HomeMy WebLinkAboutCompass Kitchener - 2025_05_07 KiT�;�,�,
Compass Kitchener Advisory Committee
Agenda
May 7, 2025, 4:00 p.m. - 6:00 p.m.
Schmalz Room - Second Floor City Hall
City of Kitchener
200 King Street W, Kitchener, ON N2G 4G7
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Remillard at allison.rem illard(a)kitchener.ca. Please refer to the delegation section on the agenda
below for the registration deadline. Written comments received will be circulated to the Committee
prior to the meeting and will form part of the public record.
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Chair: Troy Glover
Vice-Chair: James Young
Pages
1. Commencement
2. Disclosure of Pecuniary Interest and the General Nature Thereof
Members of Council and members of the City's local boards/committees are
required to file a written statement when they have a conflict of interest. If a
conflict is declared, please visit www.kitchener.ca/conflict to submit your written
form.
3. Delegations
Pursuant to Council's Procedural By-law, delegations are permitted to address
the Committee for a maximum of five (5) minutes. All delegations must register
in order to participate in the meeting. Delegation registration is permitted up to
the start of the meeting.
4. Discussion Items
4.1 Accelerating Commercial Business Approvals 20 m
Review draft.
4.2 Advancing Truth and Reconciliation 40 m
Review draft.
4.3 General Comments and Recommendations 60 m
Review draft.
5. Information Items
5.1 2024 Strategic Plan Report Card 1
5.2 2019-2022 Strategic Plan Progress Update for Remaining 8 Projects 22
5.3 Compass Kitchener Report Card 2024 Draft 25
6. Adjournment
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Projects Completed in 2023,
2019-2022 Plan Overall Reflections, and
Comments on 2023-2026 Strategic Plan
June 2024
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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 Card
This report card is the third from Compass Kitchener evaluating completed Strategic Plan 2019-
2022 projects. It focuses on:
• a cumulative summary of all the Strategic Plan 2019-2022 projects completed to date;
• detailed evaluation of the six most recently completed strategic plan projects and
related notes for the future; and
• the Committee's overall observations on development and implementation of the 2019-
2022 Strategic Plan and related notes for the future; and
• comments related to the 2023-2026 Strategic Plan and its development.
Previous Strategic Plan 2019-2022 Report Cards
In December 2021, Compass Kitchener presented to Council its first 2019-2022 Strategic Plan
Evaluation report sharing the Committee's detailed evaluation of the 12 strategic plan projects
that had been completed by that date. Six of the 12 projects exceeded expectations and the
balance met expectations.
In May 2023, Compass Kitchener presented another report to Council sharing the Committee's
evaluation of five more strategic plan projects which were completed in 2023. Of the five
projects evaluated in 2023, two exceeded expectations, one met expectations, and two did not
meet expectations.
2023 Project Evaluation Findings
• This report card reviews six completed projects/sub-projects from the 2019-2022
Strategic Plan. Five were completed in 2023 and one was completed in 2022 (not
evaluated in 2022 report card).
• Two projects exceeded expectations, three projects met expectations, and Compass
Kitchener's usual evaluation framework was not applied to one project as it evolved
differently than initially envisioned.
• Eight projects/sub-projects remain incomplete: six are targeted for completion in 2024,
one in 2025, and one is ongoing.
2 2
2019-2022 Strategic Plan Projects
Overall Evaluation of Completed Projects Expected
Completion
GOAL PROJECT Sub-Projects Separated Out Exceeded Met Expectations Did Not Meet
Expectations Expectations
Complete Streets ✓
i.—.—.—.✓—...— —.—.—.—.—.—...— —.—.—.—.—.—.—.
Bikeshare Program i
People Friendly Protected Cycling Network — — — — — — — — — — — — — — — — — — — — — — 2024
Transportation Cycling and Trails Materplan-
connectivity and winter ✓
maintenance _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Pedestrian First Streets i. i ______ ......................
i i
Corporate Climate Action Plan ✓
Energy Efficiency Reserve Fund ✓
Environmental Community Climate Action Plan ✓
Leadership Sustainable Urban Forest
Strategy-tree canopy+tree ✓
planting
Waste Diversion Strategy ✓
Urban Design Manual ✓
Incubator and Accelerator
Network 2024
Make it Kitchener 2.0 Strategy ✓
City Property Review+Property City Property Review 2024
Vibrant Economy to Market
Property to Market Ongoing
Develop a Vision for Downtown Vision i-------✓------i._._._._._------i._._._.------ i
Downtown,Innovation District Innovation District (Bramm
(Bramm Yard)Master Plan and Yards)Master Plan2024
] I
Civic District Master Plans Civic District Master Plan N/A
._._._._._._._. ._._._._._._._._ _._._._._._._.
Equity,Diversity and Inclusion
Strategy ✓
Affordable Housing Strategy ✓
Reduce Social Stigmas ✓
Mill Courtland Community ! ! ! !
