HomeMy WebLinkAboutDTS-09-011 - Kitchener Growth Management Strategy (KGMS)1
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Qevelo pment &
Technical Services
Report To: Development and Technical Services Committee
Date of Meeting: January 19t", 2008
Submitted By: Alain Pinard, Interim Director of Planning (519-741-2319)
Prepared By: Brandon Sloan, Senior Planner (519-741-2648)
Ward(s) Involved: All
Date of Report: January 14t", 2008
Report No.: DTS-09-011
Subject: Kitchener Growth Management Strategy (KGMS)
RECOMMENDATION:
That the Kitchener Growth Management Strategy (KGMS) and recommended actions
contained therein as attached to DTS Report 09-011 be approved, with the exception of
Goal 6 -Action #3 which shall be deferred pending final approval of the Region of
Waterloo Official Plan (2009).
BACKGROUND:
On December 8, 2008, Council approved the recommendations from DTS Report 08-198
regarding the timing and approach to implementing the Kitchener Growth Management Strategy
(KGMS) and supporting documents. The draft strategy was presented at the December 1St
meeting of the Development and Technical Services Committee. In accordance with the
recommendations of Report DTS 08-190 the draft KGMS was referred to the KGMS Task Force
and staff made revisions based on the comments received. The final Strategy document is now
ready for consideration.
REPORT:
The KGMS is a comprehensive document that will guide the implementation of several
mandates and strategic directives required by the Ontario Planning Act, the Provincial Growth
Plan for the Greater Golden Horseshoe, the Kitchener Official Plan, A Plan for a Healthy
Kitchener and other documents. It is also directly related to many other corporate initiatives.
The KGMS is a collaborate effort that was developed in consultation with a Task Force,
community groups and the public.
Task Force Meeting
The draft strategy was referred to the KGMS Community Advisory Group (CAG) for review and
a CAG meeting was held on December 16t", 2008. Although complete consensus was not
reached on all items, there was significant dialogue about several aspects of the draft KGMS.
Through the meetings it became apparent that CAG members had divergent opinions and
interests. Some members were mostly interested in the implementation of the pending growth
plans and others wanted to ensure that the KGMS was inclusive and addressed the needs of a
broad range of community groups. Some CAG members also provided written comments. The
CAG provided valuable feedback and the version of the KGMS appended to this report is much
improved from the original draft as a result of their input. Given the divergent interests on the
CAG, it was necessary to strike a balance between competing comments on some matters. An
overview of the comments and how they were addressed is in the next part of this report.
Changes Made to the Draft Strategy
Document Structure and Detail Changes
Several editorial changes were made to the draft strategy based on further staff refinement and
comments from Task Force members. Additional changes were made in response to comments
regarding why the strategy is being prepared and how it relates to other initiatives. These
changes include:
^ providing an outline of the `Document Structure' on the first page of the strategy,
^ enhancing the flow chart graphic on page 1,
^ inserting a `What is the KGMS?' paragraph at the beginning,
^ adding more reference to the RGMS,
^ clarifying that certain KGMS actions are required for the new City Official Plan,
^ indicating the linkage to the City's Strategic Plan,
^ refining the previous `Summary' section to bean `Overview' section, and
^ adding hyperlinks, where possible, to each of the major ongoing initiatives in the Goals
section as so that reader's of the digital version can easily view the objectives and actions
of the other corporate documents that are linked to the KGMS.
Certain graphics within the draft Strategy were updated, added or removed. The completed
`Kitchener Tomorrow' graphic is inserted into the final version. Additional changes in response
to Task Force member comments include:
^ rewording the preamble of several Goals, including clarifying the intent of Goals 2 and 5,
^ clarifying certain Objectives for several Goals,
^ adding a Major Finding to include that `effective greenfield development cannot be
achieved through targets alone',
^ generalizing some wording to help with readability and to not have statements that may
prejudge the outcome of future actions,
^ clarifying that Goal 1 -Action 1 will help us conserve `locally significant' resources,
^ amendments to the numbering of the recommended actions (*some action items from
the draft will have revised numbers in the final version),
^ adding wording to `determine the role' of the Fischer Hallman corridor,
^ revising the wording of Goal 3 -Action 2 to clarify the order of next steps,
^ revising Goal 4 -Economy to clarify the wording/intent, revise the wording of Action 1
and add a new recommended action regarding infrastructure funding note that
additional actions are in the 2007-2010 Economic Development Strategy and it is
understood that continual updates are to be completed},
^ adding the preparation of auser-friendly guide to the KGMS in Goal 6 -Action 5,
^ adding a new action to Goal 6 regarding public/private partnerships,
^ deciding to stay with supporting the Compass Kitchener 2000 vision at the beginning of
the document and conclude the KGMS with the `Kitchener Tomorrow' section which will
lead to a new land use vision at the beginning of the new Official Plan, and
^ changing to the last two sentences of the first paragraph in `Kitchener Tomorrow'.
