Building a Strongfoundation

Building a Strongfoundation

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VISION 2020 • GRIDS GROWTH STRATEGY • OFFICIAL PLANVISION 2020 • GRIDS GROWTH STRATEGY • OFFICIAL PLAN

VOLUME 1

September 2003

VOLUME 1

September 2003

Vibrant, Healthy, SustainableHamilton

Vibrant, Healthy, SustainableHamilton

Vibrant, Healthy, SustainableHamilton

Vibrant, Healthy, SustainableHamilton Consultation Report for

Phase 1 of the City of Hamilton’sBuilding a Strong Foundation Process

Consultation Report forPhase 1 of the City of Hamilton’s

Building a Strong Foundation Process

VOLUME 1

September 2003

VOLUME 1

September 2003

Foreward This report is intended to capture the thoughts, concerns and suggestions on Hamilton’s future heard from over 300 residents, organizations and businesses. During the period between April 1st and August 30th, 2003, these people contributed their time and energy to Phase 1 of the Building A Strong Foundation consultation process. The process was led by the City of Hamilton and facilitated by Lura Consulting, a local public consultation firm. The ideas in this report represent the key themes heard at the more than 20 events that took place to renew Hamilton’s VISION 2020 and integrate it with some of the City’s primary policy documents. In particular, this first phase of the consultation process was directly tied to the development of the City of Hamilton’s Growth Related Integrated Development Strategy (GRIDS) and the new Official Plan (OP). In many cases there was significant common ground between participants, while in other areas more work is required to bring interests together; both are noted throughout the report. As much as possible, the intent and language of the thoughts expressed in the consultation process have been retained. Consultation on VISION 2020, Building A Strong Foundation, GRIDS, the OP, and the discussion presented in this report will continue to be a central part of the next phases of the process. The City of Hamilton and Lura Consulting would like to sincerely thank the many people who contributed their valuable time and ideas to building a strong foundation for Hamilton’s Future.

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Contents

Building A Strong Foundation for Hamilton’s Future 6

The Building Blocks – Communication, Education, Consultation 7

The Big Picture – Key Themes of the Consulation Process 10

Hamilton’s VISION 2020 Renewal 11

Integrating VISION 2020 into GRIDS and Hamilton’s new OP 18

This is Only the First Step 38

Appendices

A. Building A Strong Foundation – Participants 39

B. Building A Strong Foundation – Events 41

C. Building A Strong Foundation – Communication Activities 42

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Summary of Conclusions The following lists some of the primary conclusions from Building A Strong Foundation Phase 1. These conclusions are based on the many discussions that made up the consultation process, and which are summarized in this report.

1. Hamilton’s residents, community organizations, businesses and government agencies are all committed to coming together to work toward a shared vision of a vibrant, healthy, sustainable future for the City.

2. There is broad support for the updated VISION 2020 statement, as a strong vision to guide Hamilton’s future.

3. Consultation participants generally recommended retaining the VISION 2020 name and identity.

4. There is broad support for the nine directions to guide development in Hamilton, which will be implemented through the Growth Related Integrated Development Strategy (GRIDS) and the new Official Plan (OP).

5. In implementing VISION 2020 and GRIDS, ongoing vigilance is required to ensure that the process continues to involve a balance of social, environmental, business, community and government interests.

6. Consultation participants know that to make the Vision a reality, everyone has a role to play. There was strong support for the formation of a multi-interest steering committee to oversee the next phases of the Building A Strong Foundation process.

7. Consultation participants are looking to local government for leadership in guiding the community toward implementing VISION 2020.

8. There was a consistent call for greater means of ensuring political accountability to Hamilton’s VISION 2020 and other policies designed to build a vibrant future for Hamilton.

9. There is strong support for maintaining and enhancing the open and transparent public process initiated in Phase 1 of Building A Strong Foundation.

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Building a Strong Foundation for Hamilton’s Future

The strength and pride of the City of Hamilton is in the people who live, work, shop and play there. Over the past six months, over 300 Hamiltonians participated in the Building A Strong Foundation process and demonstrated their commitment to promoting a vibrant, healthy and sustainable Hamilton. This report presents the highlights of the first phase of the Building A Strong Foundation process. Building A Strong Foundation is a bold initiative coordinated by the City of Hamilton that takes a cross-disciplinary, integrative and community-based approach to implementing Hamilton’s Vision for a sustainable future. Hamilton’s VISION 2020 sets the vision for the City’s future. The Building A Strong Foundation process is working to implement Hamilton’s VISION 2020 by integrating it directly into some of the City’s primary decision-making processes. The processes include: Growth Related Integrated Development Strategy (GRIDS), the new Official Plan (OP), Social Development Strategy, and VISION 2020 community strategies and actions. Phase 1 of Building A Strong Foundation focuses on VISION 2020’s 5-year review and establishing directions to guide the development of GRIDS and Hamilton’s new OP. Hamilton’s VISION 2020 statement is the City’s guide to the desired social, economic and environmental characteristics of the community. The Growth Strategy (GRIDS) will assist the City in accommodating new people and new jobs in Hamilton in a way that supports the Vision. The new Official Plan will provide the policy and legal framework for the implementation of many elements of the Vision. This report marks the completion of an intensive and extensive community consultation, communications and education program. It focuses on the outcomes of Phase 1 of the Building A Strong Foundation consultation process, Hamilton’s updated VISION 2020 statement and the directions to guide the City's comprehensive land use planning processes. These products are the result of over 1600 hours of donated time and effort invested by Hamilton residents, community organizations and businesses1. The results included in this report are a tribute to the community’s commitment toward building a strong foundation for Hamilton’s Future.

1 A complete list of participants is included on page 39 of this report.

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Foundation for Hamilton’s Future

VISION 2020 Sustainability Principles

Building on VISION 2020 and sustainability principles, Building A Strong Foundation sets the

foundation for a variety of municipal and community-based planning processes in

Hamilton.

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The Building Blocks – Communication, Education, Consultation

During the period between April 1st and August 30th, 2003, the City of Hamilton undertook an extensive communications, education and consultation program, as part of Phase 1 of the Building A Strong Foundation process. On April 1st, 2003 a meeting was held with community members who had been actively involved in Vision 2020, the Vision 2020 Renewal program and/or GRIDS Task Force activities. The purpose of this “Renewal Roundtable” meeting was to seek advice on how to carry out the Building A Strong Foundation community engagement program. Four key pieces of advice came out of that meeting, which were reinforced at the Building A Strong Foundation Stakeholder Symposium on April 28th. The advice was to:

1. Get into the community - get the grassroots involved.

2. Ensure all interests are engaged.

3. Provide multiple opportunities for education and communication.

4. Build excitement. The Building A Strong Foundation project team2, in partnership with Lura Consulting, used that advice, and the advice from previous Renewal Roundtable meetings, to design the first phase of the communications, education and consultation program.

1. Get into the Community

Building A Strong Foundation was launched at Liuna Station with a full-day stakeholder symposium. In order to get the broader community involved, 9 community workshops were held throughout Hamilton – from Stoney Creek to Flamborough and from Hamilton’s urban downtown core to rural Copetown. Community members volunteered their time to host, facilitate and participate in the workshops.

2 The project team consists of City of Hamilton staff from Public Works, Planning and Development, The City Manager’s Office, Public Health and Community Services, and consultants from Dillon Consulting and Lura Consulting.

Getting into the Community – In addition to 2 stakeholder symposia at Liuna Station (shown

as a blue triangle), 9 Building A Strong Foundation Community Workshops were held

across Hamilton (shown as red suns).

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The culmination of the citywide consultation process was a second Stakeholder Symposium, in which community organizations, government agencies, local businesses and residents came together to review and build on the work completed in previous consultations.

2. Ensure all interests are engaged.

The consultation approach for Building A Strong Foundation included a variety of tools to ensure that a full spectrum of interests and sectors were able to effectively participate. Through the community workshops, many residents, from both the old City of Hamilton and from the former area municipalities, participated in the VISION 2020 program for the first time. For each of the stakeholder symposia, the project team personally carried out telephone campaigns to let less involved stakeholders know that the process was underway, and encourage their participation. Throughout the month of August, the Building A Strong Foundation project team convened focused conversations with selected stakeholder groups. These discussions ensured that the process included perspectives that were typically under represented in previous consultations. Conversations were held with the City’s leaders in arts and culture, business, environmental protection, equity and access, health and social welfare, heritage protection, housing development, homelessness and safety3.

