B ra nt fo rd Initiatives Official Plan Review/131220... · Plan for Brantford and The County of Brant, 2008 “A senior population that is able to attain optimal independence . ...

Visioning ReportDecember 20, 2013

OFFICIAL PLAN REVIEWenvisioning Brantford

our city 2041

Report prepared by The Planning Partnership for the City of BrantfordDecember, 2013To be printed portrait, double sided, and in colour

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Introduction

the workshops

the vision

next steps

Communications and Consultation Strategy 1

01/Introduction

City of Brantford: Official Plan Review2

The City of Brantford is undertaking a five-year review of it’s existing Official Plan, as required under the Planning Act. The existing Official Plan was adopted nearly 30 years ago in 1987, and much has changed since that time. The City’s neighbourhoods, population, environment, and local economy have evolved, and so have ideas about how communities should function and grow over time. In recognition of the many ways in which Brantford has changed since the Official Plan was first adopted, the City is undertaking a comprehensive review of existing planning policies and preparing a new Official Plan that will support the aspirations of the City, it’s residents, and businesses over the next 25 years.

Through the Official Plan Review (OPR), the City is committed to creating a community discussion about the future of Brantford and specific planning policies. As key building blocks of the Official Plan, a Visioning Workshop and on-line survey were hosted in October and November of 2013, where the people of Brantford were asked how they envision their City to look like, feel, function and grow to the year 2041. The outcomes of that public outreach are summarized in Chapter 2 of this report, and reflected in a Vision for the new Official Plan presented in Chapter 3.

Why Develop a Vision?The purpose of establishing a vision and principles for a planning area is to identify the core qualities that define (or will define) the area, and key directions for protecting and/or enhancing those qualities over time. The vision and principles also act as criteria for evaluating all other elements of the Plan to ensure consistency, coherence and purpose.

As central components of the Official Plan, it is important to gather community input on the Vision and Principles to ensure local priorities, knowledge, preferences, and aspirations form the basis of policy development. Going out to the community early in the process, when the possibilities are open for how the City decides to guide and manage growth over the next 25 years, was recognized as an essential first step in preparing a new Official Plan.

Existing Vision Statements The City of Brantford has undertaken a number of studies in recent years that will feed into the new Official Plan. Several of those studies have identified their own vision for a specific part or

01/ Introduction

City of Brantford Transportation Master Plan Update, 2007

The Transportation Master Plan Update references the following four key long-term outcomes from the Community Strategic Plan as guiding directions:

• “Brantford will be known as a city that manages growth wisely, makes optimum use of its infrastructure, and is a leader in infill and brownfields redevelopment

• Brantford will be supported by well-developed and maintained transportation and servicing infrastructure (including roads, sidewalks, bicycle paths, trails, the airport, water and sewer systems, waste management, electricity distribution and telecommunications)

• Brantford will be well-served by quality local and inter-regional public transportation systems

• Brantford’s natural and built heritage will be protected and enhanced”

Shaping Our Future: Brantford’s Community Strategic Plan 2010-2014

“Brantford – proud, vibrant, progressive ... a “GRAND” community for living, learning, working and playing.”– Community Vision

“The City of Brantford, in partnership with our community, is committed to responsible leadership through sound fiscal management and the delivery of quality programs and services for the citizens of Brantford.”– Corporate Mission

component of the City. To build on the extensive amount of work already undertaken to plan for the City’s future, these visions must be considered alongside the community input gathered as part of the OPR Visioning process. These recent studies include:

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City of Brantford Waterfront Master Plan, 2010

“The Grand River and its tributaries are the lifeblood and a defining image of the City of Brantford. The Grand River valley has a great diversity of natural features and is enriched with an extraordinary historic legacy, evident of the Aboriginal and European cultures that have settled this land for over 11,000 years. The Waterfront Master Plan will respect and reinforce this legacy and will define bold new directions that build on the tremendous successes of the City and its partners, who together have established 70 km of trails and hundreds of acres of public space.

