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HomeMy WebLinkAboutHK - 2023-11-07 - Item 7.1. City of Kitchener - 2023-2026 Strategic Plan and 20 Year Vision10/26/23, 9:48 AM Strategic plan and business plan - City of Kitchener l FiTcHENER Strategic plan and business plan Home / Strategic plans and projects / Strategic plan and business plan Our vision is "building a city for everyone where, together, we take care of the world around us - and each other." This vision guides our 2023-2026 strategic plan, strategic goals and actions. On this page: 1. 2023-2026 strategic plan 2. United Nations Sustainable Development Goals 3 3. Annual business plan v 1< 4. Accountability O N 2023-2026 strategic plan Our strategic plan is our community's shared vision for the future of Kitchener. Thank you to everyone who has planned with us through surveys, in-person conversations or through our resident panel! In August 2023, city council approved our 2023-2026 strategic goals, goal statements and our actions that we will be taking in the first two years of this strategic plan. Learn about each goal below. Building a connected city together We live in all kinds of neighbourhoods and types of housing. We work together to ensure that we each have secure and affordable homes. We get around easily, sustainably and safely to the places and spaces that matter most to us. Actions: • Housing for All implementation Page 528 of 579 https://www.kitchener.ca/en/strategic-plans-and-projects/strategic-plan-and-business-plan.aspx 1/5 10/26/23, 9:48 AM Strategic plan and business plan - City of Kitchener • localized transportation safety improvement program • City-wide active transportation routes • Official Plan comprehensive update Cultivating a green city together We follow a sustainable path to a greener, healthier city. We work together to enhance and protect our parks and natural environment while transitioning to a low - carbon future. We support businesses and residents to make more climate -positive choices. Actions: • Corporate Climate Action Plan 2.0 • clean energy transition strategy • district energy business case • green development standards • implement tree canopy target plan • implementing actions from Parks Master Plan Cn • parkland acquisition strategy • Grand River park strategy CL 0 Creating an economically -thriving city together We use our collective strengths to grow an agile and diverse local economy powered by talented entrepreneurs, workers and artists. We work together to create opportunities for everyone and a resilient future that propels our city forward. Actions: • accelerate commercial business approvals • implement health/medical technology innovation campus • creative industries school • strategy for events and festivals • entertainment venue management • implement Arts and Culture Master Plan Fostering a caring city together Page 529 of 579 https://www.kitchener.ca/en/strategic-plans-and-projects/strategic-plan-and-business-plan.aspx 2/5 10/26/23, 9:48 AM Strategic plan and business plan - City of Kitchener We welcome residents of all ages, backgrounds and lived experiences. We work together on the decisions that matter to us and have a meaningful influence in our community. We're healthy and thriving as we easily access the diverse and inclusive programs and services we need to succeed. Actions: • advance Truth and Reconciliation • municipal newcomers strategy • enhance City's engagement practices • community centre operating model • City -led recreation and leisure program review • Leisure Facilities Master Plan update • community grants review Stewarding a better city together We, the City's employees, are stewards of Kitchener's present and its future. We're responsive, innovative, diverse and accountable public servants who work together efficiently to serve residents. We remove barriers and champion residents' collective v vision for a better city and a better world. 0 Actions: CL • Digital Kitchener strategy N • implement city-wide data strategy • strengthen employer identity/value proposition • support a psychologically safe workplace • procurement innovation United Nations Sustainable Development Goals At the United Nations (UN) Sustainable Development Summit in September 2015, world leaders from Canada and other member states adopted the 2030 Agenda for Sustainable Development and 17 Sustainable Development Goals (SDGs) to end poverty, fight inequality, confront injustice and tackle climate change by 2030. Page 530 of 579 https://www.kitchener.ca/en/strategic-plans-and-projects/strategic-plan-and-business-plan.aspx 3/5 10/26/23, 9:48 AM Strategic plan and business plan - City of Kitchener The UN SDGs outline the ways to achieve a better and more sustainable future for all. Based on leading global research, input from politicians across the globe and hundreds of non-governmental organizations including United Cities and Local Governments (UCLG), the SDGs identify key factors that contribute to prosperity, inclusion and sustainability. We're committed to working with the Government of Canada in embracing the 2030 Agenda and to supporting the implementation of the SDGs in Canada and internationally. The SDGs are global, but with a local lens, we can do our part to contribute to their success. All the SDGs have targets related to the responsibilities of local and regional governments, particularly to our role in delivering direct services and programs. Annual business plan Staff develop the annual business plan with direction from council and guidance of the corporate leadership team. The business plan highlights the core service work of each department and projects to be achieved. The projects include actions that advance the goals of the strategic plan and other significant projects that reflect council priorities. View the current business plan and business plan progress updates. Cn 3 v 0 Accountability 0707 We're committed to being accountable to the community we serve. The 2019-2022 77 strategic plan included 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 measure and report on our progress to council and the public throughout the life of this plan. Our Compass Kitchener Citizen Advisory Committee reviews and assesses our progress, and publicly reports on an annual basis how we're doing. Subscribe to this page to get emails about our progress and when we post a new progress update. Progress updates Visit our progress update page to see an overview of our progress across all 25 actions in our 2019-2022 strategic plan or download a detailed update from the list below. We'll continue to update this page with progress updates on our 2023-2026 strategic plan. • August 2023 business plan update Page 531 of 579 https://www.kitchener.ca/en/strategic-plans-and-projects/strategic-plan-and-business-plan.aspx 4/5 10/26/23, 9:48 AM Strategic plan and business plan - City of Kitchener • April 2023 business plan update • December 2022 business plan update • August 2022 business plan update • April 2022 business plan update • December 2021 business plan update • June 2021 business plan update • April 2021 business plan update • December 2020 business plan update • August 2020 business plan update © 2023 City of Kitchener 1 200 King Street West, Kitchener, Ontario I Telephone: 519-741-2345, TTY: 1-866-969-9994, Email us By GHD Digital (https://ghddigitalpss.com/) Cn 3 v m 1< 0 c m m CL 0 0 Page 532 of 579 https://www.kitchener.ca/en/strategic-plans-and-projects/strategic-plan-and-business-plan.aspx 5/5 Staff Report Chief Administrator's Office REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: August 14, 2023 SUBMITTED BY: Dan Chapman, CAO, 519-741-2200 ext. 7350 r NJ :R www.kitchener.ca PREPARED BY: Angie Fritz -Walters, Engagement and Program Manager, Strategic Plan, 519-741-2200 ext. 7058 WARD(S) INVOLVED: All Ward(s) DATE OF REPORT: July 27, 2023 REPORT NO.: CAO -2023-336 SUBJECT: 2023-2026 Strategic Plan Development - Plan WITH Us Resident Panel Final Report RECOMMENDATION: For Information REPORT HIGHLIGHTS: • The purpose of this report is for the Plan WITH Us Resident Panel to provide a summary of their involvement in the development of the 2023-2026 Strategic Plan, and share their report and recommendations. • The key finding of this report is that the Resident Panel has successfully used a deliberative approach to co -create a Strategic Plan that is reflective of resident priorities, and that members are motivated to continue to work with staff to implement. • There are no financial implications in this report. • The Resident Panel is a new form of community engagement for the Strategic Plan, using a deliberative approach to involving residents in a deeper way in decisions that affect them. • This report supports the development of the Strategic Plan. BACKGROUND: The Plan WITH Us Resident Panel was an innovation in the development of the City's 2023- 2026 Strategic Plan, by shifting participation beyond traditional consultation, toward a more deliberative approach to strengthen trust and confidence, expand resident representation and involvement, and provide informed recommendations on draft Strategic Plan content based on consensus. REPORT: The final report attached to this staff report was written by members of Kitchener's Plan WITH Us Resident Panel, and includes an overview of the purpose, composition and process that the Resident Panel participated in to support development of the City of Kitchener 2023-2026 Strategic Plan. The Panel's report also describes the experience of participating on the Panel, and recommendations for the future. This report is part of a commitment to a transparent *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 533 of 579 process, providing an open, honest reflection on the public participation in the development of the Strategic Plan. STRATEGIC PLAN ALIGNMENT: This work of the Plan WITH Us Resident Panel was a key input into development of the 2023- 2026 Strategic