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Home My WebLink AboutDTS-07-103 - Kitchener Growth Management Strategy (KGMS)i ~~ i~, .. a~'f-~~~'?li ~'~~~ real+.,Y+r,~,i~~~: Report To: Development and Technical Services Committee Date of Meeting: June 18, 2007 Submitted By: Jeff Willmer, Director of Planning, 741-2325 Prepared By: Alain Pinard, Mgr. of Long Range & Policy Planning, 741-2319 Brandon Sloan, Senior Planner, 741-2648 Ward(s) Involved: All Date of Report: June 12, 2007 Report No.: DTS-07-103 Subject: Kitchener Growth Management Strategy (KGMS) Terms of Reference RECOMMENDATION: A. That the Terms of Reference for the Kitchener Growth Management Strategy outlined in Appendix "A" to DTS Report DTS-07-103 be approved; and B. That be appointed to the Growth Management Strategy Task Force as the representative of Kitchener Council; and further C. That be appointed as the alternate representative of Kitchener Council on the Growth Management Strategy Task Force. BACKGROUND: Council approved Report DTS-07-039 on March 19, 2007. The report explains why the City of Kitchener is developing its own Growth Management Strategy. Report DTS-07- 039 also recommended that the Growth Management Strategy be developed in consultation with a task force and that staff report back on the terms of references for the task force. This report was prepared in fulfilment of that recommendation. REPORT: Growth Management Strategy Task Force Growth management is a comprehensive undertaking. It requires the co-ordination of activities of several City Departments along with initiatives from the Province, the Region of Waterloo, the Grand River Conservation Authority (GRCA} and the school boards. It also requires input from several stakeholder groups and the community at large. To ensure proper input and co-ordination, the Growth Management Strategy will be prepared in consultation with a Task Force that will include representation from a broad range of stakeholders. It is proposed that the Task Force be comprised of two groups: a Community Advisory Group and a Technical Working Group. The Community Advisory Group would be a sounding board and would provide input to staff on community consultations and strategy options. The Technical Working Group will assist in developing strategy options and will provide data and/or technical information on projects that need to be considered or aligned. Additional details on the role, composition, appointment and governance of the Task Force are outlined in Appendix "A" FINANCIAL IMPLICATIONS: The financial impact and benefits of growth are important considerations that will be considered in the Growth Management Strategy. COMMUNICATION: A formal public notice is not required. The first phase of the Communication Strategy, as outlined in DTS Report DTS-07-439 was implemented. The primary purpose of the first phase was to develop awareness on growth management issues and to give notice that Kitchener will be developing its own growth management strategy. Consultations to date have included a comprehensive public forum on April 12t", two open houses, and update presentations at the Homebuilder's Liaison Committee, Compass Kitchener, the Environmental Committee and various staff meetings and functions, including a Senior Leadership Team ~SLT} meeting. A "project launch" is being planned to further communicate the project to City staff. The public engagement also includes a comprehensive presence on the City's web site that provides the opportunity to submit comments by way of a workbook, either on-line or in hard copy format. A video was developed to explain what growth management is all about and why Kitchener is developing its own strategy. The video was shown at most of the public functions mentioned above. Additional communication efforts to make the video more accessible are being planned, including a link through the City's web site. Through the community engagement staff is developing a contact list of interested individuals and groups. Those on the contact list will receive regular updates and notification of all meetings related to the Kitchener's Growth Management Strategy. The next phase of the Communication Strategy will be developed with Communications staff and in consultation with the Task Force. CONCLUSION: Kitchener will be developing its own Growth Management Strategy in consultation with a task force. The Terms of Reference attached to this report outline the scope of work, and the role, composition, and governance of the Kitchener Growth Management Strategy Task Force. Brandon Sloan, MCIP, RPP Senior Planner Alain Pinard, MCIP, RPP Manager of Long Range & Policy Planning Jeff Willmer, MCIP, RPP Director of Planning Attachments: Appendix "A" - Kitchener Growth Management Strategy: Terms of Reference 2 Appendix A: Kitchener Growth Management Strategy (KGMS) Terms of Reference 1.0 Context A Plan for a Healthy Kitchener, prepared by Compass Kitchener gives direction to pursue growth management and to engage the public on growth management. The Province's "Places to Grow" growth plan outlines higher population and employment growth projections than those associated with the current planning framework. Places to Grow also mandates compact urban development by requiring municipalities to comply with intensification and density targets. The current planning framework includes many master plans and strategies of the City and the Region of Waterloo regarding infrastructure and public facilities that are either tied to lower growth forecasts, under review or scheduled to be updated. The master plans and strategies need to be coordinated and they need to be able to accommodate the growth thresholds and density targets set out in Places to Grow. It is proposed that all of the above be addressed with the development of a comprehensive Kitchener Growth Management Strategy KGMS). 