York Region Metrics Report Vaughan Documents/ICF... · 2019-03-11 · Metric Analysis Page 5 of 26...

Intelligent Community Forum

COMMUNITY ACCELERATOR

December 12, 2018

Metrics Analysis of the Regional Municipality of York and its Member Community:

Vaughan

Metric Analysis Page 2 of 26


Table of Contents Introduction................................................................................................................................................................5TheICFMethod....................................................................................................................................................5WhatWeMeasure............................................................................................................................................12TheYorkRegion.....................................................................................................................................................15Vaughan.....................................................................................................................................................................20Conclusion................................................................................................................................................................26



Introduction ThisreportrepresentsthethirdstageofaCommunityAcceleratorengagementrequestedbytheRegionalMunicipalityofYorkfromtheIntelligentCommunityForum. TheAcceleratorMetricsprovidesananalysisofcommunityreadinessandperformancebasedonmorethan41datapointsonninecommunitiesprovidedtoICFbytheYorkRegion.ICF analyzes the data and provides a report detailing the community’s strengths, weak-nesses, opportunities and obstacles, and identifies areaswhere the community canmosteffectivelyfocusitseffortstomakesustainableprogress.The ICF Method ICFevaluatescommunitiesusingtheICFMethod:aframeworkconsistingofsixcategoriesofcommunityperformancethat,together,providecities,metroareasandcountieswithadurable advantage in building inclusiveprosperity, achieving social health and enrichinglocalcultureinthedisruptivedigitaleconomyofthe21stCentury.

Broadband

Broadbandisthenextessentialutility,asvitaltoeconomicgrowthasclean water and good roads. Whatever the speed, the power ofbroadband is simple enough to express. It connects your computer,laptop ormobile device to billions of devices and users around theworld, creating a digital overlay to our physical world that is

revolutionizinghowwework,play,live,educateandentertainourselves,governourcitizens


andrelatetotheworld.IntelligentCommunitiesdeveloppoliciesandprogramstoincreaseavailabilityandadoptionofbroadband,andtocontinuouslyincreasethequalityandcapacityofonlineservicetomeettheneedsofaneconomyandsocietythatincreasinglyrunonit.Whatevertoday’sstandard,communitiescanbesurethatitwillnotbeenoughtomorrowtosafeguard thecommunity’s future. That iswhyeverycommunityhasaneed toworkonbroadband througheffectivepolicy, theconstructionofgovernmentnetworksandpublicinfrastructure,andmoreambitiouseffortstocreatenewdigitalservices.

Creative governments can direct the accepted tools of land-use policy to encouragebroadbanddeployment,includingmappingexistingcoverage,improvingaccesspoliciesforpolesandconduct,requiringinstallationofconduitduringstreetexcavationsandupdatingbuildingcodes. Inmost jurisdictions,governmentscanbuildandoperatenetworks toserve theirownfacilities.Thisinvestmentiseasytojustify,becauseitreplacesmonthlytelecombillsandtypicallypaysoffinlessthanfiveyears.Usingthenetwork,governmentcandeployfreeWi-Fiinpubliclocationsanddeveloponlineconstituentservicesthatincreaseuserdemandforbroadband. Building infrastructure is the traditional business of government. Some localgovernmentsbuildpubliccommunicationsinfrastructure:conduitnetworks,opticalfibrenetworksandwirelesstowers.Theymarketthisinfrastructuretocarriersandorganizationswithmajorcommunicationsneeds. Thosebuyers installequipment,activatecircuitsand

