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HomeMy WebLinkAboutCAO-09-035 - Compass Kitchener Report Card 2008~~~~ - • ~~ ~~~ REPORT TO: Mayor and Council DATE OF MEETING: June 15, 2009 SUBMITTED BY: Shelley Adams, Director, Community and Corporate Planning, ext. 2476 PREPARED BY: Andrea McArthur, MSW Intern ext. 2361 WARD(S) INVOLVED: All DATE OF REPORT: June 10, 2009 REPORT NO.: CAO-09-035 SUBJECT: COMPASS KITCHENER REPORT CARD TO CITIZENS (2008) RECOMMENDATION: That Council receive report (CAO-09-035), Compass Kitchener Report Card to Citizens (2008). 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. 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 Spring, 2007, Compass Kitchener presented a detailed workplan (CAO-07-020, April 19/07) which included, amoung a number of major initiatives, the development of annual and term-by- term reports to Citizens regarding the City's progress on P4HK strategic priorities and recommendations. Subsequently, a report card sub-committee of Compass Kitchener undertook a process to create the inaugural Citizen's Report Card. The group reviewed A Plan for a Healthy Kitchener, 2007-2027 to better understand the strategic directions and recommendations, and to determine what the desired results or outcomes were. The group also reviewed any supporting documents that related to any of the recommendations in order to identify desired outcomes and/or potential metrics. The report card sub-committee spoke with City staff and advisory committees to get their input on what is already being measured or what they thought would comprise good measures. The sub-committee then brainstormed multiple metrics and narratives for each recommendation and narrowed the list based on a number of criteria including ease of collection, cost, relevance, clarity, and timeliness. The sub-committee further refined and confirmed the list of metrics with input from the larger Compass Kitchener team, then garnered Council endorsement of the metrics, grading process and reporting timelines (CAO-07-058). Finally, the report card sub-committee provided a draft structure, rationale and rating system to Compass Kitchener. The group then supported the full membership of Compass Kitchener in evaluating the results and assigning a grade to each of the six themes, based on a 5 point scale. Finally, the sub-committee organized and facilitated numerous sessions with the full Committee to review, revise and finally confirm a Report Card to Citizens; 2007. REPORT: Early in 2009 asub-committee of Compass Kitchener was created once again to undertake the report card process. The sub-committee enlisted the help and guidance from an MSW intern working in the office of the CAO, and the City's Performance Measurement & Internal Audit staff and Director of Community and Corporate Planning as required. The goal of the group was to revisit the metrics developed in 2007 to measure progress in 2008 for every recommendation within the Plan for a Healthy Kitchener, which now comprises a key component of the City of Kitchener Strategic Plan, the end result of which being a comprehensive report card on the progress made toward the community's vision for its health and well-being. Throughout 2009 the group went through the following process to create the Citizen's Report Card (2008): • Reviewed the Plan for a Healthy Kitchener, 2007-2027 to better understand the recommendations and confirm what the intended/desired outcomes were. • Reviewed any supporting documents related to any of the recommendations to look for desired outcomes and / or potential metrics (eg., Departmental Business Plans, Culture Plan II, Downtown Strategic Plan, etc). • Arrived at consensus with members of Compass Kitchener that continued use of the metrics developed in 2007 would best serve this year's reporting process, as also reflected in the Departmental Business Plans for 2007-2010. • Provided a draft a report card structure, rationale and rating system to Compass Kitchener. • Supported Compass Kitchener in evaluating the results and assigning a grade to each of the six themes, based on a 5 point star rating scale, ranging from "did not meet objectives" to "met all objectives with excellence", • Held an information session with members of the City's Corporate Management Team to clarify and/or receive further information, and finally, • Drafted, reviewed, revised, and confirmed -with the full Compass Kitchener Committee - a Report Card to Citizens; 2008. The final product is attached to this report; Compass Kitchener's second Report Card to Citizens (2008). Much progress has been made and many "new starts" have seen completion in 2008. Compass Kitchener already anticipates a robust report card next year with many recommendations from the grading process in 2007 already realized in 2009. City staff will continue to gather data for metrics on an annual basis, and, in tandem with representatives of Compass Kitchener, communicate to Council and the public annually through a number of means, ensuring diverse formats and access. This initiative is linked soundly to the City's larger performance measurement activities and, indeed, forms a substantial component of the City's full set of "key performance indicators" (KPIs). The Compass Kitchener yearly report card will be tied directly to that of the City's annual reporting processes. In addition, 2010 marks the end of the first four year window of Compass Kitchener's 20 year Plan for a Healthy Kitchener. As such, plans are in the very early stages for a subsequent community survey and engagement process, slated for Fall of this year. The survey will ask citizen's how well they think we have done in addressing priority areas -quality of life, the environment, diversity, downtown and