HomeMy WebLinkAboutPD 19-03
CitJ¡ o~
REPORT TO
COUNCIL
Report Number: PO 19-03
Date: April 1, 2003
From:
Neil Carroll
Director, Planning & Development
Subject:
City of Pickering Comments
- "Shape the Future: Central Ontario Smart Growth Panel -- Discussion
Paper, February - March 2003"
Recommendation:
1.
That Report Number PO 19-03, concerning the Central Ontario Smart Growth Panel's
Discussion Paper, Shape the Future, dated February - March 2003, be RECEIVED;
2.
That the comments contained in the letter from the Director, Planning
& Development, to the Chair of the central Ontario Smart Growth panel, dated
March 28, 2002, provided as Appendix I to Report to Council PO 19-03,
be ENDORSED as the City of Pickering's comments on the central
Ontario Smart Growth panel's discussion paper, Shape the Future, dated
February - March 2003;
3.
That the City Clerk FORWARD Council's resolution and Report PO 19-03 to the
Panel Chair - Central Ontario Smart Growth Panel, and the Region of Durham.
Executive Summary:
Not Applicable
Financial Implications:
Not Applicable
Background:
The central Ontario Smart Growth panel is one of five Smart Growth Panels set up
to help the province plan for the anticipated growth over the next 25 to 30 years
Current population projections forecast three million more people moving into central
Ontario over the next 25 years. It is the province's view that this growth is needed, and
that growth can contribute to services and facilities associated with a high quality of life,
but only if the growth is properly planned. If not properly planned, the quality of life will
diminish.
Report PD 19-02
Date: April 1, 2003
Subject: Comments on the Smart Growth Discussion Paper
Shape the Future
Page 2
In 2002, the Ontario government set up five Smart Growth panels across the province,
including central Ontario, to help plan for the expected population increase over the next
25 to 30 years. The panels are advising on a range of priorities to help the province
make decisions on infrastructure investments, including transit, and on means of
protecting and managing Ontario's natural heritage and resources.
The central Ontario Smart Growth panel is seeking public input on the advice it
proposes to provide to the province in its draft Discussion Paper
The central Ontario panel has developed recommendations for a long-term growth
strategy. The recommendations are contained in a Discussion Paper entitled
Shape the Future, dated February - March 2003 (see Attachment #1). The discussion
paper was released for public comment through a website posting with a 30-day
comment period, ending March 21, 2003. The panel advises that public feedback will
help shape the panel's advice to the Ontario government.
Staff comments forwarded to panel directly, in light of unreasonably short
deadline for comment
The Smart Growth panel is commended for preparing a draft discussion paper on
strategic directions for the Greater Toronto Area and beyond. The need to develop a
long-term growth strategy for central Ontario is acknowledged. The general vision of
the paper and many of the principles generally reflect the principles in the Durham and
Pickering official Plans. In this regard, the discussion paper reflects existing policy.
The Region of Durham has provided a comment on this matter through
Commissioner's Report No. 2003-P-36 (see text of Report, Attachment #2). We generally
concur with the contents of the Region's report and have limited our comments of
specific concern to Pickering.
Several matters require the panel's action in finalizing a recommended Smart Growth
strategy. The action items were detailed in a letter, (see Appendix I), from the Director,
Planning & Development that was sent directly to the Chair of the central Ontario Smart
Growth panel as there was insufficient time to report to Council within the specified
timeframe for comments. The matters to be addressed included the need to:
. Establish a precise implementation strategy with a funding commitment;
. Acknowledge Pickering's on-going Growth Management Study;
. Enable the plan to be updated periodically to reflect local planning decisions;
. Change the maps of the designated urbanized areas to 2035 to reflect the
Pickering airport site and accurately identify the Highway 407alignment; and
. Change the maps to reflect the addition of a new category of "Potential Unique
Employment Node" in the vicinity of the Pickering airport site.
Report PD 19-02
Date: April 1, 2003
Subject: Comments on the Smart Growth Discussion Paper
Shape the Future
Page 3
Council should endorse the Director's comments as the City's comments
It is recommended Council endorse the comments contained in the letter from the
Director, Planning & Development to the Chair of the central Ontario Smart Growth
Panel, contained in Appendix I to Report to Council PD 19-03, as the City of Pickering's
comments on the discussion paper.
Appendix
Letter from Director, Planning & Development to the Chair of the central Ontario
Smart Growth panel, dated March 28, 2003
Attachments:
1.
Shape the Future: Central Ontario Smart Growth Panel -- Discussion Paper,
February - March 2003
2.
Regional Planning Commissioner's Report No. 2003-P-36
Prepared By:
p
& Development
(~4b-
Catherine Rose
Manager, Policy
CLR:jf
Attachments
Copy: Chief Administrative Officer
Recommended for the consideration of
Pickering City Co ncil
.,< ..,,-
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APPENDIX I TO
REPORT NUMBER PD 19-û3
LETTER TO PANEL CHAIR, CENTRAL ONTARIO SMART GROWTH PANEL
FROM DIRECTOR, PLANNING & DEVELOPMENT,
DATED MARCH 28, 2003
Ciܡ 0#
Pickering Civic Complex
One The Esplanade
Pickering, Ontario
Canada
LlV 6K7
Direct Access 905.420.4660
cityofpickering.com
PLANNING & DEVELOPMENT DEPARTMENT
Department 905.420.4617
Facsimile 905.420.7648
plan&dev l@city.pickering.on.ca
March 28, 2003
Panel Chair
Central Ontario Smart Growth Panel
c/o Smart Growth Secretariat
777 Bay Street, 16th Floor
Toronto, ON M5G 2E5
Subject:
City of Pickering Planning & Development Department Comments
"Shape the Future: Central Ontario Smart Growth Panel -- Discussion
Paper, February - March 2003"
We commend the Smart Growth Panel for preparing a draft discussion paper on
strategic directions for the Greater Toronto Area and beyond. The need to develop a
long-term growth strategy for Central Ontario at a broad scale is acknowledged.
We have reviewed the Smart Growth Discussion Paper and have a number of
comments that require action in finalizing the panel's recommended provincial Smart
Growth strategy.
1. A Precise Implementation Strateçrv with a Fundinçr Commitment is Required
It is unclear what status a provincial Smart Growth Plan for central Ontario will have,
or how it is to be implemented. While many of the proposed principles in the
Discussion Paper are very consistent with current Pickering Official Plan policy,
implementation of certain aspects (such as: provision of transit and other
infrastructure; provision of affordable housing; mapping, protection and management
of significant natural heritage areas; and preparation of watershed management
plans) will require major funding by the provincial and federal levels of government.
The local municipalities cannot fund these initiatives alone. General implementation
statements directed at the "province in collaboration with municipalities and the
private sector" are inadequate. In the absence of a specific implementation
program, including committed funding, it will be difficult for the Province to achieve
the objectives of this document.
2. The Draft Growth Concept for 2035 Should Acknowledçre Pickerinçr's On-Goina
Growth Manaçrement Stu.dv
The City of Pickering is currently undertaking a Growth Management Study. The
Study Area is bounded by the St. Lawrence & Hudson (formerly C P) Rail line on the
south, the Pickering - Toronto/Markham boundary on the west, Highway 7 on the
north, and Sideline 16/Pickering - Ajax boundary on the east.
""-
City of Pickering Planning & Development Department Comments
"Shape the Future: Central Ontario Smart Growth Panel -
Discussion Paper, February - March 2003"
March 28, 2003
Page 2
Among other matters, this study is examining urban-rural boundary options in
Pickering. Recommendations to Council are anticipated by the end of 2003. It is
premature for the Smart Growth Panel to be drawing conclusions on the extent of
the area to be urbanized in Pickering to achieve the 2035 vision until the outcome of
the City's Growth Management Study is known. Accordingly, it is recommended that
a specific Growth Concept Plan to 2035 for this study area not be published until'the
conclusion of the Pickering Growth Management Study, or that the Plan
acknowledge the potential that the urban/rural boundaries may change within the
lands subject to the Growth Management Study.
