City of Kitchener. Community Engagement Review

Transcription

1 City of Kitchener Community Engagement Review

2 Table of Contents 1. Acknowledgements 3 2. Introduction Executive Summary 5 4. Our Vision and Promise Our Principles of Community Engagement Our Community Engagement Framework Our Process Who We Talked To How We Engaged What We Learned 12 Step 1: Define the context, purpose and objectives of the engagement. 13 Step 2: Understand the whole community and barriers to their participation 15 Step 3: Design and Implement the appropriate methods of engagement. 18 Step 4: Capture and understand behaviours, experiences and information Step 5: Feedback the outcomes of the engagement to those involved.. 20 Step 6: Evaluate the engagement and its outcomes. 21 General Themes Summary of Recommendations Implementation Plan Roles and Responsibilities Appendix A - EngageKitchener Survey Results. 33 2

3 1. Acknowledgements The Community Engagement Review was guided by many individuals, including city staff, community stakeholders, citizens and members of Council. Their time and efforts are greatly appreciated by the City of Kitchener. City of Kitchener Project Lead and Support: Project Lead: Josh Joseph, Community Engagement Consultant Project Sponsor: Jana Miller, Executive Director of the CAO s Office Project Administrative Support: Jenn Grein, Executive Assistant to the CAO City of Kitchener Internal Support Corporate Customer Service (CAO) Corporate Communications and Marketing (CAO) Strategy and Business Planning (CAO) Chief of Staff and Office of the Mayor (CAO) Special Events (CAO) Business Development (CAO) Kitchener Market (CAO) Downtown Community Development (CAO) Arts and Culture (CAO) Building and Permits (CSD) Program and Resource Services (CSD) Older Adult Services (CSD) Children s and Youth Services (CSD) Volunteer Resources (CSD) Community Resource Centres (CSD) Aquatics and Athletics (CSD) Neighbourhood Strategy (CSD) Aud and Arenas (CSD) Development Review (CSD) Long Range and Policy Planning (CSD) Site Development and Customer Service (CSD) Engineering Design and Approvals (INS) Development Engineering (INS) Engineering Construction (INS) Stormwater Utility (INS) Operations (INS) Design and Development (INS) Transportation Planning (INS) Parking Enterprise (INS) Utilities Managemenet (INS) Financial Planning (FCS) Service Coordination and Improvement (FCS) Employee Strategies and Recruitment (FCS) Corporate Leadership Team Members of Kitchener City Council Advisory Committees, Organizations and Citizens: Arts and Culture Advisory Committee Compass Kitchener Advisory Committee Cycling and Trails Advisory Committee Downtown Action Advisory Committee Economic Development Advisory Committee Safe and Healthy Community Advisory Committee Grand River Accessibility Advisory Committee Heritage Kitchener Advisory Committee Environmental Committee Advisory Committee Youth Action Council Mayor's Advisory Council for Kitchener s Seniors Waterloo Regional Police Services KW Multi-Cultural Centre The Working Centre Thank you to the volunteer facilitators and hundreds of staff and citizens who participated in the review process through facilitated discussions, workshops and an online survey. Thank you to Capire Consulting Group and the City of Guelph for sharing their community engagement best practices and resources. 3

4 2. Introduction Citizens have told us that they want to be informed. They want to speak for themselves and they want to be heard. They want an open, transparent, accountable and accessible local government now, and for the future. It s our goal to build a community in which the public is engaged and active in decision making about local issues and where it is as easy as possible for anyone to join the conversation. An engaged city brings people together for conversations to address issues that impact them most, to solve shared problems, and to bring about positive social change. It involves people in the decision-making process, encourages two-way dialogue with the City and helps us to make decisions that are more informed and reflective of our citizens concerns and values. Other benefits of engaging citizens in decisions include: Fostering trust between the City and its citizens Enabling more input from diverse audiences to be considered in key decisions Increasing citizens sense of civic responsibility and understanding of issues Reducing conflict and looking for common ground The City of Kitchener has a longstanding tradition of extensive community engagement and we are continually working to improve the ways in which citizens can participate in the decisions that impact them most. Our commitment to continuous improvement is outlined as a strategic action within the Open Government pillar of our strategic plan: To create more opportunities for citizen dialogue on community issues and introduce new ways for people to get involved in decisions that affect them. This first-ever comprehensive review of the City s public engagement practices, processes and policies is just one of the ways that we are making progress on improvements. The review assessed our community engagement efforts across the organization and has identified the gaps, challenges and opportunities and how they can be addressed. 4

5 3. Executive Summary Our Process (see page 9) Learn about our three (3) phase approach to delivering the Community Engagement Review. Phase 1 involved defining the purpose and objectives Phase 2 involved identifying the issues and opportunities Phase 3 involved action planning and developing recommendations Who We Talked To (see page 10) We reached hundreds of people through a variety of engagement methods: Mayor and Council through individual interviews 100+ city staff through 25 discussions and 2 workshops 100+ citizens through 2 community workshops and 11 discussions with advisory committees 500+ responses received through EngageKitchener Hundreds of citizens engaged through street teams and events What We Learned (see page 12) We learned about citizen, staff and council perspectives on community engagement, including: The importance of being clear about the purpose of engagement and how citizen input will be used The need for training, resources and support to deliver successful engagement activities That trust and respect in the process is built when the city delivers meaningful engagement focused on quality over quantity Summary of Recommendations (see page 24) Through the various conversations and workshop discussions, staff and citizens identified a number of potential actions to enhance community engagement at the City of Kitchener. A number of recommendations are proposed and success will rely on a collaborative partnership between citizens, staff and council. 5

