HomeMy WebLinkAboutCAO-2023-217 - 2023-2026 Strategic Plan Development - 20 Year Vision, Key Priorities and Approach to Action PlanningREPORT TO: Special Council
DATE OF MEETING: May 8, 2023
SUBMITTED BY: Dan Chapman, CAO, 519-741-2200 ext. 7350
PREPARED BY: Angie Fritz-Walters, Strategic Plan Engagement and Program
Manager, 519-741-2200 ext. 7059
Kathryn Dever, Director, Strategy and Corporate Performance,
519-741-2200 ext. 7370
WARD(S) INVOLVED: All Wards
DATE OF REPORT: May 3, 2023
REPORT NO.: CAO-2023-217
SUBJECT: 2023-2026 Strategic Plan Development 20-Year Vision, Key Priorities
and Approach to Action Planning
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 engaging Council in a
discussion to establish a set of strategic goal areas for the Strategic Plan.
Staff continue to work with Compass Kitchener to implement meaningful, inclusive and
enhanced community engagement to inform the Strategic Plan, with the Resident Panel
actively underway.
This report supports the creation of a new Strategic Plan with key goals and actions for the
next 4-year timeframe, and defining 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 four-
year term of Council towards our long-term community vision, and represents a commitment to
the public to move forward on those things that are most important to them. Each term of Council
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 opportunities to better serve the community and
respond to emerging issues, trends and shifts in citizen priorities.
Discussions have deliberately spanned the previous and new terms of Council, to access both
the depth of knowledge gained over the previous term, and engage with Council following the
*** This information is available in accessible formats upon request. ***
Please call 519-741-2345 or TTY 1-866-969-9994 for assistance.
municipal campaign and election. The May 8 Council strategic session will provide
opportunity for discussion surroundinga new 20-year Vision, key priorities and the
approach to identify actions for the next 4-year cycle. The feedback provided and direction
established by Council will be used by staff to identify potential actions in which the City could
make progress over the life of the Strategic Plan, for discussion at a future Council session.
REPORT:
Strategic Plan Workplan Progress
The workplan to define the 2023-2026 Strategic Plan has six stages as shown below; we are
currently in stage 5:
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 is generating ideas, options and making
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. Council and staff have already held five meetings in relation
to the 2023-2026 Strategic Plan; a summary input and direction to date, and how it
has shaped the planning process in a meaningful way is included in Appendix A.
Strategic Planning Roles and Inputs
The Strategic Planning process includes a variety of inputs from a number of groups outlined in
the visual below. Compass Kitchener, staff and the Resident Panel each contribute different
perspectives, functions and develop deliverables for Cderation. Key learnings are
being shared between the various groups, and all of these inputs are considered by Council in
its leadership role to oversee development of the 2023-2026 Strategic Plan.
As noted in previous discussions with Council including on Compass Kitchener community
priorities, there is a high degree of alignment between inputs gathered from the various phases
of community engagement which are reflected in the Vision and key priorities featured in this
report.
Strategic Plan Components
and commitments for Kitchener as outlined in the visual below; the Vision, priority Strategic
Goal Areas that will lead to Action development, and the approach to Action Planning are
the focus of this report and Council discussion.
The Vision is our 20-year community vision for a desired future of Kitchener and what we as a
City organization are striving for on behalf of the community. Within this 20-year timeframe the
City establishes a series of Strategic Plans aligned to each term of Council, to make meaningful
progress on what is possible to achieve over that 4-year cycle. Strategic Goal Areas are focus
areas in which the City can take action to make change in themes that are important to the
community in the 4-year cycle, and aligned to the Vision.Actions outline the specific
commitments and progress the City will make within the Goal Areas, often reflected as projects
in the annual Business Plan.
New 20-Year Vision for Kitchener
An exciting aspect of this strategic planning cycle has been gathering significant and diverse
community input to help cast a new long-term 20-year vision for Kitchener as a community.
Broad community feedback from hundreds of people who were engaged in providing ideas and
aspirations for the future of Kitchener has been thoughtfully considered in developing this vision
and deliberated upon by many stakeholders. Residents told us that the vision should be inspiring
plain language and storytelling
approach intended to resonate with people from all walks of life.
