deliverables
• Non-delivery of
deliverables
0
Page 33 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Evaluation Results
Completed Actions
It was very positive to see action completions across the five Strategic Plan goals. Twelve of 25 strategic actions have
been completed to date. Three actions were completed in 2019, three actions were completed in 2020 and 6 actions
were completed in 2021. Completion of strategic plan actions by goal and date is illustrated in the following chart:
K II TC I 1 IE N E ISR a STIR, A T E Gi I C P L, A N
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People -friendly
Transportation
Complete streets
B%ikeshare
program
Protecled cycling
network
Cyding and Trails
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connectivity and
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Pedestrian -first
streets
Exceeded Expectations
Environmental
Leadership
Corporate Climate
lection Plan
Energy Efficiency
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Comm"nity
° Climate Action plan
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Manual
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City property
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Develop a vision
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Caring
Community
a Equity, Diversity
Inclusion Strategy
Affordable
k
Housing Strategy
Reduce social
r stigmas
�1�0 open Space Strateg
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The following six projects exceeded expectations:
• Cycling and Trails Master Plan • Affordable Housing Strategy
• Customer Service Portal • Corporate Climate Action Plan
Our evaluation of the 12 completed projects we evaluated follows.
December 2021
Great. Customer
Service
o Multi -language
interpretation support
customer satisfaction
program
Online customer
m service porta.I
set and
service leve mt¢nieate
NN�tt Customer experience
program program
December 2021 Update
• Make It Kitchener 2.0
• EDI Strategy
7
Page 34 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Cycling & Trails Master Plan Strategic Plan Action
Exceeds
Expectations
Strategic Plan Goal: People Friendly Transportation
Action: Improve connectivity and year-round maintenance to multi -use trails and pathways as
prioritized through the Cycling and Trails Master Plan with an initial target of providing year-
round access to a minimum of an additional 3 km of existing trails by 2022.
Completion Status: Completed in 2021 ahead of schedule and exceeded target with year-round
access provided to an additional 5+ kms of existing trails.
The Cycling & Trails Master Plan — Project Overview
The Cycling & Trails Master Plan guides development of safe and convenient active transportation options. It focuses on
creating networks for all ages and abilities that reflect current best practices. The Plan helps the City reduce automobile
dependence and greenhouse gas (GHG) emissions, provide more recreation and leisure options, increase physical
activity and improve public health outcomes, increase social connections, and reduce infrastructure demands. The
implementation strategy is action -oriented and identifies immediate priorities over the next 3 years, and short-term
priorities within 10 years to build momentum for cycling and trail use through strategic investments in engineering as
well as education and encouragement. Developed over a fifteen -month period through four phases, a Summary Report
and 5 component reports make up the Master Plan. (,Vp_ .k.)
Award Winning
The Master Plan won an Award of Merit from the Canadian Institute of Planners based on its excellence, innovation,
impact on the profession, implementation potential and overall presentation. The jury noted that "all signs point to
increasing the use of cycling and other forms of personal mobility over time in Kitchener with the roll out and
implementation of the plan. It could certainly change the trajectory of travel patterns in the City of Kitchener and
improve health and modal split."
The Master Plan was also named the Transportation Planning Project of the Year by the Ontario Traffic Council (OTC).
The award recognizes excellence in transportation planning by highlighting projects that display innovation, support
sustainability and contribute to people's quality of life.
Compass Kitchener Evaluation
• Project information is available on city website, linked from the strategic plan page.
• An effective and meaningful public engagement strategy was employed. Throughout the process, the City engaged
with over 3,200 residents.
• The 3 km target has been reached ahead of schedule and exceeded.
• It was excellent to see involvement of Grand River Accessibility Advisory Committee given the challenges some
users have previously encountered with multi -modal trails.
• Impressive to see work sped up on some aspects of work on trails during COVID, when there was a clear need for
safe forms of outdoor recreation and transportation, and when special COVID funding could be leveraged
• It would be wonderful to see the City's smart technology lighting used to monitor the level of usage of the trails (to
help measure impact)
• Way -finding can still be a challenge using the trails - many would find paper maps of assistance (as opposed to
struggling with technology while biking)
December 2021
W
Page 35 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Affordable Housing Strategy Action
Exceeds Strategic Plan Goal: Caring Community
Expectations Action: Create an Affordable Housing Strategy for Kitchener by 2020 in collaboration with the
Region of Waterloo, community groups and the development industry.
Completion Status: On Time - December 2020
Affordable Housing Strategy — Project Overview
Housing for All, Kitchener's affordable housing strategy, declares that housing is a human right and sets out tools that
the City can use to help make housing a reality for all. While still in the early stages of implementation, Housing for All is
already responsible for the development of over 100 units of new supportive housing. To create the plan, Kitchener
brought together a diverse group of people to provide advice on developing the strategy, including people with lived
experience, the non-profit community, the development community, academics, members of Council and city and
regional staff.
