Performance Measurement Framework

Growth Plan
for the Greater Golden Horseshoe

Final Report

Ontario Growth Secretariat: Ministry of Energy & Infrastructure

Performance Measurement Framework:

Growth Plan
for the Greater Golden Horseshoe Final Report

04/08/2010

Prepared by: Doreen Cortez, Mike Davis, Lara Dekkema, Kate Green, Amal Musa, Derek Nawrot, Melissa Nguyen, Rebecca Ramsey & Justin Robitaille

Submitted to: Ontario Growth Secretariat, Ministry of Energy and Infrastructure

Table of Contents
Preface 1.0 Introduction: Background & Context
1.1 1.2 1.3 1.4 1.5 1.6 The Greater Golden Horseshoe Growth Management The Growth Plan for the Greater Golden Horseshoe Commitment to Monitor Performance Measurement Limitations of the Growth Plan

6 7
7 9 10 11 11 12

2.0

Performance Measurement Framework

2.1 2.2 2.3 Lessons Learned Guiding Principles Selection Criteria 2.3.1 General Selection Criteria 2.3.2 Region Specic Selection Criteria Methodological Approach to Key Performance Indicator Development Introduction to Key Performance Indicators 2.5.1 Data Collection and the Five-Year Interim Review Schedule 2.5.2 Data Sources Key Performance Indicators

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13 15 17 17 19 22 24 24 25 28

2.4 2.5

2.6

3.0

Conclusions
3.1 3.2 Framework Strengths Framework Limitations

58
58 59

4.0 5.0 6.0

Recommendations and Next Steps References Appendices A Interim Report B Inventory of Performace Measurement Programs C Inventory of Performance Indicators D Quality of Life Indicators

61 65 73

Preface
The following report presents a preliminary performance measurement framework for evaluating the Growth Plan for the Greater Golden Horseshoe, a region of Ontario, Canada. This has been prepared for the Ontario Growth Secretariat, Ministry of Energy and Infrastructure, by students from the School of Urban and Regional Planning, Ryerson University, Toronto. The evaluative framework contained herein responds to Section 5.4.3 of the Growth Plan, Monitoring and Performance Measures, which sets out criteria for the development and implementation of a performance indicator framework for the ongoing monitoring of the implementation of policies contained within the Plan. This report presents a suggested methodological approach and an initial set of performance indicators for use by the Ministry of Energy and Infrastructure in evaluating the implementation of the Plan. It is intended that this framework will evolve when deemed appropriate by the Ministry and in response to changing needs related to the Growth Plan, its implementation, and its outcomes for the Greater Golden Horseshoe.

1.0 Introduction: Background & Context

1.1

The Greater Golden Horseshoe

The regional policy context for which this framework has been developed is the Growth Plan for the Greater Golden Horseshoe (GGH). The Greater Golden Horseshoe refers to the highly urbanized area of land stretching around the western edge of Lake Ontario. It encompasses approximately 32,000 km of land centred around Toronto, and stretches from Peterborough in the east, to Barrie in the north, to Waterloo in the west, and to Niagara Falls in the south. The region covers more than 21 counties and comprises 110 different municipal jurisdictions. Demography The region is home to approximately 8.1 million people, two thirds of Ontarians, and one quarter of Canadas population. This number is expected to grow by 3.7 million people and 1.8 million jobs by the year 2031. The municipality of Toronto is the most populous city, with 2.5 million people, followed by Mississauga (668,549), Hamilton (504,559) and Brampton (433,806). The other municipalities with more than 100,000 residents are Markham, Vaughan, Kitchener, Oakville, Burlington, Richmond Hill, Oshawa, St. Catharines, Barrie, Cambridge, Guelph and Whitby. Eleven of the sixteen municipalities with a population of more than 100,000 are in a corridor that runs from Hamilton to Oshawa. That corridor is the largest continuous urban network in Canada, and is home to more than 5.3 million people, roughly one-sixth of Canadians. Between 2001 to 2006, the GGH accounted for 84% of Ontarios population increase and 39% of the total national increase. International immigration is the main contributor to the regions high population growth rate. Approximately 75% of the GGH resides in the Greater Toronto Area (GTA). There are also dozens of mid-sized cities and small towns. Toronto had the highest overall density of all Canadian CMAs in 1996 with 3,322 people/km; the rate for Hamilton was 2,355 people/km; Kitchener was 1,791 people/km; and St. CatharinesNiagara had the lowest density of all the CMAs with 1,176 people/km (Bunting et al., 2002). Densities in the largest cities of Toronto and Hamilton decreased from 1971 to 1996 by 4.6% and 5.1% respectively, while those in Kitchener and St. Catharines-Niagara increased by 6.1 percent and 4.8 percent respectively. All the Greater Golden Horseshoe municipalities had increases in suburban density from 1971 to 1996: Torontos suburban density grew by 9.4 percent, Hamilton by 4.6 percent, Kitchener by 15.7 percent, and St. Catharines-Niagara by 17.2 percent.

Economy The Greater Golden Horseshoe can be considered Canadas economic engineand accounts for approximately 70% of Ontario Gross Domestic Product (Ontario Growth Secretariat, 2008). The region is supported by a diverse economy that includes a wide array of key industries and clusters including nancial services, information technology and telecommunications, automotive, food and beverages, media, tourism, culture, biomedical, and biotechnology, textiles, and aerospace. The economy is currently in transition as it evolves from a historic manufacturing base to one of service and knowledge industries. The service sector including nance, insurance, trade, education, and health care services - will deliver the majority of new jobs in the GGH (2008). The annual average output growth across all sectors is expected to continue growing through to 2031 at an average annual rate of 2.6% (2008). The health care and educational sectors are expected to experience the fastest rate of growth at more than 90% and grow by more than 500,000 jobs by 2031. Natural Areas The region contains some of Canadas most fertile agriculture lands and signicant natural areas. The Greenbelt Plan identies where urbanization should not occur in order to provide permanent protection to the agricultural land base and the ecological features and functions occurring on this landscape. The Greenbelt is an area of permanently protected green space, farmland, forests, wetlands and watersheds. It protects approximately 1.8 million acres of environmentally sensitive and agricultural land around the Greater Golden Horseshoe, including the Oak Ridges Moraine and Niagara Escarpment (Ontario Ministry of Municipal Affairs and Housing, 2005). There are a number of large bodies of water within the region including Lake Ontario, Lake Simcoe and major rivers such as the Don River, Credit River, and the Kawartha system. The region has a variety of agriculture, including the Niagara regions fruit and wine areas, dairy and beef cattle, maize, grains and an assortment of other crops. Transportation The Greater Golden Horseshoe is served by an extensive regional transportation network that is constantly expanding and consolidating. Characteristics include: A number of highways and major arterial roads of which the backbone is Highway 401, run east-west through the region. Major north-south highways include the 400, 427, and 115/35. Regional transit is provided by GO Transit trains and buses; private bus operators Greyhound and Coach Canada; and VIA Rail. Local transit is provided by municipal agencies, the largest of which is the Toronto Transit Commission which operates 4 rapid transit lines and an extensive bus and streetcar network. 8