3. A Provincial Smart Growth Plan Should Be Updated Periodically to Reflect
Local PlanninQ Decisions
There is a reference on Page 11 of the Discussion Paper stating that,
"the panel feels that some growth can occur outside areas that are
currently designated as urban, if the growth can be justified within
the context of a provincial Smart Growth plan for central Ontario".
This is extremely vague, particularly since the status of a provincial Smart Growth
plan is unknown. The Planning Act, the Provincial Policy Statement, and the
Durham Regional and Pickering Official Plans currently guide growth and
development in Pickering. The results of comprehensive planning studies and
official plan reviews are the appropriate mechanism for identifying urban - rural
boundaries. Accordingly, it recommended that any provincial growth concept or long
range land use structure plan prepared for central Ontario be updated periodically to
incorporate the results of comprehensive planning studies and official plan reviews
that are undertaken and which respect the guiding principles of the Smart Growth
strategy.
4. Maps of the DesiQnated Urbanized Areas to 2035 Need to be ChanÇled to
Reflect PickerinÇl Airport Site and Accurately Identify HiÇlhway 407 AIiQnment
Despite our comments in Section 2 above, if the Smart Growth Panel intended to
reflect urban areas as set out in approved official plans, several errors have been
made. The draft Growth Concept for 2035 fails to identify lands on both the north
and south sides of Highway 407 for development purposes, and fails to identify the
potential Pickering airport (which is an urban use) as a potential urban development
area. While there has been no determination that there will be an airport on the
Pickering lands, planning and other investment decisions made in the absence of
any recognition of a potential airport facility may unduly delay needed infrastructure
should a decision be made to construct an airport.
City of Pickering Planning & Development Department Comments
"Shape the Future: Central Ontario Smart Growth Panel ~
Discussion Paper, February - March 2003"
March 28, 2003
Page 3
Additionally, on the Draft Growth Concept for 2035, Highway 407 appears to be
located too far north through east Pickering, Ajax and Whitby, and the north-south
freeway to freeway connection between Highway 401 and Highway 407 in the
vicinity of the Ajax/Pickering - Whitby boundary appears to be missing. Accordingly,
the alignment of Highway 407 should be corrected and the connection added.
5. Maps Should be Changed to Reflect the Addition of a New Category of
"Potential Unique Employment Node" in the Vicinity of the Pickering Airport
Site
Notwithstanding earlier comments that no decision has been made to build an
airport in Pickering, planning and other investment decisions should be made today
so as not to prejudice the viability of the site for a possible future airport. The
various maps only recognize the Pearson Airport employment node. A new
category of investment node, being a "Potential Unique Employment Node", should
be added to the legend of the maps, and such a node be identified for the Pickering
Airport site and lands immediately to the south. This would reflect designations and
policy statements in current official plans.
Conclusion
The Smart Growth Panel has recommended a general vision and a number of
principles that generally reflect the principles in the Durham and Pickering Official
Plans. In this regard, the discussion paper reflects existing policy. The shopping list
of steps to be undertaken to achieve the vision is broadly aimed at provincial,
municipal and private sector partners, without establishing clear responsibilities.
Without specific and significant funding support, actions arising from this Discussion
Paper will be limited.
We are very concerned about the limited time frame for municipal comment on this
important document. Although the deadline for comment has just passed, we trust
these staff comments will be given full consideration by the Panel. We intend to
forward our comments to City Council in the near future for endorsement.
Yours truly
CLRhr
J: Documents \Plan ning\Mi scell aneous\S ma rtGrowthComment. doc
Copy:
Chief Administrative Officer
Division Head, Corporate Policy & Projects
Manager, Policy
ATTACHMENT #~~TO
REPORT # PD~
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REPORT' PO -
This document outlines draft advice, prepared by the central Ontario
Smart Growth panel, on a long-term growth strategy for central
Ontario. The panel recognizes that managing growth is a complex
undertaking. This draft advice is comprehensive in its approach, but it
raises important questions that require further discussion and study.
The panel is seeking public input before presenting its final advice
to the Ontario government.
----------------------------------------- ---- -------------------------- ---
Smart Growth panel seeks public input
on future of central Ontario ...................................... 1
Get involved: Have your say in how
it all happens .................................................................... 1
A look to the future ...................................................... 2
Everyone has an interest in Smart Growth ........ 2
How the central panel works ................................... 3
Meet the central Ontario Smart Growth panel.... 3
What if there were no Smart Growth? ....."......... 4
Map of selected natural heritage
and agriculture ................................................................. 5
Map of draft growth concept for 2035 ............".. 6
Maps of integrated transportation network .... 7
Map of priority areas for growth
and investment ................................................................-8
Creating a common vision ........................................., 9
A vision for 2035 ............................................................. 9
Guiding principles for a Smart Growth
strategy ............................................................................. 10
A comprehensive plan is needed ...................... 10
Reshaping where and how we live ............ 11
Unlocking gridlock ............................................. 13
Rethinking how we manage waste ...........14
Optimizing other infrastructure ................... 14
Protecting our environment .......................... 15
Glossary of terms ,.......................................................... 12
We want to hear from you ........................................ 16
Learn more and share your views .....................,.... 17
ATIACHMENT '~TO
REPORT I PD~
People want to live in a yihrant, healthy COIn-
munity with a strong economy and good job
opportunities. At the same time, they want a
positive quahty of life for themselves and their
families, induding a dean environment and
livahle eommunities.
Central Ontario, home to more than 7.5 million
people, has all this and more. lñe tremendous
population and economie growth we've expe-
rienced over the past 20 years has allowed this
area to hecome one of thc best places to live
in SortI1 Ameriea, if not the world. But eUITent
population pressures arc straining the Ïnfra-
stl1lcture that provides the foundation for our
way of life. Our infrastructure hasn't kept up
with the pace of growth. 1ì-affic gridlock, air
pollution and inereasing pressure on our green
spaecs and farmland arc all sihTJlS of this reahty.
Over the next 25 years, three million more people
arc expected to call central Ontario home. We
need tlùs growth. it can contribute to all the
things that we assoeiate with a high quality
of life - such as transportation and transit
systems, water and sewer systems, and schools
and hospitals - if we plan for it.
The Ontario government has set up five Smart
Growth panels across tIle province, including in
een1Tal Ont.ario, to help it plan for the 1rcmendolL<¡
population increase that's expceted over the next
25 to :30 years. The panels, made up of women
and men from local eommunities throughout
the zone, arc helping the province and munie-
ipaliries promote dean, healthy envirollIIlents,
economic growth and strong COIllIIlllllities.
The Smart. Growth panels are advising on a
range of priorities to help the province make
decisions on infrastructure investments, including
transit, and on means of protecting and managing
Ontario's natural heritage and resources. The
central Ontario panel has developed recom-
mendations for a long-teI111 growth strategy.
The panel is holding eonsultations to meet
vvidl the hroader fnù)lic and seek its input on
a strategy for future growth. (See hack page
for details on how to submit your input.)
The panel needs your help and feedl)ack to
ensure that its recommendations are on the
right track. Public feedback will help shape the
panel's final adviee to tIle Ontario government.
rnlat's import.ant~ hecause that advice will guide
an overall growth strategy for eentral Ontario
and will be used by the provinee, other levels
of government and the private seetor in their
decisions eoncernil1g future growtII.
A provimial Smart. GroWdl strategy is eritieal
to the future growtI1 and prosperity of eentral
Ontario. it will prioritize how public dollars
should be invested ìn infrastI1lcture, such as
roads, 1ransit, and water and sewer systems,
over the next :30 years. it will map out whieh
lands should be protected and where investment
should be directed for development and jobs. it
will touch many aspects of our lives in this
region.