Centre Business Case ! ! ✓ ! !
Caring Community —•—•—•—•—•—•— —•—•—•—•—•—•—•— —•—•—•—•—•—•—
Rosenberg Community Centre
Open Space Strategy+ + 2025
Equitable Facility Distribution Expansion Business Case
Complete Huron Brigadoon ✓
Community Centre
Open Space Strategy 2024
Arts and Culture Plan 2024
Multi-language Interpretation ✓
Support
Customer Satisfaction Program ✓
Great Customer
Service Online Customer Service Portal ✓
Set and Communicate Service
Levels ✓
Customer Experience Program ! ! ✓ ! !
TOTAL 8 ------10----- ------10------ -------Z-----
LEGEND
Grey Background Projects/Sub Projects still to be completed
Dotted border Projects evaluated in this report
�._._._._._._._._._._._._.
3 3
Overall Observations and Looking Ahead
Compass Kitchener commends the City on the impressive advancement of its 2019-2022
Strategic Plan, despite major disruptions caused by the pandemic. Twenty-three Strategic Plan
projects have been completed to date, ten of which Compass Kitchener found exceeded
expectations, ten met expectations, two did not meet expectations, and one was reviewed
outside the typical evaluation framework. Compass Kitchener highlights the exceptional success
achieved on:
• the Bikeshare Program;
• the Cycling and Trails Master Plan and 3 km increase in trails with year-round access;
• the Corporate Climate Action Plan;
• the Urban Forest Strategy + Tree Canopy;
• the Make it Kitchener 2.0 Strategy;
• the Downtown Vision;
• the Corporate Equity and Anti-Racism Strategy;
• the Affordable Housing Strategy;
• the Huron Community Centre; and
• the Online Customer Service Portal.
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;
• Customer Service;
•
Delayed/Deferred Projects;
• Arts and Culture Master Plan;
• Project Budgets and Financial Data; and
• The 2023-2026 Strategic Plan.
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;
• the continuing work on projects that remains;
• the continued evolution and growing effectiveness of public consultation processes; and
• the successful ramping up of the City's activities, programs, and operations post-pandemic,
returning them to full capacity.
4 4
As the City's focus shifts from the 2019-2022 Strategic Plan to implementation of the 2023-2026
Strategic Plan, we encourage the City to focus on three guiding themes that Compass Kitchener has
identified as being of key importance moving forward with this plan:
1. FOCUS ON STRATEGIC INDICATORS AND PRIORITIZE DATA COLLECTION AND ANALYSIS
Compass Kitchener commends the City on the attention being given to the outcomes desired
within each goal area and encourages continued focus on refining, the strategic indicators
associated with each of the five goal areas in the strategic plan. Use the chosen strategic
indicators to refine and prioritize data collection and analysis in order to provide Staff and
Council with the best possible information on which to base decisions.
2. BE PROACTIVE, PRIORITY-DRIVEN, AND ADAPTIVE
Given the pressing issues our community faces 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 enables proactive and
nimble responsiveness to change.
3. ADDRESS 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.
5 5
II II[.Ae of Cavteir°°i t
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 Et Implementation of the 2023-2026 Strategic Plan 18
In Closing _20
6 6
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This report has been prepared by the following members of the Compass Kitchener Advisory
Committee:
Judy Stephens-Wells (Chair)
Troy Glover (Vice-Chair)
Kim Brabazon
Alide Forstmanis
Wasai Rahimi
Linda Terry
Lee-Anne Thompson
Lori Trumper
James Young
7
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Compass Kitchener approached this evaluation as interested community members and considered
timing, impact, accountability, and budget criteria in its assessment. Compass Kitchener
considered evaluation criteria for the strategic actions developed in consultation with Kitchener's
Corporate Leadership Team. The following questions guided the evaluation:
Were strategic actions completed in the expected timeframe?
How did strategic actions deliver on anticipated or desired impacts?
�' % • How did progress on, or completion of, strategic actions make a
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• Were progress reports relevant timely and publicly profiled?
' How wellengaged?was e public
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Were strategic actions completed on or within budget?
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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:
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Exceeds Meets noes Not Meet
Exll ec°l°a°l°i ns Exll ec°l°a°l°i ns Exll ec°l°a°l°i ris
-Set and met challenging - Models values of caring, - Late delivery of
Objectives and showed innovation,and vibrancy deliverables without
initiative in meeting them -Achieves specified criteria explanation or valid
- Proactively planned, reasons
- Meets the City's high-
problem solved and - Poor quality of
performance reputation
initiated solutions -Contributes positively to deliverables(lack of clarity)
-Stepped outside of the success of the City - Poor quantity of
existing responsibilities to deliverables
add value - Non-delivery of
- Puts the public at centre deliverables
of work
- Identifies breakthrough
Concepts
- Is regarded as a
knowledgeable resource
- Exhibits mastery
- Impacts exceed specified
criteria
- Elevates strategic plan
- Is an exceptional contributor to strategic
plan success
9 9
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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.
