12, 16 and 20 cordova avenue city of toronto

PUBLIC CONSULTATION STRATEGY REPORT

12, 16 and 20 Cordova AvenueCity of TorontoNovember 2018 Minto Cordova LP

Job Number - 184 3

TABLE OF CONTENTS[1.0] INTRODUCTION 1

[2.0] WHAT ARE WE HOPING TO ACCOMPLISH? 32.1 PURPOSE OF CONSULTATION 4

[3.0] WHAT IS THIS PROJECT? 53.1 KEY MESSAGES 6

[4.0] WHAT IS THE DESIRED OUTCOME? 74.1 DESIRED OUTCOME(S) 8

[5.0] WHERE ARE WE ENGAGING? 95.1 SCOPE OF CONSULTATION/AREAS OF IMPACT 10

[6.0] WHO ARE WE ENGAGING? 126.1 DEMOGRAPHIC PROFILE 136.2 ADDITIONAL DEMOGRAPHIC INFORMATION 146.3 TARGET AUDIENCE & STAKEHOLDERS 15

[7.0] WHAT HAVE WE HEARD? 167.1 PRE-APPLICATION CONSULTATION 17

[8.0] WHAT WILL WE BE DISCUSSING? 188.1 LIST OF MATTERS TO BE ADDRESSED 19

[9.0] HOW ARE WE ENGAGING AND WHEN? 209.1 ENGAGEMENT METHODS 219.2 ENGAGEMENT TIMELINE 26

[10.0] HOW WILL WE SHARE FEEDBACK? 2710.1 METHODOLOGY FOR EVALUATING FEEDBACK 2810.2 REPORT-BACK TOOLS 3110.3 PROPOSED ASSIGNMENT OF ROLES 32

[11.0] CONCLUSION 33

1.0INTRODUCTION

12-20 CORDOVA AVENUE2PUBLIC CONSULTATION STRATEGY

This Public Consultation Strategy Report has been prepared to outline the engagement process proposed regarding the application by Minto Cordova LP for 12, 16 and 20 Cordova Avenue in the Islington-City Centre West neighbourhood of Etobicoke, to construct a 27-storey residential condominium building with 327 units, 26,135.5m2 of gross floor area, and 251 parking spaces on 5 levels underground.

The site is located on the west side of Cordova Avenue, just south of Dundas Street West, and approximately 330 metres west of Islington Avenue. The subject site is currently occupied by four low-rise residential buildings and two detached garages, which range in height from 2 to 2-1/2 storeys and include three legal rental dwelling units.

2.0WHAT ARE WE HOPING

TO ACCOMPLISH?

4 12-20 CORDOVA AVENUEPUBLIC CONSULTATION STRATEGY

2.1 Purpose of ConsultationThe applicant has the following objectives they wish to accomplish by engaging and consulting with the public regarding their proposal:

Share information related to the proposal with the public and any interested stakeholders;

Consult with interested persons and groups, using various methods of engagement;

Seek input and obtain feedback from interested persons and groups;

Explore opportunities for youth to learn about—and engage with—the proposal, as a means of supporting the City of Toronto’s Youth Engagement Strategy;

Determine overarching themes and key points about the proposal from consultation;

Understand how feedback can be addressed/incorporated into future iterations of plans and reports;

Integrate viable concerns, themes and patterns into the evolution and refinement of the development scheme; and

Communicate with the public in a transparent and open manner about the proposal as well as the engagement process

Objectives

3.0WHAT IS THIS

PROJECT?

The applicant would like to hear from the youth in the community, as the future generation of residents in

the neighbourhood.

The applicant has experience successfully

building adjacent to school sites, and is thus sensitive to the need to minimize construction

impacts.

This project is located in Etobicoke City Centre, one

of the provincial Urban Growth Centres, which is

an area designated for increased intensification.

This project is comprised of a 27-storey residential

condominium building at 12, 16 and 20 Cordova Avenue, in

the Islington-City Centre West neighbourhood of

Etobicoke.