so on -and what the priorities should be moving ahead. On the heels of the survey, in early 2010, we will be out meeting with community members to hear their perspectives on the issues they have identified and learn about their ideas for addressing them. This information will delivered back to Council and staff as potential areas of strategic focus for the next term of Council, in the form of an updated community component to the City's Strategic Plan, no later than June 2010. "New" strategic objectives are possible within a term of office, as a result of new or shifting priorities at the community level. FINANCIAL IMPLICATIONS: N/A Financial and staff resources are available as part of ongoing operating budgets associated with the activities of Compass Kitchener and the City's Internal Audit and Communications and Marketing divisions. COMMUNICATIONS: In the continued interest of access, openness and transparency, Compass Kitchener's Report Card to Citizens (2008) will be published in an upcoming issue of Your Kitchener and posted on the City of Kitchener website. The Report Card also provides a springboard for discussion at Compass Kitchener's "all advisory committee meeting", tentatively scheduled for early Fall 2009. CONCLUSION: Developing Compass Kitchener's Report Card to Citizens (2008) has been a valuable and enlightening process. It has grown out of substantial research, focused presentations, rich discussion and consensus building. It has also once again grown the knowledge and capacity of volunteers and staff alike and, as we learn, we change. The process and the metrics are anticipated to evolve, based on a retrospective of previous years and feedback from numerous internal consultations. As strategic initiatives are completed, they will be omitted from the annual report cards and be included in the end-of-term report only. Finally, the metrics will change to reflect a growing understanding of what truly indicates forward movement. Compass Kitchener, building on the learnings of the last two years, is committed to providing accessible and meaningful report cards to Council and citizens regarding the City's work on the community's priorities. ACKNOWLEDGED BY: Shelley Adams Page6 ~ YOUR KIiCHENER ~ July-August 2009 CITIZENS' RE'O RT C^RD What is it? The City of Kitchener Citizens' Report Card tracks the success of the City of Kitchener and its council in reaching their four-year targets toward longer term goals outlined originally in the Plan fora Healthy /Gtchener and mare recently, anchoring them in the newly released Crty of Kitchener Strategic Plan [2009). The goals farming this 20-year strategic plan [2007-2027) came from you, the citizens of Kitchener, following an extensive and inclusive consultation process -the Environics swdy in 2005, followed closely by the Who-are-you-/Gtchener?campaign, conducted by Compass Kitchener in early 2006. Mare than 3,000 citizens took part. This is the second annual publication of the Citizens' Report Card, and it looks at the city's work during the calendar year of 2008 and actions taken on the community's priorities. It should be noted that the grades presented in this report measure the city's progress against the community vision in the Plan far a Healthy Kitchener. It does not attempt m measure everything that the city does in the course of a year. It is acknowledged that the city tackles and accomplishes many initiatives which are outside of the scope of citzens' priorities as outlined in the City of Kitchener Strategic Plan. Who are we? Compass Kitchener is a small group of citizens who advise council as members of the community. Our purpose is m create and lead public engagement processes to determine the communty's vision COfl1PflSS NITCHEfIEfl and priority actions to achieve that vision. Our goal is to assist council in establishing their fourvyear agenda, with the community's participation and input The community was first surveyed as part of the Who Are You /Gtchener?campaign in 2006 and will be surveyed again in 2010. We review annually the performance of council and the city in meeting that agenda. The result is this report card to bath city council and the citizens of Kitchener. fe, Leadership and Community spoke with city staff and advisory end measurements based on ss Kitchener members assessed progress against each theme and assigned grades as a group. The resuts show roam far improvement, but year of a 2ayear plan, Kitchener has made remarkable stridesi. What you see before you is a summary of the highlights in each theme and our opinions on the findings. Far a complete list of metrics and results please refer to the "Annual Status Report" located at wwwkitchenerca How is Kitchener doing? The results of the fallowing report show that Kitchener is certainly on the right track as progress has been made on following mast of the strategic directions set out in its 20-year plan called Plan forA Healthy Kitchener. Star r Met expectations with excellence ****`~> Met most expectations '~ ~~;~ 4 ***~~% Met some expectations *~- =~~~~' Met few expectations Met very few or no expectations - Met no expectations i based results in 2009. '~, As well, the healthy community lens appeared to - be on hold in 2008, but now we see it reshaped ~~~~~ into a tool to consider progress against the city's full strategic plan to be implemented in 2009. These important tools help to ensure a goad quality of life for the residents of Kitchener. "Our shared vision is f_ i O s u O r$ II i p communiTy that invests services, in addition to amenities sues; :-:. 