© 2016 Intelligent Community Forum


deliver services. Lease payments from these users cover the capital, maintenance andupgradecostsof thenetwork. Thisapproachsteersclearof concernsaboutgovernmentcompetingwiththeprivatesectorwhilecreatinggreatercompetitioninthemarket. Some communities go beyond this “dark” infrastructure to createopen access net-works.Theybuild,activateandmanageagovernment-ownedorpublic-privatenetwork.Itprovidesthe“transportlayer”–thefoundationlevelofdigitalconnectionbetweenphysicallocations. On this foundation,companiesandcarriersoperate theservices thatmeet theneedsof theirusers. By furtherreducing thecostsandrisks for theprivatesector,openaccessnetworkshaveproventheirabilityinmanydifferentmarketstoproduceasharpin-creaseincompetition. Themostextremestepcommunitiescantakeistocompetedirectlywiththeprivatesector.Thistypicallyhappenswhenprivatetelephoneandcableincumbentsopposealleffortsatcollaboration,mostofteninruralcommunitieswherenoteventheconstructionofdarkoropenaccessnetworkscanmakethemarketattractivetooutsidecompetitors.Itmaytakeadvantageofmunicipally-ownedutilitieswhoseexistinginfrastructurereducesthecapitalneedsofnetworkconstruction.Knowledge Workforce

Today,alldesirablejobsinindustrializedeconomies–andincreasinglyindeveloping economies as well – require a higher component ofknowledge than theydid in thepast. It is by applying knowledge andspecialized skills that employees addenoughvalue towhat theydo tojustify the cost of employing them. A continuous improvement in an

evolvingrangeofskillsistheonlyroutetopersonalprosperity.

Local, regional and state/provincial governments play a leadership role in thisecosystem.Whereelementaryandsecondaryschoolsareinvolved,governmentdetermineswhatcanbetaughtandhowprogramscanbefunded.Foralllevelsofeducation,governmentcanplay thecrucial roleofconvening:bringing togethereducational leaders throughcom-


missions, advisory boards and other structures that create a permanent platform forcollaboration. Intelligent Communities build a knowledge workforce through collaboration betweengovernment,employers,andschools. KnowledgeWorkforceprogramsseektobalancethesupplyofskilledemployeeswithemployerlabordemand.

• Universitiesinterconnectwithcareer-focusedcollegestoshareresearchprogramsandcareercourses,andprovidecollegestudentswithaccessto4-yeardegrees

• Universitiesandcollegesinterconnectwithsecondaryschoolstoprovidestudentswithadvancedlearningopportunities.

• Secondaryschoolssendstudentsandprogramsintoelementaryschoolstomakeanearly introduction to content on future local careers and excite younger childrenabouteducation.

At each of these levels, institutions interconnectwithemployers, bringing real-worldcareercontent,businessmentors,work-studyprograms,internshipandotherprogramsintoeducation. Theseprogramsexpandstudents’awarenessoftheir localcareeropportunitiesandcreatehopeforthefuture.Innovation

Innovation is essential to the interconnected economy of the21stCentury. Intelligent Communities pursue innovation through arelationship between business, government and such institutions asuniversities andhospitals.The InnovationTriangleor “TripleHelix”helpskeep theeconomicbenefitsof innovation local, andcreatesan

innovationecosystemthatengagestheentirecommunityinpositivechange.Investmentsininnovative technology by government contribute to that culture and improve service tocitizenswhilereducingoperatingcosts. The chart below displays a thriving local ecosystem of innovation, which draws onvocational schools, two-year colleges, four-year universities and citizens of thecommunity who have a passion for making something new. To turn those assets into acontinuing cycle of innovation, local government and institutions create programs andfacilitiesthatencourageandchallengetalentedpeopletoinnovate. These range from public hackathons, apps contests and other STEM events tomakerspaceswhereanyonecanbringanideaandmakeitreal(andpotentiallyprofitable)withtheinformalsupportofotherinnovators.Theyincludeincubators–typicallyacademic-businessoracademic-governmentpartnerships–wherepotentialentrepreneursgothroughadisciplinedprocesstoturnconceptsintosaleableproductsandservices,thenfindtheirinitialcustomers. Accelerators take the survivors of incubation and help them mature intosustainableenterpriseswithgrowthpotential. Makerspaces, incubators and accelerators breed startups that bring innovation tomarket. Themost successful attract risk capital from angels, grants, venture funds andprivateequitythatpermitthemtoscalethebusinesssignificantly.Attheendoftheroadfor


themostsuccessfulentrepreneursisanexit:atransactionthattransferssomeoralloftheirownershiptoinvestorsoracquiringcompaniesinexchangeforapayout.

