RECOMMENDATION:
THAT the staff report entitled “Provincial Smart
Growth Initiatives: Central Ontario Smart
Growth
Panel Final Report and Ontario’s Urban Forums”, dated October 14, 2003, be
received
for
information.
THAT
Council endorse the general direction of the April 2003 Central Ontario Smart
Growth panel’s final report.
THAT
Council urge the new provincial government to act on the common themes or
directions of the Provincial Smart Growth Initiatives with respect to planning
and investing in:
·
long-term
growth management to address urban sprawl and encourage intensification;
·
providing
more affordable housing opportunities;
·
protecting
natural heritage systems, greenspace and farmland;
·
providing
a balanced and integrated transportation network with investment in public
transit to reduce gridlock;
·
recycling
organic waste to achieve waste diversion; and
·
providing
infrastructure funding to priority growth areas such as urban centres and
corridors.
THAT
Council urge the new provincial government to finalize a provincial Smart
Growth strategy for the Central Ontario zone linking strategic provincial
planning and policy regulation to strategic provincial investment and financial
management.
THAT Council urge the new provincial government to
immediately develop a framework to
implement the Central Ontario Smart Growth panel’s
recommendations and provide immediate
support to the Town of Markham in the implementation
of Smart Growth initiatives by:
(a) removing planning
and regulatory barriers and expediting the provision of improved planning and fiscal tools to achieve the new Markham Centre
development;
(b) developing
an implementation framework to deliver provincial investment and policies to
encourage compact development and balanced live/work opportunities;
(e) acting on the recommendations of the
Eastern Markham Strategic Review Committee particularly as they relate to the
protection of key linkages to the Little Rouge Creek Corridor lands of the
Rouge Park, the protection of agricultural lands, and the coordinated planning for the lands
in the vicinity of the Pickering Airport site;
(f)
acting to implement the Central
Ontario Smart Growth panel’s August 2002 interim advice and investing
immediately and significantly in transit initiatives throughout the Central
Ontario zone by allocating a portion of the provincial gas or sales tax to
municipalities;
(g)
expediting approval mechanisms to increase processing capacity
for organic waste to prevent further
delay of the implementation of municipal curbside organic waste collection;
(h) proceeding
with implementing the blue box funding mechanism as set out in the Waste
Diversion Act; and
(i) working
with municipalities across the Central Ontario zone to ensure coordination of
long-term decision-making on planning and investment in infrastructure and
resolution of issues that span municipal boundaries.
AND THAT Council urge the new provincial government to
act on the findings of Ontario’s Urban Forums by:
(a) providing targeted, long-term and sustainable funding in support of the
provision of rental and affordable housing, transit/transportation, and
infrastructure initiatives; and
(b) designing approaches to ensure coordination and collaboration between
the province, municipalities, the federal government and the private sector.
PURPOSE:
The
purpose of this report is to outline the findings of two provincial Smart
Growth initiatives: “Shape the Future - the Final Report of the Central Ontario
Smart Growth Panel” and “2003 and Beyond: A Smarter Approach for Ontario Urban
Centres”, and identify appropriate actions/responses from the Town to the
provincial government in regard to the recommended strategic directions,
implementation framework and next steps for the Province to take in delivering
its Smart Growth mandate.
EXECUTIVE SUMMARY:
In April
2003, the Central Ontario Smart Growth panel forwarded its final report
entitled “Shape the Future: Central Ontario Smart Growth Panel Final Report” to
the Minister of Municipal Affairs and Housing.
See Appendix ‘B’. The final report advises on a set of strategic
directions for managing growth in the Central Ontario zone and contains a
series of recommendations that stress the importance of balanced growth,
protecting the environment, developing an integrated transportation network,
adopting a more collaborative approach to waste management and optimizing
existing infrastructure.
Also in
April 2003, the Associate Minister of Municipal Affairs and Housing, Urban
Affairs, released a report entitled “2003 and Beyond: A Smart Approach for
Ontario’s Urban Centres” See Appendix ‘C’.
The report summarizes common themes emerging from a series of public
consultations, notably that:
·
Ontario’s urban centres want the assurance of long-term
funding;
·
Ontario’s urban centers need sustainable sources of
revenue to support infrastructure; and
·
Effective coordination is needed in order to deliver
critical services in an efficient manner.