Plan. FINANCIAL IMPLICATIONS: Capital Budget — The recommendation has no impact on the Capital Budget. Operating Budget — The recommendation has no impact on the Operating Budget. COMMUNITY ENGAGEMENT: COLLABORATE AND ENTRUST — This report includes input from broad, diverse, consultive and deliberative community engagement to support and inform the creation of Kitchener's 2023- 2026 Strategic Plan. The Resident Panel was entrusted to write their own report and recommendations for council's consideration. INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. PREVIOUS REPORTS/AUTHORITIES: CAO -2022-160 Preparing for the 2023-2026 Strategic Plan CAO -2022-198 Results of Environics 2022 Survey of Kitchener Residents CAO -2022-413 Strategic Foresight and Community Engagement Update CAO -2023-047 Compass Kitchener Advisory Committee Community Priorities CAO -2023-081 Prioritizing Strategic Goal Areas CAO -2023-217 20 -Year Vision. Kev Priorities and ADDroach to Action Planninc APPROVED BY: Dan Chapman, CAO ATTACHMENTS: Attachment A — Plan WITH Us Resident Panel Report to Council Page 534 of 579 Plan WITH Us Resident Panel Report to Council INTRODUCTION What do a high school student, a realtor, a computer science grad, a pastoral associate, a newly minted Canadian, and a community health worker have in common? Well, if they are on the Plan WITH Us Resident Panel, they live in Kitchener, they love living in Kitchener, and they want Kitchener to be an even better place to live. This Panel was an adventure, where a disparate group of individuals came together with common cause to tackle one of the Big Questions we all face: Where are we going? Purpose of the Report This report provides an overview of the purpose, composition and process that the City of Kitchener's Plan WITH Us Resident Panel participated in to support the development of the 2023-2026 Strategic Plan. It also describes the experience of participating on the Panel, and recommendations for the future. This report was written by members of the Resident Panel, and is part of our commitment to a transparent process - an open and honest reflection on the public participation in the development of the Strategic Plan. BACKGROUND Deliberative Democracy and How It Is Different Leaders in public participation are shifting the ways some governments make difficult decisions. Encouraging new ways of thinking beyond traditional consultation, to include more deliberative approaches that strengthen trust and confidence and expand resident involvement in building their communities. Consultation: Municipalities hold public meetings, distribute surveys, and host different kinds of workshops to allow decision -makers to hear directly from the people they represent, or from specific individuals, groups, and organizations that may be impacted by their decisions. Deliberation: Is a process designed to determine what a group of people can agree to, rather than what as individuals they might like or want. This process produces a set of well-informed recommendations that can form the basis of future policy decisions, rather than generating a list of top -of -mind opinions. Deliberation is useful for tackling complex or controversial issues and empowering a group of citizen representatives to weigh different factors, exercising good judgment, and proposing a solution. Page 535 of 579 How is the Resident Panel different from a focus group? Here are six features that distinguish this process: 1. Duration: Panelists invested at least 25 or more hours into serving on the Panel, including five in-person workshops 2. Learning: Panelists spent several hours of their time at home reading provided material, learning about the topics, and preparing for the workshops 3. Public service: Panelists were tasked with understanding and speaking for the needs of their community, even when they differed from their own concerns or preferences 4. Consensus: Panelists worked to reach consensus through dialogue on a series of detailed recommendations that were shared with staff after each workshop 5. Public results: The Panel's final report is being shared widely to build a public understanding of the panelists' recommendations and participation in the process 6. Representation: By using a process to randomly select a cross-section of the community that mirrors the demographics of the City to sit as Resident Panel members, the panelists' recommendations are more representative of the broader public The Plan WITH Us Resident Panel A recruitment process was conducted in the Fall of 2022, with a desire to recruit a diverse group of residents to participate as volunteers on the Resident Panel. A total of 168 applications were received following broad outreach to the community through social media, local newspaper, and direct emails to networks of community partners. Forty residents were then randomly selected based on demographic criteria that included ward representation, age, gender, representation of marginalized groups etc. Studies have shown that a group of this size can be considered representative of the broader community for the purposes of a Resident Panel. Initially, some members had a perception that the Resident Panel would be a place for them to focus on expressing their own individual needs and desires, and not so focussed on working with others to come up with a collective response to the strategic plan. Setting the tone at the first meeting was critical to the success of the process. Making it clear that the purpose of the resident panel was to collaborate and engage on the strategic plan and work with City staff on this, allowed those who were not interested in that to drop out. Those who remained were committed to the process and the outcomes. Resident Panelists had a unique opportunity to see and experience what City staff and Council do when they develop and consider the strategic plan. In the past, the public was consulted on their priorities, and the rest of the work to build the plan was done in the background by staff, and then presented to council for their approval. This time, panelists learned about the issues, saw the results of the public consultation, and made recommendations that were considered as the plan is being created. Page 536 of 579 Roles of Key Stakeholder Groups Approval o' Strategic PI iblic Engagement lalysis immunity Priorities • organizational Perspective • Analysis & Strategic Foresight • Draft Strategic Plan immunity rspective lalysis -edback and =commendations The Resident Panel is one of several Key Stakeholder Groups in the Strategic Planning Process. Compass Kitchener leads the Public Engagement process, including extensive engagement with the public, Advisory Committees, and hosts the Resident Panel. Compass Kitchener Analyses these inputs and defines the Community Priorities. Staff bring an Organizational Perspective to the process. They analyse many inputs including the current state of the City, conduct Strategic Foresight, and draft the Strategic Plan. The Resident Panel brings a broad and diverse Community Perspective. They Analyse the work that Staff have done, and provide recommendations to staff and City Council. Council receives the input of each of these groups, and approves the Final Strategic Plan. RESIDENT PANEL PROCESS The Resident Panel was designed to provide broad and diverse community input as the Strategic Plan components were being developed to ensure staff were getting it right along the way. During each workshop staff would "show their work" and explain their decision making to Panelists, who would then provide feedback and recommendations at key milestones in the process. The recommendations were incorporated into the work, and influenced the next stage of the Strategic Planning Process. The chart below shows how each of the workshops aligned and were incorporated into the final stages of the Strategic Plan. Page 537 of 579 Prior to the start of the Resident Panel, a great deal of work was done to design the Strategic Planning Process, Implement a Staff Working Group, Conduct Extensive Public Engagement, Conduct a Current State Analysis, Conduct Strategic Foresight, Thrs information was shared with the Resident Panel, and was the starting point for their role. Workshop Date objectives Final Stages of the Strategic Planning Process Orrentation to Resident Panel, Strategic Plan n'rg Overview, Results at Planning to Date, 1 30 -Nov -22 Understanding Community Priorities ANALYSE COMMUNITY PRIORITIES&FORESIGHT Review and Understand 20 Potential Strategic Goal Areas, Review Staff's Recommended Strategre Goal 2 25 -Jan -23 Areas and Principles, Provide Recommendations DEFINE STRATEGIC GOAL AREAS What Happened with the Feedback, the Budget and the Strategic Plan Learning, Review and Understand Strategic Goal Statements and Key Areas, Provide 3 1 -Mar -23 Recommendations IDENTIFY AND PRIORITIZE KEY AREAS What Happened with the Feedback, Housing and Urban Growth Learning, Review and Understand Outcomes Developed by Staff, Provide 4 12 -Apr -23 Recommendations IDENTIFY POTENTIAL OUTCOMES What Happened with the Feedback, Action Seleetron Process Explained, Review and Understand Proposed Actions, Provide S 31 -May -23 Recommendations IDENTIFY AND PRIORITIZE ACTIONS After the Completion of the Resident Panel, Staff will Present a Draft Strategic Plan to City Council for their C©nsrderatron. Once approved, Compass Kitchener Advisory Committee will work with Staff to develop Indicators that measure the City's progress on the Strategic Goals. How the Resident Panel Functioned A key function of the Resident Panel was to share different opinions, and learn from other people's perspectives. Doing so in a respectful way was supported by developing shared principles for how we work together, getting to know each other over a shared meal during each workshop, skilled facilitation and the thoughtful participation of Panelists. Each of the five workshops were four hours in length, and