Annual Progress Report April 2015 – March 2016 Letter from Mary Proc
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Area Transportation System Problems and Opportunities Report
GTA West Corridor Planning and Environmental Assessment Study Revised Draft Area Transportation System Problems and Opportunities Report GTA West Corridor Planning and Environmental Assessment Study Revised Draft Area Transportation System Problems and Opportunities Report PREFACE The Area Transportation System Problems and Opportunities Report – Draft for Consultation (2009) is one of several interim reports which depicts the study process culminating in the Transportation Development Strategy. The Area Transportation System Problems and Opportunities Report – Draft for Consultation (2009) was first issued in July 2009. The reports purpose was to summarize the process and methodology that was used to identify transportation problems and opportunities, and to document the key findings of this work. In the consultation period following its release, the study team received comments relating to a range of issues, including municipal planning policy, transportation modelling, and planned transportation initiatives within the preliminary study area. The purpose of this revised draft report (December 2010) is to ensure that all comments received have been adequately addressed; where appropriate, the content of the report has been revised accordingly. Appendix C provides a Summary of the Input Received on the draft Problems and Opportunities Report, and details each comment received, the study team’s response, and any changes incorporated into the revised draft report. www.gta-west.com GTA West Corridor Planning and Environmental Assessment Study -
APPENDIX 5 February 2013
APPENDIX 5 February 2013 APPENDIX 5 APPENDIX 5-A Paper #5a Transit Service and Infrastructure Paper #5a TRANSIT SERVICE AND INFRASTRUCTURE This paper outlines public transit service within the Town of Oakville, identifies the role of public transit within the objectives of the Livable Oakville Plan and the North Oakville Secondary Plans, outlines the current transit initiatives and identifies future transit strategies and alternatives. This report provides an assessment of target transit modal share, the level of investment required to achieve these targets and the anticipated effectiveness of alternative transit investment strategies. This paper will provide strategic direction and recommendations for Oakville Transit, GO Transit and VIA Rail service, and identify opportunities to better integrate transit with other modes of transportation, such as walking and cycling, as well as providing for accessible services. 1.0 The Role of Transit in Oakville 1.1. Provincial Policy The Province of Ontario has provided direction to municipalities regarding growth and the relationship between growth and sustainable forms of travel including public transit. Transit is seen to play a key role in addressing the growth pressures faced by municipalities in the Greater Golden Horseshoe, including the Town of Oakville. In June 2006, the Province of Ontario released a Growth Plan for the Greater Golden Horseshoe. The plan is a framework for implementing the Province’s vision for building stronger, prosperous communities by better managing growth in the region to 2031. The plan outlines strategies for managing growth with emphasis on reducing dependence on the automobile and “promotes transit, cycling and walking”. In addition, the plan establishes “urban growth centres” as locations for accommodating a significant share of population and employment growth. -
2018 ONTARIO Budget for General Inquiries Regarding 2018 Ontario Budget: Budget Papers, Please Call
2018 ONTARIO BUDGE 2018 ONTARIO A PLAN FOR CARE AND OPPORTUNITY RX C. Lee RX T THE HONOURABLE CHARLES SOUSA MINISTER OF FINANCE 2018 ONTARIO BUDGET BUDGET PAPERS For general inquiries regarding 2018 Ontario Budget: Budget Papers, please call: Toll-free English and French inquiries: 1-800-337-7222 Teletypewriter (TTY): 1-800-263-7776 For electronic copies of this document, visit our website at www.ontario.ca/budget A printed copy of this publication can be ordered: Online: www.serviceontario.ca/publications By phone: ServiceOntario Contact Centre (Monday to Friday, 8:30 AM to 5:00 PM) Telephone: 416-326-5300 TTY: 416-325-3408 Toll-free across Canada: 1-800-668-9938 TTY Toll-free across Ontario: 1-800-268-7095 © Queen’s Printer for Ontario, 2018 ISBN 978-1-4868-1883-9 (Print) ISBN 978-1-4868-1884-6 (HTML) ISBN 978-1-4868-1885-3 (PDF) Ce document est disponible en français sous le titre : Budget de l’Ontario 2018 – Documents budgétaires Foreword A Plan for Care and Opportunity Ontario’s economy is performing well. This is largely due to the businesses and entrepreneurs who create jobs and to the women and men who get up each morning to go to the plant, or the office, or another place of work to make Ontario a more prosperous province. At the same time, the government has made strategic investments to support growth. Enhanced education, skills and training, new infrastructure, a competitive business environment and support for startups and small businesses are helping create good jobs. On the surface, the numbers tell a positive story: Our economy has outperformed those of all G7 nations since 2014; Our unemployment rate, at 5.5 per cent, is the lowest it has been in almost 20 years; and Last year alone, 500 net new jobs were created, on average, each day in Ontario, and they were mostly full‐time. -
