HomeMy WebLinkAboutCAO-2022-413 - 2023-2026 Strategic Plan Development - Strategic Foresight and Community Engagement Update
www.kitchener.ca
REPORT TO: Special Council
DATE OF MEETING: August 22, 2022
SUBMITTED BY: Dan Chapman, CAO
519-741-2200 ext. 7350
PREPARED BY: Kathryn Dever, Director, Strategy and Corporate Performance
519-741-2200 ext. 7370
WARD(S) INVOLVED: All
DATE OF REPORT: August 15, 2022
REPORT NO.: CAO-2022-413
SUBJECT: 2023-2026 Strategic Plan Development - Strategic Foresight and
Community Engagement Update
RECOMMENDATION:
For discussion
REPORT HIGHLIGHTS:
The purpose of this report is to provide Council a progress update on work underway to
-2026 with a focus on 1) providing an update
on community engagement efforts, and 2) engaging in a discussion around strategic
Staff are working with Compass Kitchener to implement meaningful, inclusive and
enhanced community engagement to inform the Strategic Plan, with a variety of methods
actively underway.
This report supports the creation of a new Strategic Plan with key goals and actions for the
next 4-year timeframe, and goes further to develop a new 20-year vision for the City of
Kitchener to proactively plan for the future.
There are no financial implications associated with this staff report.
BACKGROUND:
The Strategic Plan sets priorities and a plan for action that guides progress over the four-
year term of Council towards our long-term community vision. The current 2019-2022 Strategic
Plan has yielded tangible achievements and results, informing the annual Business Plan and
decision-making on capital and operating budget investments. The Strategic Plan represents a
commitment to the public to move forward on those things that are most important to them. The
next term of Council beginning in 2023 represents an opportunity to set a new four-year agenda
that builds on the progress made, while planning for the future to take advantage of new
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
opportunities to better serve the community and respond to emerging issues, trends and shifts
in citizen priorities.
Council and staff have already held two meetings earlier this year in relation to the 2023-2026
Strategic Plan:
In March, staff overviewed the planning approach which will enable the City to better
respond to our changing context, growing complexities and significant change at the
global, national and local levels. Council provided direction on what is important to include
in the process to prepare the strategic plan and the engagement process.
In May, a review of the Environics survey results provided highlights of the findings.
Council spoke about what is important to learn more about from citizens through the next
engagement phases.
At the August 22 Council strategic session staff will provide Council with early highlights from
community engagement activities that are in progress to inform the next Strategic Plan, and
engage Council in a discussion around strategic foresight and broad trends impacting Kitchener.
This is the start of a conversation that will span into the new term of Council. The benefit of
commencing with the current council is to access the depth of knowledge which has been gained
over the current term.
Strategic Plan Workplan Progress
The workplan to define the 2023-2026 Strategic Plan has six stages as shown below; we are
currently in stage 2:
Given the increasing complexities facing the city, Kitchener is innovating new approaches to
develop the next Strategic Plan, by working with the REFOCUS team and their Enterprise
Evolution approach which combines scientific knowledge and management processes to pursue
economic, equity and environmental objectives. A working group of 20+ staff representing all
departments and various levels is engaging in a series of progressive sessions with REFOCUS
to learn and apply these methods. The staff group will generate ideas, options and make
recommendations together with the Corporate Leadership Team to develop a proposed 2023-
2026 Strategic Plan.
Council Leadership
To support Council in its leadership role to oversee and direct development of the 2023-2026
Strategic Plan, staff have identified several points for discussion and direction in Council strategy
sessions throughout the process. Following is a
date, and how it has been incorporated to shape the planning process in a meaningful way.
At the March discussion about the overall strategic planning process, Council advised on two
key items as important to include in preparing the strategic plan and related community
engagement:
Include a focus on core City services: An overview of services the City of Kitchener is
responsible for has been incorporated in online and in-person engagement tactics.
Educational components have been included in each of the Engage page ideas boards
to provide context for residents when they respond with their ideas. Context about the
Conversations sessions. In addition, a broader campaign on City services being prepared
for later this year.
