Charting A Course The Next Step
Charting a CourseThe Next StepMay 2002Public Feedback and the Evolution of theDecember 2001 Charting a Course PrinciplesCharting aCourseTracerl'itinéraireCharting a Course – A Component of Ottawa 20/20,Ottawa’s Growth Management Strategyw w w. o t t a w a 2 0 2 0 . c o m
Charting aCourseTracerl'itinéraireThe Next Step - May 2002Charting a CourseIntroductionOttawa 20/20 – Ottawa’s Growth Management Strategy .1Charting a Course .1Public Consultation . 1Ottawa’s Quality of Life . 2Pride . 2The Evolution of the Original PrinciplesThrough Public InputIntroduction. 3Summary of Public Input . 3Original Tools to Manage Change . 3What We Heard . 3Accountability – Stick to decisions . 3Partnerships. 4Conduct an Open and Participatory Process . 4Accountability – Measure Progress. 4Original Principle – Shift to Cluster-based EconomicDevelopment . 5What We Heard . 5Strong Export-Based Economic Generators . 5Partnerships; Strong Local Business . 5Strong Rural Economy. 5Complete Communities. 6Original Principle - Build the Knowledge Network . 6What We Heard . 6Connecting People to Opportunities; ConnectingBusinesses to a Strong Workforce . 6Conduct an Open and Participatory Process . 7Original Principle – Meet the Cost of Growth . 7What We Heard . 7Fiscal Responsibility; Access to the Basics . 8Accountability; Conduct an Open andParticipatory Process . 8Original Principles – Focus on Community Design . 9Building a City of Villages . 9What We Heard . 9A Green City . 9Beauty. 9Easy Mobility; Complete Communities . 10A Sense of Community . 10Original Principle - Build a Compact City . 11What We Heard . 11A Sense of Community; A Green City . 11Complete Communities . 11A Focus on Walking, Cycling and Transit . 11Distinct Rural Countryside . 11Fiscal Responsibility – Efficient Use of Infrastructure;Partnerships . 12Original Principles – A Place to Call Home . 12Live Well, Feel Well . 12What We Heard . 12A Sense of Community; Diversity;Citizen Engagement. 13Connecting People to Opportunities;Access to the Basics . 13Healthy Living; Complete Communities;Public Awareness . 14Diversity . 14Personal Safety and Security . 14Original Principle - Keep the City Green . 15What We Heard . 15Green City – Trees . 15Clean Air, Water and Earth; Focus on Walking,Cycling and Transit . 15Development that is in Harmony with theEnvironment . 16Public Awareness; Accountability; Beauty . 16Original Principle - Invest in Arts and Heritage . 16What We Heard . 16A Capital City; Dynamic Local Arts and Heritage . 16Culture in Every Community; Diversity . 17Original Principle - Strengthen Public Transit . 18What We Heard . 18Clean Air; Easy Mobility; Walking, Cyclingand Transit . 18Access to the Basics . 19Fiscal Responsibility. 19Public Awareness . 19Original Principle - Build a Vision that Includes theCountryside . 20What We Heard . 20Open and Participatory Process; Partnerships . 20Distinct Rural Countryside . 20Strong Rural Economy . 20Clean Water . 20Easy Mobility; Fiscal Responsibility . 21ConclusionThe Charting a Course Principles Have Evolved . 22The Need for Balance . 22Our Vision for Ottawa in 2020 is:. 22A Responsible and Responsive City . 22A Caring and Inclusive City . 22A Creative City Rich in Heritage, Unique in Identity . 23A Green and Environmentally Sensitive City . 23A City of Distinct, Liveable Communities . 23An Innovative City Where Prosperity is Shared Among All . 23Linking the New Principles to Future Actions . 24Strategy: Invest in public transit . 24Strategy: Recognize trees as a "must have" . 24Strategy: Expand and maintain recreational pathways . 24Strategy: Build compact and mixed-use communities . 24Strategy: Avoid sprawl . 24Strategy: Raise development charges . 24Strategy: Provide Ottawa with a comprehensivetalent strategy . 24Strategy: Ensure broadband connectivity for all residents . 24Strategy: Support to the export sector. 25Strategy: Invest in local arts and heritage . 25Strategy: Position the City to respond toincreasing diversity . 25Ottawa’s Growth Management Plans . 26Timelines of the Growth Management Plans . 27
