City of Kitchener Strategic Plan

strategic plan CITY OF KITCHENER

‘A different future for city government and public service’

Strategic Plan PAGE 1

Community Vision Together, we will build an innovative, caring and vibrant Kitchener with safe and thriving neighbourhoods.

Corporate Mission Proudly providing valued services to our community.

Table of Contents Message from City Council and the Corporate Management Team . . . . . . . . . . . . . . . . . . . . . . . . . .1

Introduction to the Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

The Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3-4

Our Community Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 • Made in Kitchener Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 • Community Priority: Quality of Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 • Community Priority: Leadership and Community Engagement . . . . . . . . . . . . . . . . . . . . .7-8 • Community Priority: Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 • Community Priority: Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 • Community Priority: Dynamic Downtown . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 • Community Priority: Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Foundation: The People Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13-20 • Introduction to the People Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 • Foundational statement: This is Where We Want to Work . . . . . . . . . . . . . . . . . . . . . . . . . .14 • A Culture of Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 • A Culture of Safety & Wellbeing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 • A Culture of Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 • A Culture of Appreciation and Fun . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 • A Culture of Community Stewardship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 • Strategic Directions for Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

Foundation: Efficient and Effective Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21-24 • Introduction to Efficient and Effective Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 • A Different Future for City Government and Public Service . . . . . . . . . . . . . . . . . . . . . . . . .23 • Financial Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23 • Information Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23-24 • Customer Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 • Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 • Public Sector Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

Implementation Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

Accountability, Action and Measuring Progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

Message from the Mayor & Council We are proud to present this strategic plan which unites the focus of city government and citizens over the next two decades as we work together to build a vibrant city. Thousands of residents, staff and council have participated in the development of this innovative plan which enables us to be responsive to our community yet flexible so that we can anticipate and adapt to continuing changes and pressures. The comprehensive plan that you see before you today connects city government, corporate business processes and our community. Most importantly, it enables us to be transparent about the vision for Kitchener’s future and how we intend to get there. We’ve started down the road to our future by building this strategic plan. To ensure that it achieves a real and lasting impact on our community, we’ll continue to need the whole community working together to implement it. Doing so will enable us to move forward positively and confidently with the assurance that our community will be well positioned for the future.

Message from the Corporate Management Team The City of Kitchener Strategic Plan is our community’s blueprint for the future. The 20-year plan sets out clear direction to guide the work that we do each day toward building and maintaining a healthy and sustainable city for future generations. Developed over seven years and built through collaboration with our community, the plan has at its heart, our community’s six priorities for the future. Those priorities are underpinned by strategies for the staff who deliver our services and strong corporate systems to support them. The plan creates the framework under which all of the city’s activities are based and the implementation strategies ensure that our work is aligned and meets the priorities of both council and citizens. It identifies how we’ll track our progress on those priorities and how we’ll be accountable through reporting results back to citizens and council annually. Staff of the City of Kitchener are proud to serve this community and to be entrusted with building its future – the way our citizens want it to be. PAGE 1 City of Kitchener Strategic Plan

Introduction The City of Kitchener Strategic Plan

foundations of the city’s workforce and

High performing organizations – high

builds on our past and takes the

the corporate systems that support

performing cities – learn to anticipate

interests of future generations to heart.

service and program delivery. This

and adapt to these changes by creating

It unites the focus and activity of city

ensures that, as a city government, we

value for those they serve and

government and citizens over the next

can always be successful in delivering

motivation and meaning for those who

results in the key areas that citizens

are serving.

two decades toward building and maintaining a healthy and sustainable

believe are critical to our community’s

city for future generations. health and vitality.

The best tool for accomplishing these overarching objectives – is a

For the next 20 years, this plan will be the city’s single, comprehensive

strategic plan like The City of Kitchener It’s one thing to have community Strategic Plan.

strategy – our touchstone for directing

priorities, a vision, or a mission

the work of city government, guiding

statement like those identified within

and bringing clarity to our decisions,

this strategic plan, but if those things

and sustaining and supporting the

are to be achieved – they must be

is doing toward realizing the

development of our community.

accompanied by deliberate planning

community priorities outlined within

efforts to move the organization and

this strategic plan are organized in

the community toward them.

the appendices under the strategic

As the subtitle of the plan reflects, this strategy is about “a different future for city government and public service.”

The key corporate strategies that support the work that city government

and foundational themes which This requires clearly defined goals,

they support.

A different future with a sharpened proactive strategies, committed focus on continuous improvement; leadership, and effective management.

Recognizing that these strategies will

Above all, it requires managing the

continue to evolve as the community

forces of change. Those forces include

grows and changes, updated versions

accessible services and excellent customer service, and engaging and

changing community demographics,

informing citizens about decisions.

new provincial and federal legislation,

building community trust and appreciation; providing valued and

will replace original documents as they are developed.

fiscal constraints, changing economic You will find that the strategy has the

conditions, emerging technologies, and

community’s shared priorities at its

many other influences on our program

heart, and it builds on the strong

and service delivery efforts.

“The best way to predict the future is to create it.” Peter F. Drucker

City of Kitchener Strategic Plan PAGE 2

Foundations

The People Plan Our strategy for supporting staff in the work they do in behalf of citizens. Corporate Mission Proudly providing valued services to our community.

Efficient & Effective Government Our strategy for the corporate systems that support our work.

Environment

Development

Dynamic Downtown

Diversity

Leadership & Engagement

Together, we will build an innovative, caring and vibrant Kitchener with safe and thriving neighbourhoods.

Quality of Life

Community Priorities

Community Vision

City of Kitchener Strategic Plan Framework

The Framework The City of Kitchener Strategic Plan

The six community priorities include:

citizens. Without a talented and

combines the key components of three

• Quality of Life

dedicated workforce, the work to

major city of Kitchener initiatives

• Leadership and Engagement

achieve the priorities of council and the

developed over the past several years

• Diversity

community couldn’t get done.

including: our strategy for the vital

• Dynamic Downtown

corporate systems that support

• Development

program and service delivery

• The Environment

(Corporate Plan, 2002); our

• Efficient and Effective Government Based on the city’s Corporate Plan,

community’s priorities (A Plan for a

Foundations:

developed in 2002, this foundational

Healthy Kitchener, 2006) and our

The community priorities in this plan

piece encompasses the various

strategy for supporting the city’s

are underpinned by two critical

corporate systems that are critical to

workforce (People Plan, 2008).

foundations – two key elements that

delivering services, programs, policies

ensure that, as your city government, we

and initiatives that citizens need, want

Community Priorities:

are able to do the work to achieve our

and can afford.