Staff have written a compelling story of the future of Kitchener in 20 years, supported by a
short aspirational statement which will have broader application beyond the Strategic Plan
within the 20-year timeframe; both are included in full in Appendix B. The vision is intended to
inspire and instill pride in the community for residents, staff and other stakeholders. As such, it
creates a sense of belonging and reflects the aspiration that what we collectively do together
changes things for the better, and there is a role for everyone to play in building the future:
Building a city for everyone where, together,
we take care of the world around us and each other
Compass Kitchener, all City Advisory Committees, residents and staff have meaningfully
contributed to creating this picture of what Kitchener can be in 20 years, and that staff and
Council can use to guide our work together moving forward.
2023-2026 Strategic Goal Areas and Statements
Within the 20-year vision, Council will define a series of 4-year Strategic Plans with unique goal
areas of importance to each period. At the February 2023 strategic session, Council supported
5 Strategic Goal areas for the 2023-2026 Strategic Plan as accurately summarizing community
and Council priorities for this cycle, and provided early input on areas of emphasis for the 4-year
cycle.
The Strategic Goal Areas have been renamed to be a strong complement and companion to the
20-year Vision around a theme of orward together acknowledging that multiple stakeholders
collaborating on this work will lead to better and more timely outcomes.
Previous Strategic Goal Area Title Updated Strategic Goal Area Title
Belonging and Participation Fostering a Caring City Together
Housing, Land Use and Mobility Building a Connected City Together
Environment and Climate Action Cultivating a Green City Together
Economic Prosperity and Opportunity Creating a Thriving City Together
Good Government Stewarding a Better City Together
Goal statements were written to reflect the aspirations of the community and Council, which
identify where we will focus energy and resources in the next 4yearsto address opportunities,
needs and gaps, while also working toward our long-term vision. The goal statements are
included in full in Appendix C.
Approach to Strategic Action Planning
An innovation REFOCUS introduced and staff have brought into the 2023-2026 strategic
planning process is around an adaptive approach to defining actions and projects, within
established Strategic Goal Areas.
continue to evolve with several key elements that present as challenges and opportunities,
outlined in the diagram below:
Traditional strategic plans rely on straight-line predictions of trends, yet in reality
conditions are rapidly changing and often unpredictable and so there is a need to be
open, observe, learn, and respond to changing conditions, even within our 4-year
planning cycle and term of Council.
Data collection can be a key investment of time and energy in defining classic strategic
plans; with data proliferating and being readily available, it is more critical to recognize
patterns in data to make informed choices and decisions.
Communication and execution of strategy was traditionally a top-down structure; in our
current environment, communication is rapid and constant, with execution happening up,
down and across hierarchies.
The pandemic and other emerging trends have demonstrated the need for Cities to have
capacity to respond to other emerging issues and opportunities as they arise. Our previous
2019-2022 Strategic Plan ambitiously articulated 5 clear, measurable Actions within 5 Goal
Areas, designed to respond to the key issues and needs of 2018. While many were completed
in the 4-year period, a significant number took longer than expected due to complexity and
shifting needs/resources partnership opportunities, while still others were paused and restarted
due to the pandemic. We also saw some strategic priorities become more prominent during this
timeframe including active transportation, Housing for All and Make It Kitchener; staff and
Council flexed, changed and re-aligned resources to respond. The key lessons learned by staff
and supported by Resident Panel deliberations are that we are in a new reality of rapidly
changing circumstances. Attempting to predict or plan can constrain
expectations and the ability to respond to what emerges within that period.
To formally enable this new approach through the 2023-2026 Strategic Plan, staff will identify
Actions for the first 1-2 years, as well as longer-term known Actionsthat will span beyond 1 year,
to provide a balance between immediate and longer-term progress. By improving the cadence
of setting and forecasting projects, instilling better measurement of outcomes, as well as
innovation into the work, an ongoing approach to strategy development throughout the 4-year
term of Council will provide greater adaptability and resilience.
Council in its governance role will have the opportunity to adjust/refine resources to emerging
priorities annually within the 4-year timeframe through enhanced and better-integrated Budget
and Business Planning processes. Staff will create capacity to measure, manage and
communicate progress in order to communicate with Council and provide confidence of progress
made throughout the Strategic Plan. This measurement will see Kitchener applying the
MultiCapital Scorecard approach to track and communicate progress on the Strategic Plan
across a triple bottom-line (financial, environmental and social) and aligned to the United Nations
Sustainable Development Goals.
