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HomeMy WebLinkAboutCAO-2024-305 - Strategic Plan 2019-2022 - Compass Kitchener 2023 Report Card www.kitchener.ca REPORT TO: Committee of the Whole DATE OF MEETING: June 24, 2024 SUBMITTED BY: Margaret Love, Director, Strategy & Corporate Performance 519-741- 2200 ext. 7370 PREPARED BY: Sloane Sweazey, Senior Policy Advisor, 519-741-2200 ext. 7059 WARD(S) INVOLVED: All Wards DATE OF REPORT: June 17, 2024 REPORT NO.: CAO-2024-305 SUBJECT: Strategic Plan 2019-2022 Compass Kitchener 2023 Report Card RECOMMENDATION: For information. REPORT HIGHLIGHTS: six projects completed in 2023 as part of the 2019-2022 strategic plan. ectations, two projects exceeded expectations, and one project was not applicable for evaluation. There are no financial implications associated with this report. - 2022 strategic plan. BACKGROUND: accomplishing the goals set out in the strategic plan on an annual basis. This report card is the third from Compass Kitchener evaluating completed projects from the 2019-2022 strategic plan. Two previous report cards were provided to council (December 2021 and May 2023) evaluating a total of 17 completed projects/sub-projects in the 2019-2022 Strategic Plan. This report card evaluates six more completed projects/sub-projects. Compass Kitchener representatives will be making a presentation to council. The report card is included in Appendix A of this report. REPORT: The csix projects that were completed in 2023, as well as overall observations. In summary: Three *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. as it evolved differently than initially envisioned. Further details are provided in the report. Compass Kitchener considered timing, impact, accountability, and budget criteria in their Corporate Leadership Team for earlier report cards. Projects were awarded ratings of exceeded expectations, met expectations, or did not meet expectations. Each project evaluation details For ease of reference, the report card contains a detailed list of all 2019-2022 Strategic Plan actions, alongside their evaluation ratings or expected completion dates for those still in progress. Eight projects are incomplete: six target completion in 2024, one in 2025, and one is ongoing. Additionally, Compass Kitchener suggests three key recommendations as the city moves forward with the implementation of the 2023-2026 strategic plan. STRATEGIC PLAN ALIGNMENT: The 2019-2022 strategic p 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 Kitchener Citizen Advisory Committee will review and assess our progress, and publicly report c 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 council / committee meeting. COLLABORATE Compass Kitchener members collaborated throughout the development of this report. Small groups evaluated each of the six projects contained in the report card, developing 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 CAO-2023-250 Strategic Plan 2019-2022 Compass Kitchener Report Card APPROVEDBY: Dan Chapman, Chief Administrative Officer ATTACHMENTS: Attachment A Strategic Plan 2019-2022 Report Card #3 0 STRATEGIC PLAN 2019-2022 REPORT CARD3 Projects Completed in 2023, 2019-2022 Plan OverallReflections, and Comments on 2023-2026 Strategic Plan June 2024 2 Executive Summary This reportcard is the third from Compass Kitchener evaluating completed Strategic Plan 2019- 2022 projects. Two previous report cards were provided to City Council (December 2021 and May 2023) covering evaluation of a total of the first 17 completed projects/sub-projects in the 2019- 2022 Strategic Plan. This third report card evaluates sixmore completedprojects/sub-projects. Two projects exceeded expectations, evolved differently than initially envisioned. Eight projects are incomplete: six target completionin 2024, one in 2025, and one is ongoing. Overall Observations Compass Kitchener commends the City on the impressive advancement of its 2019-2022 Strategic Plan, despite major disruptions caused by the pandemic. The Committee highlighted key messages on: the 23 2019-2022 Strategic Plan projects/sub-projects that have been completed; the overall quality of the work done(10 projects met and 10 projects exceeded Compass ; the continuing work on projects that remain; the continued evolution and growing effectiveness of public consultation processes; the notable customer service improvements (through the Customer Satisfaction Program, the Customer Experience Review Project, and the impressive new Customer Service Centre); and ations post-pandemic, returning them to full capacity. Looking Ahead The Committee provides a number of observations and suggestions based on its