3. Communicate and Educate

From the beginning, the Building A Strong Foundation process was implemented using a blend of traditional and more creative approaches to communications and education. Flyers, brochures, newspaper advertisements, letter mail and radio spots were all part of the mix. Internet-based communications of all types were also used, including online workbooks for both adults and youth. The project Web site was easily accessed from the City’s homepage and constantly updated with the latest notices, background papers, reports and presentations4. On the education side, a number of techniques were used. At each consultation event, staff made presentations on the project to help the community to learn more about each of the processes that

3 A list of consultation events is included on page 41 and detailed records from each of these events are included in Building A Strong Foundation Consultation Report Vol. 2: Outcomes and Meeting Records. 4 A complete list of communications activities is included on page 42.

The Building A Strong Foundation brochure - One of many materials

produced to provide more information on VISION 2020 and

the Building A Strong Foundation process.

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make up Building A Strong Foundation. Guest speakers also stimulated the discussion at the Stakeholder Symposia with examples of other cities from around the world that are working toward a sustainable future. The Points-to-Ponder series was developed to provide the community with additional information on some of the key issues facing the City5. The series identified questions to think about when working to resolve the issues. Display boards were used at both of the symposia as another mechanism for providing information on Hamilton, Building A Strong Foundation and VISION 2020. A local Beaver troop also produced the “Beaver Quilt”. The quilt is a display board featuring a patchwork of artwork created by the Beavers to convey their thoughts on VISION 2020. One of the highlights of the Building A Strong Foundation education program was a 5-week, CHML 900 radio series. Each week, CHML hosted a one-hour radio information show with a panel of City staff and councillors on various topics related to Building A Strong Foundation. Listeners were given the opportunity to call-in with their questions and have them answered on air by the panel.

4. Build Excitement

Momentum for the Building A Strong Foundation process has continued to build since the project was launched. Although there was some skepticism about the outcomes of the process, participants were excited to have the opportunity to shape Hamilton’s future. Local media have been following the process and helped to build excitement. Business and community leaders encouraged their constituents to get involved. Residents spread the word to their friends and neighbours. With an ever-growing database of interested residents, businesses and community organizations, the Building A Strong Foundation hopes to build on the excitement generated in Phase 1. Many participants in the process noted that in order to continue to build momentum in the process, it is essential to continue the efforts to ensure balanced participation in the consultation process by expanding representation from under-represented perspectives, particularly the business community, a wider range of cultural and ethnic backgrounds and local politicians. Building A Strong Foundation has been building excitement by engaging people. The strength of the process will continue to grow, as the number and diversity of people involved grows.

5 The Points to Ponder series and other VISION 2020 and Building A Strong Foundation materials are available on the project Web site www.vision2020.hamilton.ca or by calling the City of Hamilton Planning Department.

Hard at work - The community came together to build a strong foundation for Hamilton’s future at the first Stakeholder

Symposium, April 28th, 2003 at Liuna Station.

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The Big Picture

Differences of opinion are an important part of a comprehensive consultation process. What is striking about the discussions that were part of the Building A Strong Foundation process is the areas of common ground that exist between, what appear to be, divergent interests. This section highlights the “Big Picture” messages consistently expressed by the participants in the consultation program.

A Vibrant Hamilton: The Tie That Binds Everyone who participated in the Building A Strong Foundation process expressed the desire to make Hamilton a vibrant city - an attractive, caring, healthy, sustainable City. They agreed that residents, community organizations, businesses and government must come together under a shared vision to achieve a vibrant, healthy, sustainable future for Hamilton.

The Difference is In the Details The people consulted support Hamilton’s VISION 2020. They also generally support the directions that were developed to integrate VISION 2020 into the development of the City’s Growth Strategy (GRIDS). Participants emphasized that there are many ways to interpret the Vision and directions. Before choosing a course of action, the City must evaluate a full range of development options based on social, environmental, economic and financial benefits and costs.

We Need All Three Legs of the Stool A sustainable community is one where social, health, economic and environmental interests all support each other. Phase 1 of the Building A Strong Foundation process made considerable progress in engaging a wide range of interests. Participants in the process emphasized the need for continued vigilance in implementing Hamilton’s VISION 2020 to ensure that it does not support one interest more than another. Many participants suggested forming a steering group to bring social, environmental, business and government interests together and to provide the broad-based participation needed to make the Vision a reality. We Can’t Do It Without Leadership From Local Government A substantial number of the consulted stakeholders expressed a lack of confidence in the will of Hamilton’s City Council to provide the leadership necessary to make VISION 2020 a reality. There was a consistent call for greater means of ensuring political accountability to Hamilton’s VISION 2020 and other policies designed to build a vibrant future for Hamilton.

Sustainable decision-making considers all three legs of the sustainability stool: social and health, economic and environment. The 3 legs are deeply intertwined. If one leg of the process is neglected, the other legs are stressed and may not be able to

function.

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Hamilton’s VISION 2020 Renewal

This year (2003) is VISION 2020’s 10-year anniversary and second 5-year review. As part of the review process, the consultation participants commented on the VISION 2020 Statement, and its name, branding, implementation, and enforcement.

The VISION 2020 Statement Consultation on VISION 2020 revealed that it still articulates Hamilton’s Vision for a sustainable future; it is balanced, comprehensive, integrated and inspiring. Yet, recognizing that the City has changed since 1992, participants recommended several updates to the Vision statement, both in format and content. Early in the process, consultation participants emphasized that a shorter statement is needed to articulate the Vision more succinctly and to facilitate broader communication. As a result, a shorter statement, to complement the full description, was prepared with the assistance of community members. Participants noted that the descriptive portion remains a critical part of the vision; it is the piece that helps in visualizing Hamilton’s future and provides the direction and inspiration to make it happen. This short statement of VISION 2020 became a significant portion of the consultation discussion. Comments received on the short statement were that it should make specific reference to:

� Hamilton’s unique characteristics; � The principles of a sustainable community; and, � The people responsible for making the Vision a reality.

For some participants, the mechanisms, timelines and priorities for implementing VISION 2020 should be included in the vision statement, while for others the implementation program is separate from the Vision itself. Most importantly participants noted that VISION 2020 should focus on creating a vibrant, sustainable Hamilton – where social responsibility, economic vitality and environmental integrity grow together.

The Region of Hamilton-Wentworth first adopted VISION 2020 in 1992 as

VISION 2020: the Sustainable Region. This year VISION 2020 is celebrating its 10-year anniversary and

its first renewal as the City of Hamilton’s Vision.

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HAMILTON’S VISION 2020 Updated September 2003

As citizens, businesses and government of the City of Hamilton we accept responsibility for making decisions that lead to a healthy, sustainable future. We celebrate our strengths as a

vibrant, diverse City of natural beauty nestled around the Niagara Escarpment and Hamilton Harbour. We are able to achieve our full potential through safe access to clean air

and water, food, shelter, education, satisfying employment, spirituality and culture. We weigh social/health, economic and environmental costs, benefits and risks equally when

making decisions. Action—Sustainable community goals, strategies and targets are achieved by committing resources and acting decisively. Access—People have the ability to contribute and participate in community life regardless of physical and mental ability, income, age, gender, spiritual or cultural background or geographic location. Accountability—Community leaders measure and report on progress in achieving the Vision. Adaptability—We learn from the past and take action to create positive change. The statement above is the proposed addition to Hamilton’s VISION 2020 statement. It was created from ideas and text submitted by the people of Hamilton. This short version of VISION 2020 is designed to complement the updated full text statement found in Volume 2 of this report6.

6 The updated full text version of Hamilton’s VISION 2020 is included in Building A Strong Foundation Consultation Report Volume 2: Outcomes and Meeting Notes.

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Vision 2020 Name and Look Phase 1 of the Building A Strong Foundation process set an objective for updating VISION 2020’s name and visual identity. After ongoing consultation and calls for suggestions, the feedback received was largely in favor of keeping the VISION 2020 name and look . While there were some suggestions for name changes, most consultation participants expressed the need to keep the name because:

� It is well recognized in the community; � It is clever and catchy; and, � It sets a firm target for implementation.

Some participants noted that by changing the date in the Vision, it gives the negative impression that the timeline is flexible and can be easily extended. Several members of the community submitted ideas for a new VISION 2020 logo. Others commented that spending limited resources on branding is not a priority and that the resources would be better spent on other VISION 2020 activities. Overall, interest in creating a new name and look for VISION 2020 was low, and was clearly overshadowed by the focus on moving ahead with action and implementation.

The current VISION 2020 logo (Shown Above) – The Building A Strong Foundation process examined options for updating the

Vision name and logo as part of the VISION 2020 5-year review.