The collaborative approach to planning with residents through the Resident Panel has provided
staff with ongoing input and suggestions from a group who are deeply engaged and
knowledgeable about the complex issues the City is grappling with and are representative of the
diversity of the community. Their perspectives have been incredibly helpful to the process, and
they report having a greater understanding and appreciation for the work that staff and council
do. The Resident Panel encouraged the City to take a more flexible approach to adjust priorities
based on changing conditions and ongoing stakeholder engagement, and to adopt new actions
over the next 4 years as circumstances and opportunities change, specifically stating e
Key Priorities Within Strategic Goal Areas
Not all potential areas can be considered of equal importance or effectively resourced and
actioned. Recognizing this, staff identified key priorities to focus on for the first 1-2 years of the
Strategic Plan drawn from the original list of ~20 shared with Council in February. Staff assessed
the importance of each priority in comparison to others, the potential for the City to make
progress. Staff also applied different lenses including strategic foresight, urgency and
interdependencyinput on priorities. This new way of thinking
and considerable deliberation resulted in the following grouping of priorities into 3 levels, which
are also visually represented in the diagram below by 3 degrees of shading (dark for top
priorities, medium for secondary, light for third).
Top Priority - representing top priorities for the initial 1-2 years of the 2023-2026 Strategic
Plan; anticipated to be the primary focus of actions, budget investments, business
planning and resource requests:
Connection & Belonging
Newcomer Experience
Housing & Sustainable Urban Growth
Climate Adaptation & Mitigation and Energy Mix
Employer Identity/Value Proposition
Data Strategy/Management
Leadership & Organizational Capabilities
Secondary Priority - representing priorities to be actioned over the term of Council
through the business plan with moderate potential budget/resource requests:
Physical & Mental Health
Parks & Open Space
Transportation & Trails
Stakeholder Engagement
Third Priority - representing priorities to be actioned over the term of Council through the
business plan primarily within existing resources:
Community Participation
Tree Canopy
Natural Systems & Areas
Innovation Culture (external)
Workforce & Employment (external)
Entrepreneurship & Small Business Community Health
Core Services are represented in the centre of the diagram, as a focus of service to the
community every day which also contributes to the Goal Areas. Improving the capabilities of staff
and the organization through strategic investments in Stewarding a Better City (previously Good
Government) has an impact across the organization in the delivery of core service, and also
contributes to delivering on the strategic actions that the City undertakes through the Strategic
Plan; as such, these have emerged as key priorities for the initial phases of the 4-year cycle.
Discussion with City Council
-year Vision and
Key Outcomes for the 2023-2026 timeframe within that, including the following:
1. What are your reflections on, and reactions to, the Vision Story and Vision
Statement? Have Community and Council aspirations for a desired Kitchener 20
years from now been captured?
2. Do the Key Priorities within each Strategic Goal Area broad and
collective priorities?
3. What opportunities or challenges to you see with establishing an initial set of
Actions for the 2023-2026 Strategic Plan?
and inform the approach for staff to
identify proposed actions which the City might undertake in the next 4 years to make progress;
these will be shared with Council in June for discussion, and final approval of main content of
the 2023-2026 Strategic Plan.
Final Steps in the Strategic Planning Process:
Development of final recommendations for strategic actions informed by Resident Panel,
staff and Compass Kitchener (May 2023)
Refinement of key priorities, options and actions through an iterative process with
Corporate Leadership Team direction and guidance (May-June 2023)
Final online public survey (EngageKitchener) and targeted engagement on proposed key
priorities and actions (May-June 2023)
Council engagement on prioritizing actions, receiving Resident Panel report and
recommendations and final approval of 2023-2026 Strategic Plan content (June 2023)
Strategic Plan launch and communications (fall 2023)
STRATEGIC PLAN ALIGNMENT:
This report supports the development of the 2023-2026 City of Kitchener Strategic Plan.
FINANCIAL IMPLICATIONS:
Capital Budget The recommendation has no impact on the Capital Budget.
Operating Budget The recommendation has no impact on the Operating Budget.
