HomeMy WebLinkAboutCAO-07-058 - Compass Kitchener 2007-2008 Workplan Update~~
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Report To: Mayor and Council
Date of Meeting: November 26, 2007
Submitted By: Shelley Adams, Director, Community and Corporate Planning,
Ext. 2476
Prepared By: Shelley Adams, Director, Community and Corporate Planning,
Ext. 2476
Ward(s) Involved: All
Date of Report: November 19, 2007
Report No.: CAO-07-058
Subject: Compass Kitchener 2007-08 Workplan Update
RECOMMENDATION:
That Council receive report CAO-07-058, Compass Kitchener 2007-08 Workplan Update; and,
That Council endorse the metrics and process put forward by Compass Kitchener to facilitate
annual and term-by-term reporting to citizens regarding progress on strategic priorities; and,
That Council endorse the Healthy Community Decision-Making Lens and direct staff to work
with Compass Kitchener and City staff on a staged implementation process; and, further,
That Council endorse the Advisory Committee of Council Review Terms of Reference.
BACKGROUND:
In October 2006, Council received and adopted "A Plan for a Healthy Kitchener, 2007-2027"
(P4HK} as the community's vision for twenty years into the future. P4HK provided a unified
strategic approach to key areas essential to the health and vitality of the City of Kitchener. It
articulated priorities identified in consultation with the community -quality of life, leadership and
community engagement, diversity, downtown, development, and the environment. And, it also
provided high level recommendations for action in each of these areas to be completed over the
next 4 years, 2007-2010, the term of the current Mayor and Council.
In early Spring, Compass Kitchener presented their detailed 2007-2008 Workplan (CAO-07-020,
April 19/07}. The five major initiatives chosen as current Compass Kitchener priorities included:
1. Annual and Term-by-term Progress Reports to Citizens and a Healthy Community
Decision-making Lens
2. Advisory Committee Review
3. Creating a Culture of Safety
4. Community Engagement Policy and Strategy ,and
5. Community Access, Equity and Inclusion
Council was in receipt of Creating a Culture of Safety for Kitchener -Future Search Summary
and Next Steps (CAO-07-048) in October, 2007 and can expect information regarding further
activities -and early outcomes - in January or February of next year. Both the Community
Engagement and Community Inclusion Strategies are well underway and intend to provide "half-
way" updates to Council, again in early 2008.
This report provides information and seeks Council endorsement of the remaining initiatives
such that Compass Kitchener and its working groups can move forward on Annual and Term-
by-term Progress Reports to Citizens, the distinct but related "Healthy Community Decision-
Making Lens", and the Advisory Committee Review. At its November 21St, 2007 meeting,
Compass Kitchener approved terms and/or content for these projects, as attached to this report.
REPORT:
Annual and Term-bv-term Progress Reports: the Performance Indicator's Group
Early in 2007 asub-committee of Compass Kitchener was created to address the
recommendation in a Plan for a Healthy Kitchener (P4NK) regarding term-by-term and
annual status reports to Council and citizens to benchmark progress on priorities,
community health and well-being. The sub-committee enlisted the help and guidance
from the City's Performance Measurement & Internal Audit staff.
The goal of the group was to create a metric and/or a narrative for every
recommendation within the Plan for a Healthy Kitchener. The end result will be a
comprehensive report card on the community vision for the City of Kitchener.
Throughout 2007 the group went through the following process to create the list of
metrics:
• Reviewed the Plan for a Healthy Kitchener to better understand the
recommendations
• From the recommendations, determined what the intended desired results or
outcomes were
• Reviewed any supporting documents which are already in existence related to
any of the recommendations to look for desired outcomes and / or potential
metrics (i.e. Culture Plan II, Downtown Strategic Plan, etc)
• Spoke with City staff and advisory committees to get their input on what is
already being measured or what they thought would be good metrics
• Brainstormed multiple metrics /narratives for each recommendation
• Narrowed the list based on a number of criteria including ease of collection, cost,
relevance, clarity, and timeliness, and
• Further refined the list of metrics with input from the larger Compass Kitchener
team.
