Monday, November 20, :00 p.m. Regular Meeting

Transcription

1 Agenda Planning & Development Committee Committee of the Council of The Corporation of the City of Brampton Monday, November 20, :00 p.m. Regular Meeting Council Chambers 4 th Floor City Hall Members: Regional Councillor E. Moore Wards 1 and 5 (Chair) Regional Councillor G. Gibson Wards 1 and 5 (Vice-Chair) Regional Councillor M. Palleschi Wards 2 and 6 Regional Councillor M. Medeiros Wards 3 and 4 Regional Councillor G. Miles Wards 7 and 8 Regional Councillor J. Sprovieri Wards 9 and 10 City Councillor D. Whillans Wards 2 and 6 City Councillor J. Bowman Wards 3 and 4 City Councillor P. Fortini Wards 7 and 8 City Councillor G. Dhillon Wards 9 and 10 For inquiries about this Agenda, or to make arrangements for accessibility accommodations for persons attending (some advance notice may be required), please contact: Shauna Danton, Legislative Coordinator Telephone (905) , TTY (905) , cityclerksoffice@brampton.ca Note: Some meeting information may also be available in alternate formats, upon request. Note: Please ensure all cell phones, mobile and other electronic devices are turned off or placed on non-audible mode during the meeting. Council Members are prohibited from sending text messages, s and other electronic messaging during the meeting..

2 1. Approval of Agenda Agenda Planning & Development Committee 2. Declarations of Interest under the Municipal Conflict of Interest Act 3. Consent The following items listed with an asterisk (*) are considered to be routine and non-controversial by the committee and will be approved at one time. There will be no separate discussion of these items unless a committee member requests it, in which case the item will not be consented to and will be considered in the normal sequence of the agenda. (7.3, 7.4, 8.1) 4. Statutory Public Meeting Reports 5. Delegations 5.1. Possible Delegations re: Amendment to the Sign By-law , as amended - Canadian Railway Company - East side of Winston Churchill Boulevard, South of Wanless Drive, East side of Finch Avenue, South of Steeles Avenue East - Wards 6 and 8 (File 26SI (Misc. Signs)) See Item 7.1 Note: notice regarding this matter was published on the City's website on November 10, Delegation from Antoine Belaieff, Director, Reginal Planning, Metrolinx, re: Draft 2041 Regional Transportation Plan See Item 7.2 Note: to be distributed prior to the meeting. 6. Staff Presentations Page 2 of 4

3 Agenda Planning & Development Committee 7. Planning 7.1. Report from M. Taraborrelli, Supervisor of Plans and Permits, Planning and Development Services, dated October 5, 2017, re: Amendment to the Sign By-law , as amended - Canadian Railway Company - East side of Winston Churchill Boulevard, South of Wanless Drive, East side of Finch Avenue, South of Steeles Avenue East - Wards 6 and 8 (File 26SI (Misc. Signs)) See Item 5.1 Recommendation 7.2. Report from B. Lakeman, Transportation Planner, Policy, Planning and Development Services, dated October 21, 2017, re: City of Brampton Comments on Metrolinx s Draft 2041 Regional Transportation Plan for the Greater Golden Horseshoe All Wards (File MRTP 17) See Item 5.2 Recommendation * 7.3. Report from D. Balasal, Policy Planner, Planning and Development Services, dated October 11, 2017, re: Development of a Framework for the City of Brampton s Affordable Housing Strategy: Housing Brampton - City Wide Recommendation * 7.4. Report from Y. Mantsvetov, Policy Planner, Planning and Development Services, dated October 18, 2017, re: City-Initiated Official Plan Amendment - Tertiary Plans Policy Review Recommendation 8. Minutes * 8.1. Minutes Age-Friendly Brampton Advisory Committee October 23, 2017 To be approved Page 3 of 4

4 9. Other/New Business Agenda Planning & Development Committee 10. Referred Matters In accordance with the Procedure By-law, the Referred Matters List will be published quarterly on a meeting agenda for Committee s reference and consideration. A copy of the current Referred Matters List for this Committee is publicly available on the City s website. 11. Deferred Matters 12. Notice of Motion 13. Correspondence 14. Councillor Question Period 15. Public Question Period 15 Minute Limit (regarding any decision made at this meeting) 16. Closed Session 17. Adjournment Next Meeting: Monday, December 4, 2017, at 7:00 p.m Page 4 of 4

5 5.1-1 Public Notice Notice of Intention to Amend Sign By-law Two (2) Billboard Signs on Canadian National Railway Company Lands Pursuant to Procedure By-Law , as amended, take notice that the City of Brampton intends to consider site-specific amendments to the Sign By-law , as amended. On Monday, November 20, 2017 at 1:00 pm in the Council Chambers, City Hall, the Planning and Development Committee will consider the following proposed amendment to the Sign By-law: Canadian National Railway Company is proposing two new Class B ground signs (third party billboard signs) on railway lands within the City of Brampton at the following locations: East side of Winston Churchill Boulevard, south of Wanless Drive. East side of Finch Avenue, south of Steeles Avenue. A key map showing the proposed ground sign locations is attached. Anyone interested in speaking to this matter at the Committee meeting or making a written submission, should contact the City Clerk s Office, no later than 4:30 pm, November 17, Information is available for review at the City Clerk s Office, at the address below, during regular business hours or on the City website. Further information is available by contacting: Marco Taraborrelli, Supervisor of Plans and Permits, Building Division, , marco.taraborrelli@brampton.ca In the event that Committee chooses to refer or defer consideration of the matter, no further public notice will be given. November 10, 2017 P. Fay, City Clerk 2 Wellington St. W., Brampton, ON L6Y 4R TTY: Fax: cityclerksoffice@brampton.ca

6 5.1-2 Schedule 1 Canadian National Railway Abutting East Side of Winston Churchill Boulevard Location Map CITY OF BRAMPTON Planning & Development Services Department Building Division

7 5.1-3 Schedule 2 Canadian National Railway Abutting East Side of Finch Avenue Location Map CITY OF BRAMPTON Planning & Development Services Department Building Division

8 5.2 Attention: Request for Delegation City Clerk's Office, City of Brampton, 2 Wellington Street West, Brampton ON L6Y 4R2 cityclerksoffice@brampton.ca Telephone: (905) Fax: (905) Meeting: City Council Planning & Development Committee Committee of Council Other Meeting Date Requested: November 20, 2017 Agenda Item (if applicable): Name of Individual(s): Position/Title: Organization/Person being Represented: Antoine Belaieff Director, Regional Planning Metrolinx Full Address for Contact: Telephone No. 97 Front St. W, Toronto, Ontario M5J 1E6 antoine.belaieff@metrolinx.com / Fax No. Subject Matter to be Discussed Action Requested To provide information and respond to questions on the Draft 2041 Regional Transportation Plan that was approved by the Metrolinx Board of Directors for Public Consultation at their September 14, 2017 board meeting. If possible we would like to request being put at the front of the agenda, possibly as the first delegation. We would also like to request 10 minutes for our presentation. Note: a delegation is limited to not more than five minutes. I am submitting a formal presentation to accompany my delegation: I will require the following audio-visual equipment/software for my presentation: Computer Notebook DVD Player Other - please specify Note: Attach additional page if required. Yes No PowerPoint Delegates are requested to provide to the City Clerk's Office well in advance of the meeting date: (i) 25 copies of all background material and/or presentations for publication with the meeting agenda and/or distribution at the meeting, and (ii) for PowerPoint and other visual presentations, an electronic copy of the presentation (e.g., DVD, CD,.ppt file) to ensure compatibility with corporate equipment. Once the above information is received by the City Clerk's Office, you will be contacted by a Legislative Coordinator to confirm your placement on the appropriate agenda. Personal information on this form is collected under authority of the Municipal Act, SO 2001, c.25 and/or the Planning Act, R.S.O. 1990, c.p.13 and will be used in the preparation of the applicable Council/Committee agenda and will be attached to that agenda. Questions about the collection of personal information should be directed to the Deputy City Clerk, Office of the CAO, 2 Wellington Street West, Brampton, Ontario, L6Y 4R2, tel

9 7.1-1 Report Planning & Development Committee The Corporation of the City of Brampton Date: October 5, 2017 Subject: Contact: Site Specific Amendment to the Sign By-law , as amended Canadian National Railway Company East side of Winston Churchill Boulevard, South of Wanless Drive, and East side of Finch Avenue, South of Steeles Avenue East Wards 6 & 8 File 26SI (Misc. Signs) Marco Taraborrelli, Supervisor of Plans and Permits, Building Division, , marco.taraborrelli@brampton.ca Recommendations: 1. THAT the report from Marco Taraborrelli, Supervisor of Plans and Permits, Building Division, dated October 5, 2017, to the Planning & Development Services Committee Meeting of November 20, 2017, re: Recommendation Report Site Specific Amendment to the Sign By-law , as amended Wards 6 & 8 Canadian National Railway Company, East side of Winston Churchill Boulevard, South of Wanless Drive, and East side of Finch Avenue, South of Steeles Avenue East, be received; and 2. THAT the attached amendment to the Sign By-law be enacted. Overview: Canadian National Railway Company is proposing two new Class B ground signs (third party billboard signs) on railway lands within the City of Brampton. The subject property abutting Winston Churchill Boulevard, south of Wanless Drive, is zoned Agricultural. The subject property abutting Finch Avenue, south of Steeles Avenue, is zoned Open Space. The Sign By-law requires billboard signs to be located on vacant lands zoned Industrial or Commercial. As both sign locations will not adversely impact residential areas while creating effective advertising opportunities and maintaining the intent of the Sign By-law, approval of the proposed site specific amendment to the Sign Bylaw is recommended.

10 7.1-2 Public notice has been provided pursuant to the Procedure By-law Background: Location Abutting Winston Churchill Boulevard On August 9, 2017, City Council enacted an exemption to Interim Control By-law allowing the applicant to pursue the necessary approvals to permit the installation of a billboard sign on the railway lands located on the east side of Winston Churchill Boulevard, south of Wanless Drive. The request for exemption was evaluated under Council approved exemption criteria and was supported because the proposed billboard is minor in scale and will not impact the City s long range planning for the Heritage Heights area. The proposed billboard will not impact the EA for the GTA West Corridor or the planning for the Halton Peel Boundary Area transportation improvements as the structure is temporary and located within the CNR right-of-way. Location Abutting Finch Avenue In 2012, an existing billboard was removed from the railway lands located on the east side of Finch Avenue, south of Steeles Avenue, to allow for utility improvements and service upgrades. The applicant proposes to replace the sign in a near identical location within the CNR right-of-way. Current Situation: The current Sign By-law permits a third party billboard sign to be located only on vacant property zoned Commercial or Industrial, and the sign cannot be erected within 100 metres of a residential property. Despite being part of a railway utility corridor, the Brampton Zoning By-law states that railway lands are included in the zone of the abutting property on either side. As a result, the subject railway property abutting Winston Churchill Boulevard is zoned Agricultural, while the subject railway property abutting Finch Avenue is zoned Open Space. The Brampton Sign By-law requires billboard signs to be located on vacant lands zoned Industrial or Commercial. An application for a site specific amendment to the Sign Bylaw has been submitted on behalf of Canadian National Railway Company for each site to allow for a third party billboard sign on lands not zoned Commercial or Industrial. Both proposed billboards will be two-sided with static sign faces and indirect illumination. It is noted that the proposed signs conform to all other size and location requirements and restrictions of the Sign By-law, including provision of adequate separation distance from residential dwellings.

11 7.1-3 Historically, lands within the railway corridor have been considered appropriate for the placement of billboard signs, given the disruptive nature of the land use and the typically adequate distance separation from residential zones. The requested amendments will create effective advertising space along two major arterial roads without negatively impacting any residential areas. Given the angle at which the railway intersects Winston Churchill Boulevard, it is noted that the two sides of the proposed billboard at this location will be installed in a slight V formation to maximize exposure to traffic in both directions, while meeting the safety standards and requirements of CN Railway. It is also noted that this designated North West Brampton Urban Development Area in the City of Brampton Official Plan, and there is no Secondary Plan approved for the area. As such, approval of the proposed billboard is recommended for a temporary period, ending September 1, 2027, to provide for an opportunity to re-evaluate the location and assess any development in the area. Both requested amendments were circulated to the Region of Peel who have advised that they have no comments or concerns with the installation of the proposed billboards. Given the appropriate sign locations and the surrounding zoning and land uses, it is recommended that the proposed site specific amendments to the Sign By-law be approved. Corporate Implications: Financial Implications: None Other Implications: Staff of the Urban Design Section have no concerns with the proposed amendment. Strategic Plan: The proposed site specific amendment to the Sign By-law supports a Smart Growth objective of supporting business attraction, retention and expansion. Conclusion: Canadian National Railway Company is proposing two new billboard signs on railway lands in Brampton. Despite not being located on lands zoned Industrial or Commercial, the proposed sign locations will not impact any residential areas and are considered appropriate. Given the proposed signs will create effective advertising opportunities while maintaining the intent of the Sign By-law, approval of the site specific amendment to the Sign By-law is recommended.