A Needs Assessment report presented to Council in January 2020 documented the complete range of housing needs in
Kitchener across the housing continuum. Targets to meet the needs were developed. The strategy is called, "Housing
for All" sets out the objective that everyone has a home and the actions within the strategy outline a clear course of
action to meet housing needs and the targets, and address issues over a five-year period. (II_i_O.Ik)
Award Winning
• Housing for All won the Peter J. Marshall Innovation Award — "a visionary plan with more than 40 actions to help
support the right to housing in Kitchener". "Kitchener's innovative approach to housing is an excellent example of
how municipal decision making can help contribute to a more equal society."
Compass Kitchener Evaluation
• Complete information on the website, including implementation progress, is linked on the strategic plan page
• Impressive collaborative effort and important inclusion of people with lived experience. Lots of opportunity for
input through workshops, Engage Kitchener surveys, 1 on 1 interviews etc., with about 500 people involved.
• Successfully switched from in-person to virtual engagement enabling timely project completion viewed as exceeding
expectations due to challenges posed by COVID
• Given the level of concern regarding homelessness and access to affordable housing voiced through the consultation
leading up to the 2019-2022 Strategic Plan, we were very impressed by the comprehensiveness of the strategy.
• Through developing the strategy, Kitchener pioneered providing people with lived experience a voice in influencing
the planning decisions that affect them the most.
• Importantly, understanding of the affordability problem was expanded to address affordability across the whole
spectrum of housing - from homelessness through affordability of both rental accommodation and home ownership.
• Recognizes housing as a human right, priority on homelessness & supportive housing, advocates for people in
encampments — consistently uses a people centered approach.
• Impressive to see "Quick wins"- provided temporary site for A Better Tent City when displaced from Lot 42,
committed land for YWCA supportive housing, tiny homes allowed and then promoted through a design competition.
• The increase in affordable housing stock that matches community need and demand, with the objective that
everyone has a home, can be measured.
• Progress needed on implementing Inclusionary Housing
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Page 36 of 50
Make it Kitchener 2.0 Strategy
Exceeds
Expectations
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Strategic Plan Goal: Vibrant Economy
Action: Develop the Make it Kitchener 2.0 Strategy by 2020 with a focus on transformative
actions to ensure the attraction, success and retention of diverse businesses, talent, and
arts/culture across the city.
Completion Status: On Time 2020
Make it Kitchener 2.0 - Project Overview
Make it Kitchener 2.0 is an ambitious plan to support economic recovery and to propel our community and economy
forward by investing in catalytic growth opportunities and creating a resilient future where everyone can make a
difference. It has four components: Made by our Community, Our Call to Action, A Transformative Investment Strategy
and The Path Forward. Approved by Council on Oct 26, 2020. (IliiDJk)
Compass Kitchener Evaluation
• Good Info on website linked from Strategic Plan.
• Broad engagement - including 100 1-1 Interviews, 13 round table discussions (5-10 participants each), Online Survey
- 494 respondents - 600 ideas, 80 facilitated workshops - 150 participants - 700 ideas & comments
• Completed on time viewed as exceeding expectations given the challenges posed by COVID-19
• Compass Kitchener was impressed with the bold, innovative and aspirational tone of the strategy:
• "It's not just about doing more, it's about doing better!
• We need to solve major societal challenges such as affordable housing, environmental sustainability and the
elimination of systemic barriers.
• We need to aspire to have our own distinct vibrancy and vibe.
• We need to focus on growing employment sectors: health and social innovation and creative industries."
• The plan is structured very well - Shows exactly what the strategy is and how the funding allocation is divided
between the 5 areas. Shows what is immediate and what is longer term and explains the impact.
• While maintaining and supporting a vibrant active city is emphasized, one concern is that references to "makers"
seems to place great emphasis on "Creative Industries" — which often focuses primarily on commercially oriented
creative endeavours by private companies and excludes the visual, performing and other artforms by not-for-profit
entities. The strategy's photographic images are not inclusive of the significant contribution that this sector makes to
animation of our community and the number of people that it employs. Pleased to see that the recovery plan refers
more specifically to arts and culture (a term which includes private sector and not-for-profit arts components).
• It is excellent that the plan was written at a time that made it possible to address Post-COVID recovery - given the
challenges so many businesses have faced during COVID. The Make it Kitchener 2.0 recovery document sets out a
clear list of Initiatives and their status. Hopefully detailed documents outlining plans and SMART goals for the other
aspects of the MIK 2.0 Strategy will also be developed.
• Compass Kitchener appreciates that the plan does not rely on any tax increases — instead it is innovative in using
other sources for funding that won't impact residents and businesses.
• Encouraged to see the proposed support of businesses addressing the UN SDGs - which aligns well with the City's
interest in localizing the SDGs to the Kitchener context.
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Page 37 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Online Customer Service Portal Development
Exceeds Strategic Plan Goal: Great Customer Service
Expectations Action: Enhance customer experience online by delivering custom information, providing easy
access to services, and allowing financial transactions by 2021.
Completion Status: On Time 2020
Online Customer Service Portal Development — Project Overview
A centralized online service portal "MyKitchener" was launched in March 2021 in tandem with an updated website,
where citizens can access their e -services in one place through a personalized, single sign -on account. MyKitchener is
unique among municipal customer service portals in Canada because people can create a highly personalized and
customized experience for themselves, setting up their own individual accounts to include services they interact with.