This hooklet provides hackground on the pal1cl's
work, including the vision, principles, values
and directions that panel menù)ers helieve shO1ùd
guide the province's growth strategy for central
Ontario. In preparing its work, the panel heard
from a nunù)er of experts, community leaders,
scientists and researchers on a wide range of
topics, including regional economy, travel,
social change, greenlands and agrielùture.
Sow, the panel wants to hear from you. Your
involvement is ùnportant. it will influence a
future growth strategy for eentral Ontario.
Get ùlvolved. Give us your amine and fcedl)ack.
This is your chance to have a direet say in
shapÙlg the future of ecn1ral Ont.ario.
The proposals included in this document are
not dIe panel's final recommendations to the
province. Final recommendations will he
developed hased on the feecU)ack the panel
receives from st.akeholders and members of
the IHù)lic.
ATTACHMENT 1--1:-10
REPORT # po--19 -03
look to
Smart Growth is 31)out making responsible
choices that allow us to maintain a high
quality of life while our commlmities grow.
The'2001 Statistics Canada census shows
that, from 1995 to 2001, ahnost half of
Canada's tot.al population growth - and more
than 90 per cent of Ontario's growth - took
place in central Ontario.
It's good that people want to live here, and we
must keep it that way. Our children, grand-
children and newcomers from other parts of
Canada and abroad all contribute to our rich
f31)ric of life. They start businesses that create
jobs and contribute ta.~ revenue. They provide
a market for the products and services that
are produced and delivered here.
h's clear that we cannot allow growth to just
happen. When growth is not managed well, it
comes at a price. Chronic gridlock, increasing
smog and loss of forests and green spaces can
reslùt in fewer economic opportunities and
jobs when businesses choose not to invest in
areas where quality of life has deteriorated.
S1rategic investment in infrastructure is needed
to accommodate and encourage future growth
and to ensure a prosperous future.
. Shape the future: Central Ontario Smart Growth Panel
'" "-",, '--'--.,-',,---,----,-,--------,-------- -'------,----
It's estimated that more than 15 million
people will live in Ontario hy 2026. That's
almost four million more than in 1999. The
OntArio government wants all regions of the
province to benefit from that growth. That
means ulhan, rural and remote cOIllIllunities
across Ontario.
Smart Growth is the government's vision for
promoting and planning for growth in ways
that create strong economics, build vibrant
commlmities and promote clean, heaJthy
environments.
The Smart Growth approach
Builds consensus:
At its core, Smart Growth is about building
consensus and creating partnerships. Growth
issues cross municipal boundaries and
government jurisdictions; they cncòwpass
such areas as transportation,infrastructnre
and land use; and they affect stakeholders
differently~ 'lh get everyone working toward
the same goals requires 11lùlding conscnsus
among key stakeholdcts, integrating decision-
making within and amonggovcrmnellts and
gaining broad public su.pport.
Promotes and man~ges growth:
Smart Growt;h wclcomœ goowth for its ability
to generate new businesses, johsand the
revenue necessary to support the services we
value. As much as it welcomes growth, this
initiative recognizes that growth must he
managed to proteút the environment and
ensure residents .ahigh quality üf life.
Looks at the big picture:
Smart Growth asks us tf) t.ake a longer-term
view in planning for growth. It calls for being
more strategic al)Ollt where P1Ù)ÜC money is
spent. In other words, Smart Growth is a
plan for 111rthe1' improving quality of life
across the, province hut for doing so strategi.,
cally aI:ldin ways that are right for each zone.
For more information and examples
of Smart Growth initiatives, visit
www.smartgmwth.gov.on.ca.
A. TTACHMENT '~TO
REPORT I PD~
The panel's role is to build consensus among
stakeholders and the public on a growth
strategy for central Ontario. Its advice ",ill
help govenllnents and otlters make eo-ordinated
decisions on infrastructure, transportaTIon and
community planning - deeisions that support
healthy growth.
The panel believes that Smart Growth can be
achieved if the economy, the environment and
soeial equity arc balanced in development and
investment decisions. Decisions on planning,
transportaTIon, economic development and the
environment must also he better co-ordinated
within governments and across lo{'-al bOlmdaric..<;.
Over the past 12 months, panel members have
started creaTIng a blueprint for how healthy
growth can occur in eentral Ontario over the
next :.30 vears. .\"ow they need feedback on the
direcrio~s that they arc "mapping out.
The eentral panel consists of leaders from
municipal governments, business, education,
environmental groups, transportaTIon organi-
zarions and the development industry. Yleet its
members:
Hazel McCallion, mayor, .\1ississauga (panel chair)
Dr. Gordon Chong, chair, GO Transit
(panel vice-chair, gridlock SlÙ)-panel chair)
l\tarcel Brnnelle, mayor, Town of Whithy
Debbe Crandall, exeCUTIve director,
Save the Oak Ridges .\loraine Coalition
Dr. Brian Desbiens, president,
Sir Sandford Fleming College
Tony Dionisio, director, Toronto
Waterfront Revitalization CoI})()rarion
Ron Eddy, mayor, Brant County
Jim Fanght, exeCUTIve director,
Federarion of Ontario .\atlll'alists
Bill Fisch, chair, York Region
(waste SlÙ)-panel chair)
Peter Gilgan, president and chief executive
officer, Ylatt3lllY Homes
Robert Macisaac, mayor, City of Burlington
(strategy sub-panel chair)
Ron Millen, deputy reeve,
Smitll- Ennismore-Lakefield
Ann Mulvale, mayor, Town of Oakville
Mike Murray, commissioner of transportaTIon
and enviroillnental services,
Regional Yllllricipality of Waterloo
Fmser l\"elsun, general manager,
.\1etrus Development Inc:.
Case Ootes, deputy mayor, City of Thronto
John Sheridan, president, Bell Canada
Bob Wade, mayor, City of Hamilton
Hazel McCallion (shown here with other panel members) is leading the central Ontario Smart Growth panel. From left 10 right Jim Faught,
Debbe Crandall, Tony Dionisio, Brian Desbiens, Robert MacJ.aac, Marcel Brunelle, Hazel McCallion, Chris Hodgson (former Minister of Municipal Affairs
and Housing), Bill Fisch, Ron Eddy, Ann Mu/vale, Gordon Chong, Ron Millen, Mike Murray
ATTACHMENT#~~Jl. TO
REPORT # PD--E- -~ .~ .
congcsûon costs the economy an additional one
billion dollars in transportation cost.s.
Taxes could be higher. Sew revenue
sources would be required to build roads,
transit, water and sewer systems in new
urban arèas and to maintain and upgrade
our current infrastructure in existing
developments.
The central panel considered the Septis
rcport in its work. The strategies the panel
proposes in this document wOlùd prevent
some of tbe negative impacts of growtb
projected by the fOlmdation. .For more
information on the folmdation, and to read
its flul report, visit www.neptis.org.
What wO1ùd happen in ;30 years if growtb
continued at its current pace, if we planned
. cOImnunities as we do now and if we invested
in infrastructure as we do at present?
An independent Canadian research org'd1lÌZation,
the Septis .Fmmdation, recently commissioned
a report that tries to answer these questions.
While great progress has been made in
how we have managed growth over tbe
past decade, much more Can he done.
The Sept is Foundation's interim report of
2002, entitled l1nplžcatžQn.ç
of Bu.çÏne.ç.ç-as-U.çual
Development, projects the
future impact on central
Ontario of having ;t 1 million
more people, if current
trends in infrastructure
investment, employment,
conS1IDler preferences
and commuting patterns
continue. It concludes that
the ùnpacts on our quality
of life wolùd be profO1md.
Cummutingto work
would ta~e longer.
'travelling in morning rush
hour wOlùdtalœ45 per
cent longer than it docs
now, even though distances
would increase by only
ninepŒcem.Tmswowd
be time lost with our family
and friends.
Air quality would get
worse. Even with stronger
emissionr,ontrols, the carl)on
dioxide produced by cars
WOlud go up by 42 pΠcent.