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Goal 6: New Recommended Actions 2 and 3
A new recommended action (new #2) has been added to Goal 6 from the draft regarding
`assessment of the designated greenfield area and density achievement'. This action will help
further inform our response to the Regional Land Budget and Official Plan as it relates to our
greenfield density possibilities.
The draft strategy includes a recommended action (previously #2 now renumbered as #3),
regarding the future investigation of the potential for an urban reserve in southwest Kitchener
(which is inside the city limits but outside the City's Urban Area as established by the Regional
Official Plan). Upon further information it is recommended that the inclusion of any action on this
matter in the KGMS be deferred pending the final approval of the new Regional Official Plan.
~eci~nical vs. ~1ain Language
Comments from members o the Task Force indicated a need for mare plain language while
other comments received requested specific technical items in the strategy. Given the nature of
the document and the numerical targets and planning policy framework that the strategy is
res ondin to tannin staff decided that the document has to be technical to a certain extent
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with as much plain language used as possible. Growth management is comprehensive and
complex as it ties together virtually everything that a municipality` does. To assist with the
understanding of this initiative, the recommended action in the strategy regarding
Communications Plan ~- Phase iii is amended to indicate that auser-friendly growth
mono ement ` uide' be prepared through the City's Communications Division.
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F~NANCiAL IMP~iCATiGNS:
As identified in DTS Report 08-198, a primary purpose and outcome of growth management is
to link decisions on development with decisions on infrastructure and services, and whenever
possible to maximize the use of existing infrastructure and services. The KGMS ~s proposing a
rowth management plan that will allow for Capital Budget growth-related items to be park of a
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citywide strategic plan, to relate to the Budget and Development Charges processes more
clearly end for the operations and maintenance implications of growth areas to be considered.
Ga~iMUNICAT[C~NS:
in addition to posting on the City's KGMS webpage, a copy of this report and the recommended
Strate document will be provided to all interested parties on the growth management contact
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list, including the delegation from the December 1 , X008 DTS Committee meeting.
GONGLUSIQN:
The Kitchener Growth Management Strategy is a comprehensive initiative that provides an
implementation framework for effectively managing a growing city, improving our business
processes, and contributing to healthy and complete communities. This report provides a final
version of the Strategy document. Pending direction and approval of the strategy, the first
phase of the implementation prograr~ -the 2009wZ010 Grou~th Management Plan devolved
Sta ing of Development} will be presented at the February 9~~, X009 DTS Committee meeting.
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Brandon Sloan, ,RPP Alain Pinard, MA, MCI ,RPP
Senior Planner interim Director of Planning
Attachments:
Kitchener Growth Management Strategy (www.kitchener.calkgms)
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KITCHENER
GROWTH MANAGEMENT STRATEGY
"PLANNING FOR .~ HEAL THY KITCHENER"
.1ANUARY ZOOS
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This Kitchener Growth Management Strategy (KGMS) document is organized into 5 sections:
^ Overview
^ Major Findings
^ Vision and Strategic Direction
^ KGMS Goals
^ Kitchener Tomorrow
The Overview explains why Kitchener developed its own Growth Management Strategy and
describes the major considerations. The Major Findings section is a summary of the
background and community engagement phases of the project. The Vision and Strategic
Direction section identifies the higher level initiatives that provide the strategic basis for
preparing the KGMS. These initiatives are shown in the diagram below. The KGMS Goals
section outlines objectives, ongoing corporate initiativesllinkages and recommended new
actions. Kitchener Tomorrow describes a planning vision of Kitchener in the future.
STRATEGIC DIRECTION FOR THE
VISIOn: COm aS ~';' KITCHENER GROWTH MANAGEMENT STRATEGY
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Planning Act
Plan: Healthy Plan: Places
Kitchener to Grow
Plan: RGMS Region
Official Plan
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What is the Kitchener Growth Management Strategy (KGMS)?
The KGMS is an integral part of a suite of strategic documents that support the City of
Kitchener Strategic Plan. The strategy provides along-term framework for planning where
and how future residential and employment growth can be accommodated in Kitchener.
To ensure that growth contributes positively to our quality of life, the KGMS coordinates
the provision of infrastructure and services with new development. The goals and actions
support the Government of Ontario's growth plan and the Regional Growth Management
Strategy (RGMS). The KGMS introduces an ongoing growth management program that
allows us to adjust and evolve our planning framework as other Regional and City
projects develop and circumstances change.
OVERVIEW
Kitchener is a successful community that will continue to grow. Kitchener is the largest
city in Waterloo Region, an area that has one of the most robust economies in Canada.
Kitchener has been a leader in managing growth in the past and it is now necessary to be
even more strategic about it. A comprehensive Kitchener Growth Management Strategy
(KGMS} is needed in order to address a new provincial planning framework, updated
growth projections, higher public expectations and an expanding list of competing choices
for growth-related services and resources.
Kitchener is expected to grow by as many as 100,000 people and 40,000 new jobs by
2031. There are tremendous growth pressures in all areas of the city. This growth
requires major investments in infrastructure and the provision of social and recreational
services. It is not possible to develop in all growth areas at once. The coordination, timing
and associated cost of growth-related services needs to be clearly understood before
making decisions on where and how fast we grow. It will also be necessary to comply
with specific intensification and density targets mandated by the Government of Ontario
through Places to Grow: Growth Plan for the Greater Golden Horseshoe 2006.