Compass Kitchener's Specific Community Impact Criteria
More people are using bikes and for a wider variety of trips, number of
rentals, people, bikes, and bike parking facilities.
Overall Evakiatiori: Exceeds Expectatiorls
Highlights
• A new e-scooter and e-bike share program began on April 14, 2023,
throughout the 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
into the region's economy.
Notes for the Future
• Continue efforts to educate public on proper usage to decrease the
potential for injury.
• Expand the service area in which a-bikes and e-scooters can be
accessed and used.
• Collect separate information about usage of a-bikes and e-scooters
• Consider a public awareness campaign to promote greater etiquette in
using and parking a-bikes and e-scooters.
10 10
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.
Compass Kitchener's Specific Community Impact Criteria
Number of connected adjacent neighbourhoods (of the total) by a continuous
link.
Overall IEvudin: Meets IEIps ctatiin
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 will be completed in June 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.
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Build a vibrant city by making investments to support job creation, economic prosperity, 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 CDMP received approval by Council in 2009, the intent was to review
and update it.
Compass Kitchener's Specific Community Impact Criteria
Number and nature of opportunities realized and broad public support for the
plan.
City Staff's review of the CDMP determined the plan, which was written with
a long-term lens, remains relevant with no need for updating. Work on
Growing Together, developing the planning framework for Kitchener's Major
Transit Station Areas, incorporated changes in support of the goals of the
CDMP. As review and revision of the CDMP evolved differently than originally
planned, the usual 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 Together introduced changes supporting inclusion of an
educational institution, residential uses, and public/private
partnerships, which will facilitate development in the Civic District.
• Building elements supportive of the CDMP into Growing Together
reflects an effective use of City resources and ensured inter-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 readily available on the City's website.
• Focus on ways to enhance animated connections between the Civic
District and Downtown Kitchener.
12 12
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.
Compass Kitchener's Specific Community Impact Criteria
This project involved development of a Downtown Vision. Therefore, no
specific impact criteria were developed.
Overall Evakiadan: Exceeds Expectatians
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 results reflect an impressive
level of public participation and input.
• The vision and three principles outlined are clear and well-developed.
Notes for the Future
• Update the City's Downtown Kitchener Vision project page
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• Follow through with the vision and guiding principles to impact the
downtown.
13 13
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Enhance people's sense of belonging and connection by providing welcoming community spaces and
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.
Compass Kitchener's Specific Community Impact Criteria
Was the project started on time?
Overall IEvakulM>ari: Meets IEI " ctatiri
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 over budget,
so prioritize critical 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.
14 14
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Increase people's satisfaction, trust and engagement with the City by providing friendly, easy and
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
from the customer's perspective by 2022.
Compass Kitchener's Specific Community Impact Criteria
Results/improvements are made public and % improvement (i.e. shift from
negative to positive feedback) over time is included in reporting.
Overall IEvakutiri: Meets IEIps ctatiri
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 by phone
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 telephone system.
• In this active problem-solving project, staff were efficient in their use
of time and city resources and avoided redundancies.
• The City's innovative custom MyUtilities widget, developed with an
outside vendor, led the vendor to develop 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 and being
implemented, indicates the value of this program and the benefit of
its continuation.
15 15
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POST-COVID RAMP-UP
Compass Kitchener welcomes the City's successful return to pre-pandemic levels of
activity, operation, and programming. It also appreciates the City's development of a
policy framework to guide hybrid work where appropriate.
HOUSING AFFORDABILITY
Housing affordability remains a key concern. While municipalities are not responsible
for building housing, there are numerous ways in which 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 Kitchener encourages the 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.
CUSTOMER SERVICE
Given that the 2019-2022 Strategic plan put significant emphasis on improvements to
customer service, Compass Kitchener welcomes the innovative new Customer Service
Centre located on the main floor of City Hall. It provides an accessible and efficient
interface for community members to connect with knowledgeable staff regarding the
broad range of services provided by the City.
DELAYED/DEFERRED PROJECTS
Eight projects or sub-projects from the 2019-2022 plan remain incomplete. Compass
Kitchener looks forward to receiving updates on their progress to enable their
evaluation upon completion.
ARTS AND CULTURE MASTER PLAN
Compass Kitchener recognizes artists and arts and cultural organizations remain
particularly vulnerable in this post-pandemic period. This vulnerability 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.
16 16
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 both bolster the vibrancy, livability, and wellbeing of our
community and help retain healthy levels of employment in this important sector.
PROJECT BUDGETS AND FINANCIAL DATA
Given public interest in financial accountability, Compass Kitchener has always
intended to review actual project expenses in relation to approved budgets. However,
this information has generally been unavailable. Accordingly, we encourage the City to
share this information, where available, to inform our evaluation process.