Charting aCourseTracerl'itinéraireThe Next Step - May 2002Charting a CourseWHEN A MAN DOES NOT KNOW WHAT HARBOUR HE IS MAKING FOR,NO WIND IS THE RIGHT WIND.Seneca, Roman Philosopher 3 B.C. – A.D. 65IntroductionIn keeping with the City’s commitment to e-democracy,to increasing residents’ accessibility to informationand to facilitating greater participation in municipalinitiatives, the Ottawa 20/20 website was a key toolof the consultation. An online survey, bulletin board,webcast and email capability ensured that residentscould easily provide input to the process from theirown computer or from Sm@rt Sites. These onlinedevices, combined with open houses; facilitateddiscussion groups; meetings with Advisory Groups,community organizations, businesses and residents;and a booklet version of the online survey, resultedin a package of consultation tools that was metenthusiastically by participants.Ottawa 20/20 – Ottawa’s GrowthManagement StrategyOttawa 20/20 is the City of Ottawa’s initiative to managethe growth and change that we will experience overthe next two decades. Ottawa 20/20 protects and buildson the quality of life our citizens value, based on principles they have expressed themselves. The intent ofOttawa 20/20 is to ensure that all issues that accompany an increasing population are addressed, such asdealing with increased traffic, providing greenspace,building and maintaining a sense of community, andstrengthening our local arts and heritage.Ottawa 20/20 is a two year process that began withthe Smart Growth Summit in June 2001 where weheard from local, national and international expertsand became familiar with smart growth principles."ICAME FOR THE COOKIES AND JUICE,ATTRACTED BY YOUR FLYER,BUT I’M GLAD I CAME!"Charting a CourseDiscussion group participantThe current phase of Ottawa 20/20 is Charting a Course.It began in December 2001 with the publication of theCharting a Course strategy, which laid out a preliminary set of twelve principles and a number of changemanagement tools for the people of Ottawa to discuss.A print and radio advertising campaign; email broadcasts; partnerships with member-based organizations;multiple mail outs; media coverage; and informationsharing with and by Councillors and communityorganizations ensured a high level of citizen awarenessabout the consultation.Public ConsultationThe public consultation process for Charting a Coursetook place from mid-January to mid-March 2002and engaged a significant number and a broad crosssection of Ottawa residents. The consultation strucka balance between gathering input on the principlesset out in the document, and educating residentsabout the creation of Ottawa’s forthcoming growthmanagement strategy and the steps and plans involvedin its development.Residents were pleased with the variety of ways toprovide feedback on, and participate in, Charting aCourse discussions and would like to see these typesof opportunities continued and expanded in thefuture. Suggestions for improvement for this process,[ 1 ]
Charting aCourseTracerl'itinéraireThe Next Step - May 2002and the City’s consultation approach in general, includedlonger lead times for providing feedback; a more formal,consistent approach; more advertising and publicity;more focus/discussion groups; greater youth involvement; and better ways to ensure that the concernsand input of the marginalized and vulnerable are captured.Every Department involved felt that the consultationmoved the process forward. Staff will be enhancingtheir consultation methods based on what was learned.We believe and value the fact that Ottawa is a caringcommunity with a healthy environment, a strongeconomy, a growing local artistic scene, and a richlocal heritage.As a result of the public consultation process, preliminary principles proposed in December 2001 haveevolved to reflect citizen feedback. Charting a Coursenow consists of six principles that will be used to guidethe development of the City’s growth management plans.Ottawa is growingOttawa’s Quality of LifePrideThat means:"WHAT IChange is inevitable. Ottawa residents have statedclearly that it must not occur at the expense of thethings we value most. That is why Ottawa 20/20 strivesto protect and build on the quality of life we cherish. Today we have just over 800,000 residents andalmost 500,000 jobs. In 2020, Ottawa expects a population of 1.2 millionand 750,000 jobs 400,000 more residents 190,000 new homesGrowth also means we will need more stores, schools,ice rinks, libraries, parks, public transit, roads, policeand fire stations, and gathering places. Growthincreases pressure on