The proposed building is designed to fit into the

context and character of the other buildings

surrounding it.

The proposed development is situated within 500 metres of

Islington subway station, which is a Major Transit Station areaas defined by the Province’s Growth Plan. This is an area where higher-density uses

are encouraged.

This project will enhance the overall pedestrian experience

on Cordova Avenue. The building is setback from the

property line, which provides greater space for walking

along Cordova Avenue.


3.1 Key MessagesThis project has a number of key messages, which all aim to provide clarity around the various components of the proposal. If there are additional points of clarification about the project that arise through the consultation process, or as a result of any amendments to the proposal, the applicant will add them to (and/or adjust) the following list of key messages:

4.0WHAT IS THE

DESIRED OUTCOME?


4.1 Desired Outcome(s)At the end of the consultation period, the applicant hopes to achieve the following outcomes:

The public and interested stakeholder groups feel sufficiently informed and consulted about the proposed development;

The various engagement methods used were useful and allowed a range of people to learn about the project, ask questions, and provide input;

The various engagement methods provided simple and straightforward ways for interested persons and parties to get involved in the engagement process;

The opportunity to engage with youth at the adjacent school (Islington Middle Junior School) emerged, and both the youth and the applicant gained valuable knowledge from the experience;

The public and interested stakeholder groups overall felt the engagement and feedback processes were clear and easy to understand;

The public, interested stakeholder groups, and the applicant are all clear about the outcomes of the engagement process, how feedback was incorporated, and what (if any) alterations will be made to the overall proposal.

Outcomes

5.0WHERE ARE WE

ENGAGING?


5.1 Scope of Consultation/Areas of ImpactThe proposal has two geographic areas of impact, which can be divided into (1) the neighbourhood-level impact area, and (2) the proximal impact area.

1. Neighbourhood-Level Impact Area

As mentioned in Section 1.0, according to the City of Toronto, this project is located in the Islington-City Centre West neighbourhood. In order to gain a thorough understanding of the neighbourhood’s demographic profile and the audience for this project’s consultation strategy (as detailed in Section 6.0), the applicant and its consultant team referred to the City of Toronto’s 2016 Neighbourhood Profile on Islington-City Centre West. While the applicant does not anticipate that the proposal will cause any direct impacts at the neighbourhood level, this area of impact has been included because the proposal and its associated consultation strategy were informed by neighbourhood-level data. Furthermore, since this proposal—in combination with other recent developments—will add a number of residents to the neighbourhood, it will also have an indirect impact on the future demographic profile for the area.

ISLINGTON CENTRE

BLOOR STREET WEST

THE QUEENSWAY

BURNHAMTHORPE ROAD

RATHBURN ROAD

ISLIN

GT

ON

AVEN

UE

KIP

LING

AVEN

UE

HIG

HW

AY 4

27

GARDINER EXPRESSWAY

DUNDAS STREET WEST

DUNDAS STREET WEST

SUBJECTSITE

Map of Neighbourhood-Level Impact Area: Islington-City Centre West neighbourhood


2. Proximal Impact Area

The second geographic area of impact is the proximal impact area. This area comprises a radius of approximately 150 metres around the project and includes the blocks immediately surrounding the subject site. This area of impact was selected as a result of conclusions drawn from both the application’s Transportation Impact Study (TIS), Noise Feasibility study, and Community Services and Facilities Study (CSF):

• Page 30 of the TIS states that “the proposed development is not expected to significantly impact the road and transit network in the vicinity of the subject site.”

• On a related note, page 10 of the Noise Feasibility study concludes that “the additional road traffic generated by this project will be small relative to existing traffic volumes within the general area, and is not expected to create adverse noise impact.”

