Uneven Recovery: Much of Ontario Still Hasn't Fully Recovered from the 2008
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Even More Land Available for Homes and Jobs in the Greater Golden Horseshoe
March 9, 2017 An update on the total land supply: Even more land available for homes and jobs in the Greater Golden Horseshoe For more information, contact: Marcy Burchfield Executive Director [email protected] 416-972-9199 ext. 1 Neptis | 1 An update on the total land supply: Even more land available for homes and jobs in the Greater Golden Horseshoe This is the third in a series of Briefs on the land supply for future urban development designated by municipalities across the Greater Golden Horseshoe to accommodate growth to 2031. This Brief sums up the supply of land in (a) the Designated Greenfield Area (DGA), (b) unbuilt areas within Undelineated Built-up Areas (UBUAs), (c) land added through boundary changes to Barrie and Brantford and (d) Amendment 1 to the Growth Plan. Altogether, the supply of unbuilt land for housing and employment planned until 2031 and beyond is 125,600 hectares. How much land is available for development in the Greater Golden Horseshoe? Determining how much land has been set aside to accommodate future housing and employment across the Greater Golden Horseshoe is a fluid process, because land supply data are not fixed once and for all. Ontario Municipal Board decisions, amendments to local official plans, and boundary adjustments constantly alter the numbers. In the first phase of analysis in 2013, Neptis researchers focused on estimating the extent of the “Designated Greenfield Area” (DGA).1 This was land set aside by municipalities in land budgeting exercises to accommodate the population and employment targets allocated by the Province for the period 2006–2031 in the Growth Plan for the Greater Golden Horseshoe. -
Kenora District Human Capital Series
Northern Projections Kenora District Human Capital Series Dr. Bahktiar Moazzami northernpolicy.ca Huskie the Muskie, McLeod Park, Kenora, ON Northern Policy Institute / Institut des politiques de Nord Kenora District | August 2019 3 Who We Are Northern Policy Institute Northern Policy Institute is Northern Ontario’s independent think tank. We perform research, collect and disseminate evidence, and identify policy opportunities to support the growth of sustainable Northern Communities. Our operations are located in Thunder Bay and Sudbury. We seek to enhance Northern Ontario’s capacity to take the lead position on socio-economic policy that impacts Northern Ontario, Ontario, and Canada as a whole. About the Series This Human Capital Series is an update of an earlier series published in partnership with Northern Ontario Workforce Planning. Workforce Planning Ontario is a network of 26 Workforce Planning Boards covering four regions across the province. Workforce Planning Boards gather intelligence on local labour market supply and demand, and work in partnership with employers, employment services, educators, researchers, economic development, government and other stakeholders to identify, understand and address labour market issues. This includes supporting and coordinating local responses to meet current and emerging workforce needs. Given the unique geography and labour market issues that impact Northern Ontario, all 6 planning boards in the north have collaborated to form Northern Ontario Workforce Planning. They include: Algoma Workforce Investment Corporation (AWIC); Far Northeast Training Board (FNETB); The Labour Market Group (LMG); Northwest Training and Adjustment Board (NTAB); North Superior Workforce Planning Board (NSWPB); and Workforce Planning for Sudbury & Manitoulin (WPSM). FNETB and NSWPB are currently pilot sites for Local Employment Planning Councils (LEPC). -
Food Asset Mapping in Toronto and Greater Golden Horseshoe Region1 Lauren Baker