6 4. Our Vision and Promise Kitchener has long been a city that seeks to work with others. From community groups and private business and industry to neighbourhood associations and individual citizens, we believe that the diverse voices, opinions, experiences and perspectives of all of our partners is critical to the decisions that will drive our future. The Open Government pillar of our City of Kitchener Strategic Plan demonstrates our commitment to be transparent and accountable to citizens, providing easy access to information, a great customer service experience and meaningful opportunities to participate in the democratic process. In 2008, Council approved the following vision for Community engagement: To the best of its ability, and as appropriate, the City of Kitchener is committed to using tools and strategies that involve the community in decision making to the highest degree possible. While this vision is still true, it has been updated based on the extensive consultation done through the City s 2016 community engagement review. The vision has been simplified and updated to include a promise to citizens about what they can expect from the City. Our Vision and Promise Our vision is for our citizens to have a meaningful role in the decisions that impact the quality of their life. Our promise to citizens is to: Provide meaningful opportunities to participate in key issues and solve shared problems. Encourage two-way dialogue with the City, when it makes the most sense. Make it as easy as possible for anyone to join the conversation. Listen and report back to citizens about the outcomes of the process. 6

7 4.1 Our Principles of Community Engagement In 2008, guiding principles for community engagement at the City of Kitchener were developed and passed by Council. The principles were confirmed through the community engagement review. While the language has been updated, they remain the same and are consistent with principles used within many other municipalities across Canada. Our guiding principles include: Principle Inclusive Our Commitment We will design and deliver engagement processes that foster respect for the diverse values, interests, knowledge and challenges of our citizens and which allow everyone a reasonable opportunity to participate, contribute and develop a balanced perspective. Accountable & Transparent We will be clear about the reasons why citizens are being involved, their role, the level of engagement required and we will report back to our community about the outcome of the process. Built on Partnerships We will work with community partners, individuals, groups and organizations to increase our reach and seek mutually beneficial outcomes. Timely Communication We will provide information that is timely, accurate, balanced, easily understood and accessible and we will involve our citizens early in the process so that they have time to learn about the issue and actively participate. Supported and Resourced We will allocate sufficient staff and financial resources to implement and evaluate our community engagement initiatives. Evaluate & Improve We will evaluate our community engagement initiatives, measure outcomes and look for ways to continuously improve on our efforts. 7

8 4.2 Our Community Engagement Framework Inform Consult Collaborate Entrust Promise to the Public What It Means What It Looks Like Tools and Techniques Community Engagement Plan* We will keep you informed by providing information that is timely, accurate, balanced, easily understood and accessible. To provide the public with balanced and objective information to assist them in understanding the problem, alternative, or solutions. Announcement of new funding, new bylaws or other decisions of council that impact citizens. Public notices Websites We will inform you, listen to you, acknowledge your concerns, and provide feedback on how public input influenced the decision. To obtain public input into priorities or decisions, usually at one point in the project planning or implementation process. Seeking input on our strategic plan for the future, our annual budget, or a new bylaw, policy or strategy. Online or paper survey Public meeting or open house We will look to you for direct advice and innovation in formulating solutions, and incorporate your advice and recommendations into the decisions to the maximum extent possible. To partner with the public in various aspects of the planning and decision-making process usually including the development of alternatives and identification of the preferred solution. Working with a neighbourhood association or neigbhourhood to develop a new community centre or determine amenities for a local park. Advisory committees Workshops and focus groups We will work with you to reach a final decision and implement what you decide. To address the needs of the public and place the final decision in their hands. A Neighbourhood Coalition is made responsible for allocating City grants Community coalitions Participatory budgeting No Yes Yes Yes *Community Engagement Plans are recommended for projects that Consult, Collaborate or Entrust citizens in decision-making. For projects that focus primarily on Inform, a Communications Plan is appropriate. For more information, see page 14.

9 5. Our Process The image below describes the three (3) phases of the Community Engagement Review: Phase 1 involved defining the purpose and objectives Phase 2 involved identifying the issues and opportunities Phase 3 involved action planning and developing recommendations Phase 1: Defining the Purpose and Objectives (January - March 2016) Develop project charter, identify stakeholders and methods of engagement Interviews and strategic session with Mayor and Council Confirm direction and scope of work in staff reports CAO and Phase 2: Identify the Issues and Opportunities (April - August 2016) Discussions with 25 internal staff groups in INS, CSD, FCS, CAO Discussions with 11 citizen advisory committees Collected over 500 online survey comments, in partnership with the Neighbourhood Strategy Phase 3: Action Planning and Recommendations (September - November 2016) Hosted two (2) internal workshops with over 50 staff to collaborate on findings and identify actions Hosted two (2) external workshops with over 40 citizens to collaborate on findings and identify actions Identified actions and recommendations based on findings, best practices and citizen and staff feedback and involvement

10 5.1 Who We Talked To Mayor and Council City councillors meet for regularly scheduled meetings throughout the year and community engagement is considered a key priority when making decisions. Individual interviews were completed with councilors to better understand their perspectives on community engagement, what is working well and what could be improved. City Staff City staff are responsible for engaging citizens in their work by informing, consulting, collaborating and entrusting citizens where appropriate. As part of the review, discussions with staff groups were hosted to better understand challenges, opportunities and how we can better support community engagement across the corporation. Citizens and Organizations Seeking input and feedback from citizens, advisory committees and community stakeholders is an important component in building trust and respect in the community. As part of the review, citizens and organizations were asked how the city could improve community engagement. Common themes identified include: Common themes identified include: Common themes identified include: Enhance the public meeting process and provide more opportunities for citizens to interact with city staff Reach more citizens of diverse cultures and those who do not typically get involved Pursue partnerships in the community and go to where the people are to engage Improve understanding and expectations of the engagement framework (Inform, Consult, Collaborate, Entrust) Provide more training, support, resources and expertise to staff delivering engagement activities Ensure appropriate staff and financial resourcing is in place for engagement initiatives Provide more time and options for citizens to provide feedback Explain the purpose of asking for public input and how it will be used Make information easy to find and understand Notify the public about the final decisions and how their input was used 10

11 5.2 How We Engaged During the review, we used a range of engagement techniques and strategies to reach our stakeholders, including: 11