17 17
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In 2023, Compass Kitchener planned and facilitated public engagement activities to
assist with the development of the 2023-2026 Strategic Plan. Accordingly, it seems
appropriate for Compass Kitchener to comment on the new strategic plan and its
development in this report card. Overall, Compass Kitchener fully supports the new
strategic plan.
PUBLIC ENGAGEMENT AND STAFF TRAINING
We applaud the level of public engagement invested in the development of the new
plan, especially the inclusion of the Resident Panel. Resident Panel members
responded positively to being involved in the process and felt their participation had a
real impact on and added value to the development of the strategic plan.
The Resident Panel represented an excellent example of meaningful public
engagement and was of particular interest to Compass Kitchener as an innovative new
form of public engagement in the City's strategic planning process. Compass Kitchener
welcomes the improvements to the City's public engagement activities that were key
to many of the 2019-2022 Strategic Plan projects.
Given the value of effective public engagement and the increasing number of City staff
called upon to design and carry out public engagement processes, Compass Kitchener
wants to highlight the importance of ensuring that all staff leading these projects have
access to the facilitation/public engagement training needed to support them in
generating the most positive and effective outcomes.
SUSTAINABILITY AND CLIMATE CHANGE
Numerous strategies to advance sustainability, the impacts of which directly affect life
in Kitchener and beyond, received thoughtful consideration in the development of the
2023-2026 Strategic Plan. The City deserves praise for 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 OUTCOMES AND PRIORITIZE DATA COLLECTION
Compass Kitchener supports the City's efforts to identify and measure outcomes for
each of the five goal areas in its new strategic plan. The work undertaken to identify
strategic indicators underpins the framework for effective evaluation. It will guide
efforts to fine-tune and prioritize data collection and ensure that the best and most
relevant data are available to staff and Council when making important decisions.
18 18
A MORE ADAPTIVE PLAN
Compass Kitchener supports Council and Staff's decision to develop a more adaptive
plan that identifies five goal areas and prioritized projects for focus in the first couple
of years, while still outlining the projects of focus over the balance of the four-year
term. In the past, the City planned more projects (sometimes substantially more) than
could be accomplished over the term of the plan, sometimes as a result of unforeseen
circumstances (e.g. the COVID-19 crisis). Compass Kitchener believes the City's new
adaptive approach will:
• strengthen the City's ability to adapt and reprioritize in the face of unexpected
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 while still 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. A more adaptive plan calls for regular and clear
communication with the public about progress on and adjustments to individual
projects, while also informing the public about new projects as they begin.
TRACKING AND SHARING STRATEGIC PLAN PROGRESS ON THE CITY'S WEBSITE
In previous years, Compass Kitchener encouraged the City to add a feature to its
website that reports progress on implementation of the strategic plan. Accordingly, we
are pleased to see this recommendation adopted. Our committee sincerely hopes that
progress on projects in the new strategic plan will be similarly documented on the
City's website to keep the public informed about the City's work and accomplishments.
19 19
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Compass Kitchener commends the City on:
• the 23 completed projects from the 2019-2022 Strategic Plan;
• the overall quality of the work done;
• the continuing work on projects that remains;
• the continued evolution and growing effectiveness of public consultation processes; and
• the successful ramping up of the City's activities, programs, and operations post-pandemic,
returning them to full capacity.
As the City's focus shifts from the 2019-2022 Strategic Plan to implementation of the 2023-2026
Strategic Plan, Compass Kitchener suggests three recommendations as the City moves forward:
1. FOCUS ON THE INDICATORS OF SUCCESS AND PRIORITIZ DATA 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 possible 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.
20 20
3. ADDRESS 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.
21 21
2019-2022 Strategic Plan Progress Update for Remaining Eight(8)Projects
People-Friendly Transportation
SHOWN EM
1.3 Install a continuous and protected Protected Cycling Network Connected to Darren Kropf 2024 Completed The cycling network was completed and opened for use In late
cycling network that connects adjacent the Downtown Transportation Services 2024,with a few finishing touches on the last portion of Duke
neighbourhoods to the downtown by Install a continuous and protected cycling Street to be addressed In spring 2025.An official ribbon cutting
2022. network that connects adjacent and celebration will occur on Saturday June 7,1-5 pm on Water
neighbourhoods to the downtown by Street next to the public bike counter,Including learn-to-ride
2022. classes,bike scavenger hunts,themed rides and a street
party.Come celebrate!More Info posted at bikekitchener.ca.