The end of the road, however, is also the beginning of the next journey. Successfulentrepreneurstendtowanttoplaythegameagainand,specifically,toinvestintheinnovationecosystemfromwhichtheyhavebenefited.ThatinvestmentmaygointoR&Dbycollegesanduniversities.Itmaygotocreatethenextmakerspace,incubatororaccelerator.Itissucceedinggenerationsof innovatorswhoultimatelycometodrivethe innovationecosystemthathasbeen so carefully constructed and nurtured by leadership in local government, educators,nonprofitsandbusinessesworkinginclosecollaborationwitheachother.Digital Equality

Digitalequality isasimpleprinciple: thateveryone inthecommunitydeserves access to broadband technologies and the skills to usethem.Likemostprinciples,itiseasiertounderstandthanitistolive.The explosive advance of the broadband economy hasworsened theexclusionofpeoplewhoalreadyplayaperipheralroleintheeconomy

andsociety,whetherduetopoverty,lackofeducation,prejudice,age,disability,orsimplywheretheylive.Ithasdisruptedindustriesfrommanufacturingtoretailservices,enlargingthenumberofpeopleforwhomthedigitalrevolutionisaburdenratherthanablessing. IntelligentCommunitiespursuedigitalequality(orinclusion)forreasonsbothmoralandpractical.Themoralimperativeistoprovideequalopportunityforallcitizenstobenefitfromthedigitaleconomy. Thepracticalmotiveistoreducedemandforsocialservices,criminaljusticeandemergencyhealthcare,aswellastheintangiblecontagionofsocialinjustice.


IntelligentCommunitiesidentifytheirpopulationsmostinneedofintervention,aswellasemployers that aremissing the economic opportunities of going digital. They focus theirefforts on providing access to broadband and information technology and on equippingindividualsandorganizationswiththeabilitytousethem. Themostcommonaccesspointsarepubliclibraries,butcommunitiesalsobringtechnologytosuchmeetingplacesascommunitycentres, retirementhomesand technologydemonstrationcentres forbusiness.Skillstrainingtakesplaceinanyoftheselocationsandmayinvolvelibrarystaff,studentsorthestaffoflocalcollegesanduniversities.

Justasimportantasaccessandskillsistheattitudeneededtoacquirethem.Intelligentcommunitiescreateprogramsthatgivepeopleandorganizationsmotivestoadoptunfamiliartechnologyanduseittoimprovetheirlives.Sustainability

Improvingcurrent living standards, while maintaining the ability offuture generations to do the same, is at the core ofsustainability.Throughouthumanhistory,economicgrowthhasalwaysinvolvedtheconsumptionofmoreresourcesandtheproductionofmorewaste.Ashumanitybeginstopushupagainstthelimitsoftheecosystem

toprovideresourcesandabsorbwaste,weneedtofindwaystocontinuegrowth–withallofitspositiveimpactsonthecommunity–whilereducingitsenvironmentalimpact. Localgovernmentengagescitizens,businessesandinstitutionstolearntheirconcernsandcollaborateinsettingpriorities.Theissuesareenvironmental–butalsoaboutqualityoflife,propertyvalues,governmentbudgetsandthecostoflivinganddoingbusiness.


ThevisionandprioritiesguidethecreationofaSustainabilityPlanthatsetsgoalsandidentifies specific actions. These range from citizen action groups to changes in publicprocurementandland-use,andfromwastereductionandrecyclingtoenergyconservation.Theyaddresswaterquality,airquality,alternativeenergy,andtheresilienceofthecommunityto climate change. Smart City technologies ranging from Internet of Things devices andplatformstocameras,dronesandmeasuringdevicesplayanimportantpart. IntelligentCommunities set out on the sustainabilitypath expecting results. The Sus-tainability Plan documents specific objectives for cost savings, lower emissions, reducedconsumptionandimprovedqualityoflife.Governmentmeasuresandreportsonresults,andworkswithcitizens,businessesandinstitutionstomakecoursecorrectionsasneededandre-energizecommunityparticipation.Advocacy

Itisalltoocommonforacommunity'sleadersorgroupsofcitizenstosetthemselvesagainstchangesthatwouldultimatelybenefitthecommunity.Thewillingnesstoembracechangeandthedeterminationtohelpshapeit,however,arecorecompetenciesoftheIntelligentCommunity.Fewplacesnaturallypossessthosecompetencies.Theymustbecultivated,oftenover

years,throughadvocacy. AdvocacyisthegluethatbindsIntelligentCommunitiestoabetterfuture.Itisthedelib-erateeffortthroughcivicleadershiptoengagecitizens,business,institutionsandcommunityleaders in understanding the need for change, identifying opportunities and becomingchampionsofthatchange.