You will find that The City of

shared vision and priorities – and do it

Kitchener Strategic Plan is organized so

in the most efficient and effective way.

that our community’s priorities form the plan’s core. These priorities,

• The People Plan

developed based on extensive citizen

Developed over four years and released

feedback obtained throughout 2005

in 2008, this foundation document

and 2006, provide a focus to needs

represents the city’s strategy for

above and beyond basic services, to

supporting its workforce in the work

achieve the community vision.

that it does each day on behalf of


Our Community Priorities Through significant community public

Today, they’ve become the focus of the

vitality, environmental viability and

consultations – including the Environics

city’s single, guiding strategy: The City

economic prosperity. Where the circles

Survey (2005) the Healthy Community

of Kitchener Strategic Plan, ensuring

intersect or overlap is where the most

Plan Working group (2005-06) and

that they will continue to be at the

possibilities for prosperity, health and

Who-are-you-Kitchener? (2006)

heart of every decision the city makes

vitality are found. A healthy

– citizens developed a shared vision of

and subsequently every dollar it spends.

community is achieved through

the kind of city that they would like Kitchener to be – 20 years from now.

translating these “overlaps” into Made-in-Kitchener Model

policies and practices

A Plan for a Healthy Kitchener, which In large part, those community consultations were led by Compass

provided a single strategic approach To truly capture the essence of our city and directions for delivering results in however, A Plan for a Healthy Kitchener

each of the six priority areas now and Kitchener, a small group of committed

adopted a “made-in-Kitchener” model

into the future, was based on the World citizens who advise council as

of a healthy community. This revised

Health Organization’s (WHO) model representatives of the collective community voice. The group’s work is instrumental in determining the

for defining healthy communities.

model was created by situating the

The 1984 WHO model describes the

WHO model within a fourth circle that

creation of a healthy community

represents Kitchener’s community

community’s vision and priorities, and

through efforts in three vital and

values and culture, ensuring that our

in ensuring that council’s four-year

interrelated areas – depicted as

work in the other three areas is

agenda continues to support and

overlapping circles – including social

grounded in our roots.

enhance them.

From the extensive feedback received from citizens during these consultations, the city was able to

Community Values & Culture

determine the priorities for Kitchener’s future including: quality of life, LIVABLE

leadership and community engagement, diversity, downtown,

Social Vitality

development, and the environment.

These priorities were first captured comprehensively – and brought to life with strategic directions for further

Environmental Viability

HEALTH

U EQ

E BL ITA

SU STA IN AB LE

Economic Prosperity

action – in A Plan for a Healthy Kitchener, developed by Compass Kitchener, and approved by Kitchener City Council in late 2006. The complete Plan for a Healthy Kitchener can be found in Appendix 1. PAGE 5 City of Kitchener Strategic Plan

Community Priority: Quality of Life Citizens' Quality of Life Vision, 2027 “Our shared vision is for Kitchener to be a community that invests in maintaining basic services, in addition to amenities such as community centres, museums, theatres, art galleries, and leisure facilities, even if that means paying higher taxes.”

A great place to live is important to us.

that the following strategic directions be undertaken:

advisory committee on community vision, values and

We want our city to be a place of opportunity for ourselves and our

Kitchener, the city's citizen

1. That the city put a permanent

priorities, and is accountable to

children. We want our city to be safe.

Healthy Community framework in

the corporation through the

We want our city to be clean. We

place, with the following mandate

Chief Administrator's Office.

appreciate the city's investment in

and structure: 2. That the city establish greater public

infrastructure. And we appreciate the many special events, the parks, the

• The identification of community

appreciation and understanding of

playgrounds and the cultural activities

priorities at the outset of

our cultural heritage resources

the city supports annually that make

council's term of office and an

through various forms of education.

Kitchener an exciting and vibrant city

evaluation of progress against

to live in and raise a family.

priorities before the end of the current term.

• That the city protect its cultural heritage resources through the employment of various forms of

In Kitchener, we strive to live well. • The provision of annual status

conservation practice, including

We do recognize that to continue all of

reports to council and citizens to

designation under the Ontario

the services that our city provides is not

benchmark progress on priorities,

Heritage Act.

without its challenges as local

community health and well-

governments struggle to do more with

being.

culture as a factor critical to the

fewer dollars. But what we must do is more, not less. To enhance the quality

3. That the city highlights arts and

• The development of a “healthy

health of the community through

of life and economic vibrancy of our

community lens” through which

supporting goals and objectives of

city. To make further progress as a

council considers major issues

Culture Plan II.

healthy community. To attract and

and decisions. 4. That the city works with its many

retain more residents willing to make Kitchener their home - and willing to

• Provide assistance in developing

partners - individuals, families,

a strategic financial plan that

neighbourhoods, organizations and

aligns broad community

all orders of government - to create a

Strategic Directions:

priorities with the allocation of

culture of safety, through social

To ensure that Kitchener achieves

corporate resources.

development and through increasing

invest their future in ours.

the capacity of communities to

and sustains its vision of broad community health and well being

• Is accountable to city council and

– Compass Kitchener recommends

the citizen's through Compass

discuss, define, and address their shared concerns.

Key corporate strategies which support the Quality of Life theme can be found under Appendix 1.1. City of Kitchener Strategic Plan PAGE 6

Community Priority: Leadership and Community Engagement Citizen's Leadership and Community Engagement Vision, 2027 “Our shared vision is for Kitchener to be a community in which the residents are engaged and active in decision making about local issues.”