12 7.1-4 Marco Taraborrelli Supervisor of Plans and Permits Building Division Rick Conard Director of Building and Chief Building Official Appendices: Schedule 1 Location Map Schedule 2 Location Map Schedule 3 Site Plan Schedule 4 Site Plan Schedule 5 Proposed Signage Schedule 6 Proposed Signage Schedule 7 Site Photo Rendering Schedule 8 Site Photo Rendering Report authored by: Marco Taraborrelli,

13 7.1-5 Schedule 1 Canadian National Railway Abutting East Side of Winston Churchill Boulevard Location Map CITY OF BRAMPTON Planning & Development Services Department Building Division

14 7.1-6 Schedule 2 Canadian National Railway Abutting East Side of Finch Avenue Location Map CITY OF BRAMPTON Planning & Development Services Department Building Division

15 7.1-7 Schedule 3 Canadian National Railway Abutting East Side of Winston Churchill Boulevard Site Plan CITY OF BRAMPTON Planning & Development Services Department Building Division

16 7.1-8 Schedule 4 Canadian National Railway Abutting East Side of Finch Avenue Site Plan CITY OF BRAMPTON Planning & Development Services Department Building Division

17 7.1-9 Schedule 5 Canadian National Railway Abutting East Side of Winston Churchill Boulevard Proposed Signage CITY OF BRAMPTON Planning & Development Services Department Building Division

18 Schedule 6 Canadian National Railway Abutting East Side of Finch Avenue Proposed Signage CITY OF BRAMPTON Planning & Development Services Department Building Division

19 Winston Churchill Boulevard Looking North Schedule 7 Canadian National Railway Abutting East Side of Winston Churchill Boulevard Site Photo Rendering CITY OF BRAMPTON Planning & Development Services Department Building Division

20 Schedule 8 Canadian National Railway Abutting East Side of Finch Avenue Site Photo Rendering Finch Avenue Looking North CITY OF BRAMPTON Planning & Development Services Department Building Division

21 7.2-1 Report Planning & Development Committee The Corporation of the City of Brampton Date: Subject: City of Brampton Comments on Metrolinx's Draft 2041 Regional Transportation Plan for the Greater Golden Horseshoe Contact: Brian Lakeman, Transportation Planner, Policy, Planning & Development Services, , Recommendations: 1. That the report from Brian Lakeman, Transportation Planner, Policy, Planning & Development Services, dated October 21, 2017, to the Planning & Development Services Committee Meeting of November 20, 2017, re: City of Brampton Comments on Metrolinx s Draft 2041 Regional Transportation Plan for the Greater Golden Horseshoe All Wards (File MRTP 17), be received; 2. That Council endorse the report and Appendix B as the City of Brampton s formal submission to Metrolinx regarding the Draft 2041 Regional Transportation Plan for the Greater Golden Horseshoe; and 3. That this report and Council resolution be forwarded to Metrolinx and that copies be sent to the Region of Peel, the City of Mississauga, and the Town of Caledon for information. Overview: Metrolinx is undertaking a legislated 10-year review of their Regional Transportation Plan (RTP), the long-term strategic plan for an integrated, multimodal transportation system in the Greater Toronto and Hamilton Area. The first RTP, known as The Big Move, was published in The major focus of implementation of The Big Move since 2008 has been the planning and construction of rapid transit infrastructure. The Draft 2041 RTP was released for public consultation on September 29, Comments on it are due by November 17, The Final Draft RTP is to be presented to the Metrolinx Board on December 7, Brampton staff (staff) has participated in the RTP Review as a member of the Municipal Technical Advisory Committee and through the Planning Leaders and Transit Leaders forums. The Draft 2041 RTP focuses less on infrastructure expansion and more on

22 7.2-2 making the best possible use of transit and transportation assets and on improving the traveller experience. Staff supports the vision, goals and strategies outlined in the Draft RTP and generally supports the development of its central component: a Frequent Rapid Transit Network (FRTN). Staff will work with Metrolinx on revisions and refinements to the FRTN in Brampton as well as on other issues raised in the consolidated comments, including the proposed enhanced role for Metrolinx in transportation and land use planning and the financing of future transit infrastructure and operations. Staff prepared a submission to Metrolinx on behalf of the City (Appendix B), which was submitted by the November 17, 2017 deadline. This staff-level submission is considered preliminary pending Council s endorsement. The timeline for the submission of comments and scheduling issues did not allow for the opportunity to bring staff s comments to Committee/Council for endorsement prior to the November 17 deadline. Staff will continue to work with Metrolinx as the new RTP is finalized and will participate in development of the Implementation Plan that is to follow in 2018/2019. Background: The Province created Metrolinx in 2006 and directed it to create a long-term strategic plan for an integrated, multi-modal transportation system in the Greater Toronto and Hamilton Area (GTHA). Metrolinx published its first Regional Transportation Plan (RTP), known as The Big Move, in Per the Metrolinx Act, 2006, Metrolinx must review its transportation plan at least every ten years. They have been working on this review for two years, culminating in the release of a Draft RTP for public consultation on September 29, The deadline for the submission of comments to Metrolinx on the Draft RTP is November 17, Metrolinx staff intends to present a final draft of the RTP to their Board of Directors on December 7, The major focus of implementation of The Big Move since 2008 has been the planning and construction of rapid transit infrastructure. The Draft RTP goes beyond, and differs from, The Big Move in that it puts traveller needs at the core of planning and operations. While existing commitments to transit infrastructure expansion will be fulfilled and some new infrastructure projects will be advanced, the focus is on making the best possible use of transit and transportation assets, on improving transit frequency, and on traveller experience. An overview of the Draft RTP (including an outline of the vision, goals, and strategies) can be found in Appendix A.

23 7.2-3 Brampton staff has participated in the RTP Review as a member of the Municipal Technical Advisory Committee and through the Planning Leaders and Transit Leaders forums. Current Situation: The issues discussed in this report are the result of a coordinated review of the Draft RTP by a number of City sections, including Transportation Planning, Policy Planning, Brampton Transit, Capital Works, Transportation Special Projects, and Development Engineering (Environmental). The full set of consolidated comments staff sent to Metrolinx (preliminary pending Council endorsement) can be found in Appendix B. Key comments are provided below. Staff supports the vision, goals and strategies outlined in the Draft RTP. As in other parts of the GTHA, Brampton is forecast to undergo strong population and employment growth through The need to make the best possible use of transportation assets, including new infrastructure and services as required, and to align land use and transportation planning are key to Brampton s ongoing and future development as a complete community. The RTP will help Brampton achieve its desired future state. The development of a Frequent Rapid Transit Network (FRTN) (see Appendix C) is a central component of the Draft RTP. The FRTN will connect existing and planned subway, GO Regional Express Rail, Light Rail Transit (LRT), Bus Rapid Transit (BRT), and Priority Bus services to form an interconnected system that will allow people to travel quickly and seamlessly. Priority Bus bus transit service running fully or partially in a semi-exclusive right-of-way and using transit priority measures and other design elements to ensure reliability and higher than average speeds is new to the RTP (and builds on strong local bus services such as Züm in Brampton and Viva in York Region). As part of the FRTN, the Draft RTP upholds the commitment to provide two-way allday GO Rail service, running every 15 minutes, to the Bramalea, Downtown Brampton and Mount Pleasant stations on the Kitchener line. Staff acknowledges recognition in the RTP that the GTHA is a region with many population centres and generally supports the proposed FRTN approach to moving people efficiently in such a region. The destinations of trips made by Brampton residents are becoming more diverse, with less of a focus on Downtown Toronto. The FRTN will improve connections to/from Brampton and other urban centres and employment nodes in the GTHA and environs.

24 7.2-4 Staff will work with Metrolinx on revisions and refinements to the FRTN, including: The map depicting the Proposed 2041 FRTN (Appendix C) includes an LRT/BRT line on Main Street in Brampton between Steeles Avenue and the Brampton GO Station (Project 62 Brampton Main Street). In conversation with Metrolinx staff, they acknowledged that this line is intended to represent a connection from the Brampton Gateway Terminal to the Downtown GO Station and that it does not preclude the possibility of an alternative alignment, such as those currently being studied as part of the City s LRT Extension Environmental Assessment Study. Staff requests that this project be renamed Brampton Gateway to Brampton GO and that it be depicted using dashed lines on Kennedy and McLaughlin Roads or some other appropriate graphic means. The Steeles Avenue and Hurontario/Main Street (north of Downtown Brampton) corridors are depicted as Priority Bus Corridors in the Draft RTP. These are designated Rapid Transit (BRT/LRT) in the current RTP, and already (or, in the case of Hurontario Street north of Sandalwood Parkway, is planned to) provide Züm service. Staff is seeking clarification as to whether the depiction in the Draft RTP represents a down grading of the proposed transit service on these routes and, more generally, how Priority Bus service would differ from Züm service. Staff sees the need to allow for the redesignation of these and potentially other Züm routes as BRT/LRT in the RTP over time. Ridership on the Steeles Avenue Züm route, for example, is already very strong and this route may warrant upgrading to BRT or LRT before The Draft RTP proposes enhanced roles for Metrolinx in a number of areas (e.g. reviewing secondary plans and large scale planning applications, playing a leading role in development and redevelopment around stations, developing region-wide standards for highways, roads and streets). The impacts of these on the planning process and broader questions of jurisdiction will need to be considered in collaboration with upper- and lower-tier municipalities. The cost of building and operating the proposed regional transportation system, including the local transit service that will feed into the FRTN, will be very high. Staff supports the identification of sustainable and sufficient funding for transportation capital and operations over the life of the RTP and the updating of the Metrolinx Investment Strategy accordingly. The Draft RTP outlines the strategies and priority actions designed to achieve the big picture goals of the Plan. Details regarding processes, roles and responsibilities, phasing, funding, and other key considerations will be developed through an Implementation Plan, which is the next phase of the RTP Review, to be undertaken in

25 /2019. Staff expects to continue its participation as a member of the Municipal Technical Advisory Committee and the Planning Leaders and Transit Leaders forums and to be actively involved in the development of the Implementation Plan. Corporate Implications: Financial Implications: Direction and policies in the new RTP could result in significant shifts in the provision of transit services in Brampton. This could impact costs for transit development and operations. Staff will update Council on the potential financial implications of the new RTP when further information is available. The land use elements of the new RTP reflect direction in the revised Growth Plan for the Greater Golden Horseshoe (2017). As reported to Council in September 2016, any shifts in the location, form and timing of growth in Brampton that will be required in order to conform to the Growth Plan may impact the timing and the amount of Development Charges revenue collected by the City. Other Implications: The new RTP will have implications on the delivery of transit services and, in concert with the revised Growth Plan (2017), on future growth and built form in the City of Brampton. City functions that would be impacted include transit service delivery, land use planning, transportation planning, and infrastructure planning. Strategic Plan: This report supports the Move and Connect and Smart Growth priorities of the Strategic Plan by providing comments on the proposed Draft Metrolinx RTP and its implications for the City of Brampton. Conclusion: Staff supports the vision, goals and strategies outlined in the Draft RTP and generally supports the development of its central component: a Frequent Rapid Transit Network. Staff will work with Metrolinx to address the issues raised in its consolidated comments. Staff is seeking Council endorsement of its November 17, 2017 submission to Metrolinx regarding the Draft RTP. The ensuing resolution will be sent to Metrolinx as an expression of the City s formal position.

26 7.2-6 Approved by: Approved by: Henrik Zbogar, RPP, MCIP Senior Manager, Transportation Planning Rob Elliott, RPP, MCIP Commissioner, Planning & Development Services Attachments: Appendix A: Executive Summary Draft 2041 Regional Transportation Plan for the Greater Toronto and Hamilton Area Appendix B: City of Brampton Staff Comments on the Draft 2041 Regional Transportation Plan for the Greater Toronto and Hamilton Area Appendix C: Detailed Proposed 2041 Frequent Rapid Transit Network Report authored by: Brian Lakeman

27 Appendix A i Executive Summary

28 ii Executive Summary The Greater Toronto and Hamilton Area is one of the fastest growing regions in North America. Its dynamic economy and diverse population attract about 110,000 new residents every year and predictions are that in 25 years by 2041 more than 10 million people will live here. The region will look and feel very different than the region of today, just as today feels different from the region of 25 years ago. Keeping our growing and changing region moving getting people and goods to where they need to go will be ever more vital for the regional economy, the quality of life of those who live here, and the natural environment. To succeed in a much more complex, interconnected and challenging environment will require not only new transportation infrastructure, but also new transportation services and new ways of working together. The Draft 2041 Regional Transportation Plan (Draft 2041 RTP) for the Greater Toronto and Hamilton Area (GTHA) is a blueprint for what needs to be done to build an integrated, regional multi-modal transportation system, one that will serve the needs of residents, businesses and institutions until The Vision for the region in 2041 is that: The GTHA urban region will have a transportation system that supports complete communities by firmly aligning the transportation network with land use. The system will provide travellers with convenient and reliable connections and support a high quality of life, a prosperous and competitive economy, and a protected environment. Draft 2041 RTP for Consultation

29 7.2-9 Executive Summary iii The goals of the Plan are to achieve strong connections, complete travel experiences and sustainable communities. The Draft 2041 RTP was developed by Metrolinx and builds on the success of the first Regional Transportation Plan The Big Move that was released in The Big Move catalysed today s massive investment in rapid transit that has led to the completion of eight major transit projects: UP Express (Union Station - Pearson International Airport); Highway 7 Bus Rapid Transit (Yonge - Unionville GO); Davis Drive Bus Rapid Transit (Yonge - Newmarket GO); Mississauga Transitway (Winston Churchill - Orbiter); and Four GO Transit extensions (on the Kitchener, Barrie, Richmond Hill and Lakeshore West lines). A further 16 transit projects are In Delivery, which means that they are either in the engineering design stage or under construction. There is little doubt that The Big Move moved the yardsticks significantly for regional transportation, but the work is far from done. In a region that will continue to grow at a rapid rate, it is vital for the region s communities, economy and the natural environment to further build out the transportation system to increase the capacity to move people around the region. It is also important to make the best possible use of transportation assets and to provide the best traveller experience possible. All this requires that funding and decision-making approaches meet the needs of a maturing region. The Draft 2041 Plan goes beyond (and is different from) The Big Move in that it puts traveller needs at the core of planning and operations. Goals and Strategies of the Draft 2041 RTP GOALS Strong Connections Complete Travel Experiences Sustainable Communities STRATEGIES Complete Delivery Connect the Region Optimize the System Integrate Land Use and Transportation Prepare for an Uncertain Future Regional Decision Making Funding the Plan Draft 2041 RTP for Consultation

30 iv Executive Summary This will be done through: providing even more people with transit that is fast, frequent and reliable; integrating fares and services to allow people to move seamlessly across the region; designing communities, transit stations and mobility hubs to support transit use and active transportation; anticipating and preparing for integrated mobility systems that use emerging transportation technologies and business models; using parking demand strategies to encourage car sharing and the use of modes other than the car; addressing the beginning and end of a traveller s journey the first- and last-mile; optimizing the use of roads and highways to support transit and goods movement; and embedding design excellence in transit planning. To achieve the 2041 Vision and Goals, the Draft 2041 RTP is organized around five Strategies that drive action. Strategy 1: Complete the Delivery of Current Regional Transit Projects There can be no slowing down of the current multi-billion dollar commitments made to expand transit infrastructure. A major focus of the Draft 2041 RTP is the development of GO Regional Express Rail to transform the existing GO rail system from a commuter-focused service into a regional express system with frequent two-way and all-day service. The completion of 15 other transit projects that are In Delivery (under construction or in the engineering design stage) and 13 projects that are In Development (in advanced stages of planning and design) will extend the reach of convenient transit via subway, Bus Rapid Transit, Light Rail Transit and GO Transit. Draft 2041 RTP for Consultation

31 Executive Summary v Strategy 2: Connect More of the Region with Frequent Rapid Transit A Frequent Rapid Transit Network will connect more people in the region with the places they want to go and provide an attractive alternative to driving. This will include further expansions to GO Regional Express Rail, other surface transit systems (e.g. Bus Rapid Transit and Light Rail Transit) and subways to meet travellers needs to Priority Bus Corridors will complete the Frequent Rapid Transit Network, bringing fast and frequent transit services to parts of the region that have not yet developed the density or ridership needed to support Light Rail Transit, Bus Rapid Transit and subway service. Meeting travellers needs to 2041 will require further expansions to GO Regional Express Rail, other surface transit systems and subways within the GTHA, and connections to other communities within the Greater Golden Horseshoe (GGH). Strategy 3: Optimize the Transportation System Optimizing the transportation system in the GTHA means making the most of what we have. First, this means integrating fares and service across the region so travellers can move seamlessly from one transit system to another without paying double fares. Traveller experience will be enhanced as transit services are provided for the first- and last-mile of every trip. Integrated mobility services will allow travellers to access a fully coordinated and enhanced suite of travel options from different providers. The transportation system will provide universal, barrier-free access. An enhanced system of HOV (High Occupancy Vehicle) lanes will support faster, more reliable bus service and help make carpooling more attractive. Roads and highways will be managed to support transit use. Strategy 4: Integrate Land Use and Transportation To achieve the vision for the region, land use decision-making must align with transportation planning and investment. The Draft 2041 RTP contains actions to better integrate land use and transportation planning, especially around transit stations and mobility hubs. Regional collaboration supported by appropriate regulatory measures will encourage the planning of communities and road networks to support transit, cycling and walking. Parking management will encourage car-sharing and prepare the region for the arrival of autonomous vehicles. A Regional Cycling Network will make it easier for cyclists to commute to work. Strategy 5: Prepare for an Uncertain Future We live in a time of constant and accelerated change, and need to address this in planning for transportation in the future. A provincial framework will provide guidance for the evaluation and regulation of new transportation technologies, such as automated vehicles and shuttles. Regional coordination will produce a transportation system that is resilient to flooding and other impacts of climate change. Joint actions, including a transition to low-carbon transit vehicles, will reduce Greenhouse Gas emissions. Transit providers will partner with the private sector to drive innovation in mobility. Draft 2041 RTP for Consultation