The waterfront Master Plan will set forth a framework to protect the Grand River and its tributaries as a fundamental public resource for the residents of Brantford.

• Natural features will be protected and enhanced and the cultural heritage will be interpreted so that all can understand and appreciate this area’s rich history.

• The trails will be easily identified and accessed, and the network will become a widely recognized destination.

• A diversity of places to access the water will be offered, providing for a variety of educational, recreational and leisurely activities that celebrate the Grand River and that will engage residents and visitors alike.

• Appropriate development on adjacent lands will recognize the significance of these locations; be rooted in best practices in city building; strive for design excellence; and contribute positively to the waterfront and Brantford’s image.

• And finally, the Waterfront Master Plan will inspire all residents to embrace this vision for sustainability and become stewards of this vital environment.”

A Community for a Lifetime: A Master Aging Plan for Brantford and The County of Brant, 2008

“A senior population that is able to attain optimal independence and health, and is aware, informed, active and connected with a compassionate community that is adaptive as their individual needs change.”

City of Brantford Parks and Recreation Master Plan, 2003

“Brantford Parks and Recreation Department shall ensure parks, leisure and visitors services to enrich the qualify of life in Brantford, through creative partnerships with the community and through the protection of the natural environment.”– Parks and Recreation Mission Statement

Towards a Stronger Future: A Master Plan for Downtown Brantford, 2008

“Brantford is ambitious. It recognizes its existing challenges, but is committed to creating a Downtown to be proud of – a place that people want to live and work in as well as visit. A Downtown must function as the healthy heart of a city, and Brantford realizes that it’s successful peripheral growth needs to be more balanced with a renewed focus on improving the core of its community. The Council is committed to making a difference to the Downtown and making it a story of success.

Downtown Brantford will be...• a special place in the city with a definable identity and

services, business and activities that you can’t find elsewhere in the region.

• where the City invests in the highest quality public realm to create a better image for the entire city.

• a desirable residential destination offering a range of housing types.

• a destination for new employers who wish to locate in a city that is evolving, invests in itself and has access to a well trained work force.

• a destination that capitalizes on its heritage assets – both physical and natural – to make the Downtown a unique competitive destination.

• a model for the unification of formal and informal arts into an integrated cultural offer.

• a specialist retail centre with new stores, restaurants, cafes and bars that diversify the downtown and create activity along its main streets.

• a walkable city with safe, pleasant pedestrian routes that are well connected.

• a top college and university destination for young people.• a safe destination for all users.• a place where people are proud to stake as their own.”

02/The Workshops


As part of the City of Brantford’s Official Plan Review (OPR), a Visioning Workshop series was held on October 22nd and 23rd, 2013 at the Brantford & District Civic Centre. The Visioning Workshop consisted of public visioning sessions, interviews with Councillors, and roundtable discussions with stakeholders.

Over the course of the two-day Visioning Workshop, over 70 people participated in visioning sessions facilitated by the Consultant team, and six Councillors, Mayor Friel, and the City’s Chief Administrative Officer were interviewed about their vision for Brantford in 2041.

The following four questions guided discussions about the future of Brantford in 2041:

• What do you want Brantford to look like in 2041?• How should Brantford grow over the next 25 years?• What do you think makes Brantford great?• What changes would you make to the City’s:

• neighbourhoods?• environment?• local economy?• parks, recreation facilities, and open spaces?• heritage and cultural resources?• transportation network?