Keeping our local government

city and other orders of government,

connected to a constantly evolving

by enhancing opportunities for public

community requires strong and

involvement and dialogue.

visionary leadership - leadership that

Engagement Policy. 5. That the city develops a partnership with area school boards and other

fosters an open and understandable


youth-service organizations in an

decision-making process and a

To ensure that Kitchener sustains a

effort to engage tomorrow's leaders

commitment to two-way

high level of leadership and community

in civic life - today.

communication with the community

engagement – Compass Kitchener

about our shared vision for the future.

recommends that the following strategic directions be undertaken:

The city continues a strong tradition as a leader in community involvement -

6. That city staff evaluates efforts to engage the community annually and reports on results as a way

1. That the city partners with citizens,

of benchmarking community

regularly engaging citizens through the

business, agencies, organizations,

health and well-being related to

sharing of information; through citizen

school boards and all orders of

citizen involvement.

consultation on specific projects; and

government, as appropriate, in all

through the active and ongoing

Healthy Community initiatives.

participation of citizens, businesses and community organizations in the

7. That the city reviews its advisory committees to ensure that committee

2. That the city develops a Community

structures and mandates are clear;

development of city policies, strategies

Engagement Policy that outlines its

that there is member representation

and plans for strategic investments.

commitment to, and passion for,

from across sectors; and that future

two-way communication with

direction is tied to broad healthy

And that puts Kitchener on the right track in the eyes of its citizens. Citizens

citizens, and open, transparent and

community priorities.

inclusive municipal government.

tell us that they want to be informed.

• That the number of meetings for

They want to speak for themselves.

advisory committees increases to 3. That the city develops a strategy and

They want to be heard. They want an open, transparent, accountable and accessible local government, now - and for the future.

incorporate opportunities for processes to support the Community Compass Kitchener and Engagement Policy, that includes the committees to come together to sharing of all pertinent information and ensures opportunities for

To this end, we must continue to

involvement of all citizens.

strengthen the connection and understanding among all people in our

review community priorities, share information and insight, report progress, and identify areas where they can work together.

4. That council designates the financial

community, between our community

resources to plan for, implement and

8. That the City of Kitchener develops a

and city government, and between the

sustain a comprehensive Community

full Volunteer Support Strategy in

PAGE 7 City of Kitchener Strategic Plan

2006-2007 to ensure volunteer resources that meet community needs.

priorities; and, evaluation of the use

9. That the city's Community Investment Strategy, which provides

of city grant money.

individuals and groups with funding • That the city seeks opportunities

• That the city reviews staff resource

for programs, projects, events and

requirements against volunteer

initiatives, includes such things as:

to collaborate with funding

support needs - now and in the

broadened support for non-

partners to address any gaps in

future - as part of its “volunteer

governmental organizations, grant

grant funding for individuals and

strategy development.”

criteria that reflects community

groups in the community.

Key corporate strategies which support the Leadership and Engagement theme can be found under Appendix 1.2.

“Never doubt that a small, group of thoughtful, committed citizens can change the world. Indeed, it is

”

the only thing that ever has. Margaret Mead


Community Priority: Diversity Citizens' Diversity Vision, 2027 “Our shared vision is for Kitchener to be a community where all residents have equitable access to, and meaningful inclusion in the social, economic and cultural fabric of civic life.”

Diverse individuals and communities make up the population of Kitchener. Our citizens value the contribution of all of our people. And we are a community that believes that our cultural diversity provides a living fabric that binds our community together. Diversity is our strength - past, present and future. Our future of a cohesive, strong Kitchener lies within our inclusive vision of society - a society that is equitable and built on the strength of its differences. Citizens want to live in a community that acknowledges and embraces ethnic, cultural and social differences. Strategic Directions: To ensure that Kitchener embraces opportunities to build an inclusive community – Compass Kitchener recommends that the following strategic directions be undertaken: 1. That the city create a Corporate culture that is inclusive and represents the diversity of our community through: • A review of the Corporation's diversity, in its broadest definition, and the use of results as a foundation against which to measure future change and progress. • The development of policy and strategies to ensure broad access,

equity and inclusion of our diverse citizens in the life of the Corporation. • Incorporating outreach to secondary and post-secondary schools into its talent recruitment processes. • Conducting an annual review of change and improvement in access, equity and inclusion of citizens. 2. That the city allocate appropriate resources to enable the Corporation to define and realize goals and objectives of a broad community diversity strategy, including corporate and program-specific policies and procedures. 3. That the city support staff in implementing the 2006-07 priorities from the Leisure Facilities Master Plan including the development of a volunteer strategy, youth strategy, seniors strategy and leisure access strategy. 4. That the city's efforts to engage the public in initiatives and decisions that affect them include communication and outreach appropriate for, and accessible to, diverse audiences. 5. That various projects and strategies be co-ordinated when they are similar in results and/or theme, and

that they each include two-way communication with citizens to enhance access, equity and inclusion of all citizens. 6. That staff continues to oversee priorities for physical accessibility improvements in city facilities as required under the Ontario Disabilities Act (ODA), 2001, including: • The corporate-wide implementation of all requirements identified in the Accessibility Standards of the Ontarians with Disabilities Act, 2005, and the 2006 Accessibility Plan. • The administration of funds from the Corporate Accessibility Capital Fund to remove barriers across city facilities. • An audit of its facilities to determine any existing barriers to persons with disabilities so that a priority plan can be developed to address these issues. • That the city acts as an advocate with other orders of government to secure formal recognition of the skills, abilities and designations of foreign-trained citizens - within public and private organizations.

Key corporate strategies which support the Diversity theme can be found under Appendix 1.3. PAGE 9 City of Kitchener Strategic Plan

Community Priority: Development Citizens Vision for Development, 2027 “Our shared vision is for Kitchener to be a community that has carefully planned its neighbourhoods and growth by trying to attract specific types of growth, even if it means restricting some new developments.”

We will not sacrifice our quality of life

1. That the city manages its growth and

for development. Future development

development relative to the

in Kitchener needs to reflect balance

Province’s “Places to Grow”, the

and vision - a sustainable healthy

“Regional Growth Management

community in which to live and raise

Strategy” and the “City of

our families.

Kitchener’s Official Plan” with a view to the critical elements of a healthy

Livable, attractive communities are created over time as the result of

community. As such the city must consider the economic, social, cultural and environmental

hundreds, even thousands, of development decisions. We must

implications of all future development projects and initiatives.

continue to make the decisions that now, and in the years to come, ensure an effective balance between our

2. That the results of the community

4. That the city advocate for and bring forward new technologies as the infrastructure of the future (e.g. fibre optics, wireless). 5. That the city continues with its economic strategies, including its focus on cluster development (manufacturing, education and knowledge creation, bio-medicine and pharmaceuticals, and arts and culture), urban vitality and employment lands, as a solid approach to the city's economic health and well-being.

engagement process on growth economic needs, the needs of business management be used in the and industry, the needs of our environment, and the needs of residents.

preparation of key quality of life indicators for the city.