Economic competitiveness
would suffer. Delays in
the movement of goods
due to increased traffic
gridloèk would increase
costs for businesses and
consumers. Evcn today
. Shape ~he fuhJre~ Centra! Oni'tu"i@ Smart Growth Pane!
ATTACHMENT '~TO
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ATTACHMENT #~TO
REPORT # po--1- q - 03
Preparing for a healthy and prosperous future calls for the support and involvement of all
central Ontario residents. To develop that SUPPOlt., and create a plan of action, we need to
ah';ree on what the future should look like. We need a vision that reflects the collective values,
prineiples ~d goals of the people who live here. '111at vision will, in turn, f,Tuide decisions on
how land is developed and where puhlic dollars arc invested.
The eentral panel has developed a broad vision for this region, and your input is needed.
Is the panel's vision on track ,vitI} what should take place in central Ontario? Do the values
and principles that the panel proposes reflect the issues that you feel arc important?
More than anything, central Ontario will be a great place
to live in 2035. Its communities will be based on the
pillars of a strong economy, a clean and healthy
environment and social equity.
Central Ontario will offer a wide variety of choices for
living. Thriving, livable, safe and productive urban and
rural areas will foster community and individual well-being.
The zone will be supported by a modern, well-maintained
infrastructure built in accordance with a broad plan for
growth. Residents will have easy access to shelter, food,
education and health-care facilities, arts and recreation
and information technology.
Getting around will be easy. An integrated transportation
network will allow people choices for easy travel both
within and between urban centres throughout the zone.
Public transport will be fast, convenient and affordable.
Roads, while still a significant means of transport, will be
only one of a variety of effective and well-used choices
for transportation. Walking and cycling will be practical
elements of our urban transportation systems.
A healthy natural environment with clean air, land and
water wil.l characterize the zone. Significant natural
features, such as the Oak Ridges Moraine and Niagara
Escarpment, will be enhanced and protected in perpetuity.
They will form the key building blocks ofa regional
natural-heritage system. The region's rivers and streams,
forests and natural areas will be protected and easily
accessible for residents to enjoy their beauty. Open
spaces in our cities, towns and the countryside will
provide people with a sense of place.
Unique and high-quality agricultural lands will be
protected for future generations. Farming will be
productive, diverse and sustainable.
Throughout the entire zone, urban centres will be
characterized by compact settlement and development
patterns and will supply a diversity of opportunities for
living, working and enjoying culture. The evolving regional
economy of the zone will have matured into an economic
powerhouse of global significance. It will function as
Canada's principal international gateway. The Greater
Toronto Area* will bea thriving, world-class metropolis
with an extraordinary waterfront. And at the heart of this
metropolis, and of the zone, is Toronto, a celebrated
centre of influence for commerce, culture and innovation.
All of this will translate into a place where our residents
enjoy a high standard of living and an exceptional quality
of life that is world-renowned.
Central Onf1lrio Smart Growth panel, December 2002
*For the purposes of this vision,
the Greater Toronto Area includes Hamilton.
Central Ontario Smart Growth zone
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ATTACHMENT '~TO
REPORT I PD...J 9 - 03
The panel's Smart Growth vision is based on three principles:
1. Managing growth in a way that balances the goals of
economic prosperity, environmental sustainability and
social equity.
2. Leaving future generations an abundance of clean air,
clean water and productive land.
3. Providing the means for all of our citizens to develop
to the fullest exterlt of their capabilities.
These guiding principles are built upon the following
values:
Sustainabillty:
Our actions today will not limit the
choices available to future generations.
The decisions we make today will
always have tomorrow in mind.
Diversity:
We will strive to achieve biological
diversity within natural systems, a wide
range of economic enterprises and job
opportunities in our communities and
social diversity within neighbourhoods
across the zone.
Conservation:
We will strive for efficiencies that
conserve the use of natural resources.
Our cultural heritage assets will be
respected and protected. We will respond
to the needs of the natural world.
Providing choices: We will provide citizens with choices
for where they live, where they work
and how they move from place to place.
These choices will be subject to a hier-
archyof interests, which recognize that,
in some instances, the greater public
good must override local interests.
Equity:
We will establish a framework within
which the citizens of the zone will have
equal access to empfoymerlt opportunities,
public services, heatth and social care
and public decision-making.
We will reach our objectives through
a process of open and collaborative
decision-making.
Collaboration:
Central Ontario Smart Growth panel, December 2002
How will the vision - developed by the Smart
Growth panel and shaped by comments and
feedback from the plù)lic - be achieved?
What is needed to relieve gridlock, reduee
pollution, protect hrreen space and create
healtllY and vibrant communities?
To help answer these questions, tile panel
recommends that the provinee's Smart Growtl1
sITategy provide direction in five key areas:
1. Reshaping where and how we live
2. Unlocking gridlock
:3. Rethinking how we manage waste
4. Optimizing other infrasITucture
5. Proteeting our environment
What follows is a slmnnary of the reCOllunen-
dations that the panel wOlùd like to present to
the Ontario government. A document outlining
the panel's det.ailed recommendations is available
on the Smart Growth Web site, at
",-ww.smartgrowth.gov.on.ca. You can also
reecive a copy by mail (see eontact information
on page 17).
A (fACHMENT !t=~~,TO
REPORT # PO è_Jj~,;.Q~~,
Over the next 25 vears, eentral Ontario is
expeeted to bTTOW l.y m~n'e than three million
peoplo. 1£ we don't prepare for tills growth,
the reslùt will be urhan sprawl, more gridlock,
smog and increa..<;ing eosts to support spreading
infrastructure. We need to encourage growth to
happen in a way that allows for this popula-
tion increase without plaeing stress on mu
infrastructure and environment.
A primary goal of a Smart Growth strategy
shOl.ùd he to make the most efficient use of our
existing infrastructure, Inù)lic investment and
resources.
The panel recommends a number of strategies
that will achieve Smart Growth:
Encourage a pattern of growth that reinforces
and supports a variety of activities. Growth
shO1ùd happen within a dynamic network
that indudes a strong metropolis, with lhronto
at its centre, outlying economic areas, Iuhan
centres and mi:~ed-use nodes, all linked by a
series of corridors. Growth directed toward
this network would make the most efficient
use of existing infrastmcture and limit the
impact of development on our farmland and
natural features (see map on page 8 for an
illustration of this network). We need to
ensure that infrastmcture is in plaee to
support growth before development happens.
Within this network
'" Attract and promote bTTowth within existing
settlement areas to enSIue that people across
eentral Ontario have the opportunity to live
and work in their own cOImmurities. Compact
development shOlùd be encouraged within
these areas;
'Ille panel recognizes that it will be challenging
to accommodate all the people and jobs,
expected in central Ontario, within existing
urban areas. CuITent policies that support
Smart Growth; such as urban intensification,
hrownfield redevelopment and good transit,
will help to maximize the amount of growth
that oecurs within exis1ing urban hO1mdaries.
But, the panel feels that some grcnvth
ean occur outside areas that arc currently
designated as urban, if the grmvth ean he
justified within the context of a provineial
Smart Growth plan for eentral Ontario*.
(* The panel emphasizes that this is a
complex point that requires further
discussion and public input to develop
a dearer diredion.);
Promote and invest in affordal.le housing
throughout central Ontario hy erearing more
ineeniives to encourage new rental housing.
The availability of affordal)le housing is
essential for cdnununiiies to attraet workers;
Preserve cormnercial and industrial
employment lands designated by official
plans, especially those lands located near
major transportation cocridors, or rcplaec
employment lands if they arc redesignated
to another use. Ensure a sufficient supply of
employment lands for Ini"{ed uses and live-work
needs; and
" Revitalize tlle watcrfrontß of communiiies
throughout central Ontario. 'Illis is important
for a healthy region, beeause the waterfront
provides people with a desiral)le plaec to
work, visit and play.
in! ACHMENT #.-.1.<- '"~,~ TO
QFPORT 1/PD .1cl::.Q~",",._,
Balanced growth: Increases in population
and employment that are diS1rilmted in
such a way that munieipalities have a mix
of business and residential uses. This means
tllat people can live near where they work.
