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HomeMy WebLinkAboutCAO-11-019 - 2011-2015 Economic Development Strategy1 I~IT(~HEI~TE~,. Staff Report CA~sO~~e www.kitche~terca REPORT TO: Planning & Strategic Initiatives Committee DATE OF MEETING: November 7, 2011 SUBMITTED BY: Rod Regier, Executive Director PREPARED BY: Rod Regier, Silvia DiDonato, Cory Bluhm WARD(S) INVOLVED: All DATE OF REPORT: November 1, 2011 REPORT NO.: CAO-11-019 SUBJECT: Kitchener's Economic Development Strategy 2011 RECOMMENDATION: That the Stakeholder Consultation Summary Report be received for information, as attached in Appendix A 2. That Kitchener's Economic Development Strategy 2011 be approved in the form shown in the attached Appendix B. BACKGROUND: In 2004, City Council set a new course for economic development in Kitchener. The Canadian economy was shifting away from heavy reliance on manufacturing to a more diversified economy with growth in new sectors such as technology, health sciences, etc. At the same time, Council was faced with limited land resources to develop new suburban business parks. Together, these factors lead to a new focus on cluster building within the `education and knowledge', `digital media' and `health sciences' sectors. Much of this growth was to be, and has been, centred around Downtown Kitchener. To implement this new direction, the Economic Development Investment Fund (EDIF) was created to facilitate significant catalytic investments such as the UW Health Sciences Campus, WLU School of Social Work, the King Street streetscape enhancement and the expansion of the KPL main branch. In 2007, the City adopted a new 2007-2010 Economic Development Strategy to advance the objectives of EDIF. This strategy established City support for the Communitech Hub, Manufacturing Innovation Network, Downtown Retail Attraction Strategy and the Regional Brownfield Program. Since 2006, the outcomes of these earlier strategies have been significant. Projects such as the UW School of Pharmacy, Kaufman Lofts, and Communitech Hub are now a reality and commitments to the Regional Light Rail Transit system and GO Transit to the Greater Toronto Area create even more opportunity. It is time to articulate a new vision that can leverage these successes and growing investor confidence to achieve even more. REPORT: In the fall of 2010, City of Kitchener staff began a series of discussions with the City's Economic Development Advisory Committee, the Downtown Advisory Committee and external 1- 1 1 I~IT(~HEI~TE~,. Staff Report CA~sO~~e www.kitche~terca stakeholders to refresh the economic development strategy for the current term of Council - 2011 to 2014. Over the past 6 months, staff undertook significant stakeholder consultation as well as ongoing research in developing a new strategic plan. A Discussion Paper was prepared to set the context for the strategy and identify potential direction. This document was presented to Council and informed numerous discussions with stakeholders -discussions that culminated in an the Economic Development Symposium, held in June of 2011. At that event, the extent of stakeholder support for the City's economic development vision and the excitement about emerging opportunities were clearly evident. The City's decisions in 2004 and 2007 were paying dividends and the community is enthusiastic about the future. As a result of input gained that day and through smaller stakeholder round tables a refined strategy emerged. People challenged the City to grasp the opportunities being created at the Hub as Canada's most exciting new start-up environment, recognize the potential in multi- industry cross pollination and move aggressively to address talent challenges that are limiting the growth of our most ambitious companies. They also strongly supported the City's direction in the downtown and asked us to fully capitalize on the potential created by the Regional LRT and multi-modal station being built in the downtown. This process has recently been put into context with the announcement by Maple Leaf Foods that they will close the Schneider's plant on Courtland Avenue in 2014. This factory operated for over 100 years and is now the largest manufacturing employer in the City. The decision by Maple Leaf Foods will affect over 1200 employees and their families directly, as well as many suppliers. The announcement represents a milestone in the economic history of the City. Job losses in manufacturing have been significant. Yet, many newer manufacturers such as Christie Digital, transformed from the local Electrohome tradition, are creating entirely new industries that will demand all of the skill and creativity that our labour market can provide. It is important that we support the proposed Employment Task Force, retraining programs for displaced workers, and continue to seek food sector related opportunities for a sustainable mix of diverse industries. It is equally important that we adapt to changing global markets and adverse corporate decisions to create new opportunities for our community. Kitchener is characterized by determined success through a community built on collaborative innovation. Many urban economies are not as flexible or dynamic. The creative potential of our economy is something that we must embrace to succeed in the 21st Century. The KEDS.2011 Approach Today's draft Kitchener Economic Development Strategy 2011-2015 (KEDS.2011) is just that - a strategy to help unleash the creative potential of our economy. It represents the next evolution of the city's approach to economic development by leveraging the accomplishments of our City and its partners, and focusing city resources on dynamic opportunities for growth across all sectors or our economy. Rather than addressing specific industries or clusters, the strategy addresses challenges facing all industries as they attempt to innovate and grow. In this sense the strategy is industry neutral. The City of Kitchener is not in a position to pick those industries that will succeed and those that will not in this rapidly evolving economy. New clusters can emerge by the shear creative energy of our entrepreneurial community. However, we can create an environment that is conducive to business success and provide services to the entrepreneurial community to help them address key challenges and capture new opportunities. 1-2 1 I~IT(~HEI~TE~,. Staff Report CA~sO~~e www.kitche~terca To do so, the strategy has been arranged around five key areas of focus: 1) Start-up City -Kitchener must become a great place to start and grow a company 2) Cross-Cluster Building -Kitchener must facilitate creative cross-disciplinary clusters 3) Talent Magnet -Kitchener must attract and retain the talent our companies need 4) Dynamic Downtown -The downtown must be a dynamic force in our community 5) Innovation District -Kitchener must capture the opportunities created by LRT and GO Scope of the Strategy Document & Initial Actions KEDS.2011 is intended to provide high level direction on how the City and its many partners can work together to ultimately achieve job growth. Once approved, it will provide guidance to Council on decision making, direction to staff on work priorities, and provide the community with a clear understanding of the City's role and direction. While KEDS.2011 does not provide specific action items, staff will provide Council with an annual action plan that outlines anticipated projects for the coming year, within each core area of focus. For 2012, the immediate actions will include: 1) Start-Up City: In partnership with Communitech, initiate a new mentorship program at the Small Business Centre for SBC clients; establish a small business networking group for new Canadian entrepreneurs; work with the private sector to provide affordable work space that supports transition from start-up to established local business. 2) Cross-Cluster Building: Initiate new stakeholder symposia for key cluster activities, such as the independent music industry; facilitate networking relationship between clusters (e.g. digital modeling for health science research) 3) Talent Magnet: Complete the `Talent Lab' research project in partnership Communitech, and CTT and CEEO, and initiate dialogue with partners on a strategy to address the design/content talent gap. 4) Dynamic Downtown: Undertake public consultation in November, 2011, as the basis for a new Downtown Plan. The plan, to be presented to Council in early 2012, will build off the assets and investments of the Economic Development Investment Fund. 5) Innovation District: Wth our partners initiate a branding strategy for the district, and a master planning process for the long-term redevelopment of the Bramm Yards as an urban research and business park ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: This strategy is well aligned with the City of Kitchener Strategic Plan in multiple areas. In light of "Development," it supports a commitment to growth and development relative to the Province's "Places to Grow", the "Regional Growth Management Strategy" and the "City of Kitchener's Official Plan." More specifically, the strategy continues to diversify the economy with a focus on cluster development (manufacturing, education and knowledge creation, bio-medicine and 1-3 1 I~IT(~HEI~TE~,. Staff Report CA~sO~~e www.kitche~terca pharmaceuticals, as well as arts, culture and creative industries), urban vitality and employment lands. It represents a solid approach to critical elements for a healthy community by supporting a pedestrian oriented urban system and leveraging investments in LRT and GO Transit. Dynamic Downtown strategies are well represented with a solid approach to redeveloping its economic health and well-being, emphasizing revitalization that attracts more people to live, work, learn, shop and play in the core of the city. FINANCIAL IMPLICATIONS: KEDS.II is designed to be implemented within the constraints of existing human and financial resources. It does represent a shift in focus and there are new projects being proposed. But, these represent a refinement of direction and new work plans will illustrate a reallocation of resources. The most significant financial impact will be the redevelopment of the Bramm Yards. This project presents both costs and benefits to the City of Kitchener. A detailed business case, including an analysis of capital and operating implications, will be brought forward for Council consideration upon completion of the master planning process. COMMUNITY ENGAGEMENT: Over the past 12 months, community stakeholders have been engaged in the development of this strategy in a number of ways. First, in the fall of 2010, the Economic Development and Downtown Advisory Committees were involved in a number of conversations about the previous economic