Planning and Development

Transcription

www.centrewellington.ca
Planning and Development
Managing Director of Planning & Development
Brett Salmon
Chief Building Official
Randy Bossence
Planner
Mariana Iglesias
Building Official III
Dan Hagarty
Planning Coordinator
Chantalle Pellizzari
Brent Green
Gary Jansen
Permit Clerk
Linda Lonsdale
Permit Clerk
Nancy Serafini
Planning & GIS Coordinator
Greg Wolowich
Economic Development Officer
Patricia Rutter
Planning and Development Department www.centrewellington.ca
Responsible for:
• guiding development proposals to achieve the Township’s strategic goals and other legislative requirements. • Development of Official Plan policies
• Promotion of economic development opportunities
• Review of planning, building, and site alteration proposals.
Planning Division
Responsible for:
• Assisting Council with growth management in Centre Wellington
• Achieved through:
• the review of development applications
• policy development, research and the statutory requirements of the Planning Act. • addresses long term policy
planning, development planning
and heritage planning. Planning Division
Key Services and Activities
• Land use planning studies
• Policy and program development
• Official plan amendments
• Zoning by‐law amendments
• Plans of Subdivision
• Committee of Adjustment reports
• Heritage planning
• Site plan approvals
Planning Division
Quick Facts
• Evaluates 16 zoning amendment applications
• One Official Plan amendment application
• 2 subdivision applications
• 29 site plan applications
• 38 severance applications per year.
Official Plan
• A policy document that sets out the Township’s views on how land should be used
• Provides direction for future planning activities and for public and private initiatives aimed at improving the existing physical environment
• The Township’s Official Plan came into effect in 2005, and needs to be reviewed and updated (2016)
Zoning
• States how land may be used, where buildings and other structures can be located, the types of building that are permitted and how they may be used, and establishes lot sizes and dimensions, parking requirements, building heights and setbacks from the street. • Implements the objectives and policies of the Official Plan
• Protects Township residents and businesses from conflicting and possibly dangerous land uses.
• Township’s Zoning By‐law came into effect in 2009. www.centrewellington.ca
Site Plan Control
• To ensure safety and efficiency of vehicular and pedestrian access
• To minimize land use compatibility between new and existing development through buffering and landscaping
• To provide functional and attractive on‐site facilities such as landscaping and lighting
• To control the placement and provision of required services such as driveways, parking, loading facilities and garbage collection, and to ensure that appropriate storm water management and grading and drainage facilities are designed and implemented. www.centrewellington.ca
Lot Creation (Severances, Subdivisions and Condominiums)
• A new building lot is created by one of four methods: plan of subdivision, plan of condominium, consent (severance), or part lot control exemption. • The Planning Department co‐ordinates the Township’s review of these applications, including
• pre‐consultation with the applicant
• reviewing reports and plans
• preparing conditions of approval,
• naming new streets and assigning addresses,
• clearing conditions of approval,
• ensuring required agreements are executed.
Secondary Plans
• Address the mix, arrangement and density of land uses;
• Local street pattern; • Size and location of neighbourhood parks and school sites; • Location of major services. www.centrewellington.ca
Heritage
Conserve heritage in order to:
• Enhance our quality of life and sense of history, community and identity • Create a sense of pride and sense of place
• Improve our local economy by employing local craftspeople and trades people related to conservation • Add diversity and character to new development • Contribute to sustainability by reducing landfill waste, and lessening the demand for energy and resources needed for new construction
Heritage Committee
• Made up of 8 citizen reps and 1 Council rep
• To advise Council on all matters concerning heritage as legislated by the Ontario Heritage Act
Heritage Designation
What is Heritage Designation? • A way to formally recognize a structure, building, landscape, or other property as significant to our community
• A way to protect the attributes that make a structure, building, landscape or other property
significant
• A legal process under the
Ontario Heritage Act that gives a property a
special status and involves the registration of a
designation by‐law on title of the property
• A way for the owner to express pride in the
heritage value of their property www.centrewellington.ca
Heritage Designation
What Does Being Designated Mean?