12 6. What We Learned During initial discussions on the Community Engagement Review, it became clear that a number of factors can impact success at various stages of an engagement activity, including before, during and after the community engagement process. Based on what we heard and best practice research, six steps were identified and used as a guide to frame the discussion with staff and citizens. Before During After the Community Engagement Process There are many important things to consider before starting a community engagement initiative, two of the most important being: the Community Engagement Process There are many important things to consider during a community engagement initiative, two of the most important being: the Community Engagement Process There are many important things to consider after a community engagement initiative, two of the most important being: Step 1: Define the context, purpose and objectives of the engagement Step 3: Design and Implement the appropriate methods of engagement Step 5: Feedback the outcomes of the engagement to those involved Step 2: Understand the whole community and barriers to their participation Step 4: Capture and understand behaviours, experiences and information Step 6: Evaluate the engagement and its outcomes Before During After Step 1: Define Step 2: Understand Step 3: Design & Implement Step 4: Capture Step 5: Feedback Step 6: Evaluate 12

13 Step 1: Define the context, purpose and objectives of the engagement Each community engagement activity is a unique experience that includes a different topic, audience, and conversation. Through the review, we heard that it is important to define the rationale for the engagement process so it can be owned and understood by everyone involved. Through the workshop and interview discussions, the following themes and recommendations were identified: What We Heard Defining the purpose, objectives and expectations of community engagement The purpose of engagement and how citizen input will be used in decision making is not always explained or understood. It can be challenging to ask the right questions and determine if they really provide the information that is needed for a given project. Expectations around the different types of engagement and how to measure success is not clearly defined. Deliver community engagement through coordination and collaboration Coordination of engagement activities and collaboration between staff groups is limited across the city. Collaboration may not always be possible due to project timelines, resources and objectives but should be encouraged where possible. Citizens can feel a sense of fatigue with being asked to participate in various engagement activities that are not clearly explained, do not seem related or incorporate previous findings. Staff groups are not always aware of other engagement activities across the corporation and this can lead to scheduling conflicts that can limit public participation. If there was more understanding of other planned activities, staff may have more opportunities to partner when engaging with citizens, share lessons learned, and build internal capacity and expertise. Recommendation 1) Corporate Calendar of Engagement Activities That a corporate calendar of engagement activities be created and made available on the intranet to improve internal coordination and collaboration of engagement activities, with each staff group being required to provide the date, time and location of each engagement activity. 2) Community Engagement Working Group That an internal Community Engagement Working group be established, with staff representatives from each department who design and deliver engagement initiatives, to: Build internal expertise Foster collaboration and connection Assist with the development of tools, templates and training Share lessons learned for continuous improvement The purpose of gathering public input and how it will be used is explained. (see Appendix A) 43% What can the city do to encourage you to share input? 43% of survey respondents selected Explain the purpose of asking for public input and how it will be used 13

14 Step 1: Define the context, purpose and objectives of the engagement What We Heard Defining the city s Community Engagement Framework Knowledge and application of the existing community engagement framework and toolkit is limited across the corporation. Expectations around the different types of engagement are not clearly defined and staff have requested support in understanding when Inform, Consult, Collaborate and/or Entrust is most appropriate Citizens do not always understand the difference between the level of engagement and how their input will be used Defining legislative requirements: In some matters, the City is bound by legislation to involve the public in a specific way and in accordance with dictated timelines. The City takes direction from the Ontario Municipal Act, the Ontario Planning Act, the Ontario Environmental Assessment Act, and the Accessibility for Ontarians with Disabilities Act, among others. Departments including but not limited to Planning, Engineering and Transportation Services often involve various legislated requirements. The City is obligated to adhere to these requirements although it is encouraged to go beyond the minimum legislated requirements in appropriate circumstances. Developing Community Engagement Plans Development of Community Engagement Plans is limited across the city but can be helpful in identifying key stakeholders, asking the right questions and understanding the various methods and techniques appropriate to a community engagement process. Development of Communications Plans, led by Corporate Communications and Marketing, are more consistently applied to projects and can increase public participation in a project by informing the public through successful marketing strategies and tactics. For projects that involve Inform, a Communications Plan is most appropriate. For projects that involve Consult, Collaborate and Entrust, a detailed Community Engagement Plan is appropriate. Development of a Community Engagement Plan involves collaboration between citizens, stakeholders and staff, which may involve the Project Lead, Corporate Communications, the Community Engagement Consultant and the Corporate Leadership Team. For some engagement activities, athe city s Neighbourhood Liaisons may also be involved to assist in neighbourhood specific engagement. Recommendation 3) Community Engagement Plans a) That the city develops a Community Engagement Plan process based on review findings and best practice research, to provide a flexible, scalable and effective plan for engaging with citizens on decision-making, including but not limited to: Step 1: Define Step 2: Understand Step 3: Design and Implement Step 4: Capture Step 5: Feedback Step 6: Evaluate b) That Community Engagement Plans be required for all corporate projects that Consult, Collaborate and Entrust citizens, including projects that may be controversial, politically sensitive and/or have significant financial impacts. The six step plan can be scaleable depending on the type of project, legislated requirements and framework level. c) That the Corporate Leadership Team provides direction and approval of Community Engagement Plans for projects that may be controversial, politically sensitive and/or have significant financial impacts. 14