Economic/inter-regional corridors:
Transportation colTidors that link regional
economic areas and outlying urban cen1res
to the me1ropolis and to markets and destina-
tions outside cen1ral Ont.ario. They should not
he developed along tlleir length. They can
include road, rail, air and marine routes.
Green infrastructure: These arc natural
features, such as lakes, valleys and wood-
lands, that perform an important function
in sustaining quantities of clean water and
air, in tlle same way that hard infrastructure,
such as pipes and scrubbers, contrihutes to
dean water and air.
Metropolis: The large contiguous and
continuous urban area in and around
Toronto, referred to as the Greater Toronto
Area. The metropolis includes Hamilton. The
panel recognizes the metropolis as having tlle
greatest potential to a('Á~Olmnodate the majority
of the people and jobs expected to come to
central Ontario over the next 30 years.
Natural-heritage system: A system of
natural core areas and key natural coITidors
with significant ecological value. They
collectively penonn important ecological
fimctions, such as providing hal)itat and
improving air and water quality.
Nodes: Discrete areas within urban centres
t.hat have eompact, mixed-use (i.e., residential,
commercial and industrial) development and
t.hat are linked by transit.
Rapid transit: Also rcfelTed to as high-order
transit, rapid transit ineludes heavy rail
(sld)ways), light rail (street cars) and buses
that have their own dedicated lane or their
own right-of-way. This creates a greater level
and frequency of service.
Regional economic areas (REAs): Urban
areas that arc not contiguous to tIle metropolis.
REAs serve relatively independent economic
and urban areas. The Kitchener- Waterloo-
Guelph area and tlle Siagara region are
considered REAs. The metropolis is a very
large REA.
Resources: These inelude agricultural
lands, natural-heritage features, forests,
water resourees and aggregates. The panel
recognizes that resources have hodl
ecological and economic value.
Rural areas: These are lands t.hat are not
settled or designated for urban use.
Urban centres: These arc munieipalities in
central Ontario tllat have 1ransit infras1ruCÍlITe,
mixed-use and compact development and
their own character and identity. l1lese centres
play important eeonomie, soeial and financial
roles for the people who live in and around
them. Urban centres exist within and outside
the metropolis.
lbronto is the largest urban cen1re of central
Ontario. It is a centre of national and inter-
national economic significance. it is the Iud)
for inter-regional transit around the zone and
tIle gateway for international travel.
Urban (:orridors: lì-ansportation colTidors
within urban centres or witllin the metropolis
that link nodes to each other. They have
compact development along their length.
Yonge Street in Toronto is an example of
an urban coITidor.
ATT.. . A.. CHME.NT~~i.¥.~Q~.. _.
1¡;PORT 1/ PO... ~ . .
Gridloek has an enonnous impaet on our
coIIlInunities. ~\1o"ing people around central
Ontario is he coming increa.'!ingly difficult.
".Rush hour"" now lasts 13 hours. The smog
produeed by ear emissions reduees aír quality.
lransit use is declining. And congestion will
only get worse lIDless things change. Promoting
healdlY growth will require that governments,
employers, developers and citizens change the
way they think al)out transportation and about
how we invest in it.
In August 2002, the panel gave Chris Hodgson,
then-minister of .\lunicipal Affaírs and Housing,
interim amice on dealing with gridlock. Building
on that advicc, the panel recoIIlIIlends that all
levels of government and the private sector
work toward the following, as part of a growth
management strategy:
" Develop an integrated transportation system
that links together all fonns of transportation
(see maps on pages 6 and 7 for the proposed
transportation system). This would mean
co-ordinating land-use and transportation
planning so dlat
,?; eonnnunities arc built with better aceess
to transit (compact development ensures
that there are snffieíent people to ride
transit and it creates communities that
arc friendlier to pedestrians);
" walking and cycling are eneouraged; and
goods and people move effieíently.
.\fake transit the first priority for all trans-
portation investment in the urban centres,
nodes, regional economic areas and cOIridors
identified by the panel on the map (see pages 6
and 8). Sustainable sources of funding from
all levels of government arc required to
maintain strong transit systems. All levels of
government and dle private scctor arc
encouraged to
eollal)orate and fonn partnerships to find
innovative ways to hmd transit over the
long tenn.
Invest in existing inter-ref,':Ìonal and local
transit to bring them up to a high level of
quality and link systcms for effieient
eommuting. Investment is also required
for new transit initiatives to support byrowth
along transportation corridors and to offcr
better transportation options between
communities. In the short term, dris would
include support for the hus rapid transit
system proposed hy GO lÌ'ansit.
Invest in highways drat facilit.ate international
trade and contribute to economic suceess,
ensuring that all trade corridors (road, rail,
air and marine) are used for the movement
of goods and do not encourage sprawl.
Create a strategy for mo"ing goods - one
that identifies how to reduce the length of
these trips, lessen their enviroIlIIlental
impact and increase their efficiency.
'" Improve the way traffic incidents, such as
collisions, mechanical breakdowns and spills,
are managed through greater co-operation
among police, fire serviees, the .\finistry of
'lransportation, tow-truck operators and
others. 'lraffic ineidents cause al)out 50 per
cent of congestion on roads and highways.
implement a transportation-demand man-
agement system that incorporates numerous
ways of redueing tIle need for as many cars
on the road. Tlris system can inelude such
steps as employee programs and incentives
to car pool and use transit, expandr,d commuter
parking lots, discounted fares and high-
oeeupaney vehicle lanes.
:¡;martgrowth.gQv.on.'¡:({;f
II' TTACHMENT#~TO .
REPORT # PD~
Despite prof,'ress in diverting waste from landfill
site,,; through reducing, recyding and composring,
people and businesses in cen1rc:Ù Ontario generate
over 6.2 million tonnes of waste, on average,
per year. As our population increases, and the
economy grows, our waste grows as well. We
need new solurions for waste disposal - and
we need them fast.
In 2002, two major landfill sites used by tlw
City of Toronto and the regions of Peel, York
and Durham were closed. These communities
now export their waste to the United States.
But this is a short-tenn answer in need of a
long-term solution.
Waste management is a cOInplex prohlem with
no single solution. lne central panel emphasizes
that hetter managing waste will require the
collal}oration of decision-makers across the
zone. The panel proposes a range of options
for the province, in collalH)ration with Intmiei-
palities and the private sector, to improve
waste management in central Ontario.
These include the following dircetions:
"'" Implement a diverse portfolio of options to
manage waste that include rcducrion at source,
recycling, composting, landfill, deriving
energy from waste, thel1nal treatment and
new waste management technologies.
Sm~t't
Reduce our dependence on the export of
municipal waste to the United States over
tlle next 10 years. The panel also recognizes
that we need to reduce our dependence on
landfill.
Improve acecss to private landfill sites to
reduec our dependenee on exporting waste.
lnÏs is a short-tenll measure that will need to
he implemented while the withdrawal from
U.s. landfill sites takes plaec,
Set target.s for municipalities on the amount
of waste that must he diverted from disposal
sites through recycling and composting.
These targets should he phased in over the
next :30 years.
Reglùate the composting of organic (kitchen
and yard) waste to eventually prohihit the
disposal of organie mattcr in landfill sites.
This type of matter accounts for 40 per cent
of munieipal waste. Reducing its quantity in
household garbage wOlùd signifieantly
reduce our dependenec on landfill sites.
Encourage mlUlicipalities to implement
user-fee programs as incentives for house-
holds to reduce their production of waste.
Eneourage municipalities to collahorate
on waste reduction, diversion and disposal
efforts for residential, industrial, commercial
and instÍtllrional waste.
Assess industry standards for packaging
to reduce waste at its source.
" Explore and invest in (where appropriate)
new waste management technologies.