32 vi Executive Summary How Will the Plan Make a Difference? The implementation of the Draft 2041 RTP will have a profound and positive impact on travellers. Compared to today it will: increase the length of frequent rapid transit routes by more than 20 times; bring more than triple the number of residents and double the number of jobs within walking distance of frequent rapid transit; stabilize and in many cases improve transit travel times; introduce a Regional Cycling Network that will double the length of dedicated cycling facilities in the GTHA; double the number of walking and cycling trips; and move towards a goal 60% of school trips being made by walking and cycling. Implementation of the Plan will increase access to rapid transit and improve its reliability, comfort and convenience. This will be particularly important for low income and other socio-economic groups that rely heavily on public transportation. It will improve competitiveness and productivity in the GTHA by connecting workers to employers and providing employers with access to more labour markets. Residents and Jobs within Walking Distance of Frequent Rapid Transit million people 91% million 3.6 jobs million 10.1 people million 4.8 jobs 79% 64% 54% Within Walking Distance to Frequent Rapid Transit * *Walking Distance is 400 m from Priority Bus, BRT and LRT lines, and 800 m from Subway and 15-minute GO stations 9% 21% 36% 46% Source: Hemson Consulting Ltd. based on Statistics Canada 2011 Census and 2011 National Household Survey; Greater Golden Horseshoe Model v4. Key Draft 2041 RTP Deliverables FREQUENT RAPID TRANSIT NETWORK REGIONAL CYCLING NETWORK HOV LANES NETWORK 68 km 1,623 km km 1,995 km km* 1,130 km* *lane-km. Lane-km accounts for roadway length as well as the number of lanes in each direction. Draft 2041 RTP for Consultation

33 Executive Summary vii Making it Happen The final 2041 RTP will articulate the shared goals and actions of municipalities and other partners across the region. The scale of growth anticipated in the GTHA a 41% increase in population between 2016 and 2041 demands a new level of cooperation and collaboration among the Province, municipalities, transit agencies, the private sector, and residents. Implementing the 2041 RTP will require more regional mechanisms to coordinate transportation planning investment, and a regional approach to long-term funding. Next Steps The publication of the Draft 2041 RTP will mark the beginning of a consultation period that will extend through late fall of During the consultation period, Metrolinx will reach out to the public through its website, social media, public roundtables and events across the region. A final draft of the Regional Transportation Plan will be informed by refined technical work and feedback from municipal partners, stakeholders and the public. It will be presented to the Metrolinx Board of Directors for approval. Draft 2041 RTP for Consultation

34 Appendix B: City of Brampton Staff Comments on the Draft 2041 Regional Transportation Plan for the Greater Toronto and Hamilton Area General 1. Staff supports the vision, goals and strategies outlined in the Draft RTP. As in other parts of the GTHA, Brampton is forecast to undergo strong population and employment growth through The need to make the best possible use of transportation assets, including new infrastructure and services as required, and to align land use and transportation planning are key to Brampton s ongoing and future development as a complete community. The RTP will help Brampton achieve its desired future state. 2. Alignment of the RTP with the Growth Plan for the Greater Golden Horseshoe is welcomed. As noted in the RTP, municipalities need to better integrate land use and transportation and plan their communities so to achieve their, and broader regional, transportation goals. Staff notes that efforts to bring upper- and lower-tier Official Plans into conformity with the Growth Plan have just started, with a deadline of July 1, 2022 for upper-tier municipalities. If, as proposed in the Draft RTP, a Transportation Planning Policy Statement (TPPS) is created to provide the RTP with legislative status, the need for municipalities to conform to the TPPS must be considered in the context of the ongoing Growth Plan conformity work. 3. Staff acknowledges recognition in the RTP that the GTHA is a polycentric region and generally support the proposed Frequent Rapid Transit Network (FRTN) approach to moving people efficiently in such a region (though, as detailed below, staff have questions about a few of the proposed Priority Bus Corridors). The destinations of trips made by Brampton residents are becoming more diverse, with less of a focus on Downtown Toronto. The FRTN will improve connections to/from Brampton and other urban centres and employment nodes. 4. For some of the proposed Priority Actions, it is unclear how achievement of the Action will be measured or to whom the Action applies. Examples include: Ensure that design excellence in architecture, urban design and landscape architecture enhances the transportation experience. Design infrastructure and strengthen existing infrastructure to resist extreme weather. This issue would ramp up in importance if, as provided for in the Metrolinx Act and advocated for in Priority Action 4.1, the Minister of Transportation were to enact a TPPS that would give the RTP s Strategies and Actions legislated status. Section 2: Setting the Stage for the Draft 2041 RTP 5. In the Key Influences on Transportation sub-section, consider speaking to recent trends in the location of employment, such as the rise of employment mega zones and the identification and associated planning for Canada s Innovation Super Corridor. 6. Wording in the The need to integrate fares and services sub-section implies that little has been done in the way of fare and transit service integration. Transit agencies may not have a formal mandate or incentives to address local cross-boundary travel, but numerous examples exist of transit agencies in the 905 area working together to make local crossboundary travel easier and seamless. Examples include: Brampton Transit and York Region Transit: 1

35 For years, these agencies jointly operated Route 77 between Bramalea City Centre in Brampton and Finch Subway Station in Toronto through Brampton and York Region. Today, Brampton's 501 Züm Queen service through York Region is fully integrated with YRT's Viva Orange service in the Highway 7 corridor. YRT cash fare and fare products are accepted on Brampton Züm buses in York Region. Brampton Transit and Mississauga Transit: The agencies jointly operate limited-stop services in the Hurontario and Dixie corridors between transit hubs in Brampton and Mississauga. There are many other conventional routes in Brampton that cross municipal boundaries into employment areas or major destinations in Mississauga, Toronto, and York Region. Further, the free transfer policy for PRESTO card users amongst 905 transit agencies showcases transit agencies working together to make cross-boundary travels more attractive for customers. Staff recognizes that there is still a lot of work to be done on the integration of services and fares across the GTHA, but believe that the RTP should acknowledge the successes achieved to-date by transit agencies in the 905 area. Finally, given the above, the final paragraph in this sub-section, particularly the Without full fare and service integration, travellers and transit agencies will not realise the full benefit of these proposed routes wording, comes across as overly broad. It is only those routes that cross the City of Toronto boundary that will experience fare and service integration issues. 7. Wording in the The need to integrate fares and services sub-section speaks to issues arising from the lack of fare and service integration and to this potentially depriving [travellers] of educational or employment opportunities. Staff seek clarification as to whether this is a statement of fact or a conjecture. If the latter, the wording should be revised to reflect that. 8. Staff question the tone of the The need to coordinate decision-making sub-section. As written, the sub-section appears to place undue blame for the lack of collaboration on regional priorities and plans on governments and agencies other than Metrolinx. Local municipalities and transit agencies have worked together in a number of ways to support regional priorities and plans, including the above noted transit service and fare integration initiatives. Further coordination amongst all levels of government and transit agencies is important, but staff sees a need for a more balanced tone in the language in this subsection. Section 3: The Draft 2041 RTP Strategy 1: Complete the Delivery of Current Regional Transportation Projects 9. The Continue building GO Regional Express Rail to transform transit sub-section states that To support GO RER beyond 2025, governments and transit providers will need to develop a plan to address rail service capacity at Union Station. The term governments and transit providers is overly broad staff do not believe that either the City of Brampton or Brampton Transit (or many other local municipalities or transit agencies) has any role or responsibility in developing such a plan. Modify this sub-section to align with Priority Action 2

36 , which speaks to Metrolinx working in consultation with the City of Toronto and the provincial and federal governments on this issue. 10. Revise the name for Project 35 on Map 4 to be the same as that provided for this project in Figure 16: Brampton Queen Street BRT/LRT. This reflects the ongoing nature of a study to determine the appropriate transit technology for this corridor. Strategy 2: Connect More of the Region with Frequent Rapid Transit 11. Figure 17 provides key principles of the Frequent Rapid Transit Network (FRTN). Staff request clarification and elaboration of the criteria to help us understand how the components of the FRTN (e.g. BRT, LRT, Priority Bus) align with the rapid transit network identified in the City s Transportation Master Plan and in the City s existing and planned Züm network. What, for example, is the definition of regionally significant and what analysis was undertaken in support of the FRTN identified on Maps 5 and 6? 12. Figure 19 depicts typical features of a priority bus system. Staff request elaboration as to these features. What, for example, is meant by Traffic Protection and how does this differ from the fully dedicated infrastructure cited in the Draft RTP s definition of BRT? Staff notes that none of the examples provided in Figure 20 appear to feature traffic protection. Also, what would constitute a Quality Station? 13. The Develop Priority Bus Corridors sub-section references key Züm routes in Brampton and Viva in York Region that feature some of the characteristics of the Priority Bus Corridor concept. This raises a few questions: Which of the characteristics/typical features per Figure 19 are not featured in the existing Züm and/or Viva services? How does Priority Bus differ from Brampton s Züm service? More generally, will Priority Bus provide a higher level of service than Züm? Also, what is meant by key in the phrase key Züm routes in Brampton and which routes does Metrolinx consider to be key? 14. Further to Priority Bus Corridors, reference is made to semi-exclusive or shared rights-ofway, with HOV lanes presented as an example. Clarification is requested as to what a semi-exclusive lane is (i.e. what the criteria are for designating a lane as semi-exclusive) and how it differs from a fully dedicated lane. 15. One of the advantages of Priority Bus Corridors spoken to in the Draft RTP is that they can be implemented quickly but implementation needs to be consistent with and concurrent with the development of GO RER. Staff request clarification regarding the linking of Priority Bus Corridors and GO RER. The Draft RTP speaks to Priority Bus Corridors addressing gaps in the system and complementing BRT, LRT, subway and RER projects. As such, and considering that many, if not most, of the Priority Bus Corridors will serve destinations other than RER stations, why would the timing of these corridors need to be consistent and concurrent with the development of GO RER? 16. This Strategy, and the first dot point in Priority Action 2.2, speak to strengthening and supporting local transit services. Staff concurs that local transit services will play an important role in supporting the FRTN. Staff note, however, that the context and scope of local transit services will differ based on location and type and scale of development. This should be reflected in the text on pages 61 and Staff agrees that close collaboration among Metrolinx, the Province, municipalities and transit operators will be key to establishing priorities, identifying roles and responsibilities, 3

37 and knitting the region together with frequent rapid transit. Left unaddressed in the Draft RTP, however, is the issue of operational funding for the routes particularly those to be operated by local transit agencies that comprise the FRTN. 18. Maps 5 and 6 depict the Proposed 2041 Frequent Rapid Transit Network. Clarification is requested as to why these maps do not depict all existing and planned Züm corridors in Brampton (such as the existing Züm 561 Queen West route and planned Züm service on Sandalwood Drive, Kennedy Road, Bramalea Road and Chinguacousy Road). Are the projects depicted on these maps limited to those being undertaken by or in conjunction with Metrolinx? If so, this should be stated on the maps. 19. Map 6 includes an LRT/BRT line on Main Street in Brampton between Steeles Avenue and the Brampton GO Station (Project 62 Brampton Main Street). In conversation with Metrolinx staff, they acknowledged that this line is intended to represent a connection from the Brampton Gateway Terminal to the Downtown GO Station and that it does not preclude the possibility of an alternative alignment, such as those currently being studied as part of the City s LRT Extension Environmental Assessment Study. Staff requests that this project be renamed Brampton Gateway to Brampton GO on Map 6 and that it be depicted using dashed lines on Kennedy and McLaughlin Roads or some other appropriate graphic means. A similar depiction should be used on Maps 4 and 5. Doing so would recognize that the project is in development and will be part of the 2041 FRTN. It would also acknowledge Brampton Council support for a rapid transit connection between the Gateway Terminal and the Downtown GO Station and direction regarding the routing of such a connection. 20. Staff request clarification as to why the Steeles Avenue and Hurontario/Main Street (north of Downtown Brampton) corridors are depicted as Priority Bus Corridors in the Draft RTP. These are designated Rapid Transit in the current RTP, and already (or, in the case of Hurontario Street north of Sandalwood Parkway, are planned to) provide Züm-level service. Does this represent a down grading of these corridors? If so, this would be a step backwards for future transit in Brampton. At a minimum, Staff sees the need to allow for the redesignation of these and potentially other Züm routes as BRT/LRT in the RTP over time. Ridership on the Steeles Avenue Züm route, for example, is already very strong and this route may warrant upgrading to BRT or LRT before Staff supports the extension of the Dixie Road Priority Bus Corridor (Project 65 on Map 6) from Steeles Avenue to Queen Street. The line appears to shift from Dixie Road to Bramalea Road north of Steeles Avenue. Is this interpretation correct? If so, this may impact Brampton Transit s plans for future Züm service on Bramalea Road. 22. Staff supports the extension of the Bovaird Drive/Castlemore Road Priority Bus Corridor (Project 68) to the Mount Pleasant GO Station. 23. Clarification is requested as to the proposed Priority Bus Corridor on Hurontario Street north of Downtown Brampton, specifically as to the segment east of Hurontario Street along Mayfield Road (Project 64 on Map 6). What is the rationale for this segment? Planned levels of development along this segment of Mayfield Road do not appear to justify this level of transit service. If anything, this project should be extended north into the Town of Caledon s Mayfield West Phase 2 area. 4