15 Step 2: Understand the whole community and barriers to their participation Citizens may face barriers to engagement for a range of reasons and it is important to understand the characteristics of the community to strengthen the quality of the outcomes. Different categories of barriers may limit people s opportunity to participate in engagement activities or projects and may include personal resources, motivation, attitude and cultural factors. Through the workshop and interview discussions, the following themes and recommendations were identified: What We Heard Council expressed an interest in reaching people not typically involved and residents from diverse backgrounds Some staff groups try to reach these audiences, but it can be challenging, especially when there is no existing connection or relationship Some staff are not experienced in building these connections and it can often take time, resources and patience before engagement can take place Some staff groups who work more directly in the community have noted that some residents feel excluded and their involvement is limited due to language barriers and cultural factors Adopting strategies to reach these audiences effectively can take extra time and resources that may not be available for every project, so there is a need to prioritize and manage expectations about what is feasible and appropriate Best practice research provides insights on the audiences and barriers to participation, but having dialogue with these groups directly is necessary to find a solution that will work for Kitchener residents. Recommendation 4) Special Outreach Strategy That the city develops a Special Outreach Strategy and invests in building and developing key relationships to broaden engagement among people who do not typically get involved, with a focus on: Developing partnerships, opportunities and relationships with key organizations to broaden engagement among youth, seniors, low-income residents, LGBTQ+, persons with disabilities, and other diverse audiences we may not be currently reaching Developing partnerships, opportunities and relationships to broaden engagement with cultural communities including new Canadians, Indigenous groups and other ethnic organizations, addressing language barriers, understanding cultural sensitivities and overcoming barriers to participation Citizens are included, represented and respected in the city's decision making (see Appendix A) 27% What can the city do to encourage you to share input? 27% selected Reach out more to involve citizens who do not typically provide input 15

16 Step 2: Understand the whole community and barriers to their participation What We Heard The city provides an internal introduction to community engagement training and staff has noted it is a helpful introduction to the city s community engagement practices. However, additional training was requested that is more specific and provides staff with concrete examples and tools to use in their everyday work. Training could include formal courses offered through the city s Capacity program, online modules, webinars, and other media. Guest speakers can also be an effective way of sharing stories and best practices. A variety of training topics were discussed, including but not limited to the following: o Modules on the various resources and tools the city has or will be developing to support engagement activities (see Recommendation 15: Updating the Community Engagement Toolkit) o Module on the city s Community Engagement Framework and appropriate tools and techniques to Inform, Consult, Collaborate and Entrust citizens in decision-making o Module on how to understand what information should be collected and how to develop effective survey questions o Module on best practices for online engagement and how to make online surveys and engagement campaigns most successful o Module on best practices for improving the public meeting process, including how to deliver a successful public meeting or workshop and understanding when a formal presentation, drop-in, or mix of both is most appropriate o Module on how to analyze quantitative and qualitative citizen feedback to identify key themes and recommendations o Module on how to design engagement activities that are consistent with the AODA and MFIPPA legislation o And more, as the training is intended to be flexible and adaptable to staff s needs and requests Recommendation 5) Staff Training Program That a training program for staff be developed to support the Community Engagement Review recommendations and the city s approach to community engagement practices, including in-person facilitated training sessions, online modules, guest speakers, webinars and other training support as needed to build internal capacity and expertise. Asking the right questions can be challenging and it would be great to have specific training on how to develop surveys that are easy to understand and informative Staff Workshop Participant 16

17 Step 2: Understand the whole community and barriers to their participation What We Heard As key leaders and decision makers within the City, the support of City Council is important for successful community engagement initiatives. As new community engagement policies, procedures and practices emerge following the review, it is important Council receives the appropriate support and resources As members of Council have a unique relationship with constituents and residents, there is an opportunity to act as champions in sharing information and seeking public input during city-wide consultations occurring within a specific ward or in the larger community Recommendation 6) Council s Role in Engagement a) That community engagement training, tools, templates are made available to Council in an effort to help Council members understand the approach, philosophy, practices and resources that the City uses to engage with our citizens. b) That members of Council be supported with advice, tools and resources to act as champions and partners in sharing information and seeking public input during city-wide consultations with significant community, financial and/or political impact. Strong relationships are needed to reach people who don t always get involved and you need time, resources and patience to make it happen Staff Workshop Participant 17

18 Step 3: Design and Implement the appropriate methods of engagement There are some techniques which work better than others depending on the project, activity and engagement framework level (i.e. Inform, Consult, Collaborate, Entrust). Tools and techniques require different levels of investment in staff time and resources. What We Heard Provide enough time and options for citizens to provide feedback Citizens and advisory committees have indicated that there is not always enough time available to provide feedback or they find out too late in the process People have different preferences, so more options to provide feedback is preferred, including a mix of traditional and digital engagement methods Although online surveys and e-participation platforms are becoming increasingly popular, face to face engagement is always important, especially at public meetings. Some citizens, staff and councilors prefer formal presentations, drop-in format, or a mix of both options. Clear guidance, expectations and criteria are needed to design and implement engagement activities that are appropriate for the topic and framework level. Go to where the people are Citizens and council have expressed an interest in street teams and increased efforts for the city to go to where the people are. This could include commercial areas, schools, institutions, special events, festivals and more. Some staff groups accommodate this by attending events in the community or hiring part-time staff, but it requires significant resources that may not be available for every project. Some staff feel they are unsure if they have done enough community engagement but do not necessarily have the resources to attend events A coordinated street team and event booth could have all staff groups participate to share information and save time and resources. Recommendation 7) Coordinated Street Team and Event Booth That the feasibility of a coordinated street team and event booth be explored, to provide citizens with a single place to access information about engagement activities, including: A coordinated street team, delivered by parttime or full-time staff resources, who go to where the people are (i.e. grocery stores, malls, parks, events) to provide information about upcoming engagement activities and encourage participation. A coordinated event booth presence at special events, delivered by parttime or full-time staff resources, where citizens can access information about upcoming engagement activities in one place. Many options are available to share input (i.e. in person, online, at events) (see Appendix A) 24% What can the city do to encourage you to share input? 24% selected Collect in-person feedback in places where citizens already are 18