LocalGovernment Property

Development

Carbon ReductionProjects

Conservation

Cost SavingsQuality of LifeCommunity Pride

Waste Reduction

PublicProcurement

Citizen Action

SustainabilityPlan

Citizens

Businesses

Institutions

THE SEARCH FOR SUSTAINABILITY

© 2018 Intelligent Community Forum


Localgovernmentconnectswithcitizens,businessesandinstitutionsthroughevents,discussionforumsandbrainstormingthateducatethemonthechallengesandopportunitiesfacingthecommunity.Theycombinephysicalmeetingswithdigitalinteractionthatensuresbroad participation. They target recognized leaders of the community, who can serve aschampionsfortheirfollowersandconvincinglyexplaintheemergingvisionanditsbenefits. ItisinclosecollaborationwiththeseconstituentsthatIntelligentCommunitiesdevelopanactionplanbasedontheframeworkoftheIntelligentCommunityIndicators.Governmentplays its essential role at convening, turning ideas into specific strategies and plans, andmarshallingresourcestocarrythemforward.Citizens,businesspeopleandnonprofitleaders,however,providetheenergyandcommitmentthatmakechangepossible.Takingenergyfromearly successes, the community continuously raises its expectations and revises its vision,daringtodothingsthatonceseemedimpossible. Successfuladvocacyprovides the foundation for thecommunity'spublic identity in itsoutreachtotheworld.Itenergizeseconomicdevelopment,investmentattractionandbusinessgeneration,becausethecommunityhasbuiltauniquevisionofitscharacteranditsfuture.Intheir own eyes, its people areno longer just living in one community amonghundreds ofthousandslikeit.Theyareinthebestplacetolive,work,startabusiness,raiseafamilyandpasstheirheritagetothenextgeneration.What We Measure ICFevaluatesacommunity’sperformanceandreadinessforactionalongthesixindicatorsoftheICFMethodusingselectdataprovidedbythecommunity.Theanalysisinthefollowingpagesisbasedon:Broadband • Percentageofallpremisesthathaveaccesstobroadband(availability).• Percentageofallpremisesthatsubscribetoandusebroadband(adoption).• Numberofcompetitivebroadbandserviceproviders• Gapsinbroadbandcoverageaffectingapercentageofpremises.


• Qualityofprojectstopromotedeployment,accessoruseofbroadband.

Thebroadbandmetric doesnotmeasure the overall quality of service or thebroadbandcapacityavailableinthecommunity.Knowledge Workforce • Educationalattainmentofthepopulationtoday.• Adoptionoftechnologyinelementaryandsecondaryschools.• Accesstohighereducationinthecommunityorwithincommutingdistance.• Qualityofprojectsthatusetechnologytoimproveeducationaloutcomes,equipstudents

with digital skills, and/or connect students to local employment or entrepreneurialopportunity.

Theknowledgeworkforcemetric isnotable toassess thequalityofeducational servicesprovidedoreducationalpolicyinthecommunity.Innovation • Existenceofaninnovationpolicy.• Presenceofgrowthindustrieswithofficesorfacilitiesinthecommunity.• Public/privateinnovationprogramsavailableinthecommunity.• Onlineservicesprovidedbylocalgovernment.• Qualityof innovationprojects that involvecollaborationamongbusiness, institutions

andgovernment.