• Page A16 of the CSF finds that both of the TDSB schools serving the site—Islington Junior Middle School (which is located within this PCSR’s proximal impact area) and Etobicoke CI—are operating below capacity and “should be able to accommodate additional students.” DUNDAS STREET W

EST

ISLI

NG

TON

AV

EN

UE

BLOOR STREET WEST

BURNHAMTHORPE ROAD

CORDOVA AVENUE

MONTGOM

ERY ROAD150m

SUBJECTSITE

Map of Proximal Impact Area: 150m radius around the subject site

For the aforementioned reasons, this report defines the proximal impact area as within 150 metres of the subject site. The stakeholders and community members that fall within the proximal impact area will be those who will receive any ‘Update Notices’ from the applicant about the

proposal, as outlined in Section 9.0. Notably, the boundaries of this ‘proximal impact area’ will subsume the prescribed 120 metres around the proposal for the minimum notice area, as outlined in the Planning Act.

6.0WHO ARE WE ENGAGING?


6.1 Demographic ProfileUnless otherwise indicated, this report has gathered demographic information about Islington-City Centre West from the 2016 Neighbourhood Profiles, which were prepared by Social Policy, Analysis & Research (SPAR) Unit of the Social Development, Finance & Administration Division at the City of Toronto (with data provided by Statistics Canada, Census of Population, 2016). Below is a brief snapshot of this neighbourhood’s population characteristics, in comparison to the city-wide average.

In general, Table 1 demonstrates that the Islington-City Centre West neighbourhood is actually quite similar in its demographic make-up to the city as a whole. Islington-City Centre West has a similar age, sex, income level, and home language breakdown as the City of Toronto. However, importantly—at 64%—this neighbourhood’s predominant housing type is apartments with more than five storeys, which is 20% over the city average of 44%. Furthermore, more residents in Islington-City Centre West own their units (58%) while fewer residents rent (42%), than the Toronto rates of 53% and 47% respectively, and its population has slightly higher educational attainment levels than the City of Toronto average.

Table 1 - Demographic Snapshot of Islington-City Centre West

Socio-Economic Indicator Islington-City Centre West City of Toronto

Age

0 to 14 years (Children): 13% 15 to 24 years (Youth): 11% 25 to 54 years (Working Age): 47% 55 to 65 years (Pre-Retirement): 12% 65+ years (Seniors): 17%

0 to 14 years (Children): 15% 15 to 24 years (Youth): 12% 25 to 54 years (Working Age): 45% 55 to 65 years (Pre-Retirement): 12% 65+ years (Seniors): 16%

SexFemale: 52% Male: 48%

Female: 52% Male: 48%

Educational

Attainment

No Certificate, diploma or degree: 6% High School: 19% Apprenticeship or Trades: 4% College, CEGEP, other: 20% University Certificate or diploma below bachelor level: 3% Bachelor’s degree: 32% University above bachelor level: 16%

No Certificate, diploma or degree: 10% High School: 20% Apprenticeship or Trades: 4% College, CEGEP, other: 18% University Certificate or diploma below bachelor level: 3% Bachelor’s degree: 28% University above bachelor level: 16%

Median

Household

Income

$72,921 $65,829

Home

Language

English: 73% Non-Official: 26% French: 1%

English: 71% Non-Official: 29% French: <1%

Household

Size

1 person: 34% 2 people: 33% 3 people: 15% 4 people: 11% 5+ people: 6%

1 person: 32% 2 people: 30% 3 people: 16% 4 people: 13% 5+ people: 9%

Housing

Structure

Type

Single-Detached House: 27% Semi-Detached House: 1% Row House: 3% Duplex: 1% Apartment, < 5 storeys: 4% Apartment, 5+ storeys: 64%

Single-Detached House: 24% Semi-Detached House: 6% Row House: 6% Duplex: 4% Apartment, < 5 storeys: 15% Apartment, 5+ storeys: 44%

Housing

Tenure

Rent: 42% Own: 58%

Rent: 47% Own: 53%

“However, importantly—at 64%—this neighbourhood’s predominant housing type is apartments with more than five storeys, which is 20% over the city average of 44%.”