A comprehensive Background Study was developed in order to understand of all of the
opportunities and challenges facing Kitchener. The Background Study includes a review
of the legislative parameters of what municipalities are mandated to do, and measures
the capacity for growth and intensification relative to Provincial targets.
The Strategy that follows includes an identification of the major findings of the project,
indicates the vision and strategic directions for preparing the Strategy and outlines six
goals that encompass the ongoing and new initiatives required for implementation. The
Strategy concludes with Kitchener Tomorrow, a look into what the city will be like with the
KGMS in place. This Strategy will help form the basis for Kitchener's new Official Plan.
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MAJOR FINDINGS
As a result of the work completed for the KGMS Background Study and through community
engagement several general findings emerged.
~ Kitchener is well positioned to meet the Places to Grow intensification target
Using the Provincial Built Boundary Line method, Kitchener has historically exceeded the
minimum intensification level requirement. In the next several years it is expected that the
required level could continue to be achieve; however over time it will become more
challenging until the City's supply of greenfield land runs out. Areas already identified for
intensification in Kitchener's Official Plan have the potential to accommodate the projected
intensification growth to the year 2031 under current zoning. Major projects such as rapid
transit will create additional intensification opportunities. As a result it is not necessary for
Kitchener to devote a lot of effort in identifying new intensification opportunities at this time.
Q Kitchener is well positioned to meet the Places to Grow density targets
Kitchener's Urban Growth Centre (UGC) currently has a density of 131 residents and jobs
per ha (RJs/ha) which is the second highest density for a downtown area in the Greater
Golden Horseshoe outside of Toronto. There are numerous additional intensification
opportunities so that it is realistic for Kitchener to achieve the required target of 200 RJs/ha.
In 2007, the City of Kitchener approved a new approach for suburban development. The
Neighbourhood Design Initiative is a tool that provides the basis for new subdivisions to be
designed in a way that is consistent with Places to Grow. Kitchener may have appropriate
locations to achieve the greenfield density target and these will be further explored.
It is estimated that Kitchener will have sufficient capacity for intensification and greenfield
development in order to accommodate growth projections to 2031.
~ Effective intensification cannot be achieved through targets alone
Kitchener is blessed with numerous intensification opportunities. However, many of the
intensification opportunities are not obvious and many potential intensification properties
are not owned by development interests.
Supportive policies and tools are needed to motivate the development industry to take
advantage of Kitchener's intensification opportunities. In addition, concrete revitalization
efforts are needed in order to create an urban environment where people will want to live,
work, visit, shop and recreate. Superior urban design is necessary for getting the larger
community to embrace intensification.
~ Effective greenfield development cannot be achieved through targets alone
Kitchener is also blessed with numerous greenfield opportunities. One of the most
important features of the KGMS is to ensure the coordination of initiatives and activities
related to greenfield development to ensure complete communities. Also, appropriate
locations to achieve greenfield density targets will need to be identified.
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~ Kitchener's approach to staging of development needs to evolve
Kitchener's current staging of development process focuses on greenfield development.
This process needs to be expanded in order to give proper consideration to development
opportunities in the built area and to enhance the coordination of initiatives.
~ A high order data management system is needed in order to effectively measure
density and intensification indicators, and to monitor their performance
A new data management system was developed in order measure Kitchener's current and
past performance on density and intensification relative to Provincial targets. It was not
possible to extract the necessary data from previous data bases. The new data
management system is dynamicwhich will enable continual monitoring.
~ Stronger links between the Development Charge process, the long range Capital
Budget and the evolved staging of development process will enable Kitchener to
be even more strategic about its investments in infrastructure, and therefore able
to deliver complete communities sooner
The KGMS provides the opportunity to enhance the link between the timing of development
and the City's Capital Budget and Development Charges processes. Through this
coordination, the City can more effectively invest in infrastructure and deliver complete
communities sooner.
~ Greenfield development will continue throughout the next planning horizon but it
will accommodate a smaller percentage of growth and will look different. The
future supply of single detached dwellings may be lower than current demand.
Well planned greenfield development provides many benefits and Kitchener continues to
have a supply of land within the City Urban Area that could be developed through the next
planning horizon. The total supply of lots and blocks for new dwellings is relatively strong.
However, a significant portion of the supply is for multiple dwellings and the estimated
supply of lots forfuture new single detached dwellings is dwindling.
In order to achieve the minimum density target for new greenfield subdivisions it is
apparent that more higher density forms of housing will be required in addition to a greater
mixture of land uses. New single detached dwellings will continue to be built but will
account for a smaller percentage of new construction.
~ Through "Who-are-you-Kitchener?" and community engagement during the
KGMS, we've heard ....
...that we needed to do even more to manage growth, and the community wants to be
further engaged on growth and development matters. There is an appetite for
strengthening environmental initiatives as well as doing more for the arts, culture and
affordable housing.