Stakeholder roundtable discussions on these questions were held with a broad range of representatives from community groups, the business community, developers, educational institutions, neighbourhood associations, City Advisory Committees, and City Departments. The following organizations were represented:

• Shellard Lane Neighbourhood Association• Grand Valley Trails Neighbourhood Association• Victoria Heritage Neighbourhood Association• Contact Brant• St. Leonard’s Community Services• Crossing All Bridges Learning Centre• Brantford Public Library• Active Grand• Brant County Health Unit• Grand River Community Health Centre• Canadian Mental Health Association – Brant• Grand River Council on Aging• YMCA Employment, Training and Settlement Services• Brantford Food Bank• Brantford Police Services

02/ Workshop Overview

• Brantford Fire Department• Ministry of Community Safety and Correctional Services• Downtown Brantford BIA• Walton Development and Management• Sifton Properties Ltd.• Vicano Construction• Brant Performing Arts Network• Brantford Symphony Orchestra• The Bell Homestead• Sanderson Centre• Wilfred Laurier University• Conestoga College• Nipissing University• Brant Haldimand Norfolk Catholic District School Board• Parks, Recreation and Waterfront Advisory Committee• Multi-Use Trail and Bikeways Advisory Committee• Transit Liaison Advisory Committee• Brownfields Community Advisory Committee• Environmental Policy Advisory Committee• Tourism Advisory Committee• Brantford Cultural Advisory Committee• City of Brantford Parks and Recreation• City of Brantford Housing• City of Brantford Committee of Adjustment• City of Brantford Economic Development • City of Brantford Engineering Services• City of Brantford Planning• City of Brantford Building Services

The City also posted the four visioning questions online through the City’s website and Facebook page to gather feedback from those who were unable to attend the public visioning sessions in person.

Through the Visioning Workshop and online survey, the Brantford community provided comments that are summarized in this document and will form the basis of a Vision for the new Official Plan. The summary that follows is arranged according to the key questions that guided conversation throughout the Visioning Workshop, and demonstrates key comments, ideas, and concerns expressed by the Brantford community.

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What do you want Brantford to look like in 2041?

Participants envisioned a healthy, connected, complete, and thriving Brantford in 2041. The Grand River Parks and Trails are beautiful, well-maintained, and well-used. Downtown Brantford is alive, walkable, and accommodates a diversity of small businesses to serve residents and students; it functions as a true commercial core. Housing is affordable and endurable, and the heritage building stock is preserved and highlighted. Development is compact, with minimal sprawl, and growth is achieved through strategic intensification. There is a sense of human scale in development and walkability is enhanced. Connectivity is achieved through convenient public transit and active transportation options. Parks and open spaces are green, safe, and accessible. Brantford’s diverse population is well-served by accessible and integrated community services. A competitive, fast-moving, and flexible economy balances industry, retail, and service employment. The population is healthy, active, and has access to fresh local foods. Arts and culture thrive and are enjoyed by diverse populations in the city and beyond. In 2041, the people of Brantford are proud of their City as a place to live, work, and play.

How should Brantford grow over the next 25 years?Participants supported a forward-thinking and innovative vision for the future of development in Brantford. A focus on sound policy and long-term planning was prioritized. Many participants felt that intensification was necessary in Brantford, and that finding the appropriate level of intensification while protecting stable neighbourhoods was a priority. Development on existing large-scale, development-ready sites was identified as an intensification strategy that would utilize existing infrastructure while reducing

sprawl. Brownfield development was identified as a potential intensification strategy. A focus on compact development, connectivity, and accessibility were prioritized. Some participants felt that the City should explore increasing building heights as an intensification strategy. Participants felt that the Official Plan Review should stress adaptability and eagerness for change.

New development should be financially appropriate and not place an undue burden on existing taxpayers. New development should be efficient and cost-effective.

What do you think makes Brantford great?The Grand River was identified repeatedly as a beloved community asset, renowned for its beauty, environmental qualities, and ability to accommodate recreation. The River was also highlighted for its connection to cultural heritage and early settlement in Brantford. Participants felt that Brantford’s abundant heritage architecture contributed to the city’s identity and aesthetic qualities. Brantford’s unique character as a “City in the Country” was emphasized. Participants felt that Brantford’s location relative to other major centres allowed it to operate like a city but feel like a small town. Participants felt that the city’s historic ability to adapt and its capacity for innovation were strong community characteristics that could contribute to a strong future. The City’s beautiful parks and trail systems were identified as key qualities that residents appreciated.


