Revised Report as approved by City of Guelph Council on October 4, 2004

Transcription

1 Subject Recommendations Background City of Guelph Response to Places to Grow, Better Choices, Brighter Future That PET Report and its appendices titled City of Guelph Response to Places to Grow, Better Choices, Brighter Future be forwarded to the Ministry of Public Infrastructure Renewal, the Association of Municipalities of Ontario and the Grand River Conservation Authority as the City of Guelph Response to the Provincial Discussion Paper; and That City of Guelph staff be directed to prepare a Terms of Reference for Council approval for a local growth strategy that will address the items noted in Appendix II of PET Report Places to Grow, Better Choices, Brighter Future is a proposed thirty year growth plan for the Greater Golden Horseshoe Area developed by nine Provincial Ministries, lead by the Ministry of Public Infrastructure Renewal (See shaded area in Map 1). Map 1: Greater Golden Horseshoe Growth Plan Area Director of & The Growth Strategy builds on the work of numerous agencies/partners including the Central Ontario Smart Growth Panel, Greenbelt Task Force, Regional Commissioners of Ontario and the Neptis Foundation. No discussions were held with separated municipalities, such as the City of Guelph, during the development of the Growth Strategy. Page 1 of 21

2 The Growth Strategy presents a Provincial approach to managing growth pressures that minimizes urban sprawl and gridlock; the loss of agricultural lands; environmental degradation; a lack of affordable housing; and inefficient infrastructure. It is about where and how to grow so that urban boundary expansions are minimized; strategic infrastructure investments are made; and cultural and natural resources are protected. The growth plan seeks to reverse past growth patterns and make improvements to how growth is managed over the next 30 years. The Growth Strategy will guide major Provincial infrastructure investments and promote coordinated decisions on a wide range of issues including land use planning, environmental protection, economic development, transportation and other infrastructure needs. It will also be integrated with the long term 10 year infrastructure plan for the Province under preparation. The paper states that we can and must do a better job of planning for the future instead of responding to problems caused by growth as they arise. It is expected that regional and local municipal planning documents will have to conform with its growth plan much like conformity is needed with the Provincial Policy Statement. The Growth Strategy can be viewed in its entirety at and is structured as follows: 1. Where and How to Grow 2. Infrastructure to Support Growth 3. Protecting What is Important 4. Implementation Implications The paper was released on July 12, 2004 with a request for comments by September 24, Overall, the Growth Strategy provides a good context for the City of Guelph to plan its own growth within the Greater Golden Horseshoe Area which should help coordinate planning between neighbouring municipalities. The Growth Strategy identifies Guelph as an Emerging Urban Centre flanked by two Future Growth Areas west and east of the City (i.e. Kitchener-Waterloo and Milton, respectively). An Emerging Urban Centre has some of the characteristics of a Priority Urban Centre, and overtime could become one (See page 8 for a complete list of characteristics). Priority Urban Centres are the hubs of employment and residential growth Director of & Page 2 of 21

3 and development in the region. Future Growth Areas are areas to study to assess development and growth potential, environmental capacity and long term infrastructure needs. An inter-regional transit link is shown between the City of Guelph and the GTA and an economic corridor connects Waterloo Region with the GTA through the north end of the City of Guelph. However, no inter-regional transit link is shown between Kitchener-Waterloo and the City of Guelph. Some of the issues the Growth Strategy raises for the City include: Determining the implications for the City s long term growth beyond the current population/household forecast of 2021; Determining why the City is shown as an Emerging Urban Centre and what criteria of a Priority Urban Centre are not met; Establishing reasonable infill and redevelopment growth targets given a 40% growth standard suggested by the Province; Determining reasonable greenfield development densities and increasing current yields; Creating an employment/housing balance which includes affordable housing choices; Reinvesting in the downtown core; Funding infrastructure improvements given the expectation of Provincial funding depending on meeting specified density targets and other performance standards; Improving inter-regional transit corridors between Guelph and the GTA and Waterloo Region; The City s community vision, Official Plan and Transportation Strategy are generally in line with the Provincial Growth Strategy. The community vision set out in the SmartGuelph Principles adopted by Council, confirmed the direction and content of the City s Official Plan. In addition, a considerable on-going local work supportive of the Provincial strategy has already begun or is in the planning stages. These local initiatives include: Population and Household Projections (completed); Twenty-year Transportation Master Plan (underway); Development of Community Improvement Plans for Inner City Neighbourhoods (ongoing); Development Priorities Plan (ongoing); Director of & Page 3 of 21