Source: 2016 Neighbourhood Profile: Neighbourhood #14 Islington-City Centre West, City of Toronto: adapted from Statistics Canada, Census of Population, 2016, < https://www.toronto.ca/ext/sdfa/Neighbourhood%20Profiles/pdf/2016/pdf1/cpa14.pdf>.


6.2 Additional Demographic InformationBeyond the demographic profile outlined above, there are a few other important figures that are pertinent to this project and have helped inform its consultation strategy. The source for these statistics is the Toronto District School Board’s “Facts and Figures” page about Islington Middle Junior School. These figures are detailed below.

Due to this proposal’s adjacency to Islington Middle Junior School, and as described in Section 2.0, the applicant wishes to explore engagement opportunities with the school’s students (if deemed possible and appropriate by the school’s Principal). The fact that over one quarter of these students are recent arrivals to Canada,

75% speak a Primary Language other than English

27% born outside of Canada, and have been living in Canada for <5 years

total number of students

495Facts and Figures for Islington Junior Middle School

JK 8Grades Served

and that 75% speak a primary language other than English, may indicate that this group will be harder to engage (i.e. both youth and recent immigrants). As a consequence, if the opportunity emerges, it will be important to take into consideration the demographic profile of students at IMJS and work closely with staff at the school to devise a youth engagement strategy that provides a useful educational and public participation experience tailored to these students.

“The fact that over one quarter of these students are recent arrivals to Canada, and that 75% have a primary language other than English, may indicate that this group will be harder to engage...”

Source: Toronto District School Board - Islington Junior Middle School, Facts and Figures, 2017, <http://www.tdsb.on.ca/Find-your/Schools/Facts-and-Figures/schno/2021>.


6.3 Target Audience & StakeholdersSince this demographic profile has revealed that the neighbourhood/area of impact largely reflects much of the Toronto socio-economic average, this consultation strategy will take a broad approach and aim to engage as wide a swath of the neighbourhood’s residents as possible. In order to achieve participation by a broad range of residents—across age groups, gender, income level, etc.—this consultation strategy will include a diversity of engagement platforms (described in Section 9.0) as a means to accommodate a wide variety of participants. Notably—and as mentioned previously—this consultation strategy also aspires to engage with the local youth population at Islington Junior Middle School. Youth tend to be more difficult to engage on planning issues and, especially since this project is located adjacent to IJMS, this consultation strategy aims to encourage their participation in the process.

Furthermore, as part of the rezoning process, we believe it is crucial to develop and maintain strong relationships with key stakeholders in the community. As mentioned previously, the identification of interested persons/parties and participation by all segments of the population is critical to meaningful public participation. In this respect, we have identified the following local stakeholders:

Identified Stakeholders

Islington Village Business Improvement

Association

Islington Junior Middle School

Islington Ratepayers and Residents’

Association (IRRA)

Neighbouring residents, and any

affiliated condominium corporations

Ward 3 Etobicoke-Lakeshore

Councillor

School Trustee

“Youth tend to be more difficult to engage on planning issues and, especially since this project is located adjacent to IJMS, this consultation strategy aims to encourage their participation in the process.”

7.0WHAT HAVE WE

HEARD?


7.1 Pre-application Consultation

Date September 18, 2018

Attendees City Planning:• Diane Silver

• Allison Reid

• Garvin Tom

The Applicant:• Minto Cordova LP

Members of the Consulting Team:• Bousfields

• Rafael + Bigauskas Architects

• LEA Consulting

Purpose Formal Pre-Application Meeting

Comments Issues Raised by City Staff:

• Shadow impact on the

Neighbourhoods to the north of

the site

• Design townhomes on

Cordova Avenue in a manner to

discourage clutter in the front-

yard/porch area

• Size and location of the project’s

amenity space

• Presentation of the massing as either a tall building or a mid-rise building (not both)