38 Staff supports the proposed restructuring of GO Bus services to link transit hubs and Urban Growth Centres. This will complement the other components of the FRTN and improve transit connections to/from Brampton. Strategy 3: Optimize the Transportation System 25. The comments provided above regarding the The need to integrate fares and services sub-section of Section 2 apply equally to the Integrate fares and services sub-section of Section 3. Staff supports the mention in this latter sub-section of the work undertaken by transit agencies outside Toronto to better integrate their services. 26. One of the dot points in Priority Action 3.1 Advance the integration of services and fares speaks to taking a regional view of price setting. It is unclear what the term price setting means is it a reference to the barriers spoken to in the Integrate fares and services subsection? If so, consider citing the term in this sub-section. 27. The Re-invent Transportation Demand Management sub-section would benefit from the inclusion of information on the current and forecasted levels of TDM activity. This would provide a better sense as to the benefits of enhanced TDM strategies. 28. The Optimize the highway and major road and rail network for goods movement subsection speaks to the need to define and support a Regional Goods Movement Network. Staff supports this and the associated Priority Actions goods movement-related businesses are a major component of Brampton s economy but request clarification as to the role of Metrolinx in this subject area. As with other subject areas, collaboration between Metrolinx, other provincial agencies, and upper- and lower-tier municipalities will be required. 29. Further to goods movement, staff request clarification as to why Map 8 (Proposed Regional Goods Movement Network) does not include the proposed GTA West Corridor. This corridor, if built, will play a major role in the movement of goods across the northern part of the GTHA. Strategy 4: Integrate Land use and Transportation 30. The Draft RTP proposes enhanced roles for Metrolinx in a number of areas (e.g. reviewing secondary plans and large scale planning applications; playing a leading role in development and redevelopment around stations; developing region-wide standards for highways, roads and streets). The impacts of these on the planning process and broader questions of jurisdiction will need to be considered in collaboration with upper- and lowertier municipalities. 31. Staff acknowledges that legislative action is required to allow for the achievement of complete and connected improvements that are supportive of transit, walking and cycling. Provincial action will be required, for example, to permit lower-tier municipalities to undertake joint development projects with Metrolinx. Municipalities will need to be involved in formulating and following through on such action. 32. The sub-section and associated Priority Actions on parking are not bold enough to engender substantive change. The approach appears to be mired in the past rather than looking to the future. The quick wins cited in the sub-section, though not in the Priority Actions, hold promise. 5

39 This sub-section speaks to best practices and would benefit from discussion of a few such practices. This could be based on the work Metrolinx has undertaken regarding station access. Metrolinx has the opportunity to be a leader (and case study) within the region on this issue. Any development of a region-wide parking policy, standards or guidelines must take municipal diversity into account. 33. Priority Action 4.3 seeks to focus development on Mobility Hubs and Major Transit Station Areas along Priority Transit Corridors and speaks to updating the network of mobility hubs in conjunction with the Mobility Hub Guidelines to reflect the FRTN, Growth Plan, municipal plans and 2041 population, employment and transit ridership forecasts. Staff request that the Mount Pleasant GO Station in Brampton be recognized as a Gateway Mobility Hub in the Regional Transportation Plan. This would reflect the designation of this station as a Mobility Hub in the City of Brampton Official Plan and recent and planned development in the area. 34. The Draft RTP proposes to formalize the role and status of municipal Transportation Master Plans to align with provincial land use and transportation objectives, including the RTP. This will require consultation and collaboration with upper- and lower-tier municipalities (and must allow time for bringing TMPs into conformity). 35. The Sustainable Communities goal of the Draft RTP speaks to supporting land use intensification. This is addressed, to a degree, in the Better integrate land use and transportation planning sub-section, which focuses on growth around Mobility Hubs and Major Transit Station Areas and Metrolinx s role in this. This sub-section would benefit from a closer link to relevant direction in the Growth Plan (e.g. development along intensification corridors, development in greenfield areas). Staff also sees merit in enhancements to Metrolinx s Mobility Hub Guidelines and the development of guidance for other areas. Strategy 5: Prepare for an Uncertain Future 36. Staff agrees with the need to address the climate resiliency of the transportation system. Work on this is underway at the City of Brampton, which designs and builds major transportation infrastructure to resist extreme (regional storm) weather events. Staff notes that the regional coordination spoken to in Priority Action 5.3 should include design criteria for resilient infrastructure. Staff further notes that such coordination or other guidance should address the financial aspects of building such infrastructure. Making It Happen 37. Staff agrees that, as outlined on page 106, regional agreement on approaches to decisionmaking and the development of complementary policies, actions and investments by Metrolinx and others are key to achievement of the vision for the transportation system in Outreach and collaborative efforts should include both upper- and lower-tier levels of government and local transit agencies. 38. The cost of building and operating the proposed regional transportation system, including the local transit service that will feed into the FRTN, will be very high. Staff supports the identification of sustainable and sufficient funding for transportation capital and operations over the life of the RTP and the updating of the Metrolinx Investment Strategy accordingly. 6

40 Appendix C Map 6: Detailed Proposed 2041 Frequent Rapid Transit Network HAMILTON Downtown Hamilton Burlington To Niagara D R A F T Newmarket Centre To Allandale Waterfront YORK DURHAM Urban Growth Centre GGH Built Boundary Greenbelt Designation Existing or Future Highway Existing or Future GO Station Existing, In Delivery & In Development Regional Rail and Rapid Transit Proposed Frequent Rapid Transit Subway / Transitway LRT / BRT GO Rail 15-min Priority Bus Frequent Regional Express Bus Proposed Regional Rail GO Rail All Day PEEL To Kitchener 64 Brampton LBPI Airport Vaughan Metropolitan Centre Richmond Hill / Langstaff North York Centre TORONTO Yonge- Eglinton Markham Centre 89 Scarborough Centre Pickering Oshawa HALTON Milton Oakville 63 Mississauga Centre Etobicoke Centre DRAFT FOR DISCUSSION PURPOSES ONLY Downtown Toronto The FRTN includes all proposed projects shown on this map together with the projects shown on maps 3 and 4. All project definitions are subject to change based on negotiations and agreements with railways, environmental assessments, business case analysis, and further planning Lakeshore West 15-min Extension 47. Hamilton A-Line 48. Hamilton A-Line South 49. Dundas Connector 50. Hamilton L-Line 51. Hamilton S-Line 52. Hamilton Mohawk (T-Line) 53. Milton Line 15-min & Freight Corridor 54. Trafalgar 55. Brant 56. Bronte / Regional Road # Derry 58. Harvester / Speers / Cornwall 59. Milton Main Street 60. Trafalgar North 61. Downtown Mississauga Transitway 62. Brampton Main Street 63. Britannia / Matheson 64. Hurontario North / Mayfield 65. Dixie 83. Malvern Connection 66. Airport Road 84. Major Mackenzie West 67. Erin Mills 85. Major Mackenzie 68. Bovaird / Castlemore 86. Major Mackenzie East 69. Steeles West 87. Green Lane 70. Finch West LRT West Extension 88. Barrie Line 15-min Extension 71. Jane North 89. Stouffville Line 15-min Extension 72. Jane South 90. Richmond Hill Line All-Day 73. Line 2 and Bloor / Yonge 91. Steeles / Tauton Capacity Enhancements 92. Whites 74. Sheppard Subway West Extension 93. Brock Road 75. Steeles 94. Westney 76. Finch West LRT East Extension 95. Bayly 77. Leslie North 96. Brock Street / Baldwin Street 78. Don Mills / Leslie 97. Lakeshore East 15-min Extension 79. McCowan South 98. Simcoe 80. McCowan North 99. Highway 2 Extension 81. Sheppard East LRT Extension 100. Lakeshore East Line All-Day 82. Kingston For more details, see Appendix 3D km 55

41 7.3-1 Report Planning & Development Committee The Corporation of the City of Brampton Date: Subject: Development of a Framework for the City of Brampton s Affordable Housing Strategy: Housing Brampton Contact: Daniella Balasal, Policy Planner, Planning and Development Services, , daniella.balasal@brampton.ca Recommendations: 1. That the report from Daniella Balasal, Policy Planner, Planning and Development Department, dated October 11, 2017, to the Planning and Development Committee Meeting of November 20, 2017, re: Development of a Framework for the City of Brampton s Affordable Housing Strategy: Housing Brampton, Ward City Wide, be received; 2. That Council endorse the proposed framework for the Affordable Housing Strategy: Housing Brampton, contained herein; 3. That Council direct staff to establish an affordable housing advisory committee, which shall include members of Council, and an internal working group to facilitate the development of the City s affordable housing strategy; and, 4. That a copy of this report be forwarded to the Region of Peel, City of Mississauga, and Town of Caledon for information purposes. Overview: In 2016, approximately 3,250 Brampton households were on Peel Region s Centralized Wait List, 400 Brampton individuals benefitted from Peel s Preventing Homelessness Program, and 2,400 local residents accessed emergency shelters. Given current housing affordability challenges, the City of Brampton is leading the development of an affordable housing strategy, entitled Housing Brampton, to respond to the varying housing needs of its residents. The Strategy will give consideration to federal housing programs,

42 7.3-2 provincial and regional policy documents, and the City s Strategic Plan. Housing Brampton will be formed around four primary themes: increasing affordable housing supply; policies and initiatives to encourage housing diversity; communication and advocacy; and, monitoring and measuring progress. As the Region of Peel is a Housing Service Manager, Brampton s housing strategy will focus primarily on stimulating the supply of market rental and affordable ownership units, while strategic partnerships and advocacy efforts will support housing needs across the entire housing continuum. The development of the Second Units Registration Program in 2015, along with the Seniors Housing study currently underway represents the City s first implementation phase of its housing strategy. It is recommended that an affordable housing advisory committee and internal technical working group be established to facilitate the development of the City s housing strategy. It is recommended that Council endorse the proposed framework, work program and associated timelines for Housing Brampton, detailed within this report. Background: The City of Brampton is positioning itself for the future, with an understanding that a mix and range of housing options is necessary for residents to have a high quality of life. Safe and adequate housing has been long linked to improved health and well-being, and is fundamental to the physical, economic, and social well-being of individuals, families and communities. Given the current housing affordability challenges faced across the Greater Toronto Area, Brampton acknowledges the need for an affordable housing strategy to respond to ongoing increases in housing costs. Housing Brampton will be a Made-in-Brampton approach for responding to housing challenges that reflect the local context and unique qualities of the City s neighbourhoods. The City strongly believes senior levels of government have important roles to play in addressing local housing challenges. Federal Government The federal government will be releasing its National Housing Strategy in the Fall 2017, which aims to increase the supply of rental housing by up to 80,00 units, and to modernize 250,000 units over the next 11 years. The Strategy includes a funding commitment of more than $11 billion over this period, which was committed within the

43 Federal Budget. The Canada Mortgage and Housing Corporate (CHMC) will deliver the Housing Strategy along with funding commitments. Province of Ontario There has been a recent movement by the Province of Ontario to address growing housing affordability challenges and concerns through updates to provincial policies and programming requirements for service managers. A summary of pertinent initiatives is provided in Appendix A, An Overview of Provincial Housing Policies and Programs, and Appendix B provides a detailed summary of the Province s 2017 Fair Housing Plan. Region of Peel Peel s Housing and Homelessness Plan & Housing Strategy The Region of Peel s 10-Year Housing and Homelessness Plan (PHHP) was approved in 2013, and addresses a wide spectrum of needs along the entire housing continuum, including the provision of supportive housing, rent subsidies, and incentives for affordable housing developments. The Plan s explicit goal is to eliminate homelessness in Peel. A 3-year update of the plan was presented to Regional Council in late Refer to Appendix C, Peel s Housing and Homelessness Plan: Year 3 Update In 2016, approximately 3,250 Brampton households were on the Region s Centralized Wait List. In addition, approximately 400 individuals in Brampton benefitted from Peel s Preventing Homelessness program, while about 2,400 residents accessed emergency shelter during this period. Region of Peel Official Plan The Peel Region Official Plan (ROP) contains policies that relate to affordable housing, such as the legalization of secondary suites, regulating the conversion of residential rental to ownership units, and, prohibiting the demolition of rental units. The ROP policies also identify annual affordable housing targets for the entire Region, including Brampton. Those annual housing targets are provided below: Social Housing Target Affordable Rental Target Market Rental and Affordable Ownership Target Market Ownership Target Brampton 16% 3% 37% 44%

44 7.3-4 An assessment conducted by the Region indicates that of all new housing units constructed in Brampton in 2015, only 22% percent were affordable ownership units, while the remaining 78% of units constructed represent market ownership units. No additional subsidized or affordable rental units were created in Brampton during The Region is currently working on the assessment of 2016 housing data with respect to the achievement of annual housing targets. City of Brampton Brampton s existing policy framework identifies the importance of affordable housing in contributing to the formation of strong communities and neighbourhoods. Provided below is an overview of existing local policy documents and regulations relating to housing Strategic Plan In accordance with the City s Strategic Plan goal of providing for affordable and accessible housing options, Housing Brampton will take direction from the Strategic Plan in seeking to manage growth in a manner that supports the development of complete communities. The Strategy will help define the City s role in achieving the affordable housing targets identified within the Peel Housing Strategy and the Region of Peel Official Plan. City of Brampton Official Plan and Zoning By-law Brampton s Official Plan encourages the development of a range of housing types and densities to meet the City s housing needs. However, an amendment to the City s Official Plan would be required to bring policies into conformity with Provincial plans and to support affordable housing objectives that emerge from this Strategy. More specifically, Policy of the Official Plan identifies the need for the City to adopt a housing strategy that establishes housing targets as required by the Province. It is noted that a comprehensive review of Brampton s existing policy framework will be undertaken as part of the benchmarking requirements of the Housing Strategy. Second Units The City s Second Units Registration Program was adopted in 2015 to permit the creation of a second unit within single and semi-detached dwellings, as well as townhouses. The program represents Brampton s first phase of implementing its housing strategy. To date, the City has registered approximately 284 second units under the new registration program, and has received a total of 1,272 applications. The City recognizes the importance of second units in contributing to local rental housing stock and will update its Official Plan policies to permit second units within accessory structures as part of the Housing Strategy. However, compliance, and right of entry

45 7.3-5 restrictions remain an ongoing concern for the City in regulating the presence of illegal second units. The City of Brampton has partnered with the Region of Peel to administer a Peel Renovates program, which provides a grant to low-income families that are seeking to construct a second unit or renovate an existing dwelling to improve accessibility. Over 58 Brampton families benefited from the Peel Renovates program in 2016, and the Region plans to continue the implementation of this program into the following fiscal year. Seniors Housing At the July 6, 2016, Council meeting, a work program was endorsed for staff to investigate and identify specific sites for seniors housing within the City s built-up area. The seniors housing study is further to specific direction from Council in March, 2016, to undertake such efforts. Staff is currently undertaking an assessment of vacant and underutilized properties within the City s built-up area that are adjacent to complementary uses and amenities, which will result in a recommendation to Council regarding the ability to designate sites for seniors housing. Staff will report back to Council in Q with the results of the study which is being incorporated into the first phase of the City s housing strategy. Current Situation: Developing a Housing Strategy Framework The corporation is advancing a City-wide Affordable Housing Strategy, Housing Brampton, which will identify action items needed to meet the varying housing needs of local residents. The Strategy will take guidance from provincial and regional policy documents, in addition to the City s current Strategic Plan. The Strategy will also give consideration to federal housing programs. The Social Housing Reform Act, 2000, resulted in the transferring of social housing responsibilities from the Province of Ontario to local governments. The Region of Peel is the Local Housing Authority that receives social housing capital funding for the municipalities of Brampton, Mississauga, and Caledon. As the Region of Peel is a Housing Service Manager, it provides affordable rental units through the administration of various programs, including rent-geared-to-income and subsidized units. Refer to Appendix D, Housing Continuum. Brampton s housing strategy will focus on improving the creation of affordable units. Given the City s jurisdiction over land use planning matters through powers granted by the Planning Act, the City has the greatest ability to impact the development of market