What changes would you make to the City’s ENVIRONMENT?

Community representatives expressed a desire to protect and preserve green spaces and to rehabilitate and naturalize sensitive environments. Climate change was identified as a major issue, as was the need to consider the environment first in development decisions. The Waterfront Master Plan’s focus on environmental protection was identified as an effective strategy through which to highlight and protect existing environmental features, capitalize on the potential of the waterfront, and preserve views of the river. Participants voiced a preference to direct development away from floodplains and to plan proactively. Stormwater management and the use of Low Impact Development standards were identified as priorities for new developments. Water quality protection was identified as a key concern that could be addressed in part through green infrastructure. Many participants felt that the City should work to achieve its 40% tree canopy cover target and better incorporate this target into development standards.

What changes would you make to the City’s NEIGHBOURHOODS?

Participants felt that protecting the City’s stable neighbourhoods was crucial. Compatibility should be considered in intensification strategies, but the City must also recognize that change is necessary. “Sensitive intensification” was preferred. Student housing was identified as a key step in revitalization, but that student housing must be managed to ensure it does not detract from affordable housing options in the City. Many participants felt that urban design policies would be useful in guiding neighbourhood design to promote social interaction, physical activity, the use of open space, and active transportation. The design of legible and walkable street layouts was suggested as a strategy to encourage active transportation and connectivity. Participants believed that mixed-use neighbourhoods with access to amenities, social services, recreational programming, and a range of housing opportunities for diverse populations could contribute to the creation of complete communities that promote diversity and inclusion. The provision of housing opportunities for low income and special needs populations was identified as a priority and part of an overall strategy to address the needs of vulnerable populations.

Key messages:• Promote intensification while protecting stable

neighbourhoods• Balance student housing needs with affordable and

special needs housing• Use urban design strategies and walkable and connected

street networks to promote social interaction and activity• Create complete communities that are accessible,

sustainable, and financially appropriate• Provide housing to meet the needs of diverse populations

Key messages:• Protect and preserve green spaces• Consider climate change in development decisions• Focus waterfront planning on environmental protection• Direct development away from floodplains• Address stormwater management through Low Impact

Development and green infrastructure• Enhance the tree canopy

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What changes would you make to the City’s LOCAL ECONOMY?

Many participants identified flexibility as a key priority for Brantford’s economy. The ability to adapt to a changing economy and changing commercial and industrial formats was identified as a crucial consideration for the future of Brantford’s employment lands, development standards, and commercial and industrial zoning. Participants voiced a preference for a balance between retail, service, and manufacturing industries to provide diverse local employment opportunities. The desire for a move away from large-scale big box retail and towards small scale, local businesses focused in the downtown was shared amongst many participants. Creating connections between post-secondary institutions and local businesses was proposed as a strategy to integrate applied education and promote local business development. Participants felt the Official Plan must address economic development by ensuring an adequate employment land supply. Many participants felt the City should actively address its property acquisition and disposition strategy and that the Official Plan should provide direction for a strategic acquisition policy. Many participants identified the need for a long-term vision to guide development decisions in North West Brantford, a significant area in terms of economic development and employment. Some participants voiced concerns over the environmental impacts of future development in the North West and highlighted the need to protect water quality, in particular. The need to evaluate commercial and industrial corridors was also identified.