required Panelists to prepare in advance by reading a package of material designed to provide background information on the topics to be discussed in the session. The packages included videos to watch, charts with detailed information, articles to read etc. to ensure the majority of the time in session could be focussed on discussion and consensus building. The length of sessions and adding a fifth session was necessary to fully complete the process. Members engaged willingly in another session because their input was valued. Time invested is important to the quality of outcomes. Each session included small group discussions with a staff facilitator. Feedback following Workshop 2 resulted in additional staff participation to take notes at each table, ensuring notes were captured accurately and voting was accurate. This change was an early example of staff's openness to make changes as requested right away, and not waiting for the end of the process. Having staff engage at the tables at the same level with Panelists was very beneficial, balanced and equal. The interactions were less about power and more about collaboration and active listening. We felt the staff were genuinely invested in the process and that their participation didn't feel like lip service. We all wanted to achieve a genuine collaborative outcome. Staff were also able to speak to each other. For us, having representation from different areas of the City was helpful. City staff even expressed the positive nature of the experience for them Page 538 of 579 in breaking down silos across departments. Not all staff had the same knowledge or experience — they learned more about each other and their roles, and we learned more about them. Panelists shared their individual thoughts on each topic area, and a summary of those ideas were shared with the large group. As a first step, table -level consensus was reached, followed by group -wide consensus using the following tool: Endorsement Agreement Stand Aside Formal Ilike itand with reservations '°Idon't like this, but disagreement 1 am ready to "I can live with it" I don't want to hold I can't live with it move forward" up the group" and I am not ready to move forward" The consensus model was foundational to the success of the Panel. Working toward consensus really influenced how the Resident Panel feedback was developed — having a way to share different perspectives and to respectfully disagree with each other. Challenging issues that were difficult to resolve were worked through using the model and helped the Panel keep interactions constructive and not personal. The consensus model challenges people to formulate full thoughts around their point of view and ideas, which in turn creates better understanding by group members of individual perspectives and to openly consider them. The Panel represented very broad perspectives and different opinions, thanks to the diversity of the selection process from the outset. Sometimes seeing other points of view meant getting past our own perspectives to better consider others points of view and what is best for all. At the completion of each workshop, the full list of recommendations (reached by consensus) was shared with the Staff Working Group and the Corporate Leadership Team. The recommendations were incorporated into the next phase of the Strategic Planning process, and a member of the Corporate Leadership Team attended the next workshop to report back on how the input was used. An example of how this process worked: The workshop began with a list of priorities for the strategic plan suggested by city staff, 20 in all, including among others civic engagement, housing, climate adaptation and mitigation, non- profit health, employment etc. After careful consideration, the 20 suggested Key areas were grouped into 5: Belonging and Participation Housing, land use and mobility Environment and climate action Economic prosperity and opportunity Page 539 of 579 Good Government And under each of these areas were three to four key areas for strategic action to happen over the next 4 years. The resident panelists had a lot to share and say about each area and how to incorporate what was felt to be the best goals in each of them. Some examples of feedback that the Panel shared that was incorporated into the draft strategic plan included: • Identified language that was "intimidating" and needed to be more accessible • Request for a greater focus on small businesses and support for industries beyond technology • Empower, support and develop staff to work cohesively together (not siloed) to fulfill the organization's community -building purpose. • Encouraged a "Let's Talk Together" approach to working with residents - get away from the Us and Them — we're all part of the solution — together we can solve the issue Over time, the process of planning together became easier. Roles became more clear, trust developed between Panelists and each other, consensus was arrived at more quickly, and a growing appreciation for differences of opinion grew. A Panelist described it as disagreeing about ideas, while respecting each other as people. It also took time to build trust in staff and the process and see that input was being incorporated by staff in a meaningful way. A Panelist described being even more motivated to continue to provide input after staff "scrapped language that didn't make sense to us and went back to the drawing board." Process Related Recommendations • Future Resident Panels need a better room for community meetings like this — the rotunda, while beautiful, isn't the best place for group discussions. • Give people options to participate in person and virtually — hybrid, etc. • The separate page on Engage Kitchener was helpful for sharing documents, asking questions and engaging between meetings. Promote this usage. • Drop-off of participation should be evaluated. Perhaps there should be more time invested in the screening of volunteers. Share in advance the expectations for participation, to help them understand what they were getting into. They need to know that this is a collaborative exercise, "not a soap box." • We have to make a greater effort to communicate with people who don't have English as a first language to encourage them to participate. We need to develop advocates or ambassadors within their communities who can share the messages with them in their own language. IMPACT OF THE RESIDENT PANEL'S PARTICIPATION IN STRATEGIC PLANNING How our perceptions and understanding of the City and planning processes evolved Page 540 of 579 Some people don't realize how hard it is to run a city – the trade-offs, planning for the future, different opinions, etc. is a lot to consider. More of that dialogue supported us at every level to build understanding. For some of us, it might have also been a first-time awareness on the limitations the City has with regard to some critical areas of planning, such as housing affordability and environmental/sustainability, that the Province sets the limits in many of those areas, and that the City, in some cases, can only play an advocacy role in the process. It is generally felt that we expanded our understanding of how the City works and the challenges and nuances to consider in strategic planning for a large and diverse population. How we felt about our involvement and contribution to this deliberative engagement approach We were engaged. We braved snowstorms, slick roads and COVID to participate, coming by foot, transit, personal motor vehicle, bicycle and mobility scooter. If it was nearly impossible to meet in-person, we participated remotely. There was that much commitment. This was an opportunity like we had never imagined. We were humbled and galvanized to participate, to share our experiences and learn from the experiences of others. The Resident Panel is a tool that could help increase communication with the community in the future. Should this approach be limited to "big picture" items, or could it be used on smaller scale projects, to bring passionate people together to build understanding on issues? This would appear to be a scalable process. Building relationships with people and understanding them is important. People's opinions of you change when you get to know them, which helps break down barriers and find common ground. Ongoing dialogue is important – that is what makes a difference — getting beyond episodic interactions that are often negative. Working together on something creates a community bond. It was a great experience to adjust and expand our perspective based on the contributions of others. We became focused on the benefits and the outcomes. None of this would have been possible without the listening, sharing ideas, and deliberation. This was a venture into authentic engagement, and we learned that making the effort to connect with people on a personal level will move the needle, not just check a box. Recommendations to Council ... The methodology that created this diverse Residents Panel is worth using again. Because we were engaged with the big questions, we worked to overcome points of disagreement, and weren't focused on our differences as people. This was a project with defined time limits that gave us motivation to complete it, to engage with one another on important issues. This format for engagement might be a way to make the most of the current volunteer trends where people tend to not commit for long-term roles but want to still have a meaningful impact. Page 541 of 579 The majority of people who participated in the Resident Panel were not known to council. This was not a group of "the usual suspects." We had not stepped up before, but now we have. We have all come out of this with a better idea of how the City is run — a major opportunity for the City to take advantage of in the future. Could Resident Panel members become ambassadors for their communities to connect with the City? Now that we have developed the