our environment, our ruralcountryside, our identity and our overall quality of life.LOVE MOST ABOUT THIS CITY ISTHAT WE CURRENTLY HAVE A RARECOMBINATION OF A BUSY DOWNTOWNAREA AND SUBURBS SURROUNDED BYThese pressures are reflected in some of the mainmessages heard from the public:BEAUTIFUL FOREST, NATURE TRAILSAND FIELDS." "we need to get out of our cars""we want more trees""we want all people to feel they belong""local arts and heritage are important""we want walkable communities""our pathways are important""everyone should have access to the basics"(food, housing, income, recreation, health programs) "development should pay for itself" "rural areas are and should be different from theurban areas" "we want training and good jobs"Web survey participantThe amount of encouraging comments, ideas andsuggestions that were put forward was remarkable.The number of positive ideas and the relativeabsence of negative comments demonstrate that thepeople of Ottawa really like their city and care for itswell being. Pride in our city is strong.Public input confirms that Ottawa residents valuethe quality of life available here. We appreciate thecharacter and pace of our city. We cherish the city’samenities, recognizing that as the nation’s capital, wehave a rich variety of things to do. We are stronglyattached to, and appreciate the unique identities ofour communities, neighbourhoods and villages – bethey in rural or urban areas. We appreciate Ottawa’sabundance of rivers, woodlands and rolling countryside.These were not all of the issues discussed during thepublic consultation. Many other important ideaswere raised and are dealt with in more detail in thepages that follow.[ 2 ]
Charting aCourseTracerl'itinéraireThe Next Step - May 2002The Evolution of the OriginalPrinciples Through Public InputIntroductionSummary of Public InputIn the December 2001 Charting a Course, there weretwelve original principles grouped under four headings:Equilibrium, Diversity, Accessibility, and Sustainability.It became clear through public input that the four mainheadings were not clear and that people wanted themstated in plain language."DUMP THEPOLITICALLY CORRECTTERMINOLOGY AND ACTUALLY SAYWHAT YOU MEAN."Original Tools to Manage ChangeCharting a Course suggested ways for the City to improveconsultation, manage its assets better and make the bestdecisions. These were the tools suggested: Demonstrate leadershipMake strategic decisionsConduct an open processMeasure progressSupport equal opportunityCollaborate with othersPreserve environmental integrityPreserve local heritageSupport diversityChampion innovationWeb survey participantWhat We HeardFurther, people focused on the more tangible twelveprinciples, not the broad headings. To enable residentsto see the evolution from these twelve original principlesto the recommended new principles, each of the originaltwelve are discussed below with the public inputgrouped under specific objectives where there was aclear message. In instances where there were strongopinions representing both sides of an issue, thesedifferences are also reported below.The explanation of how the principles evolved beginswith a discussion of the "Tools to Manage Change"these tools were presented in the original Charting aCourse" document. There was a lot of feedback onhow the City should conduct its business. As a result,the "Tools to Manage Change" have been brought tothe forefront. All of the resulting objectives will beexplored in more detail, especially how to achievethem, in the forthcoming Corporate Strategic Plan andthe other growth plans.Of the tools for managing change, Collaborate with others; Conduct an open process; and Measure progress(accountability) were the three that residents view ascritical to the success of developing and implementingOttawa’s Growth Management Strategy. The remainderof the original tools were more often discussed as partof other principles and will be dealt with in the sectionsthat follow (e.g. "Preserve environmental integrity" willbe covered by the "Keep the City Green" principle).Accountability – Stick to decisions".IJUST WANTED TO SAY, ALL OF THISIS GREAT, AS LONG AS IT IS FOLLOWED.TOO OFTEN A DEVELOPER CHANGESTHE PLANNING FOR THEIR OWNBENEFIT AND WE ALL LOSE."E-mail participant[ 3 ]