4 Key Conclusions Water Supply Master Plan (initiated); and Infrastructure Sustainability Plans (ongoing). This report is not intended to determine where or how much growth should occur in Guelph for the next 30 years. Rather, it provides a response to the Provincial Growth Strategy and offers suggested actions that should be taken to assist in making decisions relating to future growth. The City of Guelph is well positioned to begin coordinating its growth plans with those of the Province. Appendix I offers an overview of the provincial growth strategy along with a recommended Council response to the Province. Appendix II offers some suggested actions for the City of Guelph to position itself in the next five years. Pressure for growth in Guelph will continue given current growth projections which are consistent with existing infrastructure capacities and land supply. The City needs to begin the process of examining alternative growth scenarios beyond the current 15+ year planning horizon. Some of the key evaluations which are needed to help determine the City s future include: Land Supply Analysis; Investigate Forms of Development; Water and Wastewater Servicing Capacities and Alternative Technologies Studies; Review Transportation Capacity/Transit Implications; and Study Financial, Environmental and Social Implications of Alternative Scenarios The above work needs to be done in consultation with the Province, our neighbouring municipalities, and key City stakeholders to ensure complimentary approaches and actions are taken. Director of & This report addresses issues of relevance to the interests of Guelph and has been prepared in consultation with the Environment and Transportation Group, and Economic Development Department. The report has also been reviewed by the City s Senior Management Team. Alternatives Page 4 of 21

5 Implications Funding Budget Not Applicable Account Number Funding Schedule Capital Budget or Operating Budget Notice Requirements Director of & Page 5 of 21

6 Appendix I City of Guelph Response to Places to Grow, Better Choices, Brighter Future, 2004 The following represents the City of Guelph s response to the Provincial government s request for comments on the growth strategy for the Greater Golden Horseshoe Area. The Vision: The Growth Strategy begins with a vision which is very similar to the one developed for the City of Guelph through the SmartGuelph process. The vision for the Greater Golden Horseshoe area, which has been adapted from the Central Ontario Smart Growth Panel, bases communities on the pillars of a strong economy, a clean and healthy environment and social equity. The evolving regional economy of the Greater Golden Horseshoe will have matured into an economic powerhouse of global significance. Other vision statements include references to compact development, choices for living, integrated multi-modal transportation, well maintained infrastructure, protection of environmental and agricultural resources, and quality of life. The vision contained in the Growth Strategy will guide critical planning decisions and infrastructure investments by all levels of government, by residents and by businesses for the next 30 years. As a key component of current Provincial Government initiatives to review the Ontario System, this Growth Strategy provides a basis and focus for: Clean water, clean air and greenspace protection reforms, including the review of the Provincial Policy Statement Transportation Infrastructure planning Strong Rural Communities Plan Partnerships at all levels of government and across all sectors including land use planning, transportation and housing development, environmental planning and economic development. The vision for the City of Guelph connects well with the Provincial vision statement and goes beyond by including the importance of cultural resources including preserved heritage architecture and advancement of the arts; maintenance of unique neighbourhoods and identifiable spaces. Director of & Response: That the Province strengthen its references to cultural heritage protection and recognize the importance of neighbourhood character with intensification in the document s vision statement. Page 6 of 21