46 7.3-6 rental and affordable ownership units. Notwithstanding its authority respecting zoning regulations and land use policies, the City will also focus its efforts along the lower end of the housing spectrum through proactively seeking to develop innovative partnerships and undertake extensive engagement with local housing providers, community stakeholders, residents, and upper-levels of government, including the Region, to support the development of an holistic and multi-faceted housing strategy that effectively responds to the current and future needs of its residents. The City acknowledges the challenges with respect to minimal opportunities for receiving funding from upper levels of government for affordable housing and having limited authority over the service delivery for affordable housing, which will be further examined as part of the Strategy. Brampton s Affordable Housing Strategy will be formed around the following four themes, to guide project deliverables and expectations: Increasing Affordable Housing Supply; Policies and Initiatives to Encourage Housing Diversity; Communication and Advocacy; and, Monitoring and Measuring Progress. Appendix E: Housing Brampton: Strategy Action Items, attached hereto, provides a detailed overview of the four themes of the Housing Strategy, along with specific tasks related to each. Work Plan and Timelines It is recommended that the Strategy be developed through a work program consisting of several phases. A breakdown of the proposed strategy components, by phase, is provided below: PHASE 1 (Q Q2 2018): Affordable Housing Strategy Framework this report brings forward the rationale for the development of a framework for a City-wide affordable housing strategy; Benchmarking research and policy scan to determine best practices relating to increasing the supply and protection of existing affordable housing units; Housing Needs Assessment identifies the housing needs throughout the City, including determining the level of affordability for local residents, based on market trends and existing policy framework. A review of the Region of Peel s

47 7.3-7 affordable housing targets may be required as part of the housing needs assessment; Seniors Housing Study to identify list of available and underutilized sites well suited to seniors housing developments, having close proximity to local amenities and supportive services. Study is currently underway; Protection policies and regulations - for rental units and conversion of condominium units. PHASE 2 (Q Q1 2019): Second Units within Accessory Structures updating official plan policies to permit second units within accessory structures, such as granny flats and coach houses, where appropriate; Student Housing to examine the potential for student housing policies in relation to the proposed post-secondary institution in Brampton; Tools and Incentives identifying potential financial/ non-financial tools and incentives that support the development of affordable housing, such as inclusionary zoning, to support the strategy s implementation. A financial assessment of the cost implications of key tools and incentives may be required. PHASE 3 (Q2 Q4 2019): Community Engagement development of a fulsome engagement and communications plan to identify opportunities for meaningful engagement among residents and stakeholders to support the Strategy s development and implementation; Implementation Finalize Housing Strategy, and drafting of Official Plan policies, including holding of a statutory public meeting to present draft planning amendments. It is recommended that Council endorse the above Housing Brampton work program and project timelines. Staff will report to Council upon completion of the various phases of the housing strategy. It is also recommended that an affordable housing advisory committee, and an internal technical working group be established to facilitate the development of the City s housing strategy. The ad hoc advisory committee would be comprised of key

48 7.3-8 stakeholders, such as developers, not-for-profit agencies and housing providers, and Region of Peel staff and Brampton Councillors. Opportunities for Tools and Incentives Specific financial and regulatory tools worth considering as part of the Strategy include inclusionary zoning and requirements for housing assessments in accordance with provincial policy. Other considerations may include prioritizing affordable housing projects when assessing opportunities for City and Regionally-owned surplus lands, along with waiving or deferring fees such as development charges. Community Improvement Plans and Community Permit Planning System policies, density bonusing under Section 37 of the Planning Act, and Tax Increment Financing are other options worth investigating as part of Housing Brampton. It is worth noting that a Community Improvement Plan for the City s Central Area currently exists. The CIP came into force in 2008, and established a toolbox of programs designed to support specific planning objectives. A review of the CIP will be explored through this strategy to ensure affordable housing goals are incorporated into the Plan, and that a framework is established that supports the implementation of various tools that promote the development of affordable housing. Under the existing CIP, individual incentive programs are established when needed by way of approval of Implementation Guidelines and a corresponding budget. The City is currently undertaking a Planning Vision to guide the City s future growth, which includes refinement of policies for its Urban Centres. Such work will be aligned with efforts pertaining to the housing strategy to support the creation of affordable units within transit-supported, well-served areas of the City. Monitoring and Measuring Progress Measuring the success of the housing strategy will require ongoing efforts. City staff will report periodically to Council on the progress towards rental and ownership targets, affordability gaps, uptake of housing programs and market conditions. Partnerships and Advocacy Housing Brampton will help to draw attention to Brampton s housing needs with other levels of government. In addition, the City continues to advocate for upper-levels of government to provide financial contributions toward the development of local affordable housing units. The City will continue its advocacy efforts for funding opportunities that connect to housing priorities within Brampton and across the Region. Collaborative partnerships with all levels of government and agencies will also be fundamental to the success of the Strategy and achievement of its goals.

49 7.3-9 The City participated in consultation regarding updates to the Province s Long-Term Affordable Housing Plan, and is currently monitoring the implementation of the provincial Fair Housing Plan. Through active participation as a member of the Federation of Canadian Municipalities Big City Mayors Caucus (BCMC), the City has worked to push the debate on a national housing strategy that supports a scaling-up of efforts, as low and moderate income households increasingly struggle to afford housing costs. Corporate Implications: Financial Implications: At this time, staff will prepare the strategy and will also utilize data collected by Peel s housing consultant (SHS Consulting) undertaking the Region s current housing needs assessment. Should it be determined that consulting services are required to assist staff in developing key aspects of the Strategy, staff will submit a funding request as part of a future budget cycle. Other Implications: No other corporate implications have been identified at this time. Strategic Plan: The development of an affordable housing strategy supports the Strategic Plan priority of Smart Growth to manage growth to achieve societal and economic success, and the associated goal of building complete communities to accommodate residents. Conclusion: It is recommended that Council endorse the proposed framework for the Affordable Housing Strategy: Housing Brampton, and that City staff be directed to proceed with undertaking the development of the strategy, its associated components, and project phases identified herein. Original Approved by: David Waters, MCIP, RPP, PLE Director (Interim), Planning Policy Planning & Development Services Original Approved by: Rob Elliott, MCIP, RPP, MBA Commissioner, Planning & Development Planning & Development Services

50 Attachments: APPENDIX A: An Overview of Key Provincial Housing Policies and Programs APPENDIX B: Backgrounder on Ontario's Fair Housing Plan APPENDIX C: Peel's Housing and Homelessness Plan: Year 3 Update 2016 APPENDIX D: Housing Continuum APPENDIX E: Housing Brampton: Strategy Action Items Report authored by: Daniella Balasal, Policy Planner III

51 APPENDIX A: An Overview of Key Provincial Housing Policies and Programs Fair Housing Plan The Province s Fair Housing Plan, introduced on April 20, 2017, consists of a suite of deliverables which seek to: assist people with finding affordable homes; increase housing supply; protect buyers and renters; and, bring stability to the real estate market. A total of 16 action items have been identified by the Province to improve the state of livability for Ontarians. Refer to Appendix B of report, the Backgrounder on Ontario s Fair Housing Plan. The Promoting Affordable Housing Act (Bill 7) The Promoting Affordable Housing Act, (Bill 7), was passed on December 6, It is intended to increase the supply of affordable housing and modernize social housing. Through the bill, municipalities now have the option to implement inclusionary zoning and new second units will now be exempted from development charges. Long Term Affordable Housing Strategy Released in 2010, and later updated in 2016, the Province s Long Term Affordable Housing Strategy (LTAHS) is a comprehensive plan to address the Province s affordable housing challenges. The Strategy resulted in legislative changes that required municipalities, among other things, to permit second units as a means of increasing affordable housing stock. The Provincial Strategy requires Housing Service Managers to prepare 10-year strategic housing plans. The Region of Peel is the Housing Service Manager for the municipalities of Brampton, Mississauga and Caledon. Other Provincial Policies The 2017 Growth Plan for the Greater Golden Horseshoe places emphasis on higher densities and a range of household sizes to accommodate the diverse needs of families in Ontario. Both the Provincial Policy Statement and the Growth Plan define how housing affordability is to be calculated; housing is deemed to be affordable if it does not cost more than thirty percent of a household s pre-tax income for low and moderate income households for rental and ownership tenures.

52 APPENDIX B: BACKGROUNDER ON ONTARIO S FAIR HOUSING PLAN April 20, 2017 Ontario's Fair Housing Plan introduces a comprehensive package of measures to help more people find affordable homes, increase supply, protect buyers and renters and bring stability to the real estate market. The plan includes: Actions to Address Demand for Housing: 1. Introducing legislation that would, if passed, implement a new 15-per-cent Non- Resident Speculation Tax (NRST) on the price of homes in the Greater Golden Horseshoe (GGH) purchased by individuals who are not citizens or permanent residents of Canada or by foreign corporations. Ontario's economy benefits enormously from newcomers who decide to make the province home. The NRST would help to address unsustainable demand in this region and make housing more available and affordable, while ensuring Ontario continues to be a place that welcomes all new residents. The proposed tax would apply to transfers of land that contain at least one and not more than six single family residences. "Single family residences" include, for example, detached and semi-detached homes, townhomes and condominiums. The NRST would not apply to transfers of other types of land including multi-residential rental apartment buildings, agricultural land or commercial/industrial land. The NRST would be effective as of April 21, 2017, upon the enactment of the amending legislation. Refugees and nominees under the Ontario Immigrant Nominee Program would not be subject to the NRST. Subject to eligibility requirements, a rebate would be available for those who subsequently attain citizenship or permanent resident status as a well as foreign nationals working in Ontario and international students. Actions to Protect Renters 2. Expanding rent control to all private rental units in Ontario, including those built after This will ensure increases in rental costs can only rise at the rate posted in the annual provincial rent increase guideline. Over the past ten years, the annual rent increase guideline has averaged two per cent. The increase is capped at a maximum of 2.5 per cent. Under these changes, landlords would still be able to apply vacancy decontrol and seek above guideline increases where permitted. Legislation will be introduced that, if passed, will enact this change effective April The government will introduce legislation that would, if passed, strengthen the Residential Tenancies Act to further protect tenants and ensure predictability for landlords. This will include developing a standard lease with explanatory information available in multiple languages, tightening provisions for "landlord's own use" evictions, and ensuring that tenants are adequately compensated if asked to vacate under this rule; prohibiting above-guideline

53 increases where elevator work orders have not been completed; and making technical changes at the Landlord-Tenant Board to make the process fairer and easier for renters and landlords. These changes would apply to the entire province. Actions to Increase Housing Supply 4. Establishing a program to leverage the value of surplus provincial land assets across the province to develop a mix of market housing and new, permanent, sustainable and affordable housing supply. Potential sites under consideration for a pilot project include the West Don Lands, 27 Grosvenor/26 Grenville Streets in Toronto, and other sites in the province. This builds on an agreement reached previously with the City of Toronto to ensure a minimum of 20 per cent of residential units within the West Don Lands are available for affordable rental, with an additional 5 per cent of units for affordable ownership. 5. Introducing legislation that would, if passed, empower the City of Toronto, and potentially other interested municipalities, to introduce a vacant homes property tax to encourage property owners to sell unoccupied units or rent them out, to address concerns about residential units potentially being left vacant by speculators. 6. Ensuring that property tax for new multi-residential apartment buildings is charged at a similar rate as other residential properties. This will encourage developers to build more new purpose-built rental housing and will apply to the entire province. 7. Introducing a targeted $125-million, five-year program to further encourage the construction of new rental apartment buildings by rebating a portion of development charges. Working with municipalities, the government would target projects in those communities that are most in need of new purpose-built rental housing. 8. Providing municipalities with the flexibility to use property tax tools to help unlock development opportunities. For example, municipalities could be permitted to impose a higher tax on vacant land that has been approved for new housing. 9. Creating a new Housing Supply Team with dedicated provincial employees to identify barriers to specific housing development projects and work with developers and municipalities to find solutions. As well, a multi-ministry working group will be established to work with the development industry and municipalities to identify opportunities to streamline the development approvals process. Other Actions to Protect Homebuyers and Increase Information Sharing 10. The province will work to understand and tackle practices that may be contributing to tax avoidance and excessive speculation in the housing market such as "paper flipping," a practice that includes entering into a contractual agreement to buy a residential unit and assigning it to another person prior to closing. 11. Working with the real estate profession and consumers, the province is committing to review the rules real estate agents are required to follow to ensure that consumers are fairly represented in real estate transactions. This includes practices such as double ending. The

54 government will modernize its rules, strengthen professionalism and improve the home-buying experience with a goal to make Ontario a leader in real estate standards. 12. Establishing a housing advisory group which will meet quarterly to provide the government with ongoing advice about the state of the housing market and discuss the impact of the measures in the Fair Housing Plan and any additional steps that are needed. The group will have a diverse range of expertise, including economists, academics, developers, community groups and the real estate sector. 13. Educating consumers on their rights, particularly on the issue of one real estate professional representing more than one party in a real estate transaction. 14. Partnering with the Canada Revenue Agency to explore more comprehensive reporting requirements so that correct federal and provincial taxes, including income and sales taxes, are paid on purchases and sales of real estate in Ontario. 15. Making elevators in Ontario buildings more reliable by establishing timelines for elevator repair in consultation with the sector and the Technical Standards & Safety Authority (TSSA). 16. Working with municipalities to better reflect the needs of a growing Greater Golden Horseshoe through an updated Growth Plan. New provisions will include requiring that municipalities consider the appropriate range of unit sizes in higher density residential buildings to accommodate a diverse range of household sizes and incomes. This will help support the goals of creating complete communities that are vibrant, transit-supportive and economically competitive, while doing more to address climate change, protect the region's natural heritage and prevent the loss of irreplaceable farmland. As part of the implementation of the Growth Plan for the Greater Golden Horseshoe, 2006, enough land was set aside in municipal official plans to accommodate forecasted growth to at least Based on discussions with municipalities across the region, the government is confident that there is enough serviced land to meet the Provincial Policy Statement requirement for a three year supply of residential units. The Greenbelt provides important protection of natural heritage and farmland, and neither the area of the Greenbelt or the rules about what can occur inside of it will be weakened. The upcoming Growth Plan will promote intensification around existing and planned transit stations and will promote higher densities in the suburbs to support transit. Source:

55 Appendix C

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70 APPENDIX D: HOUSING CONTINUUM Homelessness Emergency and Transitional Housing Government Assisted Rental Housing Market Rental Housing Affordable Home Ownership Market Home Ownership City of Brampton to focus partnership and advocacy efforts. City of Brampton s primary areas of influence within housing continuum.