And we should devote as much of our 3. That, as part of its growth energy, resources, care and concern, to our neighbourhoods as we have to our

management strategy, the city

6. That the city completes an inventory of cultural heritage resources that identifies buildings for future listing on the Heritage Registry, or for designation under the Ontario Heritage Act.

maintains its balanced approach to

downtown revitalization efforts

replacing and/or expanding existing

because, while we have a downtown on

infrastructure and building new

the edge of a new frontier - we are, in

infrastructure, such as water, sewer

the end, one city - and each part of our

capacity and roads, to support

city must be part of the great success

current and anticipated growth.

7. That the city ensures the conservation of identified cultural heritage resources is addressed in reviewing development applications and planning infrastructure improvements.

story that we have worked to create. • That the Mayor and Council Strategic Directions:

continue to advocate for

To ensure responsible, people-centred

Kitchener's share of federal

development of our community

and provincial tax dollars and

- Compass Kitchener recommends

funds from federal/provincial

that the following strategic directions

and other infrastructure

be undertaken:

investment programs.

Key corporate strategies which support the Development theme can be found under Appendix 1.4. City of Kitchener Strategic Plan PAGE 10

Community Priority: Dynamic Downtown Citizens' Vision for Downtown, 2027 “Our shared vision is for Kitchener to be a community that has built a vital and lively downtown which provides all residents with a unique mix of exciting big city amenities and diverse services.”

Downtown Kitchener is experiencing a

the time to make your move to

outlines the vision and strategy for

major turn around that is transforming it

downtown Kitchener.

the revitalization with an emphasis on attracting more people into the

into a modern and dynamic city centre. We have a vested interest in the future We believe that the future of

of our downtown. And a belief that -

downtown Kitchener is among the

with this renewed focus on its rebirth

brightest of any Canadian downtown -

as a place for pride, prosperity and

made so by a core revitalization process

people - it will succeed.

core. 2. That the city continues to focus resources, and create partnerships, to address the issue of safety perception in the downtown.

that is founded on a far-reaching vision for the future vitality and success that is


critical to our economic health and

To ensure the future vitality and success

quality of life.

that is critical to our downtown and to

3. That the city continues with its economic strategies as a solid

the city as a whole – Compass Kitchener The message that we're sending to

recommends that the following

developers and to new urban pioneers -

strategic directions be undertaken:

people looking to experience the

approach to redeveloping its economic health and well-being. 4. That the city supports the goals and objectives in Culture Plan II and, in

culture and excitement associated with

1. That the city continues to implement

urban living and playing - is that this is

the Downtown Strategic Plan which

so doing, fosters vitality in the core.

Key corporate strategies which support the Dynamic Downtown theme can be found under Appendix 1.5.


Community Priority: Environment Citizens' Vision for the Environment, 2027 “Our shared vision is for Kitchener to be a community that focuses significant energy and resources on becoming more environmentally friendly through investments in things like bike trails, improved transit systems, tougher environmental bylaws and stricter growth management policies that limit sprawl.”

Kitchener citizens care deeply about

leadership in conserving, protecting

their environment. Responsible

2. That council endorses the proposed

and improving the environment for the

Environmental Remediation Strategy

stewardship of our environment is, after

benefit of all Kitchener residents.

and directs staff to prepare an implementation plan to support

all, key to the quality of life we all enjoy.

these initiatives. Strategic Directions: And it is our commitment to sustainable development in the future development that balances the needs of

In strengthening our commitment to 3. That council supports the sustainable development and balance

implementation of the

a growing city with the need to protect

the needs of a growing city with the

its natural environment - that will

need to protect our natural

the citizens' report on Air Quality in Kitchener.

continue to make us successful in

environment – Compass Kitchener

attracting new people, new business

recommends that the following

and new opportunity.

strategic directions be undertaken:

recommendations brought forth in

4. That the city develops a Transportation Demand

To this end, we want to ensure that

1. That the city show leadership in the

Management Strategy that is an

environmental considerations are

development of an environmentally

umbrella for efficient,

important factors in every decision the

sustainable community through

environmentally friendly

city makes in planning for our future -

dedicating resources to completing its

transportation policies and programs

and that we continue to provide

Strategic Plan for the Environment.

for the future.

Key corporate strategies which support the Environment theme can be found under Appendix 1.6.


Foundation:The People Plan Introduction

The City of Kitchener’s People Plan

Today, a Canadian labour shortage is

The plan speaks to ensuring that city

represents another unique aspect of the

looming. Birth rates are declining and

staff are constantly challenged,

organization’s vision for “a different

the Baby Boom is reaching retirement.

motivated and learning; that they are

future for city government and public

Over the next 15 years, it is anticipated

able to remain adaptable and flexible in

service.” It’s a different future that

that as much as 63 per cent of the city’s

a constantly changing municipal

recognizes that the talent, passion and

current management team alone will

environment; that they are part of, and

engagement of the city’s workforce is

retire. This organization will be cast

contribute to, a culture of safety and

critical to how well we are able to plan

into the midst of an intense

wellbeing at work; that two-way

for, provide and deliver the wide range

competition for the best talent to fill

communication is practiced corporate-

of programs and services that citizens

positions that are unquestionably vital

wide; and that staff continue to make

count on everyday.

to how well we are able to build and

efforts that contribute to and enhance

serve our community for the future.

the pride they share for the work they

People – the city’s workforce – are one

do, and the community they serve.

of two critical foundations that

Through implementing the People

underpin The City of Kitchener

Plan, the City of Kitchener is working

The plan, which builds on work already

Strategic Plan because without a

to position itself now as the best place

underway at the city, outlines the city’s

dedicated staff, the City of Kitchener

to work so that the battle for talent is

workplace culture; it identifies five

simply couldn’t deliver on all of the

someone else’s to fight.

specific priority areas and accompanying

priorities of citizens and council.

strategic directions for achieving further Released in 2008, the People Plan was

success, including: A Culture of

The People Plan is the strategy that

developed entirely from feedback

Learning, A Culture of Safety and

supports the city’s workforce so that

obtained during an aggressive four-year

Wellbeing, A Culture of Inclusion, A

they can continue to be successful in

program of staff involvement which

Culture of Appreciation and Fun and

the work that they do for the

included the first-ever Employee

A Culture of Community

community. Just as importantly, the

Culture Survey, undertaken in 2007.