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Making Hamilton’s VISION 2020 A Reality In all of the many consultations on Hamilton’s VISION 2020, the forefront of discussion was on how to make the Vision a reality. Consultation participants generally supported VISION 2020 as the view to Hamilton’s future; however, it was also recognized that the Vision is an ideal and its success depends on how it is implemented. The overwhelming message from participants was that it is time to move ahead with implementation based on a firm plan of action. The plan of action must be supported by mechanisms to ensure that the entire community is involved in, responsible for, and accountable to the Vision. Over the last ten years, participants noted that Hamilton has made some important achievements in implementing in VISION 2020 including: the establishment of Bayfront Park, ongoing efforts to rehabilitate Hamilton Harbour and notable development projects such as Liuna Station and Stoney Creek Town Square. On the whole, however, progress toward the Vision has not met their expectations. Participants share concern over Hamilton’s future – economically, socially and environmentally. Participants recognized that implementing VISION 2020 is not easy; Hamilton faces considerable challenges in moving forward. They believe creative ideas are needed to overcome resistance to change, substantial financial constraints and lack of community-wide cohesion. Considerable effort is required to ensure that implementation supports the needs of the community as a whole, and not the demands of specific interests. One of the most common concerns expressed by those who participated in the consultation process was that plans are made, but not supported in implementation. There was widespread concern on the part of participants that the Municipality and other organizations throughout the City make numerous decisions that do not support VISION 2020 and the advice provided by the community. Those consulted recognized that residents, businesses and community organizations are all responsible for making Hamilton a vibrant, healthy and sustainable City. They also emphasized that City Council must provide the leadership required to implement Hamilton’s Vision in local decision-making. Through the Building A Strong Foundation process a number of ideas came forward on how the City could make Hamilton’s VISION 2020 a reality.

“It begins with Hamilton’s vision of a

sustainable community” - consultation participant.

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Community Advice on How to Make VISION 2020 a Reality

The following is a summary of the suggestions provided by the participants in the consultation process for how to make VISION 2020 a reality. Advice for Building Community Support

� Put a process in place to get local groups to “officially support” the Vision � Establish community advisory and implementation committees � Regularly report community thoughts on the Vision and implementation to Council � Build “bridges” between community groups to increase community capacity � Continue to implement an open and transparent public process with all interests

represented

Advice for the VISION 2020 Program � Provide yearly updates of progress toward VISION 2020 � Establish benchmarks in each goal area to evaluate progress � Retain a neutral ombudsperson to oversee the implementation process � Develop a strategic plan and timeframe for implementation � Incorporate the VISION 2020 into the Official Plan � Have a VISION 2020 staff person attend every Council meeting to provide advice on

implementing VISION 2020 through Council decisions

Advice for the Hamilton City Council � Review and re-adopt VISION 2020 at the start of every new term of office � Have councillors take an oath to support the Vision when they take office � Justify the capital budget in relation to the needs of the Vision � Require that every report that comes to Council provide an explanation of how it

furthers progress toward VISION 2020 � Encourage councillors to provide reports to their constituents on how Vision 2020 has

been used in decision-making

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An Integrated Vision: Social, Health, Economy, Environment Phase 1 of the Building A Strong Foundation process included extensive discussion on all of the elements of Hamilton’s future. These discussions will be integrated into a variety of initiatives taking place in Hamilton, both in City government and in the community. Many of these initiatives will also be part of the next phases of Building A Strong Foundation. This section lists some of the many areas identified by consultation participants that need to be addressed in building a strong future for Hamilton. In discussing Hamilton’s future, participants in the Building A Strong Foundation process continually emphasized the need to jointly develop social, health, economic, and environmental systems when working toward implementing VISION 2020. They noted than an integrated approach is required. In order to ensure a high quality of life, “We need to focus on the principles that make up a healthy community, rather than sector-based interests” – consultation participant. Basic Needs of Life A growing number of people in Hamilton do not have access to basic needs of shelter, food, clothing, employment and education. Participants in the Building A Strong Foundation process identified an urgent need to address the root causes of poverty and homelessness and to ensure that supportive programs are in place to provide all Hamiltonians with access to basic needs. Access and Equity Participants in the Building A Strong Foundation process expressed pride in the strength of Hamilton’s diverse cultures, faiths, nationalities, lifestyles and communities. They also recognized that many groups face barriers of discrimination or disadvantaged access to community life. The physical, social, and institutional barriers faced by Hamilton’s diverse “communities” need to be addressed to ensure that everyone is able to fully participate in community life. Specific action is required to address the needs of Aboriginal communities, new immigrants and refugees, the physically challenged and victims of racism, poverty and abuse. Arts, Culture and Heritage Hamilton’s arts, culture and cultural heritage resources each make substantial contributions to the City’s local economy and quality of life. Participants in the process noted that this contribution is often undervalued. Some of the many suggestions for supporting arts and culture in Hamilton

“We need to focus on the principles that make up a

healthy community, rather than sector-based

interests” - consultation participant.

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included encouraging more vocal support in the media and local government, increasing funding programs and facilitating an arts district in Hamilton. Ecological Integrity Participants in the Building A Strong Foundation process noted that a healthy natural environment and sustainable environmental systems are essential to Hamilton’s quality of life. They emphasized that it is particularly important to recognize the link between a healthy environment and public health. Many participants suggested that the Municipality and its partners create an environmental plan to protect the future of Hamilton’s natural environment. Local Economy Throughout the consultation process, concern was expressed over the state of Hamilton’s local economy. Participants emphasized that a healthy local economy is essential to Hamilton’s future and for supporting the City’s social and environmental objectives. It was also noted that a healthy social and environmental systems are required to create a vital local economy. Education Participants identified public education as a primary element of a vibrant, healthy, sustainable community. They noted that all levels of government must work together to address the many concerns expressed during the consultation over the condition of the public education system. Health and Human Services Ensuring good public health was a common theme during the consultation. Participants emphasized that social issues cannot be addressed in isolation, as is often the current approach. Mechanisms are needed to ensure that social service considerations are integrated into all decision-making processes. Safety and Security Public safety is a concern for many participants in the Building A Strong Foundation process. A sense of personal security and a safe community are considered an essential part of quality of life in Hamilton. Spirituality Participants in the Building A Strong Foundation process noted: “We need to support the role of spirituality and morality in embracing and supporting VISION 2020.”

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Integrating VISION 2020 into GRIDS and the new OP

Recognizing the importance of applying VISION 2020 directly to the City’s growth management strategy (GRIDS) and new Official Plan, Phase 1 of the Building A Strong Foundation process worked to establish high-level directions to guide development in Hamilton. In this process, “development” is a term used not only to include economic and land use development, but also wider social, environmental and economic elements of community development.

Participants in the process began by examining eight “Change Themes” that were created during the early stages of the GRIDS Study Design7. They agreed that current trends in Hamilton’s development are not acceptable. The discussion revealed that there could be no single theme for deciding how the City develops. An integrated set of directions to guide development decisions was created to replace the “change themes”. These nine directions were created based on comments and suggestions from consultation participants. They are a large part of the first phase of the GRIDS study. The second phase of the GRIDS study will also use the nine directions as a basis for creating development options.

The next section of this report highlights the discussion on the 9 directions for applying Vision 2020 to the land use, infrastructure and financing decisions in the City’s growth management strategy (GRIDS). The directions are designed to work together. If one direction is removed from the set, the potential for success in the other directions is reduced.

Overall, those who participated in the consultation process supported the 9 directions; however, to proceed with the directions, specific needs were identified. Participants also noted that the directions can be interpreted in many different ways and there are a variety of perspectives on how they should be implemented.

To proceed with the directions and development options, participants felt GRIDS should: � Identify areas where there is common ground;

� Where there is an absence of common ground, explore and evaluate the full range of opinions that were expressed during the consultation;

� Include an evaluation of the full financial, social, environmental and economic benefits and costs for each option; and

� Establish and maintain an open and transparent public process.

7 The GRIDS Study Design is being prepared by Dillon Consulting, in partnership with the BASF Project Team.

Working groups discussed the directions to integrate VISION 2020 into the GRIDS

process at the Second Stakeholder Symposium, June 16th at Liuna Station.

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Connecting the Goals of Hamilton’s Vision 2020 with GRIDS and the new OP To ensure that the directions to guide the GRIDS and OP processes fit with VISION 2020, participants in the Second Stakeholder Symposium identified the linkages between VISION 2020’s goal areas and the set of 9 directions. The results are presented in the table below.

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“Diversity is essential to community health” – participant.