Based on their address, MyKitchener also pulls information people may be interested in, including their nearest park,
community centre, swimming pool, road closures in their area etc.
The City released the portal recognizing that additional work was needed and citizens can provide input so there is
continuous improvement as changes are made. Accessibility is enhanced as the portal works with Google microphone,
making it possible to access the portal using Alex or Siri. Accessibility is also enhanced by a multi -language translation
service. Staff have already made improvements driven by customer feedback, including: improving the address finder
feature, adding an "unsubscribe all" feature to notifications, and adding a support widget that links to the 24-7
Corporate Contact Centre team and MyKitchener email. (link)
Compass Kitchener Evaluation
• Lots of information on the website but no link from strategic plan page
• Substantial community consultation and input throughout the design process, with over 5000 citizens and
consulted. Well documented public participation.
• The new portal is excellent. It was identified as one of the top highlights of the Strategic Plan accomplishments at
the May 2021 All Advisory Committees meeting.
• Easy to navigate. 76% of users say they find the portal easy to use.
• Big Improvement over previous website. Bigger font would be appreciated.
• To date, MyKitchener has been highly successful with 8,582 registered accounts by August 20, 2021 (just under 5
months) — far exceeding expectations for the first year to have 3,500 people create accounts by end of 2021.
• Compass Kitchener is impressed that new widgets and functionality will continually be developed and launched on
MyKitchener over time and customer experience improvements will continue to be driven by feedback from citizens
through the City's Customer Satisfaction Program. Being able to have improvements to the City's website
implemented while the portal was being launched and on an ongoing basis is very good and will make the site more
user friendly, engaging and effective.
• As there is really no easy vehicle for communicating regarding a concern/complaint (if you try to look up options for
doing that there are just a few specific links, eg. bylaw complaints), Compass Kitchener was pleased to learn that this
"Report a Problem" widget is under development.
• Compass Kitchener was really impressed to learn that the MyKitchener experience has made the City a leader in
online municipal services in Canada. Staff involved in the development of the project are frequently asked to speak
at conferences and to other municipalities who are now considering development of a similar online experience.
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Page 38 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Corporate Climate Strategic Action Plan
Exceeds Strategic Plan Goal: Environmental Leadership
Expectations Action: Launch and implement a Corporate Climate Action Plan by 2019 to achieve an absolute
greenhouse gas emission reduction of at least 8% by 2026
Completion Status: On Time 2019
Corporate Climate Action Plan — Project Overview
The Corporate Climate Action Plan is a detailed strategy to reduce the city's corporate greenhouse gas emissions by 8 per
cent by 2026. Numerous changes in five key areas will allow the city to mitigate its contribution to climate change and
adapt the city's infrastructure to protect against increasingly unstable weather. The five key areas identified as
opportunities are: Buildings, Pumping Stations, Fleet, Outdoor Lighting and Waste. The Corporate Climate Action Plan was
approved by Council April 15, 2019. Reporting annually on greenhouse gas emission reduction has commenced and
continues to 2026. QJ.0 r)
Compass Kitchener Evaluation
• Story Board on the city website is engaging way to reach the public with info.
• Public engagement incorporated a combination of staff, stakeholder and public engagement, including interviews
and group work, workshops, staff survey, front line visits and discussions intranet, steering committee, stakeholder
review, greencity committee, environmental committee, and the Mayor's State of City Address in 2019.
• Compass Kitchener is impressed that Kitchener took a leadership role and modeled behaviour to reduce greenhouse
gas emissions with concrete actions and changes on this very important issue.
• The 2019 progress report notes greenhouse gas emissions have been reduced by 27 per cent since 2010. The 2020
progress report notes emissions fell well below that goal, more than 20% below our benchmark year (2016). This is
due to the pandemic, which closed many facilities and altered the way the City provides service. Although 2020 was
not a typical year, it has shown reductions can be achieved.
• The Vision, Goals and process of data gathering are explained well.
• Compass Kitchener was pleased to see that the Annual Reports talk about ties to the United Nations Sustainable
Development Goals (SDGs).
• The Action Plan is visually well laid out and graphically pleasing.
• The Action Plan covers a lot of ground. However:
• This is a very technical report with lots of parts that are difficult for a lay person to understand. It has to be
read several times for understanding.
• Explanations are needed with graphs.
• Report would be easier to navigate if it had page numbers.
• Summary that explains - what does this mean for me as a citizen - would be helpful.
• Progress reports could be more succinct or have a short summary/coherent story.
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Page 39 of 50
Equity, Diversity and Inclusion Strategy
Exceeds
Expectations
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Strategic Plan Goal: Caring Community
Action: Create a comprehensive Equity, Diversity and Inclusion Strategy by 2020 to combat
systemic barriers to full economic and social participation in the city.
Completion Status: The strategy was originally scheduled to be complete by December of 2020,
but shortly after the COVID-19 pandemic began in March of 2020, the work was paused and then
Task Force engagement shifted to an online format, with the end date revised to June 2021.