Stewardship. And finally, it provides an

strategy ensures that Kitchener will

That staff feedback and survey were

implementation strategy that has

continue to be a dynamic Canadian

aimed at defining employees’ collective

accountability for all as its foundation.

municipal leader that is able to build its

values and vision for the workplace

future on the ideas and innovations of

culture at the city – and determining

some of the best and brightest talent

how they can work together to achieve

the nation has to offer.

that vision.

The complete People Plan can be found in Appendix 2.


Foundational Statement: “This is Where We Want to Work” We are the “people” of this organization. Not simply city

We stand up for what we believe in. And we don’t do things

workers — people. People who are honoured to serve

just because that’s the way they’ve always been done.

this community.

But the point is that we do things. We don’t just talk about them. We finish what we start. Sometimes we make mistakes.

We are proud of what we do. And what we do is every bit as

Sometimes we have to start over. That’s okay. That’s how we

important as how we do it.

learn. We change. We grow.

We strive to understand and appreciate the needs of those we serve. One of the most important measures of our success is

We share an unwavering commitment to excellence in everything that we do. We go the extra mile. Because our

how we treat other people. work makes a difference in the lives of citizens. Everyday. We walk in their shoes. We listen. And we respond. We make history happen. We are helping to build the world We treat one another with the same respect and fairness. We

– one neighbourhood at a time.

build trust together. We talk openly. We hear and consider multiple interests. And we share the information that we need to do our jobs well. Sometimes we debate. We don’t always make popular decisions. But we always stand behind them. We are diverse. We all see and experience differently. We are who we are. We believe that we all have value. We embrace and build upon our unique histories, expertise and aspirations. We seek the best people and promote continued development. We encourage and mentor one another to reach our full potential. We have fun. And we know the power of “thank you.” We don’t work in silos. We work together. Because our success depends on all of us. We are honest. We are humble. We do what we say we’re going to do. We do the right thing. For our citizens and our community. And for ourselves. We can all be leaders – leading by example. Through attitude and action. From out front or from behind.


A Culture of Learning -

Growing staff isn’t just about ensuring

And the city needs to keep a steady

that staff has the skills that they need

focus on opening the door to human

comprehensive annual

to do their jobs effectively. That’s just

potential because employees need to

“continuing education” style

one piece of the equation. The city also

stay motivated and challenged –

catalogue of all training and

grows staff because it is our job to

because the competition for the best

development opportunities

position the city for the future. The city

talent is increasing everyday.

available to staff.

has a civic responsibility to take

Opportunities for career growth and

personal and professional development,

advancement will not only bring the

and creating opportunities for career

city the best talent – but they will also

comprehensive annual

advancement, very seriously.

help the city keep the great people who

communications plan aimed at

are already here.

letting staff know about available

Each day, 213,000 citizens count on city staff to do their jobs, and to do them well. Staff need to continue to grow, develop and advance in their

-

The development of a

The development of a

training and development Strategic Directions: It is imperative that the city create

opportunities and encouraging staff participation in them.

significant opportunities to continue their personal and professional growth

careers because the skills and

• The city continue to promote so that we are motivated, adaptable and

experience they each bring to the job is

opportunities for growth across the knowledgeable. With this in sight, it is

critical to how well we, as a city, are

recommended that:

able to build our community; how well we can serve our community, and how well we protect our citizens.

corporation – not just “up” – through initiatives such as

• A comprehensive corporate review of

consideration of a proposal for cross

current training and development

training and job shadowing

programs, including such initiatives

opportunities across the corporation.

It is imperative that staff continue

as the Tuition Assistance Program,

their commitment to learning so that

be completed to ensure that they

they are always ready to adapt and shift

align with and support the objectives

understanding and use of Let’s Talk

gears in the face of a rapidly and

of the People Plan.

sessions as a tool for planning

constantly changing municipal environment – one that will always

individual growth and development. • The city increase staff participation in

be at the whim of political and

training and development programs

legislative changes.

through such initiatives as:


• The city increase management’s

A Culture of Safety and Wellbeing living safely. Working and living safely is

• Building on the success of the

the right thing to do. More

current programming, a

importantly, it’s the smart thing to do.

comprehensive corporate wellness

Employees are not only responsible for

program be developed where

their own safety, but also that of their

programming reflects current trends

coworkers – and our citizens.

and best practices in corporate wellness programs, as well as

The city also fosters and encourages

employee input and where we look

work-life balance because staff can’t do

to our community partners for

the work that they do each day

assistance in both the development

developing and maintaining a healthy

and delivery of programs.

community for citizens, without developing and maintaining a balanced lifestyle that will keep them well, too. It’s that’s simple.

• An innovative, competitive, attractive and financially viable total compensation package be investigated and developed. Key


considerations include:

Programs and initiatives that educate, inspire and motivate employees to take

-

A review of current policies and

greater responsibility for their health Live well. Work well. Be safe.

practices related to flex time, sick and wellness, and to make healthier time, vacation time, maternity choices everyday, provide them with

The City of Kitchener highly values personal, organizational and community health, safety and

leave and job sharing.

benefits that extend far outside of the work environment. To this end, it is recommended that:

-

wellbeing. And we recognize employees need to be well and safe to

A review of policies and practices concerning transportation

• The corporation further promote the

related benefits including staff

be effective and productive in their

development of a culture of safety

paid parking, telework, flexible

work and in their personal lives.

within the organization through the

work hours, bus passes and

development of a comprehensive

bicycle storage.

Wellness embraces the best of who

corporate health and safety strategy

employees are in body, mind, and

with goals that include: promoting

spirit. It’s proactive and preventive. It

excellence in health and safety across

benefits provisions including a

touches every part of their lives by

all departments of the corporation;

comparison to other

emphasizing good health care,

increasing staff participation in

municipalities; a review of

cultivating self-awareness, living

health and safety training; reducing

current benefits usage by the

according to their values and beliefs

risk, lost-time injuries and incidents

union; further consideration by

and realizing the value of family,

involving vehicles; continuously

unions of flexible benefits; staff

friends, and coworkers.

improving safety procedures, and the

input and incorporation into

identification and adoption of health

union contracts.

Wellness also embraces working and

and safety best practices.