• Your property is formally recognized in the community for its cultural heritage value
• The property meets at least one of the criteria provided by Ontario Regulation 9/06
• You will require a heritage permit to make
alterations that might affect the
identified heritage attributes
Heritage Register
The Heritage Register:
• A list of heritage properties designated under the Ontario Heritage Act
required to be kept by the clerk of a municipality
• The Act permits municipalities to list non‐designated properties of cultural heritage interest • Properties are added by Council, after consultation with the Municipal Heritage Committee
• Properties can be listed as a result of recommendations by Council, staff, the Heritage Committee or members of the public
• Having a property listed on the Register does not mean owners cannot make alterations to the property and should not impact their ability to sell, use or maintain the property Additional Responsibilities
Responding to Development Enquiries
• simple zoning enquiries
• real estate enquiries
• persons wishing to know the process or likelihood of success of a possible development application.
Geographic Information System (GIS)
• integrates hardware, software and data for capturing, managing, analyzing, and displaying geographically referenced information. • view, understand, question, interpret and visualize data to reveal relationships, patterns and trends in the form of maps, reports, and charts. • A GIS quickly helps us answer questions and solve problems by looking at data in a way that is quickly understood and easily shared.
Civic Addressing
• A civic addressing system is critical for public notification, and for emergency response and notification.
Community Improvement Plan
• allows municipalities to create financial or other types of tools, or direct capital investments – such as tax increment‐based grants –
towards achieving community goals
• authorizes incentive programs for rehabilitation, development and redevelopment projects within the targeted areas of Centre Wellington.
Community Improvement Plan
• Pride in Place
• will help foster local pride through the beautification and revitalization of public and private property in key commercial, industrial, mixed‐use, and tourist areas of the Township.
• Attraction and Expansion
• will enhance investment opportunities and stimulate the attraction of new/expansion of existing business in key commercial, industrial, mixed‐use, and tourist areas of the Township.
Reasons for a Community Improvement Plan
• Growth and Intensification
• will support opportunities for new development in key commercial, industrial, mixed‐use, and tourist areas of the Township, where appropriate.
• Remediation and Redevelopment
• will support opportunities for the remediation and redevelopment of properties in key commercial, industrial, mixed‐use, and tourist areas of the Township, where appropriate.
• Preservation and Promotion • will preserve and promote the Township’s key community assets and advantages.
Northwest Fergus Secondary Plan
• 100 hectare parcel of land on the western edge of the Fergus Urban Centre, at the northwest corner of the Colborne Street and Beatty Line North intersection
• Planning process began in 2007 • Public meetings in the community were held in November 2007 and June 2008, and throughout 2012. • Request for approval of the Secondary Plan was submitted in 2013
• Public meeting held in August 2014
• Adoption of the Secondary Plan Area is planned in 2015
• When complete, the Secondary Plan Area will accommodate approximately 1,223 housing units, with an estimated population of more than 3,500 residents.
Northwest Fergus Secondary Plan
The Neighbourhood Concept Plan
1. A linked greenlands system that connects natural/environmental features, open spaces, parks, schools, storm water management ponds;
2. Protection of all significant natural heritage features while incorporating them into a larger system providing for pedestrian and cycling trails; and
3. A centrally‐located node that is within a 5‐minute walk of the majority of the community and provides the civic and park focus of the community;
4. Nodes along principal neighbourhood routes that accommodate small scale, local commercial activities within a short walking distance;
5. A range of housing options, ranging from lower density single‐family housing, live‐work units, street townhomes, in addition to a medium density lifestyle oriented block;
The Neighbourhood Concept Plan
6. Reinforcement of focal elements of each subneighbourhood with higher density residential uses in a live‐work or street townhouse built form, with possible use of lanes where appropriate;
7. An elementary school adjacent an active neighbourhood park to service its residents and the larger community;
8. Views into the storm water management ponds and parks, and direct pedestrian access from streets;
9. A highly interconnected road pattern with a collector street system that is within a 5‐minute walking distance of most future residents; 10. Incorporation of the existing farm house, in its existing location where feasible, as part of a central mixed‐use node in the neighbourhood.
Growth Management Strategy
• By 2031, the population of Centre Wellington is expected to be 41,350, and the number of jobs is expected to be 17,330.
• The Fergus Urban Centre is expected to grow to 22,760 by 2031.
• The Elora‐Salem Urban Centre is expected to grow to 10,950. • Greenfield development will achieve a density of 40 people and jobs per hectare. • To achieve this target, residential development in greenfields must have a minimum density of 16 units per hectare. • 20% of new residential growth will come from intensification within the built boundary, starting in 2015. Growth Management Strategy
• The objective is to create a “complete community”. Complete communities are defined as:
“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.”