Charting aCourseTracerl'itinéraireThe Next Step - May 2002Conduct an Open and Participatory ProcessA common view that emerged from the consultationwas that while all of the principles put forward inCharting a Course have merit, City Council must havean action plan that it adheres to if the exercise of growthmanagement is to succeed. Repeatedly residentsexpressed doubt that Council will stick to the guidingprinciples it ends up endorsing. "I’ll believe it when Isee it" was by far the most commonly expressed viewas to whether or not Council will show commitment tothe actions and visions of the plans.".THECONCEPTION OF AN OPEN ANDCONSULTATIVE PROCESS IS ESSENTIALIF THE RESULTING CORE PLANNINGDOCUMENTS ARE TO BE COMPREHENSIVE,COHERENT, AND A JUST BALANCE OFVALUES AND INTERESTS."PartnershipsThe Council of Heritage Organizations"HOWAgain and again, the idea came up that an open,consultative process is essential if Ottawa’s growthmanagement plans are to be a just balance of valuesand interests. Residents voiced their concern thatthe City allows special interest groups to swaydecisions. Calls for increased public participation by"ordinary" citizens were common throughout theCharting a Course public debate.CAN WE PROMOTE AND ACHIEVE APOSITIVE BALANCE OF WEALTH, EQUITY,ENVIRONMENT AND HEALTH FOR ALL?PARTNERSHIP PROGRAMS WITHBUSINESSES&ORGANIZATIONS THATWILL INCREASE SERVICES, POSSIBLYTHROUGH IN-KIND SERVICES, ORAccountability – Measure ProgressTHROUGH DIRECT CONTRIBUTIONS TOIMPROVE QUALITY OF LIFE IN THE CITY."Web survey participant"THAT THECITY OF OTTAWA INCLUDE INITS FINAL PLANSThe notion of working cooperatively with other levelsof government, agencies, community groups, developersand staff to seek out new approaches and solutionsis fully supported. Frequently, groups and individualsstrongly suggested that the City should tap into thenetwork of excellent, well-connected agencies andgroups that exist in the community (e.g. communityagencies; City of Ottawa Advisory Committees; organizations) as a means of effectively reaching out tothe broader community. There is no better means ofmobilizing the various communities within the citythan by working with the groups and agencies thatmost frequently deal with them. A REQUIREMENT TOREGULARLY MEASURE THE QUALITY OFLIFE OF ITS CITIZENS USING A SET OFAPPROPRIATE INDICATORS."Environmental Advisory CommitteeOttawa residents want open and regular reporting onprograms and plans. Many groups and individualsraised the importance of the need to inventoryresources and measure progress in moving towardobjectives. They pointed out that there is a need forconsistency of data over time. Residents want theCity to determine the indicators at an early stage andadhere to them so that we can discern trends. Supportfor developing the means to measure the short andlonger-term financial costs and savings from proposedsustainable community strategies is strong.A call to develop a consistent, formal process forengaging the expertise and knowledge of thesegroups was heard throughout the consultation. Inthe planning context, the notion went further – to acall from various groups to be a much larger part ofthe decision-making process.Residents have many suggestions for the types ofindicators that they would like to see reported on –everything from air emissions to service levels.[ 4 ]
Charting aCourseTracerl'itinéraireThe Next Step - May 2002 ORIGINAL PRINCIPLE –There are over 1,000 companies in Ottawa in theglobal high-technology industry.Shift to Cluster-based EconomicDevelopmentIt makes better economic sense to develop local innovatorsthan to import mature low-wage companies. Innovativecompanies not only pay higher wages but also are capableof constantly creating new products and services.OCRI Partnerships; Strong Local BusinessWhat We HeardEveryone wants good jobs in Ottawa and a strongeconomy. Charting a Course put emphasis on predefined clusters that are Ottawa’s economic generators.The seven clusters are: telecommunications equipment,microelectronics, software and communication services,professional services, tourism, life sciences and photonics. The results of the consultation however, indicatethat people want the local and agricultural economiesincluded in the City’s economic strategy, and they alsowant the City to recognize the strong contribution of thefederal government to our economy. The result is amuch broader look at economic development. The