8 n communiTy centres, museums, theatres. ar` galleries, and leisure facilities., even if 8~i:a c O m m a n I ay means paying higher taxes." O n g a g O m O n t - A Plan for a Healthy Ni&:iesge,~- The continued growth of the Crty of Kitchener in ~~~~~ 2008 indicates that the city is a rewarding place to live. Citizens' Vision 2027: , "Our shared vision is for Kitchener to be a communiTy in which the residents are engaged and active in decision making about local issues." One area that Compass Kitchener would like to improved upon is in protecting our cultural heritage and encouraging public appreciation of the me. We are looking forward to an improvement nathis area as we applaud the hiring of a second heritage planner in 2008. Culwre Plan II has also demonstrated the city's mmitment to arts and culture and it is a plan with depth and vision. Examples of this are continued arts and culture programming, and meetings among multiple levels of government, to plan far arts and culture sustainability in Waterloo Region. Although activities in 2008 demonstrated progress inwards this initiative, we would like to see mare grassroots- - APlan for a NealthylGtchener Same achievements of note far 2008. Potential far an even stranger 2009. having potential to increase future voter wrnout because youth who learn about and understand their important role in the democratic process now re likely to became regular voters later- and volunteerism in this group is also likely m expand. The city could reach out m the existing collaborations involving youth serving agencies, as well as its well-attended weekly meetings of the Kitchener Youth Advisory Council to build inward this goal. Although we recognize that creating environments conducive to citizen engagement is challenging, we urage the city m continue to strive in this regard. diuer~ity ~*~~~ Citizens' Vision, 2027: "Our shared vision is for Kitchener to be a multicultural communiTy in which different ethnic groups are encouraged to retain their cultures and IifesTyles." - A Pian fora HeadtlryNitcirener In 2008, we saw movement forward on the theme of diversity, but the city could da better in its capacity to embrace this priority. Strengths Strengths Excellent work on the advisory committee review, Kitchener has done great work on completing Kitchener) It was a strong process that resulted in changes to administrative procedures and council andated initiatives from the Ontario Disabilities Act within timeframes. policy. Right away, recommendations were The city recognizes the importance of ensuring implemented, such as the establishment of a that citizens with disabilities have increasing access mating committee far all volunteer to municipal facilities, as evidenced by an increase appointments, and this should increase efficiency expenditures and implementation of and transparency of the selection process. We look endations from the accessibility audit. r forward to the completion of a volunteer strategy in However, there is still a long way m go in 2009 that addresses the engagement and support needs of all city volunteers. upgrading alder facilities. Congratulations on developmental work in 2008 Needs improvement toward a cemprenensive diversity strategy and Public consurtations are not currently tracked in a diversity lenses. central ed way, so it is difficult m measure the A lens helps the city, and the community, to have a umber of citizens engaged in decision-making clearer vision about the impacts diversity has on the processes. We strongly suggest the development of echanism to track citizen involvement on achy- future. It will be great m see mare development of these wide level. In addition, we look forward to seeing key initiatives, and m have resources allocated to its ment on the implementation of the newly implementation. drafted community engagement strategy and taalkit In order to continue evolving, the Crty of Kitchener City staff has identrfied youth engagement as must continue to attract newcomers m became a ale description f Pagel ~ YOUR KIiCHENER ~ July-August 2009 CITIZENS' REPORT C^RD part of the community and live, work, and raise families in Kitchener. This involves supporting employment opportunities and services and amenities that make our city a desirable place to live far all community members. We are pleased m note that the city has continued to provide and expand several programs far diverse or marginalized groups. Needs improvement Having a municipal workforce that reflects the population of our community must continue to be a high pr arity given the current growth in the population. To that end, we look forward to seeing the city omplete its first-ever "workforce census' later in 2009, and to the actions that grow out of those findings. While the city met same objectives in the area of diversity, there is still much work to be done. Compass Kitchener acknowledges and values council's continued support in this direction. downtowcnn ~~~~ W Citizens' Vision, 2027: "Our shared vision is for Kitchener to be a community that has built a vital and lively downtown which provides all residents with a unique mu of exciting big city amenities and diverse services." - APlan for a NealthyNitchener Way to go, Kitchener, far growth in business and community partnerships downtown. Strengths: We appreciate efforts made to support existing business. The number of businesses dawnmwn fined stable in 2008, with 680 businesses and 12,000 employees. There were also 3,370 swdents in the downtown care and an additional 613 are expected in the next two m three years. Efforts to balance commercial and residential growth will strengthen vitality in the downtown care. In addition, the city deserves recognition for c al protects that have evolved out of ex sting a~ d new partnerships, including collaboration for youth and far folks experiencing persistent homelessness. Multiple partners have included the police, the Region, social service agencies, school