Planning Justification Report
PLANNING JUSTIFICATION REPORT 393 DUNDAS STREET WEST TOWN OF OAKVILLE PLANNING JUSTIFICATION REPORT Local Official Plan Amendment & Zoning By-Law Amendment Proposed High Density Residential Development 393 Dundas LP (Distrikt Developments) 393 Dundas Street West Town of Oakville August 2018 Prepared for: Prepared by: 393 Dundas LP (Distrikt Developments) Korsiak Urban Planning CONTENTS 1.0 INTRODUCTION ........................................................................................................... 3 1.1 PURPOSE OF THE REPORT ...................................................................................... 3 1.2 SITE DESCRIPTION AND CONTEXT ............................................................................ 4 2.0 PROPOSED DEVELOPMENT .......................................................................................... 5 3.0 POLICY FRAMEWORK .................................................................................................. 6 3.1 PROVINCIAL POLICY STATEMENT ............................................................................. 6 3.2 GROWTH PLAN FOR THE GREATER GOLDEN HORSESHOE (2017) .............................. 8 3.3 2041 REGIONAL TRANSPORTATION PLAN ............................................................... 11 3.4 REGION OF HALTON OFFICIAL PLAN ....................................................................... 12 3.5 TOWN OF OAKVILLE OFFICIAL PLAN – LIVABLE OAKVILLE ........................................ 16 3.6 TOWN OF OAKVILLE OFFICIAL PLAN – NORTH OAKVILLE EAST SECONDARY -
New Station Initial Business Case Milton-Trafalgar Final October 2020
New Station Initial Business Case Milton-Trafalgar Final October 2020 New Station Initial Business Case Milton-Trafalgar Final October 2020 Contents Introduction 1 The Case for Change 4 Investment Option 12 Strategic Case 18 Economic Case 31 Financial Case 37 Deliverability and Operations Case 41 Business Case Summary 45 iv Executive Summary Introduction The Town of Milton in association with a landowner’s group (the Proponent) approached Metrolinx to assess the opportunity to develop a new GO rail station on the south side of the Milton Corridor, west of Trafalgar Road. This market-driven initiative assumes the proposed station would be planned and paid for by the private sector. Once built, the station would be transferred to Metrolinx who would own and operate it. The proposed station location is on undeveloped land, at the heart of both the Trafalgar Corridor and Agerton Employment Secondary Plan Areas studied by the Town of Milton in 2017. As such, the project offers the Town of Milton the opportunity to realize an attractive and vibrant transit-oriented community that has the potential to benefit the entire region. Option for Analysis This Initial Business Case (IBC) assesses a single option for the proposed station. The opening-day concept plan includes one new side platform to the north of the corridor, with protection for a future second platform to the south. The site includes 1,000 parking spots, a passenger pick-up/drop-off area (40 wait spaces, 10 load spaces), bicycle parking (128 covered spaces, 64 secured spaces) and a bus loop including 11 sawtooth bus bays. -
Appendix III Update on Bill 222: Ontario Rebuilding and Recovery Act
Appendix III Update on Bill 222: Ontario Rebuilding and Recovery Act November 23, 2020 Ms. Cheryl Davis Ministry of Transportation – Environmental Policy Office 777 Bay Street Suite 700 Toronto, ON M7A 2J8 Canada Dear Ms. Davis: Re: Bill 222 – Ontario Rebuilding and Recovery Act, 2020 (ERO #019-2566) Thank you for the opportunity to review and comment on the above noted Environmental Registry of Ontario posting. The following comments are provided by Region of Peel staff as input into the proposed amendments to the Building Transit Faster Act, 2020, Public Service Works on Highways Act, and Transit-Oriented Communities Act, 2020. This letter is considered to be staff level comments. If additional comments are provided through a Regional Council resolution, they will be forwarded to Ministry staff for further consideration. The Region supports the goals of accelerating the delivery of major provincial public infrastructure projects such as transit and highways. Staff are supportive of these measures in order to strengthen communities, create jobs, increase critical services in the Province, and support future growth within the Region. However, further details on the mechanisms and regulations to implement these initiatives and the impacts on local municipal works is required. Staff continue to plan and advocate for the development of transit-oriented complete communities in Peel. Through continued partnership with our provincial and local counterparts, staff remain committed to planning for higher order transit and linear infrastructure to accommodate forecasted population and employment growth in the Region. Further, staff support exploring extending the streamlining initiatives to linear municipal infrastructure such water and wastewater. -