trust that our opinions are respected, can we buddy up with staff support to offer experience and voices to our peers in the community? And the process showed how people with diverse opinions and experiences can contribute and speak up in a respectful way. Keep us engaged. ... and Recommendations to Kitchener Citizens Have a different mindset — as a resident of Kitchener, we are responsible for participating in decision-making and moving us forward. It only works if we all participate. Every contribution matters. Stay connected with what is happening in our City, and participate in any way that you can. We need to get the message out about this process to the media and the broader community. We need to share these positive experiences in a variety of ways because everyone receives information differently. What we accomplished needs to be shared. In the words of one panelist: "I spoke up and it made a difference." A Message From Staff As a City of Kitcheer employee who has worked with the community for over 20 years, I never questioned the value in including residents in the Strategic Planning Process. I have worked with many passionate community members who make a difference in this community every day. But even for me, the Resident Panel was different. Representation - selecting volunteers randomly to mirror the demographics of the community was exciting. We often hear from the same people when we engage with residents, this group was composed of almost entirely new voices. It is also the most diverse group of residents we have ever assembled. Not surprisingly, it produced a wide variety of opinions - just like those in our community. Showing Our Work - Sharing work with residents that was incomplete, and still in development for their feedback required vulnerability. They sometimes told us they didn't like what we presented. They sometimes told us our language didn't make sense to them. It also allowed us to test ideas that we were unsure about with a group of residents who were well informed and representative of the community. They encouraged us to be bolder than we might otherwise have been without their input along the way. Page 542 of 579 Quality Input - In addition to telling us what they liked and didn't like, Panelists provided us with key input that influenced our thinking, and improved the plan significantly. Some examples include their suggestion that we be more flexible in our Strategic Plan - encouraging us to "Swerve within our lane" and be open to changing or adding actions throughout the four years of the plan based on changing circumstances that are not currently known. They clearly supported including a Goal Area focused on the City's internal capacity to improve core service and advance the other Strategic Goal Areas. They also showed great insight into the interconnected nature of the Goal Areas and Actions - sharing that this should be presented in a way that highlights the positive relationships between actions and how selecting some actions to invest in can produce multiple benefits for the community. Shared Learning - We knew going into the Resident Panel process that staff would learn a lot from Residents' perspectives. We hoped to provide learning opportunities for residents as well, when we shared information with them on how the City works. What we didn't fully appreciate was the amount of learning they would get from each other. Building consensus requires a considerable effort to understand and appreciate the viewpoints of others. This focused effort to understand, resulted in a strong bond between Panelists and a shared respect - regardless of their differences of opinion. There is a strong message here for communities that can be polarized around issues sometimes. Trust and Respect - By "pulling back the curtain" and involving residents in an open and transparent way in the strategic planning process, trust and respect was built between Panelists and staff. One Panelist said "I have a whole new respect for the staff who work at the City, the work that they do for our City." Many Panelists have offered to continue to be involved and work with staff on behalf of the community after seeing what is possible when we work together. The 2023-2026 Strategic Plan will be transformational for our community, and I couldn't be more grateful for the contributions of the Resident Panel. You have truly made a difference, and I am excited to move forward together over the next 4 years. Angie Fritz -Walters Engagement and Program Manager, Strategic Plan Page 543 of 579 Staff Report Chief Administrator's Office REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: August 14, 2023 SUBMITTED BY: Dan Chapman, CAO, 519-741-2200 ext. 7350 www.kitchener.ca PREPARED BY: Angie Fritz -Walters, Strategic Plan Engagement and Program Manager, 519-741-2200 ext. 7059 Kathryn Dever, Director, Strategyand Corporate Performance, 519-741-2200 ext. 7370 WARD(S) INVOLVED: All Wards DATE OF REPORT: July 27, 2023 REPORT NO.: CAO -2023-337 SUBJECT: 2023-2026 Strategic Plan Development— Proposed Strategic Plan Content RECOMMENDATION: That the initial set of Actions for the City of Kitchener 2023-2026 Strategic Plan as contained in Appendix C to report CAO 2023-337 be approved. REPORT HIGHLIGHTS: • This report provides Council with the proposed content for the City's 2023-2026 Strategic Plan, including an initial set of Actions, and a refined 20 -year Vision story. • Staff and the Compass Kitchener advisory committee implemented meaningful, inclusive, and deliberative community engagement to inform the Strategic Plan, including the Plan WITH Us Resident Panel. • There are no financial implications associated with this staff report. BACKGROUND: The City's Strategic Plan sets priorities and a plan for action to guide progress and resourcing over the term of Council towards our long-term community vision. It represents a commitment to the public to move forward on the things that are most important to them. This report represents the final in a series of engagements with Council and focuses on an initial set of Actions to address key needs and opportunities expressed through extensive community engagement and prior strategic discussions with Council. *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. Page 544 of 579 REPORT: The Strategic Planning process has included a variety of inputs from a number of groups, including Compass Kitchener, staff and the Resident Panel. Staff have engaged with Council over the past 18 months at a series of six strategy sessions. Council's deliberation and direction throughout the process has been summarized in Appendix A. Based on Council direction at its May strategy session, staff undertook the following: • Refined the 20 -year Vision story (Appendix B) to increase focus on areas where the City can have the greatest impact on community priorities. • Developed an initial set of Actions for the 2023-2026 Strategic Plan, to enable progress on key Council and community priorities, needs and opportunities. • Organized the Goal Areas and statements to indicate Actions underway already supporting the priorities, new ones planned, and internal -facing ones. The Strategic Plan content in this final report has broad community support demonstrated through extensive engagement, and reflects Council's priorities identified through previous discussions. Proposed 2023-2026 Strategic Plan Actions At previous strategic sessions, Council supported the 5 Strategic Goal Areas. Council also supported adopting an adaptive approach to set an initial set of Actions the City will commit to. An adaptive approach will allow Council to adjust resources to respond to emerging needs and opportunities within the 4 -year timeframe. The initial Actions proposed for years 1 and 2 of the Strategic Plan, subject to Budget approval, are outlined below for each 2023-2026 Strategic Goal Area. Refer to Appendix C for Goal Area Statements and details for each Action. Building a Connected City Together: • Housing For All Implementation • Localized Transportation Safety Improvement Program • City-wide Active Transportation Routes • Official Plan Comprehensive Update Cultivating a Green City Together: • Corporate Climate Action Plan 2.0 • Clean Energy Transition Strategy • District Energy Business Case • Green Development Standards • Implement tree canopy target plan • Implementing actions from Parks master plan • Parkland Acquisition Strategy • Grand River Park Strategy Creating an Economically -Thriving City Together: • Accelerate Commercial Business Approvals • Implement Health/Medical Technology Innovation Campus Page 545 of 579 • Creative Industries School • Strategy for Events and Festivals • Entertainment Venue Management • Implement Arts and Culture Master Plan Fostering a Caring City Together: • Advance Truth and Reconciliation • Municipal Newcomers Strategy • Enhance City's Engagement Practices • Community Centre Operating Model • City -Led Recreation & Leisure program review • Leisure Facilities Master Plan Update • Community Grants Review Stewarding a Better City Together: • Digital Kitchener Strategy • Implement City-wide Data Strategy • Strengthen employer identity/value proposition • Support a Psychologically Safe Workplace • Procurement innovation Implementation of these initial Actions will take place through the annual Business Plan, with any required resource requests brought to Council through the annual Budget process. In support of the adaptive approach supported by Council, staff will assess progress made, emerging needs and opportunities, and bring forward adjustments with associated Budget implications to Council within the 4 -year Strategic Plan timeframe. Community Input on Draft Strategic Plan and Actions Public engagement has far exceeded that of any previous strategic planning processes. A final round of consultation in June and July focused on the Strategic Goal Areas and Actions, with an opportunity for the community