71 Increase Supply of Affordable Housing APPENDIX E Housing Brampton: Strategy Action Items 1. Reduce parking requirements and consider parking innovations that support affordable housing projects. 2. Permit garden suites and coach houses in zoning by-laws which would provide more opportunities for those at difference life stages and provide more opportunity for aging in place. 3. Examine ways to increase the number of second units by simplifying the registration process and regulations (underway). 4. Explore financial and regulatory barriers, and opportunities for expanding the supply and variety of ground-oriented and medium density ownership housing choices such as infill, housing, townhouses, etc. 5. Build an affordable housing reserve fund using Section 37 and other municipal tools to finance affordable housing, seniors housing and other purpose-built rental. 6. For rental protection, develop by-laws for demolition control and condominium conversion. 7. Work with Realty Services and Peel Region to determine if affordable and seniors housing objectives can be achieved when considering the acquisition, disposal or redevelopment of public properties or lands. 8. Prioritize locations for mid-rise and high rise within 800 metre proximity of Mobility Hubs and within 400 metres of frequent service transit corridors while utilizing tools such as inclusionary zoning, development permit system and pre-zoning. 9. Consider a fiscal strategy that considers impact of direct funding from the affordable housing reserve fund and relief from Section 37, development charges and tax exemptions. 10. Review all opportunities for financing support from upper-levels of government including taxation and assessment practices, such as the land transfer tax, to ensure they do not impede the delivery of rental housing. Policies and Initiatives to Encourage Housing Diversity 1. Implement inclusionary zoning once finalized by the Province. 2. Establish clear targets for affordable housing types, tenures, and incomes to inform negotiations as a supplement to an inclusionary Section 37 policy.

72 Encourage a diversity of housing forms in proximity to the frequent transit network as identified in the Brampton Transit Service Plan and the Transportation Master Plan, including mid-rise ground oriented options. 4. Promote family friendly-housing through policies for multi-family housing options with 3 or more bedrooms. 5. Examine the feasibility of expanding municipal revenue tools within the Municipal Act. 6. Consider the creation of a new housing facilitator/expeditor position to guide affordable housing proponents through the development approval process. Communication and Advocacy 1. Build strategic relationships with community, senior levels of government, private and nonprofit sectors to address emerging housing issues. This should include a Brampton Housing Summit, Affordable Housing Committee/Panel and through other forums and events. 2. Within new transit-oriented development guidelines, highlight the affordable housing and transit connection. 3. Promote affordable housing and regional programs to profit, non-profit and faith-based developers. 4. Promote education programs to landlords, realtors and builders. 5. Work with stakeholders and the Region to develop and advance policy directions for Aboriginal, seniors, persons with disabilities and other populations, as warranted. 6. Develop a new strategic liaison role or division integrating economic development, housing, transportation, recreation, and social planning where holistic decisions can be developed towards affordable housing/housing ownership. Measuring Progress 1. Establish annual housing unit production targets based on Regional requirements. 2. Peer review Regional affordable housing unit targets. 3. Report to Council on yearly progress towards rental and ownership targets, affordability gap, uptake of housing programs and market conditions. 4. Lobby Province and Regional government to provide direction and guidance on local housing data and consistent methodologies to measure housing affordability.

73 7.4-1 Report Planning & Development Committee The Corporation of the City of Brampton Date: Subject: City-Initiated Official Plan Amendment Tertiary Plans Policy Review Contact: Yuri Mantsvetov, Policy Planner, , Recommendations: 1. That the report from Yuri Mantsvetov, Policy Planner, Planning & Development Services, dated October 18, 2017, to the Planning & Development Services Committee Meeting of November 20, 2017, re: City-Initiated Official Plan Amendment, Tertiary Plans Policy Review, be received; and 2. That staff be directed to schedule a statutory public meeting to present an official plan amendment in accordance with the requirements of the Brampton Official Plan and report back with a final recommendation. Overview: A Tertiary Plan is a conceptual development plan that involves two or more properties within a specific area of the City. The City can request a tertiary plan as part of a development application to ensure that surrounding properties are closely considered, which allows for cohesive and wellconnected developments. However, the 2006 Brampton Official Plan lacks the appropriate policies to guide the preparation of tertiary plans by development proponents. The City is receiving more infill development applications within the Built Boundary of the Official Plan that are complex and the impact of development needs to be considered on adjacent properties. Staff are proposing a City-initiated Official Plan Amendment in order to add policies to the Official Plan around Tertiary Plans so that development proceeds in a coordinated and comprehensive manner.

74 7.4-2 Background: What is a Tertiary Plan? A Tertiary Plan is a conceptual development plan which involves two or more properties that are generally adjacent without any significant natural or man-made barriers. A Tertiary Plan is intended to identify a layout which demonstrates that all affected properties can develop in a coordinated manner. In essence, this would prevent the unintended creation of a disjointed community. Purpose of this Amendment The Official Plan indicates in Section (Implementation) that a variety of tools shall be used to help provide principles and guidance towards promoting a City that involves place, people and visions. These tools include site plan control, zoning and design standards, subdivision approvals, tertiary plans and more. The section on Tertiary Plans or Tertiary Planning is non-descriptive and provides limited direction for processing. As such, the purpose of this City-initiated amendment is to formally define tertiary planning in the Official Plan and to establish guidelines and requirements for consistent processing so that applicants are clear about what needs to be submitted to the City. Official Plan Policies Section 5.5, Community Block Plans and Tertiary Plans, is the only pertinent section of the Official Plan that provides any direction on this subject. The majority of this section is in reference to Block Plans, whereas only Subsection and refers to Tertiary Plans in a very general way. Subsection loosely defines Tertiary Plans, and states that they shall generally indicate development concepts with respect to a group of properties such as the spatial relationship of structures, vertical definition, street orientation, architectural themes, landscaping and street access. Subsection indicates that The City may require, in conjunction with the formulation of a Secondary Plan, a Community Block Plan or the processing of any development application, a tertiary plan for any specific or defined group of development sites to guide subsequent zoning or site plan approvals. Accordingly, the basics for tertiary planning exists in the City s Official Plan, but lacks the appropriate detail and guidance which would allow for consistent and efficient implementation by development proponents.

75 7.4-3 Benchmarking Staff reviewed Official Plans from Mississauga, Richmond Hill, Markham, Hamilton, Vaughan, Halton Hills, Newmarket, Burlington and Kitchener to understand how other municipalities are addressing Tertiary Plans in their respective Official Plans. Of these municipalities, only Richmond Hill, Markham and Burlington had references to Tertiary Plans or their equivalents. Richmond Hill Clearly defined Approval Process is identified Minimum requirements are stated Potential supplementary studies are outlined Markham (Known as Precinct Plans) Clearly defined Minimum requirements are stated Burlington Approval Process is identified Minimum requirements are stated Current Situation: Many developments occur through the assembling of land, resulting in large subdivisions and commercial centres. Over the years, many remnant parcels, commonly referred to as holdouts did not develop. These existing lots of record are located in various parts of the City and are often adjacent to other holdout properties. It is not desirable to have these individual lots develop without having considered how the area should develop, as it could result in a disjointed and disconnected community, while simultaneously prohibiting larger developments. Ideally, these individual lots would be assembled under single ownership, but this is outside of the City s control. If lots are to develop independently, then it is important to have the applicants have due regard for adjacent lands. This would be achieved through the submission of a Tertiary Plan. As the City of Brampton continues to grow with an increasing emphasis on infill and intensification, there will be a greater need for applicants to prepare tertiary plans to ensure the potential redevelopment of adjacent properties are not precluded.

76 7.4-4 Draft Official Plan Amendment Staff are proposing a City-initiated Official Plan Amendment which would create a dedicated Tertiary Plan section in the Official Plan. This section would focus on the following matters: 1. Clearly define Tertiary Plan, so there is no ambiguity with respect to when they are required and what they shall depict; 2. Outline submission requirements, including supplementary studies that may be requested by the City and other agencies; 3. Identify the approval process and associated milestones; and, 4. Develop an implementation strategy which will establish how tertiary plans will be implemented, and how they are intended to affect future development. This will include matters relating to cost-sharing. Next Steps: Statutory Public Meeting Staff are proposing to present a draft Official Plan Amendment to a statutory public meeting in the first quarter of Corporate Implications: Financial Implications: There are no financial implications associated with this report. Other Implications: There are no other implications with this report. Strategic Plan: Tertiary Plans ensure that both developing and mature communities are developed comprehensively through balanced and responsible planning. Accordingly, this report achieves the Strategic Plan priorities by ensuring Smart Growth.

77 7.4-5 Conclusion: As the City of Brampton continues to grow with the trend shifting towards infill and intensification within the Built Boundary, it is important to amend the Official Plan to add comprehensive policies to guide the development of tertiary plans. Approved by: David Waters, MCIP, RPP, PLE Director (Interim), Planning Policy Planning & Development Services Rob Elliott, MCIP, RPP, MBA Commissioner, Planning & Development Planning & Development Services Report authored by: Yuri Mantsvetov

78 8.1-1 Monday, October 23, 2017 Boardroom WT-2C and WT-2D 2 nd Floor West Tower Minutes Age-Friendly Brampton Advisory Committee Committee of the Council of The Corporation of the City of Brampton Members Present: Council: Seniors: Youth: Agencies: Members Absent: Staff Present: Regional Councillor Martin Medeiros Ward 3 and 4 (arrived at 7:05 p.m., left at 8:25 p.m. personal) City Councillor Jeff Bowman Ward 3 and 4 City Councillor Gurpreet Dhillon Ward 9 and 10 (left at 7:30 p.m. personal) Shabnam (Shey) Chhibber Ron Feniak Frank Lodhar Mansimran Anand Riyadh Baksh Fatima Barron Wasif Butt, Brampton Multicultural Youth Council Jayne Culbert, Manager, Peel Elder Abuse Prevention Network Sandra Fitzpatrick, Manager, Region of Peel Public Health Peter Howarth (CARP) Sean Skeddy, United Way of Peel Linda Nasato, Brampton Seniors Council Bob Peasant, Member, Inclusion and Equity Committee Sue Ritchie, Manager, Region of Peel Housing City Councillor Doug Whillans Wards 2 and 6 (personal) Joyce Temple-Smith (regrets) Alisha Deen (regrets) Alexa Roggeveen, Sheridan College, Social Service Worker, Gerontology (regrets) Yadwinder Singh, Sheridan College, Student Union (regrets) Derek Boyce, Director, Recreation, Community Services Nelson Cadete, Project Manager, Active Transportation Pam Cooper, Interim Manager, Land Use Policy Daniella Balasal, Policy Planner Shauna Danton, Legislative Coordinator

79 Minutes Age-Friendly Brampton Advisory Committee The meeting was called to order at 7:02 p.m. and adjourned at 8:55 p.m. 1. Approval of Agenda AFC That the Agenda for the Age-Friendly Brampton Advisory Committee Meeting of October 23, 2017, be approved as printed and circulated. Carried 2. Declarations of Interest Under the Municipal Conflict of Interest Act - nil 3. Previous Minutes 3.1. Minutes - Age-Friendly Brampton Advisory Committee - September 25, 2017 The minutes were considered by Planning and Development Committee on October 16, 2017, and the recommendations were approved by Council on October 25, The minutes were provided for information only. Committee noted that Councillor Whillans was present at the September 25, 2017, meeting and Councillor Dhillon was absent. Corrections were made to reflect the correct spelling of the last names of two Members. 4. Delegations/Presentations 4.1. Delegation from Lorraine Hogan, Regional Advisor - Central Region, Ministry of Tourism, Culture and Sport, re: Ministry of Seniors Affairs - Seniors Community Grant Program. Lorraine Hogan, Regional Advisor - Central Region, Ministry of Tourism, Culture and Sport, presented an overview on the Ministry of Seniors Affairs Seniors Community Grant Program. Ms. Hogan provided details on the eight essential dimensions of an age-friendly community and the application process for a seniors community grant. In response to questions from Committee, Ms. Hogan noted the following: The Ministry of Seniors Affairs produced a guide that provides information on resources available for seniors in Ontario, including tax credits, health, caregiving, housing, driving and staying safe The Ministry of Senior Affairs has tracked best practices provincially and nationally The World Health Organization (WHO) created a database of age-friendly practices which assists in creating an age-friendly community Page 2 of 5

80 8.1-3 Minutes Age-Friendly Brampton Advisory Committee The following motion was considered: AFC That the delegation from Lorraine Hogan, Regional Advisor - Central Region, Ministry of Tourism, Culture and Sport, to the Age-Friendly Brampton Advisory Committee Meeting of October 23, 2017, re: Ministry of Seniors Affairs - Seniors Community Grant Program be received. Carried 4.2. Delegation from Tracy Coffin, Program Development Lead, Service and Business, Senior Services Development, Region of Peel, re: Overview of Peel Region Seniors' Programs and Services. Tracy Coffin, Program Development Lead, Service and Business, Senior Services Development, Region of Peel, presented an overview of the many programs and services offered by Peel Region. Committee consideration of the matter included suggestions to increase awareness and communication of the programs and services. The following motion was considered: AFC That the delegation from Tracy Coffin, Program Development Lead, Service and Business, Senior Services Development, Region of Peel, to the Age-Friendly Brampton Advisory Committee Meeting of October 23, 2017, re: Overview of Peel Region Seniors' Programs and Services be received. Carried 4.3. Presentation by Daniella Balasal, Policy Planner, Planning and Development Services, re: Applying for a Seniors Community Grant. Daniella Balasal, Policy Planner, Planning and Development Services, presented an overview on the Ontario Seniors Community Grant Program including grant streams and priority areas, eligible and ineligible projects, stipulations for recipients and evaluation of proposals. Ms. Balasal provided details on the next steps and the application process. Committee consideration of the matter included consensus to direct staff to proceed with the grant application to receive funding for a consultant for the development of an Age-Friendly Plan for the City of Brampton Page 3 of 5

81 8.1-4 Minutes Age-Friendly Brampton Advisory Committee The following motion was considered: AFC That the presentation by Daniella Balasal, Policy Planner, Planning and Development Services, to the Age-Friendly Brampton Advisory Committee Meeting of October 23, 2017, re: Applying for a Seniors Community Grant be received; and, 2. That staff be directed to submit a Seniors Community Grant application requesting funding for a consultant for the development of an Age-Friendly Plan for the City of Brampton. Carried 4.4. Presentation by Ron Feniak, Committee Member, re: Size and Growth of Brampton's Seniors Population Compared to Other Large Cities in Canada and the GTA. Committee consideration of the matter included consensus to defer the item to the next meeting to allow for more time for a fulsome discussion. The following motion was considered: AFC That the presentation by Ron Feniak, Committee Member, to the Age- Friendly Brampton Advisory Committee Meeting of October 23, 2017, re: Size and Growth of Brampton's Seniors Population Compared to Other Large Cities in Canada and the GTA be deferred to the November 20, 2017, Age-Friendly Brampton Advisory Committee Meeting. Carried 5. Reports / Updates - nil 6. Other/New Business/Information Items - nil 7. Correspondence - nil 8. Question Period - nil 9. Public Question Period - nil Page 4 of 5

82 8.1-5 Minutes Age-Friendly Brampton Advisory Committee 10. Adjournment AFC That the Age-Friendly Brampton Advisory Committee do now adjourn to meet again on November 20, 2017, at 7:00 p.m. Carried Jane Culbert, Co-Chair Mansimran Anand, Co-Chair Page 5 of 5