The primary airport in the region is Torontos Lester B. Pearson International Airport, located in Mississauga, which is the busiest in Canada, handling approxi mately 32.3 million passengers in 2008. Other regional airports of signicance include John C. Munro International Airport south of Hamilton, which is a major regional freight and courier location; Buttonville Airport and Billy Bishop Toronto City Airport in the Greater Toronto Area, both of which mostly serve regional business travellers; and Region of Waterloo International Airport just east of Kitchener, serving the Region of Waterloo.

1.2

Growth Management
For decades, municipalities across the Greater Golden Horseshoe met high housing demand in the region with planning policies favourable to widespread suburban development, resulting in adverse environmental, economic, and social impacts associated with urban sprawl (Hostovsky, 2009). Segregated land use zoning bylaws combined with amenable development approvals processes further enabled and encouraged sprawling development. The detrimental effects of urban sprawl are now well substantiated, and with the move towards smart growth or growth management more sustainable approaches to urban development are well underway. Aligned with this move towards sustainable urban growth patterns the Province of Ontario developed, and in 2006 adopted, the Growth Plan for the Greater Golden Horseshoe under the Places to Grow Act. Growth management has evolved out of the smart growth movement and can be described as a policy response to the to environmental, social, and economic detriments caused by urban sprawl. These threats can include loss of agricultural and environmentally sensitive lands, increased dependency on automobiles, excessive expenditures on infrastructure, and failure to redevelop existing older neighbourhoods (Burchell, Listokin, & Galley, 2000; Downs, 2005; Meyer & Ye, 2005). Growth management policies seek to guide urban growth in economically, environmentally, and socially responsible ways, balancing the benets and burdens of development. Examples of policy objectives relating to growth management include reducing development of greeneld, agricultural, and ecologically signicant lands, increasing density in urban centres, investing in infrastructure improvements, and promoting viable public and multi-modal transit systems (Randolph, 2004). The framework outlined in this report presents an approach to evaluating and monitoring the degree to which the growth management policy response of the Ontario Government is achieving its goals.

1.3

The Growth Plan for the Greater Golden Horseshoe

The adoption and implementation of the Growth Plan for the Greater Golden Horseshoe was a response to the observed detriments of urban sprawl, such as loss of agricultural and ecologically signicant lands, infrastructure decits, trafc congestion, inappropriate conversion of employment lands, and a lack of attractive an efcient public transit (Ministry of Public Infrastructure Renewal, 2006). Under the Places to Grow Act, 2005 policy directives were set to guide and manage growth, provide infrastructure support, and protect valuable natural systems, agricultural areas, mineral and other natural resources (Ministry of Public Infrastructure Renewal, 2006). The Plan outlines policies under three overarching goal areas: Growth Management (Where and How to Grow), Infrastructure to Support Growth, and Conservation and Protection (Protecting What Is Valuable). Growth Management The Plan emphasizes the importance of legislating where and how growth should occur. The responsible management of growth is encouraged by directing growth into areas where development already exists. The Plan also acknowledges the importance of rural communities to the vitality and well-being of the region and recognizes that the revitalization of urban growth centres is an essential component of achieving complete communities. Complete communities are characterized as those which are welldesigned, offer more transportation choices, accommodate people in all stages of life, have a range of housing types, offer a range of jobs, and include easily accessible amenities. Specic growth targets are also clearly outlined for how much growth is expected within each community with an emphasis on general intensication and urban growth centres. Infrastructure Support The Plan furthermore outlines policies for growth supportive infrastructure. The second overarching goal provides guidelines to address responsible and efcient infrastructure investments and improvements. Specically, the Plan highlights three categories where infrastructure support is encouraged and intended to take place including the improvement of transportation systems; water and wastewater systems; community infrastructure such as hospitals, schools, and long-term care facilities; and affordable housing. Conservation & Protection The third overarching goal aims to conserve and protect agricultural, greeneld, and ecologically sensitive and signicant lands. The Plan encourages municipalities to take an active role in the protection of natural systems, prime agricultural areas, and mineral aggregate resources, and to foster an overall culture of conservation.

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1.4

Commitment to Monitor
The Places to Grow Act, 2005 species that a review of the Growth Plan will be carried out by the Ministry of Energy and Infrastructure (formerly the Ministry of Public Infrastructure Renewal) at least every 10 years after the Plan comes into effect. The purpose of developing a performance monitoring program is to inform the 10-year review. Specically, section 5.4.3 of the Growth Plan for the Greater Golden Horseshoe states: 1. The Minister of Public Infrastructure Renewal will develop a set of indicators to measure the implementation of the policies in this Plan. The Minister of Public Infrastructure Renewal will monitor the implementation of this Plan, including reviewing performance indicators concurrent with any review of this Plan (2006).

2.

The Ministry of Energy and Infrastructure in conjunction with other ministries, municipalities, and stakeholders should: a. Identify appropriate performance indicators to measure the effectiveness of the Plan; Identify roles and responsibilities among partners in the collection and analysis of the indicators; and Provide for the periodic collection, publication and discussion of the results.

b.

c.