• Requires that infrastructure planning, transportation planning, and community services planning are co‐ordinated. • Municipalities are required to develop and implement Official Plan policies, including phasing policies, and other strategies, for designated greenfield areas to achieve the intensification target and density targets of this Plan. www.centrewellington.ca
• Results from the recognition that it is not possible to develop in all growth areas at once. The timing and cost of growth‐related services must be co‐ordinated
• Identify growth areas
• Establish future development phasing
• Develop growth related planning policies which are coordinated on a Township basis, and provide direction for infrastructure improvements to serve the growth areas
• Accommodating future growth will require major investment in infrastructure and the provision of cultural and recreational services www.centrewellington.ca
• Should embody the principles of a “Healthy Community”. • A community’s health and long‐term economic prospects are influenced by the state of its built environment.
• There is a link between health and the built environment.
• The arrangement and design of the built environment influences human activity and facilitates health and mental well‐being
A Healthy Community is one that is planned and designed to produce:
• streets, paths and trails that are well‐connected, maintained and able to safely accommodate different modes of transportation
• neighbourhoods that are safe, accessible, aesthetically pleasing, well‐
serviced and inclusive
• natural environments that are resilient, provide ecosystem services (e.g., clean water, crop pollination and food production, climate and disease control, nutrient cycles), support wildlife and their habitat and are better connected to where people live
Building Division
Building Division
• The primary role is the administration and enforcement of the Building Code Act and its Regulations.
• review of all building permit applications, plans and specifications
• on‐site inspection of construction to ensure buildings are safe, healthy and accessible for all people. • The secondary role is Bylaw Enforcement
Building Code Responsibilities
• Administration and Enforcement of the Building Code Act & Regulations  Mandated Roles, Responsibilities and Powers
 Mandatory Provincial Standards
 Chief Building Official & Inspector Qualifications  Minimum Required Inspections
 Maximum Permit Issuance Decision Time
 Maximum Inspection Response Time
 Service Level Benchmark Reporting
Municipal By‐Law Enforcement
• Municipal By‐law Enforcement:
Property Standards
Zoning By‐Law
Signs
Termite Control
Site Alteration
General Fencing & Swimming Pool Enclosures
Miscellaneous Responsibilities www.centrewellington.ca
• Other Approvals & Processes:
Collection of Development Charges
Collection and Refund of Security Deposits
Collection of Driveway Entrance Permit Fees
Sewer and Water Connection Permits
Lot Grading & Drainage Approvals Municipal Addressing and Emergency Numbers
2013 Building Division Activity
Quick Facts
• 663 Building Permits Issued
• $74,528,025.00 Total Construction Value of Permits Issued
• $784,831.00 Total Permit Fee Revenue
• 2452 Building Inspections Conducted
• 55 Termite Inspections Conducted
• 74 Property Standards Complaints
Investigated
Yearly Building Permit Numbers
TOTAL NUMBER OF PERMITS
800
724
753
726
722
677
669
700
741
642
635
647
627
624
658
663
622
600
500
400
300
200
100
0
0
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
TOTAL NUMBER OF PERMITS
2008
2009
2010
2011
2012
2013
TOTAL RESIDENTIAL DWELLING PERMITS
239
250
219
217
203
192
200
182
160
150
128
136
135
126
100
118
85
84
65
50
0
0
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
TOTAL RESIDENTIAL DWELLING PERMITS
2008
2009
2010
2011
2012
2013
$54,886,625
2009
2010
$59,742,436
$53,823,560
$40,000,000.00
$37,910,932
$51,305,649
$39,601,716
$73,013,897
$59,378,678
$44,983,122
$50,000,000.00
$30,000,000.00
$20,000,000.00
$10,000,000.00
$‐
$60,000,000.00
$42,754,564
$43,558,102
$70,000,000.00
$50,742,145
$80,000,000.00
$57,462,100
$90,000,000.00
$81,440,650
TOTAL CONSTRUCTION VALUE
$74,528,025
$‐
1998
1999
2000
2001
2002
2003
2004
2005
2006
TOTAL CONSTRUCTION VALUE
2007
2008
2011
2012
2013
Termites in Centre Wellington
• In Ontario, subterranean termites are found in more than 30 Ontario municipalities. • Termites were introduced accidently from the United States. • The termite infestation in Centre Wellington was first detected in Elora in the mid‐1970s and there are several known Termite Management Areas encompassing many properties within Elora and Fergus. www.centrewellington.ca
Termites in Centre Wellington
• Termites are wood‐eating social insects that can cause a substantial amount of damage to a property resulting in costly repairs. • The preferred habitat for termite colonies is underground or aboveground in damp or wet areas or sandy soils. • Termites build tunnels to reach food and every spring, groups of reproductive termites fly off to start new colonies.
