Strategy process survey: Kotka’s strengths are nature and environment, compact city, good location, sense of community and culture of Kotka

08.11.2024 | The City of Kotka has launched a process to renew its city strategy. The aim is to renew the city strategy during autumn 2024 so that the new city strategy could be approved by the City Council in early 2025.

Kotka wants to involve all residents, staff, decision-makers, group companies and other stakeholders extensively in the strategy work and as part of the strategy work, electronic surveys were carried out with residents, elected representatives and staff.

The residents’ survey aimed to gather residents’ views to inform the strategy and included four questions related to Kotka’s strengths, development needs and future prospects.

The questionnaires were open for just under two weeks in October and a total of 229 people responded. A total of 178 staff and elected representatives responded to the survey, of which 146 were city staff.

The questionnaire asked, among other things, what the strengths of the City of Kotka are when it comes to further developing the city.

According to both residents and city staff and councillors, the most important strengths are nature and the environment (proximity to the sea and nature, beautiful parks and a sense of place and appreciation of nature), a compact city and good location, and a sense of community and culture.

Affordable housing and a safe environment were also highlighted in the responses from staff and elected officials.

Community spirit and also vitality are the areas where there is most room for improvement

However, residents say that Kotka still has the most room for improvement in terms of community and city culture, but also in terms of vitality and support for business.

Other areas where there was still room for improvement included the protection of nature and the environment, infrastructure and public transport.

City staff and elected representatives also highlighted the development of culture and tourism, well-being and health services, and support for children and young people.

The main threats to the future of Kotka are, according to the respondents, the demographic and social well-being of the city, economic and business structure challenges, and environmental and geopolitical risks. According to staff and elected representatives, employment problems are also a threat.

The biggest opportunities in growth and attractiveness

Residents see Kotka’s greatest opportunities in economic growth and attractiveness, in developing tourism, culture and nature, and in improving the city’s brand and attitude.

The city’s staff and elected representatives see vitality and attractiveness, education, culture and community, sustainability and proximity to nature as the city’s future opportunities.

When these views were put together on the basis of the survey, all groups consider Kotka’s nature and environment, especially its proximity to the sea and park areas, to be a strength of the city. This is a key factor that unites the views of the different groups of respondents.
In addition, the city’s compact structure, short distances and good location close to Helsinki are mentioned as strengths by both residents and staff.

The sense of community and cultural offer is seen as a strength by both groups, and the attraction of events is valued.

Both groups see the city’s employment and economic challenges as a threat, such as job lopsidedness and job losses, and problems of financial sustainability, which can undermine the city’s vitality and attractiveness.

Both groups see an ageing population and migration losses as a major threat to the vitality and social sustainability of the city.

The survey also revealed some differences of opinion between residents and staff and trustees.

Residents feel that there is room for improvement in the development of community and urban culture, while staff and trustees highlight the strengths of the existing community.

Residents also highlight support for business and marketing development as a weakness, while staff and trustees emphasise vitality building and job creation, but do not highlight business support as critical.

In addition, residents place more emphasis on the need to improve attitudes and atmosphere, suggesting a desire for a more positive city brand. Staff and trustees, on the other hand, already see community spirit as a positive feature.

The hope for a realistic city strategy

The survey suggests that the next urban strategy period should focus in particular on children and youth, staff well-being, quality living environment, advocacy and community cooperation, support for business and community cooperation, culture and inclusion.

Respondents felt that the future urban strategy should be one that sets realistic and achievable objectives, without excessive bureaucracy and rhetoric.
The needs of citizens are kept at the heart of decision-making, and the strategy is made concrete and monitored by effective indicators.