Implementing this direction in Hamilton means that the City will encourage a mix of a range of housing types and prices, as well as a compatible mix of recreational, cultural, artistic, institutional, commercial and perhaps even industrial uses. Support – Participants in the consultation process supported this direction because diversity creates a vibrant, healthy and sustainable community. It fosters lively street activity, enhances community character, builds community cohesion and increases safety. They believe a mix of uses reduces dependence on the automobile by providing a range of services near where people live. The local economy also benefits from this direction because it encourages purchases from local businesses and makes the area more attractive to new investment. Things to Consider – Participants suggested that the direction requires careful planning and design to ensure that the mix of uses is appropriate to the area and serves the needs of the community. This is particularly important where zoning changes are necessary. Participants want to see planning and design decisions that reflect the diversity of heritages, cultures and faiths in each community. Hamilton has a tremendous diversity of neighbourhoods and the mix of needs in each community is equally as diverse; one mix does not fit all. Many people indicated that some uses are vital to the health of their neighbourhoods. A range of housing options, including rental and supported housing, must be part of mix. Greenspace and community services, such as recreation centres and health services, should also be included when planning for a mix of uses. Public schools, in particular, were seen as critical to attractive and functional neighbourhoods. In new communities, participants suggested that a mix of uses could be part of the development design and approval process. In existing communities, new uses should be integrated gradually, but should still actively encourage a better balance of uses. Participants noted that some parts of downtown Hamilton lack residential uses. Some people also noted that affordable housing tends to be over concentrated in certain areas of the city, while newer communities are imbalanced toward higher priced single-family residential units.

Direction #1: Encourage a compatible mix of uses in neighbourhoods… C

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Music Block Apartments with street-level retail in downtown Dundas.

Beautiful Emmanuel House in the Stinson Neighbourhood – Emmanuel House provides

supportive housing for the frail elderly, the physically disabled and individuals living with

HIV and AIDS.

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Challenges – The inclusion of industrial uses in neighbourhoods is one use where particular attention to compatibility is required. For some participants, compatible industries are acceptable in neighbourhoods, provided that standards are put in place for determining that an industry is compatible with surrounding use. Others prefer only small-scale industries. Many residents who participated in the Building A Strong Foundation process were very concerned about the impacts that industrial uses have on neighbourhoods and felt that such uses should be contained in industrial areas or business parks. One of the key challenges to implementing this direction, as identified by the consultation participants, is resistance to change in existing neighbourhoods. In addressing this challenge, finding ways to ensure community “buy-in” will be critical. Participants noted that ongoing consultation with all members of the community, especially with existing residents and those purchasing in the area, must be part of the planning process.

Community Ideas on How to Move Forward with Direction #1 in Hamilton

� Make a mix of housing types a priority � Ensure that schools and greenspace are in the neighbourhood mix � Include co-operative and subsidized housing in the mix � Give priority to the needs of people living in or moving into the neighbourhood � Establish community-based councils � Conduct public forums on new development and mixed use planning � Set and enforce consistent standards to ensure that new uses are compatible with the

existing neighbourhood � Establish a checklist of property owner rights and responsibilities that is enforced by

bylaws to ensure that the use of the property is compatible with the neighbourhood

“The future of Hamilton is in its neighbourhoods” – consultation participant.

… that provide opportunities to live, work, shop and play.

Vibrant Locke Street – The Locke Street area provides multiple opportunities to live, work, shop and play. The neighbourhood combines a mix of

rental, single-family and multi-family housing. Neighbourhood restaurants, schools and parks are

within walking distance for residents.

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This direction is designed to locate new development in a way that encourages a better balance between development in existing built up areas, undeveloped lands and lands without infrastructure services. It is also designed to create a firm boundary that meets Hamilton’s provincial requirement to accommodate its share of regional growth over the next 30 years. Across the City there are a wide range of built up areas - rural hamlets, traditional downtown neighbourhoods, new subdivisions, office parks and industrial lands. Participants in the Building A Strong Foundation process emphasized the need for enhancing the strength and diversity of Hamilton’s existing built up areas by encouraging continual development and investment. Support – Participants in the consultation liked this direction because it ensures that Hamilton’s existing built up areas remain a vibrant, functional part of the city. They noted that declining numbers of people and jobs in existing built up areas are reducing the viability of established infrastructure and community services. This direction encourages more efficient use of existing services. Many participants felt that by concentrating new development within existing built up areas and within a firm urban boundary, a larger proportion of Hamilton’s agricultural lands would be protected. Many participants also felt that the establishment of a firm urban boundary allows for better location of new infrastructure services. Thirdly, a firm urban boundary provides more certainty for residents, business, landowners and investors by eliminating the need for continual, case-by-case, requests for boundary expansions. Perspectives on the Issues – There was general agreement that new development should be located where it most effective to do so based on clearly defined social, environmental and economic criteria, as well as financial costs. At the same time, there were a variety of perspectives on where new development might be located. One perspective was that no development should occur outside the existing built up area. For some, development should be prioritized in the old City of Hamilton’s downtown area. For others, revitalization of the downtowns of all the amalgamated communities should be a priority. Another perspective emphasized the need to attract investment and focus development in the areas where Hamilton is most competitive, which, in many cases, is not within existing built up areas or the current urban boundary.

Direction #2: Concentrate new development within existing built-up areas…

Bel Harbour – New traditional-style multi-unit housing in Stoney Creek’s urban area.

These units are built at a higher density than surrounding housing options.

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There were also a variety of perspectives on the effectiveness of the current urban boundary. Participants noted that the existing boundary might currently include areas where it is less efficient to supply services, or is otherwise less suitable for development, than areas outside the boundary. There were concerns that the amount of land within the existing boundary does not adequately or efficiently accommodate Hamilton’s growth needs, particularly needs for industrial land. There were also people who felt that the amount of land within the urban boundary should not be increased at all because it will result in inefficient land use, damage to environmental systems or loss of agricultural land. Concerns – Many stakeholders expressed concern that this direction would result in a loss of investment in Hamilton because the City lacks the market demand for development in the existing built up area and within the urban boundary. They noted that new ways of attracting development in existing urban areas are required to make this direction a reality. Some stakeholders also noted that development in existing urban areas should be balanced against the demand for development on undeveloped land (greenfield).

Community Ideas on How to Move Forward with Direction #2 in Hamilton

� Increase the density of development to make more efficient use of land � Invest public funds in incentives, infrastructure upgrades and improvements to the

aesthetic appeal of existing areas � Ensure that areas designated for new development provide a balance of development

options and supports Hamilton’s ability to attract new investment � Set criteria to regulate requests to expand the urban boundary – for example, set a

requirement for a minimum density of development within the existing boundary before expanding the urban boundary

� Ensure that greenspace is protected and enhanced in new development � Implement projects at a variety of scales, don’t just wait for “mega” projects � Continue to lobby other levels of government for changes to development policy

… and within a firm urban boundary.

Construction of high-density development in downtown Hamilton that takes advantage of the nearby GO Transit

Station.

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“Very few cities are so fortunate as to have agricultural land located so close to its urban centres” – participant. Support – People in Hamilton liked this direction because it supports Hamilton’s rich rural character and valuable agricultural resources, while at the same time allowing for recreational enjoyment of the rural area. The direction recognizes the cultural value of Hamilton’s unique rural settlements and landscape. Participants also noted that protecting rural lands makes Hamilton a more sustainable community by providing the City with the capacity to produce high quality locally grown food. The people consulted during Building A Strong Foundation emphasized the need to protect Hamilton’s rural economy and agricultural land. Without a viable rural economy, rural life cannot be sustained. Without productive agricultural land, the City cannot ensure a sustainable local food source. Considerations – When moving forward with land use planning activities, participants emphasized that it is critical to ensure that any activities that take place within the rural area maintain or strengthen the rural economy. They also noted that land use decisions related to agricultural land should ensure the capacity to conduct agricultural activities on the land, even if it is not being actively used for farming. To effectively carry out this direction, participants recommended that prime agricultural land be identified and protected from development pressure. Many people involved in the consultations advised that development in the rural area must be designed in a way that protects the character of Hamilton’s rural environment. Effective implementation of this direction will also require a broader understanding, by the public and government, of the threats to the rural economy and lifestyle. Concerns – Of particular concern to the participants in the process was the viability of farming activities in the rural area. Recognizing that it is becoming increasingly difficult to financially sustain farming operations, and that the price of agricultural products is largely controlled by world markets, participants emphasized that farmers need to have access to new revenue sources. Many of the people consulted were in favour of allowing some form of on-farm business, provided that on-farm businesses do not negatively impact the rural character. Pick-your-own operations, farmers markets and other agriculture-related services were often recommended as supplemental on-farm revenue options. Some people felt that these types of businesses are only a small part of the solution, and that other forms of industry are needed in the rural area. Others expressed concern

Direction #3: Protect rural areas for a viable rural economy, agricultural resources,…

High quality food sources close to the City -Productive farming operations in Glanbrook, only

minutes outside of Hamilton’s urban area.