development strategy and future opportunities. Then following the completion of a discussion paper, a number of industry round table discussions, a community open house, an on-line survey, and a larger symposium of economic development stakeholders were used to refine and focus the strategy. Moving forward, community engagement will be a key component of all major decision processes -such as land development projects -arising from the strategy. APPENDIX: - KEDS.2011: Kitchener Economic Development Strategy 2011-2015 - Summary of Economic Development Strategy Consultation ACKNOWLEDGED BY: Carla Ladd 1-4 KEDS.2011 Kitchener Economic Development Strategy 2011-2015 Kitchener's new approach to Economic Development 1-5 When your idea becomes an opportunity. When your opportunity becomes a business venture. When your venture becomes your dream. New jobs are created when people with great ideas dream together. New jobs are created in basements and dorm rooms, in coffee shops, in lunchrooms and in pubs. They're created in research labs, school rooms and factory floors. They're created in the imagination of dreamers. Cities need to rethink when and how they get involved in job creation. We believe it is our role to help bring your dreams to life. Dream it. Do it. 1-6 our vision is for Kitchener to be a great city where dreams become growing business ventures, thriving careers and economic success stories our job is to make it happen 1-7 Core areas of focus Start-up City By leveraging key start-rip successes. Kitchener continues to be a great place start a business, with the best programs, facilities and community support for businesses to 'graduate' to city-wide success. -•~;. Cross-Cluster Building By fostering internationally competitive, high-value clusters, while creating opportunities for cross-cluster collaboration to diversify and strengthen the local economy. u~. Become a Talent Magnet By ensuring Kitchener is the best place for skilled dreamers and doers to live, so That local businesses can access the talent they need to thrive. By ensuring that, when industry shifts, we can help our workforce adjust accordingly. ~~_~ Dynamic Downtown By establishing Downtown Kitchener as one of the coolest downtowns in North America where new opportunities are endless. '~'' Innovation District By rebranding and fostering the Warehouse District as one of the province's premiere multi-disciplinary centres of innovation, with the potential to accommodate as many as 19,000 more dreamers and doers. 1-8 Start-up City When Phillips Lytle decided to expand their law firm into Canada, the IP and cross-border expansion experts set their sights on Kitchener. Why here and not Vancouver or Toronto? Their reason was simple -Waterloo Region is a powerhouse of start-up activity. Our goal is to not only be a powerhouse place, but to be the best place in Canada to start a business. We want to foster the entrepreneurial culture that defines our continued success in advanced manufacturing, and city- wide innovative business that diversifies our economy. Once entrepreneurs have found their passion, we want to help provide all of the supports they need to turn their dreams into successes -regardless of what their passion is. With our tremendous local start-up infrastructure, like the Hub Accelerator Centre and Waterloo Region Small Business Centre, Phillips Lytle sees our potential. The question is, do we? We see three opportunities: a) Ensure we offer the most effective and innovative business services for start-ups. b) Become a magnet for entrepreneurs, locally, nationally and internationally. c) Capture and embed emerging start-ups locally, before they leave for other cities. Key Initiatives Mentoring Services -Through the Waterloo Region Small Business Centre, and in partnership with Communitech, connect new entrepreneurs with experienced business leaders. New Canadian Small Business Pilot - In partnership with the Local Immigration Partnership Committee, explore the potential for offering small business services specific to new Canadian investment in our community. Start-Up Festival -Work with the local start-up community to develop a festival to attract and support start-up companies and potential entrepreneurs. Brand Development - Develop a marketing strategy around the concept of Kitchener as `Start-Up City'. Landing Pads -Work with local developers and building owners to offer creative, moderately priced workspace, ideal for young, growing companies. Youth, College & University Students -Continue to offer programs that support entrepreneurial skill development for youth and students; and continue to develop partnerships with local high schools, Conestoga College, Wilfrid Laurier and University of Waterloo. 