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VISION AND STRATEGIC DIRECTION
The KGMS supports the following community vision:
"Together, we will build an innovative, caring and vibrant Kitchener
with safe and thriving neighbourhoods." Compass Kitchener (2000)
The strategic direction for preparing the KGMS emerges from five primary sources.
Municipal Responsibility, Proper and Orderly Development -Ontario Planning Act
A municipal Council in carrying out its responsibilities under the Ontario Planning Act shall
have regard to matters of provincial interest. As of 2008, these matters consist of 17 items
including, "the orderly development of safe and healthy communities, the adequate
provision of a full range of housing, employment opportunities, the conservation of natural
and cultural resources, the promotion of sustainable development and the appropriate
location of growth and development." (Ontario Planning Act)
Complete Community (Better Choices, Brighter Future) -Provincial Places to Grow
"Complete communities meet people's needs for daily living throughout an entire lifetime
by providing convenient access to an appropriate mix of jobs, local services, a full range
of housing, and community infrastructure including affordable housing, schools, recreation
and open space for their residents. Convenient access to public transportation and
options for safe, non-motorized travel is also provided." (Places to Grow Growth Plan)
Healthy Community - A Plan for a Healthy Kitchener
"The quality of our community life is important because we derive physical, mental,
spiritual and emotional sustenance -vitality and well-being -from our involvement in
community. A community that provides for these basic needs for all of its members, and
maintains strong and positive relationships both within and outside the community, is a
healthy one." (A Plan fora Healthy Kitchener)
Planning Our Future -Regional Growth Management Strategy (RGMS)
"Planning for the future is something that the people in this Region have taken seriously...
Accommodating growth while preserving much of what makes this area so special has
been high on the agenda for many years. It has also made this Region a leader across
the country...lf we are successful; we will have guaranteed to our children a healthy and
vibrant community which takes the best of what we have and builds on it." (RGMS)
Creating a Sense of Place -Kitchener Official (Municipal) Plan
The Plan provides a framework for the creation of a safe and healthy urban environment
with opportunities for people to satisfy their social, economic and psychological needs
and to maintain and conserve the integrity of their natural and cultural heritage.
The KGMS builds on the above and provides along-term framework that is specific
for the City of Kitchener to plan where and how future residential and employment
growth can be accommodated.
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KGMS Goa~s
The KGMS comprises six overarching goals that apply to managing growth and
development. These goals support the Region of Waterloo's Growth Management
Strategy and are adapted for the Kitchener context. Each goal includes objectives
relevant to growth management, a list of ongoing initiatives and recommended new
actions for the Kitchener of tomorrow.
Enhance our Valued Natural &
Cultural Heritaae Resources
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to improve social, cultural and recreational networks
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PROPER & ORDERLY DEVELOPMENT
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Ensure Greater
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Foster a Strong Economy
Manage Change in an Effective
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Goal 1: Enhance our Valued Natural and Cultural Heritage Resources
Conservation of our natural environment is vital to the
quality of life of the Kitchener of tomorrow. Additionally,
the conservation of historical resources is needed to
contribute to understanding and enhancing our cultural
identity. The City is engaged in significant efforts to
enhance both our natural and cultural heritage. As we
grow, the linkage between these elements and the
location and design of new growth is ever more
important.
Objectives Relevant to Growth Management:
^ Conserve significant natural environment features, systems and networks.
^ Provide local level solutions to help improve our air and water quality.
^ Implement energy conservation measures for the municipality and promote the
benefits to the community.
^ Ensure new development limits its impact on water/wastewater systems.
^ Identify and conserve cultural heritage resources.
^ Recognize and plan for the incorporation of cultural heritage resources prior to
greenfield development.
^ Balance intensification objectives with the conservation of heritage buildings.
Major Ongoing Initiatives/Corporate Linkages:
~ Strategic Plan for the Environment and Implementation Plan
~ Natural Lands Acquisition Fund
~ Local Environmental Action Fund (LEAF
~ Citizen's Guide for Air Quality - 5 Best Bets
~ Heritaae Conservation District Plans and Part IV Desianations
~ Kitchener Heritage Inventory
~ New Heritage Register
~ Desianated Heritaae Proaerty Grant Proaram
~ Park and Open Space Master Plan
~ Community Design Guidelines (Urban Design Manual)
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Recommended Acfions:
1 Prepare a Consolidated Local Greenlands Network
Following the completion of the Region of Waterloo's Greenlands Strategy and the new
Regional Official Plan, Kitchener's "Greenland network" needs to be further evaluated in
order to determine what additional actions and new Kitchener Official Plan policies are
needed in order to conserve and enhance locally significant resources.
2 Strengthen Official Plan Policies for the Built Environmentto be more ~~ .:
Municipalities can directly affect the built environment which is cited as a major
contributor to climate change. All policies that impact the built form should be reviewed
and updated as part of the Official Plan Review to incorporate the "best green practices"
and "green building techniques" wherever feasible.