Apply broad/open approaches and engage through different means: A broad variety
of online and in-person means are underway with a focus on open-ended questions,
exploratory discussions/exercises, use of new tools within the Engage online platform,
and a staff street team doing pop-up engagements at more community locations and
events than previous strategic planning cycles.
During the May review of the Environics survey results Council requested staff ensure the
following through the next phases of community engagement:
Seek a broad range of voices and equity deserving groups: Engagement is underway
to reach a broader diversity of Kitchener residents, provide a variety of ways for people
to participate in-person and online, maximize community connections to encourage
participation from equity deserving groups, and share how input is used and demonstrate
how it makes a difference
Learn more about satisfaction with City services, public engagement processes,
sustainability, housing affordability and recreation programs: These topics have all
been included as key topics in the engagement. Exploring willingness to pay more for
services / satisfaction with value for tax dollars will form part of engagement later this year
to support the 2023 Budget.
Community Engagement Highlights
The City of Kitchener is unique in having a citizen advisory committee, Compass Kitchener, with
, including community engagement. The
committee has been actively involved in the design and development of community engagement
plans for the 2023-2026 Strategic Plan, with a goal to reach a broader diversity of Kitchener
residents than previous Strategic Plan engagements. Insights from the public survey, Council
and Compass Kitchener were used to define broad community engagement around the creation
of a 20-year vision, and community priorities for the 2023-2026 Strategic Plan. Community
engagement launched in July .
Engagement includes deeper and wider engagement with the public, Council and staff than in
any previous planning cycle, with the following highlights of community engagement to date (as
of August 15):
In person Neighbourhood Conversations in 4 Community Centres in September have
begun registrations, with attendees booking in every neighbourhood already.
Online engagement on the Engage Kitchener page has seen over 900 visitors, with 240
Ideas board contributions, 77 quick poll participants, 2 Stories, and 73 downloads of the
Environics public survey results
Pop-up and event engagement
and small events, community centres, parks and other locations across the City; so far
have carried out 10 engagement initiatives with over 120 people engaged, and interview
responses are added in real time to the online Engage page.
Residents have told us they like being able to choose the topics they want to contribute
to based on what is important to them. Online, they can also see what others have
around topics of interest to them. This builds transparency and trust in the process, as
residents can see contributions as they occur, creating immediate feedback to the
community on what we have heard.
The Engage Page Ideas Boards are receiving many contributions about Housing
Affordability and Urban Growth in particular.
The uick poll is a popular tool, with residents indicating so far that Housing Affordability
and Sustainability are the top issues the City should focus on in the next 4 years.
The Street Team is hearing many personal stories from residents, including how current
housing conditions are impacting them, and how newcomers to the community are
Residents
attending events and making use of community centres and parks are grateful for these
opportunities, and for the chance to speak to a City staff who cares about their opinions.
Some themes that are developing around Housing Affordability include affordable rental
rates, particularly for families, and concerns that owning a home is no longer attainable
for many people. Many are also concerned about social housing for the vulnerable in our
City.
Related to Urban Growth, some themes include adding amenities such as parks, pools
and community centres to keep up with the growth that is happening, and making it easier
to get around the City, particularly in newer neighbourhoods.
People value the recreation and leisure programs and services being offered by the City,
suggesting they would like to see more free programs so everyone can participate, and
advertising them better in the community.
The stories submitted for the 20-year vision have a theme around belonging and
connection for those who are vulnerable in our community. Outreach to youth through
summer programming is currently underway focused on artistic vision submissions.
Strategic Foresight
One innovation in defining our next Strategic Plan is the learning and application of strategic
foresight. Traditional strategic planning processes, , have
focused primarily on mission, vision, goals and actions, without an in-depth look at the future.
Strategic foresight is about incorporating a longer view for planning,and considering the broad
trends that may impact the local context. Through identifying and considering a range of possible
and plausible futures for the City, strategic foresight enables greater agility, resilience and
preparedness to respond if and when the trends materialize. Taking a generational view of 20+
years, leads to important considerations related to shorter-term 4-year goals and objectives and
how they support the long-term. This will be a valuable exercise in the context of crafting an
updated 20-year vision for the City of Kitchener.