to share feedback through a survey on the Engage Kitchener page from June 28 -July 16, 2023. The survey was promoted through outreach with community partners and contacts, as well as the City's social media channels. The findings from the consultation indicate broad support for the proposed Strategic Plan Goals and Actions. A detailed report of survey input is included in Appendix D, with key highlights below from the 184 responses received: • Over 75% agree or strongly agree that the goals and actions will help our city change in the right direction. • Actions that support housing affordability remain a key priority, with many comments indicating implementation of the Housing for All actions are important to them. • There is strong support for climate action, including active transportation and improving the tree canopy. Several comments suggested the City could be even more bold and/or quicker to act in these areas. • Those who indicate that they do not agree with the direction in the draft strategic goals and actions cite concerns with the concept of a 15 -minute City, a "woke agenda" and do not support climate action as a priority. Page 546 of 579 • There is a higher level of support for the Goals and Actions from those under 40 years of age and those identifying as a member of one of the following groups: person with a disability; member of a racialized group; immigrant or refugee; 2LGBTQ+; or First Nations, Inuit or Metis. Final Steps in the Strategic Planning Process: • Content refinement from today's discussion as required • Final Council approval (August 28, 2023) • Indicators / evaluation criteria development by staff and Compass Kitchener (fall 2023) • Strategic Plan launch and communications (fall 2023) STRATEGIC PLAN ALIGNMENT: This report supports the development of the 2023-2026 City of Kitchener Strategic Plan. FINANCIAL IMPLICATIONS: Capital/Operating Budget — Strategic Actions which require funding will be brought forward to Council through the annual Budget process and reflected in the annual Business Plan. COMMUNITY ENGAGEMENT: CONSULT AND COLLABORATE — This report includes input from broad and diverse community engagement to support and inform the creation of Kitchener's 2023-2026 Strategic Plan. INFORM — This report has been posted to the City's website with the agenda in advance of the council /committee meeting. PREVIOUS REPORTS/AUTHORITIES: CAO -2022-160 Preparing for the 2023-2026 Strategic Plan CAO -2022-198 Results of Environics 2022 Survey of Kitchener Residents CAO -2022-413 Strategic Foresight and Community Engagement Update CAO -2023-047 Compass Kitchener Advisory Committee Community Priorities CAO -2023-081 Prioritizing Strategic Goal Areas CAO -2023-217 20 -Year Vision, Key Priorities and Approach to Action Planning APPROVED BY: Dan Chapman, CAO ATTACHMENTS: Appendix A — Summary of Council Input into the 2023-2026 Strategic Plan Appendix B — 20 -year Vision Statement and Story for Kitchener (Refined) Appendix C — 2023-2026 Strategic Plan — Proposed Initial Strategic Actions Appendix D — Community Engagement Survey Responses on Draft Strategic Plan Page 547 of 579 Appendix A: Summary of Council Input into the 2023-2026 Strategic Plan At the March 2022 discussion about the overall strategic planning approach, Council advised on two key items as important to include in preparing the strategic plan and related community engagement: • Include a focus on core City services: An overview of services the City of Kitchener is responsible was incorporated in online and in-person engagement tactics. Educational components have been included in each of the Engage page ideas boards to provide context for residents when they respond with their ideas. Context about the City's responsibilities was included as context for the Neighbourhood Conversations sessions. The `We Are Kitchener' campaign launched in 2022 is continuing, with social media and physical banners and signage throughout the community building awareness of key City services in an engaging way. • Apply broad/open approaches and engage through different means: A broad variety of online and in-person means were used to engage residents, with a focus on open- ended questions, exploratory discussions/exercises, use of new tools within the Engage online platform, and a staff street team doing pop-up engagements at more community locations and events than previous strategic planning cycles. During the May 2022 review of the Environics survey results Council requested staff ensure the following through the next phases of community engagement: • Seek a broad range of voices and equity deserving groups: Engagement reached a broader diversity of Kitchener residents, provided a variety of ways for people to participate in-person and online, maximized community connections to encourage participation from equity deserving groups; the current Resident Panel was selected to mirror the demographic diversity of Kitchener. • Learn more about satisfaction with City services, public engagement processes, sustainability, housing affordability and recreation programs: These topics were all included as key topics in the engagement. Exploring willingness to pay more for services / satisfaction with value for tax dollars formed part of engagement later this year to support the 2023 Budget. In the August 2022 discussion on broad community engagement efforts underway, and key trends shaping Kitchener's future from a horizon scan summary as in put into future scenario development, Council noted the following: • Ensure focus on what the City can do or influence within its mandate: Staff and Compass Kitchener continued to hear broad ideas and aspirations as wider community engagement concluded; staff will filter these to actions that the City can take to respond, including working closely with the Resident Panel to focus on the City's accountability. • Key trends impacting Kitchener include belonging, placemaking, sustainability, housing affordability, innovation, technology and institutional trust: Staff incorporated these key trends into scenario development toward a proposed new 20 -year Vision (which will be shared with Council in May), and the proposed strategic goal areas highlighted in this report. In January 2023, the Compass Kitchener Advisory Committee provided Council their community priorities for the new Strategic Plan. While no direction was sought at that meeting, Council engaged with the committee Chair and Vice -chair to explore the priorities a bit more deeply, while noting the close alignment to what Council heard during the election campaign. Page 548 of 579 At the February 2023 discussion on key goal areas, based on synthesis of broad community engagement inputs, to be used by staff to identify indicators of success and potential actions in which the City could make progress over the life of the 2023-2026 Strategic Plan, Council provided the following feedback: • Support for the proposed 5 Strategic Goal Areas as reflecting key priorities toward which to make progress over the next 4 years (draft working titles): Belonging and Participation; Housing, Land Use and Mobility; Environment and Climate Action; Economic Prosperity and Opportunity; and Good Government. • Include the following when developing proposed Actions for the term of Council: engagement, newcomer experience; housing attainability, protecting good rents, green space; 15 -minute neighbourhoods; climate; creative industries, film/music/arts; government relations strategy, technology/innovation, data -driven decisions. At the May 2023 discussion on a new 20 -year Vision, key priorities and the approach to action planning, Council provided the following input: • Support for setting an initial set of Actions for the 2023-2026 Strategic Plan, to enable Council and the organization to respond to emerging issues, needs and opportunities throughout the 4 -year period. • Add Physical & Mental Health and Innovation Culture (external) to the Top Priorities representing the primary focus of actions, budget investments, business planning and resource requests, especially for the first 1-2 years of the strategic plan. • Support for the Goal Areas and statements with a request to organize goal areas and actions to indicate actions underway already, new ones planned, and internal - facing ones. • Refine the Vision story to provide more focus on where the City can make an impact toward community aspirations. Page 549 of 579 Appendix B: 20 -year Vision Statement and Story for Kitchener (Refined) VISION STATEMENT Building a city for everyone where, together, we take care of the world around us — and each other. VISION STORY TOGETHER IN 2043 Whether you've lived in Kitchener your whole life, or you have just arrived, you belong here. Kitchener is a city of people who, since 1854, have worked together to chart a progressive future, building a thriving city that offers well-being, potential and quality of life — for everyone. Our neighbourhoods are more connected and diverse today than ever before. Our streets and sidewalks know all kinds of people, and our kitchen tables, meeting rooms and council chambers do, too. Creating more opportunities for people to connect and participate in civic life has brought more voices and lived experiences to those tables. This has shown us new possibilities, helped us make better decisions, and pointed us toward solutions to some of our most challenging problems. Kitchener is one of Canada's largest cities, and the place we call home. Our city is committed to finding smart, sustainable, and innovative housing solutions to ensure that people have a place to call their own. Today, the city is filled with well-designed, adaptive reuses and new mixed-use, mixed -income housing options as diverse as our neighbourhoods and the people who live in them. Our neighbourhoods are pedestrian -friendly and full of businesses and services that meet our daily needs. Our community