Since
the release of these reports, the Province has announced initial funding for
transit and introduced the “Smart Transportation Bill” to address
gridlock. However, further actions in
response to the panel recommendations are currently being developed by the
Province and coordinated through the Smart Growth Secretariat. Among other
things, these actions will address the establishment of an implementation
framework and further development of the panel’s recommended growth strategy
for Central Ontario.
There
has been a tradition of “big picture” or “long-term” planning at the provincial
level. The Toronto Centered Region
(TCR) Plan, the Treasury, Economics, Intergovernmental Affairs (TEIGA) Plan,
the Central Ontario Lakeshore Urban Complex (COLUC) Task Force Report, and the
Greater Toronto Coordinating Committee (GTCC) are previous examples of broad
strategic Smart Growth planning at the provincial level. However, the reluctance of past provincial
governments to link legislative change and financial investment to these
structural planning and policy frameworks severely limited their value. The new provincial government needs to take
strong and immediate actions in the implementation of new Smart Growth
initiatives by providing planning tools, legislation and financial
resources. A provincial Central Ontario
Smart Growth Strategy should be finalized linking strategic provincial planning
and policy regulation to strategic provincial investment and financial
management.
The
effectiveness of achieving the panel’s recommended strategic directions for
Smart Growth will be measured by the ability and success of municipalities like
the Town of Markham to implement Smart Growth initiatives at the local
level. Markham has already achieved
much success in planning for the delivery of Smart Growth practices in its land
use, environmental, transportation, waste management and infrastructure
planning. However, to maintain momentum
and follow through with the practical delivery of Smart Growth, the Town
urgently requires the Province to develop an implementation framework that will
deliver immediate provincial investment and policies in support of Smart Growth
activities.
A
range of provincial planning and fiscal tools is required now to enable Markham
to deliver its Smart Growth commitments to: compact sustainable development,
choices in rental and affordable housing, transit and transit supportive development,
protection of natural heritage systems and agricultural lands, effective waste
management and energy efficiency.
To
be effective at implementing local Smart Growth initiatives respecting housing
choices, improved transit/transportation and infrastructure, Markham requires
targeted, long-term sustainable sources of revenue and a commitment to
coordination and integration of Smart Growth activities by the provincial
government.
BACKGROUND:
The provincial government has been developing a Smart Growth vision for promoting and
managing growth in Ontario. It is a
vision based on three principles: a strong economy, strong communities and a
clean, healthy environment. The intent of the vision is to lead to strategies
that address growth challenges such as urban sprawl, loss of green space,
traffic gridlock, waste management, and infrastructure investment needs,
especially for urban communities.
The
Province’s approach to Smart Growth is to build consensus among key
stakeholders, integrate decision-making within and among governments, and gain
broad public support for a longer-term view in planning for growth. To help facilitate this approach, the
Minister of Municipal Affairs and Housing appointed Smart Growth panels,
comprising representatives from municipal governments, business, education,
environmental groups, transportation organizations and the development
industry, to provide advice on a long-term growth strategy for each of five
Smart Growth zones in Ontario. At the
same time, the Minister requested Tina Molinari, the Associate Minister of
Municipal Affairs and Housing responsible for Urban Affairs, to undertake a
comprehensive consultative review of urban issues to provide future direction
for urban reform in the Province.
Central
Ontario Smart Growth Panel
The
Central Ontario Smart Growth panel was created in February 2002 with Mayor
Hazel McCallion of Mississauga appointed as Chair. The panel’s mandate was to advise the Province on a strategy to
manage and promote long-term growth in the Central Zone through 2035. The panel was also asked how to address the
immediate issues of gridlock and waste management.
In April
2003, the panel forwarded its final report entitled “Shape the Future: Central
Ontario Smart Growth Panel Final Report” to the Minister of Municipal Affairs
and Housing. See Appendix ‘B’. The final report advises on a set of
strategic directions for managing growth in the central zone and contains a
series of recommendations that stress the importance of balanced growth,
protecting the environment, developing an integrated transportation network,
adopting a more collaborative approach to waste management and optimizing
existing infrastructure.
In
completing its mandate, the panel urged the Province to adopt the recommendations
contained in the report and undertake the next steps with respect to immediate
investments and policy changes, establishing an implementation framework and
undertaking further research and analysis.