The final product is the list of metrics found in Appendix 1 to this report, grouped under
the six themes of the Plan for a Healthy Kitchener -Quality of Life, Leadership &
Community Engagement, Diversity, Downtown, Development and Environment.
The intent is that City staff will gather the data for the metrics at the start of each year
for the preceding year. The entire Compass Kitchener committee will then evaluate the
results and assign a grade to each of the six themes, based on a 10 point scale. The
scale will range from "did not meet objectives" to "met all objectives with excellence".
The team chose a 10 point scale as it can be converted to a percentage which is easily
understood by most people.
The metric results and the subsequent grading by Compass Kitchener will be
communicated to Council and the public annually through a number of means, the
details of which are yet to be finalized. Linked soundly to the City's larger performance
measurement initiative and, indeed, forming a substantial component of the City's full
set of "key performance indicators" (KPIs), Compass Kitchener reporting will be tied
directly to that of the City's annual reporting processes and will ensure diverse formats
and access. A first "Compass Kitchener Report Card" can be anticipated in late Spring,
2008.
It should be noted that the individual metrics may change from time to time depending
on various factors, including the availability of data, status of initiatives. For example,
StatsCan data is only available every 5 years. Also, as initiatives are completed, they
will be omitted from the annual reports and only be included in the term report. And,
finally, the identification of "new" strategic objectives is possible within a term of office,
as a result of new or shifting priorities.
Compass Kitchener is asking that Council endorse the metrics, grading process and
reporting timelines.
Annual and Term-bv-Term Progress Reports to Citizens: Healthy Community
Decision-Making Lens
A further priority on the Compass Kitchener 2007-08 workplan was the development of
a "healthy community lens through which Council considers major issues and
decisions." In fact, what has evolved is a set of questions that staff can consider in
preparing reports and making recommendations to Council about major City activities
and initiatives.
Attached (as Appendix 2) is what Compass Kitchener considers "a good first step" in
viewing municipal activities as they relate to community priorities. The lens includes sets
of high-level questions in regard to the strategic priority areas, where there are no
"absolute" answers expected. Rather, the tool is intended to spark deeper analyses,
robust discussions and, in the end, informed decisions that balance social vitality,
economic prosperity, environmental viability and community values and culture - to the
greatest extent possible -toward community health. In addition, use of the "lens"
fortifies the business planning process and serves to tie our day-to-day work to the
broad strategic directions and our community's vision for a Healthy Kitchener.
With Council's endorsement, staff will work with colleagues in Communications and in
the operating divisions across the corporation to further develop, pilot and eventually roll
out a "lens" that is simple to use and effective in monitoring our activities and
recommendations against the community's priorities. Our targeted implementation date
for corporate roll-out is the start of 2008. An updated version will be provided to Council
- and the organization -with the advent of more definitive goals vise a vie updated or
newly developed strategies in specific areas (e.g., the environment, downtown,
community engagement, and community diversity).
Advisorv Committee Review
Finally, Compass Kitchener has moved forward on the strategic objective of reviewing
the City's Advisory Committees of Council in its 07-08 workplan, Specifically, the
initiative will review and make recommendations regarding; alignment of the City's
Advisory Committees to support the community's priorities, recruitment and
appointment processes, advisory committees' structure and mandate, representation,
term of appointment, and other pertinent issues that arise as a function of the review.
A working group has been established, chaired by a member of Compass Kitchener, to
include current members from each of the City's advisory committees of Council, one
past member, two citizens at large, and staff person from the Office of the Mayor and
Council, Corporate Services, and Community and Corporate Planning. The group has
met once to confirm their mandate, and is now embarking upon their task, targeting
June 2008 fora "final" draft report and recommendations, ensuring Council has the
benefit of this group's findings in advance of the 2009-2010 advisory committee
appointment process.
Consistent with the City's strategic priority for community engagement, a key deliverable
is the process itself! In consultation (interviews and focus groups) with the Mayor and
Council, current Advisory Committee members, staff resources to the committees,
(Departmental, Office of the Mayor and Council, Office of the City Clerk,) AND with past
and non-appointed advisory committee volunteers, the project strives to increase the
understanding of and capacity for citizen engagement, while achieving the tangible
outcomes detailed above.