1-9 L Core Areas of Foc Cross-Cluster Cluster Building When you think of internationally renowned economic clusters, you often think of New York's financial sector, Boston"s health sciences sector and Silicon Valley"s tech sector. These clusters are not just major job generators; they draw the world's best talent to their cities. The true strength of our city lies in its size. We are big enough to be home to innovation leaders in each sector; yet we are small enough that we can quickly work together to transform our economic clusters through continuous city-wide innovation. The capacity to collaborate on innovation has accelerated our manufacturing entrepreneurs to leading-edge technology and diversified sectors like green energy. Imagine the possibilities if those who push the limits of digital technology would dream with those searching for medical cures. What world- changing feats can this community achieve? We have three opportunities: a) Raise the profile of mature clusters, such as our finance and insurance, and manufacturing clusters. b) Support the unlimited growth potential of our emerging clusters, such as our digital media and health science clusters. c) Facilitate cross-cluster dreaming, collaboration and innovation. Key Initiatives: Manufacturing -Continue to ignite innovation, enhance global competitiveness, and further develop the local supply chain through online and networking events created by the Manufacturing Innovation Network (MIN). MIN highlights local manufacturing opportunities, providing free online services to find job postings, retraining opportunities, events and expert advice. Finance and Insurance -Work with industry leaders to raise the profile of the importance of this cluster to bring global recognition for attracting investment and talent growth opportunities. Digital Media -Support and retain companies graduating from the Hub, grow local design talent to expand content creation activity, and continue to attract investment from international leaders in this sector. Arts and Culture -Support the growth of incubators for arts and independent music scenes, and work with the Creative Enterprise Enabling Organization (CEEO) to evaluate the potential for amulti-stakeholder arts facility. Environment -Support the growth of rapidly emerging industries in green energy, solar, wind, water resource management and brownfield technologies. Culinary and Local Food -Leverage the Kitchener Market as a catalyst for the development of the local food producer network, supporting regional food processing needs analysis and culinary industry. All -Facilitate opportunities for cross-cluster collaboration, including emerging bio-technology, life sciences and pharmaceutical. 1-10 Become a Talent Magnet What community advantages can we leverage to retain, develop and attract talent? Kitchener is a networked, lively community that provides a balanced lifestyle in a community that embodies diversity. These features support the next generation, new Canadians and our dedicated talent in all fields of work. We support great jobs, a cool city, post-secondary school training for diverse training opportunities, shorter commute times and a better income-to-cost of living ratio. Waterloo Region is well known for its strength in computer sciences, systems design and engineering, yet we lack content development and design professionals required to support our fast growing digital media firms. To maximize our opportunities for talent attraction. retention and development we aim to: a) Reach out to regional post secondary institutions to promote community advantages for our area in an effort to retain more graduates, or motivate them to return to the area after gaining valuable global experience. b) Assist in outreach to attract or develop locally the talent required by local business (e.g. digital content and design, business management, bio-manufacturing talent). c) Support the development of big-city amenities, sustainable development and creative work spaces that still have `home town' spirit (e.g.. inter-city transit, airport growth, dynamic downtown development). d) Market our community externally through online, multimedia and networking events that target segments of diverse talent required in the community. Key Initiatives Manufacturing Talent - As traditional manufacturing shifts to diverse and smaller scale operations, support retraining in fields such as pharmaceutical, food processing and medical devices (i.e. "Bio Talent Canada" regional program which will initiate retraining for food and pharmaceutical technology sectors). Build on Assets to Attract Talent - In partnership with Communitech, Canada's Technology Triangle (CTT), Creative Enterprise Enabling Organization (CEEO) and others, research talent base and consultation results to make Kitchener magnetic to retain, attract and develop talent for the new economy. Digital Content and Design Talent -Facilitate multi-institutional partnerships to enhance capacity of digital storytelling and immersive experience design related education and research in the region. GO Transit -Support the regional lobby for Metrolinx to introduce inbound rail service. Adaptive Reuse and Redevelopment Program -Continue to work with developers on the conversion of older buildings into innovative new work and living space. Brand and Cultural Identity Development -Develop and implement a city brand strategy to raise our profile among local post-secondary institutions, new Canadians and prospective talent. Fill the Leadership Gap -Support programs to develop transitional leadership talent for new businesses in areas such as marketing and human resources. 