7 WHERE AND HOW TO GROW Growth Pressures: The Growth Strategy is a response to the anticipated growth pressures that the Greater Golden Horseshoe Area is expected to experience. Over the next thirty years the population of the area is expected to increase by over 50% with approximately 75% of the growth occurring in the GTA and Hamilton areas. This amounts to an additional four (4) million residents and two (2) million jobs. If present trends continue, the Province estimates that combined, the GTA, Hamilton, Barrie and Waterloo-Wellington areas will account for over 90 percent of the growth. In comparison, the City of Guelph population and household projections completed by C.N. Watson and Associates Ltd. in 2003 forecasted a population increase of roughly 44% over the next twenty years with land, water and sewer resources estimated to meet a fifteen to twenty year demand. It is difficult to determine how well the City of Guelph s forecast fits with Provincial population and employment projections given the limited amount of detail released with the Growth Strategy at this time. A technical appendix or companion background studies would assist in this regard. The strategic directions the Province proposes includes working with municipalities to coordinate population and employment growth projections and requiring municipalities to produce growth plans. Response: That the Province clearly reference and make available background work completed for the Growth Strategy, including population forecasts, in order for local municipalities to assess how their work fits in with the Provincial strategy and respond accordingly. Key Document Concepts The Growth Strategy states that by making best use of existing infrastructure, we also reduce the need for large, costly investments and maximize the value of the public investment that has already been made. In presenting a strategy on where and how to grow within the Greater Golden Horseshoe Area, the Province presents the following key approaches: Directing growth to specific nodes; Establishing residential urban development form standards (e.g. infill/redevelopment targets/design standards verses greenfield densities and building forms); Supporting transportation linkages with transit as a first priority; Director of & Page 7 of 21

8 Sustainable water and wastewater services; Supporting economic corridors and clusters; and Protecting cultural and natural resources Directing Growth to Specific Nodes In determining where growth should occur the Province has identified Priority Urban Centres, Emerging Urban Centres and Future Growth Areas (see Map 2). Map 2: Growth Nodes: Priority and Emerging Urban Centres, and Future Growth Areas Priority Urban Centres are the hubs of employment and residential growth and development identified by the following key criteria: are major employment centres (highest percentages of jobs in the region) have employment activities of provincial, national or international significance (e.g. location of corporate head offices) have both high population (over 60 residents per hectare) and employment densities (over 60 jobs per hectare) have transit-supportive densities or borderline transit-supportive densities (over 3,000 person per sq. km) They are areas immediately ready to accommodate growth that prioritizes intensified development forms and transit corridors. are major road transportation and regional transit hubs have easy transportation access to major trade corridors and border crossings Director of & Page 8 of 21

9 have a diverse mix of residential, commercial and industrial uses provide broad regional level public services, such as hospitals, colleges or universities, social services, etc. are well distributed across the region. Emerging Urban Centres have some of the characteristics of Priority Urban Centres, and overtime, as the growth plan is implemented and investments are made to attract development to emerging urban centres they too will become the hubs and emerge as regional centres of the Greater Golden Horseshoe. In the Greater Golden Horseshoe area, eleven (11) areas, including Kitchener and Waterloo are classified as Priority Urban Centres and fifteen (15) areas including Guelph and Cambridge, are classified as Emerging Urban Centres. The document gives special focus to downtown areas but the Urban Centres are not to be confused with traditional downtown area boundaries. According to the Growth Strategy priority urban centres will be the targets for intensification, promotion of mixed use and development of nodes on the transportation network. As such, they will be a key focus of transit investment and investment in other infrastructure. The Plan supports the evolution of our emerging centres. The Province will encourage growth and prosperity in priority centres and emerging urban centres through a number of actions. Downtown areas are part of an urban centre which would also include inner city residential neighbourhoods. Limiting the downtown to the traditional area of a business core would make it extremely difficult to meet the Provincial target of 40% intensification and infill development. Map 3 in the document uses downtown in its labeling which is misleading and should be removed. The Provincial Growth Strategy also identifies the following five areas as Future Growth Areas: Hamilton (south of the Escarpment); Kitchener-Waterloo; Barrie; Niagara-Fort Erie Area; and GTA Area south of the Oak Ridges Moraine. The Growth Strategy also recognizes that it may be necessary to consider expansions to urban boundaries in some areas to accommodate the projected growth for the overall Greater Golden Horseshoe. In anticipation of this, the Strategy has identified areas that are to be further assessed for their ability to accommodate additional growth beyond what is currently planned in their Official Plans. These areas have experienced an exceptionally fast rate of growth and require additional development lands beyond what is designated in their respective Official Plans. This exceptional growth is the result of such factors as their infrastructure availability, strong local economy, proximity to transportation networks, and availability of employment and affordable housing choices. Future Growth Areas are areas the Province wants to study with municipalities to assess development and growth potential, environmental capacity and long term infrastructure needs. The Growth Strategy states the adjustments to expand urban boundaries over the next five years should be considered only within the five areas Director of & Page 9 of 21