review of projects/sub-projects in the 2019-2022 Strategic Plan and its look ahead to the new 2023-2026 Strategic Plan. The main topics addressed are: Post-COVID Ramp-Up; Housing Affordability; The Growing Crisis of Social Isolation and Loneliness Arts and Culture Master Plan; Customer Service; Delayed/Deferred Projects; Project Budgets and Financial Data; and The 2023-2026 Strategic Plan. 3 Key Recommendations Compass Kitchener suggests three key recommendations as the City moves forwardwith the implementation of the 2023-2026 Strategic Plan: 1.FOCUS ON THE INDICATORS OF SUCCESS AND PRIORITIZEDATA COLLECTION AND ANALYSIS It will be key to: o maintain focus on, and continue to refine, the key indicators of success associated with each of the five goal areas in the strategic plan; and o use that focus to refine and adjust priorities for data collection and analysis to provide Staff and Council with the best information on which to base decisions. 2.BE PROACTIVE, PRIORITY-DRIVEN AND ADAPTIVE Given the pressing issues faced in our community, and the rate of change in the environment in which it operates, be proactive, priority-driven, and adaptive: o keep abreast of shifting priorities through public engagement; o review and reassess priorities based on new developments and public input; and o proactively adapt to change. The new, more adaptive, strategic plan provides a platform that supports responding nimbly and proactively to change. 3.CONTINUE TO ACTIVELY SUPPORT THE EVOLUTION AND EFFECTIVENESS OF PUBLIC CONSULTATION PROCESSES The value of effective public engagement wasevident across projects in the 2019-2022 effective public engagementprocess. As more City staff participate in the design and conduct of public engagement, it will be key to ensure that training and facilitation resources are available as needed to support staff and the success of their work. 4 Results of Compass Kitchener's Evaluations of All Completed 2019-2022 Strategic Plan Projects/Sub-Projects Expected Overall Evaluation of Completed Projects Completion Exceeded Did Not Meet GOALPROJECTSub-Projects Separated OutMet Expectations ExpectationsExpectations Complete Streets Bikeshare Program Protected Cycling Network2024 People Friendly Cycling and Trails Masterplan - Transportation connectivity and winter maintenance Pedestrian First Streets Corporate Climate Action Plan Energy Efficiency Reserve Fund Community Climate Action Plan Environmental Sustainable Urban Forest Leadership Strategy - tree canopy + tree planting Waste Diversion Strategy Urban Design Manual Incubator and Accelerator 2024 Network Make it Kitchener 2.0 Strategy City Property Review + City Property Review2024 Vibrant Economy Property to Market Property to MarketOngoing Develop a Vision for Downtown Vision Downtown, Innovation Innovation District (Bramm District (Bramm Yard) Master 2024 Yards) Master Plan Plan and Civic District Master Civic District Master PlanN/A Plans Equity, Diversity and Inclusion Strategy Affordable Housing Strategy Reduce Social Stigmas Mill Courtland Community Centre Business Case Caring Community Rosenberg Community Open Space Strategy + 2025 Centre Expansion Business Equitable Facility Case Distribution Complete Huron Brigadoon Community Centre Open Space Strategy2024 Arts and Culture Plan 2024 Multi-language Interpretation Support Customer Satisfaction Program Online Customer Service Great Customer Portal Service Set and Communicate Service Levels Customer Experience Review TOTAL 8 Projects/Sub-Projects yet to be completed10102 LEGEND Projects/Sub Projects still to be completed Grey Background Dotted borderProjects evaluated in this report 5 Table of Contents Executive Summary __________________________________________________________ 2 Compass Kitchener __________________________________________________________ 7 Evaluation Approach _________________________________________________________ 8 2023 Project Evaluations ____________________________________________________ 10 PEOPLE-FRIENDLY TRANSPORTATION _________________________________________________ 10 Bikeshare Program ______________________________________________________________________________ 10 Pedestrian-First Streets _________________________________________________________________________ 11 VIBRANT ECONOMY ______________________________________________________________ 12 Civic District Master Plan ________________________________________________________________________ 12 Downtown Vision _______________________________________________________________________________ 13 CARING COMMUNITY _____________________________________________________________ 14 Mill Courtland Community Centre Expansion