Termite Management
• Recent Activities:
Throughout 2014 Building Division Staff have been researching other Ontario Municipalities where Termites are known to exist, in an effort to gauge what is being done by the Municipality with regards to termites. This research will support the Development of a Termite Strategy Report.
Recent Construction Highlights
• New Four Storey Apartment Building in Westminster Highlands Subdivision
• New Four Storey Condominium Building in Westminster Highlands Subdivision
• Jefferson Elora Corporation Loading Dock Expansion and Building Renovations.
• New Subdivision Activity (Westminster Highlands & Bonaire / Strathlea). • Nexans Plant Expansion
Building Division Priorities
• Termite Management Strategy.
• By‐Law Enforcement Activities.
• Managing Increased Activity and Workload
• Updating of By‐Laws for which the Building Division is Responsible.
• Sign By‐Law Revisions / Housekeeping.
• Continued Qualification Upgrading and Training.
• Public Education Programs.
Economic Development Division
Economic Development
Focused on these priorities:
• Encouraging business retention and expansion
• Facilitating external business attraction
• Facilitating commercial and industrial development projects and investment
• Managing the community's employment lands
• Marketing/collaboration with key stakeholders
• Providing economic and community information
Economic Development Committee
• Composed of 6 representatives from the private sector
• 3 Council reps – 2 Councillors and the Mayor
• Reps from Ministry of Economic Development, Employment and Infrastructure and from the Ministry of Agriculture Food and Rural Affairs
• Staff reps ‐ CAO, Managing Director of Planning & Development, Economic Development Officer, Tourism Co‐ordinator
• Advise Council on the development, implementation of economic development strategies and initiatives including collaboration with partners
2013‐14 Economic Development Activity
Quick Facts • Business Retention and Expansion Project completed – 35 businesses visited
• Economic Development Committee
revamped – 8 private sector members
• New website – all new Business
information
• On line business directory with
over 1100 businesses
Economic Development Projects
Business Retention and Expansion
•
•
•
•
Completed March 2014 – Action Plan adopted by Council October 2014
35 businesses visited
4 sectors – manufacturing, agriculture, healthcare, creative economy
Community based program to nurture and support businesses already operating in the community
• Done through questionnaires and personal interviews • Goals of Program •
•
•
•
Build relationships
Provide support
Communicate
Shape economic development focus
Factors in Doing Business
Business Improvement Area (BIA)
Fire services
Support from local residents
Police services
Health department/health unit approvals
Support from other businesses
Municipal economic development services
Community Futures
Snow removal
Chamber of Commerce/Board of Trade
Workforce
Regional/Provincial roads and highways
Garbage/recycling
Availability of adequate electricity
Availability of natural gas
Internet service
Cellular phone service
Street/road repair
Planning, zoning/building permits
Water/wastewater capacity
Development/building permit process
Proximity to rail and airports
Support from municipality
Availability of serviced land
Water/wastewater fees
Small Business Enterprise Centre
Local roads and streets
Availability of space for rent or lease
Municipal property taxes
Land costs
Development charges
Centre Wellington
Countywide
0%
25%
50%
Satisfaction Rating
75%
100%
Economic Development Project – BR+E
Centre Wellington Top Advantages
•
•
•
•
•
•
•
•
•
•
•
Quality of life, natural environment
Community spirit, supportive local community
Workforce
Safe community
Close to large markets, access to input suppliers
Diversity of things to do
Size and scale, everything is close
Artistic community
Infrastructure
Quality of farmland
Lower cost of living
Economic Development Project – BR+E
Centre Wellington Top Disadvantages
• Distance from major transportation
• Limited population
• Lack of public transit
• Rural access to utilities
• Development fees and taxes
• Lack of sizable local market
• Cost of living
• Limited industrial land
Economic Development Projects – BR+E
Results
• 82% of businesses – Township good or excellent place to do business
• 100% of businesses – remain the same (46%) or expand (54%) in near future
• 85% of businesses – industry stable or growing
• 51% indicated training programs would benefit their business
• 29% indicated difficulty hiring due to industry and location factors
Economic Development Projects
BR+E Action Plan
• Priority projects
• Investment Profile and video
• Shop Local Program
• Available Lands and Buildings Inventory
• Community Improvement Plan • implementation and marketing
• Website enhancements – BizPal

Planning and Development

Transcription

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