19 Step 4: Capture and understand behaviours, experiences and information Capturing the experiences, behaviours and information that arise from an engagement activity is an important phase in a successful engagement process. What We Heard Data such as age, gender, postal code, income and more can be helpful factors to consider in understanding the unique needs and perspectives of a community. However, there must be a balance of asking for this information and citizens need to know why this information is being collected Some staff groups collect demographic information but it is not always consistently applied, and some citizens are reluctant to provide personal information without knowing how it will be used or stored Collecting statistically representative data is the process of choosing a representative sample from a target population and collecting data from that sample in order to understand something about the population as a whole. The city rarely conducts statistically representative surveys due to significant financial resources required. As part of the Strategic Plan every 4 years, a statistically representative survey is conducted, although this is an exception as few other staff groups have the resources required to conduct this type of survey for their projects. EngageKitchener provides the city with more robust analytics than has been available in the past, including responses by age, gender and ward. However, this is still not considered a statistically representative process. Citizens want an easier way to self-select the projects that interest them and they want to choose what to stay updated on, consistent with the findings of the DigitalKitchener Strategy A single repository of opt-in contact information would allow citizens to select all the projects that interest them at one time, while still being consistent with Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) and Canada s Anti-Spam legislation (CASL) Recommendation 8) Neighbourhood Demographic Profiles That the proposed Neighbourhood Demographic Profiles as recommended in the Neighbourhood Strategy be utilized by staff to improve understanding of the local community and tailor engagement activities based on demographics and unique needs. 9) Statistically Representative Data That staff investigate the business case for the collection of statistically-representative data including the options for its collection, how collection would be funded and what the criteria would be for using surveys that provide statistically-representative data. The investigation will include but, not be limited to: Explore opportunities to enhance the existing EngageKitchener platform Explore cost for statisticallyrepresentative telephone/online surveys to be conducted by other third-parties Define criteria and expectations when a statistically representative survey may be required 10) Opt-in Contact Information That a single repository for opt-in contact information be created, consistent with MFIPPA legislation, to allow citizens to self-select information about projects that interest them most 19

20 Step 5: Feedback the outcomes of the engagement to those involved Providing feedback to participants and the broader community is an important step in the engagement process. Providing feedback informs participants about the collective impact of the engagement, strengthens relationships and builds trust in the process. What We Heard Citizens expect to be included, represented and respected in the city s decision making. In order to build trust in the community engagement process, it is imperative that public input is taken into account and reflected in the final outcomes and decisions. This does not necessarily mean that every opinion or interest will be addressed by the City as each citizen may be advocating for their own interests and municipalities generally meet the needs of as many people as possible. However, rationale and explanation should be provided for why decisions are made. It is important to report back to citizens about the outcomes, next steps, and how their feedback was used, both annually as part of a general update and after each engagement activity, regardless of the size or scope. Recommendation 11) Reporting Back to Citizens That annually the City report back to citizens on the year s community engagement activities to help provide context and information about the growing number of ways citizens are getting involved in the decisions that impact them. Public input is taken into account and reflected in the final outcomes and decisions (see Appendix A) Information is shared about the final outcomes and next steps (see Appendix A) Often the vocal minority is involved but where is everyone else? We need to find creative ways to engage with people who don t normally get involved by going to where they are Citizen Workshop Participant 20

21 Step 6: Evaluate the engagement and its outcomes Sharing experiences and insights and critically evaluating the methods used for community engagement activities will allow the city to improve and build trust with citizens. What We Heard Some staff groups provide feedback forms at engagement activities, but it is not a consistently applied practice for every project Some citizens have expressed that we are not always learning from our mistakes or building internal expertise An internal evaluation form can help us understand what s working well and what needs to change when planning and delivering engagement activities. This evaluation focuses on the process itself and considers budget, timelines, organization, overall success, return on investment/time, what can be improved, how staff can better work together, etc. An external evaluation form can help us understand what s working well and what needs to change at engagement activities. This evaluation focuses on evaluating the citizen s experience with the engagement activity Standardized questions could be asked for all engagement activities to measure and compare results across all city engagement activities Recommendation 12) Community Engagement Evaluation That community engagement project evaluation templates be developed to be completed by both staff and citizens to inform the City s future engagement efforts, including: Staff templates to evaluate the effectiveness of engagement processes to identify successes and areas for improvement. Templates that encourage citizen evaluation of their experience of our engagement initiatives. To build a better engagement process, we need to take a step back, learn from our mistakes and continuously improve Citizen Workshop Participant 21

22 General Themes General themes and recommendations were also identified that apply to the entire engagement process and are identified below. What We Heard Staff, council and citizens have asked for more consistency in how the city delivers engagement activities, with more robust training, tools and resources provided. Through completing a comprehensive community engagement review, the City of Kitchener can develop a formal Council policy that: o Upholds the view that involvement of the community and key stakeholders in planning and decision making for the city is fundamental to effective governance o Provides direction and guidance to ensure that the City s responsibility to effectively, and consistently, communicate consult and engage the community is fulfilled. o Addresses key existing gaps The objectives of a formalized community engagement policy will include: o Building on the work that has already been completed with the City s Community Engagement Framework and the Community Engagement Tool Kit. o Identifying clear consistent guidelines for City Staff, Council and the public to facilitate a coordinated approach to community engagement. o Informing the Kitchener community about the City s approach to consultation and engagement activities so that citizens know what to expect. o Facilitating Council decision-making that is open, transparent, responsive and accountable to the community. The city s existing engagement framework and toolkit was prepared in Staff and citizen awareness and knowledge of the framework and toolkit are limited. There is an opportunity to redesign and reintroduce this content to staff and the community with updated community engagement content and design materials Citizens and staff are sometimes confused about the engagement framework and the difference between Inform, Consult, Collaborate, Entrust. The need for plain language and simple to understand concepts, graphics and questions were requested by citizens. Based on the financial resources provided, the city may be able to create print and digital materials, videos, and other tools. These resources can be available to all staff groups responsible for delivering community engagement activities. Recommendation 13) Community Engagement Policy i) That a Community Engagement Policy be created that supports the review findings and the view that involvement of the community and key stakeholders in planning and decision making for the city is fundamental to effective governance. The policy should provide direction and guidance to ensure that responsibilities to effectively communicate, consult and engage the community are fulfilled. ii) That all consultants, businesses or organizations hired by or partnering with the city to deliver engagement activities be required to follow the city s Community Engagement Policy and Community Engagement Plan template. This requirement should be included in any RFP s or proposals. 14) Citizen s Guide to Community Engagement That a Citizen s Guide to Community Engagement be created to increase public awareness, understanding and participation of the city s engagement framework and activities, including print and digital materials, videos, and other communications tools that can be utilized by all staff groups across the corporation. 22