• Desire for parking ramp to be enclosed

Based on these pre-application discussions with City Staff, the applicant has taken into consideration their comments and amended the proposal as follows:

HeigHt & SHadowing

- Reduced the height from 28 storeys to 27 storeys, and articulated the mechanical penthouse, to avoid shadowing the northeast corner of Dundas Street West and Cordova Avenue, as well as the area designated Neighbourhoods in the Official Plan to the north of Dundas Street West

SetbackS

- Increased the tower setback from the centreline of the public lane to 14.8m from 12.5m

- Increased the rear yard setback to 5.5m from 5.28m)

- Increased the south side yard setback for the 12-storey portion to 5.5m from 5.36m

- Increased the north “wing” setback to the “notch” lands to 7.43m from 7.19m

otHer key cHangeS

- Decreased the unit count from 345 units to 327 units

- Enclosed the parking ramp - Added a walkway beside the parking

ramp, as well as along the south “wing” - Added short term visitor bike parking

at grade

345

added visitorbike parking

unitcount

327

28

stor

eys

27

8.0WHAT WILL WE BE

DISCUSSING?


8.1 List of Matters to be AddressedThe following list outlines the various topics that will be brought forward for discussion and consultation with regard to the proposal:

Public Realm Improvements

Design & Built Form

Project Description

12-20CordovaAvenue

Development Process & Estimated Timeline

Consultation Process, Engagement Methods &

Opportunities to get involved

Feedback—How it will be, and has been, incorporated

into the project’s refinement

Pedestrian Accessibility, Parking & Traffic

9.0HOW ARE WE

ENGAGING AND WHEN?


9.1 Engagement MethodsWhile our early discussions with various stakeholders will seek input on how each group wishes to engage, we have prepared our thinking on what could work and what may be useful. The applicant proposes to put this outline forward to the various stakeholders for their input; and is prepared to adjust the plan in response to their feedback.

Website

Youth Engagement Targeted Stakeholder Meetings

Social Media

Broader Public Engagement Methods

Targeted Stakeholder Engagement Methods

Update Notices City-Led Public Meeting

Based on this feedback, as well as what is feasible for all parties involved, the applicant will endeavour to achieve some or all of the engagement methods identified below. These methods consider the involvement of the broader public in the engagement process, alongside more targeted participation by specific stakeholder groups:


9.1.1 Broader PuBlic engagement

9.1.1.1 WeBsite

descriPtion & PurPose

• A website will serve as a central information hub for the project

• The purpose of the website will be to inform residents, stakeholders, and interested members of the public, and will provide the opportunity to: - learn more about the project - review plans and reports - learn about the status of the project - be notified about any upcoming meetings

- provide comments and ask questions

• The intention is to launch the website concurrently with the formal submission of the application to the City or immediately thereafter

additional information

• The applicant will update the website as is deemed necessary throughout the process

• We would seek to work with the residents’ associations and/or the Councillor’s office for their assistance in notifying community members about the website’s launch (for example, including the website’s address in an e-newsletter)

• Interested parties may opt-in to fill out their contact information on the website in order to stay abreast of updates to the application and to be invited to upcoming meetings and events

- In accordance with Canada’s Anti-Spam Legislation (CASL) if community members do not specifically opt-in to receive updates, then they will not be contacted

• We will also plan for the website’s address/link to go out on all subsequent communications materials (e.g. update notices, presentation materials, etc.)