-

A full-scale review of current


A Culture of Inclusion City staff wants a work environment

success therefore, it is recommended

currently under development for use

that includes them. Where they put

that :

within the community be explored

as much effort into working together and engaging one another in

for use as our framework for • A corporate internal communications

identifying issues and actions as they do

policy and guidelines for staff

with citizens.

be developed.

engaging staff. • Workshops and/or training on facilitation, employee engagement

Where they interact with each other.

• A toolbox of communication methods

and team building be developed and

Where they exchange ideas and

accessible to all staff, but with a

presented in an effort to broaden the

information. Where they become

particular emphasis on facilitating

understanding of their importance

engaged through being involved and

effective, efficient two-way

and role in fostering an inclusive

working together. And where they

communications with staff at locations

work environment.

know what’s happening not just in

outside of City Hall, be developed and

their own areas.

that a plan and training be established

They also want to be part of a

to implement use of the tools

methods of sharing corporate and

throughout the corporation.

departmental information more

workplace where individual differences are valued, supported and encouraged.

• Explore and implement new

effectively with all staff. • During the development phase of the

As they city’s workforce evolves to

Consolidated Maintenance Facility,

• The work of the corporation

reflect the growing diversity of the

consideration be given to the most

Diversity in the Workplace

community, staff’s efforts to

effective methods of communicating

Committee focuses attention on

understand, value and incorporate

to staff who will make the facility their

developing a comprehensive

differences – and to include everyone –

home – and subsequently, that any

employee education and awareness

are going to be increasingly important.

technology required for internal

program for all staff aimed at

communications to staff be installed in

embedding our corporate

the facility as it is being constructed.

commitment to diversity, its

Collaboration, equity, fairness, meaningful inclusion and two- way communication are the keys to progress toward the “This is Where We

importance, and the diversity issues • Improvements be made to the city’s Intranet site, including:

Want to Work” vision.

we face as a corporation, within the corporate culture. And further, that measurement tools be explored to

-

A redesign of the Intranet site

monitor our progress and determine


focusing on increased user-

our success.

At the City of Kitchener, staff always

friendliness and ease of navigation.

need to be actively thinking, working and behaving inclusively and valuing

-

Increased access for staff from

and respecting their differences. They

home to areas of the Intranet

also need to work very hard to build

without security requirements.

programs to ensure that each and every employee has the tools and the opportunity to contribute fully to our


• The framework for the Community Engagement Strategy which is

A Culture of Appreciation and Fun Never underestimate the power of

communicating. The bottom line is

organization can’t mandate or

“thank you.”

that the city’s work atmosphere is key

program “fun” or “appreciation”

to keeping its employees happy and

into its work environments, but staff

Studies show that “thank you – those

healthy. And when staff is happy and

can all play a role in supporting and

two little words – can make a world of

healthy, they’re more creative, more

fostering a work environment where

positive difference to a work

productive, they have better

these things happen naturally. (It’s

environment and to our motivation

relationships with co-workers and

an atypical recommendation, but one

and satisfaction on the job. Everyone

family, and they have a healthier work-

that still needs to be made.)

wants to know that they are making a

life balance.

valuable contribution.

• A flexible and substantive Corporate Strategic Directions:

Recognition Program strategy be

Remember too, the impact of having

All staff is accountable for ensuring that

developed that allows for different

fun at work.

fun and appreciation happens in their

kinds of recognition as our

work areas, but for the most part, it

organization grows and develops;

Physiologically, the brain thrives on fun.

will happen spontaneously. To ensure

which provides direct programming

Research indicates that when we’re

that staff continues their efforts in this

at the corporate level and supports

having fun, we develop new neural cells

area corporation wide, it is

efforts at both the departmental and

in areas devoted to learning and memory.

recommended that:

divisional levels; and which includes a toolkit of recognition best practices

An atmosphere of fun and appreciation

• Everyone acknowledges and takes

at work helps city staff to be more

responsibility for contributing to an

flexible, open to change and better at

enjoyable work environment. The

and ideas for staff to use.


A Culture of Community Stewardship Corporate and community stewardship


they are serving our citizens or

is at the very core of what city

Give the proper tools to people who

working co-operatively with one

government does, and who the city is as

like to make a difference, and they will.

another – the city continue to evolve

an organization. The city’s workforce is

The city is constantly expanding its

and implement its customer service

proud to lead by example. A strong

understanding of what we must do to

strategy through such initiatives as

tradition of corporate citizenship exists

be responsible leaders and good

growing our corporate contact

naturally because staff believes in doing

corporate citizens, and staff are always

centre; exploring increased access for

the right thing for our citizens and our

seeking new ways to develop

our citizens; and developing a

community. And for themselves.

partnerships and great ideas to really

comprehensive resource for citizens

make a difference. To further the

about city services and contact

To city staff, good corporate

corporation’s efforts today at being

information.

citizenship means that they have the

good corporate citizens, it is

highest level of regard for citizens,

recommended that:

community partners and one another. It means contributing to a safe, healthy,

• The city investigate partnerships with local school boards to develop and

• In recognizing that city staff are our

implement an education program for

and fair workplace. It means delivering

very best ambassadors and link to the

elementary and/or secondary school

the best customer service and timely,

community, the city develop systems

students with the intention of

accurate, and consistent information to

and resources whereby staff can excel

providing students with fun, hands-

citizens. For the city’s partners, our

in that ambassador role.

on tools and learning opportunities

corporate citizenship is reflected in the way that we create business

to help them better understand how • In continuing the city’s tradition of

local municipal government works –

relationships that are fair, honest, and

being environmental stewards with

with an eye toward developing

mutually beneficial.

an important role in supporting the

future adult voters, volunteers and

Environmental Strategic Plan and

city staff.

Being good corporate citizens speaks to

reducing our carbon footprint,

the pride that staff shares in the

efforts be continued through further

workplace. They are here because

work on such initiatives as the Green

they’re proud of what they do and

City group’s review of the

because they go home at night

corporation’s waste management and

knowing that the work they do each

recycling program.

day makes a real difference to the 213,000 citizens who count on them.