Equity, Diversity and Inclusion (EDI) Strategy - Project Overview
The strategy is now called the Corporate Equity and Anti -Racism Strategy. (ILiinjd Given the urgency of the issue, the
Mayor's Task Force with the support of staff directed and completed work on developing the strategy and implementing
its actions and deliverables. The strategy consists of the following 9 deliverables:
1. A full-time permanent staff team to lead equity, anti -racism and indigenous Initiatives (Complete)
2. An Equity, Inclusion & Anti -Racism Policy which outlines the corporate commitment and specific expectations
for leadership, staff and volunteers to support this commitment (Complete)
3. A fund for Black, Indigenous & Racialized Groups for community -led actions to decrease inequities and increase
opportunities and well-being for racialized communities (Complete)
4. A Corporate Equity & Anti -Racism Training Strategy (Complete)
5. A Demographic Data Collection Strategy to better understand and help identify systemic barriers and
opportunities to make the workplace and services more inclusive (underway)
6. An Equity & Anti -Racism Communications Guide for staff and leadership (underway)
7. A Human Resources Equity Audit and implement recommendations (underway)
8. Recommendations for a revised Youth Mentorship Program for low-income youth
9. An Equity & Anti -Racism Advisory Committee to Council (Complete)
Compass Kitchener Evaluation
• While there was extensive and innovative involvement of Task Force members including 17 representatives from
community organizations, 20 community members representing diverse groups, perspectives and lived experience,
support of 13 staff and participation of 3 members of Council, broader public engagement was limited.
• Social issues like equity, inclusion and diversity are very important to Compass Kitchener. We advocated to Council
for the Strategic Plan to include addressing social issues that were not considered in previous strategic plans.
• Given the diversity of Kitchener's population and the importance of issues of equity, diversity and inclusion in our
community, Compass Kitchener is very pleased to see the work accomplished by the Mayor's Task Force and the
development of the City's Corporate Equity and Anti -Racism Strategy.
• The community representation on this Task Force was the most significant driving force for the success of this work,
which had a clear focus on action -oriented items that can be feasibly implemented to set the foundation for
sustained, meaningful change throughout the city administration.
• The nine actions chosen by the Task Force represent the strategy. The actions went to Council individually for
approval or were addressed by staff, rather than having the strategy approved by Council. Six of the nine actions
have already been completed which is an incredible accomplishment. This demonstrates a clear commitment to
address inequity issues and exceeded expectations in reflecting a needed "Just Do It" attitude.
• Compass Kitchener looks forward to seeing more equity -based work come from the new staff team established to
fully address systemic barriers to full economic and social participation in the city.
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Page 40 of 50
Met Expectations
The following six projects met expectations:
• Community Climate Action Plan
• Multi -language Customer Service
Community Climate Action Plan
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
• Customer Satisfaction Program
• Reduce Stigmas through staff training
and CTS support
• Complete Streets
• Urban Design Manual
Meets Strategic Plan Goal: Environmental Leadership
Expectations Action: Develop a Community Climate Action Plan with partner organizations by 2020.
Completion Status: Delayed from 2020 to 2021 completion
Community Climate Action Plan — Project Overview
The Community Climate Action Plan, entitled Transform WR, outlines the community path to an 80% reduction in
greenhouse gas emissions by 2050 and identifies actions within the region to reduce emissions by 30% by 2030. Local
councils endorsed the strategy and Regional Council approved it in June 2021. The strategy aligns with Kitchener's
strategic plan and commitment to environmental leadership. The strategy has been developed through
the ClimateActionWR collaborative lead by Reep Green Solutions, Sustainable Waterloo Region and funded by the cities
of Kitchener, Waterloo, and Cambridge as well as the Region of Waterloo. (Il22.1lc)
Compass Kitchener Evaluation
• The plan itself is available online - which is good. However, if a person looks to the City's website in trying to find out
about the City of Kitchener's work on a community climate action plan, it is very difficult to find.
• City staff were part of a strong collaborative effort engaging the Region, municipalities, townships and
environmental non -for -profits with input from over 1,600 people.
• It is a bold plan with many objectives - people will be pleased to see that.
• Until the specifics regarding implementation and planned actions are developed and widely shared it is not possible
for people to see how the objectives will be achieved.
• The plan itself is a very lengthy document. Many people do not have time to read a document of this length. It
would be helpful to have a short accessible summary of the strategy to share with the public.
• For the strategy to be effective, not only do people need to be aware and engaged, but this has to happen early
enough in the process to factor in longer-term decisions people will be encouraged to make e.g. investments in
more environmentally friendly home heating equipment; decisions regarding proximity of home to work and the
mode of transportation used to travel between the two.
• Given the broad collaboration, large number of entities involved and the impacts of COVID it is understandable that
the timeframe was extended.
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Page 41 of 50
Multi -Language Customer Service
Meets
Expectations
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Strategic Plan Goal: Great Customer Service
Action: Provide on -demand customer service support in many languages through the
Corporate Contact Centre by 2020.
Completion Status: 2021 Delav due to staff
Multi -Language Service — Project Overview
ent in pandemic
The introduction of this service eliminates the need for customers experiencing language barriers to struggle to be
understood, to have to bring family or friends who speak English to their interactions with the City, or to have to make
appointments to return for what they need so that an interpreter can be present. On -demand multi -language
interpretation, which will link customers to an interpreter in their chosen language within 1-2 mins, ensures that all
customers can have equitable, comfortable and consistent service experiences as they interact with City services.