23 General Themes What We Heard The city s existing 2008 toolkit consists of ideas, tools and information from numerous sources and references to meet the specific goals and values of the Corporation of the City of Kitchener. The toolkit contains useful materials but staff are not aware of it and are not using it consistently in their day to day work related to community engagement. A number of tools, resources and support were requested throughout the engagement process that include: o Defining the context for community engagement, goals and objectives, engagement plan templates o Understanding barriers to participation, effective strategies for specific audiences (including employers and workplaces), inperson and online training programs o Designing and implementing successful and effective engagement methods, tailored specifically for when staff Inform, Consult, Collaborate and Entrust citizens o Capturing the feedback, including templates and tools to organize information, identify key themes and analyze trends o Feedback with citizens, including guidelines and strategies for closing the feedback loop and keeping citizens involved o Evaluating the engagement activities, with tools and templates provided to access the staff and citizen experience During the review, it was identified that successful community engagement takes time, effort and support in the form of both staff and financial commitment. As a next step, a full implementation strategy, with more detailed timing and budget considerations, will be developed to support the findings and recommendations from the community engagement review. Funding needs and requests will be identified and brought to Council on an as-needed basis during future annual budget cycles. Other minor themes discussed during the review including increasing voter turnout at municipal elections, improving partnerhips with employers and workplaces to participate in engagement activities, and having neighbourhood bulletin boards or displays to share information with citizens. Recommendation 15) That the city s existing Community Engagement Toolkit be updated to reflect the recommendations in the Community Engagement Review and act as a resource guide for staff that provides information, tools, resources and support for staff leading engagement activities, including but not limited to: Public meeting guidelines and resources Facilitating effective workshops and meetings Online engagement and encouraging two-way dialogue with citizens Selecting the appropriate engagement framework level When to use and when to avoid certain engagement activities and methods 16) That an implementation plan be developed to define timelines, potential cost and resources required to implement the recommendations within the Community Engagement Review. Reference Appendix XX for a preliminary cost estimate of low and high funding impact scenarios. 23

24 7.0 Summary of Recommendations Recommendations for the Community Engagement Review have been categorized into 4 themes before, during and after the community engagement process, as well as general recommendations. Please see the table below for a summary of each recommendation and a reference to the appropriate section and page number. Before the Community Engagement Process During the Community Engagement Process After the Community Engagement Process General Step 1: Define 1) Corporate Calendar of engagement activities 2) Community Engagement Internal Working Group 3) Community Engagement Plans Step 2: Understand 4) Special Outreach Strategy 5) Staff Training Program 6) Council's Role in Engagement Step 3: Design & Implement 7) Coordinated Street Team and Event Booth Step 4: Capture 8) Neighbourhood Demographic Profiles 9) Statistically Representative Data 10) Opt-in Contact Information Step 5: Feedback 11) Report Back to Citizens Step 6: Evaluate 12) Community Engagement Evaluation 13) Community Engagement Policy 14) Citizen's Guide to Community Engagement 15) Update the Community Engagement Toolkit 16) Develop an Implementation Plan

25 Theme Recommendation Page reference 1 Before Community Engagement (Define) Corporate Calendar of Engagement Activities That a corporate calendar of engagement activities be created and made available on the intranet to improve internal coordination and collaboration of engagement activities, with each staff group being required to provide the date, time and location of each engagement activity Before Community Engagement (Define) Community Engagement Working Group That an internal Community Engagement Working group be established, with staff representatives from each department who design and deliver engagement initiatives, to: Build internal expertise Foster collaboration and connection Assist with the development of tools, templates and training Share lessons learned for continuous improvement 13 Community Engagement Plans a) That the city develops a Community Engagement Plan process based on review findings and best practice research, to provide a flexible, scalable and effective plan for engaging with citizens on decision-making, including but not limited to: 3 Before Community Engagement (Define) Step 1: Define Step 2: Understand Step 3: Design and Implement Step 4: Capture Step 5: Feedback Step 6: Evaluate 14 b) That Community Engagement Plans be required for all corporate projects that Consult, Collaborate and Entrust citizens, including projects that may be controversial, politically sensitive and/or have significant financial impacts. The six step plan can be scaleable depending on the type of project, legislated requirements and framework level. c) That the Corporate Leadership Team provides direction and approval of Community Engagement Plans for projects that may be controversial, politically sensitive and/or have significant financial impacts. 25

26 4 Before Community Engagement (Understand) Special Outreach Strategy That the city develops a Special Outreach Strategy and invests in building and developing key relationships to broaden engagement among people who do not typically get involved, with a focus on: Developing partnerships, opportunities and relationships with key organizations to broaden engagement among youth, seniors, low-income residents, LGBTQ+, persons with disabilities, and other diverse audiences we may not be currently reaching Developing partnerships, opportunities and relationships to broaden engagement with cultural communities including new Canadians, Indigenous groups and other ethnic organizations, addressing language barriers, understanding cultural sensitivities and overcoming barriers to participation 15 5 Before Community Engagement (Understand) Staff Training Program That a training program for staff be developed to support the Community Engagement Review recommendations and the city s approach to community engagement practices, including in-person facilitated training sessions, online modules, webinars and other supports as needed. 16 Council s Role in Engagement 6 7 Before Community Engagement (Understand) During Community Engagement (Design and Implement) That community engagement training, tools, templates are made available to Council in an effort to help Council members understand the approach, philosophy, practices and resources that the City uses to engage with our citizens. That members of Council be supported with advice, tools and resources to act as champions and partners in sharing information and seeking public input during city-wide consultations with significant community, financial and/or political impact. Coordinated Street Team and Event Booth That the feasibility of a coordinated street team and event booth be explored, to provide citizens with a single place to access information about engagement activities, including: - A coordinated street team, delivered by part-time or full-time staff resources, who go to where the people are (i.e. grocery stores, malls, parks, events) to provide information about upcoming engagement activities and encourage participation. - A coordinated event booth presence at special events, delivered by part-time or full-time staff resources, where citizens can access information about upcoming engagement activities in one place

