HomeMy WebLinkAboutCOR-2026-102 - Digital Kitchener review final report
Corporate Services Department www.kitchener.ca
REPORT TO: Finance and Corporate Services Committee
DATE OF MEETING: March 9, 2026
SUBMITTED BY: Nicole Amaral, Innovation Lab Director, 519-783-8175
PREPARED BY: Nicole Amaral, Innovation Lab Director, 519-783-8175
Dan Murray, Director of TIS, 519-783-8435
WARD(S) INVOLVED: All
DATE OF REPORT: February 20, 2026
REPORT NO.: COR-2026-102
SUBJECT: Digital Kitchener review final report
RECOMMENDATION:
That the Digital Kitchener strategy be approved, attached as Appendix A to Corporate
Services staff report COR-2026-102; and further,
That staff be directed to use the refreshed Digital Kitchener strategy to guide the
approach to digital initiatives, priorities, and investments over the course of
20262030.
REPORT HIGHLIGHTS:
The purpose of this report is to seek Council approval of Digital Kitchener 2.0, a
refreshed strategy to guide the digital transformation from 20262030.
The key finding of this report is that through engagement and research, a vision was
developed that, Digital Kitchener drives a culture of collaboration where community
voices guide digital initiatives, services are efficient and accessible, and innovation
unlocks opportunities across our city.
The financial implications are unique to each initiative and will be requested through
the regular budget cycle with the relevant division.
Community engagement included broad participation gathered through surveys,
workshops, and consultations with residents, staff, partners, and the tech community.
This report supports Stewarding a Better City Together: Focuses on City
employees as stewards of Kitchener; responsive, innovative, diverse &
accountable public servants working together to serve residents; removing
barriers and championing a better city and a better world.
BACKGROUND:
In 2017, the first Digital Kitchener strategy, guided by the pillars
Connected, Innovative, On Demand, and Inclusive. Since then, advanced work
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such as expanding public Wi-Fi, improving online service access, strengthening
mapping tools, and growing civic innovation through pilots and
In 2025, a refresh of the strategy, as a part of the 2023-2026 City of
Kitchener Strategic ensure the digital direction reflects current community
needs and rapid advances in
The original Digital Kitchener strategy was supported by Council as a Citywide initiative. The
refreshed strategy builds on that foundation and reflects extensive engagement and
research involving residents, staff, partners, and the local innovation community. Bringing
the strategy forward for Council approval confirms the long term digital direction,
ensures transparency and accountability, and provides staff with a clear framework to guide
future digital planning and
REPORT:
Digital Kitchener 2.0 is a refreshed outward-facing strategy that sets the direction for how
the City will advance digital services, innovation, and technology use over time. Rather than
prescribing fixed solutions or specific tools, the strategy focuses on clear ways of working
that enable the City to adapt as technology, community needs, and service expectations
continue to evolve.
This approach supports responsible innovation, strengthens collaboration, and ensures
digital initiatives remain aligned with community priorities, organizational capacity, and
Council direction.
Our vision
Digital Kitchener drives a culture of collaboration where community voices guide digital
initiatives, services are efficient and accessible, and innovation unlocks opportunities across
our city. !
We have created a set of goals to move this vision forward. We will:
Deliver seamless digital services anytime, anywhere
o Moving more city services online and enhancing existing ones
o Using AI-enabled solutions to streamline customer-facing service delivery
o Enhancing the website search function and content for faster and accurate
results
Build a connected and smart city
o Using AI and data to inform predictive maintenance and monitor infrastructure
o Supporting pilot projects using local tech for municipal challenges
o Advancing operational efficiency through automation and AI
Cultivate an innovative and collaborative community
o Providing and promoting collaborative spaces and shared digital tools
o Growing local collaborations to test and scale innovative municipal solutions.
o Modernizing city processes for easier engagement
Ensure inclusive and equitable access
o Updating technology access and Wi-Fi in our community spaces
o Working with our partners to increase digital literacy
o Using feedback to improve digital quality and access
Advance open data for transparency and innovation
o Using data to share information and allow community exploration
o Sharing key datasets and formats that drive innovation and investment
o Standardizingdatasystemstoensureseamlessintegration
Embrace experimentation and city-wide innovation
o Reimagining the innovation lab model to support bold ideas and solutions
o Fostering a culture of innovation across the organization
o Exploring collaboration concepts and opportunities
How Digital Kitchener 2.0 will guide our work
Digital Kitchener 2.0 provides a shared strategic compass for how the City approaches
digital services, innovation, and emerging technologies. Rather than prescribing specific
solutions, the strategy establishes strategic ways of working that allows the organization to
adapt responsibly as technology, community expectations, and risks continue to evolve
while remaining aligned with Council direction and public interest.