10 identified in this plans as having the potential to accommodate future growth. The Strategy acknowledges that communities outside of these five Future Growth Areas will continue to grow. They will also continue to provide for options for population and economic growth. They will be required to employ the same principles using land and resources in an efficient manner, maximizing the use of existing infrastructure and maintaining an adequate supply of strategically located employment lands. Any proposals to expand urban boundaries will have to be consistent with the directions provided in the Growth Strategy. The City of Guelph is not included as a Future Growth Area at this time despite having growth areas shown both west and east of the City. Given the City s proximity to two Growth Areas and the expectation of long term growth pressure in the Kitchener/Waterloo/Guelph area, the possibility of this wider tri-city area becoming a Future Growth Area should be studied. It should be noted that including the City of Guelph as a Future Growth Area would provide important Provincial assistance with the development of a municipal growth strategy. Response: That the Province advises the City of Guelph what Priority Urban Centre criteria the City meets and how the criteria are measured. That the Province establish criteria/expectations of development forms/densities an Emerging Urban Centre would need to meet/propose in their growth strategy in order to assess the implications of moving to a Priority Urban Area. That the Province advises the City of Guelph what criteria were used in determining Future Growth Areas. That the Province removes references to downtowns in Map 3 and use only municipal names. That the Province allows the City of Guelph to determine what boundaries to use in defining its downtown/inner city neighbourhoods which would be used as the area targeted for infill/redevelopment. That the Province also provides support to Emerging Urban Centres and not just Growth Areas in the development of local growth strategies. Director of & Form of Urban Development A main objective of the Provincial Growth Strategy is to use land more efficiently in order to reduce the pressure to expand urban boundaries. To this end the Growth Strategy supports medium/high density development in urban centres and in greenfield developments. In determining land supply needs, the Province assumes that 40 percent of new growth is achievable through infill and intensification. It is unclear whether the Page 10 of 21