1.5

Performance Measurement
Performance measurement may be conceptualized as a tool for the systematic assessment of a given program or initiative, aimed at evaluating and reporting on its effectiveness, efciency and overall quality (Ammons, 1996). Performance measurement has played a key role in the ongoing monitoring of policies and programs across a spectrum of government jurisdictions and focus areas. The overarching goal of performance measurement is to inform and guide the future direction of the policy or program it is evaluating. To effectively evaluate and monitor how a program or policy is being implemented, key performance indicator(s) are created with the intent of capturing the outcomes of the policy or program in question. This report presents an initial performance measurement framework to evaluate and monitor the implementation of the Growth Plan for the Greater Golden Horseshoe. The commitment to monitor, as outlined in the Plan, recognizes the benets of performance measurement in terms of bolstering government accountability, improving the efciency and efcacy of policy implementation, and informing modications to Plan. A methodolgical framework for evaluation that uses performance measures can result in tangible data to support the successes of the Plan and guide its evolution.

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1.6

Limitations of the Growth Plan

The Growth Plan for the Greater Golden Horseshoe is a planning strategy that aims to address growth management goals within the region over the next twenty years. The Plan contains specic objectives in regards to managing growth, directing growth and protecting the natural environment. There are however, innate limitations to the degree in which the Plan can control these matters. The initial limitation stems from the issue of municipal conformity. Although the Places to GrowAct requires all municipalities to amend their Ofcial Plans to conform to the policies contained in the Growth Plan, the conformity requirement allows room for interpretation. The successful implementation of these policies relies heavily on the extent to which each municipality conforms their planning regime to reect the objectives of the Plan. Secondly, the nature of growth in the Greater Golden Horseshoe is dynamic. Forces external to planning policy drive and shape patterns of development: wavering interest rates and the changing state of the provincial economy can create new opportunities and/or constraints for developers.

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2.0 Performance Measurement Framework

This section presents the framework developed for the Ontario Growth Secretariat in regards to the evaluation of growth management within the Greater Golden Horseshoe. It comprises the overarching lessons learned through background research phase; the guiding principles to direct this iniative; the selection criteria for the development of key performance indicators; our methodological approach; and a preliminary set of key performance indicators. 2.1

Lessons Learned
As a component of the background research for this intiative, an extensive inventory of performance measurement programs related to issues of planning and growth management has been compiled (See Appendix B). Through a review of the strengths and weaknesses of performance measurement programs employed internationally and in the arenas of growth management, environmental sustainability, and general municipal monitoring, key lessons have been identied which can inform the practical application of this performance measurement framework by the Ontario Growth Secretariat. This section outlines the lessons learned and demonstrates how they can be applied to the development of performance indicators. Our research has uncovered both the strengths and weaknesses of numerous performance measurement programs and draws key conclusions for practical application. Lesson 1: Strong Data Sources Underpin Effective Performance Measurement Strong performance monitoring programs are dependent on a steady source of reliable and transparent data. Performance indicators developed using frequently updated and publicly available data tend to be more cost-effective and easy to administer. Data availability can also serve as a limitation to developing effective performance indicators. Much of the data necessary to address issues of growth management may not yet be monitored in a form that is accessible and reliable. This can make monitoring progress difcult. The regional scale of the Growth Plan can pose additional challenges with regards to data availability. Statistics related specically to issues of planning and growth management are mainly collected and monitored at the municipal level. Data informing regional performance indicators will need to be

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aggregated from the regions municipalities to reect regional progress. Developing a complementary system of data collection across the Greater Golden Horseshoe to help monitor progress on regional initiatives may help mitigate this challenge. Lesson 2: Engaging the Community/ Key Stakeholders may Generate Positive Response Conducting public and key stakeholder consultations is a valuable tool to assist in the development of performance indicators. Communities may be more responsive to evaluation tools which they assisted in developing. Ensuring that the general public and stakeholders are well-consulted will also produce a performance measurement program that is easily understood by the constituents that they are developed to serve. Effective, credible performance measurement initiatives are often characterized by the inclusion of extensive public consultation, in particular those aimed at monitoring municipal programs. However, public consultation may be somewhat more difcult in a regional context given the scale and scope of the Greater Golden Horseshoe. A more valuable and effective tool for regional performance indicator development should however emphasize key stakeholder engagement. Actors from both the public and private sectors involved in developmental and environmental issues can offer valuable input in terms of what issues need to be addressed by performance measurement programs and how said programs can be improved. Lesson 3: An Adaptive Monitoring System will Address Inefciencies As factors affecting urban growth are susceptible to change signicantly over time, it is important that performance indicators reect the dynamic nature of development trends. The performance measurement program itself should be continuously monitored for its effectiveness. As inefciencies within the monitoring program are identied, the program can be adjusted to address those inefciencies. Changes should be made throughout the development and implementation processes: this adaptive nature will ensure that the program maintains value and becomes more effective as time progresses. Lesson 4: Incorporating Sub-Regional Indicators may Serve as Valuable Comparative Tool While indicators should be collected for the whole of the region, there is merit in developing indicators at more ne grained sub-regional spatial scales. Although the Growth Plan for the Greater Golden Horseshoe is intended to address issues at a regional scale, complementing municipal indicators could serve a valuable purpose. By developing municipal-level indicators, disparities between municipalities in the Golden Horseshoe may be identied and potential gaps between policy implementation leaders and laggards may be addressed.

