HomeMy WebLinkAboutDSD-19-100 - Council Input on Kitchener Economic Development Strategy Make IT Kitchener 2.0Staff Repold
Development Services Department
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REPORT TO:
Council Strategy Session
DATE OF MEETING:
October 28, 2019
SUBMITTED BY:
Cory Bluhm, Executive Director, Economic Development,
519-741-2200 ext. 7065
PREPARED BY:
Lauren Chlumsky, Economic Development Analyst,
519-741-2200 ext. 7072
WARD (S) INVOLVED:
ALL
DATE OF REPORT:
October 15, 2019
REPORT NO.:
DSD -19-100
SUBJECT:
Council Input on the Kitchener Economic Development Strategy
Make it Kitchener 2.0
RECOMMENDATION:
For discussion.
EXECUTIVE SUMMARY:
As a key action within Kitchener's Strategic Plan (2019-2022), Council directed staff to develop
the City's next economic development strategy -Make it Kitchener 2.0. Council's goals for the
plan are as follows:
• A focused strategy;
• Actions and investments that will lead to transformative, multi -generational positive
community impact;
• A partnership -based approach; and,
• A 10 -year vision with a realistic 4 -year work plan.
Following months of community consultation, staff and Council must now begin the process of
identifying the transformative areas of focus that should form the basis of Make it Kitchener 2.0.
The goals of the Council Strategy Session include:
1. To receive Council's input on three potential over -arching fundamental principles; and,
2. To understand the relative importance Council places on the seven potential areas of
focus identified thus far.
Following this strategic session staff will begin identifying and evaluating the potential actions,
partnerships and investments that could be considered as part of the final strategy, as well as
the implementation measures and financial model to ensure their success.
2-1
BACKGROUND:
The City's economic development strategy, commonly known as "Make it Kitchener', is a
forward-looking strategy which sets a vision of Kitchener's economy and community vibrancy. It
provides direction on key initiatives the City intends to carry out, often in partnership with
stakeholders. Make it Kitchener acts as a platform for our business community, development
community, community leaders, citizens and stakeholders to rally around a shared purpose.
In the early 2000s, Kitchener was faced with major economic shifts including a decline in the
manufacturing sector and a downtown core in need of revitalization. Council passed a focused,
forward -thinking strategy and investment fund (EDIF). By growing the city's knowledge economy
(technology, health, education, etc.) and downtown concurrently, this strategy has resulted in
transformative change for our community.
In 2016, Council approved the award-winning Make it Kitchener strategy (2015-2019). This
strategy identified initiatives such as supporting the expansion of the Velocity Garage, the
creation of the Creative Hub, and redevelopment of key downtown properties. To date, all 54
actions established through the strategy have resulted in 102 different outcomes all of which
have been either completed, are in progress, or are ongoing.
REPORT:
As a municipal strategy, Make it Kitchener is unique as it is one that it is fundamentally based
on partnerships and collaboration. Transformative change can only come about when an entire
community mobilizes and rallies around a common purpose, brings their expertise to the table
and collaborates on shared outcomes. Our work is as much about enabling others, as it is the
work the City carries out directly.
Make Change Together
For Make it Kitchener 2.0 to ultimately be successful, the direction the City takes and the
investments made, need to align with the direction and aspirations of our citizens, local industry,
businesses, the development community, academic institutions and community organizations.
In turn, any actions and opportunities that arise through the strategy need to be reflective of
community and resident needs and emerging economic trends. As such, the starting foundation
for a transformative Make it Kitchener 2.0 strategy begins with a comprehensive and robust
community and stakeholder engagement process. For the past four months, we've challenged
our community to think bravely about the actions that can lead to transformative change, through
the sprit that we call `Make Change Together'. To date, the consultation process has included:
• Community Survey & Idea Board —494 completed surveys, generating more than 650
individual comments and ideas;
• Stakeholder Round Table Discussions — 13 round table discussions, involving more
than 100 business leaders, community leaders, cultural leaders, developers, real estate
agents, academic leaders and residents; and,
2-2
• Ideas of the Brave Community Symposium — 150 attendees provided more than 700
comments and ideas through 20 facilitated workshops, including 15 topic areas that were
derived from resident and stakeholder input prior to the symposium.
What has been evident through all of these conversations, is a clear passion, desire and energy
around Kitchener's future and what this community is capable of. With a proven track record of
success, as demonstrated through the transformative results of EDIF, our community has a
confidence that anything is possible if we all work together.