While progress on the introduction of multi -language interpretation was delayed by the pandemic, staff secured a
vendor and are finalizing training content for customer -facing staff in 35 City facilities. Staff training is underway with
multi -language interpretation services being advertised and offered to the public later 2021. The new on -demand
interpretation service will enable customers experiencing language barriers to have on -the -spot access to an interpreter
in the language of their choice, for telephone and in-person interactions, in more than 200 languages, 24-7.
Compass Kitchener Evaluation
• Compass Kitchener could not find information about this action on the website.
• We understand that the need for this service was well documented in earlier public engagement.
• It is very positive to see that this initiative has started. Our understanding is that it had to be started with fewer
languages and narrower scope than first intended — and Compass Kitchener looks forward to the City pressing on
with making available interpretation in the full range of languages and broader scope as originally planned, when
possible.
• It will be important to have good vehicles for gathering feedback about users' experience with interpretation services
in order to address any challenges identified.
• It will also be important to have an effective plan to publicize the availability of these interpretation services -
carefully designed to reach the audience that will benefit from this service. If people are not made aware that this
interpretation service is available, the language barrier will still stand as an obstacle.
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Page 42 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Customer Satisfaction Program
Meets Strategic Plan Goal: Great Customer Service
Expectations Action: Introduce a corporate -wide Customer Satisfaction Program that will allow for collection of
real time feedback from customers accessing city facilities, programs, and services by 2020.
Completion Status: 2020 On time
Customer Satisfaction Program — Project Overview
Introduced in late 2020, the Customer Satisfaction Program allows the City to check in regularly with customers by
collecting just-in-time/real-time feedback about our programs, services and facilities whether online, in-person or by
phone. Customer feedback about satisfaction, ease of use and open-ended comments are used to identify
improvements to the customer experience and are shared directly with service areas and senior management.
Compass Kitchener Evaluation
• Despite being launched in the midst of a pandemic, staff were able to adjust the program to reflect the new service
delivery models and limited -service offerings.
• At the time of our evaluation, the program has collected more than 5,500 responses about 23 City programs,
services and facilities. This feedback provided by customers has helped staff identify more than 20 recommended
improvements, 7 of which have been fully implemented, as well as a number of additional suggested improvements
under consideration by service areas.
• This is a great start, but we would like to see more done to enhance public awareness of this Great Customer Service
initiative - ensuring that there are a variety of ways for people to submit their feedback - e.g. surveys or
questionnaires available at community centres, feedback forms circulated to participants in various City programs
and activities e.g. youth night. It is difficult to find a vehicle on the City's website for voicing a concern or complaint
other than for specific items like By -Law complaints.
• We wonder how will the public learn about this Customer Satisfaction Program and how can they provide their
feedback?
• We were pleased to learn that this program, which enables the City to make data -driven decisions about customer
improvements, is leading edge for Canadian municipalities and will continue to grow and evolve over time.
Note: Compass Kitchener was advised that the Great Customer Service strategic action: Implement a comprehensive
Customer Experience Review Program to help ensure services are easy and convenient to access from the customer's
perspective by 2022 has been completed after our evaluation was completed. Compass Kitchener will evaluate
implementation of this action in 2022.
16
Page 43 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Reduce Social Stigma and Support Safe Consumption and Treatment Facilities
Meets
Expectations
Strategic Plan Goal: Caring Community
Action: experienced by those living with mental illness and addiction in our community through
staff training and supporting the creation of appropriate safe consumption and treatment
facilities in Kitchener.
Completion Status: No Timing noted in Strategic Plan - Action is complete as of 2020
Reduce Stigma through staff training — Project overview
An anti -stigma learning program for City staff was launched in the fall 2020 learning catalogue, with focus given to
addressing both mental health and addiction topics. The number of participants since 2020: 37 staff (as of January 2021)
The City is now providing Anti -stigma training as a core learning program with ongoing evaluation and customization as
required to meet the diversity of staff needs throughout the organization and to ensure the content is relevant to
evolving community needs. For 2021 the City partnered with Sanguen Health to provide updated Anti -Stigma training.
This is a local, "boots on the ground" organization that will offer more relevant training four times in 2021. This course
provides an introduction to harm reduction, recognizing overdose and overdose risk, reducing stigma toward those who
use substances and how to respond to people in complex mental health situations with compassion, dignity and respect.
Compass Kitchener Evaluation
• Information is not available on the city website about the training initiative
• Valuable experience was gained through the initial offering of training which has led to updating and strengthening
the relevance of the program through development of a partnership with Sanguen Health to provide the training.
Compass Kitchener looks forward to seeing more City staff participate in this training program.
• Given the time and thought that has gone into development of this program Compass Kitchener wonders if any of the
City's anti -stigma training could be made available to others in the community, beyond City staff (i.e. shared with
people from other organizations that deal with the public) - especially if training is done online.
