Attachment 1 – Downtown Kitchener Vision Project Plan
PROJECT PLAN
Downtown Kitchener Vision and Principles
1.0 PROJECT OVERVIEW 1.1 Problem/Opportunity Statement
Downtown Kitchener (DTK) has realized tremendous change in the form of growth, investment, and revitalization over the last 20 years. DTK’s growth over this time was guided by a strong initial vision and core principles established in 2003, centered around creating “A Place for People”, intensification, high quality design and the growth of a knowledge economy. As Downtown has evolved, advancements such as the ION, new post-secondary institutions, an increase in housing supply, unprecedented development, and continued growth within the tech sector have anchored this transformation. The global pandemic has slowed some of this
investment, but all indications are that the next 10 years will see DTK grow through investments and revitalization.
While DTK’s revitalization was kickstarted by the City of Kitchener’s EDIF investment, what has transpired was the result of a true community effort, including a large community of passionate stakeholders (Kitchener residents, business leaders, academic partners, cultural organizations, creative professionals, entrepreneurs, social service providers, developers, event organizers, the Downtown BIA, etc.). Each have contributed to DTK’s evolution.
As we look forward, DTK is at a key point in its evolution. Unprecedented growth is happening at a time where housing affordability, climate, equity, and social factors are intersecting,
requiring a new vision for DTK with a set of equity-based guiding principles for the next generation of community-led transformation. To achieve such success requires a community driven, pan-corporation effort through a full community and stakeholder engagement process.
Over the next several decades, there are numerous, and sizable bodies of work that will be undertaken by the City that will continue to shape and transform DTK. The opportunity to craft a collective DTK Vision to inform and align these bodies of work, led by community is before us.
This project will deliver a broad, comprehensive, people-centered vision and set of principles for DTK providing direction for ongoing and future city initiatives in the areas of equity, experience, growth, and sustainability. At this time, identified in-progress and future city initiatives include:
- A new land use and zoning framework for the Major Transit Station Areas (MTSAs) that are west of the Conestoga Parkway which includes the Urban Growth Centre (DTK)
- A Civic District master plan - A Bramm Yards master plan - An Arts and Culture Strategy
- A District Energy plan a capital project - Inclusionary zoning for DTK and MTSAs - Places and Spaces Master Plan
- City-owned lands strategy (Make it Kitchener 2.0), and - A new or updated Official Plan
This project, with the assistance of external supports, will be guided by the community through a community working group, will include extensive community engagement, inter-departmental co-operation, and will draw upon our collective wisdom to build a DTK Vision for the next 10 years.
1.2 Project Goals and Objectives
The goal of the project is to develop a comprehensive vision and set of guiding principles for DTK founded on the values, principles, and needs that are unique to Kitchener’s downtown, identified by the community.
Through this community driven process, the Downtown Community Working Group (DCWG) will:
- Shape a comprehensive public engagement process,
- Craft a vison that encapsulates DTK in 10 years, one that is premised on a “downtown for all” and,
- Identify and define a set of principles that shape, direct, and contextualize future decision- making for DTK.
This process is intended to, and perhaps most importantly, this process needs to:
- Build continued consensus - Motivate and inspire action, and
- Ensure inclusive community building.
1.3 Project Scope
The considerable work over the past 20 years (strategic plans, policies, investments, etc.) to support DTK will be the foundation from which the community will develop a new vision and key principles to shape future decisions. The following table outlines what is in and out of scope for this project.
In scope Out of scope
Together with the Downtown Community Working Group and community engagement consultants, develop and execute a
communications and community engagement plan for this project.
Updates to any city or community documents (e.g., Official Plan, Places and Spaces, Make it Kitchener 2.0)
Review of existing city and community documents and plans that currently provide guidance/direction for DTK. Review provincial and federal policies for relevance. Research other downtown plans from across the province, country, and globe.
An action plan to implement the DTK
vision/principles including the identification of costs, priority of future works
Develop a new vision and key principles for DTK to guide future decisions
Funding or resources allocation for implementation
As outlined above, the process for developing a DTK vision and principles is community-led, and staff supported. Central to this process is a Downtown Community Working Group (DCWG)
who will, together with and supported by engagement consultants and staff resources, guide the development of a DTK vision and principles. Members of the DCWG will report back to their various advisory bodies or member organizations, where applicable, to engage their groups in conversations. A space for input and collaboration with the broader DTK community is also included in the community engagement process.
The process to develop a vision and principles for DTK and the vision itself will be used to inform, provide direction to, and support initiatives, strategic priorities and practical tools needed for implementation.