Federal government employs over 80,000people in Ottawa alone. This means that one outof ten residents of Ottawa works for theFederal Government.SOURCE: CITY OF OTTAWA, 2001 EMPLOYMENT SURVEY"A STRONGLOCAL COMMUNITY RESULTSFROM A STRONG LOCAL ECONOMY,WHICH CAN ONLY RESULT FROMHEALTHY BUSINESSES THAT CREATEJOBS AND WEALTH."Greater Ottawa Chamber of CommerceResidents want the City to work with partner agencies,such as the National Research Council, to supportlocal innovators. Submissions reflected the desire forsupport of home-based and micro businesses as waysto strengthen local business and broaden opportunitiesfor participation in the workforce.Strong Rural Economy Of note, there was no consensus on the appropriate roleof the municipality in terms of economic development.The role of the City and the role of the private sectorshould therefore be explored in the forthcoming growthplans. Further, the concept of cluster-based developmentand its benefits and linkages to the prosperity of otherareas was not well understood. The City’s growth plansshould illustrate these benefits and linkages." AGRICULTURAL LAND MUST BE KEPTIN PRODUCTION. THIS PROVIDES ARESOURCE THAT WILL BECOME EVENMORE VALUABLE AND CRITICAL AS THEPOPULATION OF THE REGION ANDCOUNTRY INCREASES. NO EFFORT MUSTBE SPARED TO ENSURE ITS PRESERVATION."Strong Export-Based Economic GeneratorsPeople generally realize that strong companies thatexport products are important to Ottawa’s economy.Although there was limited public input on thisparticular concept, people are clear that the City’sinvolvement in any initiative, such as export-basedeconomic generators, that helps secure goodemployment for families and their children shouldbe a priority.Stittsville Village AssociationIn the rural area, there was interest in promotingtourism, specific services and niche products.People working in agriculture feel that more shouldbe done to promote their products in the urban areas.The protection of agricultural lands and working withrural businesses are seen as the best ways to supportthe rural economy. Rural tourism initiatives are alsoviewed as benefiting the rural economy.[ 5 ]
Charting aCourseTracerl'itinéraireThe Next Step - May 2002 ORIGINAL PRINCIPLE -Over one-third of the City’s total land area isdesignated as agricultural. This represents 95,000hectares producing total farm gate sales of over 150 million in 2001.Build the Knowledge NetworkThe stronger the knowledge base, the stronger the economy.The better citizens’ access to this knowledge base and thegreater their ease of participating in democracy and theworkforce, the stronger the city.DEVELOPMENT SERVICES DEPARTMENT, CITY OF OTTAWA(REGIONAL OP); MEASUREMENTS EXTRACTED FROM THERMOC DATA HANDBOOKWhat We Heard People want practical and leading edge solutions.They feel that access to knowledge is critical tosuccess and quality of life.Complete CommunitiesConnecting People to Opportunities; ConnectingBusinesses to a Strong Workforce"THECITY SHOULD BE ENCOURAGINGMIXED USE REDEVELOPMENT OF MAJORURBAN ARTERIES, SUCH AS CARLING"THEAVENUE. THE INCREASED POPULATIONMOST IMPORTANT ASPECTS OF AHEALTHY FUNCTIONING CITY ARE ITSDENSITY WILL MAKE PUBLIC TRANSITPEOPLE, WHO NEED JOBS, SKILLSVIABLE AND WILL CREATE NEIGHBOUR-AND EDUCATION, TO BUILD THE INFRA-HOODS WHERE MANY SERVICES CAN BESTRUCTURE AND OTHER REQUISITES, OFACCESSED ON FOOT. AN ADDITIONALA WORLD-CLASS CAPITAL BYBENEFIT OF INCREASED DENSITY 2020."Equity and Diversity Advisory CommitteeESPECIALLY WITHIN THE GREENBELT WILL BE THAT OUR SCHOOLS WILL BEA skilled workforce is a key contributor to the strengthof the city’s economy. Residents want the City towork with the education sector (K – 12, colleges,universities, and training institutions) to ensure thatbusinesses have access to a substantial pool ofskilled workers.MORE VIABLE AND WILL NOT HAVETO BE CLOSED."E-mail participantMore compact developments with a mix of officebuildings, stores, restaurants and housing, as well as‘main street’ type developments are viewed as themost desirable places to work in the future.People support the Talent Works program to develop,recruit and retain the skilled workforce the communityneeds, and to assist the unemployed and underemployedto find jobs. The Talent Plan, a supporting plan of theEconomic Strategy, will explore this issue.A variety of media is required to connect people toinformation. People want access to high speed Internet,libraries, the City’s call centre, and the City web site.Although all of these approaches are necessary andeffective, the most frequently used source of information about City of Ottawa services is, by far, daily andcommunity newspapers. It should be noted that theissue of cost, even for a daily newspaper, is a concern[ 6 ]