Since the release of the report, the Province has announced initial
funding for transit and introduced the “Smart Transportation Bill” to address
gridlock. Further actions in response
to the panel recommendations are currently being developed by the Province and
coordinated through the Smart Growth Secretariat. Among other things, these
actions will address the establishment of an implementation framework and
further development of the panel’s recommended growth strategy for Central
Ontario.
Ontario’s
Urban Forums
Under
the direction of the Associate Minister of Municipal Affairs and Housing, Urban
Affairs, a series of public urban forums took place in the Fall of 2002 to
solicit views on urban issues and discuss potential strategies for promoting
healthy competitive cities. The
discussion focused on five broad criteria identified by the Province as vital
to the success of urban centres:
·
sustainable investment in infrastructure
·
leadership in urban performance
·
quality of life
·
competitiveness and opportunity
·
intergovernmental cooperation
Recognizing
the important connection between the success of urban areas and Smart Growth, a
meeting was also held with the Central Ontario Smart Growth Panel in January of
this year to ensure that future actions for urban reform complemented the
strategic directions of the Smart Growth panel.
In April
2003, the Associate Minister released the report entitled “2003 and Beyond: A
Smart Approach for Ontario’s Urban Centres”. See Appendix ‘C’. The report summarized common themes from the
consultations:
·
Ontario’s urban centres want the assurance of long-term
funding to support infrastructure;
·
Ontario’s urban centres need sustainable sources of
revenue; and
·
Effective coordination is needed in order to deliver
critical services in an efficient manner.
Participants
identified the need for the Province to design approaches and strategies to
ensure coordination and integration to address complex multi-jurisdictional
issues. This is consistent with the
recommendations put forward in the Central Ontario Smart Growth Panel final
report. While suggesting that
governments and other partners must address the need for long-term and
sustainable sources of funding for preserving infrastructure, participants also
want assurance that assistance to municipalities is fair to taxpayers. Overall,
the top priority for urban reform was for the Provincial government to take
action now.
The
report concluded that the Province would commit to working with its municipal
partners to:
·
explore additional long-term and sustainable funding
from sources in addition to property tax;
·
explore alternative methods of infrastructure
financing;
·
identify strategies and measures to ensure local
accountability for new revenue sources;
·
identify and implement other reform measures to
strengthen leadership in urban centers; and
·
urge the Federal Government to help fund infrastructure
needs in Ontario.
Region
of York’s Response to Provincial Smart Growth Initiatives
At its
meeting of June 26, 2003, Region of York Council received a staff report on the
Central Ontario Smart Growth Panel Final Report and the 2003 and Beyond: A
Smart Approach to Urban Centres Report.
Regional Council endorsed the direction of the panel’s final report and
urged the provincial government to develop a framework to implement the panel’s
recommendations. Regional Council also
urged the provincial government to design approaches and strategies for
effective coordination and collaboration between governments and other partners
and to provide targeted, long-term and sustained funding for current and future
housing, transit/transportation, and infrastructure initiatives.
DISCUSSION:
Markham’s
Experience with Smart Growth
The
Town of Markham has established itself as a leader in demonstrating Smart
Growth initiatives at the local municipal government level. The Town’s Strategic Plan, “Preserving the
Past – Building for the Future” approved by Council in November 2002, contains
vision and mission statements and corporate goals consistent with the three principles
of Smart Growth.
To
achieve a 20-year vision the Town has established a number of strategic
initiatives and projects that, among other things, promote the efficient and
effective management of growth,
support
a diverse choice of housing and employment opportunities, preserve the natural
and built environment, promote rapid transit, and optimize the use of current
infrastructure.
The
strategic projects already underway are complementary to the provincial Smart
Growth initiatives. These projects
include:
·
development of the mixed use regional node
“Markham Centre” as a compact sustainable community with transit supportive
development and diverse live/work opportunities;
·
application of New Urbanism planning principles
in all new growth areas;
·
adoption of Official Plan policies to implement
the Rouge North Management Plan and the Oak Ridges Moraine Protection Act;
·
implementation of the Markham Transportation
Planning Study as a four-point action plan to get traffic moving again
including planning for three new rapid transit corridors;
·
development of a program to increase waste
diversion from landfill to beyond 50% through the introduction of a curbside
residential organic waste collection program;
·
development of Capital Works plans and
Development Phasing plans that relate the delivery of infrastructure to
development approval; and
·
exploration of innovative financing strategies
for infrastructure improvements i.e., amending Community Improvement Plan
policies and securing Public/Private Partnership (PP3) investment
opportunities.