The foresight process
can be described by four steps shown below:
1. Trend Identification,
2. Trend Evaluation and Impacts analysis,
3. Scenario Development on possible futures, and
4. Scenario Exploration including plausible outcomes and impacts on the City.
One aspect of Foresight is horizon scanning, which is used to identify signals, trends and drivers
of change within 6 areas: Social, Technological, Economic, Environmental, Political/Regulatory
and Values, known as STEEPV. Systems, organizations, and communities are all impacted by
many forces in their operating environment, and making sense of these influences is a key input
into foresight-guided strategy development.
Through a facilitated process, the staff working group reviewed a series of key trends in the
STEEPV categories identified by leading futurists, researchers and thought leaders in this
discipline. Staff added some new trends to the mix, and then rated all for degree of impact on
. A full description of the horizon scan trends is included in Appendix A.
Following are the results of the staff rating exercise:
These staff ratings led to deeper, imaginative, future-focussed staff discussions about
interrelationships between trends, and potential impacts to the Kitchener community. Staff will
next review and explore plausible scenarios and their impacts to Kitchener. This will result in an
initial set of staff inputs to be complemented by public and Council input into defining our
new 20-year vision, and strategic goals and actions for 2023-2026 to move the City toward that
vision.
Staff are laying the groundwork with the current Council about horizon scanning as a new piece
in our strategic planning process that brings rigour to considering how trends impact our long-
term future. Staff will themes into the next steps
of planning, and will explore further with the incoming Council in 2023, who will set the direction
and key priorities for the next strategic plan.
staff will engage Council in a discussion to
complement these efforts, and obtain additional input into foresight development and the
strategic planning process:
-term future of Kitchener?
Which would you like to see amplified or reversed as part of that legacy?
This discussion will resume with the new Council following the election, but the Strategic Session
experiences and knowledge from the 2018-2022 Council term.
Next Steps in the Strategic Planning Process:
Continuing community engagement on community priorities and 20-year vision, and
targeted outreach and engagement with equity seeking and community groups (to
October 2022)
Compass Kitchener identification of community priorities and presentation of key themes
to Council (September 2022-January 2023)
Completing of strategic foresight process by staff working group, drafting vision and
mission, goal areas and strategic options; incorporating public and Council feedback and
with Corporate Leadership Team leadership and prioritization (to January 2023)
Development of recommendations for potential strategic goals and actions informed by
volunteer resident panel, staff and Compass Kitchener (January to March 2023)
Refinement of draft strategic goals and options through an iterative process with
Corporate Leadership Team direction and guidance (January-May 2023)
Online public survey (EngageKitchener) on draft strategic goals and actions (May 2023)
Council review, deliberation, direction and approval of 20-year Vision and 2023-2026
Strategic Plan Goals and Actions (May-June 2023)
STRATEGIC PLAN ALIGNMENT:
This report supports the development of the 2023-2026 City of Kitchener Strategic Plan.
FINANCIAL IMPLICATIONS:
This report has no impact on the Capital Budget or on the Operating Budget.
COMMUNITY ENGAGEMENT:
CONSULT AND COLLABORATE This report highlights the community engagement underway
to support and inform the creation of 2023-2026 Strategic Plan. Various online and
in-person engagements are underway to obtain resident input that will help cast a new 20-year
Vision for Kitchener, and identify community priorities and potential goals and actions for the
2023-2026 Strategic Plan.
INFORM
council / committee meeting.