COMMUNITY ENGAGEMENT:
CONSULT AND COLLABORATE This report included input from broad and diverse
-2026 Strategic
Plan, including a new 20-year Vision for Kitchener, 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
CAO-2022-413 Strategic Foresight and Community Engagement Update
CAO-2023-047 Compass Kitchener Advisory Committee Community Priorities
CAO-2023-081 Prioritizing Strategic Goal Areas
APPROVED BY: Dan Chapman, CAO
ATTACHMENTS:
Appendix A - Summary of Council Input into the 2023-2026 Strategic Plan to Date
Appendix B - 20-year Vision Statement and Story for Kitchener
Appendix C - 2023-2026 Strategic Goal Areas and Statements
Appendix A: Summary of Council Input into the 2023-2026 Strategic Plan to Date
At the March 2022 discussion about the overall strategic planning approach, 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 was incorporated in online and in-person engagement tactics. Educational
components have been included in each of the Engage page ideas boards to provide
responsibilities was included as context for the Neighbourhood Conversations sessions.
2022 is continuing, with social media and
physical banners and signage throughout the community building awareness of key City
services in an engaging way.
Apply broad/open approaches and engage through different means: A broad variety
of online and in-person means were used to engage residents, 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 2022 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 reached a
broader diversity of Kitchener residents, provided a variety of ways for people to
participate in-person and online, maximized community connections to encourage
participation from equity deserving groups; the current Resident Panel was selected to
mirror the demographic diversity of Kitchener.
Learn more about satisfaction with City services, public engagement processes,
sustainability, housing affordability and recreation programs: These topics were all
included as key topics in the engagement. Exploring willingness to pay more for services
/ satisfaction with value for tax dollars formed part of engagement later this year to support
the 2023 Budget.
In the August 2022 discussion on broad community engagement efforts underway, and key
development, Council noted the following:
Ensure focus on what the City can do or influence within its mandate: Staff and
Compass Kitchener continued to hear broad ideas and aspirations as wider community
engagement concluded; staff will filter these to actions that the City can take to respond,
including working closely with the Resident Panel to f
Key trends impacting Kitchener include belonging, placemaking, sustainability,
housing affordability, innovation, technology and institutional trust: Staff
incorporated these key trends into scenario development toward a proposed new 20-year
Vision (which will be shared with Council in May), and the proposed strategic goal areas
highlighted in this report.
In January 2023, the Compass Kitchener Advisory Committee provided Council their community
priorities for the new Strategic Plan. While no direction was sought at that meeting, Council
engaged with the committee Chair and Vice-chair to explore the priorities a bit more deeply, while
noting the close alignment to what Council heard during the election campaign.
Atthe February 2023discussion onkey goal areas,based on synthesis of broad community
engagement inputs, to be used by staff to identify indicators of success and potential actions in
which the City could make progress over the life of the 2023-2026 Strategic Plan, Council provided
the following feedback:
Support for the proposed 5 Strategic Goal Areas as reflecting key priorities toward
which to make progress over the next 4 years (draft working titles): Belonging and
Participation; Housing, Land Use and Mobility; Environment and Climate Action; Economic
Prosperity and Opportunity; and Good Government.
Include the following when developing proposed Actions for the term of Council:
engagement, newcomer experience; housing attainability, protecting good rents, green
space; 15-minute neighbourhoods; climate; creative industries, film/music/arts;
government relations strategy, technology/innovation, data-driven decisions.
Appendix B: 20-year Vision Statement and Story for Kitchener
VISION STATEMENT
.ǒźƌķźƓŭ ğ ĭźƷǤ ŅƚƩ ĻǝĻƩǤƚƓĻ ǞŷĻƩĻͲ ƷƚŭĻƷŷĻƩͲ ǞĻ ƷğƉĻ ĭğƩĻ ƚŅ ƷŷĻ ǞƚƩƌķ ğƩƚǒƓķ ǒƭ ğƓķ Ļğĭŷ ƚƷŷĻƩ͵
VISION STORY
TOGETHER IN 2043
life, or you just arrived last week, Kitchener feels like home.
connection to one another, well-being, happiness, potential and quality of life for everyone. A city
where everyone belongs.
Our neighbourhoods are more connected and diverse today than ever before. Our streets and sidewalks
know all kinds of people. Our kitchen tables, meeting rooms and council chambers do, too. Creating
more opportunities for people to meet, connect, participate in and enjoy civic life has brought more
diverse voices and lived experiences to those tables. This has shown us new possibilities. Helped us to
make better decisions. And pointed us toward considerate solutions to some of our most challenging
problems.
community, we work together and with community partners to offer accessible services and to
address disparities among communities of greatest need. Our programs are open to everyone with
equal access for all, without financial or other barriers. Because of our work, more people than ever feel
a deep sense of belonging in Kitchener.