• The website will serve as a consistent and ongoing tool to keep the community informed, and will be a key information source in between in-person engagement sessions

documentation & collection of feedBack

• Questions or comments received through the website will receive a response from a member of the consulting team

• If there are questions that are being asked, or issues raised, by several members of the public, then the “Frequently Asked Questions” page of the website will be updated to provide a response to a broader audience


9.1.1.2 social media


• Social media accounts of various stakeholders in the community will be monitored throughout the approvals process for any discussion of the proposal or related issues, such as the accounts of:

- The Ward Councillor

- Islington Village BIA

- Islington JMS


• The option of creating accounts for the project on different social media platforms (like Twitter or Facebook), and taking a more proactive role on social media, will be considered closely in the future


• If there are questions that are being asked by several members of the public, then the “Frequently Asked Questions” page of the website will be updated to provide a response to a broader audience

9.1.1.3 uPdate notices


• A series of one-page notices will be used to provide neighbouring residents and the broader community information about:

- The website’s launch

- Upcoming community consultations and/or other opportunities to provide feedback

- Any updates/amendments to the proposal

• These update notices will be delivered via mail-outs and/or electronically


• The website’s address/link will always be included on the notice

• The notice will be mailed to all residences within our proximal impact area of 150m


• As the notice is directing community members to the website and email update list, it is anticipated that feedback from the notice will be directed through the website or email


9.1.1.4 city-led PuBlic meeting


• The purpose of the City-led meeting is to provide an opportunity for any interested persons to provide feedback and voice their concerns

• The consulting team will proactively consult with City Staff on how we can best support the organization and facilitation of the City-led community consultation meeting


• The consulting team will explore various mediums and innovative processes to encourage participation by all segments of the population

• If at any point in the consultation process, an additional, broader public meeting is hosted by the applicant and the consulting team, we will consult with City Staff on the most effective and appropriate way to engage with the community


• Members of the consulting team will take detailed notes

• If deemed appropriate by--and in consultation with--City Staff, members of the consulting team will provide feedback forms, as well as collect and catalogue their comments after the meeting



• A member of the consulting team will take detailed notes on all meetings with the Principal and any ensuing engagement with the students and other school staff

• Specific documentation and feedback collection methods will be discussed in consultation with the school principal and/or staff

9.1.2 Targeted Engagement9.1.2.1 youth engagement


• As noted in Section 6.2, due to the adjacency of the subject site to Islington Junior Middle School, the applicant wishes to explore engagement opportunities with the school’s students (if deemed possible and appropriate by the school’s Principal)

• As a part of the first round of stakeholder engagement meetings, the project team will meet and consult with Islington Junior Middle School’s Principal around potential youth engagement approaches that can be taken in order to get their students involved

• This method would support ‘Focus Area 1: Schools & Education’ of the City’s Youth Engagement Strategy, which states:• “Connecting with youth when they’re at school can help them

develop an awareness of—and an interest in—planning when they’re otherwise still forming political interests and habits. For newcomers, children often serve as interpreters of civic life for their parents, broadening the impact of connecting with them in schools. Formal education occurs beyond the classroom as well, including through skill-development programs, workshops, and summer camps. Since these programs help build youth capacity in areas they’re already interested in, they’re a good way for City Planning to connect youth’s existing interests to planning and to provide youth with transferable, marketable skills.”

• Based on these early discussions, the consulting team may recommend that either a survey, interactive in-class presentation, workshop(s), or a combination of the above take place


• After our meeting with the Principal—and if there is approval from the School to go ahead with the youth engagement component of this consultation strategy—the consulting team will also outline:

- The scope (specific areas of the proposal) of the students’ involvement

- How their input will be incorporated and how, in turn, the specific impacts of their input will be communicated back out to the students


9.1.2.2 targeted stakeholder meetings


• Targeted stakeholder meetings allow for more tailored conversations, better opportunities for feedback, and discussion of specific issues

• Collaborate with key stakeholder groups, including their designated representatives, for further communication, consultation, and feedback


• These stakeholder meetings may include meetings with any of the groups listed in Section 6.3 (such as the IRRA and Islington Village BIA)

• This may also include meetings with groups not listed, but who convey a strong interest in being involved in the process

• The consulting team will work closely with each stakeholder group to establish the most productive and constructive meeting formats for all parties

• The process and criteria for working together will be established at the first meeting