11 document is referring to regional housing markets or the entire greater golden horseshoe area. A clarification of geography is needed in order to use this standard as a benchmark. This regional standard does in part recognize that each community will have a different potential for non-greenfield development. However, the document does not acknowledge that as this potential is taken up, the remaining supply will diminish over time (unless, of course, the standard is revised as part of the five year review of the Plan). Also intensification is largely dependent on land owner interest and the complexity/economics of developing the site. It is also important to realize that municipalities have different experiences and interpretations of what is suitable intensification for their respective communities. controls can not make redevelopment happen, it can only shape its form if landowner interest exists. Brownfield development incentives are essential to equalize the economic realities of redevelopment and infill with greenfield development. Funding for infrastructure improvements is also key given the age of infrastructure within the inner city and its remaining lifespan. It is also critical that cultural heritage is considered in determining capacity so that heritage buildings are protected along with neighbourhood character which is well established in older areas of the City. Certain existing land use controls, such as the viewshed protection of the Church of Our Lady, does affect the scale and form of infill and intensification and needs to be considered. The Growth Strategy should increase its focus on increasing densities and mix in newly developing areas where neighbourhood development is in the formative stages. Appropriate targets need to be set by the Province with the assistance of local municipalities. A method/reporting mechanism needs to be developed for determining a community specific infill and intensification percentage and a target for greenfield development densities. Affordable lifestyle choices and a diversified economic base also require a balance of jobs and housing. Residential development targets should not only focus on residential development/redevelopment. A good supply and mix of employment lands is also needed. In the City of Guelph, infill and intensification accounts for roughly 10% of growth. Residential development densities are already the highest in the downtown core at 110 units/ha. followed by inner city neighbourhoods (30-33 units/ha.) Residential development densities in newly developed areas at 20 units/ha. are just slightly above urban transit supportive densities (17 units / ha. for half hour service). Some areas of the City which were annexed in the 1960 s have residential densities as low as 10 units/ha. because of the absorption of existing county style development within the City s urban envelope. In comparison, the City of Waterloo which is classified as a Priority Urban Centre is planning for densities of up 250 units/ ha. The City is moving from a predominately low density residential community to one of medium and high density nodes and corridors supporting 6 25 storey buildings ( units/ha.). It is unclear what development densities are expected for an area to emerge into a Priority Urban Area. It is essential that Provincial expectations are known so this can be factored into the development of a local growth strategy for the City of Guelph. It is also unclear what development form criteria the Province will be using Director of & Page 11 of 21

12 in determining municipal access to Provincial infrastructure/investment funds. The strategic tools which the Province intends to help implement development include reviewing the Development Charges Act, brownfield and greyfield financing incentives, capital funding for affordable housing, greenfield development standards, linking infrastructure and other investment decisions with growth plans, delineating areas off limits to growth, tax increment financing, flexible zoning, performance standards (jobs, transit, density, affordable housing, etc.) and preservation of strategic employment lands. Response: That the Province clarifies what geographic area is meant in its reference to regional infill and redevelopment standards. The City of Guelph supports the use of the entire Greater Golden Horseshoe area. That the Province works with municipalities in determining community specific infill and intensification targets that respect cultural heritage and neighbourhood character concerns and that recognition be given to changing the target over time as part of a five year review of the growth strategy. That the Province provides clearer criteria and greater emphasis on urban development forms in greenfield developments. That the Province provides clear density targets for Priority Urban Areas and indicates what criteria will be used in determining eligibility for infrastructure/investment funds. That a minimum target of housing and employment lands be established. (Provincial planning reforms under consideration propose a ten year supply of residential land but make no mention of a comparable supply of employment lands.) That the Province instigates funding for local growth strategies targeted to Emerging Urban Areas in order for municipalities to determine infill and intensification opportunities, an appropriate jobs and housing balance, housing choices, servicing strategies and land supply analysis. That the Province plays a research and supporting role in the development and collection of performance standards and best practices regarding growth strategy measures. Director of & That the Province provides funding incentives to assist with the production of affordable housing, brownfield remediation and infrastructure improvements. Further, that clear criteria be set for accessing Provincial funds. That the Province ensure that any funding arrangements to implement the Page 12 of 21