Vibrant Economy
MENNEN
3.2 Foster the creation of a city-wide 3.2.2 Incubator,Accelerator and Co- Cory Bluhm 2025 and 2026 One item was The Creative Hub at 44 6aukel Is now fully leased and has a
network of Incubators,accelerators and co- Working Space Network Economic Development completed In 2024; waiting list for new tenants.
working spaces by completing the buildout Lease all spaces In the Creative Hub, two are delayed—
of 44 6aukel In 2019,advancing work on a explore the potential to facilitate a Food n will be Design for the Small Business Centre In the Innovation Arena Is
Creative Hub and undertaking business Incubator with a business case pending, completed In 2025 currently underway with build-out and occupancy anticipated In
In 2019-2021 for the food and explore partnerships for the Of 2026.
casesin
and health/med-tech development of manufacturing and and one In 2026
industries. health/med-tech Industry Incubators. A Staff Report Including a Business Case for a food Incubator will
be submitted to Council for consideration In Q3 2025.
3.4 Complete a comprehensive review of City-Owned Property Review Brian Bennett 2024 Completed A city-owned property review has been completed and a new
city-owned properties by 2020 to determine Complete a comprehensive review of Economic Development City-owned property land disposition framework can be found
how they could be effectively used to city-owned properties by 2020 to lierG.
advance city strategic objectives. determine how they could be effectively
used to advance city strategic
objectives.
3.5 Develop a vision for downtown 3.5.1 Downtown Vision and City-Owned Brian Bennett 2024 Completed Downtown Kitchener Is at a critical point In its evolution and
Kitchener and continue to position Property Brought to Market Economic Development growth.To ground new and ongoing City Initiatives In equity,
downtown Kitchener as a leading Develop a vision for downtown experience,growth and sustainability,the City of Kitchener
destination for redevelopment Kitchener and continue to position Initiated the development of a comprehensive vision and set of
opportunities,with at least one new city- downtown Kitchener as a leading guiding principles.Nearly 3,000 Individuals from diverse
caned property brought to market by 2020. destination for redevelopment backgrounds were engaged In a collaborative and expansive
Finalize the Innovation District(Bramm opportunities,with one new city-owned process to gather Input on their experiences with and
Yards)Master Plan by 2021 and the Civic property brought to market by 2022. aspirations for DTK.The vision can be found here.
District Master Plan by 2022.
In a significant step toward addressing the growing need for
affordable housing,the City of Kitchener Is unlocking city-owned
landto build not-for-profit housing.This Initiative,aimed at
rearing long-term solutions to the housing crisis,was carried
out through a Request for Proposals(RFP)process,Inviting
qualified organizations to submit plans for development.
1
22
The RFP process is part oft he City's broader strategy to increase
the supply of affordable and supportive housing for residents.
Proposals that can address critical housing needs were
welcomed,Including homes for low-income families,seniors,
and Individuals experiencing homelessness.
The City owned property at 1035 Ottawa St was donated to
Habitat for Humanity as the first Initiative In providing land for
affordable housing.Construction for the housing project Is
expected to start In 2025 and take 18 months to 2 years to
complete.You can read more here
3.5.2 Innovation District(Bramm Yards) Cory Bluhm 2024 Completed vision Council approved the revised vision and development principles
Master Plan Economic Development and design for the Bramm Yards Master Plan.The plan Includes allocating
Finalize the Innovation District(Bramm principles(City of upto$400,000 from the Environmental Remediation Reserve
Yards)Master Plan by 2022. Kitchener Scope) for pre-design reports necessary for the redevelopment of
Bramm Yards at 55 Bramm Street and 130 Park Street.
Additionally,staff will conduct a market assessment to
determine the optimal timing for selling the property and
Identify potential development constraints to ensure a
successful redevelopment process.
Procurement Services and Realty Services were authorized by
council to Implement a competitive land disposition process,
based on the vision and development principles approved as
part of report DSD-2024-240,through the Issuance of a public
request for proposals(RFP)seeking a Master Developer who
k1 acquire the Bramm Yards and lead a multi-phased
redevelopment of the property,Including the creation of a
Master Plan.The timing of the Issuance of an RFP will be subject
to real estate market conditions.
An Environmental Site Assessment was approved by Council In
2024,which Is a necessary step to Issue aRequest for Proposal
to sell the property.A Request for Quotations from
Environmental Consultants was Issued by Procurement In
February 2025.Staff are reviewing the proposals received and
wi0 be awarding a contract shortly,with work to commence In
May 2025.
Going forward,staff will collaborate with the University of
Waterloo to ensure a shared vision related to the development
plan for the Bramm Yards area(given the neighbouring Health
Innovation Arena UW Health Sciences Campus).A Master Plan
for the site will be completed by the successful developer.
Read the full reC rt and ne,
2
23
Caring Community
4.4 Complete the Rosenberg Community 4.4.2 New Rosenberg Community Mark Hildebrand 2024 Completed The needs assessment and business case for the project have
Centre by 2021. Centre/School Business Case Neighbourhood Programs&Services been completed,followed by the successful completion of the
With the Catholic School board, design stage.Groundbreaking for the joint school and
complete a needs assessment and community centre took place In September 2024,marking a
business case to determine the significant milestone.Currently,the construction of the
requirements for a joint community combined facility Is underway and progressing on track.
centre/school In the Rosenberg area.