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Lesson 5: Performance Indicators Should Be Easily Understandable to the Public Performance measurement programs work to inform policy direction as well as allow the public to view progress of government policies; it is therefore critical that performance indicators are easily understood by most. Many performance measurement programs use detailed mathematical indices supported by fty or more specic indicators. Though such techniques can be valuable in terms of measuring performance they are of little use if those who they are meant to inform cannot interpret them properly. A more valuable approach is to develop a small number of indicators to address each identied policy theme, in order to maintain clear linkages between specic policy themes and the indicators. This simple format will allow for easier interpretation. Language and terminology should furthermore be well dened to bolster ease of understanding. Lesson 6: A Frequent and Thorough Review Process Results in Effective Monitoring Utilizing and applying results of performance measurement on a frequent basis works to enhance the effectiveness of any performance measurement program. Some jurisdictions have committed heavily to doing so. This has resulted in local and regional governments achieving more informed policy directions to actively correct plans and initiatives that are being measured. Many performance indicator programs employed across North America are reported on annually. These reports should be designed to provide sufcient information to enable policy-makers to determine whether different actions to implement the policies contained in the plan are needed, or whether revisions to the policies are required. For maximum effectiveness the review and supporting report should be prepared in accordance with municipal and provincial budget cycles, so that proposed work items can be included in budget requests. The more frequent and thorough the review process the more valuable the performance monitoring program will be. 2.2

Guiding Principles
The ndings from an extensive environmental scan and academic literature review have informed the approach and methodology of this framework. A set of 4 guiding principles overarch this framework for developing performance indicators for the Growth Plan. The Performance Measurement Framework for the Growth Plan for the Golden Horseshoe shall adhere to the following four guiding principles: Region-level Monitoring; Progress-oriented Measurement; Recognize Ambiguity and Complexity; Adaptive Monitoring Framework. Regional-Level Monitoring The monitoring and evaluation framework will be carried out at the regional level, and shall consider the Greater Golden Horseshoe as a whole. Indicators shall be selected to reect the aggregate municipalities included encompassed by the region as opposed to looking at each municipality in isolation. The

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monitoring framework shall recognize the diversity of the region and the challenges involved in measuring performance at the regional level, caused in part by vertical inter-dependencies between levels of government, horizontal relationships among stakeholders in multiple sectors, and a need for partnership between public and private actors. Progress-Oriented Measurement Regional development and growth management centred policies produce outcomes that may materialise over variable and extended periods of time. As such, the performance measurement framework for the Growth Plan for the Greater Golden Horseshoe shall look at trends within the region, analysing progress rather than explicitly focussing on outcomes. Indicators shall be selected to capture short, medium, and long term goal achievements associated with the Plan, looking at inputs, processes, and outputs that are relevant to monitoring implementation and informing policy improvements on an ongoing basis. Recognize Ambiguity and Complexity The performance measurement framework for the Growth Plan for the Greater Golden Horseshoe shall recognize the ambiguities and complexities associated to regional and growth management policy intents and outcomes which can create potentially conicting interpretations of program achievements. The indicator selection process shall attempt to mitigate confusion and simplify potentially complex goals into tangible, understandable images of the Plans successes and shortcomings. In recognition of the complexity of growth management goals and outcomes, this framework is furthermore intended to be a component of the overall evaluation of the Growth Plans success, rather than an exhaustive evaluative tool. Adaptive Monitoring Framework The performance measurement framework for the Growth Plan for the Greater Golden Horseshoe shall be adaptive in order to respond to the evolution of growth management goals and outcomes. The framework shall be sensitive to changes to local economic, social, and environmental landscapes, adapting over time as needed to accommodate these changes in such a way that the framework can continue to meaningfully inform policy decision-making processes as related to the Growth Plan.

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2.3

Selection Criteria
Several indicator selection criteria form the basis of sound and meaningful performance measurement. The criteria outlined below is specic to the policy objectives of the Growth Plan for the Greater Golden Horseshoe. 2.3.1 General Selection Criteria A range of criteria has been identied for the selection of quality performance measures, irrespective of what type of policy or program is being evaluated. Performance indicators for this evaluative framework shall be selected on the basis of: Validity Reliability Relevance Attribution Ease of understanding Ability to aggregate Sensitivity to data collection demands and constraints (Ammons, 1996; Balsas, 2004; Hemphill, 2004; Schacter, 2002; Wong, 2006).

Validity In order to meet the validity criteria, an indicator must accurately measure what it is intended to indicate. For example, using increased residential density as a policy goal, a valid indicator could be a measure of change in persons per kilometers squared, and / or dwellings per hectare in residential areas; this measure was applied by the BC Ministry of Community and Rural Development (2009). Reliability Indicators need to be dynamic enough to be applied accurately and consistently by a range of users, with little subjectivity or variation. Indicators which rely on Census data provide a good example of the reliability criteria, as data is collected at regular intervals, is objective, statistical, and tends to be relatively transferable in data collection standards. The Lincoln Institutes U.S. Smart Growth Evaluation employed a number of indicators reliant on Census data. For example, relating to the policy goal of housing affordability, the study applied census derived indicators such as: median selected monthly owner costs as a percent of household income, and shares of cost-burdened households (Ingram et al, 2009).

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Relevance In order to demonstrate relevance, a selected indicator needs to capture meaningful dimensions of policy or program objectives being measured, thereby contributing relevant data to policy processes. For example, the Winnipeg Quality of Life Indicator Set, seeking to monitor and mitigate urban sprawl as part of its evaluative mandate, employs an indicator which examines the ratio of the number of new homes built in rural municipalities compared the number of new homes built within Winnipegs urban growth boundary. This ratio demonstrates an ability to capture a meaningful dimension of urban sprawl, and illustrates effectiveness of policies geared to mitigating sprawl (Hardy & Pinter, 2008). Attribution The attribution criteria may be met when an indicator focuses on controllable aspects of performance, and demonstrates a link between policy or program objective(s) and the observed outcome(s). For example, the Sustainable Community Indicators Report issued by the environmental NGO, Sustainable Seattle, seeks to evaluate bicycle friendliness. It is indicated by the presence of dedicated, striped bicycle lanes (1998). This may be considered a controllable aspect of performance, and demonstrates linkages between policy and outcome, as the implementation of bicycle lanes clearly bears a direct impact on the bicycle friendliness of cities. Ease of Understanding Simplicity and clarity are important characteristics when choosing an indicator to ensure that the meaning and results may easily be i nterpreted in an highly comprehendible manner by both practitioners and the general public. An example of this can be derived from the Performance Measurement and Reporting component of the City of Hamiltons Strategic Plan. In seeking to monitor the preservation (or lack thereof) of agricultural lands, the framework employs an indicator which considers the number of hectares of land originally designated for agricultural purposes that have been re-designated for other uses during the reporting year (City of Hamilton, 2008). This produces a concise indication of the changes to local agricultural lands that is easily conveyed to the public. Ability to Aggregate In order to meet this criteria, an indicator must help capture a comprehensive image of the major elements of the policy or program being evaluated. It must be possible to combine indicators to demonstrate a broad policy outcome. Vancouvers Livable Region Strategic Plan (1996-2021) sets out performance monitoring indicators which examine the citys success in protecting the green zone: The framework