Theinnovationmetricisnotabletomeasureoutcomesofinnovationintermsofbusinessstart-us,companygrowthorjobcreation.Digital Equality • Percentageofpremiseswithinternetaccessatanyspeedincludingdial-up.• Themonthlycostofaminimum,medianandmaximum-speedbroadbandconnection.• Facilitiesandservicesofferedtoresidentstopromotedigitaladoption.• Facilitiesandservicesofferedtoorganizationstopromotedigitaladoption.• Qualifyofprojectstoincreasedigitalequalityforresidentsororganizations.

Thedigitalequalitymetricisnotabletomeasurethequalityofprogramsortheimpactintermsofcitizenparticipationandbusinessgrowth.


Sustainability • Metricsforairquality, indoorwateruse,recyclingofmunicipalwaste,non-autotrips

andgreenspace.• Leveloflocalgovernmentsupportforsustainabilityinitiatives.• Qualityofprojectsthatengagecitizens,businessesandinstitutionsinsustainabilityand

producemeaningfulresults.

The sustainability metric is not able to measure the outcome of projects engaging thecommunityinsustainability.Advocacy • Programsforeducatingandengagingcitizensandleadersinpositivechange.• Programsforcommunicatingtheeconomicdevelopmentstorytotheoutsideworld.• ExistenceofanIntelligentCommunitystrategy.• Existence of task force or administrative unit charged with carrying out Intelligent

Communityinitiatives.

Theadvocacymetricisnotabletomeasurethelevelofcommunityengagementcreatedbyprogramsortheoutcomeofeconomicdevelopmentstrategies.


The York Region

TheYorkRegionconsistsofninecommunitiesrangingfromurbancentreslikeNewmarketandRichmondHill,withpopulationdensityofgreaterthan2,000perkm2,toruralareaslikeEastGwillimburyandKingTownshipwithdensityof less than100perkm2. Themetricanalysis at theRegion level, therefore, shouldbe considered an average covering awiderangeofcommunityperformance.

TheRegion’sgreateststrengthsareinadvocacy(93%ofavailablepoints), innovation(81%) and broadband (83%). Digital equality (78%), knowledgeworkforce (71%) andsustainability(61%)areareaswheretheaverageperformanceacrosscommunitiesisnotasstrong.TheRegionstacksupwell,however,againstaverageofICF’sglobaldataset,whereYorkslightlyoutscorestheglobeonbroadband,innovation,digitalequalityandadvocacy,whilebeingoutscoredonknowledgeworkforceandsustainability.

4.67

3.03

3.90

4.06

3.55

4.14

0.00 1.00 2.00 3.00 4.00 5.00

Advocacy

Sustainability

Digital Equality

Innovation

Knowledge Workforce

Broadband

York Region Summary


Broadband Overall,theRegionisstronginbroadbandcompetitionandadoption,whicharekeysuccessfactors.Asanurban-ruralregion,ithasissueswithcoverageinsomepartsoftheregion,andprojects inmany of the nine communitieswere judged to be of onlymoderate value inimprovingperformance.Moredetailswillbeprovidedintheanalysisofeachcommunity.

Knowledge Workforce TheRegionisastrongadopteroftechnologyinschoolstoimproveeducation.Itsaccesstoinstitutionsofhigherlearningwasratedlower,becausemostcommunitiesrelyonTorontoforhighereducation.Itisentirelyreasonabletodoso–butthatreliancecomesatacost.Itlessenstheopportunityforvibrantacademic-business-governmentcollaborationthatleadstoinnovation.ItalsolowerstheoddsthatgraduatingstudentswillseekemploymentinthecommunityratherthaninToronto.

4.21

3.97

3.33

3.98

3.70

3.83

4.67

3.03

3.90

4.06

3.55

4.14

0.00 1.00 2.00 3.00 4.00 5.00

Advocacy

Sustainability

Digital Equality

Innovation

Knowledge Workforce

Broadband

York Region vs. Global

York Region Global

3.50

3.78

4.39

4.89

0.00 1.00 2.00 3.00 4.00 5.00

Project

Coverage

Adoption

Competition

York Region: Broadband


Educational attainment is relatively strong butmost projects to address educationalgapswerefoundtobeofonlyaveragevaluebecausetheywerenotintegratedintothepubliceducationsystem.