27 8 During Community Engagement (Capture) Neighbourhood Demographic Profiles That the proposed Neighbourhood Demographic Profiles as recommended in the Neighbourhood Strategy be utilized by staff to improve understanding of the local community and tailor engagement activities based on demographics and unique needs. 19 Statistically Representative Data 9 During Community Engagement (Capture) That staff investigate the business case for the collection of statistically-representative data including the options for its collection, how collection would be funded and what the criteria would be for using surveys that provide statisticallyrepresentative data. The investigation will include but, not be limited to: Explore opportunities to enhance the existing EngageKitchener platform Explore cost for statistically-representative telephone/online surveys to be conducted by other third-parties Define criteria and expectations when a statistically representative survey may be required During Community Engagement (Capture) Opt-in Contact Information That a single repository for opt-in contact information be created, consistent with MFIPPA legislation, to allow citizens to self-select information about projects that interest them most After Community Engagement (Feedback) Reporting Back to Citizens That annually the City report back to citizens on the year s community engagement activities to help provide context and information about the growing number of ways citizens are getting involved in the decisions that impact them. 20 Community Engagement Evaluation 12 After Community Engagement (Evaluate) That community engagement project evaluation templates be developed to be completed by both staff and citizens to inform the City s future engagement efforts, including: Staff templates to evaluate the effectiveness of engagement processes to identify successes and areas for improvement. Templates that encourage citizen evaluation of their experience of our engagement initiatives

28 13 General Community Engagement Policy a) That a Community Engagement Policy be created that supports the review findings and the view that involvement of the community and key stakeholders in planning and decision making for the city is fundamental to effective governance. The policy should provide direction and guidance to ensure that responsibilities to effectively communicate, consult and engage the community are fulfilled. b) That all consultants, businesses or organizations hired by or partnering with the city to deliver engagement activities be required to follow the city s Community Engagement Policy and Community Engagement Plan template. This requirement should be included in any RFP s or proposals General Citizen s Guide to Community Engagement That a Citizen s Guide to Community Engagement be created to increase public awareness, understanding and participation of the city s engagement framework and activities, including print and digital materials, videos, and other communications tools that can be utilized by all staff groups across the corporation. Community Engagement Toolkit That the city s existing Community Engagement Toolkit be updated to reflect the recommendations in the Community Engagement Review and act as a resource guide for staff that provides information, tools, resources and support for staff leading engagement activities, including but not limited to: General Public meeting guidelines and resources 23 Facilitate effective workshops and meetings Online engagement and two-way dialogue with citizens Selecting the appropriate engagement framework level When to use and when to avoid certain engagement activities 16 General Implementation Plan That an implementation plan be developed to define timelines, potential cost and resources required to implement the recommendations within the Community Engagement Review. Reference to the Implementation Plan section on page 30 for a preliminary cost estimate of low and high funding impact scenarios

29 8.0 Implementation Plan Successful community engagement takes time, effort and support in the form of both staff and financial commitment. As a next step, a full implementation strategy, with more detailed timing and budget considerations, will be developed to support the findings and recommendations from the community engagement review. Funding needs and requests will be identified and brought to Council on an as-needed basis during future annual budget cycles. The review identifies six areas that are likely to require future funding as the demand for community engagement initiatives, within the organization and the community, grows. While a detailed cost analysis of those initiatives is not yet available, a preliminary low vs. high cost scenario for those initiatives has been included to provide context to future considerations. The costs included in the schedule are incremental costs to the City and therefore the low cost scenarios involve a majority of the work being completed by the Community Engagement Consultant. This may not be a feasible or effective strategy for long term public engagement. See Implementation Costs Summary Table on next page 29

30 8.0 Implementation Plan ` One Time Costs Recommendation Low Cost Scenario High Cost Scenario Citizen s Guide to $10,000: $20,000: Community Posters, handouts, pull up banners Engagement (see Social media campaign page 22) Print ads in community newspapers Special Outreach Strategy (see page 15) Statistically Representative Data (see page 19) $20,000: $0 Led by existing staff resources Some opportunities to offer tailored engagement activities and relationship building with each audience on an ad hoc basis Opportunities for language translation and other or cultural accomodations on an ad hoc basis The city is able to collect some demographic and geographic data through EngageKitchener, but it is not consider statistically significant $80,000: $50,000+: Posters, handouts, pull up banners Social media campaign Print ads in various newspapers and media outlets Printed guide for citizens Video content describing engagement framework Digital ads and campaigns Led by existing staff resources and consultants with expertise in special outreach and community building Increased opportunities to comprehensively tailor engagement activities for each audience and build stronger relationships Opportunities for a comprehensive approach to language translation and cultural accomodations By updating the existing e-participation platform or acquiring a new platform, achieving more statistically representative data may be possible Additional costs may be required to develop improved features such as random sampling, weighted responses, analytical reporting and more. Total One Time Cost $30,000 $150,000+ Staff Training Program (see page 16) Coordinated Street Teams and Event Booth (see page 18) Staff Resources $0: $10,000: $20,000: Annual Costs Led by existing staff resources through Capacity program Some costs for printing, graphics and other training materials Some opportunities to pursue external partnerships with consultants and organizations who specialize in community engagement training 2 part-time staff scheduled for 20 hours per week per position, 4 month position Presence at city facilities and city events only, with limited reach in broader community and neighbourhoods Focused on information distribution to citizens and organizations ( Inform ) 1 full time equivalent position (Community Engagement Consultant) currently exists to lead, advise and support corporate engagement activities This model relies on a decentralized approach where staff have greater responsibility in delivering and evaluating engagement practices through training and resource development $20,000: Led by existing staff resources and external expertise through Capacity program and other events Increased opportunities for printing, graphics and other training materials Increased opportunities to pursue external partnerships with consultants and organizations who specialize in community engagement training $40,000: 2 temporary full-time staff scheduled for 35 hours per week per position, 4 month position $100,000+: Presence at city facilities and events, as well as extended reach in broader community and neighbourhoods Focused on information distribution ( Inform ) and building relationships and connections with citizens and organizations ( Consult and Collaborate ) Acquiring additional full-time equivalent positions to lead, advise and support corporate engagement activities This model relies on a centralized approach where staff receive additional support and expertise from a corporate Community Engagement Office responsible for planning, delivering and evaluating engagement activities. Total Annual Cost $30,000 $160,