3 Implement Official Plan Policies by adding more °~~, _ to the Urban Design Manual
Establish additional design guidelines in various sections of the City's Urban Design
Manual to implement Official Plan policies regarding "green building" techniques. Provide
details of specifications and tools to promote "green buildings".
4 Water Management: Implement SubwatershedlFunctional Study Recommendations
Continue the practice of water management study, balance and implementation from
subwatershed or functional drainage study recommendations in growth areas, especially
those within water recharge areas identified by the Region of Waterloo. Enhance this
practice by requiring a water management plan as part of the supporting documentation
for new greenfield development. Water management plans will help provide for the
protection of recharge areas through proper infiltration and other techniques. For non-
rechargeareas, investigate increased usage of `grey water' techniques.
5 Integrate the Heritage Inventory/Registry with the Growth Management Plan
Identify the cultural heritage resources that are located in each intensification area and
greenfield growth district. Find ways to integrate with the biannual growth management
plan. Identify the opportunities and constraints.
6 Identify Cultural Heritage Landscapes
Identify potential cultural heritage landscapes in Kitchener and integrate with the Growth
Management Plan and the new Official Plan.
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Goal 2: Create Vibrant Urban Places
building communities where people want to live, invest and be creative
The urban design direction in Kitchener is to invest greater
emphasis on built form and place-making. The aim is to
create walkable neighbourhoods with access to high
quality amenities that include a mixture of land uses and a
range of housing and transportation options. The urban
fabric should enable a community to grow and thrive.
Well-located and well-designed public places should be
established.
Objectives Relevant to Growth Management:
^ Add a combination of 10,000 new residents and jobs to the Urban Growth Centre
from 2008-2031, with a target of 66% of those as residents in order to increase the
ratio of residents to jobs to at least 40:60.
^ Continually increase the focus of growth to the intensification areas identified
through the KGMS and that new intensification areas be added only as necessary.
^ Determine and implement the urban amenities that can make Kitchener's
intensification areas successful, including access to natural lands.
^ Focus streetscape improvement projects in intensification areas.
^ Add elements to the urban fabric that enables the city to create, attract, retain and
develop talent.
^ Ensure a mixture of land uses, densities, housing and transportation options.
^ Continue to grow in designated greenfield areas for this planning horizon.
Major Ongoing Initiatives/Corporate Linkages:
~ Urban Design Manual and Revisions
~ Neighbourhood Design Initiative and Implementation
~ Desian Brief for Suburban Develoament & Neiahbourhood Mixed Use Centres
~ Downtown Design Policies and Guidelines
~ Mixed Use Corridor Zoning and Design Guidelines
~ Implementation of Commercial Policies (Mixed Use Node Design Guidelines, etc.)
~ King Street (Downtown) Master Plan
~ Fischer Hallman Design Study
~ Encouraging Development for Growth Efficiency (EDGE) Program
~ Economic Development Investment Fund (EDIF)
~ Downtown University Campuses and Centre Block Redevelopment
~ Upper Storey and Facade Improvement Grant Programs
~ Your Kitchener Market
~ Community Improvement Plans
~ Annual Streetscape Improvement Projects
~ Crime Prevention through Environmental Design (OPTED) Implementation
~ Culture Plan II and Public Art Policy
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Recommended Acfions:
1 Establish Minimum Density Requirements for Major Intensification Areas
Certain intensification sites within nodes, corridors or downtown locations should have a
minimum density regulation in the zoning where this does not already exist. This will
prevent prime intensification opportunities from being squandered. The new Official Plan
will include policies that protect against "down-zoning" in prime intensification areas.
2 Undertake an Intensification Area Detailed Review
Conduct a more detailed review of Intensification Areas, specifically the Mixed Use Nodes
and Corridors to assist with growth planning in these areas. This could include:
^ Continue to refine land use and development assumptions and capacity analysis
based on specific parcels and more detailed analysis.
^ Review development charges and incentive programs for intensification areas.
^ Identify specific amenities for attracting and complementing intensification.
^ Review existing parking standards and consider implementation of Transportation
Demand Management principles.
^ Identification, prioritization and coordination of streetscape improvements in
intensification areas and timing with redevelopment.
^ Review infrastructure required to support intensification (see Action 2A~.
^ Review the draft Region Official Plan regarding proposed `Reurbanization
Corridors' and transit network changes with respect to intensification areas.
^ Conduct a high level review of the Nodes/Corridors with respect to the overall
urban structure/morphology and confirm detailed boundary refinements.
2A Analyze Sanitary and Engineering Infrastructure City-wide Capacity
Proceed with conducting acity-wide analysis of the existing sanitary sewer capacity.
Incorporate with the KGMS and growth management plan. Identify any servicing
constraints, required upgrades and include in future Development Charges Studies/By-
laws. Prepare analysis for storm sewers and city water infrastructure.
3 Investigate the Role of Fischer Hallman Road south of Westmount Road
Determine the feasibility of establishing new greenfield mixed use nodes and corridor on
Fischer Hallman Road between Westmount and Plains Road. This could help achieve
greenfield density targets and establish an important transit link for the southwest side of
the City. This would follow any recommendations from the Fischer Hallman Design Study
which will help determine the role of the corridor. A new Planning Community could be
established and higher priority given to the lands. Amendments to the Official Plan and
direction regarding development applications in the area may be required.