Distilling of Input and Ideas
As is to be expected with any consultation of this form, a large volume of ideas, challenges and
opportunities were shared — nearly 2,000 comments in total. Stakeholder feedback and ideas
shared through the round table discussions were tabulated, analyzed and grouped by themes
that represented both the major shift/change that the idea represented, and why it was important
for our community. Staff compared these themes to interim results of the community survey and
together this analysis helped inform the topic selection and workshop activities at Ideas of the
Brave. In selecting the topics, staff endeavoured to ensure that as much of the feedback,
including input from Council members, were reflected. During Ideas of the Brave, attendees
collectively participated in 80 workshops that included a high-level future visioning exercise, a
prioritization exercise, and tailored discussion questions around the following topic areas:
Health innovation, scaling businesses, workforce needs of a changing economy,
affordability, leading-edge technology, creative industries, social and environmental
innovation, cultivating a strong sense of community belonging, reimagining the grand river
as a major destination, becoming an animated city, growing maker culture, connecting
the Toronto -Waterloo innovation corridor, reimagining retail city-wide, and becoming
known for arts and culture.
Following Ideas of the Brave, detailed analysis of the workshops, as well as all final survey
responses, helped to confirm and provide additional context to better understand the following:
• The values system that motivates our community to action;
• The major shifts facing our community that elicit excitement or concern for the future, and
an understanding of why; and,
• The actions we could take to lead transformative change for the betterment of industry,
our workforce and our community.
In order to channel all of this input into areas of focus, staff are taking a multi -pronged distillation
process, which includes:
• Identifying repeated and consistent themes and root issues;
• Assessing why an idea/concern is being raised, not just the idea/concern itself;
2-3
• Observations of prominent discussion points within round table and workshop discussions
(e.g. a discussion may have prompted 20 ideas, but 2 ideas garnered the majority of
interest, excitement, partnership opportunities, etc.);
• Comparing ideas/concerns against quantitative survey responses;
• Comparing ideas/concerns with statistics, research and industry trends; and,
• Identification of key strategic initiatives being advanced by partners and stakeholders.
Ultimately, the goal from this input is to identify the areas of focus, ideas and actions that can
lead to transformative change, and will align with Council's broader strategic priorities, objectives
and interests. Central themes emerging from the input are depicted below.
MAKE IT KITCHENER 2.0
The Foundation of a Strategy - 3 Potential Fundamental Principles
A City for Good Best Quolity at Lite Continue to Lead Pg 5
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Trunsformative Change - 7 Potential Areas of Focus
INDUSTRY AL WORKFORCE COMMUNITY
1. Health 2. Creative 3. Social, Enviro, 4. Workforce for 1-5. High Qual. G. Distinct 7. Rei magine the
Innovation Industry Green Tech New Economy Affordable Nightlife &1lihe Grand River
Pg 12-13 Pg 14-15 Pg 16-17 Pg 18-19 Living Pg 22-23 Pg z4 z5
1 1 1 1 1 1
Future Actions FutureAetions Future Actions Future Actions FutureAetions FFtrEActians Future Actions
Over -arching Principles
A consistent method used throughout the consultation process has been to ask and understand
the underlying purpose or passion behind an idea. Why is your idea important? Why would a
particular initiative be transformative? Through the consultation process, three principles
continually emerged:
2-4
A city for good — This community moves beyond simply aspiring for growth, and we are
committed to growing the right way. We'll build a city for everyone and enable difference makers
to lead with passion. We care deeply about our community and the environment - strong
inclusive and sustainable development values drive us.
Best quality of life — We take care of each other, effectively balancing economic opportunities
and amenities with affordability and the environment. A happy, connected city with a powerful
cultural identity will continue to make Kitchener a great place for residents and attract people
from beyond our borders.
Continue to lead — Don't get complacent. When our community makes change together, we
can accomplish greatness. We have a track record of success and are building upon incredible
momentum of growth and our passion for the environment. We'll continue the transformational
work already happening in our community.
These principles help clarify a long-term vision for our future, and provide meaningful context to
what motivates our community.
Questions for Council:
1. Is each principle compelling to you as a member of Council?
2. Considering your constituents, do you feel each principle is representative of our
community's aspirations?
3. Are these principles what you would have expected?
Onaoina Strategic Priorities
Throughout the consultation, a number of strategic priorities were identified which are currently
a focus for the City and our community. While these may not be explicitly identified in the seven
new areas of focus, it's important to note that they will remain critical to our work ahead. Many
of these aspects have established work plans, strategies and/or partnerships in place:
Importance of the Toronto -Waterloo Innovation Corridor — fostering connections between
businesses, municipalities and agencies (e.g. Chambers of Commerce and Boards of Trade)
throughout the greater corridor remain key for advancing growth and supporting businesses who
have locations throughout.