• A member of the consulting team will take detailed notes

• If the meeting involves a sizeable number of people, a member of consulting team may have a sign-in sheet available, as part of the record of the meeting, and will make this information available to the City

• If the meeting takes on the form of a workshop or charrette, member of consulting team will collect and catalogue any materials (designs or written comments) produced

- A member of the consulting team may take photographs of the workshop or charrette as well, provided they receive consent from attendees

• The consulting team will synthesize and analyze the feedback received from meetings, including making adjustments to the proposal

All of the aforementioned engagement methods will be in addition to, and will aim to complement and support, the following standard public consultation methods employed by the City:

• The community and necessary department/agencies will be notified of the development application (once deemed complete by Community Planning) through various methods including the on-site application notice sign, and an update on the City’s Development Application Centre;

• Residents and stakeholders will be able to review the submission materials, including drawings and reports, either on-line on the City’s Development Application Centre, or in-person at Etobicoke Civic Centre;

• Residents and stakeholders can direct comments and questions about the application to the assigned City Planner on the file throughout the review process;

• Date to be determined – Community Consultation Meeting organized by Planning Staff in consultation with the Ward Councillor;

• Date to be determined – Statutory Public Meeting at Etobicoke Community Council


9.2 Engagement TimelineA version of this Engagement Timeline will be made publicly available (e.g. using the project website), and will be updated with specific community engagement points/events as the project progresses.

LAUNCHWEBSITE

OCTOBER2018

NOVEMBER2018

DECEMBER2018

JANUARY2019

FEBRUARY2019

MARCH2019

MAY2019

APRIL2019

APPLICATIONSUBMISSION

CommunityEngagement

Com

mun

ity

Enga

gemen

t

Com

mun

ity

Enga

gemen

t

CommunityEngagement

Spring 2020Council Decision

Process Feedback & Update Website

Process Feedback & Update Website

ProcessFeedback& UpdateWebsite

10.0HOW WILL WE

SHARE FEEDBACK?

Content Collectionand Sorting

Manifest ContentAnalysis

Latent ContentAnalysis

Develop Summary ofFindings & Share with

ConsultingTeam

Strategize Ways ofAddressing Issues &

Incorporating Feedback

1

2

3

4

5


10.1 Methodology for Evaluating Feedback This public consultation strategy report will attempt to follow the Content Analysis research method for evaluating feedback. Efforts will be made by the consulting team, to synthesize and analyze all notes, feedback forms, photographs, general comments and any other documentation (e.g. potential video or audio recordings) stemming from the broader public meeting, stakeholder meetings, any City-led consultations, as well as any comments or feedback recorded on the microsite or on social media, for recurring themes and patterns.

For the purpose of this public consultation strategy, we have designed a Five Step Process for evaluating feedback that is loosely based on content analysis research techniques. On the whole, this approach aims to--at minimum--provide interested stakeholders and members of the public clear summaries of any engagement that has transpired.


Step 1: Content Collection and Sorting

Content will first be catalogued and sorted by:

• Engagement Platform - Website - City-Led Public Meeting - Stakeholder Meeting (listing name of

stakeholder group)

• Date

• Time

• Name(s) of attendees or commenters (if applicable)

• Transcript or Abridged Transcript of Comment(s)/Feedback

Step 2: Manifest Content Analysis

Once the feedback has been catalogued and sorted by engagement platform, the consulting team will attempt to conduct a manifest content analysis of the feedback. Manifest content analysis is a quantitative research approach that tallies on a coding sheet the frequency that certain words or phrases appear. Ideally, the resulting product will be a list of the top 10-20 words, themes or concepts used, and the frequency that they were used or mentioned. This type of analysis will help us understand the intensity in which these topics appear, and whether there has been a change in the frequency that these topics appear over the course of the engagement process.