83 5.2-1 CREATING CONNECTIONS IN THE CITY OF BRAMPTON ANTOINE BELAIEFF Director, Regional Planning, Metrolinx CITY OF BRAMPTON, PLANNING AND DEVELOPMENT COMMITTEE MONDAY, NOVEMBER 20, 2017

84 5.2-2

85 5.2-3 DRAFT 2041 REGIONAL TRANSPORTATION PLAN 3

86 5.2-4 THE PROCESS Implementation Work Plan 2018 /

87 5.2-5 INFORMING THE PLAN ENGAGEMENT Municipal Partners: Partner municipalities have been engaged through Metrolinx-led forums, committees, senior level meetings and mid-level staff workshops. Forums and Committees: o o Municipal Planning Leaders Forum: This senior leader level forum, composed of Chief Planners/Commissioners from across the Region has provided strategic advice to Metrolinx throughout the review and update to the RTP. Municipal Technical Advisory Committee: Composed of mid to senior level staff who provide support to Metrolinx in detailed analysis of inputs and draft products of the Regional Transportation Plan review. Public Engagement: Public Roundtables on the Draft 2041 Regional Transportation Plan Peel Roundtable was hosted on October 5th Online digital engagement via Residents Reference Panel 36 member resident panel, representing all regions in the GTHA Seven members from Peel and one from Brampton Provided recommendations for the next Regional Transportation Plan 5

88 5.2-6 VISION THE GTHA URBAN REGION WILL HAVE A TRANSPORTATION SYSTEM THAT SUPPORTS COMPLETE COMMUNITIES BY FIRMLY ALIGNING THE TRANSPORTATION NETWORK WITH LAND USE. THE SYSTEM WILL PROVIDE TRAVELLERS WITH CONVENIENT AND RELIABLE CONNECTIONS AND SUPPORT A HIGH QUALITY OF LIFE, A PROSPEROUS AND COMPETITIVE ECONOMY AND A PROTECTED ENVIRONMENT. GOALS STRONG CONNECTIONS COMPLETE TRAVEL EXPERIENCES SUSTAINABLE COMMUNITIES

89 5.2-7 STRATEGIES Strategy 1: Complete Delivery of Current Regional Transit Projects Strategy 2: Connect more of the Region with Frequent Rapid Transit Strategy 3: Optimize the Transportation System Strategy 4: Integrate Land Use and Transportation Strategy 5: Prepare for an Uncertain Future 31 Priority Actions to Support the Five Strategies* *full list of priority actions can be found in the appendix 7

90 5.2-8 RAPID TRANSIT PROJECTS IN PEEL Completed: Mississauga Transitway (Winston Churchill Blvd Orbitor Dr.) UP Express (Union Station Toronto Pearson International Airport) In Delivery: Mississauga Transitway (Orbitor Dr. Renforth Dr.) Hurontario LRT (Port Credit GO Steeles Ave.) Lakeshore West 15-min GO Service (Union Station Aldershot GO) Kitchener 15-min GO Service (Union Station Mount Pleasant GO) Lakeshore West All-Day GO Service (Aldershot GO Hamilton GO) Kitchener All-Day GO Service (Mount Pleasant GO Kitchener GO) In Development: Dundas West BRT/Priority Bus (Kipling Station Brant St) Eglinton West LRT (Weston Rd. Toronto Pearson International Airport) Waterfront West LRT (Union Station Port Credit GO) Brampton Queen St. BRT (Main St. Highway 50) 8

91 5.2-9 PROPOSED RAPID TRANSIT PROJECTS IN PEEL Proposed: Downtown Mississauga Transitway & Terminal (Mavis Rd. Hurontario St.) Finch West LRT West Extension (Humber College Toronto Pearson International Airport) Derry Priority Bus (Airport Rd. Tremaine Rd) Harvester/Speers/Cornwall Priority Bus (Waterdown Rd. Port Credit GO) Britannia-Matheson Priority Bus (Highway 407 Renforth Dr.) Dixie Priority Bus (Lakeshore Rd. Bovaird Dr.) Airport Road Priority Bus (Castlemore Ave. Toronto Pearson International Airport) Erin Mills Priority Bus (Clarkson GO Steeles Ave.) Steeles West Priority Bus (Mississauga Rd. Pioneer Village Station via. Humber College) Milton 15-min GO Service (Union Station Milton GO) Hurontario LRT North Extension (Steeles Ave. Brampton GO) Bovaird/Castlemore Priority Bus (Mount Pleasant GO Highway 427) Hurontario North/Mayfield Priority Bus (Brampton GO Dixie Rd.) 9

92 THE FREQUENT RAPID TRANSIT NETWORK 10

93 PROPOSED 2041 FREQUENT RAPID TRANSIT NETWORK

94 GOODS MOVEMENT Metrolinx and the Region of Peel have a long and successful history of collaboration on goods movement in the GTHA The Draft Plan builds on the Big Move Strategy to Improve Goods Movement Within the GTHA and with Adjacent Regions The efficient movement of goods and services is essential to the region s economic prosperity and quality of life The Draft Plan recommends collaboration between the public and private sectors to develop a Regional Strategic Goods Movement Network and other actions to enhance the movement of goods

95 REGIONAL GOODS MOVEMENT NETWORK 1. Core regional routes include 400-series highways, municipal expressways and King s highways 2. Connectors to primary clusters provide direct routes to primary freight clusters, intermodal terminals, airports and ports 3. Connectors to secondary clusters provide direct routes to secondary freight clusters 4. Regional connectors provide inter-regional options 5. Multiple routes at appropriate spacing to ensure network resiliency and reliability 6. Route selection attempts to minimize road conflict with other road uses including rapid transit 13

96 PROPOSED 2041 REGIONAL CYCLING NETWORK Strategic Actions: 4.5 Plan and design communities including development and redevelopment sites and public rights-of-way that support and promote a shift in travel behaviours to the maximum extent that is feasible, consistent with Ontario s passenger transportation hierarchy 4.6 Complete the regional commuter cycling network: 14

97 A PROFOUND AND POSITIVE IMPACT 15

98 JOBS ACCESSIBLE IN 60- MINUTES BY PUBLIC TRANSIT:

99 JOBS ACCESSIBLE IN 60- MINUTES BY PUBLIC TRANSIT:

100 MAKING IT HAPPEN REGIONAL DECISION-MAKING Formalize mechanisms for regional collaboration and integrated planning Align regional planning areas Monitor plan implementation and performance outcomes FUNDING THE PLAN Address capital and operations Use business case analysis and full lifecycle costing Align transportation funding to RTP *full list of priority actions can be found in the appendix 18

101 NEXT STEPS ACCESS THE DRAFT PLAN CONSULTATION AND ENGAGEMENT Fall 2017 DRAFT PLAN UPDATE: Board of Directors Meeting December

102 5.2-20

103 APPENDIX 21

104 APPENDIX Priority Actions of the Draft 2041 Regional Transportation Plan 22

105 STRATEGY 1: COMPLETE DELIVERY OF CURRENT REGIONAL TRANSIT PROJECTS PRIORITY ACTIONS 1.1 Complete the building of projects In Delivery, as shown in Map 3, including the GO Regional Express Rail program, the Hurontario, Eglinton, Hamilton and Finch LRTs, and the York VIVA BRTs, ensuring delivery by Advance the transit projects that are In Development, as shown in Map Strengthen Union Station s capacity as the centre of GO Regional Express Rail to accommodate the growth of GO RER beyond 2025: In consultation with the City of Toronto, the provincial and federal governments develop a plan to address rail service capacity at Union Station to accommodate the growth of GO RER beyond 2025; and Ensure that all decisions regarding improvements to Union Station and adjacent areas are consistent with and protect for the long term 1.4 Coordinate with the Province, the federal government and VIA Rail Canada on High Speed Rail and High Frequency Rail initiatives, the optimization of shared resources such as Union Station and rail corridors, and the integration of services for a seamless traveller experience. 23

106 STRATEGY 2: CONNECT MORE OF THE REGION WITH FREQUENT RAPID TRANSIT PRIORITY ACTIONS: 2.1 Implement a comprehensive and integrated Frequent Rapid Transit Network by 2041 that includes: Existing subway, transitway and BRT services; 15-minute GO Regional Express Rail on the Lakeshore East and West, Kitchener, Stouffville and Barrie Corridors, In Delivery for 2025 (see Map 3); BRT and LRT projects that are In Delivery, as shown on Map 3; Projects that are In Development (Map 4) ; Additional transit infrastructure improvements to resolve key gaps (proposed new LRT and BRT projects, see Maps 5 and 6); Additional 15-minute GO Regional Express Rail services beyond 2025 (see Map 5 and 6); A Priority Bus system that connects existing and planned rapid transit, LRT and BRT (see Maps 5 and 6); and Frequent Regional Express Bus services (see maps 5, 6 and 7) 2.2 Develop complementary bus services: Strengthen and support the ability of local transit to provide reliable service in urban areas where demand for transit is high, and to connect to the Frequent Rapid Transit Network; Develop and implement a regional 24-Hour Transit Network composed of strategic routes to address growing off-peak markets and destinations; and Deliver a regional Express Bus Network to serve long distance transit markets not served by GO Regional Express Rail (see Map 7) 2.3 Improve access to airports, prioritizing transit for passengers and workers: Coordinate with the Greater Toronto Airports Authority, Ports Toronto, the John C. Munro Hamilton International Airport and the federal government on ground transportation plans to the region s airports and surrounding areas; and Support the planning and implementation of Pearson Airport s Regional Transportation Centre to facilitate enhanced transit access to the airport, and enable Pearson and the Airport Employment Area to continue to support economic growth throughout the GTHA. 24

107 STRATEGY 3: OPTIMIZE THE TRANSPORTATION SYSTEM PRIORITY ACTIONS: 3.1 Advance the integration of services and fares: Remove barriers to creating an integrated fare system to support seamless and consistent travel for passengers across municipal boundaries; To ensure progress toward seamless travel and increase ridership, take a regional view of price setting and concessions for transit and the development of innovative fare products; and Form a formal working group of all GTHA transit operators to share customer experience objectives that would become part of new regional transit investments and the regional transit network in general. 3.2 Expand first- and last-mile choices for all transit stations: Fully implement the GO Rail Station Access Plan (2016); Invest in first-mile last-mile (FMLM) solutions to maximize all-season access to and from all rapid transit stations, including, but not limited to priority transit access, pedestrian access to workplaces and destinations nearby, improved on-demand services including carpooling, taxis, and micro-transit services, on and off-site bicycle facilities, car-share and bike-share programs; Address barriers to Metrolinx funding FMLM solutions outside of stations; and Recover the cost of parking at GO stations to help shift trips to modes that do not require parking, and allow more people to access new train services. 25

108 STRATEGY 3: OPTIMIZE THE TRANSPORTATION SYSTEM PRIORITY ACTIONS: 3.3 Set consistent high-quality standards for the traveller experience: Focus on reliable service as a first priority for attracting customers to transit, emphasizing transit priority measures; Provide travellers with: real-time information; well-designed places including shade, shelters, paving, seating, clear sightlines and lighting; consistent wayfinding across mediums; all-season maintenance of sidewalks, bike lanes and paths; on-demand service connectivity; and concession fares. Ensure that design excellence in architecture, urban design and landscape architecture enhances the transportation experience; Establish a GTHA Regional Customer Service Advisory Committee to advise the Metrolinx Board of Directors on issues impacting the traveller experience; and Establish a Let Metrolinx Know panel, modelled after the Let GO Know Panel, comprised of a random selection of GTHA travellers who would regularly be available to participate in surveys and focus groups to advise on customer service issues. 3.4 Develop and implement a Mobility as a Service (MaaS) strategy: Continually evolve the PRESTO fare payment system to support interregional travel with a range of fare products and self service options. Migration to an account-based system will allow customers to access PRESTO via traditional PRESTO cards, credit cards, limited use electronic tickets and mobile wallets; and Fully integrate regional multi-modal trip planning and fare payment into a MaaS platform, incorporating and encouraging mobility options including, but not limited to, transit, bike-sharing, carpooling and ride-sharing. 26

109 STRATEGY 3: OPTIMIZE THE TRANSPORTATION SYSTEM PRIORITY ACTIONS: 3.5 Place universal access at the centre of all transportation planning and designing activities: Foster an accessible network of conventional and paratransit providers, where riders can transfer between options, easily and conveniently, even across boundaries; Develop an integrated regional booking platform for specialized transit trips across the region; Ensure that on-demand services meet the needs of a diverse range of travellers; Provide leadership and ensure consistency in accessibility design for transportation services and facilities across the region; Work with regional partners to assess and address challenges to transit access, and to address unintended consequences of transit investment, such as increases in housing costs along transit corridors; and Develop a regional framework for addressing the affordability of transportation for low income groups. 3.6 Eliminate transportation fatalities and serious injuries as part of a regional Vision Zero program: Incorporate the Vision Zero framework into regional transportation planning by developing a regional approach to transportation design standards, speed limits, and public education with the aim of zero serious transportation-related injuries and fatalities. 27

110 STRATEGY 3: OPTIMIZE THE TRANSPORTATION SYSTEM PRIORITY ACTIONS: 3.7 Make Transportation Demand Management (TDM) a priority: Advance workplace TDM programming and encourage private sector leadership, participation and investment with mandated participation by large employers, institutions and other venues that generate a significant number of trips; Develop new approaches to TDM delivery from the fields of service design and behavioural economics; Reinvigorate carpooling with a compelling and user-friendly regional online platform integrated to trip planning and payment tools; remove regulatory obstacles to user incentives to drive participation; Deliver TDM programming to support all new rapid transit services, station areas, and areas impacted by major construction and events; Develop incentives for off-peak travel to reduce peak demand and, in the case of transit, to grow off-peak ridership; Continue to explore how pricing of mobility (including parking, road pricing and HOT lanes and off-peak fares) could be used to shift travel behaviour; and Remove obstacles to vanpooling. 3.8 Expand the HOV network: Complete a seamless HOV network on all regional highways in the GTHA, encouraging higher occupancy travel and supporting faster, more reliable bus service (see Map 7); Incentivize ridesharing using the HOV network for trips that are difficult to make by transit or active transportation; and Continue the implementation of HOT lanes on HOV lanes where there is excess capacity. 3.9 Further integrate road and transit planning and operations: Building on early progress, invest in the regional coordination and deployment of ITS/ smart corridors to support effective congestion management and transit priority operations; and Within each municipality and where municipal and provincial roads interface, create formal task forces or groups to coordinate the planning and operations of transit, roads and on-street parking. 28