Home of the Artists in the Country festival – Picturesque Carlisle is one of Hamilton’s rural

settlement areas, which are a significant part of the City’s cultural heritage.

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that by opening up the potential for industry in the rural area, farming operations and the availability of locally produced food would be threatened.

Challenges – A challenge to implementing this direction is protecting the rural area given the continual pressure to convert rural lands to uses that result in a loss of agricultural land. Particular concern was expressed over residential development, highway expansions, landfill sites, golf courses, racetracks and industrial uses around Hamilton Airport. Participants observed that this direction is strongly connected with directions 2 and 7, which encourage a firm urban boundary and more efficient use of already urbanized lands. This direction is also connected with making living in urban areas more desirable, which will reduce demand on agricultural land for residential use. Some of the people consulted suggested that there might be a need to convert some agricultural land to more urban uses, where there is a shortage of land supply. The agricultural lands around the airport were often cited as an area where there is a need to allow more intensive development. Moving Forward – Many of the people involved in the Building A Strong Foundation process emphasized that Hamilton’s growth management strategy must clearly identify which lands are to be protected for long-term agricultural use, while ensuring that there is enough land supply to meet all of the City’s social, economic and environmental needs.

Community Ideas on How to Move Forward with Direction #3 in Hamilton

� Reduce or eliminate land fragmentation � Draw on knowledge and advice from the agricultural community, and bring it to

Hamilton City Council � Implement an education/awareness program to promote a better understanding of farm

practices and the value of eating local food � Provide funding mechanisms to allow organizations interested in protecting agricultural

land to purchase land from farmers who wish to sell their property � Advocate subsidies and a fairer tax structure for farms, especially small-scale farms � Look for new ways of producing income on farms – such as farm co-ops, organic

farming, cottage industries and local produce home delivery services

Supporting the Rural Economy – E.D. Smith Pick Your Own and fruit processing operations

in Winona.

… environmentally sensitive recreation and the enjoyment of the rural landscape.

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This direction is about ensuring that each neighbourhood or community has access to the services that make for functional community life. These services include traditional public services such as education, health care, transportation, community centres and recreation facilities. Improving access to community life also includes providing opportunities for participating in arts and culture, enjoying greenspace and interacting with neighbours.

“Hamilton is a City of Neighbourhoods” – consultation participant. Support – “This direction is vital to Hamilton’s success” – participant. Across the City, the people who participated in the Building A Strong Foundation process identified a direct linkage between Hamilton’s success and neighbourhoods that provide its residents and visitors with access to all aspects of community life. Participants noted that a wide range of accessible community services is a strong factor in attracting people and businesses to Hamilton. Access to community life adds to neighbourhood character and provides a sense of belonging. Considerations For Carrying Out This Direction – Participants noted that it is important to remember that access is about more than being able to get into a building. Access is about ensuring that people are able to participate in community life regardless of income, age, nationality, colour, faith, language or education. Both new and existing neighbourhoods can be designed to increase access to community life. Though change occurs at different scales and over different time periods in each neighbourhood, participants recommended that measures to improve access to community should be considered whenever new developments take place. Concerns – Participants in the Building A Strong Foundation consultation reported that access to community life is not equitably distributed across the City. They noted that some areas have specific needs that are not being met. For example, some communities lack opportunities for youth to participate in community life, often because they do not have adequate transportation. In older communities, participants noted that specific services are required to meet the needs of an aging population. At the moment there are few opportunities for seniors living in family-sized homes to move into smaller scale residences and still remain in their familiar neighbourhoods.

Direction #4: Design neighbourhoods to…

Glendale Secondary School in East Hamilton – Participants in the Strong

Foundation process identified schools as a critical component of community life.

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Challenges – In Hamilton, there are a growing number of people for whom even the most basic elements of community life – shelter, work, and education – are not accessible. Participants reported that more support services are urgently needed to provide the City’s poorest and most vulnerable people with quality access to community life. It is an enormous challenge for Hamilton to improve access to community life. The participants in the Building A Strong Foundation process pointed out that the City of Hamilton has limited control over many education and health care services. Budget constraints make it difficult to provide community services in every neighbourhood, particularly when it may be more financially efficient to concentrate services in specific neighbourhoods or centralize service delivery. Considering these realities, those consulted identified the need for planning neighbourhoods for more efficient service delivery. Maintaining or increasing population density will allow existing services to reach more people. They also noted that by planning neighbourhoods to encourage a diverse population base, it becomes more feasible to provide a greater range of services.

Community Ideas on How to Move Forward with Direction #4 in Hamilton

� Maximize the use of policy and planning controls to improve access to education, health care and community life – for example: encourage infill and build at a higher density

� Create linkages between schools, community services, churches, retail and entertainment and other places to congregate

� Look for new ways to increase access to community life e.g. mobile services, private sector facilities, community bulletin boards and newspapers

� Design schools and libraries with recreation centres attached � Allow for a mix of public and private uses in neighbourhoods to increase diversity and

stimulate lively community activity

Motown - A production by Theater Ancaster, which operates out of Ancaster High School. This

community theater has been contributing to community life through its many performances

over the last 10 years.

Courtesy of Teresa Matkovich www.photoartsinternational.com

Enjoying community life in Dundas, Ontario.

Courtesy of Jim Keilty

…improve access to community life.

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This direction is about ensuring the long-term vitality of Hamilton’s local economy and its linkages to social health and personal well-being.

Support – Everyone who participated in the Building A Strong Foundation consultation highlighted a strong local economy as a key component of a sustainable Hamilton. In recent years, Hamilton has been losing jobs and employers, which has considerable consequences for quality of life in the City. Many participants noted that commercial activities are a substantial proportion of the City’s tax base. By expanding the commercial tax base, the stress on the residential tax base is reduced.

“Retaining and attracting jobs is vital to our sustainable future” – participant.

Things To Consider – Many participants emphasized that it is particularly important to attract employers who are committed to fair wages, a healthy community and environmental stewardship, whatever the employment sector. Companies that demonstrate innovation through more sustainable business practices will help to build Hamilton’s reputation as a state-of-the-art employment centre. Throughout the consultation process, participants noted that there is a substantial sector of the population that requires meaningful employment that is flexible to special needs. Families with young children depend on employers who offer flexible working hours, day care facilities or work at home options. Participants also noted that Hamilton needs employers who can accommodate the needs of people who want the personal and financial fulfillment that comes with employment, but who cannot maintain full-time employment due to physical or mental challenges. Participants in the process advised that a diversity of employment opportunities is required to meet the needs and abilities of all residents. Hamilton has a strong history of skilled workers in the manufacturing sector; supporting growth in the traditional sectors will ensure that the City maintains and enhances one of its primary employment areas. Participants also suggested expanding opportunities in sectors such as health, biotechnology and information technology, in part because these sectors encourage graduates of Hamilton’s post-secondary institutions to remain in the City. Challenges – The challenge to making this direction a success lies in how to implement in a way that reflects the changing needs of society and an increasingly competitive global economy. Some of the people consulted in the process felt that Hamilton is not in a position to be selective about how it

Direction #5: Retain and attract jobs in Hamilton’s strength areas…

Top quality health facilities and post-secondary institutions were both identified as primary strength areas by consultation participants.

Many people would like to see growth in these areas.

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grows its local economy. Another perspective was that Hamilton should target specific sectors in order to ensure that the City can meet the infrastructure and land needs of new businesses. Another challenge to moving forward with this direction, as identified by participants, is the perception that Hamilton has a negative attitude toward business interests. Participants suggested new marketing and investment strategies, reducing taxes, and programs to facilitate entrepreneurship as possible ways to encourage new business investment in Hamilton. Perspectives on The Issues – In terms of which sectors to target, retaining jobs in Hamilton’s established sectors was generally supported; however, there were a variety of perspectives on where to focus efforts to attract new employers. Some of the people consulted felt that traditional heavy industrial sectors are in decline and that a greater focus should be on new opportunities. Another perspective was that there is enormous opportunity for growth in the established sectors. In the steel production sector, for example, there is potential for growth both in steel industry suppliers and secondary manufacturers. Some of the participants felt that the focus should be on attracting businesses based on Hamilton’s strengths in education, tourism, the arts and health care. Moving Forward – Many participants agreed that success in this direction is tied to success in the areas of social development, community vitality, attractive spaces and environmental protection. Without development in these areas, Hamilton will be less competitive in attracting new investment.