4.4 Complete an Open Space Strategy by 4.4.4 Open Space Strategy Mark Parris 2025 Completed Places&Spaces:An Open Space Strategy for Kitchener will be
2021. Develop an open space strategy to Parks&Cemeteriesunew guiding strategic document for parks and open spaces
explore the value of open spaces,how in Kitchener.The Places&Spaces strategy focuses on two main
they function,are planned,maintained, topics:
and managed,and Including a review of • Spaces:where we have parks and where we need them
permitted uses In parks. • Places:what we need In parks to support our residents
and communities
The, portion of the Places and Spaces strategy Is
complete.
Staff have met with Councillors to refine the recommendations
of the Places report and the final phase of the strategy—Places-
is scheduled to be presented to Community and Infrastructure
Services Committee on May 12,2025.
The status for this item is marked as complete,as it will be
completed prior to Compass Kitchener's report going to Council
inlune.
4.S Engage a broad cross-section of the Arts and Culture Plan Andrea Hallam 2025 On Track per the The development of this plan Is currently underway(being
community Including the arts and creative Develop a new and Inclusive Arts and Economic Development 2023-2026 retitled"Arts and Creative Industries Action Plan").
industry sector and multi-cultural Culture Plan by engaging a broad cross- Strategic Plan Implementation of the plan Is an action In the current 2023-
unities to develop an Inclusive arts section of the community Including the action Item 2026 Strategic Plan,which Is reported on to council through the
and culture Plan by 2021. arts and creative Industry sector and strategic plan reporting cycle to council(3x/year).
multi-cultural communities.
The plan will be completed In 2025 and actioned over a multi-
year period,from 2026-2028.
3
24
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Projects Completed in 2024
and Reflections on the
Development and Implementation of the
2023-2026 Strategic Plan
June 2025
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Executive Summary----------------_ -----------2
Compass Kitchener ----------------_ -----------4
Evaluation Approach ----------------------------_4
2024 Project Evaluations ----------------_ --------_7
CREATING AN ECONOMICALLY-THRIVING CITY TOGETHER 7
Accelerate Commercial Business Approvals 7
FOSTERING A CARING CITY TOGETHER 9
Advance Truth and Reconciliation 9
Overall Observations and Looking Ahead ----------------_— — 10
In Closing--------------------------------- 13
27 3
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:
Troy Glover (Chair)
James Young (Vice-Chair)
Carlos Abarca
Kim Brabazon
Srihasya Kandala
Rodney Gill
Judy Stephens-Wells
Lee-Anne Thompson
Linda Terry
Lori Trumper
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Compass Kitchener approached this evaluation as interested community members and considered
timing, impact, accountability, and budget criteria in its assessment. Compass Kitchener
considered evaluation criteria for the strategic actions developed in consultation with Kitchener's
Corporate Leadership Team. The following questions guided the evaluation:
1. Responsible Project Delivery:
This criterion focuses on how well project goals, budgets and timelines are managed. It emphasizes the
importance of monitoring and tracking progress to ensure projects are completed efficiently and
effectively, achieving goals within financial constraints and deadlines.
• Note: Given that the 2023-2026 Strategic Plan is intended to be adaptive, responsible project
delivery also recognizes that timelines may shift due to shifting priorities and needs.
2. Impact/Public Value:
This criterion assesses how the impact of the project will be tracked and evaluated, and the extent to
which a project (has the potential) to create positive outcomes for the community and contributes to
the goal(s) of the Strategic Plan.
28 4
3. Transparency Et Communication:
This criterion focuses on the dissemination of information through staff reports and other channels. It
emphasizes the importance of relevant, clear, timely, and accessible communication to the community,
ensuring that project goals, progress, challenges, and outcomes/impacts are openly shared.
4. Public Engagement:
This criterion evaluates how well a project involves the community and/or relevant parties in its
planning and execution.
Equity Lens
Using the definition of equity outlined in Kitchener's Equity, Inclusion &t Anti-Racism policy, Compass
Kitchener will also incorporate an equity lens to underpin the evaluation of all projects.
"An equity approach creates the conditions for fair and equal access and opportunity for everyone,
by addressing discriminations, exclusions and barriers experienced by distinct groups. Equity is not
the same as equality, nor is it the same an inequality."
29 5
Evaluation Rating
Compass Kitchener will evaluate each project using the following rating scale: exceeds expectations, meets
expectations, and does not meet expectations.
The evaluation rating will be determined based on the extent to which all applicable evaluation criteria are
met, recognizing that some criteria may not be applicable to each project. Each individual criterion will be
assigned a rating, and based on the ratings of all applicable criteria, Compass Kitchener members will
determine an overall rating through a consensus vote.