PREVIOUS REPORTS/AUTHORITIES:
CAO-2022-160 Preparing for the 2023-2026 Strategic Plan
CAO-2022-198 Results of Environics 2022 Survey of Kitchener Residents
APPROVED BY: Dan Chapman, CAO
ATTACHMENT: Appendix A: Strategic Foresight Horizon Scan Summary
City of Kitchener
Appendix A:
rategic Foresight Horizon Scan Summary
t
S
2
induced Fiscal Shortages
-
centric Service Design
-
in Innovation Engines
-
VALUESV1 Demand for Responsible Data PolicyV2 Fake NewsV3 Finding StillnessV4 Refusal of NeutralityV5 Local vs Big BoxV6 Internet as a Human RightV7 Shifts in Volunteerism
ECONOMICEC1 Lack of Affordable HousingEC2 PandemicEC3 ResidentEC4 BuiltEC5 Rising MigrationEC6 Mobile Super Wallets
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TECHNOLOGICALT1 Smart CitiesT2 Digital Public ServiceT3 Surveillance CityT4 Electric Vehicle AdoptionT5 CyberattacksT6 Rapid Adoption of Tech InnovationsT7 Micromobility Options are
ProliferatingPOLITICALP1 Declining Institutional TrustP2 Service Level GapsP3 News DesertsP4 Social Innovation in the Public SectorP5 Increasing Provincial InterventionP6 Declining
Civic LiteracyP7 Reducing Reliance on Enforcement
Bmm!usfoet!'!esjwfst!
Carbon Buildings
-
Long, Commute!
-
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IPSJ\[PO!TDBO-!DJUZ!PG!LJUDIFOFS Ipsj{po!Tdbo!SOCIALS1 SoS2 The Pull of the CityS3 Creative PlacemakingS4 Aging PopulationS5 Citizen as CustomerS6 Healthy CitiesS7 Social PolarizationS8
Removing Accessibility BarriersS9 Land Back and Indigenous Land ClaimsENVIRONMENTALEN1 ZeroEN2 Regenerative Urban DesignEN3 Climate MigrationEN4 Stewardship & RewildingEN5 Circular
EconomyEN6 Sustainable, Resilient InfrastructureEN7 Living with a Smaller Footprint
3
element of urban
makers and city planners
being, including more
-
-
being have gained greater
-
mainstream
S6. Healthy Cities Health and wellprominence on the public agenda, creating a dramatic new focus on open spaces and green infrastructure to enhance local living and community wellparks,
health and fitness amenities, and bike paths.
S3. Creative Placemaking As many of the organizations that have traditionally bonded communities together decline, such as Girl Guides and religious organizations, policyare leveraging
the power of arts and culture as a catalyst for community and urban development, current strategy revolves around making creative placemaking a development practices and policies.
-
enrichment
-
centric era. City
-
The World Bank estimates that
S2. The Pull of the City land use, economic activity, and culture are transforming. that by 2050, that number will more than double. In Canada, 82% of the population lives in cities;
virtually all urban growth is from immigration.S5. Citizen As Customer Public expectations for services are being driven, consumergovernments are increasingly learning to listen to
residents in new ways, and are using analytics technology and datacapabilities that are consistently reliable, endlessly efficient, and truly targeted to their needs and expectations.
As
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IPSJ\[PO!TDBO-!DJUZ!PG!LJUDIFOFS Tpdjbm!usfoet!'!esjwfst!pg!dibohf S1. So Long, Commute!Cities are facing increased pressure to understand citizen needs and transform infrastructure
in ways that put every citizen, business, and stakeholder at the center of everything a modern local city does, including improve local life and decrease travel times and traffic congestion.
The role of the Central Business District, transportation infrastructure, and convenient digital services are in flux as a result.S4. Aging Population People are living longer and retiring
later. society ages, governments and communities need to balance increasingly diverse needs of younger and older populations. By 2041 from 3 million to 4.6 million, making it our fastest
growing age group.
4
-
by 7 years.
According to
enhanced surveillance is on the
ve been brought forward
-
T3. Surveillance City Technologyknown for surveilling their citizens, London, UK was the third most surveilled city in the world in Health Agency tracked 33 million mobile devices pandemic
lockdown.T6. Rapid Adoption of Tech Innovations Accelerated by the pandemic, technologies that may have taken years to be developed/adopted, are taking only months, or even weeks. Transfer
of those innovations from one sector to another is taking place just as rapidly. companies have accelerated their share of digital or digitally enabled products in their portfolios
ha
-
delivered public
86% of
-
security networks. As
-
driven organizations, such as
-
T2. Digital Public Service The demand for digitallyservices is growing. Accenture recently surveyed 6000 people from multiple countries and found that respondents view digital delivery
of public services as equally or more important to them than traditional methods of publicservice delivery.T5. Cyberattacks Ecosystemcities, have increasingly become targets for cyber
attacks due in part to their lack of substantial cybercyber attacks have become more sophisticated and expensive to remediate, insurers are less able, or willing, to provide coverage.