Optimizing
infrastructure
In addition to its transit, roads and waste
management systems, central Ontario has
other infrastructure that also contrihutes to
its quality of life. Our water and wastewater
systems, as well as our health-care, education
and community amenities, such as parks,
recreation, and clùtural opportunities, make
communities desirable places to live in and
visit, and that, in turn, attracts more growth.
,,-\ ¡ 'At;HiV¡ :I~¡ l .1
iFPOHf # pi)"I~:ó3 ,
As growth happens, we need to make sure
that we make the best use of this infrastructure.
Doing so 'will allow us to aecommodate growth
in a way that minimizes the impact on our
environment, while making the most effieient
use of our plù)lic investments.
Building on its recommendations to reduce
f,lridlock and manage waste, the panel proposes
the following actions to improve our use of
existing infrasITucturc:
Invest in our social infrasITucture. Schools,
healtll-care facilities and recreation and
sports ccnITes are all necessary components
of a vital cOlmnunity.
Invest more in existing post-secondary insti-
tutions to support knowledge-based activi-
ties and research and development.
i> Invest in broadl)and infrasITuctUI'C to promote
and facilitate access to the Internet throughout
central Ontario. .\ew technologies arc an
economic boon to many communities and
the appropriate infrasITuctnre should he
planned and implemented to aecommodate
new 111)es of jobs and businesses.
Invest in renewing and upgrading existing
water and wastewater systems to ensure that
tllC'Y are well-maintained and respectful of
the environment. Encourage and support the
development and adoption of new technologies
in t!ús field. Water and wastewater systems
are inter-related. The panel recommends
that they be managed in an integrated way.
Ensure investment in alternative energies.
Key alternative energy sources, such as wind,
solar power and fuel cells, shOlùd be identified
and secured. Alternative energy sources will
allow us to better meet the increased energy
needs of om growing population and limit
dw use of energy sources that pollute our air.
11w panel has a range of strategies for prot.ccting
our air, land and water. Without adequate green
spaces, om quality of life wolùd deteriorate and
the very features that attract new growth and
settlement would diminish. Well-managed growth
protects natural habitats and agricultural land,
and protecting our natural environment is a
key component of Smart Growth.
The panel recommends that the province,
in collahoration with municipalities and the
private sector,
Protect rural areas, that are not settled,
primarily for sustainahle resomec use.
" Develop criteria to identify and map tllC
zone's lmique and irreplaecahle resources.
:), fTACHMENT .;
iFPmrri/
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~ Identify and protect llIúque and irreplaceable
resources, such as agricultural lands, forests,
water resources, mineral aggregates and
natural-heritage features, and outline their
appropriate uses. Various levels of protection
are needed in different areas. Lands such
as tne Oak Ridges .\1oraine and .\iagara
Escarpment would get the highest level of
protection.
Identify a natural-herit.age system of
ecolof,TÌcal core areas and corridors and gtÜde
gro"rth in such a way that tnese areas are
managed and protected (see map on page ;)
for elements of a natural-heritage system).
Steer growth away from key resources,
natural-heritage areas and water sources
hy estal)lishing a system to protect lands at
different stages of development.
Limit further settlement and severance of
land in mral areas to minimize the impact
of development in mral area.<;.
Recognize and support the important role
of "f,rreen infras1ructure" in hotn rural and
urban areas. Our network of rivers, s1reallls,
lakes, valleys, trees and f,rreenspace contribute
to a healtny environment. Greenspace and
parks playa major role in providing recreation
and improving air quality, water management
and energy conservation.
Protect dean-water resources t.hrough adequate
souree protection and watershed planning. A
S1rong effort should be made to restore
degraded lakes and rivers. Given that water
and wastewater management arc interrelated,
we should follow an integrated approach
that includes water conservation, source
protection and storm-water source control.
Provide for the optimmn long-term availability
and productive use of agrieultural resources.
Sustaining a vial)le, eeonomically prosper6us
agrieulture industry is a priority for cerltral
Ontario.
Protect aggregate resources (sueh as s311<l,
rock and clay) that are close to markets
and make tllem availal}le for use. Tlús
does not imply that aggregate use should
automatically override the use of other
resources. Aggregates playa vital role in our
eeonomy. 'l1lCY are used in a wide variety of
everyday products such as toothpaste and
paper products as well as in the concrete used
for highways, roads, bridges and houses.
The centIal panel needs your input. What do
you think of tne ideas and strategies outlined
in this hooklet? Have we left anything out?
Do you have comments or suggestions?
Here are some questions for you to consider
in commenting on tlle panel's advice. Send
us your feedback hy mail, fa.~ or e-mail
(see page 17). 111e suecess of a long-term
Smart Growth strategy for cen1ral Ontario
depends on your involvement.
1. What do you think of the panel's overall
ideas and directions for a Smart Growth
s1rategy? Is there anytning you wolùd
change?
Shape the
C<=nfral
Smart Gf't.)wth ¡Pane!
.,., .
1
19-03
2. Is the future set out in A vision for 2035,
on page 9, one that you would welcome?
if not, what wOlùd you change?
:3. Do you af,rree 'with the values and prindples
statement on page 10? if not, what would
you change?
4. Give us your feedback on the recOImnenda-
tìons for each of these key areas:
Reshaping where and how we live
Unlocking gridlock
Rethinking how we manage waste
Optimizing other infrastructure
Prote(~ting our environment
5. Do you have any other comment.s?
In February and Ylarch 200:3, the eentral
panel members will hold consultations in five
cOImnunities across central Ontario (visit
tlle Smart Growth Web site for dates and
locations) .
The public is invited to the conslùtations to
get more infonnation and to speak directly
with panel members. Ib comment on the
advice itself, please slù)mit written input
through the Smart Growth Web site or by
regular mail. The questions outlined al)ove
may help you focus your comments.
IIere's how to reach us:
Central Ontario Smart Growth panel
c/o Smart Gro'\\-1:h Secretariat
16th floor, 777 Bay Street
1ìmmto, Ontario .\15G 2E5
Phone: toll free 1-866-479-9781
Fax: 416-585-7639
E-mail: smartgrowth@mah.gov.on.ca
Web site: www.smartgrowth.gov.on.ca
The deadline for submissions is
March 21 at 5 p.m.
The central Ontario Smart Growth panel is
collecting this infonnation for the purpose of
developing its advice to the govemment of
Ontario for a long-tenn gro""..ll strategy.
Any personal information you provide is
colleeted in compliance widl Section :38(2)
of the Freedom of Information and
Protection of Privacy Act. The panel may use
this information to contact you regarding
your comments. Please direct any questions
about the collection of information to the
executive lead of the Smart Growt.ll
Secretariat, by phone at (416) 535- 7169 or
by mail to the following address: Smart
Growth Secretariat, 16th floor, 777 Bay
Street, Toronto, Ontario .\15G 2E5.
