Planning and Sustainability

Transcription

1 201 8 BU SIN E SS PLA N Vision Statement: To build a complete and sustainable community where people want to live, work, invest and play. Mission Statement: To develop and implement plans, programs and services that result in a complete and sustainable community. November 2017 PS-1

2 DEPARTMENT OVERVIEW The Department develops and implements a number of plans, programs and services that enhance and build our community. Our services include the development of policy and sustainability documents, the review of development applications filed under the Planning Act and the preparation of various legal agreements. Our focus is on providing balanced and objective advice to Council and other stakeholders. We are cognizant of provincial and regional policy direction and guided by Council s Strategic Plan. The four pillars of sustainability: economic, social, environmental and cultural influence our business planning and drive the development and implementation of plans, programs and services. Development Review Section Development review staff provide professional planning, project management and administrative services for development projects and matters in the Town that are mainly connected to Planning Act matters, including Official Plan and Zoning By-law Amendment applications, draft plans of subdivisions/condominiums and site plans. Staff also support the Committee of Adjustment, which deals with minor variances, expansion of legal non-conforming uses and consents. Staff members assist applicants and the public in understanding and participating in the development process and advance development projects, negotiations and recommendations to Council to optimize outcomes for the long term benefit of the community in accordance with best planning practices and Council s vision. and Climate Change Through collaboration, innovation, research, policy development and the leveraging of existing initiatives, the Office of delivers on Council s Strategic Plan priorities. This includes actions related to energy management, high-performance development and community engagement. This is achieved via value-added strategic actions that advance our economic, cultural, environmental and social wellbeing. Legal Coordination Services A range of legal instruments are required to execute the Town s business including those required for the implementation of land development and planning approval processes; acquisition and disposition of Town-owned lands; and the Town s capital programs. PS-2

3 DEPARTMENT OVERVIEW Continued Legal Coordination Services Continued The Legal Section is instrumental in providing the following services: - Coordinating several acquisitions and dispositions of Town lands and easements between staff and the Town solicitor and assisting and/or completing the reports to Council and by-laws required to authorize these transactions; - Providing staff with information and guidance on legal processes and matters including statutory requirements, drafting and reviewing of legalese, agreements, reports to Council and miscellaneous correspondence; - Conducting registrations and legal researches including, title searches and corporate searches and providing invaluable information required for the acquisition and disposition of Town lands and for the enforcement of various regulatory by-laws against private properties. Policy and Information Services Through innovative community engagement and sound, strategic policy development, the Policy and Information Services Section provides tools for sound management of land use change consistent with the Town s community building vision and the Town Strategic Plan: - Reviews and updates the Town s Official Plan and Comprehensive Zoning By-law to ensure conformity with provincial and regional plans, consistency with the Provincial Policy Statement and to reflect Council s vision and priorities as set out in the Strategic Plan; - Leads the preparation of secondary plans and supporting studies; - Conducts special studies on various land use matters and develops implementing strategies; - Participates and formulates positions on provincial, regional and other planning initiatives; - Provides heritage planning services. PS-3

4 Commissioner of CURRENT ORG CHART Manager Planning Policy Senior Administra ve Assistant Manager Development Review Manager Office of & Climate Change Legal Coordinator Senior Planner Policy Secretary Treasurer Commi ee of Adjustment Senior Planner and Energy Coordinator (Contract) Senior Planner Policy Senior Planner Development Review Outreach Officer Planner Policy Senior Planner Development Review Planner Heritage Planner Development Review Planner Policy Development Review (Contract) Planning Technician Administra ve Assistant Development Review Administra ve Assistant Development Review Policy PS-4

5 DEPARTMENT OVERVIEW Development Review Application Type To Dec 31, To Dec 31, To Dec 31, To Dec 31, To July 23, Pre-consultation applications Site Plan includes new applications, revisions and extensions Subdivisions, Condominiums and Part Lot Control incl. extensions, final approvals, revisions and new applications Zoning Bylaw and Official Plan Amendments incl. revisions, new applications and holding removals Committee of Adjustment applications incl. minor variances, consents and final approvals Niagara Escarpment Development Permit applications Active files carried over from previous years PS-5