1 - it Dynamic Downtown Over the next five years, Kitchener-Waterloo will experience unprecedented, once-in-a-lifetime growth of the pre- children and post-children populations. As many as 22,000+ people will be considering more urban forms of housing, as condo sales are already eclipsing single detached home sales. Together, these people will spend upwards of $200 million every year on discretionary spending, such as entertainment and dining. Downtown Kitchener must be the first place they consider when they decide where to live and where to spend money. However, five years is a relatively short time in the life of a city. To capture impending growth, we need to leverage our current assets and stay focused on what matters most to the consumer. How do we do this? Simple: turn Downtown Kitchener into one of the coolest downtowns in North America. And here's what we'll focus on: a) Offer an amazing King Street experience. b) Continue to attract unique restaurants and stores. c) Plan for innovative residential neighbourhoods, where urban living is one of the best ways to live. d) Facilitate the establishment of new culturally significant venues. e) Foster an Innovation District (see Core Area of Focus #5) Key Initiatives New Downtown Plan - In partnership with the Downtown Business Improvement Association (BIA), develop a 5-year asset-based plan to implement the objectives listed above, such as enhancing the King Street experience and attracting high-quality residential development. Redevelop City-Owned Land - as part of the `New Downtown Plan', identify and capture opportunities to leverage city land assets to create a dynamic downtown, with a focus on residential development and high foot-traffic generators. Cultural Venues -work with local operators and interested businesses on the creation of new cultural hot spots Expand Downtown LIVE -expand the city's live music program to include local venues and larger street events. Food Retailers -Continue to build on the success of the Kitchener Market's ever-growing consumer base, and work to attract either a large format grocery store or a collection of small food retailers to support the needs of the growing downtown community. Support Festival Growth -Continue to support the growth of existing festivals while supporting opportunities to add new events throughout the year. Build Community - Through a combination of events, programs, marketing, programming and community development, continue to build a strong sense of community among downtown residents, businesses, workers and visitors. 1-12 ,~a,..~,. .,., -.- ,~ `-•ct` Innovation District f~' The decision by the Region of Waterloo to locate the multi-modal transit -_ ~o m +~~":.. station (with light rapid transit, VIA Rail, etc.) at King and Victoria streets m ~ creates unparalleled opportunity. Located next to the University of Waterloo ~ ~ ' ~ m Health Sciences Campus and the Communitech Hub, this intersection will one day be connected not just to citywide and regional innovation, but to Guelph, Brampton, Pearson Airport and Toronto. If two-way Go Transit service is one day provided, this will open the door for the best and brightest from these cities to work in Kitchener. And there is greater potential in the region. The station area within 600 metres of King and Victoria intersection has the potential to add space for 15,000 new jobs and 4,000 new residents over the next 20 years. The Tannery, 72 Victoria and the Breithaupt Block are examples of how this intensification is already underway. This magnitude would significantly advance the goals of Kitchener's Growth Management Strategy and Official Plan. This is a game changer. It's time to prepare for, and seize, the opportunity: a) Consider the Warehouse District as an innovation district rebranding exercise with the community. b) Facilitate the development of creative workspace and urban residential projects within walking distance of the future multi-modal station. Key Initiatives Brand Development Strategy -work with key stakeholders, such as Communitech and CTT, on the development of a district brand strategy. Go Transit -Support the regional lobby of Metrolinx to introduce inbound rail service. Urban Research and Business Park - As part of the `New Downtown Plan', work with partners on the development of a master plan that would support the long-term reuse of the Bramm Yards as an urban research and business park. Adaptive Reuse and Redevelopment Program -Continue to work with developers on the conversion of older buildings and underdeveloped lands into innovative new workspace. 1-13 The power of dreams -testimonials Throughout the document, following the descriptive of each focus area, there will be a testimonial spread featuring individuals speaking to their particular vision and how Kitchener is the key to that vision. 1-14 KEDS.2011 -a community project Partnerships This economy is driven by thousands of companies and individuals, owners, employees and consumers. Millions of transactions take place every day in Waterloo Region. And, we do business and compete with consumers and labour markets across North America and around the world. Our economy has tremendous momentum; it takes time and collaborative effort to affect its direction. Simply put, without the creative energy and investment of our partners, we cannot succeed. To turn dreams into reality, we need a Team Kitchener approach, where all sectors -public, institutional and private -- work together to advance the city's economy. Our role The Kitchener Economic Development Strategy reflects the inspiration and commitment of many people. We engaged the community in the writing of this document through widespread consultation and focused events such as the Economic Development Symposium held in 2011. We continue to engage and consult as we move through the fine-tuning and implementation of the strategy. The City of Kitchener is the major champion for the strategy, but its practical role in implementation will vary depending on the project. For some aspects of the strategy, it will be important for the city to lead. For others, it will be necessary for us to facilitate, to support other individuals or organizations. Sometimes it will be necessary only to monitor projects to ensure success. 