111 STRATEGY 3: OPTIMIZE THE TRANSPORTATION SYSTEM PRIORITY ACTIONS: 3.10 Further define and support a Regional Goods Movement System: Advance collaboration between the public and private sector to support implementation of the Regional Strategic Goods Movement Network to link goods generating activity centres, intermodal terminals and regional gateways; Study goods movement priority features for new and existing freight corridors, including but not limited to intelligent lane utilization and truck-only lanes; Support development of innovative freight hubs, including planning for and protecting complementary land uses near freight hubs. Consider the use of transit stations as a pick-up location for small parcels and support other innovative urban freight hubs to reduce door-to-door delivery. Explore and implement flexible freight delivery times, including offpeak delivery, where applicable; Establish a GTHA urban freight data collection program including monitoring of freight flows in the GTHA; and Expand awareness and education efforts regarding goods movement planning, design and operational issues, with particular reference to the impact of e-commerce (and potential innovations in delivery, such as the use of bicycle couriers for urban deliveries) on the volume and nature of freight delivery in the region 3.11 Promote integrated planning for rail corridors: GGH transportation agencies/operators, municipalities, the federal government and the private sector work with MTO in its investigation of the potential for shared use (passenger and goods movement) of critical rail corridors in the GTHA; and Where corridor capacity studies indicate separation of uses is required, develop and promote plans for freight rationalization. 29

112 STRATEGY 4: INTEGRATE LAND USE AND TRANSPORTATION PRIORITY ACTIONS: 4.1 The Province should review the legislative and regulatory linkages between the provincial and municipal planning framework to fully achieve the objectives of the Growth Plan and the Regional Transportation Plan: Identify all legislative, regulatory, fiscal, and other, opportunities to require integrated land use and transportation decision making by all stakeholders in the GGH; Enact the regulations in the Metrolinx Act (2006) to create a Transportation Planning Policy Statement to provide the RTP with the legislative status it needs in order to achieve regional goals for land use and transportation integration; Enact the regulations in the Metrolinx Act (2006) to formalize the role and status of municipal Transportation Master Plans to align with provincial land use and transportation objectives, including the Draft 2041 RTP; and Develop a protocol for Metrolinx to review and provide input to secondary plans, publicly-funded development plans and large-scale planning applications to ensure alignment with the regional transit investments and the Draft 2041 RTP. 4.2 Make provincial investments for transit projects contingent on corresponding transit supportive planning by municipalities beingin place. 4.3 Focus development on Mobility Hubs and Major Transit Station Areas along Priority Transit Corridors: Work collaboratively with the Province and municipalities to create enforceable station area plans that catalyze desired land uses at stations and prevent uses that are incompatible or fail to fulfill the potential of the lands; Systematically co-locate publicly-funded institutions and facilities near transit with walking and cycling supportive infrastructure; Integrate joint development early in rapid transit project planning and into procurement schedules, utilizing new partnerships between the public and private sector; Enable Metrolinx to play a leading role in development and redevelopment around stations to fulfil the objectives of the Growth Plan and the Draft 2041 RTP; Enable Metrolinx to acquire land around stations for the purpose of transit-oriented development; Review current financial and economic incentives and disincentives to desired development and develop new tools to incent transit supportive land use; Update the Mobility Hub Guidelines to address emerging challenges and opportunities related to the integration of land use and transportation, and incorporate new tools and guidance for planning mobility hubs; and Update the network of mobility hubs in conjunction with the Mobility Hub Guidelines to reflect the Frequent Rapid Transit Network, Growth Plan, municipal plans and 2041 population, employment and transit ridership forecasts. 30

113 STRATEGY 4: INTEGRATE LAND USE AND TRANSPORTATION PRIORITY ACTIONS: 4.4 Evaluate financial and policy-based incentives and disincentives to support transit-oriented development. Work collaboratively to build on and develop regional and site-specific measures and tools to encourage development that helps meet growth management and transportation objectives. 4.5 Plan and design communities including development and redevelopment sites and public rights-of-way that support and promote a shift in travel behaviours to the maximum extent that is feasible, consistent with Ontario s passenger transportation hierarchy: Develop region-wide standards for highways, roads and streets to consistently reflect the passenger transportation hierarchy; Develop shared investment criteria in cycling facilities centred on cycling potential and connectivity, consistent with regional and local plans; Adopt a Complete Streets approach to infrastructure project delivery when new rail, station and transit projects are undertaken, to deliver pedestrian and cycling access as part of the infrastructure investment; and Expand and promote bike share in locations where there is an opportunity to meet existing demand and grow cycling use. 4.6 Complete the regional commuter cycling network: Plan, design, and construct a Regional Cycling Network (see Map 9) to create new connections in areas with high cycling potential to rapid transit stations, between Urban Growth Centres and across boundaries 4.7 Embed Transportation Demand Management into land use planning and development : Require long-term sustainable TDM plans through the development process to ensure that development is designed from the outset to reflect the passenger transportation hierarchy, with realistic implementation plans; and Leverage the development process to generate dedicated funding for TDM programming. 31

114 STRATEGY 5: PREPARE FOR AN UNCERTAIN FUTURE PRIORITY ACTIONS: 5.1 Develop a regional framework for on-demand and shared mobility that complements the provincial framework: Work collaboratively to review provincial and local regulations and policies impacting new mobility services to enable innovation while meeting the needs of people in the GTHA; Proactively test and evaluate new services and technologies (including micro-transit, on-demand, and shared mobility) in emerging markets where conventional transit and active transportation are not meeting demand; and Coordinate and establish partnerships that complement existing and committed transit services. 5.2 Develop a region-wide plan for autonomous mobility: The Province to develop a suite of regulations, policies and actions to prepare for, test and ensure the safe operation of autonomous vehicle (AV) technologies; and Update transportation and building standards to anticipate for AVs (e.g. parking design). 5.3 Coordinate across the region to address climate resiliency of the transportation system: Plan and build a transportation system that can continue to operate in extreme weather events brought by climate change; Design infrastructure and strengthen existing infrastructure to resist extreme weather; Ensure that the management of existing infrastructure assets, and the design and construction of future assets, are climate resilient; and Adopt policies and procedures coordinated among all transportation stakeholders (e.g. roads, transit, emergency management) to respond to extreme weather events 32

115 STRATEGY 5: PREPARE FOR AN UNCERTAIN FUTURE PRIORITY ACTIONS: 5.4 Proactively prepare for a future with low-carbon mobility options: Address transportation climate mitigation by aligning regional and local efforts with international, federal, provincial effortsto meet the Paris Climate Change Accord and meet Ontario s goal of reducing GHG emissions to 80% below 1990 levels by 2050; Continue supporting compact and mixed-use development, complete streets and other measures that help reduce travel distances; Deploy infrastructure to support electric vehicle use throughout the public and private transportation systems of the region; Invest in the transition to low-carbon public and private vehicle fleets, including transit vehicles; and Further collaborate among governments to enhance fuel efficiency and increase availability of low-carbon fuels. 5.5 Develop a regional transportation big data strategy: Create a regional transportation big data portal, providing consistent and transparent data collection, management and reporting; Establish regional transportation data sourcing, formatting, privacy, security, ownership and reporting standards; Identify and acquire new transportation data for planning and operations (e.g. crowdsourced traffic data); and Advance coordination and standardization of transportation forecasting, modelling and business case methodologies to support decision-making and evaluation. 5.6 Partner for innovation: Drive innovation in mobility, focusing on new services, tools and business models Develop outcome-based approaches beyond traditional procurement and formal partnerships: identify and leverage companies with innovative products and services that can benefit travellers or improve operations; remove barriers to partnerships, e.g. overly rigid procurement rules; pilot, test and minimize the risk associated with new ideas, products and approaches; and explore innovative funding and financing options including loans and loan guarantees. 33

116 MAKING IT HAPPEN: REGIONAL DECISION-MAKING PRIORITY ACTIONS 6.1 Review regional transportation decision-making processes to best ensure that elected municipal leaders contribute effectively to decision-making related to, the interface between region-wide transportation and land use, and fare and service integration. 6.2 Establish a formalized mechanism that convenes provincial and municipal land use and transportation planning officials with a goal to identify opportunities and make recommendations to improve the integration of land use and transportation. 6.3 Establish a formalized mechanism that convenes the appropriate provincial and municipal officials to identify region-wide policies, standards and tools to attain excellence in the provision of the traveller experience, including fare and service integration. 6.4 Align the Metrolinx planning area, the GO Transit Service Area and the Growth Plan Area to the Greater Golden Horseshoe. 6.5 In consultation with partners, stakeholders and the general public report on progress on implementing the RTP and review the RTP every five years; technical updates can be done in the intervening years if necessary. 34

117 MAKING IT HAPPEN: FUNDING THE PLAN PRIORITY ACTIONS 6.6 Ensure that funding for the development and long-term maintenance and operation of an integrated transportation system is in place over the duration of the RTP, based on sound principles of governance and public finance, balancing regional coordination and local autonomy: Update the Metrolinx Investment Strategy to identify sustainable and sufficient funding for transportation capital and operations over the life of the Draft 2041 RTP; Align transportation funding in the region with the RTP to ensure consistency with regional objectives; and Earmark specific funding for collaborative initiatives that enhance seamlessness. 6.7 Establish agreed upon standards of evidence, methods of forecasting, and publication of methods for project evaluation to guide discussions among provincial and municipal stakeholders. 6.8 Use rigorous business case analysis to support decisions on the implementation of the RTP projects, including consideration of long term operating, maintenance and financing costs. 6.9 Review Metrolinx s ability to fund initiatives that support implementation of the RTP, such as offproperty station access improvements and regional first-mile last-mile initiatives. 35

118 APPENDIX Maps from the Draft 2041 Regional Transportation Plan 36

119 MAP 2: 2008 REGIONAL RAIL AND RAPID TRANSIT NETWORK 37

120 MAP 3: EXISTING AND IN-DELIVERY REGIONAL RAIL AND RAPID TRANSIT 38

121 MAP 4: RAPID TRANSIT PROJECTS IN DEVELOPMENT 39

122 MAP 5: PROPOSED 2041 FREQUENT RAPID TRANSIT NETWORK 40

123 MAP 6: DETAILED PROPOSED 2041 FREQUENT RAPID TRANSIT NETWORK 41

124 MAP 7: PROPOSED 2041 HOV AND REGIONAL EXPRESS BUS NETWORK 42

125 MAP 8: PROPOSED REGIONAL GOODS MOVEMENT NETWORK (FOR ROADS AND HIGHWAYS) 43

126 MAP 9: PROPOSED 2041 REGIONAL CYCLING NETWORK 44

127 6.1-1 Development of An Affordable Housing Strategy Framework: Housing Brampton Planning and Development Committee November 20, 2017

128 6.1-2 Why a Housing Strategy? To ensure a high quality of life for all, City understands need to provide a range of housing options as well as employment uses for its residents. Housing costs continue to outpace growth in household incomes across Peel. Need for made-in-brampton approach a comprehensive vision and plan to address housing affordability challenges faced by Brampton residents. Housing strategy will require input and support of residents and stakeholders, plus strong partnership and funding support from all levels of government. 2

129 6.1-3 Existing Policy Framework Federal Government National Housing Strategy (Fall 2017) Province of Ontario The Planning Act The Promoting Affordable Housing Act, 2016 (Bill 7) The Provincial Long Term Affordable Housing Strategy Ontario s Fair Housing Plan, Provincial Growth Plan Provincial Policy Statement, 2014 Region of Peel Region of Peel Official Plan Region of Peel Housing Strategy Peel s Housing and Homelessness Plan 3

130 6.1-4 City of Brampton Policy Documents Strategic Plan, Moving Our City Forward: Supports the Strategic Plan priority of Smart Growth, to manage growth to achieve societal and economic success, which seeks to create affordable and accessible units. Official Plan and Zoning Bylaw: OP identifies the need for a housing strategy that establishes housing targets. 4

131 6.1-5 Defining Housing Affordability Affordability is a term defined within the Provincial Policy Statement, 2014, and the 2017 Growth Plan. Rental and ownership housing is deemed to be affordable if it does not cost more than 30% of a household s pre-tax income. 5

132 6.1-6 Roles and Responsibilities Region of Peel Region of Peel is the Local Housing Authority, receiving capital funding for social housing for Brampton, Mississauga, and Caledon. Region currently provides affordable rental units through rent-geared-to-income programs and subsidized units. City of Brampton Given City s jurisdiction over land use planning matters directed by the Planning Act, the strategy will focus on the creation of rental and affordable ownership units. City will advocate for support and funding from upper levels of government for the entire housing continuum. 6

133 6.1-7 Current Context To date, the City has registered 284 second units under its new registration program. Between January and June, 2017, the emergency youth shelter in Brampton accommodated 287 unique individuals. Demand of the shelter consistently exceeds capacity. In 2016, 3,250 Brampton households were on Peel Region s centralized wait list, 400 individuals benefited from Peel s Preventing Homelessness Program, and 2,400 local residents accessed emergency shelters. Based on Region of Peel s 2015 assessment, 78% of units constructed in Brampton represented market ownership units. 7

134 6.1-8 According to the 2016 Census, the average monthly payments for rented dwellings in Brampton were higher than the average in Ontario. The average monthly payment for rented dwellings in Brampton was $1,225 compared to $1,109 in Ontario. The average monthly payment for owned dwellings in Brampton was $1,869 compared to $1,463 in Ontario. 2,000 Monthly Shelter costs (Owned / Rented) 1,500 1, ,869 1,225 1,774 1,264 1,755 1,264 1,463 1,109 0 Brampton Peel Toronto CMA Ontario Average monthly shelter costs for owned dwellings ($) Average monthly shelter costs for rented dwellings ($) Total Private dwellings by shelter-cost-to-income ratio 33.61% 66.39% Spending less than 30% of income on shelter costs Spending 30% or more of income on shelter costs The 2016 Census showed that per cent of residents in Brampton spend 30 per cent or more of income on shelter cost. In comparison, 66.39% per cent of the population spent less than 30 per cent of their income on shelter costs. The average value of dwellings in Brampton was $570, % 80.00% 60.00% 40.00% 20.00% 0.00% Homeownership Rate 20.00% 30.17% 31.80% 80.00% 69.68% 67.80% Brampton Ontario Canada Owner Renter 8

135 APPENDIX D: HOUSING CONTINUUM City of Brampton to focus partnership and advocacy efforts. City of Brampton s primary areas of influence within housing continuum. 9

136 Activity to Date - City of Brampton s Housing Strategy Second Units Registration Program Seniors Housing Study identification of sites for seniors housing adjacent to services and amenities Advocacy for effective and holistic national housing strategy 10

137 Housing Strategy Framework To be formed around following four themes: Increasing affordable housing supply Policies and initiatives to encourage housing diversity Communication and advocacy Monitoring and measuring progress Strategy to align with Planning Vision and Urban Centres project to support affordable units within transit-supported, well-served areas of City. 11

138 Strategy Work Plan and Timelines Phase 1 (Q Q2 2018) Vision and Framework Best Practices Housing Needs Assessment Seniors Housing Study Preserving Rental Stock Review 12

139 Strategy Work Plan Cont d Phase 2 (Q Q1 2019) Second Units within accessory structures Student Housing Identifying tools and incentives, and cost analysis Phase 3 (Q2 Q4 2019) Community Engagement Finalize Strategy Implementation, including Statutory Public Meeting, OPA 13

140 Affordable Housing Advisory Committee Technical Advisory Committee up to 12 members o Developers/ builders (BILD) o Not-for-profit sector (Habitat for Humanity) o Service providers o Financial institutions o Peel Region o CMHC o Member of Council (representation from Peel Housing Corporation Board of Directors) To meet quarterly to support development of strategy and its implementation Technical working group to provide support to advisory committee 14