-
.
2026) so are
-
growing number of
he
urrent supply chain delays may cause this
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IPSJ\[PO!TDBO-!DJUZ!PG!LJUDIFOFS Ufdiopmphjdbm!usfoet!'!esjwfst!pg!dibohf T1. Smart Cities Rising interest in fully connected and dataenabled communities and an inclusive approach to
improve the lives of their residents through innovation, data and connected technology. While the market is growing (projected to grow from $740B to $2036B between 2021concerns about
privacy and inclusion.T4. Electric Vehicle Adoption Canada is aggressively pursuing an array of EV initiatives and policies across all levels of government aimed at emissions reduction
and economic opportunity. While earlier estimates were that by 2025 EVs would account for 20% of all vehicles globally, ctimeline to shift. Telectric vehicle batteries could provide
a wide range of valuable grid services
5
With that,
in" perspective on
-
centric Service Design
-
EC3. Resident Meeting increasingly diverse needs and high customer expectations is a growing phenomenon in the public sector. there is a growing "outsidehow to meet the needs and expectations
of citizens that begins with a comprehensive view of their perspective as a customer of city services, including becoming highly attuned to the individual stakeholders being served.EC6.
Mobile Super Wallets With advances in digital identity, growing popularity of cashless payments, and increasing demand for integrated financial and personal record management solutions,
the takeover of the digital wallet is expected to rise meteorically. In 2022, the Apple Wallet was promoted by the proof of vaccine.
term
-
induced Fiscal
-
EC5. Rising Migration Jo!nptu!Poubsjp!sfhjpot-!njhsbujpo!xjmm!cf!uif!nptu!tjhojgjdbou!dpousjcvups!up!qpqvmbujpo!hspxui/!immigration rate set at 1% of population per year for the next
25 years, by 2046, Ontario will welcome 198,000 immigrants annually. projected to grow from 3.2 to 4.4 million, mostly from international migration and migration from other parts of
Ontario.
EC2. PandemicShortfalls The pandemic has significantly hurt the finances of cities and towns in Canada, to the tune of a nearly $2.5 billion shortfall. Costs have risen in association
with combatting the virus, while revenues have plummeted. User fees, in particular, plunged from sources such as transit, parking and development.
person
-
paid, secure jobs,
-
Among the G7, Canada
in Innovation Engines
-
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IPSJ\[PO!TDBO-!DJUZ!PG!LJUDIFOFS Fdpopnjd!usfoet!'!esjwfst!pg!dibohf EC4. Built Ranging from internal startups to solutions labs, organizations, including at all levels of public service,
are creating internal innovation engines, underscored by cross functional teams and input from many different departments and minds, intended to spur creativity.
EC1. Lack of Affordable Housing Due in part to increasing cost of home ownership, the lack of welland increasing numbers of singlehouseholds, home ownership is decreasing in Ontario,
while affordable rentals are also becoming more scarce. has the lowest average housing supply per capita, and Ontario is well below the national average for per capita housing stock.
6
-
being and sustaining
-
The OECD suggests that
related disruption to transportation and
-
scale human migration due to resource
-
EN6. Sustainable, Resilient Infrastructure Recent events of the last couple of years have highlighted the critical role that infrastructure plays in supporting health and welleconomic
activity. ensuring that infrastructure is resilient will help to reduce direct losses and the indirect costs of climateelectricity supply.