Adjala-11)sorontio
Aja.."{
Algonquin Highlands
Ahlwick I Haldimand
Amaranth
Asphodel- ~ orwood
Aurora
Barrie
Bradford West Gwillinù)ury
Brampton
Brant
ßrantford
Brighton
Brock
Burlington
Caledon
Cambridge
Cavan- .\1illlm)Ok- ~ orth Ylonaghan
Centre Wellington
Clarington
Clearview
Cobourg
Collingwood
Cramahe
Dolll'o-Dmmner
Dufferin
Durham
Dysart et al
East Garafraxa
East Gwillimhury
East Luther Grand Valley
Erin
Essa
ClJnlinUild on page 18
, , I,' 'I "'f~ì\1 ¡'" 13 'i ,
,"O'" ',\¡ ',ElL,'"' It "",,-, ""., --_JV
J ,,)/) ~ - 03 ,
, , ""..----, '... . .-, ,
Conlfnued from page 17
Orillia
Oshawa
Otonal)ee-South .\1onaghan
Peel
Pelham
Penetanf,Tuishene
Peterborough, City of
Peterborough, County of
Pickering
Port Colhonw
Port Hope
Puslinch
Ramara
Richmond llill
St. Catharines
Seugog
Severn
Shelburne
SiIncoe
Smith - Ennismore- Lakcfield
Springwater
lày
Thorold
lìny
Toronto
Trent llills
Uxhridge
Vaughan
Wainf1eet
Wasaga Beaeh
Waterloo, City of
Waterloo, Regional .\1unicipality of
Weiland
Wellesley
Wellington
Wellington -' oIth
West Lincoln
Whitby
Whitchurch -Stouffville
Wihnot
Woolwich
York
Fort Erie
Galway -Cavendish-Harvey
Georgina
Grimsby
Guelph
Guelph-EranlOsa
Haldimand
Halihurton
Halton
Halton Hills
Hamilton, City of
Hamilton, Township of
Havelock-Belmont - .\1ethuen
Highlands East
Innisfil
Kawartha Lakes
King
Kitchcner
Lincoln
.\1aplcton
.\1arkham
.vlelancthon
.\1idland
.\-1ilton
.\1indcn Hills
.\1into
.\1ississauga
.\1ono
.\1uhnur
-'ew lècumscth
-'iagara
-'iagara Falls
-' iagara -on - thc- Lake
-'ewmarkct
.\orth Dumfrics
-'orth Kawartha
-' orthumherland
Oakville
Orangevillc
01'0- .\1cdontc
ATTACHMENT ~TO
REPORT # PO -
ð~
nC
t.~ 'Jj
'" w
¡(~
~¡
The Regional Municipality of Durham
To: Planning Committee
From: Commissioner Planning
Report No.: 2003-P-36
Date: March 11, 2003
MAR 1 0 2003
tTfY OF PICKERING
ì5'I.ANNING & DEVELOPMENT
.' DEPARTMENT.
SUBJECT:
Central Ontario Smart Growth Panel's Draft Advice on a Smart Growth Strategy, File:
026-02-01
Correspondence No. 2003-120 dated February 10, 2003 from Neil H. Rodgers,
President, Urban Development Institute / Ontario regarding Investing for Tomorrow:
Moving Forward with Smart Growth in Central Ontario
RECOMMENDATIONS:
a)
THAT Commissioner's Report No. 2003-P-36 be endorsed as the Region's
comments on the Central Ontario Smart Growth Panel's draft Discussion
Paper - Shape the Future; and
b)
THAT a copy of Commissioners' Report No. 2003-P-36 be forwarded to the
Ministry of Municipal Affairs and Housing, Durham M.P.P.'s, Smart Growth
Secretariat, and all Durham area municipalities.
REPORT:
1.
PURPOSE
The purpose of this report is to present an overview of the Central Ontario
Smart Growth Panel's draft discussion paper entitled "Shape the Future"
(refer to Attachment 1), and to provide a Regional response to the Panel's
vision, values, guiding principles, and strategic directions that will form the
basis of its advice to the Province for a long-term growth strategy for Central
Ontario.
125
ATTACHMENTI~. TO
REPORT tI PO -
Report No.: 2003-P-36
2.
2.1
2.2
2.3
2.4
Page No.2
BACKGROUND
As part of the Province's Smart Growth strategy, five Smart Growth Zones
have been created across the Province. Panels in each zone are to provide
advice to the Province that will form the basis for a long-term growth strategy
for Ontario. In February 2002, the Province appointed the panel for Central
Ontario to provide such advice for the Central Ontario Smart Growth Zone.
The Central Ontario Smart Growth Zone extends around the west end of Lake
Ontario, from Niagara in the south to Waterloo and Wellington in the west,
across Dufferin, Simcoe and Kawartha Lakes and Haliburton to the north, and
as far east as Peterborough and Northumberland. The Central Ontario Smart
Growth Panel is chaired by City of Mississauga Mayor Hazel McCallion, and
brings together individuals with a wide range of interests and experience.
Town of Whitby Mayor Marcel Brunelle is a member of the Panel.
On February 19, 2003, the Panel released its draft discussion paper entitled
"Shape the Future", which will form the basis of the Panel's advice to the
Province. The discussion paper contains a vision, values, guiding principles
and recommendations within a set of strategic directions, accompanied by a
series of conceptual maps.
To gather public input, public open houses were conducted between February
26 and March 6 at five locations (Barrie, Toronto, Niagara-on-the-Lake,
Waterloo and Peterborough) in the Central Zone to obtain feedback on the
Panel's draft advice. These open houses were advertised in local
newspapers. Comments are also being gathered via written submissions and
through the Smart Growth Web site (http://www.smartQrowth.Qov.on.ca).
The Panel has requested comments by March 21,2003.
COMMENT
To date the activities of the Smart Growth Panel have generally been
conducted in private working sessions to meet the timelines established by
the Province. It is of concern that a strategic document of such significance
was released with one week's notice for the first public meeting and a minimal
126
ATTACHMENT' f¥. TO
REPORT # PO I -()3
Report No.: 2003-P-36
Page No.3
3.
3.1
3.2
3.3
3.4
public consultation period of 30 days (the minimum required under the
Environmental Bill of Rights).
It is essential, as this exercise moves forward, that the Panel more actively
involves stakeholders in meaningful dialogue, prior to submission of its final
recommendations to the Province. A more inclusive process that reaches
and informs the public; stages forums in a broader range of communities,
particularly across the GTA Regions; and provides reasonable timelines for
input, is essential.
CENTRAL ZONE PANEL'S VISION, VALUES, AND GUIDING PRINCIPLES
The Panel has developed a broad vision on what would take place in the
Central Zone by 2035. To prepare for a healthy and prosperous future, the
Panel is seeking input on what the future might look like, and what policy
directions would lead to achieving the vision.
The Panel's vision draws upon previous work undertaken by the Greater
Toronto Coordinating Committee, the Office for the Greater Toronto Area, and
the Greater Toronto Services Board.
The Panel's vision is based on the following principles:
. managing growth in a way that balances the goals of economic prosperity,
environmental sustainability and social equity;
. leaving future generations an abundance of clean air, clean water, and
productive land; and
. providing the means for all of our citizens to develop to the fullest extent of
their capabilities.
The Panel's guiding principles are built upon the following values:
. sustainability (actions today do not limit choices available to future
generations) ;
. diversity (in biological and natural systems, economic enterprises,
employment, social diversity);
127
ATTACHMENTI,ff- TO
REPORT I PD - Q3
Report No.: 2003-P-36
Page No.4
. conservation (of natural and cultural resources);
. providing choices (to citizens of where they live, work, and how they
move) ;
. equity (equal access to employment opportunities, public services, and
decision-making); and
. collaboration (reaching objectives through an open process and
collaborative decision-making).
A series of Conceptual Maps illustrate in more detail the Panel's proposed
vision for the Central Zone to 2035 with respect to natural heritage and
agriculture, a growth concept consisting of priority areas for growth and
investment that includes designated urban areas, planned and existing
nodes, existing and proposed rapid transit system, and existing and proposed
"economic corridors" (series 400 highways).
COMMENT
The Conceptual Maps omit a number of key planned and existing
transpot1ation elements of significance to Durham. Highway 404 east to
Highway 12, and Highway 35/115 to Peterborough, the Taunton/Steeles
cross-boundary connection and the Pickering Airpot1, should be recognized to
provide a more complete picture of the essential components.
The Conceptual Maps suggest that there is, and will be, significant investment
in transit and economic corridors to suppot1 growth in the western pat1 of the
GTA, as well as not1h to Barrie. The Panel must ensure that a fair share of
anticipated growth and the requisite investment in infrastructure be directed to
Durham Region, to ensure its continued vitality.
4.
STRATEGIC DIRECTIONS FOR SMART GROWTH
4.1
The Panel recommends that the Province's Smart G.rowth strategy provide
direction in five key areas:
Reshaping Where We Live
. Encourage a system of mixed-use nodes linked by corridors.