Visioning Report

Key messages:• Flexibility and adaptability are crucial to economic

prosperity• Balance retail, service, and manufacturing industries for

employment diversity• Focus small-scale, local businesses in the Downtown• Create partnerships between local businesses and post-

secondary institutions• Assess City property acquisition and disposition policies• Evaluate the opportunity to intensify commercial and

industrial corridors• Create a long-term vision to guide development in North

West Brantford

10 City of Brantford: Official Plan Review

What changes would you make to the City’s PARKS, RECREATION FACILITIES, and OPEN SPACES?The waterfront was identified as a key asset that could establish the river as a focal point of the city, promote recreation and eco-tourism opportunities, and enhance the city as a natural and healthy place. Participants voiced concern over the lack of open space in some neighbourhoods, such as Eagle Place, and the need to create accessible, beautiful, and connected park systems throughout the city. Many participants expressed support for the trail system and access to the waterfront, but felt that there is a need for greater connectivity if trails are to be used for both transportation and recreation. Participants felt that a balance of active and passive park uses would best serve the population. Overall, there was a focus on equitable access to recreational opportunities to promote physical activity for diverse populations. Participants identified a need to coordinate amongst stakeholders when engaging in long-term planning for parks and community facilities. A review of parkland dedication standards was identified as a priority to ensure parks are green, accessible, and serve the needs of the community.

How will DOWNTOWN BRANTFORD evolve?

The importance of Downtown Brantford was recognized by participants. Participants felt that revitalization measures were necessary to produce a diverse, mixed-use, walkable, and safe downtown. Downtown revitalization should include strategies such as transit improvements, streetscaping, wayfinding strategies, complete streets design, and Crime Prevention Through Environmental Design (CPTED). The need to ensure walkability and safety Downtown was highlighted. Coordination with post-secondary institutions on housing development, and forming connections with local businesses were identified as additional strategies for ensuring the long-term success of Downtown. Participants felt that increasing the mix and diversity of businesses and developing mixed-use buildings in the downtown would attract visitors and improve business.

Key messages:• Promote and enhance the waterfront as a recreational

space• Enhance the connectivity of trails as transportation routes• Balance active and passive park uses• Promote accessible recreation options for diverse

populations• Engage in long-term planning for community facilities• Review parkland dedication standards

Key messages:• The education function must be wholly integrated

into a fully functional historic City-centre, including a full range of housing types, cultural, administrative, recreational, and commercial office and retail uses;

• There must be flexibility in planning strategies and policies to allow the Downtown to evolve, taking advantage of development opportunities and market trends as they present themselves over time; and,

• There must be cooperation among all of the stakeholders to create the desirable balance of functions and to establish the environment for success.

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What changes would you make to the City’s COMMUNITY SERVICES?

The need to integrate services between the City and the Province to enhance coordination and avoid overlap in services was stressed. The need to consider location in the placement of services in new developments and to ensure accessible and convenient transit to services was also identified. The necessity to serve the changing needs of diverse populations, including new immigrants and vulnerable populations, was identified as a priority. Strategies to promote community health were identified as key priorities. Many participants identified a need for increased collaboration between various community service and health care sectors. The needs of seniors with respect to housing, transit, and health care were highlighted, as were the needs of vulnerable populations. Access to physical activity and recreation was identified as a crucial component in overall community health. Participants suggested physical activity should be integrated into everyday life through the development of complete, walkable communities and active transportation networks. Participants felt there was a need to integrate culture into an overall approach to community wellness. A focus on local food supply and opportunities for urban agriculture was identified by many participants. Community gardens were identified as an opportunity to increase local involvement in food, promote walkable access to food, and enhance community health. Participants identified the need for criteria for siting community gardens and other urban agriculture uses to facilitate their development.