13 proposed growth strategy be sustainable over time and represent a net increase in overall funding to municipalities. Municipalities should be mandated to conduct a full analysis of the impact of growth on taxpayers so that new development bears its share of the costs of growth. That the Province amend the Development Charges Act to reflect the full cost impact of growth. Economic Strength The Growth Strategy will promote economic development in the Greater Golden Horseshoe by: establishing urban economic development tools to attract investment including Tax Increment Financing, brownfield redevelopment incentives and economic development corporations; improving transportation efficiency; improving efficiency of key infrastructure; ensuring that a diversity of employment lands are available and can be readily serviced to provide flexibility; partnering with business and economic development organizations; working on cluster development initiatives such as financial, medical sciences, etc. The Province recognizes the importance of maintaining economic diversity in the Greater Golden Horseshoe area since it is the key wealth-generating region of the country. The Growth Strategy supports vibrant downtowns and urban areas, a diversity of employment lands, partnering, cluster development initiatives, and linking public research institutes with companies who can move research into the market place. The City of Guelph enjoys a very diverse economic base with a focus on the automotive parts industry and the clustering of bio-technology and agri-food businesses. In fact, the Ministry of Economic Development and Trade recognizes Guelph as a leader in the agricultural sector as part of the Ministry s Bio-technology Cluster Innovation Program. Guelph also has a well established creative cluster that serves as an underlying driving force of growth and change making the community different from many others. The City has also established a strong relationship with the University of Guelph and other partners in the area of life sciences. Provincial strategies to aid municipal economic development include reviewing fiscal tools such as tax increment financing, development charges and land transfer tax. Regulatory review to ensure a more efficient development approval system, investments in housing, transportation and infrastructure, business cluster development support and exploring the potential of development corporations to attract private sector investment are other strategies to investigate. Municipalities need as wide a range of tools to support economic development as is possible. Director of & Response: That the Provincial Growth Strategy recognizes the bio-tech, agri-food and Page 13 of 21

14 creative clusters in the City of Guelph. That the Province provides a wide range of tools including incentives and legislative reform given the competitive nature of attracting business/private sector investment to support economic development. Strategic Infrastructure Funding The Provincial growth strategy ties infrastructure funding to specific nodes and urban development forms. In addition, the Growth Strategy has stated that investment in new infrastructure should be paid for by those who benefit from it. Priority Urban Centres, which support inner city infill and redevelopment, transit supportive densities and transportation corridors, will be the focus of transit and infrastructure investments. Infrastructure investments for Emerging Urban Centres will be phased in provided development is compatible with the Provincial growth strategy. Greater detail is needed on what evaluation criteria the Province will be using in the allocation of funds. In particular anticipated density targets are needed. Response: That the Province provides clear density targets for Priority Urban Areas and indicates what criteria will be used in determining eligibility for infrastructure/investment funds. INFRASTRUCTURE TO SUPPORT GROWTH The Growth Strategy identifies a set of criteria to be applied to determine provincial infrastructure investment priorities. Based on these criteria, priority investments will be integrated in the new 10 year strategic infrastructure investment plan currently being developed by the Ministry. Among other matters, Provincial actions include focusing infrastructure investment on priority urban centres and, through a phased approach, in emerging urban centres. Infrastructure investment projects will be evaluated according to criteria such as the consistency with the Growth Strategy and promoting the application of growth standards in priority urban centres and emerging urban centres. Transportation Linkages In looking at transportation linkages, the Provincial growth strategy identifies both a system to move people and a system to move goods. Accordingly, the largest growth rate in travel demand in the Greater Golden Horseshoe is found in moving people across regional boundaries. In Map 3: Moving People, a Future Inter-Regional Transit Link is shown between the GTA and Guelph and a Proposed Future Inter-Regional Transit Link is shown between Waterloo Region and Brant County. Director of & Page 14 of 21

15 Map 3: Moving People No link is shown between the City of Guelph and Waterloo Region despite commuter data supporting relatively high volumes between the two communities. Transit is the main priority for moving people in the urban parts of the Region and is the first priority for investment which ties back into the importance of transit supportive densities and establishing transit corridors. Coordination and integration of transit services across municipal boundaries is also important given the regional housing market. Some investigation is already ongoing to better integrate transit services such as bus service between the City of Guelph and Waterloo Region. Another key transportation priority is to move goods within and across the Region to support manufacturing commerce and the tourism industry. Moving Goods is about investing in infrastructure that is supportive of Economic Corridors. An Economic Corridor is noted at the North end of Guelph linking it with the GTA and Waterloo Region (See Map 4). Director of & Page 15 of 21