Analysis
of Central Ontario Smart Growth Panel Strategic Directions
A detailed analysis of the panel’s strategic directions is provided
in Appendix ‘A’. It includes a summary of quotes from each of the five
strategic directions, articulates Markham’s working experience in delivering
related strategic initiatives and projects, and identifies appropriate
responses/actions from the Town to the Province in response to the
recommendations put forward by the panel. These responses/actions are reflected
in the recommendations provided at the beginning of this report and are
summarized below under each of the five strategic direction headings:
1.
Reshaping where and how we
live:
·
Encourage compact development at
key nodes to use infrastructure effectively.
·
Manage growth within the context of
protecting the natural heritage system and unique agricultural lands.
·
Manage urban expansion in
compliance with Smart Growth strategic directions
·
Use public investment to attract
and direct balanced growth so that people can live and work in close proximity.
The panel recommendations for this strategic direction are
supportive of Markham’s strategic initiative of MANAGED GROWTH and complement
on-going strategic projects such as the development of Markham Centre, the
Highway 7 Corridor Strategy, the Employment Lands Strategy with a focus on
urban infill, the Eastern Markham Strategic Review and the Town’s role in the
provision of rental and affording housing.
Further leadership and support is required from the Province to provide
improved planning tools and financial incentives and mechanisms to assist
Markham in the delivery of Smart Growth initiatives.
In addition to endorsing the panel’s strategic
direction for this category, it is recommended that Council urge the provincial
government to remove planning and regulatory barriers and expedite the
provision of improved planning tools and financial incentives and mechanisms to
support the implementation of Smart Growth initiatives in Markham including
approval of the Markham Centre/Highway 7 Corridor as a candidate area for the
Tax Incentive Zone pilot program.
It is recommended that Council urge the
provincial government to develop an implementation framework to deliver
financial investment and policies to encourage compact
development and balanced live/work opportunities and account for the important essential differences in planning to manage employment
growth. Council should also urge the
provincial government to provide targeted, long-term and sustained funding in
support of the creation of rental and affordable housing.
Increasingly, the scope of the mandate of the
OMB has extended beyond that of an
appellant body for unreasonable decisions or to protect Provincial interests,
to that of performing a substitute role for municipal decision-making. It is recommended that Council urge the
provincial government to act on the panel’s November 2002 interim advice and
appoint a commission to consult broadly with the public and stakeholders, and
formulate recommendations for maintaining and improving the role and procedures
of the Board to provide a true appeal/review mechanism rather than substituting
as a municipal decision-maker.
2. Protecting the Environment:
·
Recognize rural lands for
designated protection and sustainable resource use.
·
Support a prosperous, sustainable
agricultural sector.
·
Establish a protected Natural
Heritage System of core natural areas and corridors.
·
Pursue further identification and
protection of unique agricultural and natural features.
The panel recommendations for this strategic
direction are consistent with Markham’s strategic ENVIRONMENTAL FOCUS,
especially as it relates to protection of the Oak Ridges Moraine and the Rouge
North natural heritage system and the preservation of the agricultural lands in
Eastern Markham. More work is required
by the Province to identify criteria to define the natural heritage system and
unique agricultural lands, and identify long-term protection and management
mechanisms. In defining unique
agricultural lands the Province must clearly account for not only the factors
of productive capability, but also address their economic viability for
sustained agricultural use over time. There must be a stronger commitment to the long-term
productive capability as well as the long-term protection of unique
agricultural lands. As it currently
exists, the Planning Act does not give the Town the
power to protect lands for agricultural use in perpetuity.
In addition to endorsing the Panel’s strategic direction, it is
recommended that Council urge the Province to act upon the recommendations of
the Eastern Markham Strategic Review Committee particularly as they relate to
the protection of key linkages to the Little Rouge Creek Corridor lands of the
Rouge Park and the protection of agricultural lands.
3. Unlocking gridlock:
·
Make transit investment the first priority to unlock gridlock and shape
growth patterns.
·
Invest in existing inter-regional and local transit to meet the demands
of growth.
·
Create new transit initiatives that will enhance corridors and link
regional and urban nodes.