To ensure robust conversations on the development of a DTK vision and principles the following theme areas are included as minimum conversation points with the DCWG and with the broader downtown community and stakeholders throughout community engagement. Through
conversations with the DCWG additional themes may be identified. Already identified themes include:
1. Growth – where and how should more people and jobs be added in DTK?
2. Housing - How can DTK be a home for all (e.g., housing supply, housing affordability)?
3. Neighbourhood - How do we imagine DTK as a distinct neighborhood?
4. Supporting Existing Businesses and Recovery (1-4 years out) – How do we support businesses in recovering from the impacts of the pandemic?
5. Business - Imagine Forward (5-10 years out) - What does the retail, hospitality, service, and office sectors look like in the DTK?
6. Movement of People and Goods – How do we plan and maintain a transportation system that supports and prioritizes safety for all users and reduces automobile dependence while providing safe and efficient movement of people and goods in and through the downtown?
7. Public spaces - How do we plan and support engaging public spaces and places (e.g., parks and amenity spaces) that support a vibrant DTK neighbourhood and quality of life?
8. Events, Animation, and Street life – How do we support a vibrant street life through festivals, programs, patios etc.?
9. Climate change/Environmental Leadership – How should Kitchener’s commitments on climate change and sustainable development be considered and balanced with all other considerations in DTK’s future?
10. Equity - How do we create a downtown that meets the needs of all, is welcoming to all and provides opportunities for all? How do we support those most in need?
11. Safety and Security - How can we construct and foster an empathetic, supportive community?
In addition to conversations on the above themes, conversations with the DCWG will include an initial meeting that will confirm the goals of the project and share/explore background material. A final meeting with the DCWG will see the DCWG confirm the final DTK vision and principles prior to Council’s consideration.
1.4 Key Milestones and Baseline Project Schedule The project is organized into 4 phases as follows:
Phase 1 – Project planning – Q4 2021 to Q1 2022
Phase 1 establishes the project framework. It includes the development of a project charter and request for proposals for a community engagement consultant. Phase 1 will also include the
retention of the consultant and, recruitment and establishment of the DCWG. An initial meeting with the DCWG will occur in this phase to confirm the goals of the project and share/explore background material.
Phase 2 – Community-led visioning – Q2 to Q3 2022
Phase 2 includes the development of a draft community engagement plan by the consultant with input from the DCWG and Project Steering Committee (PSC) to gather input on proposed theme areas for a series of workshops. Once the CEP is finalized, the consultant will facilitate, with support from the PSC and technical experts, a series of approximately 10-12 theme-based workshops with the DCWG. In addition to the theme-based workshops with the DCWG there will be a series of broad community engagement points at key milestones. It is anticipated that there will be a minimum of 5 broad community engagement events. Certain themes may be prioritized to align with impending project deliverables, such as various Council strategic plan actions. For example, to allow work to progress in 2022/23 on a new land use and zoning framework for DTK and Major Transit Station Areas (MTSAs), at a minimum, conversations on themes 1-3 outlined above would be held in Q2 2022.
Phase 3 – Development of a DTK vision and principles – Q4 2022 – Q1 2023
Informed by conversations in Phase 2 and a draft DTK vision and principles will be created collaboratively with the DCWG, project leads, PSC. These conversations will be facilitated by the consultant. Input on the draft DTK vision and principles will be sought from the broader community.
Phase 4 – Approval of DTK vision and principles – Q1 2023
A final vision and principles for DTK, once endorsed by the DCWG using an agreed to consensus model, will be presented to Council for approval and will be used to inform the in- progress and future projects outlined above and any others identified along the way.
1.5 Risks and Threats to Project Viability
Risk Assumption Mitigation
Adequate time scheduled for specific tasks, both generally and considering the ongoing global pandemic.
That the project schedule provides for adequate time for each task to be
completed.
The project leads will monitor the project schedule and if a deadline or milestone is missed, or anticipated to be missed, by more than 2 weeks there may be a need to adjust the project timeline in consultation with the Project Steering Committee.
At each milestone, the project leads will detail out the next phase of the project and will consider any impacts that the previous phase had on the overall project
timeline. This will be done in consultation with the Project Steering Committee.
Changes to the timeline will require approval by the Project Directors and Project Sponsor.
Risk Assumption Mitigation Internal and external
resource availability
Key resources such financial and staffing will be available during all phases for the project
A resourcing commitment from leadership at the commencement of the project is necessary as this body of work is dependent on cross departmental
collaboration. Project leads will work collaboratively with all departments to resource this project.