LAUREN BAKER FOOD ASSET MAPPING IN TORONTO AND GREATER GOLDEN HORSESHOE REGION1 LAUREN BAKER 216 ISOCARP FOOD ASSET MAPPING IN TORONTO AND GREATER GOLDEN HORSESHOE REGION » The purpose of the mapping project was to provide a baseline for planners and policy mak- ers to: 1. understand, promote and strengthen the regional food system, 2. provide information to enable analysis to inform decision making; and, 3. plan for resilience in the face of climate variability and socio, economic, and political vulnerability. « Figure 1: The bounty of the Greenbelt harvest season. Photo credit: Joan Brady REVIEW 12 217 LAUREN BAKER The City of Toronto is the largest City in Canada the third largest food processing and manufac- with a population of 2.6 million people (2011). turing cluster in North America, and the clus- The City is known as one of the most multicul- ter uses over 60% of the agricultural products tural cities in the world, with over 140 languages grown in Ontario3. Agriculture and the broader spoken. Immigrants account for 46% of Toron- food system contribute $11 billion and 38,000 to’s population, and one third of newcomers to jobs to the provincial economy, generating $1.7 Canada settle in the city2. Needless to say, diets billion in tax revenue. are extremely diverse. This represents an oppor- In 2005 a Greenbelt was created to contain tunity for the food and agriculture sector in On- urban growth and protect the natural and cul- tario, one that many organizations are seizing. tural heritage of the region. The Greenbelt pro- The region surrounding the City of Toronto, tects 7% of Ontario’s farmland, approximately known as the Greater Golden Horseshoe (GGH), 856,424 acres and 5501 farms4, mostly outside is made up of 21 upper and single tier munici- of urban communities clustered in the Golden palities. -
2008-12 Northern Ontario Marketing Strategy
Roadmap For Renewal Northern Ontario Tools For Success Five-Year Tourism Marketing Strategy 2008-2012 This project was supported by: The Strategic Tourism Development and Marketing Partnership For Northern Ontario Northern Ontario Five-Year Tourism Marketing Strategy 2008-2012 Submitted to and supported by: The Strategic Tourism Development and Marketing Partnership for Northern Ontario c/o North of Superior Tourism Association Suite 206a, 920 Tungsten Street Thunder Bay, ON P7B 5Z6 Beginning in 2004, the Strategic Tourism Development and Marketing Partnership for Northern Ontario, involving FedNor, the Ontario Tourism Marketing Partnership Corporation (OTMPC) and the Northern Ontario Heritage Fund Corporation (NOHFC), has led to opportunities for collaboration between different levels of government and tourism industry stakeholders and a progressive approach toward tourism development in Northern Ontario. The objectives of the Partnership are to provide strategic support for: • Northern Ontario tourism supplier education and capacity building; • Northern Ontario product development; and • Market-based promotional initiatives that build awareness of and increase visitation to Northern Ontario. Submitted by: Fantail Communications 147 Liberty Street Toronto Ontario M6K 3G3 table of contents Welcome 1 We’re Funneling Down As We Go 1 Let’s Get Started 2 Now Is Our Time 2 Approaching The Challenge 2 Moving Forward 2 What Are The Impacting Issues? 3 Canada’s Ranking As A Destination 3 Travel Forecasts 3 Northern Ontario Tourism Volume Is Declining -
Northern Ontario Health Equity Strategy a Plan for Achieving Health Equity in the North, by the North, for the North
Northern Ontario Health Equity Strategy A plan for achieving health equity in the North, by the North, for the North 1 Table of Contents Forewords 4 Executive Summary 7 Introduction: Health Equity in Northern Ontario 13 A Health Equity Strategy for Northern Ontario 19 Why Does Northern Ontario Need a Health Equity Strategy? 23 What Can Be Done to Improve Health Equity in Northern Ontario? 33 Moving Forward: Impacts 49 Appendix A: Methodological Approach 51 Appendix B: List of Engagement Participants and Partners 54 Appendix C: Northern Ontario Health Equity Steering Committee 57 Endnotes 58 Forewords From Health Quality Ontario’s CEO You can’t truly have a quality health care system without having equitable Guided by leaders in the North, Health Quality Ontario helped facilitate an in- opportunities for health. Equity is one of the six core dimensions of quality depth multi-faceted engagement process with hundreds of people living in the care, along with safety, effectiveness, patient-centeredness, efficiency, and North that has led to a northern strategy to address health equity in the North, timeliness, and it is a dimension to which Health Quality Ontario has paid focusing on those important barriers and opportunities for building health equity. special attention recently. The Northern Ontario Health Equity Strategy is guided by a vision that all Northern Ontario is one region of the province where health equity is often Northerners will have equitable access to social and economic resources, lacking and needs to be addressed with some urgency. Health in the North: as well as to high-quality health care, regardless of where they live, what they A report on geography and the health of people in Ontario’s two northern regions have or who they are. -