·
Co-ordinate all modes of transportation to ensure an integrated
transportation system
Markham is rapidly moving forward on the implementation of a number of
Smart Growth transportation initiatives as part of its strategic initiative of
INFRASTRUCTURE MANAGEMENT. However,
maintaining momentum by building new rapid transit corridors and transit
supportive development will require significant public investment in infrastructure.
It is recommended that the Town endorse the panel’s strategic direction
for “Unlocking gridlock”, including requests for the provincial government to
invest in existing inter-regional and local transit services and implement a
transportation system that places first priority on transit initiatives to
serve identified regional nodes and corridors.
It is also recommended that the Town urge the provincial government to
implement the panel’s August 2002 interim advice and invest immediately and
significantly in transit initiatives throughout the Central Ontario zone.
4.
Rethinking how we manage waste:
·
Reduce dependence on the export of municipal waste.
·
Maximize waste recycling and diversion programs.
·
Develop a master plan and regulatory framework for composting of
organic waste.
·
Develop Provincial financial incentives that support the creation of
appropriate waste management infrastructure across jurisdictions.
At 35%, the Town of Markham has one of the
highest rates of waste diversion from landfill of any urban centre in North
America. This is achieved by providing
efficient and effective collection services while developing and promoting
innovative waste reduction programs such as curbside blue box and depot
recycling programs, home composting and grass cycling initiatives, and leaf and
yard waste collection programs. Funding
for these programs is critical to their continued success and the Town urges
the provincial government to expedite realization of the Waste Diversion
Ontario’s (WDO) blue box funding mechanism so that Ontario municipalities can
start receiving 50% of the funding required to implement their blue box
programs.
In 2004, Markham is planning to increase the
diversion rate to 50% through the introduction of a town-wide curbside
residential organic waste collection program.
To accomplish this target, Markham will be seeking to ensure processing
capacity is made available to compost the increasing amounts of organic waste
from existing and proposed municipal waste diversion programs.
In addition to endorsing the Panel’s strategic
direction for “Rethinking how we manage waste”, it is recommended that Council
urge the provincial government to expedite approval mechanisms to increase
processing capacity for organic waste to prevent further delay of the
implementation of municipal curbside organic waste collection. It is also recommended that the Province
proceed with implementing the blue box funding mechanism, as set out in the
Waste Diversion Act.
5.
Optimizing other infrastructure:
·
Renew and upgrade infrastructure to accommodate expected growth in the
most efficient manner.
·
Adequately protect water sources, through source protection and
watershed planning.
·
Ensure that water and wastewater infrastructure is well maintained and
respectful of the environment.
As
part of Markham’s strategic initiative of INFRASTRUCTURE MANAGEMENT, the Town
will continue to build, renew and strategically manage infrastructure to meet
the demands and expectations of a growing community. A modified 10-Year Capital Works Plan is being pursued with the
Region of York to secure a prolonged funding format for improving
infrastructure. This plan
will be reflected in the Town’s Development Phasing Plans so that the delivery
of infrastructure can directly relate to development approval in an efficient
manner.
A
long-term strategy for sustained and targeted provincial investment in
infrastructure is required to successfully optimize existing infrastructure and
lead new infrastructure development in the direction of Smart Growth.
Markham
continues to experience challenges with the delivery of cross-jurisdictional
infrastructure planning and investment.
Improved coordination and collaboration between the province, local and
regional municipalities and the federal government is required to address
issues that need to be addressed in an integrated manner such as:
·
public
transit (eg. fare and proposed route integration between the York Rapid Transit
and the Toronto Transit Commission);
·
road
construction (eg. Steeles Ave. road widening, Markham By-Pass extension, timing
of interchange construction for provincial highways); and
·
water
allocations (eg. water supply agreements with adjacent regional
municipalities).
The
Central Ontario Smart Growth Panel’s recommendations related to “Optimizing
other infrastructure” are supportive of Markham’s strategic initiative of
INFRASTRUCTURE MANAGEMENT. In addition
to endorsing the panel’s strategic direction as it relates to infrastructure,
it is recommended that Council urge the provincial government to work with
municipalities across the Central Ontario zone to ensure coordination of
long-term decision-making on planning and investment in infrastructure and
resolution of issues that span municipal boundaries.