Should key resources not be available in the timeframe required to meet project milestones, the project leads, in consultation with the project steering committee, will consider options to adjusting the project timelines and/or workload priorities
Should consultants not be retained within the required timeframe or consultants be retained with not the full ability to complete all intended tasks, the project leads in consultation with the Project Steering Committee, will consider options to adjusting the project timelines or assignment of additional tasks city resources (if available and appropriate).
Alignment with the ongoing corporate strategic plan
Messaging about and information gathered through the DTK vision and corporate strategic plan processes will be shared and aligned.
The project steering
committee will work with the strategic plan team
throughout both respective processes to ensure that information is shared regularly, specifically
information gathered through community engagement.
Risk Assumption Mitigation Additional community
engagement requested
That community engagement will be
executed as outlined in the community engagement plan
The Project Leads, together with the consultant will consider options and revise the community engagement plan accordingly. The
community engagement plan will only be revised once the Project Steering Committee has considered implications on timelines, resourcing, and budget. Should additional community engagement be identified that is beyond the consultant’s scope/budget, Project Directors may identify internal resources to support identified engagement.
Agreement on approach for community engagement.
Certain interest groups (e.g., BIA, DAAC etc.) may desire a greater level of
engagement than others and may identify concerns with a Downtown
Community Working Group led approach to
engagement.
The Community
Engagement Plan that is developed will ensure that input is obtained from as many stakeholders and the broader community as possible.
The Project Leads and
Directors will actively maintain relations with key
stakeholders to ensure there is broad support for the process, DCWG, draft vision, and project.
Should such challenges arise, Project Leads will work with Project Directors to assess and identify any strategies to ensure broad support.
Agreement on project approach, scope, goals, and objectives
That the scope outlined in the project charter will be adhered to.
The Project Leads will work with the Project Steering Committee and consultant to manage and articulate the scope of the project to the DCWG and broader community.
A communications plan will be developed to assist with key messaging on the scope of the project.
Should changes in scope be proposed, the project leads in collaboration with the Project Steering Committee, will consider them in the context of the project timeline and budget.
Risk Assumption Mitigation Adequate budget That City staff will work
collaboratively to determine funding sources for any recommended strategies Change control process and procedures will be in place to ensure project
deliverables are realized
The budget earmarked for this project is shared with a related Planning Division project on updating land use and zoning for DTK. Should the scope of engagement or timeline of the project expand beyond that which is
established in this project charter there may be implications.
The Project Leads will update the Project Steering
Committee at key millstones throughout the project on budget aspects. All change orders from the community engagement consultant that will have an impact on the project budget, scope, or timeline will be reviewed and discussed the Project
Steering Committee.
1.6 Funding Authority
This project is funded through approved capital budget for costs associated with consultant services and community engagement.
2.0 PROJECT ORGANIZATION 2.1 Project Roles and Responsibilities
Project Champion – General Manager Development Services
The project champion will be the visible champion of the project from CLT and will address issues of scope, deliverables, and resources. The Project Champion will sign off on all project deliverables including the charter, terms of reference, and project vision.
Project Director(s) - Executive Director of Economic Development Director of Planning
The project directors(s) will be the project leadership and will work with the Project Steering Committee to ensure obstacles or barriers to success are removed. The project directors will:
- Secure support of corporate leadership
- Validate direction, and field resource allocation requests - Coach, mentor to support project outcomes
Project Lead(s) - Manager of Downtown Development and Innovation Manager of Policy Planning
Project Lead(s) will work with the Project Steering Committee, and the selected consultant to execute on the project deliverables. The Project Charter, the Project Terms of Reference, and the RFP documentation will all serve as guiding documents. Project lead(s) will guide the project, make sure the project aligns with agreed to milestones, outcomes, and ensure that the project proceeds within the given timeframe. The project leads will also be responsible for working with the DCWG and engagement consultants on drafting the downtown vision and principles.
Engagement Consultant
The engagement consulting team will work with the project leads and DCWG to:
- Provide project management and facilitation supports for the DCWG,
- Support the development of a Community Engagement Process, including identification of techniques (ex: survey and potential questions, workshops, charettes, etc.) by preparing a Draft Community Engagement Plan to be reviewed by the DCWG and Project Steering Committee
- Facilitate all community engagement
- Support the DCWG in the development of a DTK vision and principles Internal Leadership Group
The Internal Leadership Group will be assembled with manger or director level leaders from internal departments that have a connection to key themes that are intended to shape the vision and will have responsibility for bodies of work that will impact DTK or support its vision.