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employs a range of indicators which speak to individual components of green zone protection, but aggregate easily to give a broader picture of the success of policies geared to green zone protection. These include: area of green zone; area of agricultural land reserve; total value of farm-gate sales; number of new non-farm dwellings in the green zone; number of endangered or threatened species; length of regional greenways completed, and; size of protected conservation areas (Greater Vancouver Regional District, 1996). Sensitivity to Data Collection Demands / Constraints Indicators which do not demand costly or time prohibitive data collection, and which require reasonably obtainable data sets, may be considered to meet this criteria. For example, the North Jersey Transportation Authority, seeking to evaluate the prevalence of commuter delays due to roadway incidents, measured the number of accidents over a given timeframe (North Jersey Transportation Planning Authority, 2009). This indicator relies on data that is regularly collected by the organization, simplifying the monitoring process. 2.3.2 Region-Specic Selection Criteria The primary objective of the region-specic indicator selection criteria is to select performance indicators that provide meaningful information from which decisions about policies can be made. It is the intent that decision makers use the information provided by evaluations of growth management in the Greater Golden Horseshoe to inform future policy directions in the region. As the regional authority responsible for the preparation and implementation of the Growth Plan, the Growth Secretariat bears the political commitment of owning the strategys level of success and the shape of its continued implementation. Therefore, the following selection criteria are sensitive to the role of the Growth Secretariat as an evaluator and facilitator in the evaluation process. This framework is designed to ensure evaluation utilization and evaluation capacity building within the Growth Secretariat to create what is referred to as an organizational readiness for evaluation (Fleischer & Christie, 2009).

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Evaluation Utilization Instrumental Use In order to meet the instrumental use criteria, indicators must produce evaluation ndings that the Growth Secretariat can use to modify Growth Plan policies. Indicators must relate to policy areas identied in the Growth Plan to produce relevant results. Identifying and prioritizing intended uses of performance measurement at the beginning of the evaluation process is extremely inuential in increasing overall evaluation use (Fleischer & Christie, 2009). Enlightened Use When used, selected indicators must produce ndings that will add knowledge to the eld and that may be used by anyone, not just those involved with the policy program or evaluation of the program (Weiss, 1979). Therefore, indicators must be designed or selected so that they can be used and understood by Greenbelt policy analysts, Metrolinx planners, municipal staff and other stakeholder groups. Indicators that can be used to enlighten the eld of policy in the Greater Golden Horseshoe will maximize the effective use of evaluation ndings by encouraging the practice of regional policy coordination.

Opportunity for Stakeholder Engagement The purpose of selected indicators must extend beyond their use as a tool for measuring policy performance to engage stakeholders and build relationships that will assist the evaluation process. Indicators that encourage participatory and collaborative evaluation whether it is through data collection practices or qualitative indicator components shift the role of the evaluator away from the traditional notion of a detached evaluator with limited stakeholder interaction. It is generally accepted that stakeholder involvement increases evaluation usage (Christie, 2003; Greene, 1988; Turnbull, 1999). Quality involvement results from from the identication of stakeholders by the evaluator early in the process, and continued engagement establishes criteria for dialogue. Communicability Indicators must be compatible with a timed reporting method developed by the Growth Secretariat. Evaluators must be able to communicate indicator results logically and efciently to stakeholders and the general public. This involves considerations such as the type of information that indicators will provide, how information can best be presented effectively, and whether the presentation of ndings allows both decision makers and the public to assess progress against stated goals Effective communication of the information produced in the evaluation process

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can aid government transparency and accountability. Lastly, it is necessary to consider the ease with which performance indicators can be collected and reported internally by staff (PricewaterhouseCoopers LLP, 2007). Flexibility Indicators chosen must be adaptable to continue to be relevant over time. This is based on the concept of adaptive monitoring that acknowledges the uncertainty about how systems function and how they respond to human actions. The implementation of Growth Plan policies and objectives will change, making it inappropriate to continue reporting on the same performance indicators as in previous periods. For instance, as implementation progresses and more information becomes available from municipalities and stakeholders, the adaptation of existing indicators and how they are calculated will provide a deeper understanding of the regions growth and challenges. It must be possible to feed indicator results back into the decision-making process to reduce uncertainty and improve the effectiveness of the program over time (Provincial Planning Policy Branch, 2009). Evaluation Capacity Building Conceptual Use The conceptual use criteria may be met when it is demonstrated that performance indicators will help the Secretariat staff understand the overall policy program of the Growth Plan in a new way. It is important to recognize the relationship between evaluation and organizational outcomes, so that the evaluation process can be a mechanism for transformative learning within the Secretariat and Ministry (Fleischer & Christie, 2009). Performance indicators have normative assumptions embedded in them making them conceptual technologies; that is, indicators shape what issues we think about and how we think about those issues through the selection and structure of the indicators used (Barnetson & Cutright, 2000). Process Use Indicators must be realistic and justied as appropriate measures given the organizational capabilities of the Growth Secretariat. It is signicant to recognize that the selected indicators and engagement in the evaluation process will result in behavioural, program, procedural and organizational changes within the Secretariat and Ministry (Patton, 2003). When selecting indicators, it is therefore essential to consider the how thefollowing factors will affect the data collection and analytical capabilities of Ministry staff: Management support and organized facilitation of the evaluation process by staff; Characteristics of inter-ministry advisory groups; Frequency, method and quantity of communications between public bodies/ministries; and Resource limitations (Fleischer & Christie, 2009).