4 Develop an "Intensification Opportunity" Product
Provide an inventory of vacant land and intensification opportunities that could be utilized
by builders and development interests that are looking for sites. Also, make known the
opportunities in existing neighbourhoods (SSIOs} so there are no surprises.
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Goal 3: Ensure Greater Transportation Choice
As our community grows we need to ensure that it is
growing in the right locations that provide a range of travel
options, including transit. Transportation choice is an
important goal for the community. The ability to
conveniently walk, cycle, drive or take transit to reach daily
destinations is important for creating healthy and complete
communities.
Objectives Relevant to Growth Management:
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^ Focus intensification to support the Central Transit Corridor/Rapid Transit system.
^ Implement a transportation demand management plan.
^ Incorporate cycling planning and infrastructure for destination travel.
^ Work with the Region on transportation matters.
^ Require transit-oriented development, including alternatives to ground-oriented
housing, along existing and planned transit routes.
^ Contribute to improving air quality and other environmental objectives.
Major Ongoing Initiatives/Corporate Linkages:
Preparation of a City Transportation Demand Management (TDM) Plan
Cycling Advisory Committee
Neighbourhood Design Initiative
Participation in Pedestrian Charter Steering Committee
Participation in Regional Walkability Initiatives (Public Health)
Participation in Rapid Transit Environment Assessment
Participation in Regional Transportation Master Plan
Recommended Actions:
1 Implement City Transportation Demand Management (TDM) Plan
Following approval of a City TDM Plan, implement the recommended items.
2 Prepare a City Transportation Master Plan
Following the completion of the Regional Transportation Master Plan, the City should
identify the specific implications for Kitchener in a City Transportation Master Plan should
include TDM, cycling and walkability. Link the plan to the KGMS and new Official Plan.
2A Implement a Cycling Route Installation Plan
Following the identification of cycling routes in a Master Plan, establish a clear
implementation plan for what routes should be improved for cycling connections, with
timing priority given to routes to major destinations.
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Goal 4: Foster a Strong Economy
Kitchener's economic development will contribute to a
strong regional economy. The City of Kitchener shall
continue to capitalize on the economic advantages of the
area and the strategic locations for businesses to thrive as
the urban economy further diversifies. Attracting and
retaining a talented workforce demands a range of
business opportunities and community amenities.
Accessibility to places of work should be enhanced.
Objectives Relevant to Growth Management:
^ Distribute a range of employment opportunities throughout the city to reduce
commutes and improve ease of access.
^ Locate large employment in the Central Transit Corridor and Urban Growth Centre.
^ Help the private sector capitalize on industrial development opportunities.
^ Assist with the redevelopment of brownfield lands and adaptive reuse of buildings.
^ Continuously develop and implement economic development strategies.
Major Ongoing Initiatives/Corporate Linkages:
2007-2010 Economic Development Strategy and Implementation Items
Downtown Strategic Plan
EDIF and EDGE Economic Development Programs
Business Development Program
Cluster Strategies (Arts and Culture, Biotechnical, etc.)
Completion of City Business Park Development
Support for Creation of Prime Industrial Lands
Recommended Actions:
1 Prepare a Comprehensive Employment Lands Review
Proceed with a Comprehensive Employment Lands Review in 2009 for the new Official
Plan. This review would include 2 parts: Inventory and Analysis. The inventory can build
on the Industrial Land Strategy 2000, the Region Non-Residential Land Budget and the
KGMS. The analysis should include an investigation of current employment areas
including the Mill-Courtland, North Ward and Breithaupt areas, protecting lands for future
skilled employment and identifying lands that could potentially convert to other uses.
2 Engage in Infrastructure Funding Discussions with Other Levels of Government
Continue to work on opportunities to ensure an adequate share of funding is provided for
inter-regional travel (new Hwy 401 connection, GO service), infrastructure, energy, etc.
12
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Goal 5: Strengthen Communities
to improve the social, cultural and recreational networks
The social and cultural elements that bind people and
communities together cannot be ignored. This is especially
true in a city that is becoming more diverse and with
changing demographics. The network of social, cultural
and recreational institutions will directly impact our quality
of life. The intent is to enhance our planning and program
delivery to provide opportunities for improvements in our
health and social well-being.
Objectives Relevant to Growth Management:
^ Help foster a culture that continually improves the local community and potentially
provide larger-scale benefits.
^ Provide recreational amenities and programs to cultivate a healthy lifestyle.
^ Plan for changing demographics and cultural needs.
^ Create excellent places to play.
^ Provide neighbourhood focal points within walking distance of most homes.
^ Plan for and support increased diversity.
^ Encourage a regional distribution of affordable rental housing.
^ Plan for improved universal accessibility in the physical environment.
^ Pace development with the ability to provide the community infrastructure needed
to serve existing and new neighbourhoods to ensure complete communities.