Responsible, adaptive innovation
o The strategy supports learningdriven experimentation, evidencebased
decisionmaking, and the responsible use of emerging technologies, including
AI, ensuring innovation advances at a pace the organization can govern,
sustain, and trust.
Ongoing engagement and external insight
o Digital Kitchener prioritizes flexible engagement with staff, community
partners, and external experts to challenge assumptions, bring diverse
perspectives, and inform decisions as technology and policy contexts change.
Transparency, accountability, and organizational learning
o The strategy emphasizes sharing progress, outcomes, and lessons learned to
build trust, strengthen accountability, and ensure insights from practice
continuously inform future priorities and investments.
Implementation
Digital Kitchener is intended to provide strategic direction rather than a fixed, multiyear
work plan. The strategy establishes a shared framework that allows the City to respond to
emerging opportunities while continuing to engage community partners.
Implementation is proposed to occur through an annual, objectivebased approach
whereby:
Staff identify four to five objectives each year that advance the intent of the Digital
Kitchener strategy; and
Subject to engagement with the community, technology experts, staff and council,
staff scope and advance initiatives over the following 12 months to support those
objectives. Initiatives with budget implications will be brought forward for Council
consideration through future budget processes.
The principles of Digital Kitchener will also be applied to all technology investments and
initiatives to ensure that ongoing technology and innovation activities contribute to the
success.
Communications and marketing
Consultation highlighted the importance of clearly and consistently communicating
innovation story. Staff will work with Corporate Communications to develop a
coordinatedcommunicationsapproachtosupportDigitalKitchenerandrelatedinitiatives.
Communications will focus on increasing awareness of the strategy, sharing progress and
outcomes, and reinforcing reputation as an innovative and forwardlooking
community. Messaging will evolve alongside implementation and will highlight key
milestones, partnerships, and annual objectives as they are advanced.
STRATEGIC PLAN ALIGNMENT:
This report supports Stewarding a Better City Together: Focuses on City employees as
stewards of Kitchener; responsive, innovative, diverse & accountable public servants
working together to serve residents; removing barriers and championing a better city
and a better world.
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:
The Digital Kitchener Strategy Review was informed by a structured, multiphase
engagement program involving residents, City staff, stakeholders, the local technology
community, advisory committees, and City leadership. Engagement activities were designed
to gather broad input, identify barriers and opportunities, and support transparency and
inclusive decisionmaking.
Communication efforts included promotion through City digital channels, direct outreach to
stakeholder groups and advisory committees, and collaboration with community and
technology partners to broaden participation and reduce barriers to engagement.
INFORM
This report has been posted to the website with the agenda in advance of the
council / committee meeting.
Information about the purpose, scope, and progress of the Digital Kitchener Strategy
Review was shared with participants throughout the project. Background materials,
engagement findings, and next steps were communicated to support informed
participation and transparency.
CONSULT Residents, staff, and stakeholders were consulted through surveys and
focused engagement sessions to identify digital service challenges, barriers, and
opportunities. Participants were asked to prioritize desired service improvements and future
digital capabilities, ensuring community and staff input directly informed the
direction.
COLLABORATE Collaborative engagement sessions brought together community
members, staff, stakeholders, and the local technology sector to codevelop and refine
ideas. These sessions emphasized shared problemsolving, innovation, and partnership to
shape practical and inclusive actions.
ENTRUST n/a
PREVIOUS REPORTS/AUTHORITIES:
FCS-17-002 Digital Kitchener Strategy
COR-2024-068 Digital Kitchener Innovation Lab Exploration of Artificial Intelligence
COR-2026-007 Strategic Session: Digital Kitchener and Corporate-Wide Data
Strategies
COR-2026-053 Artificial Intelligence (AI) Education Session
APPROVED BY:
Dan Chapman, CAO (on behalf of Victoria Raab, GM-Corporate Services)
ATTACHMENTS:
Attachment A: Digital Kitchener 2.0 strategy draft