EN3. Climate Migration Largescarcity, increased frequency of extreme weather events, and other factors, is expected to grow. The World Bank estimates that Latin America, subSaharan Africa,
and Southeast Asia will generate 143 million climate migrants by 2050, and economists suggest that 1 in 12 Americans in the Southern half of the US will move over the next 40 years
because of climate influences.
minute
-
free zones, innovative approaches to
-
EN5. Circular Economy production model, the circular economy is increasingly decoupling growth from consumption of finite resources. KPMG estimates that the circular economy could unlock
$4.5 trillion in growth by 2030 and $25 trillion by 2050.
EN2. Regenerative Urban Design Around the world, city planners are pushing hard for the development of healthier and more inclusive urban spaces, especially as aging infrastructure is
replaced and urban populations age. Urban areas are seeing a rise in cargreen spaces, and the 15neighbourhood movement.
Dbscpo!Cvjmejoht
.
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IPSJ\[PO!TDBO-!DJUZ!PG!LJUDIFOFS Fowjsponfoubm!usfoet!'!esjwfst!pg!dibohf EN4. Stewardship & Rewilding Increased focus on stewardship and restoration of missing or dysfunctional processes
and ecosystem functions by reintroducing current descendants of lost species, both plant and animal, considered to have major impact on climate change mitigation and biodiversity restoration.
FO2/!\[fsp Recognizing that buildings account for 40% of global greenhouse gas emissions and 50% of the world's energy consumption, calls are increasing for buildings and building practices
to become radically sustainable from construction to operations.
7
, leading to an erosion of
or being consolidated into large
including 231 newspapers in 180
P3. News Deserts Independent local news organizations are disappearingmedia conglomeratescommunity and civic connections and knowledge of local politics, and with it, the ability to
hold local governments accountable. In Canada, 447 local news outlets have closed since 2008 communities.P6. Declining Civic Literacy Civic literacy in Canada is on the decline. In
2019, 60% of Canadians could name their Premiere, compared with 90% in 1984. Also in 2019, a survey of Canadian voters showed that nine out of 10 Canadians would fail the citizenship
test given to immigrants to test their basic knowledge about Canada.
sector
-
centric experience.
-
sector customer experiences
-
the province has embedded
and
Increasing Provincial Intervention
P2. Service Level Gaps Government customer experience has stagnated for years while privateExperience Index shows that governments, despite emerging technology and evolving public expectations,
continue to trail the private sector in providing a modern, customerThe research shows that they provide poorer customer experience than any privateindustry.P5. The Province of Ontario
has increased the extent to which it is willing to override municipal authority through municipal zoning orders (MZOs). Under Premiere Doug Ford, the province issued 44 MZOs during
its first term in office, which is more than all governments between 1995 and 2018 combined. 17 of the 44 were issued to the same seven developers, increased powers for MZOs into pandemic
economic recovery legislation.
is on the rise as a
Canadians are less trusting in
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IPSJ\[PO!TDBO-!DJUZ!PG!LJUDIFOFS Qpmjujdbm0sfhvmbupsz!usfoet!'!esjwfst!pg!dibohf P1. Declining Institutional Trust According to the 2022 Edelman Trust Barometer, media, government, and
the business community at large than they were last year, a trend consistent with past years. They also view their employers and business leaders as better able to solve societal issues
than government.
P4. Social Innovation in the Public Sector Social innovation in the public sector characterized by durability, broad impact, and systemic change response to complex societal issues that
act as a brake on sustainable economic growth, equality, and stability.
8
Covid, have
-
improvement
-
speed internet at home.
-
-
V6. Internet as a Human Right Data and quality internet are becoming more recognized as imperative for access to basic and essential services, such as health care and education. In 2016
the UN declared internet access a human right and the American Medical Informatics Association has named internet access a social determinant of health, however, in Canada around half
of lowhave access to high
V3. Finding Stillness Contemplative and selfpractices, from creative pursuits to stillness practices, on the rise preaccelerated during the pandemic. Since 2012, 3 times more North Americans
practice meditation. By 2029, the meditation app market is projected to grow by 8.5%.
9).
7), print
-
19: a love for
-
-
9) and talk radio (
-
study by Ipsos found that from 2017
Faith in objective information is eroding.