The draft "Advisory Committee Project Description" and the project workplan are
attached for Council's endorsement (please see Appendix 3).
FINANCIAL IMPLICATIONS:
N/A. Financial and staff resources for the above noted initiatives are available as part of the
ongoing operating budget associated with the activities of Compass Kitchener.
COMMUNICATIONS:
Compass Kitchener and its working groups include representation from Corporate
Communications and Marketing, We will develop communication plans -internal and external -
for all processes that support broad access through diverse formats.
CONCLUSION:
Compass Kitchener has substantially moved forward on workplan objectives for 2007-2008. In
January or February of 2008, Council will receive updates regarding the Community
Engagement Policy and Strategy, and the Community Access, Equity and Inclusion Strategy. In
addition, Council can expect a full implementation plan, highlighting progress to date on P4HK
initiatives corporate wide, as well as proposed priority activities for 2008, 2009 and 2010 for
Compass Kitchener specifically, and the corporation in general.
Compass Kitchener appreciates the extent to which a Plan for a Healthy Kitchener's strategic
directions and objectives are resident in the corporation's current strategies, business plans,
programs and projects.
Shelley Adams, Director Carla Ladd, CAO
Community and Corporate Planning
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APPENDIX 2
Healthy Community
Decision-Making Lens
Draft: November 2007
1. Will this decision likely create greater quality of life in Kitchener?
2. Does this decision take into account local leadership and the community's voice?
3. Does this decision take into account access, equity and inclusion for all citizens?
4. Does this decision reflect balanced, people-centred development in Kitchener?
5. Does this decision ensure the future vitality and success of our downtown?
6. Does this decision reflect a balance between sustainable development and the protection
of our environment?
7. Does this decision suppo~ the corporate objectives for effective and efficient
government?
Things to Think About.....
1. Will this decision likely create greater quality of life in Kitchener?
Create opportunity for ourselves and our children? Build a sense of community? Balance
basic services and community amenities? Honour, preserve and maintain our cultural
heritage? Highlight arts and culture as critical to our community health and well-being? Create
and support a culture of community safety and security? Consider the needs and interests of
future generations?
2. Does this decision take into account local leadership and the community's voice?
Provide fora 2-way exchange of information, ideas and insights? Involve stakeholders early
enough in the process to foster real collaboration and partnership? Take into account the
voices of the people most impacted? Include members of diverse and/or marginalized
communities? Did venues used for consultation meet accessibility standards?
3. Does this decision take into account access, equity and inclusion for all citizens?
Does the decision contribute to a climate which respects diversity in all of its forms? Take
into account the impact on vulnerable and/or marginalized communities? Allow for equal or
improved access for individuals or groups requiring accommodation (eg. physical, financial,
cultural barriers to participation)?
4. Does this decision reflect balanced, people-centered development in Kitchener?
Support objectives to increase intensification and meet density targets? Contribute the
revitalize downtown? Support development of (or return to} "complete" neighbourhoods?
Reduce pressure on farmland and natural areas? Balance economic prosperity with
environmental viability and social vitality?
5. Does this decision ensure the future vitality and success of our downtown?
Support objectives of downtown vitality and revitalization? Create an environment for
business success, particularly? Contribute to residential intensification and density
objectives? Build a market for goods, services and cultural activity by bringing people into the
core? Consider community safety and security? Support the character of adjacent
residential neighbourhoods?
6. Does this decision reflect a balance between sustainable development and the protection of
our environment?
Reflect local environmental strategic priorities and desired outcomes? Result in an
environment that is conserved or enhanced? Meet the needs of the present without
compromising the ability of future generations to meet their needs?
7. Does this decision support the corporate objectives for effective and efficient government?
Represent good value for money? Result in the outcomes or impacts you are hoping for?
Reflect the principles of (a) wide community participation, (b) broad involvement of impacted
sectors, (c) supporting the development of healthy public policy, and (d) reflect local
government commitment to developing and maintaining a healthy community?
2