boards, and the Kitchener BIA. We are encouraged by 2009 plans for continued collaborations that will contribute to building a mare ccessible, equitable, and inclusive Kitchener. a We also applaud the City of Kitchener for bringing re than 80 special events downtown in 2008, attracting 323,865 guests, especially since Kitchener sa 19151. These even other neighb visfmrnsafram ca king visit, work, and live. Needs improvement Although Kitchener was acknowledged as the fourth safest city in Canada according to the Conference Board of Canada in 2007 and Waterloo Regional Police Services statistics far the need to continue to work an public perception of safety in the downtown area, especially since the similarly law levels of crime reported to police by citzens in bath 2007 and 2008 contradicts public perception of safety. In order m ach eve the overall goals and objectives outl ned n Plan for a Healthy Kitchener, we believe that continued efforts must be made in this regard. Mixed use development is essential for a vibrant unity. We therefore feel that the city must e efforts m attract a greater and mare diverse residential component in the downtown, in order m support local businesses with attract mare feet on the street. We anticipate that fuwre development will not only adhere to the Places m Grow Act, but the city will strive for environmentally responsible development choices. The continued mmitment m Culture Plan II and the further establishment of arts and culwre as an economic driver in the care will help develop a diverse and vital community. development ~~~~ Citizens' Vision, 2027: "Our shared vision is for Kitchener to be a community that has carefully planned its neighbourhoods and growth by trying to attract specific types of growth, even if it means restricting some new developments." - APlan fora NealthyNitchener Great accomplishments within the development portfolio in 2008. Strengths The committee applauds the City of Kitchener for ompleting the Growth Management Strategy. The extent to which citizens were engaged in this process is noteworthy and we look forward to a continued commitment to effective public participation so that actions arising from the strategy will be equally accepted and successful. Compass Kitchener members are also very pleased with the city's commitment to innovative mic strategies as demonstrated by the advances made with the life sciences and digital media initiatives. Continued efforts in diversifying the city's development portfolio will position the city favourably as changing economic trends requires creative leadership. an its longer term priorities set out in the economic development strategy. Same of these include investments in education and heaith sciences infrastrucwre, and assistance m the workforce to improve employment transition for students. Partnerships with organizations and academics within the Manufacturing Innovation Network that ccelerate innovative processes at the city by putting the City of Kitchener in a place to compete in the future. ~i~~'~' ~~~~~ Citizens' Visic~cfl, p027: "Our sivared vision is for iutr:hensr~t©rse community that focuses significant energy and resources on becoming more environmentally friendly through investments in things like bike trails, improved transit systems, tougher environmental bylaws and stricter growth management policies that limit sprawl." - APlan for a Nealthv Kitchener Well done, Kitchener. Huge strides in 2008 Keep up the progress on Transportation Oemand Management Program [iDM) -the cam munay is looking for direction on haw to tackle the traffic and mental problems, including alternate modes of travel, and we ask that the city prioritize its implementation. Good news on the use and planned use of solar roofs, however, the lack of corporate budget far other alternative power generation means that need to make sure we are achieving our shared vision with regard to this initiative. wtne rainiest weatner in 2ooe since Needs improvement our snared vision is m became mare Members would like m see the accelerated onmentally friendly- and in this day and age, a is continue to attract visitors from infrastructure strategy move forward at a mare is no longer a nice thought, but a crucial necessity. ourhoods in Kitchener along with rapid pace and will greatly anticipate the success of We are behind other municipalities inm the downtown this project when complete. you, Kitchener, keep leading the downtown Kitchener a vibrant place to We also look forward m the city's continued focus wayl Rotunda Gallery features local artists for July and August rotunda • . AUGUST- Matt Schust, a local artist, will put his show, Spatial Origins, on for the month of August at the Rotunda Gallery The series of acrylic pa'mtings borrow heavilyfmm the practice of drawing, and explore his interpretation of the Blg Bang and the beginning of existence In the cosmos. Schust has exhi tilted at the Artery Gallery In Kltchene, the Centre for International Governance and Innovation (CIGI) In Waterloo, and the Zavitz Gallery In Guelph. The artist reception will be held Thursday, Aug. 8 from 5 to 7 P.m. JULY-James Olley, a Waterloo-based artist, Is the featured pa'mterforthe month of Ju ly, at the Rotunda Gal lery I n Kitchener Clty Hall. Educated at the Nova Scotia College of Art and Design, and the Un'rverslty of Waterloo, Olley explores urban themes, focusing on the historical and architectural forms found In Kitchener-Waterloo. Hls won< uses a com bination of en pleln air pa'mting, architectural dmwings and photographs, examining the fragmenting and evolution of urban space. Olley has exhi tilted works In Toronto, Hamilton, Kitchener-Waterloo, and Kingston. An artist reception will be held on Thursday, July 2, from ~r7 p.m.