1-15 Strategic Imperatives Marketing and branding We are becoming known as a centre for technology, innovation and cultural diversity. We will focus our branding of this identity with targeted brand strategies for each area of activity in the strategy. Kitchener will work with our economic development partners to implement a brand strategy that supports KEDS.II and helps position our city as a magnet for talent and investment. Infrastructure: Success of the strategy, particularly the Innovation District, is contingent upon the implementation of necessary infrastructure. We need to ensure critical infrastructure is in place, or planned for, to accommodate an ever diversifying, intensifying and mobile labour market. This includes support for initiatives such as light rapid transit, the multi-modal station, and two-way GO Transit service. In partnership with our regional stakeholders, we will evaluate the need for, and the feasibility for big-city business service functions, such as a convention centre, additional education or cultural industry catalysts. Leveraging Urban Land Resources Within Kitchener's borders the availability of industrial land is limited. Like housing, we can no longer solely build out; we need to build up. Or, in the case of manufacturing, build in. Intensification of existing facilities, and the repurposing of industrial land are viable means of adding new manufacturing employment over the coming years. City staff will continue to work closely with companies in our existing business parks, to accommodate their expansion needs onsite. Likewise, city staff will continue to support the transformation of sites, like the BF Goodrich lands, into new manufacturing space. The City of Kitchener owns key land holdings in the downtown and Huron Business Park. The city will utilize this asset base to support the implementation of the city's Economic Development Strategy. Significant work and investment is required to bring these lands to market. Initially, the `New Downtown Plan' will identify the preferred strategic use of each downtown parcel, and a process for initiating the planning and development of each. The city will establish an Urban Land Development Advisory Committee, to act as advisors to Council, staff and project teams on strategy development, design guidelines, developer selection and agreement negotiation. The committee would consist of senior City of Kitchener staff, as well as external experts with skills in fields such as architecture, urban design, planning, urban development, commercial real estate and finance. Implementation: Specific action plans will be developed to implement the strategy, with a focus on creating an environment for success in each of the core areas of focus, while setting priorities that meet dynamic economic conditions as seen through the lens of a healthy and diverse community. 1-16 Our approach to economic development is simple: It doesn't matter what stage your venture is at, infancy or maturity, expanding or transforming, going global or staying local, we're here to help. Your job is to dream it. Our job is to help you do it! Rod Regier Executive Director, Economic Development City of Kitchener, 200 King St. W., PO Box 1118 Kitchener, ON N2G 4G7 t: 519-741-2506 e: rod.regier@kitchener.ca w 1-17 Appendix B A Summary of Economic Development Strategy Consultation The City of Kitchener has been operating under the direction of a strategy built to inform Economic Development Division direction from 2007 to 2010. Projects articulated in this strategy have advanced and work has continued to evolve as economic circumstances changed. By late 2010, it was clear that the time had come to renew the City's direction in economic development. Using the 2007-2010 Economic Development Strategy as a starting point, staff conducted preliminary workshops the Economic Development Advisory Committee and the Downtown Advisory Committee in the fall of 2010. The outcome of these discussions were summarized in a Discussion Paper which was presented to Council in May 2011 (CAO-11-004). Council Directed staff to initiate stakeholder consultations over the summer of 2011 and bring back a new economic development strategy for Council consideration in the Fall. The Discussion Paper outlined the environmental context and strategic assumptions about the future global economy to set the stage for City of Kitchener strategy. It articulated a philosophical approach and identified three strategic themes as well as nine corresponding goals. Strategic theme: an innovative economy Goals include support and diversification of business clusters, small business, manufacturing and a community that attracts, retains and retains talent. Strategic theme: a cool, dynamic downtown Goals include attracting people downtown through residential, retail and cultural activities. Strategic theme: an inventive approach This section described tools to support attractive