Transit Strategy
CITY OF HAMILTON PUBLIC WORKS DEPARTMENT Transit Division Hamilton TO: Mayor and Members General Issues Committee COMMITTEE DATE: March 6, 2015 SUBJECT/REPORT NO: Ten Year (2015 to 2024) Local Transit Strategy (PW14015a) - (City Wide) (Outstanding Business List Item) WARD(S) AFFECTED: City Wide PREPARED BY: David Dixon (905) 546-2424, Extension 1860 Christine Lee-Morrison (905) 546-2424, Extension 6390 Jim Dahms (905) 546-2424, Extension 1858 Nancy Purser (905) 546-2424, Extension 1876 Craig Webb (905) 546-2424, Extension 1870 SUBMITTED BY: Gerry Davis, CMA General Manager .,ÿÿÿ Public Works Departmenÿÿ"ÿ______ÿ SIGNATURE: / RECOMMENDATION (a) That the Ten Year (2015 to 2024) Local Transit Strategy as outlined in Report PW14015a be approved, including the following approvals for 2015 and 2016 to address system deficiencies: (i) $6M dollars annualized to be phased in over two years; (ii) an additional 50 FTEs with recruitment to be phased in over two years; (iii) the addition of 25 buses to the fleet in 2015 at a capital cost of $15.6M to be funded as follows: (1) $3M from development charges; (2) $5.7M from transit vehicle replacement reserve; (3) $6.9M unfunded capital to be requested from Metrolinx as part of recommendation (d)in Report PW14015a; OUR Vision: To be the best place in Canada to raise a child, promote innovation, engage citizens and provide diverse economic opportunities. OUR Mission: WE provide quality public service that contribute to a healthy, safe and prosperous community, in a sustainable manner. OUR Values: Accountability, -
(BRES) and Successful Integration of Transit-Oriented Development (TOD) May 24, 2016
Bolton Residential Expansion Study (BRES) and Successful Integration of Transit-Oriented Development (TOD) May 24, 2016 The purpose of this memorandum is to review the professional literature pertaining to the potential develop- ment of a Transit-Oriented Development (TOD) in the Bolton Residential Expansion Study area, in response to the Region of Peel’s recent release of the Discussion Paper. The Discussion Paper includes the establishment of evaluation themes and criteria, which are based on provincial and regional polices, stakeholder and public comments. It should be noted that while the Discussion Paper and the Region’s development of criteria does not specifi- cally advocate for TOD, it is the intent of this memorandum to illustrate that TOD-centric planning will not only adequately address such criteria, but will also complement and enhance the Region’s planning principles, key points and/or themes found in stakeholder and public comments. In the following are research findings related to TOD generally, and specifically, theMetrolinx Mobility Hub Guidelines For The Greater Toronto and Hamilton Area (September 2011) objectives. Additionally, following a review and assessment of the “Response to Comments Submitted on the Bolton Residential Expansion Study ROPA” submission prepared by SGL Planning & Design Inc. (March 15, 2016), this memorandum evaluates some of the key arguments and assumptions made in this submission relative to the TOD research findings. Planning for Transit-Oriented Developments TOD policy and programs can result in catalytic development that creates walkable, livable neighborhoods around transit providing economic, livability and equitable benefits. The body of research on TODs in the United States has shown that TODs are more likely to succeed when project planning takes place in conjunction with transit system expansion. -
Our Culture of R.V
corporate profile Our Culture of R.V. Anderson Associates Limited our company principals R.V. Anderson Associates Limited (RVA) has been engaged S. Scott, P.Eng., President & CEO in the provision of professional engineering, operations, and R.J. Andres, P.Eng., Vice President management services since 1948. The organization is comprised K.W. Campbell, P.Eng., Vice President of environmental and infrastructure specialists for water, wastewater, transportation, and urban development. V.L. Nazareth, P.Eng., Vice President Z.M. Filinov, P.Eng., Principal The company is wholly owned by its principals and associates, P. Langan, P.Eng., Principal providing services to the public and private sectors in Canada and R.T. Richardson, P.Eng., Principal internationally. J.P. Does, P.Eng., PMP, Principal The firm’s operating philosophy is based on a “culture of ownership”—ownership of projects, ownership of quality delivery, senior associates and ownership of the company. This culture of ownership commits the firm’s employees to executing a corporate strategy that achieves K.G. Collicott, P.Eng. a vision of service excellence, good workplace, continuing growth S. Devnani, P.Eng. and development, and financial stability. H. Arisz, M.Sc.E., P.Eng. D.M. Evans, P.Eng. A.S. Turner, P.Eng. our business J. Perrotta, P.Eng. P.T. Takaoka, P.Eng. water supply, wastewater, municipal infrastructure, transportation, M.F. Hagesteijn, P.Eng. structures and tunnels, urban development, architecture and building services, environmental management, electrical, SCADA, and A. Sorensen, C.E.T. telecommunications S.F. de Faria, C.E.T. V. Saknenko, Ph.D., P.Eng., PMP G. -