Representatives will include, but not limited to:
- Director of Transportation Services
- Director of Parks & Cemeteries - Director of Sport
- Director, Strategy and Corporate Performance - Manager of Community Centers
- Corporate Communications & Marketing - Manager of Special Events
At key milestones, the work of the DCWG will be reviewed by the Internal Leadership Team and to provide feedback and advice from their area of expertise. The Project Leads will establish defined touch points once the Community Engagement Plan has been established.
Project Steering Committee
The project steering committee will be responsible for outlining priorities, identifying project deliverables and provide overall vision and direction of the Downtown Vision. In addition, the project steering committee will review and evaluate each submitted consultant proposal, be a member of the evaluation team and if required, participate in interviews for short-listed
proposals. The project steering committee with be comprised of the project sponsor, project directors, project leaders and staff working team members
Staff Working Team
The staff working team will function as business analysts or resource supports. These individuals are key in supporting the Project Steering Committee to ensure the required tools are in place to support project deliverables, document or analyze project execution, and liaise with the external consultant of progress and schedule. The staff working team will be
responsible for supporting the work plan and providing the necessary logistics for adherence to establish schedules. The staff working team members include staff resources from Economic Development.
The DCWG will also be supported by the staff working team who will provide process, administrative and analytical support. This will include such tasks as scheduling meetings, minute taking, supporting the execution of community engagement exercises, providing statistical information, etc.
Subject Matter Experts
The complexity and range of issues to be discussed as inputs into the development of a DTK vision and principles requires the use of subject matter experts to support the engagement processes, provide educational aspects of engagement, clarity of technical requirements, and to participate in community engagement activities. Subject Matter Experts will be drawn into the process as required. Subject Matter Experts either lead existing business units which touch DTK or are leading bodies of work that will impact the future of DTK. Divisions or external
governments/agencies that will provide subject matter support include:
- Planning – policy, urban design, environmental planning
- Equity, Anti‐Racism, and Indigenous Initiatives - social planning and affordable housing - Neigbourhood Development Office
- Transportation planning – parking - Economic Development – All
- Parks and Cemeteries – Places and Spaces - Bylaw enforcement
- DTK BIA
- Corporate sustainability officer
- Region of Waterloo – housing; transit; social services; emergency services - Communitech
- Waterloo Region Police Services Downtown Community Working Group
Given the nature of the DTK vision work, it will be essential to lean on a diverse and broad set of external participants. The Downtown Community Working Group (DCWG) will be comprised of approximately 30 team members. By design, this team will encompass the necessary skills, expertise, investment, and passion for the Downtown including interests such as, but not limited to:
- Academic (1)
- Arts and Culture Representative (artist/institution) (1) - Business Owner – Hospitality and Night Life (1) - Business Owner – Office, Services (1)
- Business Owner – Restaurant (1) - Business Owner – Retail (1)
- Climate/Sustainability professional (1)
- Developer/Land or building owner – Commercial (1) - Developer/Landowner – Residential (1)
- Executive Director, Downtown Kitchener BIA (1) - Planner/Architect (1)
- Post-Secondary – Downtown Campus (1) - Post-Secondary - Student (1)
- Representative – Street Involved/Lived Experience (1) - Representative - Underrepresented Populations (2)
- Resident-at-Large – Downtown and adjacent neighbourhoods – 1 representative from each of the following neighbourhoods; Downtown, Mount Hope Briethaupt Park, KW Hospital, Cherry Hill, Victoria Park, Cedar Hill, King Street East, Central Frederick, and Civic Centre – (9)
- Resident-at-Large – Outside Downtown/adjacent neighbourhoods (2) - Social Services – Downtown Agency (1)
- Social Services – Housing (1)
In addition to the specific expertise that each representative provides, the selection team will look to recruit representatives that make up the demographic composition of the downtown community.
Figure 1 illustrates the functional relationships of the groups involved in the project.
Figure 1 – Functional relationships of the DTK Vision project
2.2 Project Structure Organization and Mandate
Charter sign-off
Notification/confirmation of steering committee and project team
Develop work plan (Gantt chart)
Define approval process
Establish standards and benchmarks
Identify issues, concerns, risk gaps Analysis
Review existing plans, provincial and federal policies, and research other downtown plans from across the Province, country, globe
Gather stakeholder/Council feedback Deliverables
Community engagement plan
Communications plan
Community engagement summaries
Vision and principles – draft and final
Reports to Council