Support Consumption and Treatment Services (CTS) - Project Overview
Kitchener Council support for CTS at Duke St was approved in 2019. CTS interim use of the Duke Street site became
operational in October 2019 and full use began in 2020. (V_p_nk) A Regional report on the first year of operation reported
few impacts on neighbours. 80% of Community Advisory Group members agreed or strongly agreed that the CTS feels
like part of the community. 90% agreed or strongly agreed the CTS and its partners are responsive to addressing
concerns with the CTS. When asked if the CTS has negatively impacted the community, 70% disagreed or strongly
disagreed. Community Advisory Group members said more CTS locations and more rehabilitation services are needed in
Waterloo Region to support people using substances. When asked about what could be improved at the CTS, clients
said: They'd like the site to be open 24 hours a day. They are also concerned about stigma if others see them enter the
site.
Compass Kitchener Evaluation
Info on the regional website is good but downloading is difficult. We suggest the City's strategic plan page link to the
regional information. Not clear how availability of service at CTS is publicized. How do people find out about it?
• The Region conducted public engagement and with its operating partner Sanguen, circulated info and held
information sessions for neighbours and stakeholders. It is encouraging to see that a number of the initial community
concerns raised have not been realized since the CTS commenced operation
• Compass Kitchener is pleased that the CTS in Kitchener was quickly set up and is addressing a critical need in the
community.
17
Page 44 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Complete Streets Guideline
Meets Strategic Plan Goal: People -Friendly Transportation
Expectations Action: Develop a set of Complete Streets (safe and comfortable) guidelines and an associated
evaluation scorecard by 2020 to apply to roadway construction projects
Completion Status: 2019 - Ahead of schedule
Complete Streets — Project Overview
The plan for Complete Streets is to move away from car -centric designs to ones that make it safer and easier for
pedestrians, cyclists and transit. The guidelines and scorecard were approved by Council on October 21, 2019. (Ilii1alk)
City staff partnered with Wilfrid Laurier University's CMEG 305 Community Engagement and SE 3306 Social Innovation in
the City classes to deliver community engagement for Complete Streets. Staff, students and advisors worked together to
plan and execute community engagement tactics and analyze and summarize the feedback provided by the community.
Having Complete Streets guidelines in place is expected to help the city avoid costly retrofits for traffic calming, sidewalk
infill and cycling facilities that often occur years after a street is built, because these features were not included in the
original scope of capital projects. Slight increases in capital funding may be required for higher order streets with
enhanced pedestrian crossings and cycling facilities. These will be assessed on a case-by-case basis and will be guided by
the Cycling and Trails Master Plan. The Guidelines note that Complete Streets can have increased maintenance costs.
Compass Kitchener Evaluation
• There is a link to the Complete Streets project page from the strategic plan page on the city website and it includes a
number of transportation projects.
• Two phases of engagement were conducted to gather initial feedback and confirm the Complete Streets guidelines
are reflective of community priorities. During the first phase, a variety of engagement tactics were conducted to
reach a broad cross-section of the community and hear from a variety of perspectives including over 600 residents,
city advisory committees, stakeholders.
• The guidelines and scorecard are quite technical. The full report is 134 pages, however there is a 20 -page
Community Edition which is helpful and more understandable for the public.
• It was positive to see that during the pandemic the City accelerated implementing some "slow streets" features that
advanced the complete streets philosophy.
• While the Complete Streets guidelines outline an ambitious plan designed to make the City a better place to move
around, it is too early to assess the impact of the guidelines or to see an increase in the number of complete streets
demonstrated through mapping.
W
Page 45 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Urban Design Manual
Meets Strategic Plan Goal: Vibrant Economy
Expectations Action: Complete a new Urban Design Manual by 2019 that expresses city building and design
expectations to ensure vibrant new development throughout Kitchener.
Completion Status: 2019 — On time
Urban Design Manual - Project Overview
The Urban Design Manual spells out what the city expects from the designs of new construction and infill throughout
the city, in the designs of everything from green space to highrises, parking garages and new neighbourhoods. The
manual calls for the innovative use of technology, whether in the street or a public meeting: things like using augmented
reality 3D models at public meetings, so that people can get a much better sense of what a future development would
look like. Part A contains guidelines which set the direction for urban design in Kitchener. Applicable guidelines from Part
A will be referenced in an Urban Design Report accompanying a Development Application, where required. Part B
contains supplementary guidelines completed through other studies such as streetscape master plans. Part C contains
design standards. These provide detailed guidance for elements such as parking, landscaping, lighting, accessibility and
more. Council approval: September 9, 2019. (II_ii_m.lh)
Accountability may include a development review scorecard to grade implementation, periodic industry and public
surveys, and audits of approved projects. Reporting to be provided bi-annually, to accompany the Kitchener Great Places
Awards starting in 2021.
Compass Kitchener Evaluation
• The website includes the manual but not the process to develop it, or the staff report.
• The guidelines were developed utilizing the feedback, comments and collaborative efforts of public and local
stakeholders throughout the process. This included: 26 stakeholder and committee meetings, 6 coffee shop chats,
an open house at Doors Open Waterloo Region, 6 design charrettes with central neighbourhoods and a survey on
Engage Kitchener. Draft guidelines were presented to stakeholders twice -- once in April 2018 and again in February
of 2019. The commenting period was followed by stakeholder interviews with interested parties, and more than 300
written comments were received.