16 Map 4: Moving Goods Provincial strategies include building urban transit systems/corridors, establishing new interregional transit systems and integrated ticketing systems, strengthening GO Transit Rail, providing 2 cents per litre of provincial gas tax for public transit and intermodal facilities (rail and truck transfer areas). A Future Inter-regional Transit Link is shown between the GTA and Guelph, and the GTA and Barrie. However, the extension of GO Transit Rail is only mentioned between Barrie and the GTA. GO Transit currently stops at Milton. The City of Guelph should also be considered for GO Transit Rail service. Some movement has been made in the City of Guelph with the development of a new Inter-regional and Inter-modal Transportation Terminal in the City that has been recommended by a feasibility study undertaken by the City of Guelph with Provincial cost sharing. Response: That the Province includes GO Transit Rail service to the City of Guelph as a priority and more frequent VIA service on the North Mainline. That the Province makes interchange improvements and a northern expansion to the Hanlon Expressway. This includes the upgrading of the Highway 6 Corridor including the realignment of Highway 6 South, the Hanlon Expressway and the realignment of the Highway 6 North to Fergus. The early implementation of Highway 7 between Kitchener and Guelph is needed in support of the economic corridor identified at the City s north end. Director of & That the Province provides funding to upgrade old Hwy 24 between Hwy 401 and the Hanlon Expressway in support of the economic corridor identified at Page 16 of 21

17 the City s north end. That the Province supports the development of an Inter-regional and Intermodal Transportation Terminal in Guelph to serve both local and regional transit needs. That the Province extends the Future Inter-Regional Transit Link shown between the GTA and Guelph to include Waterloo Region. That a North-South Economic Corridor located to the east of Guelph and linking GTA East-West Corridor, the Highway 401 be supported. That the Province also recognizes the importance of other modes of transportation, such as bicycling and walking, for travel within municipalities. Sustainable Water and Wastewater Services The capacity of water and wastewater services plays a key role in determining where growth can happen. The proposed Growth Strategy states that some communities rely on groundwater, inland rivers or lakes for their sources of drinking water. Many of these communities will either face limits to growth as their systems reach capacity or need to invest in Great Lakes based water supply systems which is a significant and costly undertaking. The Sustainable Water and Sewage Systems Act will ensure that full cost recovery is intended to ensure that adequate financing is available for water and sewer infrastructure over the long term. Aging water and wastewater infrastructure, inadequate revenues to fund repairs and service extensions, and the large capital investment needed to support population and employment growth, are challenges facing most municipalities. The growth strategy supports full-cost recovery of water and sewer infrastructure and greater coordination amongst municipalities and the private sector in the planning and provision of services. The City of Guelph is currently fully reliant on river and groundwater resources to supply water and handle treated wastewater flows. The City has instigated a Water Supply Master Plan to determine long term water supplies. Securing alternative forms of wastewater treatment capacity will be key to City growth given the limitations of the Speed River. Another key aspect of accommodating growth is the treatment of solid waste. The City of Guelph s Waste Resource Innovation Centre provides an important alternative to the disposal of solid waste in landfills. Unfortunately, the Discussion Paper makes no reference to solid waste or the need for inter-regional coordination in dealing with water, wastewater and/or solid waste infrastructure/services. Director of & Provincial strategies include maintaining and upgrading existing water and wastewater facilities, comprehensive water conservation strategies, and developing methods of treating storm water and combined sewer overflows. Page 17 of 21

18 Response: That the Province provide funding for local municipalities to investigate infrastructure sustainability and capacity analysis as part of a local growth strategy which would include inter-regional coordination. That the Province include references and strategies for solid waste management in the growth strategy. That the Province provide funding for innovative research dedicated to alternative waste management and infrastructure services/treatment. PROTECTING WHAT IS VALUABLE The Plan recognizes the need to protect and enhance our valuable resources as part of managing growth. For instance, watershed-based source protection will require the preparation, approval and implementation of source protection plans in all watersheds across Ontario. Cultural and Natural Resource Protection In determining where and how to grow both cultural and natural resources need to be assessed and appropriately protected. The Growth Strategy pays only limited attention to cultural sites despite their importance to community identity and what redevelopment/infill potential exists to protect community character in well established areas. Cultural resource protection is not mentioned in the vision, is not included in any of the mapping (three maps are provided for natural resource areas) and is not addressed in any strategies. A map of national and provincially significant sites should be included in the Provincial Growth Strategy. Cultural heritage protection needs to be balanced with any intensification initiatives. Provincial strategies include watershed based planning, directing development away from significant natural heritage features and functions, encouraging compact development forms to reduce pressure on environmental areas, and the conservation of natural resources. Response: Director of & That the Province includes strategies to address the preservation and enhancement of the cultural heritage of communities. That the Province include mapping that identifies nationally and provincially significant cultural heritage resources. Page 18 of 21