Business Case ____________________________________________ 14 GREAT CUSTOMER SERVICE ________________________________________________________ 15 Customer Experience Review Program _____________________________________________________________ 15 Overall Observations and Looking Ahead ________________________________________ 16 Development & Implementation of the 2023-2026 Strategic Plan _____________________ 18 In Closing _________________________________________________________________ 20 Compass Kitchener Compass Kitchener Compass Kitchener consists of community 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 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-Anne Thompson Lori Trumper James Young 8 Evaluation Approach Compass Kitchener approached this evaluation asinterested community membersand considered timing, impact, accountability, and budget criteria in its assessment. Compass Kitchener Corporate Leadership Team. The following questions guided the evaluation: 9 Evaluation Rating 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: 1 2023Project Evaluations PEOPLE-FRIENDLY TRANSPORTATION Transform how people move through the city by making the transportation network safe, convenient, comfortable,and connected. Bikeshare Program Bikeshare Program Report Card Strategic Goal Action:Encourage and incentivize alternative modes of transportation by developing and subsidizing a bikeshare program by 2021. Impact Criteria More people are using bikes and for a wider variety of trips, number of rentals, people, bikes,and bike parking facilities. Overall Evaluation: Exceeds Expectations Highlights A new e-scooter and e-bike share program began on April 14, 2023, throughout Waterloo Region. It became a regional initiative in which the city participated, though the city did have significant input into the selection of the provider Revenue neutral initiative that encourages micro-mobility and mitigates carbon output (i.e. saved 12 tonnes of carbon emissions). High uptake among the public, including covering over 190,000 rides, totally over 360,000 km travelled. According to Neuron,the provider, the initiative injected $8.2 million Notes for the Future Continue efforts to educate public on proper usage to decrease the potential for injury. Expand the service area in which e-bikes and e-scooters can be accessed and used. Collect separate information about usage of e-bikes and e-scooters Consider a public awareness campaign to promote greater etiquette in using and parking e-bikes and e-scooters. 1 Pedestrian-First Streets Pedestrian-First Streets Report Card Strategic Goal Action:Develop a plan to create pedestrian-first streets between Victoria Park and City Hall and between the ION and Kitchener Market by 2022. Number of connected adjacent neighbourhoods (of the total) by a continuous link. Overall Evaluation: Meets Expectations Highlights The pedestrianization of the Gaukel Block was completed in June 2023; with only one item left to finish, the pedestrianization of the Market District willbe completed inJune 2024. The Gaukel Block activation was supported by the Federal Economic Development Agency for Southern Ontario. The Market District Activation includes mid-week markets and concerts, urban agriculture, programming, and seating. Both activations serve as welcome community hubs for local programming. Notes for the Future Ongoing community programming will be important to ensure an engaging community space for the public. Continue seeking public input regarding programming and space use. Consider other areas of the downtown and wider city in which to pedestrianize streets. 1 VIBRANT ECONOMY Build a vibrant city by making investments to support job creation, economicprosperity, thriving arts and culture and great places to live. Civic District Master Plan Civic District Master Plan Report Card Strategic Goal Action:Finalize the Civic District Master Plan(CDMP) by 2022. As the CDMPreceivedapprovalby Council in 2009, the intent was to review and update it. Number and nature of opportunities realized and broad public support for the plan. Overall Evaluation: N/A City Staffdetermined the plan, which was written with a long-term lens,remainsrelevant with no need for updating.Work on Major Transit Station Areas, incorporatedchanges in support ofthe goals of the CDMP. As review and revision of the CDMP evolved differently thanoriginally planned, theusual evaluation framework was not applied to this project. Highlights Importantly, staff reaffirmed the relevance of the CDMP,thereby underscoring its importance as a focus for arts and culture. Growing Togetherintroducedchanges supportinginclusion of an educational institution, residential uses, and public/private partnerships,which will facilitatedevelopmentin the Civic District. Building elementssupportive of the CDMPinto Growing Together reflects an effective use of City resources and ensuredinter-related projects are not siloed, but are considered together. Notes for the Future Update the text in the plan to make it a more current, living document. Make the CDMP more Focus on ways toenhanceanimated connections between the Civic District and Downtown Kitchener. 