Step 3: Latent Content Analysis

In combination with manifest content analysis, the consulting team may also attempt to perform an analysis of the latent content in the feedback. Latent content analysis is a qualitative research approach that gets at the root of who is saying what, and the overall context of individual comments. It examines if particular issues arise more frequently with certain demographics or stakeholder groups than others, and also examines whether certain words or concepts often arise in conjunction with other words or concepts. The resulting product of the latent content analysis will likely be a summary paragraph(s) of the consulting team’s findings.


Step 4: Develop Summary of Findings and Share with Consulting Team

After an analysis of the feedback received has been completed by a member of the consulting team, a summary of findings will be shared with the rest of the consulting team to evaluate whether any key issues may have been overlooked. At this point, the consulting team may decide to have a different member of the team conduct another round of content analysis. This step is an important method of verifying whether the findings from Step 2 and Step 3 conform with the rest of the team’s understanding of the feedback they may have heard, seen or received for this development.

Step 5: Strategize Ways of Addressing Issues & Incorporating Feedback

Once a list of priorities and key issues has been finalized, the consulting team will meet with the client to discuss whether these issues can be addressed, and if so, how they will be addressed and incorporated going forward.


10.2 Report-Back ToolsAfter feedback has been analyzed and summarized, a number of tools may be used to report back to the public and various stakeholder groups:

Website

The intention is to post announcements and updates regarding the incorporation of feedback into the development to the website (when such announcements and updates are available).

In-person Meeting Updates

At the beginning of each subsequent public or stakeholder group meeting, a member of the consulting team will aim to provide an update on what feedback was received, the manner in which it was considered, and if applicable, how it was incorporated into the development or what associated performance standard was met in the revised version of the proposal.

Email Blasts

Individuals who provide their email contact information may receive an e-blast updating them on changes to the development.


10.3 Proposed Assignment of RolesBoth the applicant and the consulting team will make every effort to attend and be active participants in all community consultation and targeted stakeholder meetings (including any City-led meetings). The applicant and the consulting team also plan to work collaboratively with City Staff and the Ward Councillor throughout every stage of the application process. This will require consistent communication between all parties, as well as a commitment to open, respectful and transparent dialogue.

Category Task Party Responsible

Consultation

Launch & Establish Website Consulting Team

Notify Residents & Stakeholders of

Broader Community Consultation

Meeting(s)

City Staff

Applicant and/or Consulting Team

(using Website and possibly Social

Media)

Notify Stakeholders of Targeted

Community Consultation Meeting(s)


(via Email)

Facilitate Public Meetings City Staff

Members of the Consulting Team

Facilitate Targeted Stakeholder

Meeting(s)

Consulting Team

Document & Collect Feedback City Staff

Consulting Team

AnalysisCollect and Sort Feedback Consulting Team

Analyze and Summarize Feedback Consulting Team

Report-Back

Update Website (ongoing) Consulting Team

Send E-Blast Updates (if applicable) Consulting Team

Post Social Media Updates (if

applicable)


Inform Community of Revisions to

the Proposal at Broader Community

Consultation Meeting(s)

City Staff

Applicant and/or Members of

Consulting Team

Inform Stakeholders of Revisions to

the Proposal at Targeted Stakeholder

Meeting(s)

Applicant and/or Members of

Consulting Team

11.0CONCLUSION

12-20 CORDOVA AVENUE35PUBLIC CONSULTATION STRATEGY

Bousfields Inc. is pleased to discuss the proposed Public Consultation Strategy Report with City Staff, and if appropriate, make adjustments to the plan based on staff’s feedback. The applicant and the consulting team is committed to engaging with the community throughout the duration of the proposal, at varying levels of intensity appropriate to the status of the planning application. The approach to this component of the project is to ensure that there is an opportunity for members of the public to engage in the process in a manner that is most convenient and accessible to them. The process has been developed to allow for a broad range of voices to contribute to the discussion, with the intention of creating a development proposal that will align with the interests of community members.

12, 16 and 20 cordova avenue city of toronto

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