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2.4

Methodological Approach to Key Performance Indicator Development

In order to ensure that the information derived from the implementation of this framework is both accurate and meaningful to the policy evaluation and formulation processes for the Growth Plan for the Greater Golden Horseshoe, the following outlines an approach that will succinctly and clearly result in indicators relevant to, and capable of, evaluating the efcacy of the Plan. In her book Indicators For Urban and Regional Planning, Cecilia Wong outlines a four-step methodological framework for the development of key performance indicators. The framework begins with a broad analysis and works toward the creation of a specic set or index of indicators. The framework has been used by a range of performance measurement practitioners in the context of sustainability related programs and policies, and is highly transferable to the context of the performance monitoring for the Growth Plan. This approach may be considered optimal for the monitoring framework for the Growth Plan largely because it is simplistic and capable of drawing direct relationships between the policies contained within the Plan and the key performance indicators developed to evaluate it.

Wongs Four-Step Methodological Framework For Indicator Development

Step 1: Conceptual Consolidation Clarifying the basic concept to be represented by the analysis

Step 2: Analytical Structuring

Providing an analytical framework within which indicators will be collated and analysed

Step 3: Identification of Indicators

Translation of key factors identified in Step 2 into specific measurable indicators

Step 4: Synthesis of Indicator Values

Synthesising the identified indicators into composite index/indices or into analytical summary

Source: (Wong, 2006) 22

Below is a brief outline of the steps suggested by Wong as they were adhered to in the key performance indicator development process for this framework: Step 1: Conceptual Consolidation At this stage the research group worked to foster an understanding of the Growth Plan, in terms of both history and policy foundation. Research was also conducted on the history of the Growth Plan as well as other Smart Growth and Growth Management initiatives. The objectives of the Growth Plan for the Greater Golden Horseshoe were also identied and clearly outlined at this time. Step 2: Analytical Structuring This process involved the creation of a framework for researching and recording performance indicators used in other jurisdictions. Specic indicators were drawn out of the frameworks, recorded in a separate inventory, and organized by sub-category, related policy, policy objective, data sources and referring documents. At this stage a set of guiding principles, and indicator selection criteria were developed. Step 3: Identication of Indicators Indicators were drawn out of the inventory through an analysis based on the research groups guiding principles and selection criteria, and added to a new inventory of nal indicators. Additional research was conducted to ll any gaps within the inventory and to ensure adequate representation in all sub-categories. At this stage, irrelevant and redundant indicators were exempted from the nal inventory. The nal set of preliminary key performance indicators presented herein reects those identied through the jurisdictional scan as meeting the criteria set out above and as transferable to the context of evaluating the implementation of specic policy objectives contained within the Growth Plan. Additional indicators were created to capture policy characteristics unique to the context of the Growth Plan. Step 4: Synthesis of Indicator Values The synthesis of indicators into a composite or weighted index, the application of indicators, and results analysis functions are beyond the scope of this undertaking. These shall be activities to be overseen by the Ontario Growth Secretariat in the further development of the performance monitoring framework for the Growth Plan, as outlined in the Recommendations and Next Steps section of this report.

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2.5

Introduction to Key Performance Indicators

This section presents the data sources for, and a preliminary set of key performance indicators, derived in line with the Wong methodological approach and the selection criteria outlined above, which are intended to evaluate the degree to which the policy objectives of the Growth Plan are being achieved. The indicators respond to the three overarching goal areas identied in the plan, as follows: The Greater Golden Horseshoe is characterized as one of the fastest growing regions in North America, a trait that is expected to continue over the coming decades. Policies contained within Section Two of the Growth Plan acknowledge the need to direct the location and pace of population growth within the region in such a way that fosters healthy, balanced communities while maintaining and improving quality of life. Key Performance Indicators selected to evaluate this component of the Growth Plans efcacy have been geared to measure the success of policies related to growth management, general intensication and intensication corridors, urban growth centres, urban boundaries, employment lands, greeneld lands, and rural areas Sprawling land use patterns, underinvestment and increasing population demand in the Greater Golden Horseshoe have contributed to an infrastructure decit that threatens to undermine economic vitality, service delivery, and quality of life in the region. Section Three of the Growth Plan acknowledges the controllable aspects of this decit and outlines policies aimed at optimizing existing infrastructure and ongoing investment to support population and economic growth over the coming decades. Key Performance Indicators selected to evaluate this component of the Growth Plan shall therefore measure the success of policies related to transportation, generally and with particular emphasis on the movement of goods and people, water and wastewater systems, and community infrastructure. The Greater Golden Horseshoe contains a diverse range of natural systems, cultural heritage features, and resources which underpin the local economy, environment, and quality of life in the region. Section Four of the Growth Plan acknowledges the importance of these features, both presently and for future generations, and seeks to complement other provincial policies aimed at supporting preservation and conservation as the region continues to grow over the coming decades. Key Performance Indicators selected to evaluate this component of the Growth Plan have been developed to measure the success of policies related to natural systems, prime agricultural lands, mineral resources, and a culture of conservation. 2.5.1 Data Collection and the Five-Year Interim Review An important consideration in the selection and development of key performance indicators is the feasibility and logistics of data collection within the Greater Golden Horseshoe. Due to the absence of a regional governance structure whose natural operations may have supported regional data collection, regional performance measurement must rely on a coordinated, multi-participant system of data aggregation.