Innovation This category is a strong one for the Region, with scores above 4.0 for policies, growthsectors,innovationprogramsande-government. Onaverage,thenarrativedescriptionofprojects was found to be weaker, because many communities appeared to have littleunderstandingofinnovationstrategyandpractice.

Digital Equality Thiscategorywasverynearlyasstronglyratedas innovation,withcompetitivecosts forbroadband,andstronglyratedcitizenandorganizationprogramspromotingdigitalequality.Again,theaverageprojectscorewasmid-range.

3.02

3.75

3.00

4.44

0.00 1.00 2.00 3.00 4.00 5.00

Project

Ed Attainment

Institutions

Tech in Schools

York Region: Knowledge Workforce

3.33

4.44

3.29

4.33

4.89

0.00 1.00 2.00 3.00 4.00 5.00

Project

E-Government

Programs

Sector

Policies

York Region: Innovation


Sustainability Scoresinthiscategorywerenotablyweak.Thebiggestissuewaslackofinformation.Mostcommunities in the analysis had no data on environmental performance. ICF’s scoringsystemsubtractspointsformissingdata,ontheprinciplethatyoucannotmanagewhatyoudonotmeasure.Environmentaldataisprobablymoreavailableonaregionalorprovincialdata, but this is information that communities should be obtaining and using in theirmanagementefforts.

Advocacy Onaverage,YorkRegioncommunitiesscoredveryhighinadvocacy,fromengagingcitizensandorganizationstomarketingtotheoutsideworldandexecutinganIntelligentCommunitydevelopmentstrategy. Across theboard,projectscoresbasedonthenarrativesectionsof thequestionnairelaggedthequantitativescoring.Thereasonissimple:mostprojectsdescribedwerecursoryandappearedtogivelittlethoughttothepurposeofthequestion,whichwastoseehowsuchprojects aligned with the challenges of the community. This may reflect a lack ofunderstanding of the Intelligent Community movement in many communities – but theresultmayalsounderstatethedegreeofeffortandqualityofexecutionatthelocallevel.

3.52

3.78

3.91

4.44

4.14

0.00 1.00 2.00 3.00 4.00 5.00

Project

Org Programs

Citizen Programs

Cost

Connected

York Region: Digital Equality

2.96

3.10

0.00 1.00 2.00 3.00 4.00 5.00

Project

Metrics

York Region: Sustainability


4.26

4.92

4.84

0.00 1.00 2.00 3.00 4.00 5.00 6.00

Execution

Marketing

Engagement

York Region: Advocacy


Vaughan

VaughanwasthefastestgrowingmunicipalityinCanadabetween1996and2006and,withapproximately329,500people, isnowthe fifth largestcity in theGTAand17th largest inCanadabypopulation.Establishedin1850asVaughanTownship,itbecameacityin1991.Vaughanismadeupoffivecommunities,withwhichcitizensaremorelikelytoidentifythanwith the city. This uniqueness extends to its telephone exchanges, which differ bycommunity.ThechartbelowshowshowVaughancompareswiththeaverageoftheYorkRegionacrossthesixIndicators.

4.72

3.96

4.57

4.56

3.95

4.50

0.00 1.00 2.00 3.00 4.00 5.00

Advocacy

Sustainability

Digital Equality

Innovation

Knowledge Workforce

Broadband

Vaughan Summary

Vaughan York Region


Vaughan outperforms the regional averages in five categories due to its size,economicvitalityanddevelopmentstrategy.Thepositivevariancesrangefromabout+10%for broadband, knowledge workforce and innovation to +20% for digital equality andsustainability.Inadvocacy,itequalstheregionalaverage.Broadband Vaughanreceivedtopscoresforbroadbandcompetitionandadoption,comparedwith93%for the regional average, and 90%of available points for coverage gaps (because itwasunabletoidentifywhatpercentageofhouseholdsandbusinesseswereaffected),comparedwith 76% for the region. Its projects received a very strong 90% of available pointscomparedwith70%fortheregion. The projects included the ORION connection to the city network, the 2016 DigitalStrategyandtheSmartCityAdvisoryTaskForce.TheORIONconnection,whencompleted,will provide access to far-flung resources for smart city applications and research. ThedigitalstrategyandcitizentaskforcearetoolsthatIntelligentCommunitiesusetoensurethattheircitizensarepreparedforthedigitaleconomyandthattheirneedsarereflectedinthecity’sdigitaldevelopment.