centres, arenas, pools, libraries and sports fields are where we get together and get active. We've designed our busy public parks and spaces with residents, and they welcome and work for people of all ages and abilities. Full of people, activity and ideas, these spaces bring us together and offer access to knowledge and tools to learn about and thrive in the world around us. The places and spaces that bring us together have reliable connections that enable us to move around the city in active, clean and accessible ways. Our sidewalks see community connection every day, as people walk, roll and wander — easily and safely getting where they want to go. We use cars and parking lots less and trails, cycling lanes and transit more. Fewer homes and businesses use fossil fuels to heat and cool, and we've reduced our impact on the environment, by using more renewable energy. Consistent awareness and incentives have made climate responsibility second nature for residents and businesses. We serve as stewards of the natural environment, and remain steadfast in our commitment to reconciliation, honouring the Indigenous caretakers who came before us, and have built strong relations with the First Nations, Metis and Inuit who call Kitchener home. We preserve and protect parks and natural areas. Our urban forests and our tree canopy soften the boundaries between the built and natural worlds. They are the natural backdrop along our streets, sidewalks and paths, and to the arts and cultural experiences, events and exhibitions that we enjoy. Every time we leave home, we enjoy the cool shade of these investments. Page 550 of 579 Our investments in creating an agile and innovative local economy have strengthened key industries and kept our job market healthy and diverse. We've supported local businesses to continue to adapt and lead, addressing their challenges and helping them connect and work together. Our city's difference - makers —the talented and resourceful entrepreneurs, workers and artists, whose innovative approaches reflect their pursuit of building a better world — continue to diversify and grow our economy and create jobs for everyone. We step up to help and care for one another. We work together and with community partners to offer accessible services and address disparities among communities of greatest need. Our programs are open to everyone with equal access for all, without financial or other barriers. Because of our work, more people than ever feel a deep sense of belonging in Kitchener. The public servants who work alongside our residents and businesses are difference -makers. We don't just make decisions - we listen. We are the stewards of our city's present and its future. We champion our collective goals and work with residents to build our city, one neighbourhood at a time. We invite civic action on the issues that matter to residents. We are accountable, we measure the right things, and report on our progress. Our legacy reflects a diverse and caring workforce that mirrors the diverse and caring city we've helped to build. We've built trust with residents, and because of this, people from diverse backgrounds vote and take part in public processes in unmatched numbers. We tell stories of the challenges we came together to face over the years, and of how doing so led to a greater understanding of what we share and what makes us unique. By working together and making the most of our differences, residents have helped staff remove barriers and disadvantages, giving more people the opportunity to thrive in Kitchener. We're building a city for everyone where, together, we take care of the world around us — and each other. The lessons of our past — and the promise of tomorrow — remind us that people who love their city can always change it, and our world, for the better. Together. 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C N 20 = L 4 CL C Y N 4..i U L N aJ O +JO CA a) L Y O M 0 u a) Q a) ° cUo L Q ._ f6 :t aJ N m aJ Y n3 4J C — a) U O ao aJ > 7 O .c v 3 O a) o to O aJ 3 u N f° +' E E a) a O a) N ° (3j O _>- U LJ a) Q O > N > E a) U O O U= .0 Q m .— vNi y, a) (IJ N 4, U C c E O 0 4- S +' cn C +' U V7 N .O +j C l0 a) C Q U C 4- S cli > (Ii " � � N C 4J U C > C v a) a° v a °° 1 O M 4- O a Q� v o Q cu s a) a 4+ a) -0 E E m �, aJ 4, L O C L QE Ln m — - L Ln Q +J — a) U c O aJ L ai A � y > Q L in c U tL0 E v aJ U C C U 4' O C l0 C aJ aJ fC 4- C +' aJ > O to z >� f ° aJ O to aj 4J a•J Ln +� } C 4-1 V7 0O � O Q i L +J ' _O Q (0 a•J LJ N Q O Q U >, U O Q L c% .- Q (n a> >O a rn ti LO O m LO LO (D 0) m 0- SURVEY RESPONSE REPORT 28 June - 16 July 2023 PROJECT NAME: Plan with us! Kitchener's Strategic Plan 2023-2026 •... 4- - BANG THE TABLE .�� en gagemerrtHQ Q1 In general, do you agree that these draft goals and actions will help our city change in the right direction? 16(8.7%) 17(9.2%) 12(6.5%) 88(47.8%) Question options 0 Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Optional question (184 response(s), 3 skipped) Question type: Radio Button Question Page 2 of 22 7%) Page 558 of 579 Q2 We are most interested in hearing whether you think we are on the right track. Please share any related comments you have about the draft goals and actions. Anonymous I think that we are on the right track. From what I've seen in the 6/29/2023 04:36 PM meeting (resident panel), the plan only gets better and better, to fit our goals better. Anonymous Does the final section, "Stewarding a Better City Together' involve 6/30/2023 12:08 PM me or just city employees? Anonymous Innovation procurement 6/30/2023 12:48 PM Anonymous Like the connected and green inititiatives, think we could do more. Would love to see more community gardens, etc. Would like to know more about actions to address housing and encampment issue. Anonymous Consider connecting suburbs and townships transportation. 6/30/2023 08:51 PM Encourage cycling. Hydrogen buses. Manage costs to keep property taxes flat to help struggling households. Anonymous The citizens did not have an opportunity to vote. This radical change 7/01/2023 09:39 AM that will effect each citizen has to be put on the ballot. It must be put on by each section not as one massive plan. Anonymous Focusing on transit, reducing vehicle through traffic on residential 7/01/2023 11:38 AM roads and better caring for our canopy cover are high priorities in my view. Anonymous The leisure facilities master plan should address the development of 7/02/2023 08:41 AM at least 8 more dedicated pickleball courts. Kitchener is lagging behind Hamilton, St Thomas, Kenora etc. Anonymous Some of these seem ambiguous, but perhaps that's just the description here, and many more seem unambitious. For a region that wants to change course, there's an awful lot of "continue doing V and "implement the unambitious plan we already have" Page 3 of 22 Page 559 of 579 Anonymous Action: Ensuring that all stakeholders are at the table when city staff 7/02/2023 10:16 PM start "modernizing" centers and changing related policy guidelines. Anonymous Corporate climate action should be more ambitious. Some things are to ensure festivals align with other categories. For instance, could neighbours day (which is wonderful), include a greening your space initative? Anonymous reducing red tape for the development of smaller, more affordable 7/04/2023 01:25 PM stand-alone homes (not condos and apartments) is a step in the right direction for Kitchener. Multi -use pathways as opposed to separate bike paths is a better use of space. Anonymous Yes you are on the right track Anonymous I am most excited at parks and trails being accessible to all ages and 7/04/2023 04:48 PM abilities in the winter. Anonymous It will be great to move quickly on these goals 7/04/2023 08:34 PM Anonymous Yes, and making sure that all stakeholders are at the table before 7/04/2023 09:01 PM study begins, various perpectives considered prior to begining the study/review of methodology is vital. Anonymous The statements are platitudes. The impact on community says 7/05/2023 08:40 AM otherwise &amp; I see no recognition of what you hear during community engagement. Anonymous Appropriate housing planning is critical not only to deal with 7/05/2023 08:45 AM affordable housing, but to consider our aging residents that want to age in place in their community. Ensure there are bungalow condos and suitable "missing middle" types of homes. - I am very pleased that these goals and strategies are very closely 7/05/2023 12:27 PM aligned with my personal values. I also appreciate the efforts to communicate your intentions to the general public. Well done ! Page 4 of 22 Page 560 of 579 Anonymous I am missing the commitment to be an age -friendly community with 7/05/2023 03:22 PM the services, supports and advocacy needed to realize this. Anonymous Yes, I believe your are on the right track. Anonymous I fully agree with the housing for all initiative but instead of looking at 7/06/2023 09:29 AM affordable housing, look at rent -geared -to income housing especially for low income citizens Anonymous Great ideas. Can't wait to see them implemented. 