Golden Horseshoe Food and Farming Action Plan
Photo : SF Photo GOLDEN HORSESHOE FOOD AND FARMING ACTION PLAN THE GOLDEN HORSESHOE FOOD AND FARM- ING PLAN INVOLVES THE ESTABLISHMENT OF AN INNOVATIVE GOVERNANCE BODY TO PRO- MOTE COLLABORATION BETWEEN SEVERAL LO- CAL GOVERNMENTS WITHIN A CITY REGION, AS WELL AS A RANGE OF OTHER ORGA- NIZATIONS WITH AN INTEREST IN THE Durham FOOD AND FARMING ECONOMY — IN- York CANADA CLUDING LARGE-SCALE FARMERS. IT Peel Toronto UNDERLINES THE VALUE OF ESTABLISH- ING CLEAR TERMS OF REFERENCE AND Halton MEDIATION TOOLS, AND FORG- ING INNOVATIVE GOVERNANCE STRUCTURES TO MANAGE THE Hamilton COMPLEXITIES OF FOOD SYS- Niagara Golden Horseshoe TEM PLANNING AT THE UR- BAN-RURAL INTERFACE. 52 CASE STUDIES 01 WHAT MAKES URBAN FOOD POLICY HAPPEN? GOLDEN HORSESHOE The Golden Horseshoe geographical region In 2011/12 seven municipalities of the Gold- stretches around the Western shores of Can- en Horseshoe — the cities of Hamilton and ada’s Lake Ontario, including the Greater To- Toronto, and the top-tier54 Municipal Regions ronto Area and neighbouring cities, towns of Durham, Halton, Niagara, Peel, and York — and rural communities52. It is one of the most adopted a common plan to help the food and densely populated parts of North America, and farming sector remain viable in the face of land an infux of educated, afuent professionals use pressures at the urban-rural interface, as has led to rapid development and expansion well as other challenges such as infrastructure of the cities. gaps, rising energy costs, and disjoined policy implementation. Yet historically the Golden Horseshoe has been an important agricultural region; more The Golden Horseshoe Food and Farming Plan than a million acres of productive farmland 2021 (GHFFP) (Walton, 2012a) is a ten-year plan remain in the Greenbelt and in the shrink- with fve objectives: ing peri-urban and rural spaces between • to grow the food and farming cluster; the urban hubs. -
Northern Ontario Commercial Vehicle Travel Profile
TRANSPORTATION Final Report The Preparation of a Northern Ontario Passenger and Commercial Vehicle Origin-Destination Survey Northern Ontario Commercial Vehicle Travel Profile Submitted to Ministry of Transportation, Ontario by IBI Group October 30, 2013 Table of Contents Executive Summary ................................................................................ ES.1 1. Introduction ........................................................................................... 1 1.1 Study Background .............................................................................................. 1 1.2 Report Purpose and Organization .................................................................... 1 1.3 Ontario Commercial Vehicle Survey Program ................................................. 2 1.4 Northern Ontario Commercial Vehicle Survey Background .......................... 2 2. Overview of Commercial Vehicle Travel ............................................. 4 2.1 Truck Traffic Levels ............................................................................................ 5 2.1 Vehicle Styles ...................................................................................................... 9 2.2 Truck Travel Origin-Destination Flows ........................................................... 12 Origin-Destination Flows by Number of Trucks 13 Origin-Destination Flows by Vehicle-Kilometres Travelled 16 Origin-Destination Flows by Commodity Value and Weight 18 2.3 Travel Origin-Destination Flows by Commodity Type ................................. -
Health Profile – Thunder Bay District Integrated District Network
