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NAP meeting #3

2017 August 2
by Melissa

VPNA NAP meeting #3 – June 21, 2017 5:15pm – 6:45pm

In attendance:

Agnes Das, Patrick Gilbride, Melissa Bowman, Rebekah Haynes, Erin Toner, Anna Maste, Anka Brozic

Informed team that the VPNA unanimously supported the vision statement for the NAP.

Part One:

Develop goals, objectives, and actions:

We considered the following from the Toolkit – Tool K:

Tool K- How to Develop Vision Statements, Objectives, Quick Wins and Actions

Once your vision statement is complete, do a REALITY CHECK.  ASK: Can this be achieved?


Goals and Objectives

Once the Vision Statement is created and endorsed by the Neighbourhood Action Team, the next step is to create the goals for the Neighbourhood Action Plan, based on the main themes developed during the visioning exercise. People often get confused about what is a goal, an objective and an action. Goals are general guidelines that explain what you want to achieve in your community. They are usually long-term and represent global visions such as “protect public health and safety.”

Objectives define strategies or implementation steps to attain the identified goals. Unlike goals, objectives are specific, measurable and have a defined completion date.

Actions are more specific and provide the “how to” steps to attaining the objective.

Here is an example of what a vision statement, goal, objective and action might look like.

Vision: We want our neighbourhood to be known for its safety, walkability and friendliness.

Goal: Create a safe environment for pedestrians in our neighbourhood.

Objective: Increase pedestrian-friendly features on Main Street.

Actions: Plant trees; install benches and calm traffic through bump-outs along Main Street.

Is there a Quick Win? A quick win is an action that can be achieved in a couple of months using minimal resources, shows early success in the neighbourhood and creates a “buzz.”

Important note about the process:

While the final Neighbourhood Action Plan will clearly present the vision, goals, objectives and actions in a way that makes sense to the reader, the creation of this work is often less ordered and cohesive. Often residents will focus on the immediate tasks or behaviours they would like to see change in their neighbourhood to meet their vision, without being able to speak about how these ideas fit into broader goals and objectives. Experience in other cities suggests that sometimes the goals and objectives emerge out of a number of concrete actions that can be grouped together to create the goals and objectives. Because of this, it is important to keep a record of all ideas that emerge during discussions so that no idea gets lost.

Steps to develop goals, objectives and actions:

  1. Start the meeting with a quick reminder of the vision and themes that were created at previous meetings. Present and explain that the dotmocracy tool will be used for each goal statement and each objective.
  2. Re-convene the same small groups and have them review the work from the last meeting, make any changes and then present the goal statement and objectives to the larger group for clarification. Do NOT wordsmith the goal statement during the discussion but do ask “So what?” – what is the difference that this goal/objective could have on the lives of residents or the neighbourhood?
  3. Have each group use the dotmocracy tool for each of the goal statements and objectives. Post each goal statement around the room, give the residents 2-3 minutes per goal statement (so if there are 6 goal statements, allot 15 – 20 minutes for this exercise) to write any comments or revisions on the statement and fill in their dot. Have them initial the sheet.
  4. Post the objectives under the goal statement and again give the residents time to walk around the room, read each statement, add any comments and fill in their dot. Make sure they initial each sheet they vote on.
  5. The facilitator will wrap up the meeting by summarizing where the major priorities in the group are and let the group know that at the next meeting the goals and objectives will be presented back, in order of priority, as identified through the dotmocracy tool.
  6. The facilitator, City staff and one resident from each small group take away the goal statements and objectives, with comments and revisions, to prioritize and wordsmith before the next meeting.
  7. Present back the first draft of the goals and objectives, with preliminary action ideas captured within the objectives. Once agreement is reached that these are correct, it is time to consult with the community to get their input.

This is a good time to take your vision statement, goals and objectives out to the neighbourhood for consultation. You can use this consultation to refine the goals and objectives and collect more ideas for actions for achieving the vision and goal statements. This consultation should let the group know if they are on the right track. If the consultation gives you results that are very different from the vision, goal statements and objectives drafted by the group, the group needs to take this new information into consideration and “course correct” their vision and goals.

NAP mtg 3 (8) NAP mtg 3 (5)

Goals: these were developed based on our lists of neighbourhood assets and what we would like to strengthen (highlighted in brackets)
1. Safe access to the park (walkable, park)
2. Reduce risks (walkable, park)
3. Preserve the historical character of the neighbourhood – as well as educate/highlight/celebrate it (history)
4. Enhance the neighbourhood’s natural beauty (walkable)
5. Encourage cultural diversity (social/cultural)

NAP mtg 3 (6)

Objectives: based on our described goals (bracketed numbers refer to goals – see above)
• Traffic calming (West Ave; Jubilee; etc) (1)
• Reduce cigarette butt litter (4)
• Control invasive plant species (4)
• Seek cultural diversity on our team (5)
• Make neighbourhood appealing/welcoming to artists (5)
• Be intentional about reaching ALL neighbours (especially marginalized groups) (5)

NAP mtg 3 (7)

Actions: based on stated goals and objectives (bracketed numbers refer to numbered goals – see above)