• The city reviews its current Civic Contribution Program to determine

We are proud to work for the City of

opportunities for future growth and

Kitchener. We are ambassadors in our

expansion based on community

community and our commitment to

trends and opportunities.

the community we serve means that we are often willing to do more, go further and give more. PAGE 19 City of Kitchener Strategic Plan

• In recognition that staff are part of a customer service culture – whether

Strategic Directions for Implementation To ensure that the strategic directions

which ensures that all City of

in the People Plan are acted upon, it is

Kitchener employees are aware of,

imperative that staff focus on

and understand, the values and

accountability, action on the ongoing

priorities outlined in its three

development of new programs and

components and how they are

initiatives and measuring our progress,

interconnected: The Corporate Plan,

therefore it is recommended that:

A Plan for a Healthy Kitchener and the People Plan

• To continue to measure, monitor and report back progress, the city

• The implementation of the recommendations coming forward

continues progressively to explore and implement new programs and initiatives, so that they can effectively and quickly adapt to those changes and continue to be leaders in municipal government administration.

• Every division and department

from the 2008 strategic review of the

will have responsibility for aligning

Human Resources division – and

their own work to the objectives of

implementation of new and current

the People Plan – and those

programs or initiatives – are aligned

objectives should be built in to

with and support the objectives of

annual work plans.

undertake two more Employee Culture Surveys prior to reevaluating their use and effectiveness and determining our future course of action in regards to furthering our strategy for supporting employees.

the People Plan. • A project lead be identified and • Because every staff member is responsible for understanding the

assigned for each of the strategic directions within the People Plan.

framework of how we do our work, a comprehensive staff training program be developed and implemented

• In the ever-changing face of the municipal environment, staff

“We make history happen. ”

We are helping to build the world – one neighbourhood at a time People Plan, 2008


Foundation: Efficient and Effective Government Introduction We know that the city’s workforce is vital

prudent management of the city’s

capable of retaining and attracting the

to getting the work done and achieving

finances, innovative use of information

best and brightest talent.

success on the six strategic themes

technology, high-quality, accessible

contained within The City of Kitchener

customer service, proactive

As a foundation, our focus on efficient

Strategic Plan, but how we do that work

communications with Kitchener

and effective government services is

residents and safety and security

intended to strengthen the

practices within city facilities.

performance and accountability of

– the corporate systems that support that work – are equally as important.

municipal government in Kitchener. It Formerly identified in the City of Of course, the city’s human resources

ensures that city staff continues to take

have also been identified as a critical

a comprehensive look at what we

accompanying strategic directions, now

corporate support system however,

should be doing – and how we should

form the foundation of Efficient and

because our workforce is such a

be doing it – so that we can ensure the

Effective Government within this

significant foundation for building

delivery of services, programs, policies

strategic plan.

future success, the city later developed

and initiatives that Kitchener citizens

the People Plan (2008) to capture its

need, want and can afford.

Kitchener’s Corporate Plan (2002), these corporate systems, and their

Those key corporate systems that

many efforts, and provide strategic

underpin our everyday work include:

direction, for building a workplace

The details of the foundational document for Efficient and Effective Government, known as the City of Kitchener Corporate Plan (2002), can be found in Appendix 3.

“Proudly Providing Valued Services” City of Kitchener Corporate Mission Statement, 2002


‘A different future for city government and public service’ The foundation of Efficient and

Council also identified that city staff

Effective Government has evolved since

would achieve the vision of this more

2001 when city council first initiated

responsive, understanding and open

major changes in both the

city government through providing

organization’s structure and its

high-quality customer service to

approach to doing business. The newly

citizens everyday; building connections

restructured City of Kitchener that emerged reflected council’s desire for “a different future for city government

and relationships with community and business partners; striving for responsible results and continuing to

• Ensure corporate fiscal targets are consistently met • Maximize value through cost effective service delivery • Explore new sources of sustainable revenue • Ensure openness and transparency of city finances

change, improve and strengthen and public service.” our organization wherever and whenever possible.

Information Technology

Essentially, council’s vision painted a picture of a more customer-focused

The Goal: The details of the pillars of Efficient Maximize technology to support

and community-minded city

and Effective Government – prudent

government – an organization that:

financial management, maximizing

timely, relevant and accurate information; optimizing technology the use of Information Technology,

• Is capable of adapting and improving

solutions that will enhance our ability responsive customer service, proactive to interact and communicate more

• Has the community’s confidence and trust

communications and positioning effectively with our internal and the municipality as a leader in the external clients; and develop an enabled public sector – are outlined on the

• Provides timely and quality

and knowledgeable workforce. following pages.

infrastructure and valued services Strategic Directions: • Fosters the community’s appreciation of the public value provided by our services • Ensures two-way flow of information

Financial Management The Goal: We strive to ensure long term

among our community,

corporate financial stability and fiscal

administration and council

accountability to our taxpayers.

• Develop an integrated, enterprise – wide framework of electronic information systems and automated business processes • Utilize leading edge technology to provide reliable and convenient access to city services, information

• Clearly understands and anticipates the public’s needs and priorities • Encourages and initiates


and business processes through a full

• Invest and manage assets strategically

range of access points

• Ensure the effective and responsible

• Maximize technology to

effective public discussion around

stewardship of public funds within a

support timely, relevant and

important issues

supportive policy framework

accurate information

• Has no silos – services are accessible and customers are satisfied PAGE 23 City of Kitchener Strategic Plan

• Strive for competitive, rational and affordable taxation levels

• Optimize technology solutions that will enhance the city’s ability to

interact and communicate more

Communications

effectively with our internal and external clients • Develop an enabled and knowledgeable workforce

• Develop and maintain a consistent identity for the Corporation and its

The Goal: Proactively communicate with

Enterprises through professional graphic design and the management of the approved Corporate brands

Kitchener residents in an effort to share as outlined in the Corporate information; educate and engage the Standards Manual.

Customer Service

public, and promote enterprises, programs and services; to create a corporate culture where internal

The Goal: Provide services to the public that match or exceed the customer's

communications is a priority for all City

• Provide convenient and costeffective printing, duplication and bindary services for the city and its affiliated groups.

of Kitchener employees.

expectations and adopt standards that put people first to ensure excellent


customer service.

• Inform and engage the public on the

Public Sector Leadership

Corporation’s key decisions, Strategic Directions:

programs, services, policies and

The Goal:

• Initiate corporate-wide customer

initiatives, and manage sensitive

To position the municipality as a

service standards and policies to

issues through the development and

leader in public sector policy, processes

ensure consistent levels of service in

implementation of strategic

and systems.

all departments and locations

communications plans.