Community Ideas on How to Move Forward with Direction #5 in Hamilton

� Implement a marketing program outside the city to improve Hamilton’s image � Provide programs to grow and support Hamilton’s existing strength areas before looking

to new areas � Take full advantage of opportunities to locate businesses on brownfield sites or in

existing buildings � Use tax incentives to encourage investment; current tax rates are too high � Encourage a wide variety of business types, including: home-based businesses,

employee-run businesses, small and medium sized enterprises and large employers � Work with provincial agencies to make employment assistance programs more available

to those most in need

Industrial manufacturing continues to be a strength area in Hamilton. The sector is

highly regarded as the City’s largest employer and a critical component of the tax base.

…and targeted new sectors.

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This direction deals with two elements of Hamilton’s transportation needs that were identified through the Building A Strong Foundation process. Locally, the City needs to expand opportunities for using alternative transportation modes, such as walking, cycling, roller-blading, carpooling and taking transit. Regionally, the City needs more efficient transportation connections to destinations outside the City, particularly for goods movement and commuting purposes. Support – Participants in the consultation identified many positive outcomes that could result from this direction. The expansion and use of alternative transportation modes provides tremendous health and environmental benefits, as well as benefits of increased street activity and community contact. Efficient inter-regional transportation connections allow people and goods to travel safely and conveniently to and from Hamilton. Hamilton has rail, marine and road-based inter-regional connection services. Participants in the process reported that improving the efficiency of these services would support Hamilton’s economy and make Hamilton a more attractive place to live. Several participants highlighted that Hamilton’s systems for goods movement are insufficient for meeting the City’s economic needs. Other participants noted that Hamilton is well located to support commuting to other areas; however, the inter-regional transit service is does not meet the needs of inter-regional travelers. Things to Consider – Many consultation participants felt that a shift from automobile-dependant travel to other forms of transportation is needed. Walking, biking and taking transit are not established as adequate forms of transportation. Participants advised that encouraging a shift in transportation mode requires creative approaches to delivering transportation services. Suggestions for encouraging a shift in transportation choices included: building more bike lanes, increasing GO service and providing incentives to move goods via boat or train. To encourage travel by other forms of transportation, participants emphasized that Hamilton must improve the feasibility, quality and attractiveness of alternatives, particularly mass transit. “Transit is well used where there is good service. Providing poor service everywhere won’t help” – participant. Participants in the Building A Strong Foundation process noted that neighbourhoods and communities must be planned in a way that is supportive of walking, biking or taking transit. They noted that

Direction #6: Expand transportation options that encourage travel by foot, bike and transit…

Efficient transit service is a primary concern for many participants in the Building a Strong

Foundation process.

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without transit supportive community design, it becomes too costly to provide the quality and frequency of service required to encourage transit use. Challenges – One of the challenges in implementing this direction, as highlighted by many of the participants, is in addressing the many perspectives on the need for road and highway expansions. For some, better inter-regional road connections to the United States and Toronto are critical to the City’s economic future. For others, road expansions do not fit with VISION 2020 as they encourage more driving and discourage the use of other forms of transportation. Concern was expressed over recent highway construction projects, particularly the Red Hill Valley Project and the Mid-Peninsula Highway. Another area of debate among participants was related to expansion transportation services at Hamilton’s airport. Some participants felt that expanding airport service is critical to Hamilton’s economic future. Others did not want to see expansion of the airport, or development of the surrounding lands, as these actions would result in a loss of valuable agricultural land and negatively impact the quality of life in the rural area. Particular concern was expressed over increased noise and reduced air quality in the area as a result of expanded transportation services at the airport.

Community Ideas on How to Move Forward with Direction #6 in Hamilton

� Implement the bikeways plan and test options for pedestrian and bike right of ways � Expand inter-regional transit service to allow for more off-peak travel options � Establish transit nodes in key areas that have high quality bus and train service and

provide connections to lesser populated areas through less costly means � Provide express service to downtown Hamilton and other busy areas � Increase the number of transit alternatives (e.g. route cabs, buses with bike racks, car

sharing and car pooling) � Encourage communities that are supportive of walking, biking, skateboarding (e.g.

medium-high density, mixed use communities.) � Identify who is commuting to and from Hamilton and where they are going � Provide transit incentives such as half-price on smog days and free service for seniors

Goods movement - Train carrying freight over the Niagara Escarpment near

Copetown along the Canadian National Railway.

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Hamilton’s Port is one of the busiest in the country. In 2002, over 12 million metric tones of goods moved through the Port.

... and enhance efficient inter-regional transportation connections.

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This direction is about making better use of Hamilton’s existing resources by using a broad mix of approaches to implementation. Possible approaches include: infill development, reuse of existing buildings, rezoning to allow new uses and brownfield remediation. People involved in the consultation liked this direction because it makes efficient use of the many under-utilized assets that are already in place in Hamilton. They noted that by maximizing the use of existing buildings, land and infrastructure, there is potential for lower infrastructure, construction and maintenance costs. Retaining and using existing buildings and protecting the structures that have defined the City’s evolution will help to maintain Hamilton’s unique identity and cultural heritage. This direction also supports local economic growth by revitalizing existing neighbourhoods and making the City’s core areas more attractive. Keys to Success – Building A Strong Foundation participants emphasized that a variety of approaches are required. They reported that incentive programs, such as the City’s Environmental Remediation And Site Enhancement (ERASE) program for brownfield development, are an excellent way to encourage the use of vacant buildings or land. Participants also noted that maintaining a firm urban boundary could create an additional incentive for maximizing the use of existing buildings, infrastructure and land. Many participants noted that it is often more complicated to reuse vacant properties (greyfields and brownfields) than to build on previously undeveloped land (greenfields). To overcome this challenge, participants recommended streamlining the process for obtaining development approvals for projects that make use of vacant buildings and land. They also suggested providing easy access to information on available buildings and land as a means of facilitating the redevelopment of greyfields or brownfields. Things To Consider – Some of the participants in the consultation noted that policies and programs are needed to ensure that heritage sites are protected and maintained as historic buildings. They suggested that the timeless character of historical buildings could be leveraged to provide creative living options and attract new forms of investment. The community members who participated in the Building A Strong Foundation process advised that this direction, like all of the directions, should be applied incrementally. Some suggested that the

Direction #7: Maximize the use of existing buildings, infrastructure…

Liuna Station in downtown Hamilton is an example of successful redevelopment of a vacant building. This old train station is now a busy

conference facility.

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City should focus an attracting smaller scale projects. One participant noted that: After success with a few small projects, “the big ones will follow”. In order to implement this direction, participants cautioned that existing buildings and infrastructure must be of sufficient quality to support more intensive uses. In many of the older parts of the City, infrastructure is aging and may be unable to accommodate more demand without substantial investment in repairs and upgrades. Several participants also noted that some older buildings do not meet modern standards. Such buildings may require a significant investment in renovation or may be unsuitable for redevelopment. Moving Forward – Throughout the consultation, participants emphasized that to implement this direction it is essential that social, health and transportation services are available, and maintained, in areas where the reuse of existing buildings, infrastructure and land is expected to occur.

Community Ideas on How to Move Forward with Direction #7 in Hamilton

� Use the precautionary principle when deciding which brownfield sites are safe to reuse � Establish an inventory of available buildings and land � Consider new types of uses and flexible zoning regulations for existing buildings and

land � Use under-utilized buildings for subsidized and co-op housing � Sell City-owned vacant buildings at reduced prices to stimulate investment � Simplify and streamline the development process � Focus on bringing residential uses to downtown Hamilton through the redevelopment

of vacant buildings

… and vacant or abandoned land.

ERASE Community Improvement Project Area – Hamilton is a national leader in developing policies to encourage the

redevelopment of vacant or underutilized land (brownfields). The City’s award winning ERASE program is a key tool for encouraging

brownfield redevelopment in the Bayfront Industrial Area.