7/06/2023 10:14 AM Anonymous I'm wondering why just "Collaborate with Conestoga College", no 7/06/2023 02:41 PM Wilfrid Laurier University and University of Waterloo. Anonymous Housing for all in crucial. people shouldn't be on the PATHs list for 10 7/06/2023 03:05 PM years and still be without a home Anonymous It seems like most of our goals seek to grow the size and scope of the 7/06/2023 03:47 PM city rather than allowing our communities and cultures thrive independently. Anonymous it was organized and informative 7/06/2023 04:01 PM Anonymous Affordable housing for single occupancy. No more student houses 7/07/2023 08:32 AM being built. Anonymous Most of the city official plan's map is still yellow for "low rise 7/07/2023 09:17 AM residential". Missing middle should be allowed along all "major community collector streets" as of right, at least to start, at a minimum. This will have wide support. Anonymous More focus needed on lack of affordable housing 7/07/2023 01:55 PM Anonymous Our community centers are running well , with a good number of 7/08/2023 09:40 AM youth joining in and also they are filling about the membership forms Page 5 of 22 Page 561 of 579 .. interested in volunteering too so as they get the reference for next year job .. Anonymous N/A 7/08/2023 09:41 AM Anonymous You are most certainly on the right track with a green city, you need 7/08/2023 09:52 AM to implement green spaces to make kitchener feel like it's worth living in Anonymous i think we are on the right track Anonymous I believe that implementing housing for all is a key step to making sure each individual who resides in the city can have somewhat equal opportunities. All the other draft goals and actions are clearly on the right track to make Kitchener a better place. Anonymous I believe that implementing housing for all is a key step to making sure each individual who resides in the city can have somewhat equal opportunities. All the other draft goals and actions are clearly on the right track to make Kitchener a better place. Anonymous None at this time. They seem very well thought out. Anonymous I think that they are all great goals, I'm just curious as to how the city 7/08/2023 04:21 PM will accomplish them. Anonymous I think that the Community Grants Review was very needed. 7/08/2023 08:51 PM Anonymous The draft goals seem realistic and attainable 7/09/2023 08:28 AM Anonymous I think that we are on the right track because all of the goals are 7/09/2023 03:38 PM community -minded. Anonymous none 7/09/2023 09:31 PM Page 6 of 22 Page 562 of 579 Anonymous Most def on the right track! Anonymous I would like to see specific language about hiring BIPOC &amp; 7/10/2023 06:44 PM 2SLGBTQ employees and tracking efforts to make city staff reflect the beautiful diversity of our citizens Anonymous I love the idea about having connected trail and bike lanes, plant more trees, focus on middle housing and climate crisis. Anonymous A very ambitious plan — not much to argue with. I am a bit skeptical about the priorities. Anonymous active transportation, cycling routes Anonymous All of the strands above important, especially think more/better active transportation infrastructure across city important Anonymous Love the overarching message of "together". The first goal could be enhanced - so much more connects us in neighbourhoods. Don't think people really do "work together to ensure others have secure and affordable homes". this may set an ureal expectation Anonymous there should be more income based housing avaialbe, even people 7/11/2023 03:50 PM who have a good income cannot afford to rent an apartment, we will continusouly see renovictions and homelessness Anonymous There is currently too much emphasis on increasing population 7/11/2023 08:39 PM without having the essential underlying services in place to support that kind of growth. Anonymous I don't believe ant of it is for our own good Anonymous Housing for all, Page 7 of 22 Page 563 of 579 Anonymous Definitely on the wrong track/path. All this is going to do is make life 7/11/2023 10:34 PM even more unaffordable without actually accomplishing or achieving anything. We need a city that's liveable, affordable and that works. We need to attract amenities to the down. Anonymous More concentration on traffic flow 7/12/2023 08:47 AM Anonymous going woke has zero ROI. Climate hysteria neither an actual threat or 7/12/2023 11:20 AM worthy of focus. Anonymous Creating a more active city that has ways for both people and cars to 7/12/2023 01:52 PM both thrive, as well as proving access to transit. Anonymous Sounds the like the "NWO" one government plan - 15 minute city 7/12/2023 01:58 PV Anonymous The actions for housing and active transportation are positive, but need to be stronger to effectively meet the housing and climate challenges we face Anonymous I really don't see much language with respect to our national housing 7/12/2023 05:02 PM crisis, nor the issues with affordability. Please do better. Anonymous my comments are unnecessary, as they will be either ignored or 7/12/2023 05:09 PM disregarded Anonymous Only 255 characters to comment :( I do not think this is the right track. Too many goal statements &amp; draft actions. Focus on a smaller set of stuff &amp; be excellent at that. I feel strongly that 1 goals should be downsizing/seeking efficiency/streamlining Anonymous Your climate plan is a farce. History will judge you harshly. Anonymous You are cresting a pie in the sky approach using the high moral ground of social change to justify an esoteric planoach Anonymous Bigger and bolder action, not small and strategic" actions to build a Page 8 of 22 Page 564 of 579 connected active transportation network throughout the City. We do not need a new entertainment venue. Anonymous I totally disagree with the City's obsession with bicycle lanes on the roadways. I also have a beef at all the crazy traffic calming ideas being built into our roadways by making road junctions more difficult to manoeuvre through. Anonymous You're crazy to think I'd want to change heating from natural gas to electric which is the most expensive! Anonymous Not even close Anonymous Agree mostl but building hights in downtown core need to be 7/13/2023 06:31 AM reasonable (ie 55 stories is too high to jot impact everyone around it and wind becomes problematic). Keep building but do so responsibility without heavily impacting what is already here. Anonymous You have some great ideas and plans and I realize it's hard to 7/13/2023 06:32 AM prioritize and fund all these initiatives so make sure any money spent is used to its fullest. Maintaining our tree canopy is an example of poor follow through keeping young trees alive Anonymous I think the wording is broadly quite vague. 7/13/2023 07:02 AN Anonymous Goals are okay, but the interference on driving traffic is becoming an 7/13/2023 08:49 AM issue especially in the downtown core Anonymous We need much stronger by-laws preventing and discouraging citizens from cutting down trees on private property. Look to Toronto as an example of a more rigorous system. Anonymous A connected city is key to creating a place where people want to live. 7/13/2023 08:56 AM Being able to travel the city without getting into a car will help us experience and know our city, connect with people, and feel like we are the city. Page 9 of 22 Page 565 of 579 Anonymous Atronger statement is needed on provision of green spaces, 7/13/2023 09:07 AM especially adjacent to high rises, and also concerning potantial strategic larger green spaces - Hidden Valley? Anonymous Really like that the goals and actions point towards a green city, that 7/13/2023 09:09 AM is caring, and connected. It's very hopeful for building a bright future! Anonymous This is all great, but seems to target incremental changes. To face today's challenges we need faster widespread implementation of everything on the list!A place to start could be road design standards(deprioritize fast moving traffic for human experience Anonymous Love the initiative on housing, cycle lanes and parks. More needs to 7/13/2023 09:29 AM be done on fostering relationships with existing staff. Anonymous I love the direction we're heading with bike infrastructure, we could 7/13/2023 09:42 AM build off this to become a mountain bike tourist destination. Check out Bentonville for inpiration: https://www.visitbentonville.com. I'd be happy to advise more: drewbrend@gmail.com Anonymous Green energy plan should start with development approvals, not on 7/13/2023 09:51 AM natural gas. Force density, with mixed residential/commercial to reduce transit distances and improve efficiency whilst also creating affordable lifestyles. Mandate green buildings. Anonymous I am not convinced that there is a balanced approach between 7/13/2023 09:59 AM "Building a Connected City Together" and "Cultivating a Green City". At a recent neighbourhood planning meeting, the emphasis was all about intensification and not about protecting green space. Anonymous This sounds a lot like 15 minute cities and I am 1000% against being 7/13/2023 10:20 AM trapped, for better words, perhaps controlled is a better word. Either way, this plan sucks! Anonymous need more detailed plans for cycling and pedestrian infrascture and 7/13/2023 10:36 AM associated timelines Anonymous I love everything. I wish there would be more done to increase the 7/13/2023 10:44 AM greenness of overall neighbourhoods and main roads, like adding Page 10 of 22 Page 566 of 579 more trees, or lanterns with hanging baskets, similar to downtown. Just overall increasing the appeal of our city. Anonymous Not sure how Al really needs to play into our goals? Also beware 7/13/2023 10:46 AM alienating older residents with over -reliance on apps and digitized services that they might not be able to use Anonymous 7/13/2023 10:46 AM Too much focus on Truth and Reconciliation Anonymous Growing up in a different city made me realize how important youth programming is. I think the city is doing a great job with the youth programming and it's something I WISH I had access to as a youth. Community starts with youth and the city nailed it Anonymous I think that you are on the right track and I don't have much to add. Anonymous I believe that the goals listed above is a comprehensive plan in 7/13/2023 11:34 AM leading us to become a better city. Anonymous Community centre operating model: In recent years an audit and a major project focused on renewing community centre operations. How will you set this process up for success in leading to needed transformation? Recent processes failed to produce results. Anonymous Ambitious goals. I like the inclusion of green alternatives. Really liking 7/13/2023 11:44 AM the Green Canopy innitiative Anonymous I believe that "Housing For All Implementation" and working on 7/13/2023 12:11 PM