developments, ignite innovation and create an environment for success. These goals were presented in discussion paper format to frame a more extensive consultation process in 2011. The discussion paper was brought to various meetings with stakeholder groups, and guided the dialogue that took place at the symposium. Symposium The public consultation culminated on June 14, 2011, when the City of Kitchener hosted a symposium themed with "150 people, 150 minutes, 150 ideas". The event was promoted to business and community leaders including: • All advisory committee members • Staff from partner organizations including Communitech, CTT, the Greater KW Chamber of Commerce, the Region of Waterloo, Waterloo Region Tourism and Marketing Corp, BIAs, etc. • Representatives from community organizations including Sustainable Waterloo, the Prosperity Council, Kitchener-Waterloo Association of Realtors, THEMUSEUM, etc. • Academics from local post-secondary schools representing business clusters including technology, pharmacology, finance, medicine, entrepreneurship, renewable energy, etc. • Members of the investment community The event was designed to be focused and representative, by ensuring that different business clusters were considered as well as the voice of talent, immigration, labour, investment, downtown, retail, arts as well as those working with marginalized groups and displaced workers. 1-18 Participants were part of roundtable discussions on four assigned topics, and focused on creative idea generation. This event not only generated a tremendous amount of feedback, far in excess of the desired "150 ideas", but it also helped to connect the many stakeholders who are working to achieve similar goals. The 319 different ideas generated at the symposium offered staff a wide range of possibility, from small- scale to large-scale projects. Some examples include: • Establish an arts district • Rename the region as "Grand River Region" • Build more condos downtown • Create a multitude of transit options • Establish a convention centre When the results from all 16 roundtables were summarized, it became apparent that there was a broader set of ideas to consider. Under further analysis, these stakeholder suggestions converged into five categories. As a result, the original nine goals were prioritized to become five areas of focus, each shown below with examples of ideas brought forward by stakeholders at the symposium. 1. Start-up City • Create entrepreneurial environment incubator • Encourage demo days • Develop niche manufacturing sector • Creation of creativity hub similar to Artscape • Ensure strong collaboration with retail banks in the small business sector 2. Cross-Cluster Building • Cultivate relationships betweens business/industry and arts and culture • Create an umbrella organization for small business collaboration • Foster collaborative networks among academia, industry, developers, etc • Foster an energy innovation cluster • Establish a manufacturing think tank to create new products 3. Become a talent magnet • Invest in the urban landscape -transit, affordable housing, intensification in the core • Need LRT • Be a welcoming community • Encourage mentorship and youth integration • Ensure flexible education system that recognizes the needs of diverse learner (e.g., new Canadians) 4. Dynamic Downtown • Create artistic/creative hub in downtown • Have more evening activities • Prioritize residential over business or commercial • Optimize use of city-owned land (e.g., Bramm St) for catalyst development and great public spaces and places • Increase downtown shopping to attract spenders 5. Innovation District • Create zones that can receive incentives • Have more `apps factories' • Connect university/college students with downtown • Have rapid rail linking Kitchener to Toronto • Create cool spaces 1-19 During the remainder of the stakeholder consultation phase this summer, individual economic development staff members met with different groups to discuss the strategy and receive feedback, such as: • Communitech • Downtown Kitchener BIA • Manufacturing Innovation Network • Solar Industry • Local real estate agents and Brownfield specialists • Digital media companies • EDAC & DAC & KYAC This feedback was incorporated into the results from the symposium. Conclusion The economic development strategy stakeholder consultation provided valuable feedback on the discussion paper goals. The business leaders in attendance reinforced the direction outlined by staff, and further refined the strategy to prioritize areas of focus from the three discussion paper themes. But more importantly, the process helped to bring together the team of community builders who are working to implement our shared vision. The stakeholder consultation was designed to encourage creativity from participants, with staff now taking responsibility for determining the viability of recommendations, as well as the most effective model for implementation. Through this process, careful consideration was given to articulating the role of economic development staff. In some instances, staff will lead on projects, but there are initiatives that will be led by others and benefit from facilitation or support from City staff. In this way it is apparent that the success of the economic development strategy is conditional on a team that extends well beyond City Hall and into the community. 1-20