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The Places to Grow Act, 2005 includes processes for making and amending the Growth Plan for the Greater Golden Horseshoe. This includes the requirement that the Minister of Energy and Infrastructure review the Growth Plan at least every ten years after the Plan comes into force. To ensure that the aggregation and analysis of data may be coordinated in an efcient manner that appropriately measures policy objectives, it is recommended that the Ontario Growth Secretariat assist municipalities in monitoring and reporting on the implementation of the Plans policies on a Five-Year Interim Review Schedule. A Five-Year Interim Review Schedule will allow the Growth Secretariat and municipalities to monitor and intersect growth trends between the ten year regional growth forecasts calculated for 2001, 2011, 2021, and 2031. It is recommended that the rst Five-Year Interim Review be scheduled ve years following the date by which all Ofcial Plans - for areas in which the Growth Plan applies - have been amended to conform with Growth Plan policies, with the rst Interim Review tentatively scheduled for 2016. This ve year schedule intends to allow municipalities a reasonable opportunity for policy implementation before formal performance measurement and regional evaluation begins. The schedule also attempts to provide an approrpriate timeframe for policy revision and implementation between successive Interim Review periods. The following are potential data sources from which data can be collected and aggregated for the purpose of performance measurement following each Reporting Year. Given that the timed release of different data sets does not perfectly align, the Reporting Year is dened as the year prior to the scheduled Interim Review period, during which time data is collected from multiple sources. For instance, 2015 would be the Reporting Year during which time all necessary data sets would be collected for the rst, tentatively scheduled Interim Review in 2016. 2.5.2 Data Sources The following are potential data sources from which data can be collected and aggregated during each reporting year for the purpose of performance measurement during the Five-Year Interim Review. The key performance indicators presented in Section 3.0 have been developed to minimize the amount of data sources, and to reduce the cost of data collection by decreasing required resources and coordinating the timing of the data collection processes. The Municipal Performance Measurement Program The Ministry of Municipal Affairs and Housing requires all Ontario municipalities to report on their performance in twelve service areas and to provide these results to the Province through the Municipal Performance Measurement Program (MPMP). The Municipal Performance Measurement Program is a performance measurement and reporting system that promotes local government transparency by requiring that MPMP results be reported to the Province through the Financial Information Return (FIR) by May 31st following each reporting year. The FIR represents a retroactive method of data collection that reports on various components of municipal activities including revenues, expenditures and general information regarding physical and spatial aspects of the

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municipality (Ministry of Municipal Affairs and Housing, 2008). The collection of new data required for the key performance indicators prior to the scheduled Five year interim reviews may be streamlined with the existing MPMP so that data may be collected efciently and at a low cost. To ensure that new FIR data requirements are only expected from affected municipalities in the Greater Golden Horseshoe, it would be benecial to develop a regionally tailored FIR package specically designed for municipalities for which the Growth Plan applies. This is a potential data source for Key Performance Indicators #4, 7, 16. Employment Survey Many upper- and lower-tier municipalities in Ontario conduct Employment Surveys whereby municipal planning staff monitor employment by conducting an annual survey of businesses. Municipalities consider the data collected as vital to monitoring economic health, as well as aiding in decisions and policy surrounding infrastructure and services. Employment Surveys act as a unique resource that relates employment and land use data. However, there is no uniform method of conducting employment surveys and they may not be completed regularly in some municipalities. To ensure that reliable employment data is available for all municipalities prior to the scheduled Five-Year Interim Review periods, the Growth Secretariat may request that an additional performance measure be added to the FIR that requires all municipalities to collect data on the total number of employees working within the municipality, and the type of work that is taking place (land use component). Although employment data is only required every ve years for the purposes of regional performance measurement, reporting Employment Survey data in the annual FIR will provide essential information on the regions economic vitality while assisting local planning authorities in planning for employment uses and achieving Growth Plan objectives. This is a potential data source for Key Performance Indicators #1, 2, 6. Specialized Data for Urban Growth Centres Specialized data must be generated for each of the twenty-ve urban growth centres by affected municipalities. Local Economic Development Ofces can collect data on the densities of different types of development and household size to estimate the density of each urban growth centre. The Ontario Growth Secretariat may request that affected municipalities report urban growth centre densities directly to the Ministry, independent of the FIR. This is a potential data source for Key Performance Indicators #5, 6. Census Tract Community Proles - Statistics Canada The Census Tract Community Proles are prepared by Statistics Canada every ve years to provide a comprehensive collection of statistical material for each upper- and lower-tier municipality in Canada. These statistical measures include data on the number of occupied private dwellings across a range of housing structure categories expressed as a percent of total occupied private 26

dwellings. Census Tract Community Proles will be prepared by Statistics Canada for 2011 and 2016. However, the release of these data sets may not align with the Reporting Year prior to a scheduled 5-Year Interim Review. It is recommended that the data from the most recent Census Tract Community Prole be used for performance measurement determined by the date of the Interim Review period. This is a potential data source for Key Indicator #3: the data can be easily aggregated for regional analysis by the Ontario Growth Secretariat to track the change in housing structure types as a percentage of the regions overall housing stock. This is a potential data source for Key Performance Indicators #3,14. Transportation Tomorrow Survey The Transportation Tomorrow Survey (TTS) is conducted on behalf of 21 local, regional, and provincial operating agencies in the Greater Golden Horseshoe, representing the most comprehensive travel survey conducted in Ontario. The Survey is prepared every ve years by the University of Torontos Data Management Group (Department of Civil Engineering) for the Transportation Information Steering Committee that represents the Ministry of Transportation and the various regional transportation agencies (Data Management Group, 2009). The Survey currently collects data on modal share and travel patterns in the Greater Golden Horseshoe. To ensure that reliable time series travel information is available for all municipalities prior to the scheduled Five-Year Interim Reviews, the Ontario Growth Secretariat may request that an additional performance measure be added to the Transportation Tomorrow Survey to measure the average daily commute time per municipality (from home to work). However, the release of the Survey may not align with the Reporting Year prior to a scheduled Five-Year Interim Review (the next TTS will be prepared for 2016). It is recommended that the data from the most recent Transportation Tomorrow Survey be used for performance measurement determined by the date of the Interim Review period. This is a potential data source for Key Performance Indicators #9, 10. Ontario Trucking Association The Ontario Trucking Association collects data on major trends in the volume, mix, trajectory and type of freight moving within, into and out of Ontario. This organization recognizes the importance of an efcient goods movement network to the economic vitality of the region. The OTA currently collects regionally focussed data on the value of goods by examining the share of GDP shipped along existing major highways in the Province. This is a potential data source for Key Performance Indicators #12, 13.