2.0 Purpose The purpose of the KGMS is to help determine how Kitchener will address the "Places to Grow" Growth Plan requirements, improve the data base on supply and demand of development land, update population, household and housing forecasts, determine Kitchener's capacity for growth through confirming intensification and greenfield opportunities, potentially establishing targets, coordinate efforts related to growth and create a monitoring program. In addition to "Places to Grow", the KGMS will respect and build upon the Regional Growth Management Strategy (2003). Amore specific work program for the strategy is outlined in the section below. The strategy would be developed in consultation with a Task Force that would include a CommunityAdvisory Group and a Technical Working Group. It is expected that the growth management strategy will assist with prioritizing development areas and provide a mechanism for coordinating and prioritizing capital projects and studies in growth areas. The strategy may yield directions that trigger other matters, such as revised Municipal Plan policies, a review of certain zoning, or strategies for ensuring suburban areas are transit-supportive and become complete communities as soon as possible. Through the development of the growth management strategy dynamic information systems and new products (eg. evolution of the Staging Report, Vacant Lot Inventory, website tools) will be established. 3.0 Scope of Work ~ . ;u ~~q ~, ~~~~~ ~~~ Where are we and where do we want to go? 1. Review of background material 2. Identification of gaps -information and technology requirements. 3. Overview of "Places to Grow" targets and RGMS framework. 4. Overview of current Kitchenertargets and growth management framework. 5. Quantify gap between existing conditions and Places to Grow targets. Calculate current/recent intensification levels Calculate existing densities in the Urban Growth Centre Calculate existing densities in Primary Node, Mixed Used Corridors and Mixed Use Nodes Calculate densities in recently developed greenfield subdivisions 6. Calculate land supply needs based on Places to Grow targets. 7. Intensification Analysis: Identify and quantify intensification opportunities. • Identify supply of intensification opportunities Calculate maximum buildout of intensification opportunities (under existing conditionslzoning/constraints) 8. Assess the suitability of existing planning framework (policies and regulations) for achieving "Places to Grow" targets. 9. Overview of existing infrastructure Wate r Waste water • Transportation (Roads, Transit, Other) Community Facilities 10. Identify planned improvements (capital projects). 11. Status of updates to infrastructure Master Plans. 12. Confirm inventory of features -natural environment, built heritage, etc. Deliverable: Background Study Document i~~~ i ~ ~~~~ < < ~'`' r ~, ~' i iiVi~ ~,SyiFl I uuuu iuuwi E Whatare ourchoices? 1. Identify different goals/targets. 2. Develop options for accommodating growth to different goals/targets • Reaffirm the areas already targeted for intensification in the Municipal Plan and explore the needlsuitability of identifying other areas for intensification 3. Identify opportunities and challengeslimprovementsfnr achieving options. 4. Utilization of `Expert Choice' software for evaluating development options for growth. 2 What is the preferred direction for growth? 1. Consult on options developed in Phase 2. 2. Analyze comments on growth options. 3. Establish a "Preferred Growth Concept". The concept could include: • updated growth targets • identification of areas targeted for intensification • density targets for all areas • alignment of growth targets and greenfield land supply (possible prioritization of greenfield land supply) • intensification targets beyond 2015 • images/graphics to assist with visualizing growth (eg. modeling the preferred growth concept) 4. Consult on Preferred Growth Concept. 5. Council endorsement of Concept before proceeding with Phase 4 . Deliverable: Preferred Growth Concept Report How do we implement the preferred direction for growth? 1. Prepare Strategy that includes: • Description of `Preferred Growth Concept' • Direction on new or revised Municipal Plan policies • Direction on new or revised zoning regulations • Strategies and actions for augmenting intensification totarget levels • Direction on changes/updates to servicing master plans • Direction on timing of capital projects (possible changes} • Changes to tracking processes (to monitor achievement of Places to Grow targets among other things) • Possible changes to municipal practices for coordinating capital projects and Staging of Development 2. Consult on Strategy and refine if necessary. 3. Council approval of Kitchener Growth Management Strategy. Deliverable: Growth Management Strategy Document and Final Report to Development & Technical Services Committee, including Recommendations for Implementation 3 4.0 Growth Management Strategy Task Force Growth management is a comprehensive undertaking. It requires the co-ordination of activities of several City Departments along with initiatives from the Province, the Region of Waterloo, the Grand River Conservation Authority ~GRCA} and the school boards. It also requires input from several stakeholder groups and the community at large. To ensure proper input and co-ordination, the Growth Management Strategy will be prepared in consultation with a Task Force that will include representation from a broad range of stakeholders. 