31 9. Roles and Responsibilites We all have a role to play in delivering successful community engagement activities, including city staff, Council and citizens. Roles and responsibilities for everyone involved have been clearly defined to manage expectations and effectively work together on the decisions that affect our community. Role of the City: It is the responsibility of the City to assess opportunities for community engagement in dealing with specific City-led initiatives (except for issues dictated by law or regulation), to plan and manage the community engagement process including reporting to Council on results when appropriate. The City will be transparent and accountable for acting in accordance with the commitment that is made to the public. Council and city staff will engage with citizens in a way that is respectful and considerate of citizens and will demonstrate that the views and involvement of citizens are valued by the City. In making decisions, Council and City staff must balance a broad range of competing interests. The citizen s perspective is important and is typically not the only factor influencing a decision by the City. The results of the community engagement process must be put in the context of applicable legislated requirements, city regulations, council approved policy and strategies, technical considerations and financial constraints before a decision is made. When all things are taken into account, the City may make a decision that is inconsistent with the majority of input received from the community through the engagement process. In these situations, the City will explain to the public how their contribution was taken into account and the rationale for the decision that was made. The results of community engagement are never a substitute for the democratic process and do not replace the legitimate role of elected representatives in decision-making. City of Kitchener Engagement Staff Responsibilites: The Community Engagement Consultant is responsible for implementing the Community Engagement Framework in collaboration with Communications, Project Leads and Neighbourhood Liaisons, including: Develop an implementation plan for the Community Engagement Review recommendations and complete associated work Work with project staff and Corporate Communications to develop or review appropriate Community Engagement Plans Work with project staff as needed to implement Community Engagement Plan activities Work with project staff to develop request for proposals / tenders, to include appropriate Community Engagement Plans and activities Liaise with consultants to provide oversight of Community Engagement Plan and activities Work with project staff to ensure the Corporation has effective systems to monitor, record, coordinate and evaluate its community engagement activities Annually provide Council, staff and citizens with performance reports regarding the success of the Community Engagement Framework and Policy Work with Human Resources and City employees to develop and implement appropriate community engagement training and supports for City employees

32 9. Roles and Responsibilites City Staff Responsibilities: City employees who are responsible for projects that involve community engagement will: Use the Community Engagement Framework to determine if community engagement is appropriate, with support from the Community Engagement Consultant as needed Work with the Community Engagement Consultant, Corporate Communications and Neighbourhood Liaisons to develop appropriate Community Engagement Plans Develop Community Engagement Plans for all projects that involve Consult, Collaborate and Entrust, to ensure adequate timelines and resources for community engagement Notify the Community Engagement Consultant of any planned community engagement activities Ensure that community engagement activities comply with the Community Engagement Framework and Policy Ensure consultants or external organizations undertaking community engagement activities on behalf of a City department work with the Community Engagement Team throughout the project to comply with Community Engagement Framework and Policy Ensure the project report accurately reflects stakeholder feedback and close the feedback loop with those who provided input Support the Community Engagement Consultant to evaluate community engagement at the City of Kitchener Citizen Responsibilities: Citizens are asked to: Focus on the decision to be made or the question to be answered Recognize the City must consider the needs of the whole community Request alternative ways of participating if required Listen to understand the views of others Provide input and feedback within project timelines Encourage others to offer input Council Responsibilities: As key leaders and decision makers within the City, the support of City Council is important for successful community engagement initiatives. Some of the key responsibilities in which Council can continue to support community engagement activities include: Attend and participate in public meetings and events for engagement initiatives Share information about campaigns with constituents through social media, newsletters, and other methods Have informal conversations and/or ward meetings with constituents about key issues Review the information gathered through community engagement campaigns and use it to inform key decisions Ensure that appropriate project timelines and resources required for community engagement initiatives are in place. Encourage City employees to follow the Community Engagement Policy and Framework

33 10. Appendix A EngageKitchener Survey Results EngageKitchener Survey Results for the Community Engagement Review As part of the Neighbourhood Strategy online survey, three questions were asked related to the Community Engagement Review 620 surveys were completed (180 from registered users and 440 from unregistered users) A registered user is someone who has registered for an account. Someone who registers provides their name, address, and address during registration and they verify their account. An unregistered user is someone who posts a statement without signing in and providing their name, address and address 1. Please tell us about your experience when sharing input with the city. Your experience could relate to the Neighbourhood Strategy or a past time when you shared input on any topic. Registered Users Unregistered Users

34 34

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38 2. How would you like to share input with the city? Registered Users Unregistered Users 38

39 3. What can the city do to encourage you to share input? Registered Users Unregistered Users 39

40 EngageKitchener Survey Results for the Community Engagement Review Ward Map and Postal Code Locations Based on a total of 180 registered users on EngageKitchener Based on a total of 512 postal codes provided by users on EngageKitchener 40