1 Downtown Vision Downtown Vision Report Card Strategic Goal Action:Develop a vision for downtown Kitchener and continue to position downtown Kitchener as a leading destination for redevelopment opportunities. This project involved development of a Downtown Vision. Therefore,no specific impact criteria weredeveloped. Overall Evaluation: Exceeds Expectations Highlights Development of the vision and guiding principles was based on an exceptional public engagement process through which the public provided input in numerous ways. The resultsreflectan impressive level of public participation and input. The vision and threeprinciples outlined are clear and well-developed. Notes for the Future Update theDowntown Kitchener Vision project page (https://www.kitchener.ca/en/strategic-plans-and- projects/downtown-kitchener-vision.aspx) and the Downtown Strategy page (https://www.kitchener.ca/en/business-in-kitchener/downtown- kitchener-strategy.aspx) to reflect the completion and approval of the new vision and guiding principles. Follow through withthe vision and guiding principles to impact the downtown. 1 CARINGCOMMUNITY programs; better engaging, serving and supporting our diverse populations and helping to make housing affordable. Mill Courtland Community Centre Expansion Business Case Mill Courtland Community Centre Expansion Business Case Report Card Strategic Goal Action:Complete a needs assessment and business case to determine the requirements for an addition to the Mill Courtland Community Centre. Was the project started on time? Overall Evaluation: Meets Expectations Highlights Extensive consultation process with the community and users of the centre. Proposed design elements address many community needs, including accessibility and language considerations, incorporating Indigenous design with sustainability initiatives. Overall, the business case is well-researched and the recommendations demonstrate innovation, inclusion, and diversity. Notes for the Future Estimated cost of proposal is approximately $1.5 million overbudget, so prioritizecritical components in the detailed design phase. Use this business case consultation process as a model for future recreation centre builds/expansions, especially its use of partnerships to offer meaningful programming and a community hub for the neighbourhoods it serves. 1 GREAT CUSTOMER SERVICE convenient services. Customer Experience Review Program Customer Experience Review Report Card Strategic Goal Action:Implement a comprehensive Customer Experience Review Program to help ensure services are easy and convenient to access Results/improvements are made public and % improvement (i.e. shift from negative to positive feedback) over time is included in reporting. Overall Evaluation: Meets Expectations Highlights Data gathered through the Customer Satisfaction Program led staff to identify three customer service areas in need of attention: o The MyUtilities widget in MyKitchener o Accessing Revenue/Kitchener Utilities byphone o ActiveNet program used in community centres 17 recommendations to improve service have been implemented and 19 are in progress. Several of the improvements in progress will be accomplished upon implementation of the new MyUtilities widget and the new telephonesystem. In this activeproblem-solving project, staff were efficient in their use of time and city resources and avoidedredundancies. T outside vendor, led the vendortodevelop a standard product template for use by other municipalities. Notes for the Future Assess the full impact of recent improvements and those scheduled for the near future. Define a clear follow-up plan for collecting new customer satisfaction data to ensure transparency and accountability. The number of issues identified and solutions found/implemented indicates the value of this program and the benefit of its continuation. 