19 IMPLEMENTATION: MOVING FORWARD This section of the Growth Strategy describes the following steps for implementation: provide Provincial Leadership and Partnership; provide effective implementation tools; provide a legislative framework; and monitoring and reviewing. The implementation section of this Growth Strategy should be strengthened if it is to be successful in achieving its goals and objectives. The following improvements are required: the status of the Growth Strategy needs to be established, i.e. the legislative authority needs to be clearly defined; financial strategies should be identified with actual resources made available; a schedule of events and activities required to have the Province approve the Growth Strategy is needed; the authority and responsibility for implementing and administering the Growth Strategy should be assigned clearly to the Province or a coordinating committee; and local municipalities should continue to be responsible for detailed local planning and preparing targets for housing, intensification and employment activities. Implementing the Growth Strategy for the Greater Golden Horseshoe will require support from all levels of government, the private sector, non-government organizations and residents. Implementation will require changes in how the area is planned, work together, make decisions and ultimately behave. The Province s role is one of guidance, coordination and ensuring its programs and investments are based on the Growth Strategy. Implementation approaches will involve both regulatory and fiscal tools to assist municipalities and other stakeholders in implementing plan objectives. The Growth Strategy states that the Growth Strategy may require legislation to ensure the implementation of clear roles and responsibilities and consistency with various Acts. Since the publication of this document, the Ministry has indicated that the Province intends to introduce legislation in the late fall of The Province recently announced that the Premier will appoint a provincial facilitator to assist the industry and stakeholders on issues that arise as the growth plan is implemented. Legislative changes may also be required. A monitoring and review process based on a five year cycle is proposed. Detailed implementation mechanisms are still under development. It is essential that the Province meet with a range of municipalities in the Greater Golden Horseshoe Area to discuss key components for local growth strategies, infrastructure/investment funding criteria and other implementation options. Director of & Page 19 of 21

20 Response: That the Province establish a working group consisting of Priority Urban Area and Emerging Urban Area municipal staff to discuss key components for local growth strategies, infrastructure/investment funding criteria and other implementation options. That the Province have further consultation with municipalities in defining the implementation parameters that should occur, including Regional governments and separated municipalities. Director of & Page 20 of 21

21 Appendix II City of Guelph Actions Regarding Places to Grow, Better Choices, Brighter Future, 2004 Given the growth pressures facing the City of Guelph, its location within the Greater Golden Horseshoe area, anticipated growth in surrounding centres and the directions proposed in the Provincial Growth Strategy, the City should initiate the preparation of a local growth strategy beyond the current 2021 planning horizon. Such a local strategy would serve as a foundation for the update of the City of Guelph Official Plan and Servicing Strategies. Development of a local growth strategy would include: Holding coordination meetings with surrounding municipalities and the Province; Updating the City s infill and intensification inventory to determine its existing capacity and assess the amount of development that has occurred since the Hemson inventory; Determine the City s infill and intensification capacity as part of its Community Improvement Plan process; Investigate and implement flexible zoning where appropriate; Conduct a land needs analysis; Investigate the City s economic business clusters, including a creative cluster; Investigate and determine an appropriate jobs and housing balance; Investigate alternative long term water and wastewater supply/treatment options; Completing the Transportation Master Plan update; and Establish a financing plan to implement investments required for the local growth strategy. Director of & Page 21 of 21