Health Profile – Thunder Bay District Integrated District Network May 2012 North West LHIN RLISS du Nord-Ouest Health Profile for Thunder Bay District Integrated District Network (IDN) Introduction This profile is one of a series of five profiles for each of the proposed Integrated District Networks (IDN)s. Three of the five IDN areas correspond to three of four current sub-LHIN planning areas – Rainy River District, City of Thunder Bay (and surrounding area) and Thunder Bay District (excluding city of Thunder Bay and surrounding area). The fourth and fifth proposed IDNs are formed from the current Kenora District sub-LHIN planning area. The Northern IDN is proposed to encompass Sioux Lookout and all First Nations communities north of Sioux Lookout. The remaining part of Kenora District (including Red Lake, Kenora and Dryden) will be referred to as Kenora District IDN. The map illustrates the North West LHIN’s current sub-LHIN planning areas showing communities that have acute care hospitals. Figure 1: Map of the North West LHIN The Thunder Bay District sub-LHIN planning area of the North West LHIN corresponds to the Thunder Bay District Census Division (CD) excluding the City of Thunder Bay census subdivision and the surrounding census subdivisions of Neebing, Oliver Paipoonge, Conmee, Gillies, O’Connor, Shuniah and Fort William 52. Moving forward, it is proposed that the area will be referred to as the Thunder Bay District Integrated District Network (IDN). Health Profile – Thunder Bay District Integrated District Network (Draft) 2 North West LHIN RLISS du Nord-Ouest The following table presents some of the demographic characteristics of the IDN compared to the total North West LHIN population. -
Golden Horseshoe Economic Profile
SECTION 3 DEMOGRAPHIC GROWTH Project Coordinated By: This Section Prepared by: SECTION 3 - Demographic Growth 3.1 Introduction The objective of this section is to present a demographic profile for the Golden Horseshoe (GH) using the most recent (2011) census data.1 This section incorporates data from earlier census periods where available and allows for the identification of key demographic profiles and trends regarding population, immigration, social and cultural impacts and their marketing implications. The data shows profiles and trends for each of the participating municipalities and thus differences in key markets and locations are profiled. Except where indicated, data in this section is from the Statistics Canada censuses of 2006 and 2011. Starting in 2011, information previously collected by the mandatory long-form census questionnaire was collected as part of the voluntary National Household Survey (NHS). Caution should therefore be exercised in comparing 2011 data very closely with data from previous censuses.2 3.2 Population Growth The population of the GH and its municipalities has increased from 6.5 million in 2006 to 7 million in 2011, and now accounts for 55% of Ontario’s population. This represents a growth rate of 8% for the entire GH region over the five year period. The highest rates of growth have been experienced by Halton (14%), York (15%) and Peel (11%) which immediately surround Toronto. As further evidence of growth pressures being experienced in the GH, it is worth noting that Milton, Canada’s fastest growing municipality, grew by 57% over the period.3 Figure 3.1a below shows the growth rate for each upper tier municipality. -
Whereas It Has Been the Desire of the Town of Markham for Decades to See the Langstaff Planning Area Redevelop from a Mixed
Mr. Chair and Members of Council, it is with mixed emotion that I must make changes to my notice of motion put forward at our last meeting, I am sure that you can understand Mr. Chair how difficult it is for me to embrace a plan put forward by a Liberal Premier, but the Premiers announcement on June 15 to extend the Yonge Subway to Highway #7 was not only common sense, but it is what the Communities of Richmond Hill, Vaughan, Markham and indeed all residents of York Region need to implement “Places to Grow” and is what I have been working so hard to achieve, so thank you Mr. Premier and I did wear a red tie today I would like to state that the motion is seconded by Mayor Emmerson who is known to have Liberal leanings. Yonge Subway Motion Moved by: Regional Councillor Jim Jones Seconded by: Mayor Wayne Emmerson Whereas it has been the desire of the Town of Markham for decades to see the Langstaff planning area redevelop to a High End Urban Centre; and Whereas the Province of Ontario has in the past five years through the Central Ontario Smart Growth Plan report “Shape the Future” and the current Growth Plan for the Greater Golden Horseshoe designated the Langstaff planning area and the Richmond Hill Centre as the Richmond Hill/Langstaff Gateway and one of the four Urban Growth Centres in York Region; and Whereas Urban Growth Centres are – “to accommodate and support major transit infrastructure” and “to serve as high density major employment centres that will attract provincially, nationally or international significant employment uses” -