• The guidelines are quite technical and written for a professional audience. It would be helpful to have a more public
oriented summary.
• Although the new Urban Design Manual sets out a great vision for designing our City going forward, there is growing
public concern regarding the number of tall, high density developments currently being built which exceed various
City guidelines, and the perception that the City has received little from developers in return for these structures
that exceed guidelines - i.e. little received in terms of affordable housing, parks, vibrant public spaces/streetscapes,
cultural amenities — amenities that would improve the quality of life for the growing population in our community.
The concern is about both how much control the City actually has to attain developers' compliance with its
guidelines, and the scarcity of compensating resources received from developers when projects do exceed the
guidelines.
19
Page 46 of 50
Compass Kitchener
2021 Report Card
City of Kitchener Strategic Plan
Projects to be Completed
Twelve of 25 strategic actions listed below are underway but not yet complete. They will be evaluated on completion.
EVALUATION
PROJECTS TO BE COMPLETED
TIMING
TBD
Vibrant Economy strategic action: Complete a comprehensive review of city -owned properties
Delayed due
by 2020 to determine how they could be effectively used to advance city strategic objectives.
to pandemic
TBD
People -Friendly Transportation strategic action: Encourage and incentivize alternative modes of
Delayed to
transportation by developing and subsidizing a bikeshare program by 2021.
2022
TBD
People -Friendly Transportation strategic action: Install a continuous and protected cycling
Underway
network that connects adjacent neighbourhoods to the downtown by 2022.
TBD
People -Friendly Transportation strategic action: Develop a plan to create pedestrian -first streets
Underway
between Victoria Park and City Hall and between the ION and Kitchener Market by 2022.
TBD
Environmental Leadership strategic action: Starting in 2019, leverage the Energy Efficiency
2019 Start
Reserve Fund and other resources to reduce consumption and emission at our facilities and in
now on hold
operations.
TBD
Environmental Leadership strategic action: Implement the Sustainable Urban Forest Strategy
Underway
with a focus on establishing a tree canopy target by 2020 and eliminating the current (2018)
tree planting backlog by 2022. Strategy complete. Tree canopy target complete. Tree planting
backlog underway
TBD
Environmental Leadership strategic action: Reduce waste diverted to landfills by implementing
Delay due to
new diversion programs at our facilities and events by 2021.
pandemic
TBD
Vibrant Economy strategic action: Foster the creation of a city-wide network of incubators,
Delay due to
accelerators and co -working spaces by completing the buildout of 44 Gaukel in 2019, advancing
pandemic
work on a Creative Hub and undertaking business cases in 2019-2021 for the food
manufacturing and health/med-tech industries. 44 Gaukel completed in 2019. Hub & business
cases to complete
TBD
Vibrant Economy strategic action: Develop a vision for downtown Kitchener and continue to
Delay due to
position downtown Kitchener as a leading destination for redevelopment opportunities, with at
pandemic
least one new city owned -property brought to market by 2020. Finalize the Innovation District
(Bramm Yards) Master Plan by 2021 and the Civic District Master Plan by 2022.
TBD
Caring Community strategic action: Better utilize existing facilities, provide relevant
Delay due to
programming at community centers, support the equitable distribution of leisure programs and
pandemic
resources across neighbourhoods. Start work on the Mill Courtland Community Centre
expansion by 2020 and the Rosenberg Community Centre by 2021. Complete the Huron
Brigadoon Community Centre and an Open Space Strategy by 2021.
TBD
Caring Community strategic action: Engage a broad cross-section of the community including
Delay due to
the arts and creative industry sector and multi -cultural comm unities to develop an inclusive
pandemic
arts and culture Plan by 2021.
TBD
Great Customer Service strategic action: Set clearly communicated and specific service levels for
Underway
frequently asked about or accessed City services, including: tree maintenance, parking, property
standards complaints, snow clearing and grass cutting by 2022.
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City of Kitchener Strategic Plan
Recommendations and Conclusions
In the evaluation of each the completed projects Compass Kitchener noted suggestions for improvement. This section of
the report summarizes the following seven areas that we recommend need attention.
• Budget and Project Management Accountability
• Website and Strategic Plan Accountability
• Progress Reports and Presentation
• Affordable Housing
The report concludes with our overall conclusion.
Budget and Project Management Accountability
Public Engagement
• United Nations Sustainable Development Goals
• Strategic Plan Dashboard
Evaluating implementation of the Strategic Plan was to include an evaluation of whether or not the work on each
strategic action was on budget or not. Budget information was not readily available for most projects, so this was not
possible to evaluate at this time. In the future it is important that budgeted cost of the project to be available and
reported on as part of a project management plan or terms of reference for the project. Compass Kitchener found it
more straightforward to evaluate implementation of strategic actions when they had a terms of reference or work plan
that set out expectations for project before the project began.
Website
The public can access much information very well on the website, and the website improvements are impressive,
however it is not clear how to access information on the key issues that Kitchener is addressing. The City recognizes that
more work is needed on the website on an ongoing basis as people seek to find information. At the All Advisory
Committees meeting we heard from people who regularly use the site or do research using the site indicating that it is
hard to find materials they are searching for; that having found a document it is often hard to retrace one's steps to it;
and that the links to documents contained in the website are often no longer functional. It was also suggested that
adding some Al elements linked to searches would be useful - so that following a search, text would pop up saying
something like " since you searched for xxxx, and you might find the following of interest..."