^ Forge strong partnerships with municipalities, institutions and non-profit groups.
Major Ongoing Initiatives/Corporate Linkages:
~ Plan for Healthy Kitchener Implementation
~ Key Performance Indicators/Citizen's Report Card
~ Barrier-free Design Guidelines (Urban Design Manual)
~ Neighbourhood Design Initiative Implementation
~ Parks and Open Space Master Plan
~ Leisure Facilities Master Plan (LFMP)
~ Diversity Strategy
~ Public Art Policy
~ Culture Plan II
~ Accessibility Plan
~ Contribution to Regional Public Health Initiatives
13
PI,GI vi.wiwg f oY Gt
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Recommended Acfions:
1 Conduct Long Range Planning
Prepare additional study into future changing demographics and impacts on municipal
decisions. Consider aging in place, young demographics in Kitchener, diversity and
immigration. Relate to other initiatives and monitor.
2 Enhance the implementation of Future Park and Leisure Facility Planning
Establish an improved program for forecasting future park and recreation facilities
requirements and link to the KGMS. The Parks and Open Space Master Plan update
should be linked to the KGMS. Determine the best locations for community facilities in
growth areas, especially the southwest portion of the city. Investigate the creation of a
future parks/facilities database or database linkage with annual growth management plan.
3 Compile a Community Infrastructure Plan
In response to the policies of the Places to Grow Growth Plan and recognizing the
jurisdiction of other governments, investigate the need to look at city level initiatives
related to: health, social, cultural, affordable housing, safetyl security and education.
Identify related works completed or underway to date and additional works that may be
required to form the plan. Analyze the issues and gaps. Determine where enhancements
are required at the regional or other government level. Ensure that development is paced
with the ability to provide and maintain community infrastructure through linkages with the
growth management plan.
4 Proceed with a Neighbourhood Development & Community Sustainability Strategy
Investigate the operation of Community Centres and links with the social and recreational
programming needs of citizens. Provide a strategy for new directions, implementation,
and plans for future adaptation to changing needs, demographics and multiculturalism.
5 Distribute Affordable Housing -Greenfield/Intensification Areas
Establish targets for the provision of affordable rental housing. Work with the Region
regarding the sharing of affordable rental housing throughout the region. Enhance Official
Plan policies and specific implementation tools that will promote affordable rental housing
opportunities in a variety of locations throughout the City, that include both greenfield and
intensification areas.
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14
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Goal 6: Manage Change in an Effective and Coordinated Manner
Coordination and prioritization are two key elements of
the KGMS. Kitchener has the capacity and opportunities
to accommodate growth. Now we need to ensure that it
is done in the most effective way possible. This not only
involves implementing provincial and regional growth
planning objectives but also the objectives of managing
change at the local level to ensure that the quality of life
for citizens is enhanced. The intent is to coordinate land
use planning with infrastructure development,
transportation, energy management and community
infrastructure in a fiscally responsible manner.
Objectives Relevant to Growth Management:
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^ Implement the Provincial Policy Statement, Places to Grow Growth Plan, and the
Regional Growth Management Strategy through growth management in Kitchener.
^ Utilize Kitchener's greenfield development strategically.
^ Ensure that a plan is in place to monitor and achieve the region-wide 40%
intensification target by the year 2015.
^ Ensure strategic investment of new infrastructure.
^ Evolve the Staging of Development into a new Growth Management Plan,
including a priority analysis of how each growth area relates to the KGMS goals.
^ Understand and plan forthe financial impacts of growth.
^ Link the timing of development more closely with the Capital Budget and
Development Charges process.
^ Improve the integration of land use planning, engineering infrastructure,
transportation and energy conservation.
^ Value local based decisions.
^ Plan for, anticipate and communicate the "maturing" of the community prior to final
build-out of greenfield areas.
^ Establish an ongoing communication program between the City and citizens
regarding awareness of what growth management means for Kitchener and to
foster a culture that appreciates the positive benefits of urban intensification.
Major Ongoing Initiatives/Corporate Linkages:
Development Charges Background Study and By-law
Capital Budget and Forecast
Accelerated Infrastructure Renewal Program
Annual Delegated Approval Authority Report
GIS: Staging of Development Tables and Mapping
Community Engagement Strategy
Public Participation Policy
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Recommended Acfions:
1 Establish an Ongoing Growth Management Program
Growth management will be an ongoing initiative. Similar to other municipalities,
Kitchener should establish growth management as part of the work program. The
Development and Technical Services Department should coordinate the program. The
work program would include continual refinements to the KGMS background information,
improve dynamic capabilities and reporting. The KGMS information would be made
available to other divisionsldepartments to conduct further study and to link with other
initiatives. An important component would be to prepare an annual monitoring report and
a biannual growth management plan.
1A Prepare an Annual Growth Management Monitoring Report
Monitoring of Places to Grow targets will be required. The achievement of progress on the
KGMS goals and recommended actions will be necessary. A significant amount of work
was completed to establish a new dynamic database system for tracking the city's
capacity for growth. Therefore, part of implementing the KGMS is a growth management
monitoring report. Formats should be explored for internal and potentially external access
to dynamic information. An annual report should be produced. Standard assumptions and
terminology will be explored with the Region.