Knowledge Workforce TheuseoftechnologyinVaughanschoolsreceived100%ofavailablepoints,comparedwith98%fortheregion,butthelackofhighereducationalinstitutionswithinthecityreduceditsscoreinthisindicatorto55%.Thiscompareswith60%fortheregion.Givenitsgeographiclocation,itisentirelyreasonableforVaughantorelyonTorontoforhighereducationbutdoing so does lessen the opportunity for vibrant academic-business-governmentcollaborationtoleadstoinnovation.ItalsolowerstheoddsthatgraduatingstudentswillseekemploymentinVaughanratherthanToronto.

4.50

4.00

4.50

5.00

0.00 1.00 2.00 3.00 4.00 5.00

Project

Coverage

Adoption

Competition

Vaughan: Broadband

Vaughan York Region


Educationalattainmentreceived81%ofavailablepoints,comparedwith75%fortheregionalaverage.Itsprojectsreceived80%ofavailablepoints,whichcompareswith60%fortheregion.ProjectsincludedSummerCompany,theSTEAMClubandMakerExpos.Allarevaluableprojectsprovidingskillstraining,motivationandhands-onexperiencetoyoungpeople at important junctions in their development. Theywould have been rated evenhigherifallwerenotextracurricular.TheICFmodelpromotesthecreationof“laddersofopportunity” extending from school through higher education to employment in thecommunity,beginningwiththecrucialtaskofexposingyoungpeopletolocalopportunityandensuringtheyhavetheskillsneededtoseizethatopportunity. Fullyimplemented, itinvolves schools, institutions like libraries, local employers and local governmentcollaboratingtocreateasharedunderstandingofneedsandremoveroadblockstoaction.As Vaughan plots its educational future, it should look for opportunities to deepen thecollaborationamongkeystakeholdersinitseducationalfuture.

Innovation Vaughanwasastrongperformeracrossthemeasuresofinnovation. Itreceived100%ofavailablepointsforitsinnovationpolicies,thepresenceofgrowth-sector companies in the local economy and e-government, compared with the regionalaverageof92%.Forpublic-privateinnovationprograms,itreceived80%ofavailablepoints,comparedwitharegionalaverageof66%.E-governmentprogramswerescoredat86%ofavailablepoints,justbelowthe89%averagefortheregion. Vaughan’s projects – Vaughan International Commercialization Centre, MackenzieVaughan Hospital and Kortright Building Research Establishment Innovation Park –received 90% of available points. This compared with 67% for the region. TheCommercializationCentreaimstoconnectinternationalandlocalcompaniesforinvestmentattraction,businessretentionandsupportforbusinessexpansion.Itrecognizesthatthevastmajorityoftheworld’stradealreadycrossesinternationalbordersandisforecasttogrow.The hospital represents not just a healthcare facility but an innovation program in

4.00

4.06

2.75

5.00

0.00 1.00 2.00 3.00 4.00 5.00

Project

Ed Attainment

Institutions

Tech in Schools

Vaughan: Knowledge Workforce

Vaughan York Region


integrating smart technologies into care both within and beyond the hospital. Whencompletedin2020, itshouldbecomeamagnet forhealthcare innovationinOntario. TheInnovation Park applies that successful formula to the engineering of buildings thatcontributetosustainability,whichisasignificantgrowthsectorworldwide.