6 DEPARTMENT OVERVIEW & Climate Change Event/Item/Action Summary of results # of external & internal events/presentations 30+ to date # of social media 3,075 (a 54% increase) Earth Hour Smart Commute (2017 to date) 2017 energy reduced enough to power 1494 homes for one hour Total since 2008: 28,146 homes for 1 hr. Vehicle km saved: 5818 km # of Earth Day & sustainability fair organizations 29 Applications to the Community Investment Fund 2017 # of applications: 9 Project Value: $95, Halton Region rain barrel sales 335 rain barrels purchased. To date: 3,997 # of sustainability partners 37 ambassadors; 49 Champions Green Development Standards (subject projects) Halton water & forest festivals Total non-residential area: 147,426 sq.m. # of residential units: students (registration still open) Battery recycling at Town facilities 2862 kg (Jan-Dec 2016) # of staff reports (2017 to date) 8, with 5 pending Employee Bike Share program 25 participants (2016) Halton Fresh Food Box program 1450KG of produce purchased by employees (2016) PS-6

7 DEPARTMENT OVERVIEW Policy 2017 Highlights: Completed Projected # of Reports to Council Provincial Legislation/Plan Review (i.e. Growth Plan, Conservation Authorities Act, Planning Act) Policy Studies/Reviews (i.e. Mature Neighbourhoods Character Study, Intensification Study) Secondary Plans (i.e. Vision Georgetown, Premier Gateway Phase 1B, Destination Downtown) Town-Initiated Official Plan/Zoning Amendments Heritage planning Other (Community Improvement Plan, etc.) 2 2 # of memorandums for information to Council 5 2 # of Council workshops 3 1 # of Town-initiated Official Plan/Zoning By-law Amendments adopted by Council 2 0 # of community engagement events stakeholder meetings open houses/public meetings community events/ educational presentations 3 0 # of heritage designations 2 1 # of community improvement grants processed 3 3 PS-7

8 DEPARTMENT OVERVIEW Legal 5 Year Stats for main applications Types of Agreements * Subdivision Agreement Site Plan Agreement Pre-servicing Agreements Part Lot Control Exemption By-laws Dedication By-laws License Agreement Common Ownership Agreement Conditional Building Permit Agreement Compliance letters *as of July 24, 2017 PS-8

9 Core Activities provides an interdepartmental leadership role on a wide variety of policy and sustainability projects and development review services and legal agreements. We also provide support to other departments on various corporate initiatives (e.g. Economic Development, Parkland Strategy, Public Transit Strategy, Development Charges Study, Cultural Services, disposition of surplus municipal property). Core Activities Development Review & Committee of Adjustment - Official Plan Amendments - Zoning By-law Amendments - Plan of Subdivision/Condominiums - Part Lot Control Applications - Site plans - Urban design - Consents - Minor variances - Expansions to legal non-conforming uses & Climate Change - & Climate Change - Integrated Community Strategy - Climate Change Adaptation Plan - Green Development Standards - Energy Plan implementation - outreach programs - Town Implementation Committee Policy & Information Services - Official Plan - Comprehensive Zoning By-law - Secondary Plans - Policy planning studies - Heritage planning - Regional and provincial plan review - Halton Area Planning Partnership (HAPP) - Planning data Legal - Development agreements - Non-development agreements - Coordination of land acquisitions/dispositions - Title and corporate searches PS-9

10 Key Stakeholders: - Council - Developers/landowners - Business community - Area residents - Consultants - Internal Town departments - Region of Halton, conservation authorities Staffing Profile CURRENT FTE COUNT 2018 FTE NEEDS Full Time Senior Planner & Energy Coordinator (convert contract position) Planner Policy-Development Review (convert contract position) Urban Designer FUTURE OUTLOOK Part Time Contract PS-10

11 ENVIRONMENTAL SCAN - A highly complex policy and regulatory regime is in place in Ontario. - New and emerging provincial legislation (e.g. OMB Reform) will impact departmental plans and processes. - Revised provincial plans specifically the Growth Plan for the Greater Golden Horseshoe, the Greenbelt Plan and the Niagara Escarpment Plan, have recently been finalized and come into effect. The Town s Official Plan and Zoning By-law must be brought into conformity with the revised Provincial Plans. - Climate change mitigation will be a key consideration in land use planning. - Intensification rates have been further increased in the Growth Plan for the Greater Golden Horseshoe. By 2031 a minimum of 60% of all residential development in Halton Region is to occur within the built boundary. - The Region has commenced an Official Plan Review which will result in the allocation of post 2031 growth to the local municipalities. The Town will need to be well positioned to provide input to the Regional Official Plan review. - It is unknown whether there will be any additional greenfield expansions in Halton post The intricacies of infill and intensification will continue to require increased staff time for application review, including significant community engagement and consultation. - Good urban design is a critical consideration in planning for and implementing intensification in our communities. - The 2018 Allocation Program will be the first lake based allocation program that the Town will be involved in and will set the initial development stages for Vision Georgetown. - Ongoing uncertainty associated with the disposition of GTA West Environmental Assessment and HPBATs and the ramification for the Halton Hills Premier Gateway and future strategic employment areas. PS-11