1 Overall Observations and Looking Ahead POST-COVIDRAMP-UP Compass Kitchenerwelcomesthe Citysuccessfulreturnto pre-pandemiclevels of activity, operation,and programming. It also appreciates the Citydevelopment of a policy framework to guidehybrid workwhere appropriate. HOUSING AFFORDABILITY Housingaffordability remains a key concern. While municipalities are not responsible for building housing, there are numerous ways they can actively help resolve homelessness and the housing affordability crisis affecting residents across the full housing spectrum (e.g. provision of land for shelters or supportive housing, zoning, inclusionary zoning policies,etc.)Compass Kitchenerencouragesthe City to continue to make every possible effort to actively participate in developing innovative, practical solutions to this crisis, focusing its efforts specifically on those areas in which the City can be impactful. THE GROWING CRISIS OF SOCIAL ISOLATION AND LONELINESS Compass Kitchener strongly urges Council to recognize the urgent need for action on the pressing issue of social isolation and loneliness within our community. Kitchener, like so many communities across Canada, grapples with an epidemic of loneliness that adversely affects the wellbeing of its residents. Research shows that social isolation and loneliness have profound negative impacts on physical and mental health, leading to increased risk of chronic diseases, depression, and even premature mortality. By declaring social isolation and loneliness an epidemic, the City of Kitchener has the opportunity to lead the nation as the first municipality in Canada to acknowledge and address this critical public health issue. Such a declaration would not only raise critical awareness, but also pave the way for innovative solutions and collaborative efforts to foster a more connected and supportive community in line with the aspirations of our newest strategic plan. At a time when recognition of this crisis remains lacking at the Provincial and Federal levels, the City of Kitchener can seize this opportunity to set a precedent and inspire other municipalities to follow suit, thereby catalyzing a nationwide movement toward combating loneliness, promoting social cohesion, and creating the conditions for a greater sense of belonging. 1 ARTS AND CULTURE MASTER PLAN Compass Kitchener recognizesartists and arts and cultural organizations remain particularly vulnerablein thispost-pandemicperiod. Thisvulnerability arises for three reasons: continued disruption of audience attendance patterns; insufficient public and private funding of the arts arising from competing demands for support; and inflationary pressures. Given the enormous social,economic,and community-building value of arts and culture,Compass Kitchener encourages the City to proceed with developing its Arts and Culture Master Plan.Through it,the City can craft strategies to help strengthen and sustain this sector at this critical inflection point. A strong and innovative Arts and Culture Master Plan will bothbolster the vibrancy, livability,and wellbeingof our community and help retain healthy levels of employment in this important sector. CUSTOMER SERVICE Given that the 2019-2022 Strategic plan put significant emphasis on improvements to customer service, Compass Kitchener welcomesthe innovative new Customer Service Centre located on the main floor of City Hall. It providesanaccessible and efficient interfacefor community members to connect with knowledgeable staff regarding the broad range of services provided by the City. DELAYED/DEFERREDPROJECTS Eightprojectsor sub-projects from the 2019-2022 plan remainincomplete. Compass Kitchener looks forward to receiving updateson theirprogressto enable their evaluation upon completion. PROJECT BUDGETSAND FINANCIAL DATA Given public interest in financial accountability,Compass Kitchenerhas always intended to review actual project expensesinrelation to approved budgets. However, this information hasgenerally been unavailable. Accordingly, we encourage the City to share this information, where available, to inform our evaluation process. 1 Development & Implementation of the 2023-2026 Strategic Plan In 2023, Compass Kitchenerplannedand facilitated public engagement activities to assist withthe development of the 2023-2026 Strategic Plan. Accordingly, it seems appropriate for Compass Kitchener tocommenton the new strategic plan and its developmentin this report card. Overall,Compass Kitchener fully supports the new strategic plan. PUBLIC ENGAGEMENTAND STAFF TRAINING We applaud the level of public engagement invested in the development of the new plan, especially theinclusion of the Resident Panel. Resident Panel members respondedpositivelyto being involved in the process and felttheir participationhad a realimpactonand added value to the development of the strategic plan. The Resident Panel represented an excellent example of meaningfulpublic engagement and was of particular interest to Compass