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This direction is about ensuring a healthy environment for the protection human health, economic productivity, community cohesion, ecological integrity and enjoyment of life. This direction also works to improve the City’s attractiveness to new residents, visitors and businesses. Support – Everyone agrees that protecting the City’s ecological systems and protecting the air, land and water quality are vital to quality life in Hamilton. During the consultation process, many people pointed out the richness of desirable environmental qualities in Hamilton – clean air, an extensive waterfront, the Niagara Escarpment and other natural areas, beautiful views and vistas and spectacular waterfalls. By promoting environmental quality in Hamilton, the City will improve its image, increase its attractiveness and create a unique identity. “The environment is an integral part of defining our city – it makes us unique”

– Building A Strong Foundation consultation participant. Participants emphasized that this direction is integrally tied to each of the other 8 directions. Decisions related to transportation systems, the location of new development, economic growth, residential life and the aesthetic appeal of the City are all affected by, and in turn affect, the state of Hamilton’s ecological systems and environmental quality. Keys To Success – Participants reported that the challenge to success in this direction lies in answering the question: “What are the solutions and how do we implement them?” With so many issues related to the environment, it is often difficult to determine priorities and select the best course of action. Concerns – Participants in the Building A Strong Foundation process identified a multitude of City issues related to this direction that need to be addressed. Some of the commonly citied concerns were related to the negative impacts caused by: sewage discharges, urbanization, loss of trees and wetlands, dust in the urban area, highway construction, soil contamination, burning of fossil fuels, industrial pollution, and landfill.

Direction #8: Protect ecological systems and…

Water, Water Everywhere - Hamiltonians are proud of the many water features across the area,

including Webster’s Falls in Dundas (shown above) and the City’s many kilometers of

shoreline.

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One of the primary concerns, cited by many of the participants, was the lack of political decisions that reflect full accounting of environmental, social and economic costs. Several people suggested that the City of Hamilton makes decisions that contravene the environmental objectives defined by VISION 2020. They highlighted the need for new mechanisms to ensure that full cost accounting is as central element of the decision-making process. Moving Forward – The consultation process revealed many environmental issues that concern Hamiltonians. At the same time, participants in the process brought forward a wide range of specific actions that could be taken to address these concerns, while also supporting Hamilton’s economic and social systems.

Community Ideas on How to Move Forward with Direction #8 in Hamilton

� Establish a “Green Plan” that is compatible with industrial, residential and commercial needs

� Develop a locally significant environmental features list � Implement a marketing/communications plan to promote environmental quality in

Hamilton � Support local voluntary organizations that work to protect ecological systems and

environmental quality � Use “Smart Growth” strategies and development fees to reduce the negative

environmental impacts of urbanization � Celebrate successes such as improved air quality, more sustainable industrial practices in

the City and a cleaner Hamilton Harbour � Make it easier to donate land for conservation purposes � Create policies and laws to control the use of pesticides � Focus on protecting natural features and the linkages between them

“Quality of life in Hamilton is wonderful and the environment is one of the reasons why”

– consultation participant.

… improve air, land & water quality.

The Niagara Escarpment and Extensive Lakefront – These features are defining elements

of Hamilton’s natural landscape.

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Binbrook Conservation Area from the recreation trail – The areas is one of Hamilton’s many

protected natural areas.

Courtesy of Tom Kott, Binbrook Conservation

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“Make urban living appealing… cool street lights, public art, sculpture, flowers, trees etc.” – participant. This direction is about making it enjoyable and desirable to live in Hamilton. It takes full advantage of Hamilton’s many interesting places and spaces. It protects, enhances and celebrates Hamilton’s cultural heritage. It includes all of the elements that make a city appealing – trees, parks, streets, open space, buildings, historic sites and public art. Support – This direction was well-liked by consultation participants because it attracts people to the area, makes urban living more desirable, brings people together and provides a sense of place for those who live and work in Hamilton. Considerations – Many participants suggested that Hamilton has a poor image in the region and that this direction is one of many things that can help change how others perceive the City. Participants in the Building A Strong Foundation process contributed a wide range of ideas on how this direction could be developed. Most importantly, they noted that it should be implemented all over the City. Participants noted that this direction should apply to older neighbourhoods, newer communities, rural settlements and landscapes and natural areas. It should also include spaces of all shapes and sizes – from individual buildings, to blocks, streets, neighbourhoods and communities. A critical element of this direction is respect for existing uses and character. Participants highlighted that when new developments occur, they must fit well with the surrounding uses. All of the elements in a space, both old and new, must work together to enhance community character. Creating more awareness and excitement around the City’s ethnic areas, was a common suggestion in the consultation process. Participants recommended that Hamilton’s neighbourhoods integrate multi-cultural heritage as part of the overall design and aesthetic of the community. They also noted that many other neighbourhoods in Hamilton have a distinct character that should be promoted and enhanced though design. Trees and other greenery are considered by the participants in the process as a critical component of making Hamilton attractive. Wherever possible flowers, trees and greenspace should be an integral part of neighbourhood design.

Direction #9: Maintain and create attractive public and private spaces and…

Hess Village – With its attractive gateways and brick roadways, Hess Village is a favourite

Hamilton entertainment destination.

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Concerns – Participants noted that the appearance of safety and cleanliness are key factors in creating an attractive City, factors that are often ignored. Many of the people who participated in the Building A Strong Foundation process were concerned about the negative impact that poorly maintained properties are having on the overall appeal of the City. There was concern that this direction may be perceived as a low priority in Hamilton, in light of the many issues that require attention. Participants emphasized that investment in creating a beautiful city must be weighed against other critical needs. Many participants also noted that this direction has implications that go beyond its primary focus. As with all of the directions, success in this direction is integrally tied to success in the other directions.

Community Ideas on How to Move Forward with Direction #9 in Hamilton

� Use standards, zoning and heritage restrictions � Continue to consult the public before projects go ahead � Invest a portion of the development charge directly into the area where the development

is occurring � Encourage spaces that promote physical activity and public interaction � Identify and protect Hamilton’s cultural heritage buildings, neighbourhoods and

landscapes � Recognize the value of Hamilton’s settlement areas and match new development to the

traditional character of the surrounding area � Provide tax credits to encourage private landowners to make their greenspace publicly

accessible � Have artists and youth create murals across the City � Enforce property maintenance by-laws

…respect the unique character of existing buildings, neighbourhoods and settlements.

Stoney Creek Town Square – An attractive public space that adds to the appeal of the Stoney Creek

Downtown Area.

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This is Only the First Step Phase 1 of the Building A Strong Foundation is now complete. A lot was accomplished in a very short time. Hamilton’s VISION 2020 program was re-invigorated with the start of the Vision’s 5-year review. An updated Vision statement was created to guide the City toward its Vision. In addition, the community took the first steps toward integrating VISION 2020 directly into some of the primary policy documents that guide the development of the City. In many ways Phase 1 is the easiest step. Over the coming months and years, many more conversations and tough decisions will need to take place.

� VISION 2020 will move forward with a community-based activities, including: goal review, implementation framework, indicator review; and a process to develop evaluation criteria for the GRIDS process;

� In the GRIDS process, development options will be created based on the nine directions in this report, comments received during the Building A Strong Foundation Phase 1 consultation process, and background studies that are currently underway. The development options will include a wide range of elements related to life in Hamilton, including: the location of employment and settlement areas, environmental protection, community form, cultural heritage, infrastructure services and the overall look and feel of the City and its neighbourhoods. Each of the options will be evaluated against a wide range of criteria in order to create a strategy for development in Hamilton;

� The new Official Plan will be developed based on the Building A Strong Foundation consultation, VISION 2020, GRIDS and a variety of other initiatives; and,

� The Building A Strong Foundation process will serve as the basis for other City initiatives, such as the Social Development Strategy.

As these projects evolve, the community will continue to play an integral role in building a strong foundation for Hamilton’s Future.

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Building A Strong Foundation – Participants List

This list represents all of the organizations and individuals who signed the register at each of the events in the Building A Strong Foundation Phase 1consultation8. Those who did not sign in may not be included. Please contact the City of Hamilton Planning Department to have names added to the participants list. The number of participants from each group is included in brackets at the end of each group name.

Agricultural Advisory Committee CANUSA Games - Hamilton Organizing Committee

Dundas Heritage Society Hamilton and Burlington Soc. of Architects

Ainslie Wood/Westdale Community Assn. of Resident Homeowners Inc. (2)

CH TV Dundas Resident (3) Hamilton and Scourge Society Association (2)

Ancaster Agricultural Society CHML AM900 Dundas Valley School of Art Hamilton Chamber of Commerce (2)

Ancaster Community Council (6) Citizens for a Sustainable Community (2) Durand Neighbourhood Association (4) Hamilton Chinese Community Services

Ancaster Horticultural Society (2) City of Hamilton Staff (7) ECO5 Inc - Environmental Consulting Hamilton Community Energy

Ancaster News Clean Air Hamilton Environment Hamilton (3) Hamilton Community Foundation (4)

Ancaster Resident (2) Ancaster Senior Achievement Centre

Coalition of Citizens Concerned about Long Term Care

Fair Board Binbrook Hamilton Conservation Authority (2)

Architectural Conservancy of Ontario (2) Community Child Abuse Council of Canada Flamborough Archives Hamilton District Health Council

Barton Village B.I.A. Community Link Former Action 2020 and Progress Team Hamilton Halton Home Builders' Association (2).