12 ENVIRONMENTAL SCAN Continued Readiness The Department: - Can build on existing staff knowledge and dedication for continuous improvement and excellent customer service - Acknowledges the value of existing relationships and is seeking to strengthen collaboration across internal divisions and interdepartmental exchanges - Will rely on IT enhancements and is currently investigating expanded/new technologies such as; Updated AMANDA folders for development review applications Energy management - Will rely on communications support, including social media and graphic design skills tied to the communication workplan, for anticipated interaction with the Public to assist them in coping with the future community changes relating to growth - Is regularly evaluating and monitoring our staffing needs to respond to Council s priorities as set out in the Strategic Plan and planned intensification and greenfield growth - Fully anticipates increasing focus on urban design and heritage matters within the boundaries of our built up communities - Is making use of this pre growth period to prepare for Vision Georgetown by: Integrating the anticipated requirements of new regulations, legislation, policies and guidelines into programs and projects Assessing potential impacts of severe weather events and invasive species Exploring enhanced revenue sources, e.g. updated Fees By-law, FCM funding PS-12

13 1. Continue to advance the Town s 2031 Growth Management Strategy with a particular focus on key secondary plans 2. Working with the region and the other Halton municipalities, Council and senior management to define post 2031 growth expectations and plans OBJECTIVES AND KEY BUSINESS OUTCOMES 3. Advance high profile development applications 5. Advance various sustainability initiatives including the climate change portfolios 4. Advance development review continuous improvement initiatives 6. Staff engagement & development PS-13

14 workplan Project/ Initiative Description Division Lead Start Complete Vision Georgetown - Preparation of a Secondary Plan for a 400 hectare (1,000 acre) concession block based on the approved Vision and Guiding Principles - Staffing and financial resources in place - Project further implements Council s approved growth management strategy to 2031 and is identified as one of Council s top priorities in the Strategic Plan - Success is the approval of an innovative Secondary Plan in accordance with the approved Vision and Guiding principles - Success will be measured qualitatively and against the deliverables set out in the project Terms of Reference. Longer term success will be measured at the implementation stage. Policy 2013 Council adoption 2019 PS-14

15 workplan Continued Project/ Initiative Description Division Lead Start Complete Halton Hills Premier Gateway Phase 1B Secondary Plan - Preparation of a Secondary Plan for the Premier Gateway Phase 1B lands - Staffing and financial resources in place - Project further implements Council s approved growth management strategy to 2031 and is identified as one of Council s top priorities in the Strategic Plan - Success is the securing of 75 ha of additional employment lands and the approval of an innovative Secondary Plan in accordance with the approved Guiding Principles - Success will be assessed qualitatively and against the deliverables set out in the project Terms of Reference. Longer term success will be measured at the implementation stage. Policy 2015 Council adoption 2018 PS-15

16 workplan Continued Project/ Initiative Downtown Georgetown Secondary Plan Description - Preparation of a Secondary Plan for Downtown Georgetown - Staffing and financial resources in place - Project further implements Council s approved growth management strategy to 2031 and is aligned with the Strategic Plan - Success will be the approval of an innovative Secondary Plan in accordance with the approved Terms of Reference - Success will be measured qualitatively against the deliverables set out in the project Terms of Reference. Longer term success will be measured at the implementation stage. Division Lead Start Policy Complete PS-16

17 workplan Continued Project/ Initiative Intensification Opportunities Study Description - An assessment of the Town s capabilities to accommodate intensification within the built up area to the 2041 planning horizon - Staffing and financial resources are in place - The project is required in order to provide input into the Regional Official Plan review regarding our intensification capability and is aligned with Council s Strategic Plan priorities - Success is the integration of the study findings into the Regional Official Plan review and appropriate update to our Official Plan - Success will be assessed qualitatively against the project Terms of Reference. Longer term success will be measured at the implementation stage. Division Lead Start Policy Complete PS-17

18 workplan Continued Project/ Initiative Employment Lands Needs Study Description - Identification of the type and need for additional employment lands in the Town to the 2041 planning horizon - Proposed to be included as part of the 2018 Capital Budget - The project is required in order to provide input into the Regional Official Plan review regarding our employment land needs and is aligned with Council s Strategic Plan priorities - Success is the incorporation of additional employment lands into the Regional and Halton Hills Official Plans. - Success will be assessed qualitatively against the project Terms of Reference. Longer term success will be measured at the implementation stage. Division Lead Start Policy Complete PS-18