Kitchener is where we feel at home. And where we can each have a safe, comfortable and affordable
for everyone. Today, the city is more compact filled with well-designed, adaptive reuses and new
mixed-use and mixed-income housing options as diverse as our neighbourhoods and the people who
live in them.
Our neighbourhoods are connected and pedestrian-friendly and full of businesses and services that
meet the daily needs of their residents. Our community centres, arenas and pools and our soccer fields
and cricket pitches
public parks, open spaces and squares with residents. They welcome and work for people of all ages and
abilities
inclusive way we live. Our libraries are, too. Full of ideas and wonder and people they bring us
together and offer equal access to the knowledge and tools we need to learn about and navigate in the
world around us.
The places and spaces that bring us together are connected by reliable ways to get people moving
around the city in active, clean and accessible ways. Our sidewalks see community connection every day
people who walk, roll, glide and wander easily and safely getting where they want to go. We use cars
and parking lots less and trails, protected cycling lanes and transit more. Fewer homes and businesses
-
carbon future and using more renewable energy. Consistent awareness and incentives to do more that
causes the climate to change less have made climate responsibility second nature for residents and
businesses.
We serve as stewards of our natural environment, and we remain steadfast in our commitment to
reconciliation and to the Indigenous caretakers of these lands who came before us. We preserve and
protect our natural environment for future generations to enjoy and explore. Our urban forests and our
tree canopy soften the boundaries between the built and natural worlds. They are the natural backdrop
along our streets, sidewalks, squares, paths and parks to the unique arts and cultural experiences,
events and exhibitions that nourish our souls, make us think and give us hope. Every time we leave
home, we enjoy the cool shade of these investments.
Our investments in creating an agile and innovative local economy have strengthened our key industries
and kept our job market healthy and
to adapt and lead, addressing the unique challenges they face and helping them to connect and work
-makers the talented and resourceful local entrepreneurs, makers and
artists, whose innovative new approaches reflect their daily pursuit of building a better world continue
to diversify and grow our economy and help create jobs for everyone.
The public servants who work alongside our businesses and residents are difference-makers, too. We
ent and its future. We
champion our collective goals and work alongside residents to build our city one neighbourhood at a
time. We invite civic action on the issues that matter most to residents. We are accountable, and we
measure the right things and
e built trust with residents. And because of this, people from diverse backgrounds vote and take
part in public processes in unmatched numbers. We all tell stories of the challenges we came together
to face over the years. And of how doing so led to a greater understanding of what we share and what
makes us unique. By working together and making the most of our differences, residents have helped
staff remove existing barriers and disadvantages, giving more people the opportunity to thrive in
Kitchener.
W and each
other. This is a legacy a piece of the fabric left behind by those who came before us. Threads woven
into the future by the Indigenous peoples who first built communities and lived sustainably on these
our past and the canvas of our future.
These lessons of our past and the promise of tomorrow remind us that people who love their city
can always change it for the better. The future always was, and is, ours to create. Together.