1 B Prepare a Biannual Growth Management Plan
Together, the monitoring report and a growth management plan will form the evolution of
the Staging of Development with improvements to both aspects -data and plan analysis.
The growth management plan will be prepared every two years and form the basis for
determining the relative priorities of development in intensification and greenfield areas,
provide a mechanism to help achieve the intensification target, allow for enhanced
coordination of initiatives and provide a strategic plan for growth-related Capital Forecast
infrastructure and linkage with the Development Charge process.
2 Assess the Designated Greenfield Area and Density Achievement
Identify the density in subdivision plans in Kitchener since June 16, 2006 to understand
the starting point in relation to the greenfield density target that is to be further
established. Investigate opportunities for the most appropriate locations to achieve higher
density in the designated greenfield area. Prepare this analysis to inform the Region of
Waterloo's Land Budget and Official Plan (ROP). Following approval of the target in the
ROP, include greenfield density target(s) in the new Kitchener Official Plan. This will
confirm the adequacy of the Designated Greenfield Area and may lead to identification of
new nodes or corridors.
16
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3 Explore the Feasibility and Merits of Establishing a Long Term Urban Reserve
There is adequate greenfield land in Kitchener and the Region for the near term but there
may be strategic advantages in identifying an urban reserve beyond 2029. The
southwest portion of Kitchener (those lands within the municipal boundary but not
identified as City Urban Area in the Region Official Plan) could be a candidate area. This
action will not be initiated until there is a commitment to construct a Great Lake water
supply, or alternate technology, and it is clear there are no conflicts with the Regional
Official Plan. In addition, more information on environmental constraints, servicing
opportunities, transportation options, long-term intensification objectives and other
matters would be required.
Deferred pending approval of Region of Waterloo Official Plan (2029)
4 Link the KGMS with the Development Charges Study and Capital Budget & Forecast
Utilize the KGMS information in the preparation of the new Development Charges
Background Study 2009. The KGMS and the Growth Management Plan can then be used
as the strategic document for addressing growth-related Capital Budget items starting in
the 2010 budget process.
5 Implement Phase III -Growth Management Communication Plan
The Phase I Communication Plan involved initial awareness of what the provincial and
regional growth plans may mean for Kitchener and what some of the challenges are for a
growing Kitchener. Phase II included additional awareness and some input into the
formulation of the strategy. Following completion of the strategy, it is important to
continue ongoing communication campaign to help work with citizens as the city and
community culture evolves. Phase III -ongoing communications -can build upon the
initial Citizen's Assembly on Growth Management and should coordinate with regional
and provincial communication initiatives. Part of the communication initiatives should
include preparing the community for the eventual build-out of greenfield areas (when
Kitchener becomes a "mature city") and to develop auser-friendly guide to the KGMS.
6 Investigate PubliclPrivate Partnerships
Identify additional public/private partnerships to achieve KGMS objectives. This may
include dedications or land exchanges for natural or cultural heritage resources,
enhanced bonusing, energy conservation projects, provision of new forms of housing and
other opportunities.
7 Initiate the New Official Plan
The new Kitchener Official Plan should be undertaken
supporting documents that may be required. Include
actions from the Kitchener Growth Management Strategy.
utilizing the KGMS and other
consideration of recommended
17
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KITCHENER GROWTH PLAN MAP
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KITCHENER TOMORROW
Kitchener will be a healthy, thriving city. Kitchener will continue to have balanced growth with an
ever increasing emphasis on intensification that maximizes the use of our existing infrastructure
and services. A high proportion of development in the Region of Waterloo will occur in the
greenfield and intensification areas of Kitchener. The planning and development of new
neighbourhoods will be done in a coordinated manner and we will have complete communities.
Residents will have convenient access to employment, shops and recreational amenities.
Growth should add value to the community. It should support existing engineering infrastructure,
schools and community centres. It should bring new people, new employment opportunities, new
parks and new ideas. Growth should contribute to a greater range of transportation choice and
not clog auto-dominated streets. Growth should infuse the community with diversity, new public
places and contribute to a sense of place. Growth should be planned in a way that respects our
natural and cultural environment and that does not negatively impact our drinking water supply.
Growth should be healthy.
New development will include all land uses and will be increasingly focussed in the Urban
Growth Centre (Downtown}, the Mixed Use Corridors that are primarily major streets that enter
the downtown and Mixed Use Nodes throughout the city. At the neighbourhood level, old
industrial, brownfield sites will be cleaned-up and redeveloped into new, well-designed urban
environments. There may be infill and minor intensification on other smaller sites throughout the
city; howeverthe strong emphasis is on maintaining, and improving our stable neighbourhoods.
Kitchener tomorrow will be more walkable, more transit-supportive and ultimately more `urban'
while still striving to keep a high quality of life. Creativity and diversity will be celebrated.
Kitchener will be recognized. Kitchener will effectively manage growth.
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