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1993-03-03
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SECTION 3 - MARKETING
Marketing and communication of relevant activity is not
carried on at a significant level relative to comparable
municipalities and the result is an absence of any clearly
articulated civic image. As already noted by the E.D.A.C.
report of September, 1991, a major change is required. Major
objectives should include consideration of the following:
1. Establish a permanent Etobicoke Business Forum utilizing
the new Board of Trade as a home base and use for
intensive City promotion and business seminars.
2. Establish an Etobicoke Awareness program, keying first
on the Airport Business Park with a billboard campaign.
3. Promote and Publicize Land Use Approvals and Development
issues to the Real Estate Community.
4. Commit funding for a marketing expert in Economic
Development.
5. Reinforce the existing community strengths and features:
Airport, Waterfront, Arboretum, Olympium (national
facility), Humber College (international facility),
Woodbine (international facility), subway, highways,
golf courses, Airport hotel strip, shopping centres.
SECTION 4 - TRANSPORTATION
A highly developed road and highway network is a key factor in
the success of the area. Continued improvements to the system
and introduction of high capacity and public transit are
required to ensure redevelopment potential is realized.
1. Endorse the Eglinton West Rapid Transit option which
utilizes an alignment along Dixon Road to the Airport (see Map
#5 and Pg. 36). This will stimulate new development in the
Dixon/Martingrove area and will provide improved public access
and development capacity for the area west of Hwy. 27.
2. Hwy. 27 Review and change to arterial road designation
needs to be expedited. This is critical to successful
completion of the Airport Business Park. Coordinate with
Planning, Transportation, Economic Development, Metropolitan
Toronto, Province and land owners.
3. Develop internal road plan for Dixon/Martingrove
'superblock'.
4. Monitor future North/South L.R.T. which should be located
on Hwy. 27 alignment to reinforce development and benefit the
public
SECTION 5 - ENVIRONMENTAL
Redevelopment of previously used lands requires careful review
with responsibility clearly defined and jurisdictions
understood. This can be assisted by:
1. Developing an 'Owner's Warrant' to place full responsibility
on land owners for all investigation and remedial work for land
applications and building permits. 2. Developing coordinated
historic files on sites and applications to be shared by all
departments and distribute the information matrix (Exhibit No.
2. for all applications, land uses and buildings.
3. Continuing to develop land use policy that recognizes the
benefit of environmentally related industries.
SECTION 6 - TAXATION & LEVIES
The tax base of North Etobicoke is diminishing due to
uncompetitive local taxes in a regional marketplace and
provisions to off-set this are restricted by law.
1. Lobby Queens Park for necessary changes in distribution of
payments to even out policy over the G.T.A. This should be a
coordinated effort carried out through representation at the
senior political levels and also through the Fair Tax
Commission. Lobbying efforts should involve North York and
Scarborough.
2. Lobby Queens Park for revisions to Municipal Act (Section
112) to permit creative tax policies, bonusing, etc.
3. Oppose Market Value Assessment as currently proposed by
Metropolitan Toronto. Detailed studies on the impact of
proposed changes are required.
4. Finance Department to provide analysis of business tax
revenues by geographic sector (industrial and commercial) as
part of revenue forecasting.
SECTION 7 - PROCESSING OF APPROVALS
The accumulated impact of the approval process and enforcement
of by-laws creates a major part of the City's business image.
In recognizing the importance of this, the City should consider
the following:
1. A Dedicated Coordinator should be provided by City on all
major land use and building permit applications - responsible
for coordination, scheduling and client liaison.
2. Building Permits: set up a fast track routing for commercial
and industrial applications.
3. Produce a Municipal Standard of service for clients of the
City to demonstrate accountability.
4. Provide a matrix explaining all approvals and required
submissions by all authorities and a listing of all applicable
fees and levies from all jurisdictions.