home
***
CD-ROM
|
disk
|
FTP
|
other
***
search
/
Software Vault: The Gold Collection
/
Software Vault - The Gold Collection (American Databankers) (1993).ISO
/
cdr11
/
neiss.zip
/
R2
< prev
next >
Wrap
Text File
|
1993-06-13
|
8KB
|
194 lines
SECTION 2: EXECUTIVE SUMMARY & RECOMMENDATIONS
This study has been conducted as a "snap-shot" captured against
a panorama of dramatic economic and structural change in the
world we all have come to know. The traditional rule- book for
planning and managing inflation-driven growth of the past three
decades is obsolete and inapplicable as we experience real
decline in growth and a lack of certainty in our future.
The once flourishing industrial area of North Etobicoke has lost
4,500,000 sq. ft. or 10% of its businesses and industry since
1989. This represents a loss of approximately 4,000 jobs and
direct business taxes of $7,000,000 annually. Current
projections indicate continued net losses to be 1,500,000 s.f.
over the next year.
This background represents a crisis situation as Etobicoke
strives to maintain its high standards as a place in which to
work, live and recreate under the constraints of diminished
financial resources.
We believe that substantial improvements can be achieved through
the application of vigorous and creative solutions by the vested
interests in this community.
We have adopted a "Made in Etobicoke" approach to change which
reinforces the need for the entire community to contribute
towards and be accountable for the success of a common agenda to
stimulate growth. We have avoided the tendency to look for help
beyond the City's borders because, frankly, we feel it cannot be
delivered. In certain areas such as taxation, however, an
extensive lobbying effort must be conducted to achieve the
required long-term goals. Success will depend on the City's
ability to exhibit the strong leadership and political will to
change its historically low-key approach to development.
ACHIEVING RESULTS
Land Use Policy and Economic Development are the most direct and
effective means of stimulating growth at the City's disposal.
Based on the continued urbanization of Etobicoke over the past
30 years, we have identified critical changes which must occur
in order to act as a catalyst for investment decisions by the
private sector. Other changes and initiatives by the City are
proposed which will have a strong impact on improving the
climate in which business, industry and the public relate to
City Hall.
The recommendations propose strategic changes in the way that
Etobicoke:
1. utilizes its assets;
2. applies land use policy;
3. handles the approval process;
4. markets itself and communicates ideas.
These four general principles have been arrived at from an
overall review of the situation in Etobicoke and all imply a
shift or refinement in current policy. Benefit to be derived
from the specific recommendation should be understood in light
of the general principal behind it.
1. Utilization of Assets: Within the Greater Toronto area there
is sufficient evidence of successful use of land holdings (and
leasehold needs) by municipalities in a manner to effectively
promote economic development. Etobicoke does not currently have
a strategic approach to its land and real estate assets. The
City will benefit both directly (through jobs and development)
and indirectly (through a pro-active image) by undertaking this
course of action.
2. Land Use Policy: As a result of cyclical change in the
industrial lands through the process of urbanization, potential
for redevelopment exists but requires the catalyst of land use
changes. This must be initiated by the City in a pro-active
manner through selective re-zonings and revisions to the
Official Plan. Private sector investment and initiative can be
expected to follow this lead.
3. Approval Process: The lengthy and complicated process
required to secure low-impact rezonings is a deterrent to
specific types of desirable redevelopment. Strategic changes in
the controlling policy can be achieved which will shorten the
approval cycles without loss of planning control or the review
process. We have reviewed the use of these types of strategies,
such as the application of Holding Designations in other
municipalities and feel it will have a positive impact on
redevelopment and investment.
4. Marketing and Communication: Etobicoke has seriously lagged
behind other neighbouring municipalities with its low- key
approach to development. This has had a long-standing negative
impact on the business perception of the City which must be
turned around. The City must recognize the need to compete
effectively in soft economic markets by bringing to bear its
resources under a comprehensive approach to re- position the
City's image. Along with the currently proposed Etobicoke
Economic Development Corporation, City Council must support a
co-ordinated effort to improve Etobicoke's business image.
PLANNING
Building on the foundation set in the new Official Plan,
planning issues focus on the redevelopment potential of lands
through strategic land use changes (in areas that can support
it). Certain areas will develop under owner initiative, but
others will require encouragement from the City. We have
identified the major strategic sites which will require
redevelopment under comprehensive Master Plan controls or at the
City's initiative. This strategy requires the City to be an
advocate of change in response to evident market pressures.
ECONOMIC DEVELOPMENT
Economic Development changes hinge on Etobicoke's recognition of
the need to be involved in a proactive manner in redevelopment.
The City can have impact through the creative application of
City Land Assets and the Municipal Land Fund. The City must
confirm the intent behind the land fund as a stimulus to
development and growth. This should be combined, where
possible, with City land holdings that have development
potential.
Under this new policy, City lands can and should be developed
with private sector participation. The direct economic benefit
derived from the sale of lands or financial participation could
then be re-invested in other initiatives.
We have 'dove-tailed' Planning and Economic Development
recommendations to make this achievable. Notwithstanding the
need to develop specific detailed policy in this area, this
first step will be a clear signal of innovation and change.
Etobicoke's recognition of Pearson International Airport as a
critical factor in its existing development and future growth is
an underlying theme in a number of recommendations. It has been
the catalyst for intensive development and its importance to all
of Etobicoke in the future cannot be undervalued.
ANCILLARY TOPICS
Based on the foundation of Planning and Economic Development
changes, a number of ancillary areas are subject to
recommendations for fine-tuning. Briefly, they are as follows:
Marketing:
These recommendations are critical to creating an awareness of
change in the City and directing this toward specific targets.
This requires a comprehensive approach and centralized
management. This can be best achieved through a department or
agency such as the proposed Etobicoke Economic Development
Corporation.
Transportation:
Transportation has been a critical factor to the successful
development of lands in North Etobicoke. Continued improvement
of the system is necessary to enhance redevelopment potential,
to link North and South Etobicoke and to lock in the Airport as
a transit destination.
Environmental:
These concerns are a growing part of redevelopment scenarios.
The critical item is to develop a document clearly defining the
City's role and limiting its liability as a result of approving
development.
Taxation and Levies:
Key items stress the need for balancing in taxation throughout
the G.T.A. market to ensure a return to competitive tax
structures.
Processing of Approvals:
This section proposes changes to the approval process in order
to make it more accountable, more understandable and more
effective for all parties.
(Please comment on these issues, your perception of their
general effect on the community or your perception of their
direct effect on you or your company. Press (R) to REPLY to a
specific message or (W) to WRITE a new message.
Thankyou for calling IASC-BBS conference services
Secretariat