• Initiate corporate-wide customer service standards and policies • Monitor level of service and customer satisfaction • Develop a service model that can adapt to new service delivery opportunities • Ensure is service delivered in an effective and cost efficient manner

Strategic Directions: • Share information with city staff and council on corporate-wide decisions,

• Ensure accountability and transparency in all public processes.

policies, issues and initiatives that • Anticipate and be responsive require strategic planning and advice. • Provide all city staff with the tools and training they can use to share

to legislative changes and external pressures. • Develop an organization that is

information with one another on

aware, responsive and prepared to

projects and initiatives of a

deal with emergency situations.

departmental or divisional nature. • Promote continuous improvement to

• Provide information to support management decision making • Review the service delivery model

• Increase public participation and

ensure corporate policies, processes

generate revenue by promoting the

and systems are sustainable,

city’s programs, services and

innovative and adaptable.

and develop a framework to be used

enterprises through the development

in the development of a detailed

and implementation of strategic

customer service delivery model.

marketing plans.


The Implementation Strategy As the city, and the challenges of our

In terms of ensuring continued action

times, continue to change and grow, so

on the strategic directions in the City

our progress to ensure that city

too will The City of Kitchener Strategic

of Kitchener Strategic Plan, the city will

government continues to move

Plan. A living document, this plan will

take a three- pronged approach to this

forward on our shared vision

change over time to reflect the addition

plan’s implementation through:

and priorities.

• Measuring and monitoring

of new strategies and initiatives • Being accountable for the work of intended to bring us closer yet to our creating the best future for our city shared vision for the city’s future. and its residents.

These three components are at the heart of each of the individual strategies and initiatives that support

As this city’s municipal government,

• Taking action by continuing work

this plan will be the touchstone for

that’s already underway and

ensuring that we are always delivering

developing new strategies and

results and spending wisely on the

initiatives to support and enhance

priorities that citizens, believe are the

progress on the community’s vision

critical building blocks of that future.

and priorities.


the overarching City of Kitchener Strategic Plan.

Accountability,Action and Measuring our Progress Accountability

ensuring that what is most important to

The city’s Annual Status Report will

City council, the city’s workforce and

citizens remains at the heart of every

continue to measure and report back to

every resident that calls Kitchener

decision city staff make and

citizens and council on the progress

home has a stake in the future of this

subsequently, every dollar we spend.

made on the six community priorities.

community. We’ve started down the

Through tracking progress and

road to that future by building this

Action: Introduction of new

achievement of more than 130 Key

strategic plan together. But for it to

initiatives and strategies

Performance Indicators (KPIs)

have any real and lasting impact on our

The city will not rest on its laurels.

covering each of the priorities, staff is

city, we will need to continue to work

Staff will continue to be leaders in

able to measure the results and

side by side, day after day, to

municipal government administration,

outcomes of the work of city

implement it.

exploring and implementing new

government and use that information

initiatives and strategies, where

to consistently make better business

In other words, none of us can

possible, to support the community in

decisions for the future about the

singularly create success for the City

progressing on its shared priorities and

priorities that matter most to citizens.

of Kitchener.

vision for the future. The city’s business planning process will continue

Compass Kitchener, an advisory group

We believe in “individual accountability

to ensure that the need, viability and

of citizens, will continue its own

and collective responsibility” – that we

affordability of new initiatives and

analysis and evaluation of the results of

achieve the greatest success together –

projects is demonstrated.

the Annual Status Report to City

when we each do all that we can to harness our collective knowledge, creativity and initiative.

Measuring, monitoring and reporting The city’s work and progress on the directions contained within the City of

As city staff and council, that means that we must continue to work collaboratively, within our

Kitchener Strategic Plan will be monitored, validated and reported on annually in a number of ways.

Council and citizens and report their overall grading of our achievements via its annual “Citizens Report Card.” The report card tracks the city’s success in reaching the goals of each term of council, as well as the longer term goals and strategic directions now captured under this City of Kitchener Strategic

organization, as well as with our

Plan.

citizens, all levels of government, the

City staff will continue to update our

public sector and the private sector to

annual departmental business plans, the

achieve further progress and success for

tool that we use to align the city’s

And finally, the city’s Annual Report to

our community. And we must be

priorities and spending with the

Citizens will continue to serve as a

accountable for our actions.

community’s vision and priorities. The

snapshot of the many ways we’ve

business plans ensure that we are

changed and grown as a community

The City of Kitchener will continue to

continuously delivering results in areas

over each year – with progress on

ensure its accountability for building

that citizens believe are key to the health

various projects and initiatives identified

the future of our city in several ways.

and vitality of our city. Additionally, they

under the six strategic themes outlined

Looking ahead, the city will continue to

enable us to achieve success on the two

within this strategic plan.

align its work, its departmental business

foundational themes of this strategic

plans and the city’s annual budgets to

plan – the People Plan and Efficient and

the community’s priorities and vision,

Effective Government.

The city’s Departmental Business Plans can be found under Appendix 3.1. PAGE 26 City of Kitchener Strategic Plan

Conclusion Since 2001, when the City of Kitchener

articulated priorities for the future of

In Kitchener, as the quote implies, we

underwent a major transition and was

this community. Most recently, the city

take the best interests of new

reorganized to take advantage of

developed its People Plan to support

generations to heart, today. We

efficiencies, we have been on a path to

the city’s workforce in the work that

recognize that if we want to reap

achieving a different future for city

they do each day on behalf of citizens.

success and progress for the future, we

government and public service.

have to plant the seeds now. All of those strategies, their

After that, the traditional ways of doing

implementation plans and their

The City of Kitchener Strategic Plan

business changed to achieve an even

strategic directions have now been

effectively sews the seeds for “a

greater financial accountability. A

pulled together under one cover into

different future for city government and

Corporate Plan was developed to

the City of Kitchener’s Strategic Plan.

public service”. It sharpens our focus –

articulate council’s vision for a proud,

and it puts us to work with a renewed

customer-focused and community-

You will find few municipal strategic

spirit of civic pride for the city that we

minded organization, and how we

plans that include as much engagement

have become, and for the future that

would achieve it.

and consultation, or are more

we are building together.

encompassing and holistic than Literally thousands of residents

this document.

participated in the development of A Plan for a Healthy Kitchener which

It is said that one generation plants the

confirmed our citizens’ vision and

trees; another gets the shade.


www.kitchener.ca Strategic Plan PAGE 1