The following chart explains the classification for the three rating categories:
41 /", Ili:!),
Exceeds Meets Does Not Meet
IIpec ati sins ExIpectatiosns ExIpectatiosns
-Set and met challenging - Models values of caring, - Late delivery of
Objectives and showed innovation,and vibrancy deliverables without
initiative in meeting them -Achieves specified criteria explanation or valid
- Proactively planned, reasons
- Meets the City's high-
problem solved and - Poor quality of
performance reputation
initiated solutions -Contributes positively to deliverables(lack of clarity)
-Stepped outside of the success of the City - Poor quantity of
existing responsibilities to deliverables
add value - Non-delivery of
- Puts the public at centre deliverables
of work
- Identifies breakthrough
Concepts
- Is regarded as a
knowledgeable resource
- Exhibits mastery
- Impacts exceed specified
criteria
- Elevates strategic plan
- Is an exceptional contributor to strategic
30 6
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plan success
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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.
Accelerate Commercial Business Approvals
Accelerate Commercial Business Approvals
Report Card
Project Description: Facilitate streamlined business process and approvals for
brick-and-mortar retail business across the City.
.
Overall IIS,°�wvul�>ni�°i: 1��� IIS,°�wIps c1� t>nw°i
Highlights
Responsible Project Delivery
• Delivered within the planned timeline (Sept 2023 - Mar 2024);
• Defined scope and methodology via a robust Terms of Reference and Lean
process involving cross-departmental collaboration; and
• Appointed a dedicated internal Project Manager to oversee
implementation.
Impact / Public Value
• Identified 55 process improvements, 65% of which were classified as "quick
wins" to streamline approvals and enhance customer service;
• Introduced practical tools such as a business roadmap guide, pre-
application process, and digital permit review systems; and
• Implementation tracking and impact evaluation (e.g., satisfaction surveys
and reduced processing times) are underway.
• Introduced coordinated onsite meetings where City staff from multiple
departments visit business locations together to review the full scope of
approvals, streamlining the process and improving clarity for business
owners.
• Used the online language translation and interpretation services during
onsite visits to ensure better accessibility and support for business owners
whose first language is not English.
Transparency and Communication
• Provided project updates to Council through regular strategic plan reporting
cycles; final report publicly available; and
31
• Sent closure emails with report links to participating business owners as a
gesture of accountability and transparency.
Public Engagement
• Conducted 12 interviews with business owners and followed up with surveys
and updates to maintain engagement; and
• Employed user-focused methods such as empathy mapping and process
mapping in cross-departmental workshops.
Notes for the Future
• Consider expanding the project's scope beyond downtown Kitchener to
assess applicability and effectiveness across the city.
• Revisit the project in a future evaluation cycle to assess long-term
outcomes and public value, once more implementation and impact data are
available.
• Continue to collect and share outcome data, including satisfaction rates,
reduced approval timelines, and cost savings for businesses.
• Broaden communications efforts to publicly highlight improvements and
promote awareness of new business-friendly tools and processes.
• Contemplate further engagement with underrepresented or equity-seeking
business communities to ensure inclusive benefit from improvements.
32 8
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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.
Advance Truth and Reconciliation
Compass Kitchener recognizes that advancing Truth and Reconciliation (T&tR) is not a conventional
municipal project, but rather a foundational and ongoing commitment that must be embedded
across the City's work. For this reason, and to be consistent with the equity lens the committee
applied to this report, the committee has chosen a narrative format for this assessment,
recognizing that traditional evaluation frameworks rooted in Western paradigms are often ill-suited
to the complex, relational, and long-term nature of reconciliation work.
In reviewing the City's actions, Compass Kitchener was encouraged by the depth of the City's
commitment and its evolving understanding of the respectful role it must play. This role was
particularly evident in initiatives such as the Wiinjindamaan project, an Indigenous land
stewardship initiative co-developed with Conestoga College and Indigenous-led organizations. The
committee views this project not as a City-led undertaking, but as a community-led partnership in
which the City is a respectful participant. In this and other initiatives, leadership is shared across
partners, and success is measured not by deliverables alone, but by the depth of relationships,
mutual trust, and shared purpose they cultivate.
Importantly, Compass Kitchener commends the City's humility in its communication approach,
particularly its decision to resist the impulse to publicly spotlight its role in reconciliation projects
where such visibility could overshadow Indigenous voices or compromise fragile trust. This restraint
reflects a maturity of intent and a recognition that reconciliation requires shifting power, not
seeking credit.
At the same time, the committee encourages the City to find appropriate, partner-informed ways
of communicating progress to the broader public. Doing so can raise awareness, foster
understanding, and encourage others in the community to engage meaningfully with reconciliation
efforts, so long as the narrative elevates Indigenous leadership and maintains a focus on collective,
rather than institutional achievement.