Creating Connections in the Town of Grimsby
CREATING CONNECTIONS IN THE TOWN OF GRIMSBY LEON STAMBOLICH, DIRECTOR, CORRIDOR INFRASTRUCTURE BRIAN GALLAUGHER, DIRECTOR, PROJECT PLANNING – RER MANUEL PEDROSA, (A) DIRECTOR, COMMUNICATIONS AND COMMUNITY RELATIONS GRIMSBY TOWN COUNCIL NOVEMBER 6, 2017 CONGESTION COSTS OUR ECONOMY • The average commute in Ontario is already over 45 minutes, and that figure jumps to more than an hour for commuters in the Greater Toronto and Hamilton area. That means the average commuter spends nearly an extra work day a week sitting in their car, stuck in traffic. Congestion is costing the Golden Horseshoe between $6 BILLION - $11 BILLION A YEAR in lost economic activity. 2 WE HAVE A PLAN: REGIONAL TRANSPORTATION PLAN Since 2008, Metrolinx has been guided by its Regional Transportation Plan, The Big Move. Developed in consultation with municipalities, residents and stakeholders from across the region, the plan provides strategic direction for planning, designing and building a regional transportation network that enhances the quality of life, the environment and the prosperity of area residents. Review for the next Regional Transportation Plan is now underway. The Big Move proposes to build over 1,200 km of rapid transit — more than triple what existed in 2008 — so that over 80 per cent of residents in the region will live within 2 km of rapid transit 3 WHO IS METROLINX? Metrolinx was created in 2006 by the Province of Ontario with a mandate to create greater connection between the communities of the Greater Toronto and Hamilton Area, and now beyond to -
Oakville Corporate Centre 690, 700 & 710 Dorval Drive
OAKVILLE ADDITIONAL RENT (2018 Est.) CORPORATE CENTRE Partnership. Performance. 690 DORVAL DRIVE: $13.68 psf 700 DORVAL DRIVE: $13.94 psf 710 DORVAL DRIVE: $14.10 psf 690, 700 & 710 DORVAL DRIVE, OAKVILLE, ON Oakville Corporate Centre is a three building, seven storey well maintained office complex that has received BOMA BEST® Platinum and Gold Certification. The buildings were developed between 1986 and 1989 and have free on-site surface parking. The buildings have floor plates of approximately 16,000 square feet and 2 elevators service each tower. The complex is located in central Oakville just south of the Queen Elizabeth Highway at Dorval Drive. This location gives the complex a unique advantage to tenants wanting to locate in the Oakville area. OFFICE SPACE FOR LEASE • Suite sizes ranging from 1,208 sf - 15,800 sf • Recently undergone exterior and common area upgrades 690 Dorval Drive and 710 Dorval Drive each achieved • Convenient highway access via the Q.E.W, 403 and 407 BOMA BEST® Platinum • Oakville transit links to nearby GO station • Onsite restaurant with renovated patio • Nearby shopping centres and restaurants 700 Dorval Drive achieved BOMA BEST® Gold OAKVILLE CORPORATE CENTRE AVAILABILITIES 690 DORVAL DRIVE 700 DORVAL DRIVE 710 DORVAL DRIVE SUITE 200: 15,347 SF SUITE 108: 1,816 SF SUITE 105: 1,537 SF SUITE 400: 3,767 SF SUI T E 111: 2,451 SF SUITE 300: 8,120 SF SUITE 202: 6,432 SF SUITE 425: 4,409 SF SUITE 501: 2,927 SF SUITE 306: 1,513 SF SUITE 600: 15,800 SF SUITE 502: 1,534 SF SUITE 710: 3,836 SF SUITE 505: 1,208 SF -
Cambridge-To-Union GO Rail Feasibility Study Phase 2 FINAL
Region of Waterloo Cambridge to Union GO Rail Feasibility Study PHASE 2 REPORT Final – February 2021 Dillon Consulting Limited | Hatch Ltd. City of Cambridge to Union Station GO Train Feasibility Study – Final Report | Region of Waterloo Dillon Consulting Limited | Hatch Ltd. Page intentionally left blank City of Cambridge to Union Station GO Train Feasibility Study – Final Report | Region of Waterloo Dillon Consulting Limited | Hatch Ltd. Table of Contents Executive Summary ..................................................... i Connecting Cambridge to GO Rail Service ........................................................................ i The Regional Context ...........................................................................................................ii Selection of a Station Location ..........................................................................................iii Service Scenarios ................................................................................................................. iv Strategic Case...................................................................................................................... vii Deliverability and Operations .......................................................................................... viii Financial and Economic Considerations .......................................................................... x Comparison with the Milton Extension Alternative .......................................................xv Summary & Next Steps ...................................................................................................