V2. Fake News The difference between truth and fiction is being eroded by misinformation and fact distortion campaigns by unreliable yet widely publicized sources.In early 2022, only
35% of Canadians said they trusted traditional media, compared to 38% last year. A 2021 to 2021 trust declined in traditional sources of news media like broadcast TV (newspapers (V5.
Local vs Big Box Two opposing trends in how people search for and consume goods and services are on the rise, both accelerated by Covidlocal and desire to see communities thrive, as
compared to preference for low prices and convenience at the click of a mouse.
cbtfe!usfoet!'!esjwfst!pg!dibohf
.
V1. Demand for Responsible Data Policy Citizen and consumer demand for transparency and control over their personal data is growing, as are regulatory measures that recognize privacy
as a fundamental human right. On the other hand, digital natives willingly give up personal data in exchange for free apps and services.
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IPSJ\[PO!TDBO-!DJUZ!PG!LJUDIFOFS Wbmvf V4. Refusal of Neutrality It's no longer okay not to take a stance on issues of social justice, in particular racism, equity, and justice. Pushed
by stakeholders, organizations are being forced to examine their roles in perpetuating inequalities.
9
-
seeking groups are advocating for a shift
-
Reducing Reliance on Enforcement
Land Back and Indigenous land
P7. Equityin funding from police enforcement to alternative models. Some cities are adopting policies to reduce reliance on police enforcement in areas like transportation or homelessness.
(For example, traffic speeding/infractions are being moved to bylaw instead of armed officers).
S9. claims Kitchener sits on the Haldimand Tract, land promised to the Six Nations and much of it sold without their consent or proper compensation. While land claims drag out in the
courts, the community is increasingly calling for all levels of government, including compensation, whether through redevelopment opportunities or the provision of affordable or free
rentals and services. Six Nations is also calling for a freeze on development until land claims are completed.
mindedness, so
-
profits rely on inconsistent government funding to
-
Living with a Smaller Footprint
for
Removing Accessibility Barriers
-
EN7. There is need for a fundamental shift in mindset away accumulation of material things (house, car, large lot, unnecessary stuff). We need to take a serious look at our collective
values and strive for likethat we can be the leading City in Canada with the lowest ecological footprint. V7. Shifts in Volunteerism Historically, many programs and services residents
relied upon have been delivered through community organizations and volunteers. This system of delivery is changing, with people volunteering in different ways, donating less to charities,
and specialized skills sets are increasingly required to respond to complex needs. Many notdeliver needed services, and can be cut without warning.
S8. There are accessibility barriers that exist within our current facilities and outdoor spaces that present barriers to participation and access. As our population ages there is an
increase in the presence of disabilities. How will our current assets meet the need of changing population?
-
bikes,
-
scooters, e
-
intensive highways, parking
-
Social Polarization
Micromobility options are
longboards, and more offer viable
-
T7. Proliferating There is significant innovation in new types of much of them electrified. Eealternatives to overdependence of personal automobiles and more significant carbon reduction
gains than electric cars (which still require carbongarages, and sprawling cities). These new vehicle types are also putting pressure on existing bike lanes and trails, both in terms
of volume of users and conflicts with slowermoving pedestrians of varying abilities.
S7. The past 2 years have shone a light on an increasingly divided population. Political differences, intolerance of differences of all kinds and a growing population unable to meet
their basic needs are critical concerns.