128
:~~~~~~¿ , ~~-Œ3 TO
Report No.: 2003-P-36
Page No.5
. Encourage compact development.
. Promote and invest in affordable housing.
. Preserve designated commercial and industrial employment lands.
. Revitalize waterfronts.
Unlocking Gridlock
. Develop an integrated transportation system (transit, walking, cycling and
goods movement).
. Make transit the first priority.
. Invest in inter-regional and local transit.
. Invest in highways that do not encourage sprawl.
. Create a strategy for moving goods.
. Implement a transportation demand management system.
Rethinking How We Manage Waste
. Implement a diverse portfolio of options.
. Reduce the dependence on waste export over the next 10 years.
. Set diversion targets.
. Require composting of organic waste.
. Encourage user fees.
Optimizing Other Infrastructure
. Invest in social infrastructure.
. Invest more in existing post-secondary institutions.
. Invest in broadband infrastructure.
. Invest in preserving and upgrading water and wastewater systems.
. Ensure investment in alternate energie$.
Protecting Our Environment
. Identify a natural heritage system of ecological core areas and corridors.
. Limit further settlement areas in rural areas.
. Recognize the role of "green infrastructure".
. Restore degraded lakes and rivers.
. Provide for optimum long-term availability and productive use of
agricultural resources.
COMMENT
The vision, principles, values, and directions are expressed in very broad and
general terms. They are generally consistent with the goals for the future
development of Durham Region, expressed in the Regional Official Plan
129
ArTACHMENT # 62.' TO
j1EPOR1 # PO II -o_~
Report No.: 2003-P-36
Page No.6
(ROP) and all other official plans in the G T A. The Panel's work essentially'
validates the basic policy framework already in place. The next essential step
is to develop a series of actions to implement this collective vision.
5.
IMPLEMENTATION. THE ESSENTIAL INGREDIENT
5.1
The key to the directions advocated by the Panel is implementation. Existing
provincial policy and legislation must be strengthened to provide new
planning tools. Sustained funding for transit, affordable rental housing and
other infrastructure is essential to achieve the vision. In some cases support
from the federal government is necessary to implement the directions.
Accordingly, in finalizing its advice to the Province, the Panel should develop
an implementation strategy. While not exhaustive, the following actions
should be considered when preparing the strategy:
i)
Amend the Provincial Policy Statement to:
. restrict expansions to urban boundaries to coincide with the
comprehensive review of official plans, and include tests such as
increasing densities and linking urban boundary expansions to
residential and commercial intensification and infilling targets;
. limit communal services to rectify a health problem or
environmental degradation that resulted from failed individual,
private wells and septic systems; and
. require major commercial, industrial, and institutional activities in all
urban areas to be served by transit.
ii)
Amend the Development Charqes Act to:
. ensure that all new developments bear t~e full and true cost of
providing hard and soft infrastructure (i.e. beyond the limits
imposed by the current Act); and
130
;r\fl.J'\Ghrv.I£I\JT ¡¡~TO
jiEPOHT tI PD- -
Report No.: 2003-P-36
Page No.7
. allow transit infrastructure to be charged on the basis of planned'
rather than historical service levels.
iii)
Amend the Planninq Act to:
. establish a policy for "cash-in-lieu" of public transportation to pay for
transit and transportation demand management programs; and
.
require every plan of subdivision to allocate a percentage of units
for affordable housing, with an option for "cash..in-lieu" payment that
could be put into an affordable housing fund for the development of
units at alternate sites.
iv)
Amend Other Leqislation and Chanqe Provincial Policy to:
. establish explicit standards for the Municipal Property Assessment
Corporation for assessing brownfield and greyfield properties, and
require that such properties be reassessed to eliminate any
inconsistencies in brownfield land valuations. This will establish a
level playing field for owners of brownfield lands, and enable
investors to make reliable business decisions;
. establish suitable funding or tax rebate programs at the federal and
provincial levels to provide financial assistance to restore
brownfield sites in urban areas;
. change the tax structure to encourage investment in higher density
development for rental tenure;
. grant federal (GST) and provincial sales tax (PST) rebates on rental
housing in low-rise and townhouse developments and eliminate or
reduce GST and PST on construction materials for all new rental
. housing projects;
. extend the development permit system to all municipalities,
especially for development in nodes and corridors, to enable a
13i
".\!.'.fACH!\.!I ;-j~f#G~..~.' -- TO
'1):'4' "# PO _/\ ~
, ,,¡ uii ¡ ,-- ' ~.
Report No.: 2003-P-36
Page No.8
more flexible implementation, better facilitate infill development and
redevelopment, avoid financial delays, and streamline approvals;
. coordinate all provincial infrastructure funding to ensure that
investments advance Smart Growth goals and objectives;
. re-assess the value of rural lands in Ontario by basing assessment
on productive land performance instead of market values;
. establish land trusts, to acquire easements for agriculture and other
rural uses, to ensure that rural land remains rural or agricultural in
areas close to major urban boundaries;
. reduce the speculative value of farm and other rural lands through
supportive policies that recognize rural uses as legitimate long-term
activities; and
. provide incentives for municipalities to co-ordinate infrastructure
and utility investments over the long-term (the York-Durham
Servicing Agreements provide an excellent example of such long-
term infrastructure co-ordination).
v)
Chanqe and/or Introduce New Fundinq and Revenue Arranqements to:
. guarantee sustained funding from the federal and provincial
governments to assist transit ope,rators with the implementation of
integrated and innovative transit plans;
. allocate a portion of the gas tax, licence fees, and grants/subsidies
for transit investments; and
. require the Province to match the federal government contribution
to assisted housing programs.
13.2
ATfAGHíVlENT ,- ?". TO
~EPOAT I PO ~I -Q~
Report No.: 2003-P-36
Page No.9
6.
6.1
6.2
6.3
6.4
6.5
6.6
CONCLUSIONS
In general, the Panel's draft vision and recommended strategies are
consistent with the goals for the future development of Durham, as expressed
in the Rap.
The key to achieving the Panel's strategic directions is implementation.
Accordingly, attention must be directed to develop an implementation strategy
that:
. strengthens provincial policy and legislation, to provide the necessary
tools to municipalities in order that official plans and other municipal policy
can more effectively be implemented; and
. ensures new sources of revenue and sustained levels of funding from the
Province, to support strategic investment in infrastructure.
As well, the Panel must be mindful of other Provincial initiatives, legislation
and regulations currently being developed (eg Watershed - Based Source
Protection Planning, Nutrient Management Act Regulations, Safe Drinking
Water Act Regulations, Sustainable Water and Sewage Systems Act). All will
have a profound impact on how and when new services are provided, as well
as how existing services are maintained.
Some organizations have made submissions to the Panel, including UDI
(Council Correspondence No. 2003-120), prior to its release of the draft
vision. It is important that the Panel consider all submissions during this public
consultation process. Consideration should be given to extending the timing
and process for input, before the Panel finalizes its submission to the Minister
of Municipal Affairs and Housing.
In order to meet the March 21, 2003 deadline for comments, a copy of this
report will b.e forwarded to the Smart Growth Secretariat, prior to Council
consideration on March 26, 2003, with appropriate qualifications.
It is recommended that a copy of this report be forwarded to the Ministry of
Municipal Affairs and Housing, Durham M.P.P.'s, and Smart Growth
J 33
ATTACHMENT I .,.,.~--- TO
'REPORT # PO - / -Œ
Report No.: 2003-P-36
Page No.1 0
Secretariat as the Region's comments to the Panel's draft discussion paper. '
In addition, it is recommended that a copy of this report be forwarded to all
Durham area municipalities.
A.L. Georgieff, M.C.I.P., R.P.P.
Commissioner of Planning
RECOMMENDED FOR PRESENTATION TO COMMITTEE
G.H. Cubiti, M.S.W.
Chief Administrative Officer
Attachment:
1.
Shape the Future, Central Ontario Smart Growth Panel,
February - March 2003
13/t