Kitcheneras aninnovative new form of public engagement in the strategic planning process. Compass Kitchener welcomesthe improvements public engagement activities that werekey to manyofthe 2019-2022 Strategic Plan projects. SUSTAINABILITYAND CLIMATE CHANGE Numerous strategies to advancesustainability, the impacts of which directly affect life in Kitchener andbeyond, receivedthoughtful consideration in the development of the 2023-2026 Strategic Plan. The City deserves praisefor its continued efforts to integrate and localize many of the United Nations Sustainable Development Goals in its strategic plan. We encourage the City to continue its efforts to proactively forecast, mitigate, and adapt to the inevitable and growing effects of climate change. FOCUS ON OUTCOMESAND PRIORITIZEDATA COLLECTION Compass Kitchener supportsand measureoutcomes for each of the five goalareasin its new strategic plan. The work undertakento identify strategic indicators underpinsthe framework for effectiveevaluation. Itwill guide efforts to fine-tune and prioritize data collection and ensure that thebestand most relevant data areavailable to staff and Council whenmaking important decisions. A MORE ADAPTIVE PLAN planthat identifiesfive goal areas and prioritized projects for focus in the first couple of years,while still outlining theprojects of focus over the balance of thefour-year term. In the past, the City plannedmore projects(sometimes substantially more)than could be accomplished overthe term of the plan, sometimes as a result of unforeseen 1 circumstances(e.g. the COVID-19 crisis). Compass Kitchener believesthe new adaptive approach will: aptand reprioritize intheface ofunexpected changes; support division of large projects into stages, the impact of which can be assessed along the way;and aid in planning projects that are ambitious whilestill realistic in number and scale. To maintain momentum over the four years of the plan, Compass Kitchener encourages the City to set clear timelines for the projects initially outlined,as well as those subsequently added to the plan. Amore adaptive plan callsfor regular and clear communication withthe public about progress onand adjustments toindividual projects, while also informing thepublic about new projectsas they begin. In previous years,Compass Kitchener encouraged the City to add a feature toits website that reportsprogresson implementation ofthe strategic plan. Accordingly,we arepleased to see this recommendation adopted.Our committeesincerely hopesthat progress on projects in the new strategic plan will be similarly documentedon the to and accomplishments. 2 In Closing Compass Kitchener commends the City on: the 23 2019-2022 Strategic Plan projects/sub-projects that have been completed; the overall quality of the work done(10 projects met and 10 projects exceeded Compass ; the continuing work on projects that remain; the continued evolution and growing effectiveness of public consultation processes; the notable customer service improvements (through the Customer Satisfaction Program, the Customer Experience Review Project, and the impressive new Customer Service Centre); and the su-pandemic, returning them to full capacity. sfrom the 2019-2022 Strategic Plan to implementation of the 2023-2026 Strategic Plan, Compass Kitchenersuggeststhree recommendationsasthe Citymovesforward: 1.FOCUS ON THE INDICATORS OF SUCCESS AND PRIORITIZEDATA COLLECTION AND ANALYSIS It will be key to: o maintain focus on, and continue to refine, the key indicators of success associated with each of the five goal areas in the strategic plan;and o use that focus to refine and adjust prioritiesfordata collection and analysisto provideStaff and Council with the best information on which to base decisions. 2.BE PROACTIVE, PRIORITY-DRIVEN AND ADAPTIVE Giventhe pressing issues faced in our community, and the rate of change in the environment in which it operates, be proactive, priority-driven, and adaptive: o keep abreast of shifting priorities through public engagement; o review and reassess priorities based on new developmentsand public input;and o proactively adapt to change. The new, more adaptive,strategic plan provides a platform that supportsresponding nimbly and proactively to change. 3.CONTINUE TO ACTIVELY SUPPORT THE EVOLUTION AND EFFECTIVENESS OFPUBLIC CONSULTATION PROCESSES The value of effective public engagement wasevident across projects in the 2019-2022 effective public engagement process. As more City staff participate in the design and conduct of public engagement, it will be key to ensure that training and facilitation resources are available as needed to support staff and the success of their work.