Bay Area Arts & Heritage Stabilization Program (3)

Conservation Halton Freedom House Hamilton Health Sciences

Bay Area Restoration Council (4) Conserver Society Freelton Resident Hamilton Historical Board

Bella Court Council of Canadians-Hamilton Chapter Friends of Red Hill Valley (4) Hamilton Police Service (3)

Beverly Heritage Society Crown Point Community Council (2) Glanbrook Heritage Society (5) Hamilton Public Library (3)

Binbrook Resident (7) Culture of Peace Network Good Shepherd Centre Hamilton Resident (60)

Binns Insurance CV Environmental Services Green Venture Hamilton-Wentworth District School Board

Canada Customs & Revenue Agency (3) De-Amalgamation Committee (2) Grocer Ease Hamilton-Wentworth Heritage Assn

Canadian Executive Service Org. Dofasco Inc. Hamco Heating. & Cooling Hamilton West Liberal Candidate

Canadian Waste Downtown Hamilton Business Improvement Area

Hamilton & Region Arts Council Hamilton West NDP

CANEW Neighbourhood Association Dundas Community Services (2) Hamilton AM Rotary Club Hamilton Industrial Environmental Assn. (2)

8 Individual names of participants can be found in the meeting records included in Volume 2 of the consultation report: Outcomes and Meeting Records

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Highridge South Community Association Mohawk College (2) Sullivan, Festyrga, Lawlor & Arrel Hamilton City Council Members

Housing Help Centre Mount Hope Resident (4) Task Force - Agriculture and the Rural Economy

Mayor Bob Wade

Human Resources Development Canada (Hamilton)

Native Indian/Inuit Photographers' Association

Task Force - Improving the Quality of Water

Councillor Marvin Caplan, WARD 1

Huntington Park Community Council Niagara Region Conservation Authority (2) The Canadian Hearing Society Councillor Tom Jackson, WARD 6

Hamilton-Wentworth Federation of Agriculture (4)

Nolan Services Group Inc. The Living Rock Ministry Councillor Ann Bain, WARD 9

Icon Executives Orchards Court Seniors Apts. (2) Tradeport International - Hamilton International Airport

Councillor Larry DiIanni, WARD 10

Immigrant Culture & Art Assn. (2) Pause Awhile Transport 2000 Ontario Councillor David L. Mitchell, WARD 11

Jerseyville Resident Philip Services Trinity Church Road Residents Assn. (2) Councillor Murray Ferguson, WARD 12

Kirkendall Neighbourhood Association Positive Power Co-operative Inc. United Way of Burlington-Hamilton Councillor Dave Braden, WARD 14

Local Architectural Conservation Advisory Committee (4)

Remedial Action Plan Forum Volunteer Centre

Landsdale Neighbourhood Royal Botanical Gardens (2) Waste Reduction Task Force

Locke Street Merchant's Association Hamilton Area Resident (9) Waterdown Business Improvement Area (2)

Mattwood Homes Scotia Bank Waterdown Resident (3)

McCallum Sather Architects Social Planning & Research Council (3) Wesley Urban Ministries

McMaster Institute of Environment and Health (2)

South East Asian Alliance Winona Resident (5)

McMaster Solar Car Project (2) St. Joseph's Immigrant Centre Women's Art Association of Hamilton

McMaster Student (2) Stinson School YMCA

McMaster Student Union Environment Committee

Stone Mason's Cottage Free Clothing Outlet Youth Serving Agencies Network

McMaster University (2) Stoney Creek Chamber of Commerce (2) Zebrowski Architects

Ministry of Community, Family and Children’s Services

Stoney Creek Resident (8)

Ministry of the Environment, West Central Region (2)

Strathcona Community Council (4)

Mission Services of Hamilton Strengthening Hamilton's Community

41

Building A Strong Foundation – Events

EVENT DATE LOCATION EVENT DATE LOCATION

Renewal Roundtable December 10, 2003 City Hall Room 110 Stoney Creek Community Workshop

June 3, 2003 Stoney Creek Municipal Service Centre

Renewal Roundtable February 3, 2003 City Hall Room 110 Flamborough Community Workshop

June 5, 2003 Flamborough Municipal Service Centre

Preliminary Stakeholder Meeting

April 1, 2003 Workers Arts and Heritage Centre

Stakeholder Symposium #2

June 16, 2003 Liuna Station

Stakeholder Symposium #1

April 28, 2003 Liuna Station

Focused Discussion – Senior Managers For Local Human Services

July 8, 2003 3rd Floor, 10 George Street

Copetown Community Workshop

May 20, 2003 Copetown Community Centre

Focused Discussion – Arts & Culture

July 17, 2003 Hamilton & Region Arts Council, Jackson’s Square

Hamilton Downtown Community Workshop

May 23, 2003 Hydro Building

Focused Discussion – Cultural Heritage

July 17, 2003 City Hall, Room 219

Hamilton Downtown Community Workshop

May 26, 2003 Central Public School Focused Discussion – Business & Industry

July 17, 2003 Hamilton City Centre 3rd Floor, Room C

Hamilton Mountain Community Workshop

May 27, 2003 Sherwood Library

Focused Discussion – Housing & Architecture

July 22, 2003 New Horizon Homes Office, 69 John Street South

Hamilton West Community Workshop

May 27, 2003 Dalewood Recreation Centre

Focused Discussion – Natural Environment

July 22, 2003 Hamilton City Centre 3RD Floor, Room B

Glanbrook Community Workshop

May 29, 2003 Glanbrook Municipal Service Centre

Focused Discussion – Homelessness

July 30, 2003 City Hall, 7th Floor Meeting Room

Ancaster Community Workshop

June 2, 2003 Ancaster Town Hall, Focused Discussion – Access and Equity

August 2003

Focused Discussion – Safety and Security

September 2003

42

Building A Strong Foundation – Communication Activities

Publications Online Resources

Building A Strong Foundation Brochure – Applying Sustainable Thinking in Hamilton

VISION 2020 Sustainability Indicators Report Card

Building A Strong Foundation Project Website http://www.vision2020.hamilton.ca/foundation-building/default.asp

Points to Ponder: Smart Growth Online Community Workshop Workbooks (Input Form)

Points to Ponder: Some Questions to Help Design A Sustainable Community Online Project Reports

Points to Ponder: The Business Case for Sustainability Online Conference Presentations

Points to Ponder: The Urban Boundary Youth Input Form

Points to Ponder: Brownfield Development and Greenfield Development Links in the City of Hamilton Current News Page

Points to Ponder: Stormwater, Land Use and Water Quality

Points to Ponder: Building Neighbourhoods not Subdivisions (Creating a Sense of Place)

Outreach Activities

Points to Ponder: Hamilton’s Air and Your Health “Beaver Quilt” – Worked with one of Hamilton’s Beaver Troops to make a quilt displaying artwork on Hamilton’s Future

Points to Ponder: Social Development Strategy One-on-one conversations with stakeholders to encourage meeting participation

Points to Ponder: Natural Heritage CHML 900 Call-in Radio Show (4x)

Points to Ponder: Cultural Heritage Invitations to City Councillors

Points to Ponder: The Ecological Footprint Meeting with the Hamilton Spectator Editorial Board Presentation to the City of Hamilton Corporate Management Team

Media Coverage Meeting Notices

Articles in the Hamilton Spectator City Connections

Local Television Coverage Hamilton Spectator

CHML 900 Radio Coverage Radio Spots on CHML 900

Flyers at local libraries, recreation centres and City Hall

Email distribution

City of Hamilton Website, VISION 2020 Website and BASF Website

To find out more about the ongoing activities in the Building a Strong Foundation process, check the project Web site at or contact:

Linda HarveyCity of HamiltonPlanning and Development Department71 Main Street West, Hamilton, Ontario L8P 4Y5(905) 546-2424 Ext. 1276

Cover Page Photos:Pier 4 ParkHamilton Health Sciences, McMaster University Medical CentreCity of Hamilton skylineE.D. Smith grape vineyard

www.vision2020.hamilton.ca

This report was prepared by Lura Consulting.

Lura provided third-party public consultation services to the City of Hamilton for Building A Strong Foundation, Phase 1.

403 King Street West,Hamilton, Ontario, L8P 1B5

Phone:905.527.0754www.lura.ca