Appendix C: 2023-2026 Strategic Plan Goal Areas and Statements
FOSTERING A CARING CITY TOGETHER (previously Belonging and Participation)
Ļ ǞĻƌĭƚƒĻ ƩĻƭźķĻƓƷƭ ƚŅ ğƌƌ ğŭĻƭ ğƓķ ŅƩƚƒ ğƌƌ ĬğĭƉŭƩƚǒƓķƭ ğƓķ ƌźǝĻķ ĻǣƦĻƩźĻƓĭĻƭ ğƷ ƚǒƩ ƷğĬƌĻƭ͵ Ļ
ǞƚƩƉ ƷƚŭĻƷŷĻƩ ƚƓ ƷŷĻ ķĻĭźƭźƚƓƭ ƷŷğƷ ƒğƷƷĻƩ ƒƚƭƷ Ʒƚ ǒƭ ğƓķ ŷğǝĻ ğ ƒĻğƓźƓŭŅǒƌ źƓŅƌǒĻƓĭĻ źƓ ƚǒƩ
ĭƚƒƒǒƓźƷǤ͵ ķźǝĻƩƭĻ ğƓķ źƓĭƌǒƭźǝĻ
ƦƩƚŭƩğƒƭ ğƓķ ƭĻƩǝźĭĻƭ ƷŷğƷ ǞĻ ƓĻĻķ Ʒƚ ƭǒĭĭĻĻķ͵
BUILDING A CONNECTED CITY TOGETHER (previously Housing, Land Use and Mobility)
Ļğĭŷ ŷğǝĻ ƭĻĭǒƩĻͲ ŷĻğƌƷŷǤ ğƓķ ğŅŅƚƩķğĬƌĻ ŷƚƒĻƭ͵ Ļ ŭĻƷ ğƩƚǒƓķ ĻğƭźƌǤͲ ƭǒƭƷğźƓğĬƌǤ ğƓķ ƭğŅĻƌǤ Ʒƚ ƷŷĻ
ƦƌğĭĻƭ ğƓķ ƭƦğĭĻƭ ƷŷğƷ ƒğƷƷĻƩ ƒƚƭƷ Ʒƚ ǒƭ͵
CULTIVATING A GREEN CITY TOGETHER (previously Environment and Climate Action)
Ļ ŅƚƌƌƚǞ ğ ƭǒƭƷğźƓğĬƌĻͲ ĻƨǒźƷğĬƌĻ ƦğƷŷ Ʒƚ ğ ŭƩĻĻƓĻƩͲ ŷĻğƌƷŷźĻƩ ĭźƷǤ͵ Ļ ǞƚƩƉ ƷƚŭĻƷŷĻƩ Ʒƚ ĻƓŷğƓĭĻͲ
ƦƩĻƭĻƩǝĻ ğƓķ ƦƩƚƷĻĭƷ ƚǒƩ ƓğƷǒƩğƌ ĻƓǝźƩƚƓƒĻƓƷ ǞŷźƌĻ ƷƩğƓƭźƷźƚƓźƓŭ Ʒƚ ğ ƌƚǞΏĭğƩĬƚƓ ŅǒƷǒƩĻ͵ Ļ ƭǒƦƦƚƩƷ
ĬǒƭźƓĻƭƭĻƭ ğƓķ ƩĻƭźķĻƓƷƭ Ʒƚ ƒğƉĻ ƒƚƩĻ ĻƓǝźƩƚƓƒĻƓƷ ğƓķ ĭƌźƒğƷĻΏƦƚƭźƷźǝĻ ĭŷƚźĭĻƭ͵
CREATING A THRIVING CITY TOGETHER (previously Economic Prosperity and Opportunity)
Ļ ǒƭĻ ƚǒƩ ĭƚƌƌĻĭƷźǝĻ ƭƷƩĻƓŭƷŷƭ Ʒƚ ĻƓŷğƓĭĻ ğƓķ ŭƩƚǞ ğƓ ğŭźƌĻ ğƓķ ķźǝĻƩƭĻ ƌƚĭğƌ ĻĭƚƓƚƒǤ ƦƚǞĻƩĻķ ĬǤ
ƷğƌĻƓƷĻķ ğƓķ ǞĻƌƌΏƭǒƦƦƚƩƷĻķ ĻƓƷƩĻƦƩĻƓĻǒƩƭͲ ĬǒƭźƓĻƭƭ ƌĻğķĻƩƭͲ ƒğƉĻƩƭ ğƓķ ğƩƷźƭƷƭ͵ Ļ ǞƚƩƉ ƷƚŭĻƷŷĻƩ Ʒƚ
ĭƩĻğƷĻ ƚƦƦƚƩƷǒƓźƷźĻƭ ŅƚƩ ĻǝĻƩǤƚƓĻ ğƓķ ğ ƩĻƭźƌźĻƓƷ ŅǒƷǒƩĻ ƷŷğƷ ƦƩƚƦĻƌƭ ƚǒƩ ĭźƷǤͲ ğƓķ źƷƭ ƦĻƚƦƌĻͲ ŅƚƩǞğƩķ͵
STEWARDING A BETTER CITY TOGETHER (previously Good Government)
ğƩĻ
ğƓķ ğĭĭƚǒƓƷğĬƌĻ ƦǒĬƌźĭ ƭĻƩǝğƓƷƭ ğƓķ ǞĻ ǞƚƩƉ ƷƚŭĻƷŷĻƩ ĻŅŅźĭźĻƓƷƌǤ Ʒƚ ƭĻƩǝĻ ƩĻƭźķĻƓƷƭ͵ Ļ ƩĻƒƚǝĻ
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