Charting aCourseTracerl'itinéraireThe Next Step - May 2002for seniors and disadvantaged groups who advocatethe use of community newspapers for spreadinginformation.The function of libraries varied depending on theaudience. Some people want to rely on libraries tohave access to information and knowledge, while others rely more heavily on the Internet. Generally, peoplewant libraries in their community. Staff recognize thatlibraries play an important role in increasing literacy,housing Sm@rt Sites and the creation of a Sm@rtCity.Strategies around these ideas will be explored throughthe growth plans.The "visible" environment is of great concern for residents.The already initiated Broadband Connectivity Plan takescare of the "invisible" infrastructure that is also a keycomponent of maintaining Ottawa as a modern citylooking toward future opportunities (work at home,productive connection to the world, e-economy).Technology infrastructure will provide an environmentthat enables societal change and prosperity at once.Conduct an Open and Participatory Process"EXAMINEORIGINAL PRINCIPLE –Meet the Cost of GrowthThe City will be an affordable city where the cost ofchoices are fully explored and understood.What We HeardThe residents of Ottawa want development chargesto reflect the actual costs of proposed developmentand want social and environmental sustainabilitymaintained. The breadth of discussion on fundingsources and the related role of municipal governmentindicates that Charting a Course principles should reflectmunicipal accountability and fiscal responsibility.Effective management of City expenditures and government services was identified as a priority for how tomanage growth. There was also a clear indication thatthe City should not be attempting to balance wealth,equity, environment and health as suggested by theoriginal version of Charting a Course. Many respondentsfeel that the City should focus on its traditional role ofproviding core services. The definition of what is a‘core service’ varied among submissions and should befurther explored through the growth management plans.WAYS TO INCREASEPARTICIPATORY DEMOCRACY.”Web survey participant"CONSIDER THAT EVERYONEBENEFITSFROM A BEAUTIFUL AND VIBRANT CITY:PARKS, RECREATION FACILITIES, CULTURE,The feelings around participation in democracy werereflected not only in responses to direct questions inthe survey and in submissions, but also in the reactionto the public consultation program itself. The mostappreciated methods of conducting consultations weremeetings with staff, focus groups, and the web survey.Likewise, when asked formally, people indicated thatthey would appreciate more opportunities for individualdiscussions with staff and more detailed informationin the media about activities organized by the City.They identified that working with community organizations and agencies and conducting opinion pollsare the best strategies for maintaining a two-waycommunication flow. Strong participation in democracyhelps the City be more responsive to opportunities inthe workforce and elsewhere.POOLS, PATHWAYS. JUST BECAUSEPEOPLE DO NOT USE THEM ALL THE TIMEDOES NOT MEAN THAT THEY SHOULD NOTBE MAINTAINED AS CORE SERVICES WITHHIGH VALUE AND BENEFIT TO ALL. THEYINCREASE HEALTH, REDUCE CRIME, ANDCREATE A SAFE COMMUNITY."Questionnaire participant"GO BACK TO WHAT THE RESPONSIBILITIESOF A MUNICIPAL GOVERNMENT REALLYARE, AND RESTRICT CITY POLICIES TOTHOSE AREAS. THE CITY CANNOT ANDSHOULD NOT BE INVOLVED IN A GREATMANY FIELDS THAT IT CURRENTLY IS."Web survey participant[
The current phase of Ottawa 20/20 is Charting a Course. It began in December 2001 with the publication of the Charting a Coursestrategy, which laid out a prelimi-nary set of twelve principles and a number of change management tools for the people of Ottawa to discuss. Public Consultation The public consultation process for Charting a Course
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