  • Lobbying for improvements (1)
  • Installing painted crosswalks, stop signs, and/or stop lights (1, 2)
  • Installing signage, storyboards (3)
  • Offer walking tours of the neighbourhood (3)
  • Create neighbourhood profile (3)
  • Educate park users through signage, social media, other (4)
  • Offer trail work days, workshops (4)
  • Support buskers in the park (5)
  • Summer community picnic (5)
  • Connect with specific organizations with the goal of connecting with marginalized groups – including third party connectors (5)

Part Two:
Engaging the community:
We wanted to keep the following in mind, from the Neighbourhood Action Plan Guide, as we developed a plan to engage the larger community.
3. Develop a Communications Plan Keep residents informed.
The creation of a communications plan will help inform residents about their work and engage more people in the process. The communications plan identifies when and how the Neighbourhood Action Team will communicate with the neighbourhood and gather their input. When to communicate should align with the key tasks and major milestones identified in the workplan. Recognizing the diverse makeup of a neighbourhood, it will be important to communicate and seek input in different ways.
Some examples could include events, meetings, newsletters, website and social media.
Tip: Always try to communicate in plain language. Use words and sentences that are appropriate for a Grade 6-8 reading level, so everyone can understand and remember your message quickly and easily.
4. Engage the neighbourhood
Understand your neighbourhood today. Create a vision for the future.
Once residents have developed a complete picture of their neighbourhood, a vision for the future will begin to develop. The vision describes what the Neighbourhood Action Team wants the neighbourhood to be in the future.
Key question: In 5 years, what will the neighbourhood look and feel like ?
Think about the actions that can be taken to make neighbourhoods safe, accessible, connected, inclusive, diverse and engaged. An effective vision will inspire and motivate the broader neighbourhood to work together to achieve it. It will inform all goals, objectives, priorities and actions moving forward.
Remember to get endorsement by the broader neighbourhood so everyone gets behind it. Eventually, residents may want to share their vision with Kitchener City Council. City staff can help with this.
5. Develop an Implementation Plan
Identify actions to achieve your vision.
Once residents have a vision for the future of their neighbourhood, the Neighbourhood Action Team can fine-tune its objectives in order to develop and prioritize specific actions for implementation based on the feedback from the neighbourhood. For instance, an objective may be to create an inventory of residents’ strengths while the specific steps to achieve the action may include creating and distributing a survey, collecting and analyzing the survey and sharing the information with the neighbourhood.
If necessary, City staff can assist with this step. When refining the objectives and actions, remember to:
• Create objectives that
 use action verbs (such as write, solve, build, produce)
 are SMART (Specific, Measurable, Achievable, Realistic and Timely)
• Ensure the objectives include quick wins, short term actions and long term actions
• Rank the objectives in order of priority (i.e. which ones should be done first)
• Prioritize actions within each prioritized objective
The implementation plan should:
• consider what organizations are available to be involved in specific actions
• identify which individuals, groups or organizations should take the lead on specific actions
• determine what can be achieved within a short, medium or long-term timeframe
• confirm where resources can be accessed

NAP mtg 3 (1)

NAP mtg 3 (2)


  • Neighbours/residents
  • Councillor Etherington
  • Tannery/Communitech
  • Schneider Haus
  • Business owners, including:

City Café

Dynasty (former Lailai)

Victoria Place

  • Organizations, including:


The Working Centre

Reception House

Downtown Community Centre



  • Victoria Park Working Group
  • Key neighbourhood stakeholders, including:

Harold Russell

rych mills

David/Schneider group

Leon Bensason

Linden Terrace

Iron Horse Towers

Victoria School

NAP mtg 3 (3)

Why are we engaging the community? To share what information?
• Inform others of NAP
• Invite participation
• Identify priorities
• Identify strengths (what are specific team members able to bring to the table?)

NAP mtg 3 (4)

How can we best engage others?
• Word of mouth
• Posters/flyers
• Make presentations to businesses/organizations
• Social media
• Surveys
• Email

Once together, we can:
• Brainstorm
• Asset mapping
• Dotmocracy
• Neighbourhood walk
• Structured meeting
• Form committees


Part Three:
Create a timeline

NAP mtg 3 (10)

Discussion points:
Agnes shared the Resident-led Traffic Calming Guide as well as the Placemaking Challenge plan for 2018. Both of these resources may be useful in future discussions.
We discussed the idea of quick wins and creating some interest and ‘buzz’ around the NAP. Potential ideas: hosting a summer picnic; a handout for Kidspark; handing out freezies in the park along with a small flyer about the NAP

Decisions agreed upon:
• Goals, objectives, and actions created
• Timeline developed

Do we want to hire someone to create a neighbourhood profile? Here is a link to a neighbourhood profile for the Mount Hope neighbourhood. Melissa also has a hard copy in case link disappears.
Next steps:
• Bring others into the conversation (neighbours, organizations, businesses, etc)
• Identify some quick wins and implement them
• Remember to continually document our processes
• Decide on neighbourhood profile plan
• Develop a specific communications plan to assist in creating interest as well as informing stakeholders
Next meeting:
• July 4th, 7pm

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