Implementation
Framework
The panel has recommended next steps for the province
to take, building on the panel’s recommended strategic directions. The
recommended implementation framework calls for:
1. Establishing
an accountable stakeholder coordinating body, advisory to the Province, to
coordinate implementation of key elements of the Central Ontario Smart Growth
strategy.
2. Establishing
a provincial body/provincial facilitator with the authority to:
- coordinate
and ensure consistency between provincial policies and investments and the
Smart Growth
goals and strategic directions;
- work closely with the recommended
stakeholder coordinating body to ensure
integration of external and internal implementation of Smart Growth; and
- provide mediation and conflict resolution
for specific initiatives or proposals as required to implement Smart Growth.
3. Establishing
legislation to give the Smart Growth strategy status, including a growth
concept and implementation framework.
4. Acting to
implement the panel’s August 2002 interim advice to unlock gridlock including
immediate and significant investment in transit.
5. Further
research , mapping and analysis of Central Ontario’s natural heritage,
agriculture and other resources.
6. Completing
a transportation master plan and waste management plan for the central zone.
7. Further
develop the recommended growth concept and finalize the provincial smart growth
strategy for the Central Ontario zone based on a 30 year planning horizon.
8. Evaluating a range of planning and fiscal
tools to implement the Smart Growth strategy including the PPS, dedicated
revenue sharing, and the Development Charges Act.
The panel identifies a possible timeline of 6-12
months for establishing the coordinating bodies and identifying Smart Growth
legislation, and 12-18 months for completion of further research, mapping and
analysis, including finalizing the provincial Smart Growth strategy for the
Central Ontario zone. A two-year timeline is identified for evaluating planning
and fiscal tools to implement the Smart Growth strategy.
In April of 2003, the panel delivered its report to
the Minister of Municipal Affairs and Housing. The provincial Smart Growth
Secretariat is in the process of coordinating a provincial response to the
recommendations.
The effectiveness of achieving the panel’s recommended
strategic directions for Smart Growth will be measured by the ability and
success of municipalities like the Town of Markham to implement Smart Growth
initiatives at the local level. To
maintain momentum and follow through with the practical delivery of Smart
Growth, the Town urgently requires the Province to develop an implementation
framework that will deliver immediate provincial investment and policies in
support of Smart Growth activities.
A range of provincial planning and fiscal tools is
required now to enable Markham to deliver its Smart Growth commitments to:
compact sustainable development, choices in rental and affordable housing,
transit and transit supportive development, protection of natural heritage
system and agricultural lands, effective waste management and energy
efficiency.
It is recommended that Council urge the provincial
government to immediately develop
a framework to implement the Central Ontario Smart
Growth panel’s recommendations and expedite the provision of preferred planning and fiscal tools to
achieve the strategic directions for Smart Growth.
FINANCIAL CONSIDERATIONS:
It
is anticipated that implementation of the Central Ontario Smart Growth panel’s
final report recommendations and actions in support of urban reform by the
provincial government will result in financial support to the Town in the
delivery of Smart Growth initiatives related to growth management, housing
choices, protection of the environment, transit/transportation management,
waste management and infrastructure development.
ENVIRONMENTAL CONSIDERATIONS:
It
is anticipated that implementation of the Central Ontario Smart Growth panel’s
final report recommendations by the provincial government will result in
improved protection of Markham’s natural features and green spaces as a
component of a natural heritage system.
ENGAGE 21ST CONSIDERATIONS:
It
is anticipated that implementation of the Central Ontario Smart Growth panel’s
final report recommendations by the provincial government will assist Markham
in achieving its 20-year vision with a concerted focus on strategic plan
initiatives and projects.
BUSINESS UNITS CONSULTED AND AFFECTED:
Staff
from the Planning and Urban Design, Engineering and Waste Management
Departments were consulted on the recommendations/actions outlined in this
report.
ATTACHMENTS:
Appendix
‘A’- Detailed Analysis of Central Ontario Smart Growth Panel Strategic
Directions
Appendix
‘B’- Shape the Future: Central Ontario Smart Growth Panel Final Report
Appendix
‘C’- 2003 and Beyond: A Smart Approach for Ontario’s Urban Centres
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Valerie
Shuttleworth, M.C.I.P., R.P.P
Director
of Planning and Urban Design
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Jim
Baird, M.C.I.P.,R.P.P
Commissioner
of Development Services
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