19 workplan Continued Project/ Initiative Climate Change Adaptation Plan Description - Develop an innovative Climate Change Adaption Plan for the Town - The project is complementary to the Mayor s Community Energy Plan and the Integrated Community Strategy, and is directly aligned with Council s Strategic Plan priorities - Staffing resources for the Division are dealt with in Section 6 of the business plan - Success will be the approval of an innovative Climate Change Adaption Plan in accordance with the approved Terms of Reference. Longer term success will be measured at the implementation stage. Division Lead Start Complete PS-19

20 workplan Continued Project/ Initiative Description Division Lead Start Complete Major Development Applications - Advance major development applications as required by the Planning Act and in accordance with Council s Strategic Plan Priorities Development Review Ongoing Ongoing - Success is the approval of high quality planned developments that reflect Council s vision and enhance the community - Success will be measured by a variety of variables, such as housing mix, the provision of a complete community, intensification/greenfield splits, industrial/ commercial floor space, assessment growth, the delivery of high quality urban design and green development standards PS-20

21 workplan Continued Project/ Initiative Description Division Lead Start Complete Continuous Improvement - Continue to advance improvements to the development review system that are within the Town s purview Development Review Ongoing Ongoing - It is being undertaken to ensure the provision of the highest possible level of customer service to project proponents and to create a positive business environment - Success is defined by positive customer experiences at pre-consultation and through the entire development process - It can be measured by customer surveys and by the quality of the built environment PS-21

22 STRATEGIC ALIGNMENT 1. Vision Georgetown g Financial g Planning for Growth g Transportation/Mobility g STATUS: On time Caution 2. Halton Hills Premier Gateway Phase 1B Secondary Plan g Financial g Planning for Growth g Transportation/Mobility g g Employment Areas Dev. STATUS: On time Caution 3. Downtown Georgetown Secondary Plan g Financial g Planning for Growth g Transportation/Mobility g 4. Intensification Opportunities Study g Financial g Planning for Growth g Transportation/Mobility g STATUS: On time STATUS: On time PS-22

23 STRATEGIC ALIGNMENT Continued 5. Employment Lands Need Study g Financial g Planning for Growth g g Employment Areas Dev. 6. Climate Change Adaptation Plan g Planning for Growth g Transportation/Mobility g 7. Major Development Applications g Financial g Planning for Growth g Transportation/Mobility g g Employment Areas Dev. STATUS: Planned STATUS: On time STATUS: On time 8. Development Review Continuous Improvement g Municipal Service Delivery g Planning for Growth STATUS: On time PS-23

24 RESOURCES AND STAFFING Staff Requirements The Department currently has staffing gaps in two key areas: sustainability and urban design. With respect to sustainability, the need for additional resources in this division was first identified in Although the resources were temporarily augmented, the Division currently has 2.0 FTE. An additional FTE in 2018 in the form of a Senior Planner and Energy Coordinator would augment the resources devoted to advancing the Town s innovative sustainability portfolio in areas such a climate change, energy planning and environmental planning. This has been included in the staffing profile as part of our 2018 needs. The need for in-house urban design expertise was also first identified in With the increased emphasis on infill and intensification in conjunction with emerging greenfield opportunities, good urban design will be a critical consideration. The Town currently relies on developer-funded peer reviews by external consultants. In order to ensure a consistent and coordinated approach and reduce administrative costs, an appropriate course of action would be to establish an urban design position within the Development Review Section. This has been included in the staffing profile under future outlook. has recently hired a hybrid Planner Development Review- Policy two year contact position to respond to the significant workload facing both divisions. We also see the need to convert this contract position to an FTE post 2018 and have included this in the staffing profile under future outlook. PS-24

25 RESOURCES AND STAFFING Continued Deferred Requests The following position was previously identified and has now been deferred for reconsideration at a later date: 1. Legal Assistant This was a one year contract position in the Legal Section to assist in updating the Town s development and license agreements to ensure that they reflect best practices and address the current regulatory environment. Tools For a variety of reasons, AMANDA has only been implemented for a limited number of development review applications. Steps should be taken as soon as practicable to finalize AMANDA for other applications (e.g. Official Plan amendments, zoning by-law amendments, plans of subdivision). Financial Resources The Development Review Division is currently leading an update to our Fees By-law for applications filed under the Planning Act to ensure that our fees reflect a full cost recovery approach. The Division is actively seeking out alternative funding sources, some of which may support our staffing needs. PS-25

26 PERFORMANCE MEASUREMENT 2018 Departmental Key Performance Indicators (KPIs) 1. Progress achieved on major policy projects 2. Progress achieved on major sustainability initiatives 3. Number of pre-consultation applications 4. Number of development review applications processed by type 5. Number of development approvals by type 6. Development processing timeframes that are within s control PS-26