transportation in the city is very important. Working on these goals will help foster a better city and community Anonymous It seems that there is a lot of explanation on what you are going to do and not how you are going to do it. For example it says you will complete the Kitchener Utilities clean energy transition strategy but does not explain how this will be done. Anonymous I appreciate the focus on housing and active transport. The zoning Page 11 of 22 Page 567 of 579 amendments are very much needed. n e work o upgrade cycle infrastructure is also a great way to plan for the future. Anonymous Agree with some, not all. We need housing/apartments not meant for the extreme rich or poor, but those that are average! Planting more trees, yep, green energy, nope, the trees take care of the carbon, more biking trails, yep, but not taking away cars! Anonymous Focusing on people, programs and process. Anonymous Too many goals. When there are too many they won't happen. Also the goals are too wordy. Blah blah make it simple Anonymous Financing the renovating or removing older home stock to be 7/13/2023 01:29 PM replaced by multi -family y dwellings. Anonymous Hello- Yes, in general this draft of the plan identifies some of the most important issues facing our community.As an example although it's not entirely within the City's scope more assistance financial assistance to assist all users of the transit system Anonymous There's a lot of good messages. What could be strengthened is more commitment to protect and enhance the environment, review city actions related to native/invasive species and linking this to housing and transportation strategies. Eg will the city contin Anonymous why conestoga college for creative industries? look at something that is closer to downtown core , eg. St. Louis Centre, evenings at high schools or another facility. Conestoga main campus too far away and campus on University Ave. is in waterloo Anonymous One thing that would be wonderful is a push for more family friendly condos in the downtown core. Many are 1 or 2 bedroom which don't encourage families to live in the new buildings (and no family amenities, like kid rooms, like gyms and theatres) Anonymous While they are all grand ideals. I wonder how long it will take to 7/13/2023 04:05 PM implement them and will new municipal leaders carry on the implementation? Page 12 of 22 Page 568 of 579 Anonymous I wonder if we have missed an opportunity to include negotiations with the Region to "green" our transit system. Anonymous Yes they are on the right track mov8ng forward Anonymous The concept of affordable housing resonates deeply with my current 7/13/2023 04:33 PM situation. The green development standards plan is also a promising step to create a greener city. Anonymous Generally, I think we are on the right track. A few things I noticed: 1 7/13/2023 06:44 PV thought we were changing the wording from affordable housing to housing affordability? And I still don't really feel that the term "green" is current and reflective of our goal. Anonymous Too much emphasis on "green, diversity, inclusion, sustainability". This is a burden on too many businesses, including large ones, focus and too many $$ are wasted on unproductive activities, which also affects price for customers. yes you are on the right track. now lay out step by step how to achieve these goals and share with the public. Anonymous Nothing but woke theory Anonymous The inclusion of targets for housing, transit, conservation, economic growth, and community health in the new Strategic Plan, in my opinion, is a wise and necessary decision as it indicates a thorough approach to handling key municipal development issues. Anonymous Priorities seems to be the right ones for this time. 7/13/2023 08:24 PM Anonymous we need to move away from government making all the decisions. 7/13/2023 09:11 PM Your survey of people is too small to get a real feel of what people need or want! Page 13 of 22 Page 569 of 579 Anonymous Community safety 7/13/2023 09:59 PM Anonymous Absolutely not! We do not want any part of the 15 min city plan 7/13/2023 10:03 PM Anonymous You are on the wrong track with many of these globalist agendas Anonymous This is not your plan. It's the WEFs plan. Anonymous overall it sounds like a good plan. would love to see changes like this in the city Anonymous Continue to emphasize parks and trails not just for transportation, but for equity and inclusion. Anonymous Anything that helps people is great. Anonymous I like that you are thinking of the environment, reconciliation and planning to have more green spaces. Anonymous I don't understand many of the goals. They are very vaguely worded and non-specific in most cases. I like the plans to increase trails and biking accessibility, and to increase 'middle' housing. Anonymous Unfortunately there is no such thing as affordable housing and when 7/14/2023 08:04 AM government employees who have no practical experience in rental housing get invthing as affordable housing and government employees, who have no knowledge of property management . Anonymous You should collaborate with UWs Longhouse Labs Project, an Indigenous -led initiative that advances Indigenous artistic practices, creative leadership, heritage preservation, Indigenous economic self- sufficiency, and robust community engagement. Anonymous As a city, we need to get away from the 2030 agenda which we seem 7/14/2023 09:29 AM to be in lockstep with. Page 14 of 22 Page 570 of 579 Anonymous Stop fighting against the car and drivers, the focus should be what the majority uses (vehicles). Anonymous I think the goals are on the right track. I think you will be challenged to implement them all without having them contradict each other. Green house goals and growth in the city are a challenge Anonymous I think Kitchener is on track. We wife and I vacationed in Rome and Barcelona this year. Kitchener needs to emulate what they have: pedestrian and cycling friendly streets, destination points, walk ability to needs (markets, groceries, hardware stores). _ The overarching goals seem fine and most of the actions seem 7/14/2023 04:28 PM appropriate. Whether time, staff, and funds are actually allocated to these initiatives will be key. Climate action, including diverse housing and prioritizing non -car transportation are key. Anonymous I think you're on the right track! A lot of these sound like awesome goals. One thing though I think could help is maybe adding examples - a number of these are pretty general. Mentioning what issues they're addressing could also help? Otherwise, awesome! Anonymous I am a cyclist BUT feel the bike route are basically useless and are 7/16/2023 10:06 H, costly. Basic lines on the roads are sufficient help with gilding cyclists BUT not barriers and eliminating car lanes Anonymous I wonder if forcing builders to agree to dedicate at least a percentage of units to be subsidized in order to grant permits would be beneficial in succeeding getting more subsidized housing Anonymous I believe the strategy as stands is good 7/17/2023 08:43 AM Most of the tree canopy is privately owned so greening requires Green City action 5 of 8. How many residents know about Kitchener's tax deductions for tree maintenance costs? Promotion of "protect a tree" should rival "plant a tree" but run parallel. Page 15 of 22 Page 571 of 579 Optional question (134 response(s), 53 skipped) Question type: Single Line Question Data for this question is on the following page Page 16 of 22 Page 572 of 579 Q3 Before today, how did you engage with us on the development of the 2023-2026 strategic plan? (check all that apply) 130 120 120 110 100 90 80 70 60 50 40 30 16 16 16 20 9 10 4 Question options Today is the first time I engaged on this project * Contributed to the Ideas Boards Contributed to Share Your Vision Contacted City staff to comment or ask a question Took part in a street team interview Took part in a focus group Took part in the resident panel Optional question (175 response(s), 12 skipped) Question type: Checkbox Question Page 17 of 22 Page 573 of 579 Q4 In your opinion, how much did your input affect the final list of draft goals and actions? 13(23.6%) 11(20.0%) 5(9.1%) Question options A great amount A moderate amount A small amount Not at all Not sure Optional question (55 response(s), 132 skipped) Question type: Radio Button Question Page 18 of 22 18(32.7%) Page 574 of 579 Q5 What is your age? 33 (1 19(10.3%) c, k.—my 35(18.9%) 20(10.8%) Question options Under 18 years old 18 to 29 years old 30 to 39 years old 40 to 49 years old 50 to 59 years old 60 to 64 years old * 65 years old and above Prefer not to answer Optional question (185 response(s), 2 skipped) Question type: Radio Button Question Page 19 of 22 Page 575 of 579 Q6 Do you identify as a member of any of the following groups? (choose all that apply) 100 90 80 70 60 50 40 30 30 20 10 6 Question options Person with a disability First Nations, Inuit or Metis 20 19 4 92 Member of a racialized group Immigrant or Refugee 2LGBTQ+ None of the above f Prefer not to answer Optional question (182 response(s), 5 skipped) Question type: Checkbox Question Page 20 of 22 30 Page 576 of 579 Q7 Which of the following best describes your gender identity? (choose all that apply) 110 97 100 90 80 70 63 60 50 40 30 16 20 10 4 1 1 1 Question options • Woman Man Trans Woman Trans Man ;: Two -Spirit Prefer not to answer * A gender not listed above (please describe): Gender Fluid / Gender Queer ® Non -Binary * I do not identify with a gender Optional question (183 response(s), 4 skipped) Question type: Checkbox Question Page 21 of 22 Page 577 of 579 Q8 What are the first three digits of your postal code? (e.g., N2G) 15(8.2%) Question options N2A N28 N2C N2E N2G N2H N2M N2N N2P ! N2R Other (please add your first three digits only): Optional question (182 response(s), 5 skipped) Question type: Radio Button Question Page 22 of 22 opo) 11 (6.0%) 17(9.3%) Page 578 of 579