Inter -city transportation — Two -Way All -Day Go rail service and efficient travel to and from
Toronto remains a key challenge that impacts business productivity and the ability of local
companies to attract talent.
Intra -city transportation — The ION rapid transit line and associated iXpress bus lines remain key
building blocks for our business and development communities.
2-5
Similarly, stakeholders and respondents identified themes which are intrinsic to the success of
all or multiple areas of focus. Rather than being identified as a unique or separate area of focus,
implementing actions could fall under various areas of focus:
Arts & culture — the importance of vibrant local arts and culture was identified by stakeholders in
multiple capacities — its importance to innovation, fostering a creative industry, providing a high
quality lifestyle, animating the city, etc.
Culture of innovation — continuing to leverage and celebrate our community's innovative and
entrepreneurial spirit should continue to underpin our strategy.
Downtown — as the heart of our community, and with significant momentum underway,
Downtown should continue to be critical to our community's economic growth, cultural
development and vibrancy.
Talent attraction & retention — many companies continue to experience challenges attracting
and retailing talent. All seven areas of focus contribute in some shape or form to solving talent
challenges.
Transformative Areas of Focus
City Council and staff challenged our community to think bravely about the transformational
change we could lead together, and this community has responded! Seven actionable and
transformative areas of focus have emerged from the diversity and breadth of input received.
Appendix A provides additional detail to understand the inputs, context and rationale that led to
the identification of each theme, as well as a sample of the actions suggested by our community.
The themes are:
1. Become a leader in health innovation
2. Develop a significant creative industry
3. Become a leader in social & environmental innovation & green technology
4. Build workforce capacity for the new economy
5. Provide for a high quality affordable lifestyle
6. Become a city with a distinct nighttime experience & community vibe
7. Reimagine the Grand River as a major destination
2-6
Exercise for Council:
Staff will lead members of Council through a series of prioritization activities and discussions
to identify the relative importance that Council places on the potential areas of focus. These
activities will be one in several steps to better understand which topic areas may have the
highest potential for transformative change and begin to narrow the focus the next Make it
Kitchener strategy.
Next Steps
Following the Council Strategy Session, staff will begin identifying and evaluating the potential
actions, partnerships and investments that could be considered as part of the final strategy, as
well as the implementation measures to ensure their success. These potential actions will be
presented to Council for further discussion and input. Staff will also provide options for
implementation, including funding and resource opportunities. Ultimately, this process will lead
to the tabling of a draft strategy in the first quarter of 2020.
ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN:
The development of Make it Kitchener 2.0 is a key action of the strategic plan.
FINANCIAL IMPLICATIONS:
Potential costs associated with actions will be identified during future phases of the development
of Make it Kitchener 2.0, including funding and resource options.
COMMUNITY ENGAGEMENT:
CONSULT AND COLLABORATE — Over the past four months consultation has included a
series of in-person roundtable discussions, an online survey and idea board, and a major
community symposium, Ideas of the Brave.
13 Round Table Discussions — each round table included 5-10 participants, with representation
organized in the following themes and/or industry interests.
i) Business leaders, innovation thought leaders and academic leaders;
ii) Arts, cultural, experience economy, tourism and service industry leaders;
iii) Development and real estate leaders (both urban and green field, residential and
commercial/industrial);
iv) Organizations and service providers who support new -Canadians in the workforce
and those with unemployment challenges.
2-%
In addition, staff facilitated round table discussions with the Economic Development Advisory
Committee, the Small Business Centre Advisory Board and the Downtown Action & Advisory
Board.
Online survey and idea board — in total, 494 respondents provided more than 600 ideas and
comments.
Ideas of the Brave — 150 participants provided more than 700 ideas and comments.
Local & social media — to invite participation from our community at Ideas of the Brave and to
complete the survey, staff and members of Council engaged with multiple local media outlets
and programs, such as The Record, Rogers TV, 570 News and CBC Radio. A comprehensive
social media plan was undertaken to maximize community awareness and participation.
Through this process over 500 community members and stakeholders have been involved. A
high-level summary of the outcomes are contained in the Appendix. A more comprehensive
summary of all of the feedback received will be provided to the community and Council in the
coming months.
ACKNOWLEDGED BY: Justin Readman, General Manager, Development Services
Appendix — City of the Future: Emerging Themes from Make it Kitchener 2.0 Consultation
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