Comparison of Business Costs for Northern Ontario Cities
COMPARISON OF BUSINESS COSTS FOR NORTHERN ONTARIO CITIES Prepared for: Prepared by: City of North Bay Economic Development MMK Consulting Inc. Sault Ste. Marie Economic Development Corporation Glenn Mair Thunder Bay Community Economic Development Corporation Treena Cook Timmins Economic Development Corporation December 8, 2014 Contents Introduction and methodology........................................ 1 Introduction and objective 1 Study scope 2 Methodology 5 Cost comparison results................................................... 7 Overall results 7 Comparison of selected jurisdictions 8 Results by major sector 9 Results by industry 11 Comparison by cost component .................................... 12 Significance of cost factors 12 Labour costs 13 Facility costs 14 Transportation costs 15 Utilities 17 Financing costs 18 Taxes other than income 18 Income tax 21 Appendix A – Detailed Comparisons ....................................... 23 Introduction and methodology Introduction and objective In March of 2014, KPMG released a major study, Competitive Alternatives, KPMG’s Guide to International Business Location Costs1. That study compared the cost of doing business in more than 100 cities in ten countries, including Canada and the United States. The range of cities included in the Competitive Alternatives 2014 study included Toronto and Sudbury in Ontario, along with 30 other Canadian cities and 74 cities in the US. The municipalities of North Bay, Sault Ste. Marie, Thunder Bay, and Timmins (collectively the “Municipalities”) did not participate as part of the main, published Competitive Alternatives 2014 study. However, the Municipalities now wish to have their communities added to the established comparative analysis, to obtain a better understanding of the costs of doing business in their respective cities relative to other cities regionally, nationally, and cross-border in the US. -
Anglers in Northern Ontario (RTO13): a Situation Analysis 2
ANGLERS IN NORTHERN ONTARIO (RTO13) A SITUATION ANALYSIS EXECUTIVE SUMMARY PREPARED FOR TOURISM NORTHERN ONTARIO BY Research Resolutions & Consulting Ltd. JUNE 2015 Anglers in Northern Ontario (RTO13): A Situation Analysis 2 INTRODUCTION Northern Ontario offers some of the best fishing in North America and attracts tourists from across the continent to its lakes and rivers. It is a signature experience for the region and a core focus of Tourism Northern Ontario (TNO) and other marketing organizations throughout the North. Because of anglers make a substantial contribution to tourism businesses and tourism revenue throughout the North, TNO commissioned Research Resolutions & Consulting Ltd.1 to undertake a situation analysis of the angling market. This analysis updates and expands the scope of an earlier analysis. 2 The focus of the previous report was anglers who relied on fishing lodges, hotels, motels, commercial cottages and camps for overnight stays in Northern Ontario. By broadening the analysis to include all anglers on overnight trips in Northern Ontario, the full size and tourism economic contribution of sport fishing becomes evident. For example, regardless of whether they camp, stay in a private or a commercial cottage, anglers on overnight trips in the North consume food and beverages purchased in stores and restaurants, fuel their cars and boats at gas stations and marinas, make retail purchases at area stores and pay admissions to local attractions and events. The findings presented in this summary cover all overnight tourists in Northern Ontario who went fishing on their trip, irrespective of the type of lodging they used in the region. The information in the previous report was based on 2010 Statistics Canada data whereas this project relies on the most current available data sources (2012/2013): Statistics Canada’s Travel Survey of Residents of Canada (TSRC – 2012/2013 pooled) and Statistics Canada’s International Travel Survey (ITS US/OVS 2012).