Digital Equality Vaughan was also a strong performer in digital equality. The percentage of premisesconnected to the internet received 80% of available points, comparedwith 83% for theregion,foran85%connectionrateforhouseholdsand95%fororganizations.Broadbandcost,however,wascompetitiveenoughtoreceive100%ofavailablepoints,comparedwith80%fortheregion. Programs to encourage digital adoption by citizens scored 77% of available points,equivalent to the regional average of 78%. Both its programs for organizations and itsprojectsreceived100%scorescomparedwith78%fortheregion.Projectsincludedaverybroadanddeeptechnologyaccessprogramatpubliclibraries,whichhaveservedmorethan2.5millionsessionssince2005.ThelibrariesalsoofferCreationSpacestoexcitevisitorsandbuild digital literacy among children, adults, educators and business owners. Its DigitalSeniorsprogramprovides awelcoming and inclusive environment for older residents tolearntheskillsof thedigitalage. Thecombinationofprogramstargetingdifferentneedsgiveseachonegreaterpowerthanitwouldindividuallyhave.

4.50

4.28

4.00

5.00

5.00

0.00 1.00 2.00 3.00 4.00 5.00

Project

E-Government

Programs

Sector

Policies

Vaughan:Innovation

Vaughan York Region


Sustainability Sustainability is a priority for Vaughan. It reported on all environmentalmeasures andreceived83%ofavailablepointscomparedwith58%fortheregion.Itsprojects–MunicipalEnergyPlan,GreenDirectionsVaughan,andServiceExcellenceStrategyMap–received75%ofavailablepointscomparedwiththeregionalaverageof59%.Theprojectswerepresentedasdevelopedandexecutedentirelybygovernmentbuttherewerehintsinthedescriptionthatcitizenswereinvolved–particularlyinGreenDirections–inhelpingtosetprioritiesandcarrythemout.ICFbelievesthatsustainabilityprojectsshoulddomorethanachieveenvironmentalgoals;theyshouldbeawaytoengagethepublicdeterminingitsownfutureandtakingaroleinprojectsthatbuildcommunityparticipation.

Advocacy AdvocacyisalsoastrongsuitforVaughan.Itreceived100%ofavailablepointsforcitizenengagement and economic development marketing. Its execution of an IntelligentCommunity strategy received83%of availablepoints fordocumentationof its goals andmethods, and the establishing of group accountable for its success, slightly below theregionalaverage.

5.00

5.00

3.85

5.00

4.00

0.00 1.00 2.00 3.00 4.00 5.00

Project

Org Programs

Citizen Programs

Cost

Connected

Vaughan: Digital Equality

Vaughan York Region

3.75

4.17

0.00 1.00 2.00 3.00 4.00 5.00

Project

Metrics

Vaughan: Sustainability

Vaughan York Region


Recommendations VaughancanimproveitsstandingasanIntelligentCommunitybyspecificupgradestoitssuccessfulKnowledgeWorkforcepractices:

n KnowledgeWorkforce.ThoughVaughanbordersToronto,thelackofanyinstitutionsof higher learning within the city somewhat reduces the potential of academia tocontributetoinnovationandtokeepgraduatesinthecommunity.Thiscanbemitigatedby building strong relationships between local innovation programs and Torontoinstitutions. Butwe still recommend thatVaughanexploreopportunities to locate acommunitycollege,technicalschoolorsatellitecampusofaTorontouniversityinthecommunity,becauseitwilltendtodelivergreaterbenefittothecommunity.Vaughanalso would gain from better integrating its high-quality projects into the publiceducation system and engaging local employers in shaping their curricula andcontributing expertise – in the process demonstrating to students the local careeropportunitiesavailableinthecommunity.

4.17

5.00

5.00

0.00 1.00 2.00 3.00 4.00 5.00

Execution

Marketing

Engagement

Vaughan: Advocacy

Vaughan York Region


Conclusion

Asaregionof9municipalitiesstretchingacross1,760squarekilometers,Yorkisexceedinglydiverse in terms of people, landscape, infrastructure and economic activity. Therecommendations in this report are based on the ICF Method, which applies the sameframework to understanding every municipality’s challenges and recommends similarstrategiestoall,regardlessofsizeorlocation.

Howthosestrategiesarecarriedout–andtheextenttowhichtheyarealreadyinmotion–willbedifferentineachone.Thegoalisnottomakeallofthe9municipalitieswithintheYorkRegionintoidenticalunits;itistohelpeachfulfillitspotentialasdeterminedbytheambitionsofitsleadersandthewishesofthepeoplewhocallthatcommunityhome.

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