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10
time Canadian heat record set in Lytton,
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Oil prices go negative for first time on recordWet'suwet'en pipeline blockade George Floyd is killed by policeAustralian wildfiresCoronavirus pandemic declared followed by Joe Biden
elected in USUK officially withdraws from the EUGovernor General forced to resign over toxic allBC wildfiresResidential school gravesites discoveredMary Simon, first indigenous Governor
Taliban returns to powerInternational supply chain crisisRussia invades UkraineGas prices hit record high in North America
2020s (so far)2020 2020 2020 2020 2020 many months of shutdowns & lockdowns 2020 2020 2021 workplace allegations2021 BC (49.6 degrees)2021 2021 2021 General, sworn in2021 2021 humanity2021
2022 2022
democracy
-
balances the federal Cabinet
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Earthquake in HaitiUber goes live in San Francisco (comes to Arab Spring beginsAirbnb begins operatingTesla releases the Model SEdward Snowden exposes US for surveilling Kathleen Wynne
elected in Ontario#BlackLivesMatter hashtag launchedRise of ISISJustin Trudeau elected in CanadaTrudeau genderParis Climate AgreementEuropean refugee crisisFort McMurray wildfiresUK
votes for BrexitDonald Trump elected in USQuebec Mosque shooting#MeToo movementCanada legalizes & regulates access to cannabisDoug Ford elected in OntarioHong Kong protests spark pro
2010s 2010 2010 Canada in 2012)2010 2010 2012 2013 its citizens2013 2013 2014 2015 2015 2015 2015 2016 2016 2016 2017 2017 2018 2018 2019 movement around the world
sex marriage
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coli outbreak
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Elections of George W. Bush in US & Dot com IPO bubble burstWalkerton eEnron scandal9/11SARS epidemicDalton McGuinty elected in OntarioUS invasion of IraqHuman Genome ProjectTsunami
in AsiaFacebook is foundedCanada legalizes sameHurricane KatrinaAngela Merkel elected in GermanyTwitter foundedStephen Harper elected in CanadaThe iPhone hits the marketSubprime mortgage
collapse in USThe Great RecessionBarrack Obama elected in USentrance of Bitcoin
BCPVU!GPSFTJHIU Hfu!sfbez!up!uijol!bcpvu!uif!gvuvsf"!Mppljoh!cbdl!up!mppl!gpsxbse Thinking about what could happen 20 years from now is an exercise in disciplined imagination. We typically
underestimate how much things will change and the impacts of those changes. Looking back twenty years can help remind us of patterns and events that shaped the present and made significant
impacts on how the world has unfolded.2000s 2000 Vladimir Putin in Russia2000 2000 2001 2001 2003 2003 2003 2003 2004 2004 2005 2005 2005 2006 2006 2007 2007 2008 2008 2009
August 22, 2022
Engagement Update
Council Strategic Session
2026 Strategic Plan Development:
-
Strategic Foresight and Community
2023
Community engagement highlightsStrategic foresight horizon scan overviewEngagement around key trendsNext steps
Agenda
1.2.3.4.5.
Jul 2023
Dec 2022
-
Goal Areas
Jun
Draft Vision &
Sep Recommended
Strategic Plan +
Implementation
36
Aug 2022
Jun 2023
Strategic
Plan
Priorities
Foresight &
Community
Draft
Mar
April
25
Feb 2023
April 2022
Draft
Analysis
Jan
Strategic Goals
Jan
Current Situation
1
4
Strategic Plan Workplan
Overall planning process
-
Include focus on core City servicesApply broad approaches and engage through different means
March 2022 Council feedback:
Overall planning process
-
Seek a broad range of voices, equity deserving groupsLearn more about City services, public engagement, sustainability, housing affordability, recreation programs
May 2022 Council feedback:
Ideas boards, Share
up interviews
-
Online Engage Page your Vision Art, Quick pollStreet Team popIn person Neighbourhood ConversationsAll Advisory Committee workshopResident Panel
Engagement Tactics
Engagement Highlights
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Forecasting uses data from the past to make assumptions about the future. Predictions are very often inaccurate and are best guesses, often based on unquestioned assumptions.Foresight
is about creating understanding about a variety of futures and applying these understandings in socially useful ways.
Strategic Foresight
9
GOALS
VISION &
STRATEGIC
Scenario
Exploration
Scenario
Development
Trend
Evaluation
and Impacts
Trend
Strategic Foresight
Identification
Strategic Foresight
Healthy Community
ends Cluster:
r
Strategic Foresight T S4 Aging PopulationS6 Healthy CitiesS8 Removing Accessibility BarriersEC1 Lack of Affordable HousingEN2 Regenerative Urban DesignS7 Social Polarization
term future of Kitchener?
-
long
reversed as part of that legacy?
Which would you like to see amplified or
Discussion