Key messages:• Facilitate coordinated planning for community and health

services among providers• Ensure community services are accessible by transit• Promote services that meet the needs of a diverse

population• Focus on the transit, housing, and health care needs of

seniors, newcomers, and vulnerable populations• Integrate physical activity into everyday life through

complete, walkable communities• Encourage urban agriculture


What changes would you make to the City’s TRANSPORTATION NETWORK?Many participants expressed support for active transportation and a desire to enhance infrastructure that facilitates cycling and walking. The possibility of using trails to travel by foot and bike around the city was discussed. A need for complete streets to promote walkability and safe cycling was identified. Lighting and sidewalk maintenance were identified as immediate issues. The strategic importance of the downtown as a transit hub was discussed, along with the need for a new downtown bus terminal and express routes between key destinations such as malls. The existing configuration of transit routes and low frequency of service were identified as barriers to transit use. The need for more bus shelters was also discussed. Participants felt that access, in terms of location, cost, and design, was crucial to ensure an equitable, convenient, and functional transit system. Addressing the needs of seniors with respect to transit service and route locations was a voiced concern. The integration of transit planning with community service planning was highlighted as a potential strategy to match social service needs with transit service. Participants identified a need to shape a regional transit network and enhance connectivity to surrounding municipalities.

Key messages:• Support the development of an active transportation

network• Use trails as transportation routes for pedestrians and

cyclists• Promote complete streets and neighbourhood walkability• Address transit service frequency, operating hours, and

routing• Coordinate transit planning with community service

planning to improve access for core user groups• Address regional transit connectivity

What changes would you make to the City’s HERITAGE and CULTURAL RESOURCES?Participants felt that, overall, Brantford’s local cultural events and attractions should be better promoted for both local and tourist audiences. The need to recognize arts and culture as an economic driver and community asset was emphasized. The need to promote The Sanderson Centre as a premier performing arts facility in the region was highlighted. There was also a focus on making the arts more accessible for people in Brantford and ensuring that participation in the arts remains affordable. Participants expressed a need to recognize arts and culture as connected to individual and community well-being, and to direct a fair share of support and resources for both the creation and consumption of culture accordingly. Many participants identified a need to ensure that the development of space for cultural activity is promoted through the development process. An immediate need for outdoor performance space near the waterfront and downtown was expressed. Potential partnerships between the arts, education, and business were highlighted. Participants identified a need to better mark and commemorate significant historical events and places, such as the Bell Homestead and the Grand River. The need to draw attention to historic streetscapes and the downtown was also highlighted. Participants expressed a desire for Bell to take a greater role in promoting its connection to the City’s heritage. A need to promote Six Nations culture and heritage was also identified.

Key messages:• Make the arts more accessible for everyone• Develop spaces for the production and consumption of

visual art, theatre, music and other art forms• Support partnerships between arts, culture, education,

and business• Better mark and commemorate the Grand River and

other historic buildings, districts, landscapes, and events• Highlight historic streetscapes and the Downtown• Promote Six Nations Culture and Heritage

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Common Considerations

The Grand RiverThe Grand River was repeatedly highlighted throughout the Visioning Workshop as a key area of interest. Participants stressed the importance of the river as a recreation space. Many felt that recreational opportunities along the river should be enhanced and that the existing trail systems should be improved to increase connectivity and enable use as transportation routes. Natural systems along the river were highlighted as a feature to be protected. Many participants felt that development should be directed away from floodplains. The river was also discussed as a significant natural and cultural heritage feature in Brantford and a source of community pride. Participants wished to preserve and enhance viewscapes to the river.

Brownfield SitesMany participants identified brownfield development as a challenge and opportunity for the City. The need for proactive measures to incentivize redevelopment and initiate growth was highlighted. The development of City-owned brownfields was identified as an immediate priority. Recognizing brownfield development as part of a new approach to growth management was also identified. Participants felt that environmental protection measures must be in place to avoid creating future brownfield sites.

Other Considerations

County/City BoundaryParticipants were concerned about the relationship between the City and the County with respect to transit, service planning, and infrastructure. Participants felt that administrative cooperation and partnerships between the City and the County are necessary, and that the possibility of future annexation must be addressed.

Coordination with Six Nations CommunitiesParticipants identified a need for the City to continue to communicate and cooperate with Six Nations and the Mississaugas of the New Credit. Greater recognition of Six Nations history and culture was identified as an opportunity for the City.