In sum, Compass Kitchener affirms the City's role as a committed, learning partner in the journey
of reconciliation. The success of this work should not be assessed by traditional performance
metrics, but by the strength of the relationships it fosters and the integrity with which the City
walks alongside Indigenous communities. As the City continues this work, Compass Kitchener
encourages it to remain guided by Indigenous leadership, to foster collective ownership of
projects, and to communicate progress in ways that elevate Indigenous voices while preserving the
trust and partnerships that have been so carefully built.
33 9
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DEVELOPMENT AND IMPLEMENTATION OF THE 2023-2026 STRATEGIC PLAN
Compass Kitchener commends the City for adopting a thoughtful, adaptive, and
resident-centred approach to the development and implementation of the 2023-2026
Strategic Plan. The process reflected important [earnings from past cycles and
demonstrated the City's commitment to broad engagement, responsible project
delivery, and continuous improvement.
Public engagement reached new heights, with the Resident Panel standing out as a
particularly innovative and inclusive initiative. Participants reported feeling heard and
valued, and the variety of engagement formats—both online and in-person—helped
diversify participation and strengthen legitimacy.
The plan's adaptive structure, which introduces actions in phases rather than all at
once, represents a welcome shift. It enables flexibility to respond to changing
community needs and allows for more realistic planning. As implementation proceeds,
Compass Kitchener encourages the City to maintain transparency by clearly
communicating changes and new project additions to the public.
The introduction of project charters, the assignment of dedicated project managers,
and the inclusion of a midpoint check-in all suggest a maturing strategic planning
culture. These changes support accountability, responsiveness, and better coordination
across departments. The committee appreciated being included in the all-committees
midpoint review and supports this practice continuing in future plans. The new
Strategic Plan Indicators webpage enhances public transparency and offers a valuable
tool for tracking progress. The committee encourages continued efforts to ensure this
data remains accessible and user-friendly, particularly for non-technical audiences.
Recommendations for Future Planning
• Deepen engagement with equity-deserving communities and continue to innovate
in participatory methods.
• Ensure clear public communication of new or revised actions under the adaptive
model.
• Strengthen storytelling to help residents connect with the plan and see its
relevance to daily life.
• Expand public education on how strategic indicators are used and what they
revea 1.
34 10
Overall, the 2023-2026 plan reflects a more agile and collaborative direction. Compass
Kitchener encourages the City to carry this momentum forward as it begins to envision
the next strategic planning process.
UPDATE ON PROJECTS FROM THE 2023-2026 STRATEGIC PLAN
As part of its ongoing accountability and learning role, Compass Kitchener continues to
monitor the progress of projects from the 2019-2022 Strategic Plan that remained
incomplete at the time of its 2024 report to Council. The following provides an update
on those projects, based on available information:
Protected Cycling Network
Original Target: 2022 (Completion noted in 2024 report as 2024)
Now completed. The network was opened in late 2024, with final touches on Duke
Street scheduled for spring 2025. A public celebration is planned for June 7, 2025.
Incubator and Accelerator Project
Original Target: 2019-2021 (Reported as incomplete in 2024)
The Creative Hub at 44 Gaukel is fully leased. A food incubator business case will
be submitted in Q3 2025. Build-out of the Small Business Centre in the Innovation
Arena is expected by early 2026.
City-Owned Property Review
Original Target: 2020 (Reported as ongoing in 2024)
Now complete. The City has adopted a land disposition framework based on this
review.
Downtown Innovation District (Bramm Yards) Vision
Original Target: 2021 (Reported as incomplete in 2024)
Delayed due to market conditions. Revised plans are in progress, with the Master
Plan now expected in 2027. Environmental remediation and pre-design work are
underway.
Rosenberg Community Centre Business Case
Original Target: 2021 (Reported as incomplete in 2024)
Now complete. Business case and design work have concluded. Construction of the
joint school and community centre is underway as of fall 2024.
35 11
Open Space Strategy
Original Target: 2021 (Reported as incomplete in 2024)
Now complete. The final phase ("Places") is scheduled to be presented to Council
in May 2025 as part of the Places Et Spaces strategy.
Arts and Culture Master Plan
Original Target: 2021 (Reported as incomplete in 2024)
Development of the plan (now retitled Arts and Creative Industries Action Plan) is
underway, with completion targeted for 2025 and implementation to begin 2026-
2028. This initiative is now included in the 2023-2026 Strategic Plan under Creating
an Economically Thriving City Together.
Compass Kitchener appreciates the City's continued transparency in reporting the
status of these projects. In several cases, projects have been carried forward and
integrated into the current strategic plan, illustrating the City's adaptive approach.
The committee encourages continued clear communication on revised timelines and
evolving scopes as the City moves forward.
36 12
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