4.1 Task Force Composition It is proposed that the Task Force be comprised of two groups: a Community Advisory Group and a Technical Working Group. The Community Advisory Group (CAG) will be a sounding board and will provide input to staff on community consultations and strategy options. The Community Advisory Group will be chaired by Alain Pinard, Manager of Long Range and Policy Planning and will include the following additional members: one representative of Council one representative of the Environmental Committee one representative of Compass Kitchener one representative of the Economic Development Advisory Committee two representatives from the Waterloo Region Homebuilder's Association ~WRHBA} one senior staff representative from the Region of Waterloo one representative from the academic community two members from the public at large City Executive Director of Economic Development City Director of Engineering City Director of Community Programs & Services City Director of Community and Corporate Planning City Director of Financial Planning and Reporting City Manager of Development Review The CAG would also be supported by: One representative from City Communications/Marketing • Brandon Sloan, Senior Planner Other City staff as required The Technical Working Group (TWG) will assist in developing strategy options and will provide data and/or technical information on projects that need to be considered or aligned. The Technical Working Group would be chaired by Brandon Sloan, Senior Planner and would include the following additional members: one staff representative from the Region of Waterloo -Community Planning one staff representative from the Region -Transportation Planning one staff representative from the Region's Transportation & Environmental Services one staff representative from the GRCA one staff representative from Waterloo Region District School Board 4 • one staff representative from Waterloo Catholic District School Board • one representative from Kitchener Wilmot Hydro • one staff representative from Kitchener Utilities • one staff representative from City Building Services • one staff representative from City Transportation Planning • one staff representative from City Engineering • one staff representative from City Community Services • one staff representative from City Corporate Services -Information Technology • one staff representative from City Financial Services • one staff representative from City Economic Development • Alain Pinard, Manager of Long Range and Policy Planning • Barb Steiner, Strategic Plan for the Environment liaison 4.2 Appointment of Task Force Members It is proposed that members of the Kitchener Growth Management Task Force be appointed as follows: • In the case of members that represent an organization, committee, public agency etc., the organization will be asked to select/appoint a representative. • In the case of representatives of the public at large, Council will be asked to select from a list of applicants. A notice inviting individuals in the community to apply will be advertised. It is noted that some of the outside agencies have not yet confirmed their participation. It is also noted that the WRHBA has already appointed Peter Armbruster as one of its representatives on the Task Force and that other members of the community have expressed an interested in participating in the process. All members of the community that have expressed an interest in this matter will be invited to apply for one of the "public at large" positions. The only eligibility criteria will be that applicants must reside in Kitchener or own property or a business that is located in the City. 4.3 How the Task Force Will Operate 4.3. ~ Community Advisory Group The Community Advisory Group will meet at least once during each of the four phases. Additional meetings may be required depending on circumstances and the outcome of community consultations. The approximate dates of the meetings are shown in the attached Figure 1-Scope of Work Summary. Agendas and significant background materials will be circulated in advance of meetings. City staff will record meeting notes. Meeting notes will be circulated electronically to members who will be asked to identify any major discrepancies and omissions. 5 The Community Advisory Group will operate on a consensus model where group decisions are required. Where a consensus cannot be reached within a timely matter, decision will be determined by the majority. Dissenting views will be recorded upon request. Email will be the primary means of communication unless a member does not have access to email in which case alternative arrangements can be made with the Chair. Meetings will be the primary forum for discussion. Discussion by email may take place on minor items or in specific situations where a consensus is reached in advance to proceed on this basis. Members should make every attempt to attend all meetings. In the event that a member cannot attend a meeting, an alternate may be assigned by the organization they represent, where applicable. In order to minimize the number of new participants, organizations will be allowed to assign only one alternate. Where applicable, Community Advisory Group members will be responsible for communicating the views of the organization they represent and for informing their respective organizations of the Task Force's activities. 4.3.2 Technical Working Group The Technical Working Group is expected to meet as a group at least once during each of the four phases. However, individual members will also be expected to provide input outside of group meetings which may require the participation of colleagues. The approximate dates of the meetings are shown in Figure 1. The Planning Division will be responsible for the recording of meeting notes. Meeting notes will be circulated electronically to members who will be asked to identify major discrepancies and omissions. Members should make every attempt to attend all meetings. In the event that a member cannot attend a meeting, an alternate may be assigned by the organization they represent, where applicable. 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