03/The Vision


03/ The Vision

Brantford has grown to become a unique urban community in the countryside, that has retained connections to its small town origins. It is defined by the Grand River, which is cherished for its natural features, historic legacy, and recreational amenities. The people of Brantford are healthy and prosperous. They live in complete communities that are inclusive, accessible, compact, and well connected for all modes of travel. Residents have access to a range of community services and recreational amenities to support their well-being. The local economy thrives because it is diverse and adaptable to changing trends, just as it has been over the course of Brantford’s history. The entire community comes together in the Downtown, which is recognized as the heart of the community with a mix of activities, and the highest quality public realm to present a distinct image of the city. As Brantford grows, the success of existing communities is strengthened, and the features that make the city unique remain as valued assets for future generations to enjoy.

The following statement captures the key messages expressed by the public and key stakeholders for how they envision Brantford in 2041. This vision statement will guide the development of policies during the Official Plan Review.

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The Grand River will be protected and its natural features, historic legacy and recreational amenities will be enhanced for the enjoyment of residents and visitors.

New development will occur in existing communities, and will support the ongoing revitalization of the Downtown and emerging intensification corridors. Redevelopment will be compatible with existing uses, while supporting a transition to more compact and mixed use communities. New development will be efficient, cost-effective, and fiscally responsible, while demonstrating high quality urban design that contributes to the recognition of Brantford as a beautiful city.

The City will endeavour to achieve healthy communities that are accessible and inclusive with a diversity of housing options, and amenities and services close to where people live.

To provide for the well-being of residents, the City will strive to provide all communities with equal access to recreation and leisure amenities, including for sports and arts-related activities.

The Downtown will be recognized as a vibrant city centre with a definable identity and a rich mixture and balance of services, educational opportunities, businesses, housing options and cultural activities for residents, students, and visitors. High quality urban design will reflect the importance of this gathering place and heart of the city.

Brantford’s rich and diverse cultural heritage will be protected and promoted to raise awareness of local history and provide points of interest that enhance residents’ and visitors’ experience of the city.

A flexible approach to local economic development will ensure the City is able to adapt as trends change and remains prosperous with a diversity of employment options for its residents.

The local transit network will connect core user groups, neighbourhoods and key destinations within the city and beyond, with direct routes and street-side amenities that make taking public transit an attractive and practical travel option. Transit planning will be integrated with land use planning to ensure development densities support the planned level of service.

Walking and cycling will be recognized as safe, convenient and appealing options for travelling around the city. Pedestrian-friendly community design and a connected bikeway network will provide enhanced mobility options across the city for people of all ages and abilities.

The City will continue to demonstrate environmental leadership by promoting the remediation of brownfields and supporting their redevelopment, protecting environmental features, and implementing high standards for green infrastructure and climate change mitigation and adaptation. The City will undertake these efforts in cooperation with its partners in the watershed, both up and downstream of Brantford.

Principles

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04/Next Steps


04/ Next Steps

As core building blocks of the new Official Plan, the Vision and Principles for how the City of Brantford will grow over the next 25 years will be considered by Council in December 2013. The Vision and Principles will then inform the preparation of Themed Background Papers, which will address new policies for the Official Plan in the areas of housing, commercial lands, employment lands supply, cultural heritage, archaeological resources, natural heritage, community health and safety, transportation, servicing, downtown development, urban design, and implementation. Community representatives and members of the public will be invited to review these Discussion Papers on-line and in-person throughout the Winter and Spring of 2014.

For more information, contact:Chris BellManager of Policy PlanningCity of Brantford Phone: 519-759-4150 x. 2333Email: [email protected]

B ra nt fo rd Initiatives Official Plan Review/131220... · Plan for Brantford and The County of Brant, 2008 “A senior population that is able to attain optimal independence . ...

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