In numerous City reports reference is made to Compass Kitchener and its recommendations, however, if one searches
"Compass Kitchener" on the City's website, references to Compass Kitchener come up but not one that provides an
explanation of what Compass Kitchener is and its terms of reference. It would be helpful to have the search function
take a person to this info for each of the Advisory Committees.
In instances where the City is providing links to documents that include lots of photos and/or design elements like tinted
backgrounds on full pages etc., it would be very helpful if people could choose between downloading the document as
originally presented or a printer -friendly version that uses less ink and paper. The Make it Kitchener Strategy does this
but not many others.
Progress Reports and Presentations
Compass Kitchener appreciates that the Annual Business Plan and its regular progress reports are now more celebratory
of the accomplishments and reflect a more reasonable number of projects that the City can actually accomplish. In
completing our review of the Strategic Plan, the amount of information was challenging to absorb. We found it most
helpful when staff presented on their projects to Compass Kitchener. We got a better sense of the project's importance,
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City of Kitchener Strategic Plan
its key points, challenges and achievements through staff's evident passion, pride and professionalism in addressing the
strategic plan actions. Short videos of staff presentations or speaking about their projects would be helpful for the
public. Staff and/or involved community members bring the projects to life and make the work relatable. We
understand that staff were constrained during the pandemic, but we recommend this be given consideration in
determining work priorities during the pandemic recovery.
Affordable Housing
To effectively address the affordable housing issue, it is critically important for the City to come up with clear definitions
for "affordable" and "attainable" housing within the non -for-profit and market contexts, as it is only with clear
definitions and the priority ascribed to each, that effective decisions will be made (regarding such things as inclusionary
zoning), and that targets will be met at the various levels of need.
It is also critically important for the City to develop legally binding agreements, that will ensure that when projects
generate housing that can be purchased at an affordable price, those housing units remain affordable in perpetuity (i.e.
not just affordable to the first purchasers of those units).
Having gathered data that clearly outlines the need for affordable housing at various levels within the rental and
ownership contexts, it will be important to ensure that that data is regularly updated and reported on to Council, so that
future decisions will be informed by accurate up-to-date data.
Public Engagement
The City has placed great emphasis and done much work organizing community consultation processes around issues
and projects and has often done so very successfully. There needs to be an emphasis placed on the importance of being
sure to communicate back to on people how their input has been used or made a difference. We have heard people
voicing frustration with consultation processes in a few veins:
• feeling that the views expressed through consultation processes made no difference to the City;
• feeling that some consultations are simply carried out so that the City can say it has consulted with people, when
there is no commitment to giving serious consideration to the input provided; and
• frustration that a community meeting that might have been held regarding a specific project, didn't happen.
Ensuring that consultation processes are managed well and lead to meaningful input is something we need to be
sensitive to when we hear people raising these frustrations, it raises concerns. It underscores the need for the City to be
even more vigilant in ensuring that people who provide input through consultation processes ultimately have an
opportunity to gain a sense of how the overall input received impacted decision-making.
United Nations Sustainable Development Goals (SDGs)
Compass Kitchener is encouraged to see SDGs being referenced in work on several strategic plan actions and looks
forward to seeing the Kitchener's work on localizing the SDGs come to fruition.
Strategic Plan Dashboard
Compass Kitchener's longstanding recommendation of a Strategic Plan Dashboard tracking progress on the projects in
the Strategic Plan has not been addressed. The City's Strategic Plan is not just a plan that sits on the shelf to be dusted
off occasionally. It is meaningful and relevant to people.
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City of Kitchener Strategic Plan
Currently it is too difficult for citizens to access information about the work the City has done on the projects in its
Strategic Plan - as a result, the City's accomplishments can go unnoticed.
Why have a Dashboard
• Provide citizens with an overview of the important issues the City has included in its Strategic Plan
Enhance public understanding of the City's work done on each project in the Strategic Plan
Provide easy access to more detailed information about the City's accomplishments, without the frustration of
conducting separate searches to try to track down information
Ideal Format — cascading tiers of information
• Tier 1 - a short, simple description of the project and its current status
Tier 2 - links enabling readers to view a few key documents indicating the project's progress or completion
(e.g. the draft strategy or final project report)
Overall Conclusion
We cannot stress enough how very impressive it is to see 12 Strategic Plan projects completed and extensive public
consultation incorporated into many of the projects, despite the challenges posed by COVID-19.
Consistent project management standards, statement of desired impacts and clear articulation of budgets and timelines
would strengthen project results, transparency and accountability.
Consistent reporting on all Strategic Plan projects, on a Dashboard on the City's website, would keep the public better
informed of the City's accomplishments.
Compass Kitchener would like to work with CLT to refine the process of developing criteria for evaluating impact for the
next Strategic Plan.
It is very impressive that six of the twelve completed projects clearly exceeded expectations - an outstanding
accomplishment that we want to recognize and celebrate!
Congratulations to Council and staff and the many citizens who provided input on the excellent work to date.
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