City of Kitchener Community Engagement Review · 2017-10-02 · 7 We will be clear about the reasons why citizens are being involved, 4.1 Our Principles of Community Engagement In

City of Kitchener Community Engagement Review

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1. Acknowledgements…………………………………………………………………………………………………………………………………… 3

2. Introduction……………………………………………………………………………………………………........................................... 4

3. Executive Summary…………………………………………………………………………………………………………………………………… 5

4. Our Vision and Promise…………………………………………………………………………………………………………………………….. 6

4.1 Our Principles of Community Engagement……………………….……………………………………………………….. 7

4.2 Our Community Engagement Framework…………………………………………………………………………………… 8

5.0 Our Process………………………………………………………………………………………………………………………………………………. 9

5.1 Who We Talked To……………………………………………………………………………………………………………………………………. 10

5.2 How We Engaged……………………………………………………………………………………………………………………………………. 11

6. 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…………………………………..... 19

Step 5: Feedback the outcomes of the engagement to those involved…………………………………………….. 20

Step 6: Evaluate the engagement and its outcomes…………………………………………………………………………. 21

General Themes………….…………………………………………………………………………………………………………………….. 22

7. Summary of Recommendations………….…………………………………………………………………………………………………… 24

8. Implementation Plan………………………………………………………………………………………………………………………………… 29

9. Roles and Responsibilities ……………………………………………………………………………………………………………………… 31

10. Appendix A - EngageKitchener Survey Results…………………………………………………………………………………………. 33

Table of Contents

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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.

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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.

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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.

3. Executive Summary

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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.

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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 Our Commitment

Inclusive

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.

4.2 Our Community Engagement Framework

Inform Consult Collaborate Entrust

Promise to the Public

We will keep you informed by providing information that is timely, accurate, balanced, easily understood and accessible.

We will inform you, listen to you, acknowledge your concerns, and provide feedback on how public input influenced the decision.

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.

We will work with you to reach a final decision and implement what you decide.

What It Means

To provide the public with balanced and objective information to assist them in understanding the problem, alternative, or solutions.

To obtain public input into priorities or decisions, usually at one point in the project planning or implementation process.

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.

To address the needs of the public and place the final decision in their hands.

What It Looks Like

Announcement of new funding, new bylaws or other decisions of council that impact citizens.

Seeking input on our strategic plan for the future, our annual budget, or a new bylaw, policy or strategy.

Working with a neighbourhood association or neigbhourhood to develop a new community centre or determine amenities for a local park.

A Neighbourhood Coalition is made responsible for allocating City grants

Tools and Techniques

• Public notices • Websites

• Online or paper survey • Public meeting or open house

• Advisory committees • Workshops and focus groups

• Community coalitions • Participatory budgeting

Community Engagement

Plan*

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.

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

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 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-16-006 and 16-

012

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

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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.

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

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.


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

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.


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

5.1 Who We Talked To

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

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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.

the Community Engagement Process

There are many important things to consider before starting a community engagement initiative, two of the most important being:

Step 1: Define the context, purpose and objectives of the engagement

Step 2: Understand the whole community and barriers to their participation


There are many important things to consider during a community engagement initiative, two of the most important being:

Step 3: Design and Implement the

appropriate methods of engagement

Step 4: Capture and understand

behaviours, experiences and

information


There are many important things to consider after a community engagement initiative, two of the most important being:

Step 5: Feedback the outcomes of the

engagement to those involved

Step 6: Evaluate the engagement and

its outcomes

Before

Step 1: Define Step 2:

Understand

During

Step 3: Design & Implement

Step 4: Capture

After

Step 5: Feedback

Step 6: Evaluate

Before During After

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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 Recommendation

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.

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”

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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.

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.


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27%

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:


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.

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

Recommendations:

#1A: Corporate Calendar of engagement activities (combine with external?)

#1B: External calendar of engagement activities


Citizens are included, represented and respected in the city's decision making (see Appendix A)

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’

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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

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.

Recommendations:

#1A: Corporate Calendar of engagement activities (combine with external?)

#1B: External calendar of engagement activities


“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.”

– 2016 Staff Workshop Participant

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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

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.”

– 2016 Staff Workshop Participant

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24%

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.


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.

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 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.

Many options are available to share input (i.e. in person, online, at events) (see Appendix A)

What can the city do to encourage you to share input? 24% selected ‘Collect in-person feedback in places where citizens already are’

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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.


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

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.

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.

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 statistically-

representative telephone/online surveys

to be conducted by other third-parties

Define criteria and expectations when a

statistically representative survey may be

required

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)

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

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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)

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.


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.

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.

“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.” – 2016 Citizen Workshop Participant

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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.


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

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.

Step 6: Evaluate the engagement and its outcomes

To build a better engagement process, we need to take a step back, learn from

our mistakes and continuously improve. – 2016 Citizen Workshop Participant

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General Themes

General themes and recommendations were also identified that apply to the entire engagement process and are identified below.


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.

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.

The city’s existing engagement framework and toolkit was prepared

in 2008. 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.

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.

M) Citizen's Guide to Community Engagement

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General Themes


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), in-

person 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

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

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.

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.

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.

M) Citizen's Guide to Community Engagement

• N) Update the Community Engagement Toolkit • O) Develop an Implementation Plan

Before the Community Engagement Process

•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

During the Community Engagement Process

•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

After the Community Engagement Process

•Step 5: Feedback

•11) Report Back to Citizens

•Step 6: Evaluate

•12) Community Engagement Evaluation

General

•13) Community Engagement Policy

•14) Citizen's Guide to Community Engagement

•15) Update the Community Engagement Toolkit

•16) Develop an Implementation Plan

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.

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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.

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2

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

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3

Before

Community

Engagement

(Define)

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.

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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

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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.

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6

Before

Community

Engagement

(Understand)

Council’s Role in Engagement

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.

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7

During

Community

Engagement

(Design and

Implement)

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.

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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.

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9

During

Community

Engagement

(Capture)

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 statistically-representative telephone/online surveys to be conducted by other third-parties

Define criteria and expectations when a statistically representative survey may be required

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10

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.

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11

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.

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12

After

Community

Engagement

(Evaluate)

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.

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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.

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14 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.

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15 General

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:

Public meeting guidelines and resources

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

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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.

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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

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8.0 Implementation Plan

One Time Costs

Recommendation Low Cost Scenario High Cost Scenario

Citizen’s Guide to Community Engagement (see page 22)

$10,000: Posters, handouts, pull up banners

Social media campaign

Print ads in community newspapers

$20,000: 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

Special Outreach Strategy (see page 15)

$20,000: 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

$80,000: 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

Statistically Representative Data (see page 19)

$0 The city is able to collect some demographic and geographic data

through EngageKitchener, but it is not consider statistically significant

$50,000+: 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+

Annual Costs

Staff Training Program (see page 16)

$10,000: 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

$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

Coordinated Street Teams and Event Booth (see page 18)

$20,000: 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’)

$40,000: 2 temporary full-time staff scheduled for 35 hours per week per position, 4

month position

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’)

Staff Resources $0: 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

$100,000+: 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 $160,000+

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

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

9. Roles and Responsibilites

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 email

address during registration and they verify their email account. An unregistered user is someone who posts a statement without signing

in and providing their name, address and email 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

10. Appendix A – EngageKitchener Survey Results

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

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

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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

Documents

City of Kitchener Community Engagement Review · 2017-10-02 · 7 We will be clear about the reasons why citizens are being involved, 4.1 Our Principles of Community Engagement In