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2.6

Key Performance Indicators

Key Performance Indicator #1 Amount of growth and rate of growth between the baseline distribution and the interim distribution of population and employment gures per municipality. Policy Theme(s) Growth Forecasts Denition of Key Terms Baseline Distribution Distribution of population and employment per municipality updated in ve year intervals and used as the basis for measuring the pace and volume of growth in the region. The baseline distribution will change depending on the timing of evaluation, with an initial baseline distribution year of 2001. Interim Distribution Distribution of population and employment per municipality updated everyn ve years to measure the up to date pace and volume of growth in the region. The interim distribution will be considered the distribution available for the most recent Reporting Year for which Financial Information Returns and Employment Surveys have been completed. Growth Plan Policy Objective(s) 2.2.1.1 Population and employment forecasts contained in Schedule 3 for all upper- and single-tier municipalities will be used for planning and managing growth in the GGH. 2.2.1.2 The Minister of Public Infrastructure Renewal will review the forecasts contained in Schedule 3 at least every ve years in consultation with municipalities, and may revise the forecasts. Rationale The population of the Greater Golden Horseshoe is forecasted to grow by an additional 3.7 million (from 2001) to 11.5 million people by 2031. The magnitude and pace of this growth necessitates accurate data on the distribution of population and employment in municipalities in the region between 2001 and 2031. Continuous monitoring and regular consultations with municipalities are essential to ensuring the targets for population and employment remain accurate and assist with managing the regions growth demands. Schedule 3 of the Growth Plan contains the distribution of population and employment forecasts for each municipality in intervals of 10 years with 2001 as the initial baseline distribution (e.g., forecasts prepared for 2001, 2011, 2021 and 2031). Following each successive Five-Year Review, the base28

line year can be updated and the interim distribution can be used to evaluate relative changes in the pace of growth (growth rate) and volume of growth experienced since the baseline distribution year. During scheduled 5 year interim reviews, the interim distribution of population and employment will be assessed relative to the most recent baseline distribution in consultation with each municipality. Limitation(s) This indicator cannot measure patterns of growth beyond the pace and volume of growth received by each municipality and county. For example, this indicator cannot measure the volume of population and employment growth that has been received by intensication areas. The collection of interim population data will need to be timed following the completion of Financial Information Returns at the end of the Reporting Year and the interim data on employment is not currently collected in each municipality on a regular basis. This will cause a lag in the availability of data for the interim distribution of approximately six to twelve months and necessitates the scheduling of the Five-Year Interim Review period following the Reporting Year. Data Source(s) The data collection required for the scheduled Five-Year Interim Reviews may be streamlined with the existing Municipal Performance Measurement Program. Population data is already collected in the Municipal Information section of the FIR for all upper- and lower-tier municipalities. The Growth Secretariat may request that an additional performance measure be added to the FIR that requires all municipalities to report Employment Survey data (the total number of employees working within the municipality, and the type of work that is taking place).

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Key Performance Indicator #2 The difference between the interim distribution and the forecasted distribution for each municipality, expressed as a percent of the forecasted distribution. Policy Theme(s) Growth Forecasts Denition of Key Terms Interim Distribution Distribution of population and employment per municipality calculated in ve year intervals to measure the up-to-date pace and volume of growth in the region. The interim distribution will be considered the distribution available for the most recent Reporting Year for which Financial Information Returns and Employment Surveys have been completed. Forecasted Distribution Expected distribution of population and employment per municipality prepared in ten-year intervals for 2001, 2011, 2021 and 2031 as a basis of measuring the pace and volume of real growth in the region. The forecasted distribution used will change depending on the timing of evaluation, with an initial forecasted distribution year of 2011. Growth Plan Policy Objective(s) 2.2.1.1 Population and employment forecasts contained in Schedule 3 for all upper- and single-tier municipalities will be used for planning and managing growth in the GGH. 2.2.1.2 The Minister of Public Infrastructure Renewal will review the forecasts contained in Schedule 3 at least every ve years in consultation with municipalities, and may revise the forecasts. Rationale The population of the Greater Golden Horseshoe is forecasted to grow by an additional 3.7 million (from 2001) to 11.5 million people by 2031. The magnitude and pace of this growth necessitates accurate data on the distribution of population and employment in municipalities in the region between 2001 and 2031. Continuous monitoring and regular consultations with municipalities are essential to ensuring the forecasted targets for population and employment remain accurate and assist with managing the regions growth demands.

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Schedule 3 of the Growth Plan contains the distribution of population and employment forecasts for each municipality in intervals of ten years with 2001 as the initial baseline distribution. In each successive ve year review, the previous interim distribution (collected in the previous ve year review) shall become the baseline distribution. At selected ve year interim reviews, the interim distribution of population and employment will be assessed relative to next forecasted distribution (e.g., forecasts prepared for 2001, 2011, 2021 and 2031) to calculate the accuracy of the forecasted volume of growth for each municipality. The difference between the interim distribution and the forecasted distribution will be expressed as a percent of the forecasted distribution to indicate the relative level of growth received. The rate of growth derived using Indicator #1 may be applied to the numerical difference between the interim distributions to assess the accuracy and reasonableness of the population and employment forecasts. Limitation(s) This indicator does not allow evaluators to evaluate the effectiveness of intensication policies or practicality of density targets because its scope is limited to assessing the accuracy of distribution forecasts by volume. The collection of interim population data will need to be timed following the completion of Financial Information Returns at the end of the Reporting Year and interim data on employment may not be uniformly collected in each municipality on a regular basis. This may cause a lag in the availability of data for the interim distribution of approximately six to twelve months. Data Source(s) The data collection required for the scheduled Five-Year Interim Reviews may be streamlined with the existing Municipal Performance Measurement Program. Population data is already collected in the Municipal Information section of the FIR for all upper- and lower-tier municipalities. The Growth Secretariat may request that an additional performance measure be added to the FIR that requires all municipalities to report Employment Survey data (the total number of employees working within the municipality, and the type of work that is taking place).

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Key Performance Indicator #3 Change in housing mix (expressed as a percentage of total occupied private dwellings) across a range of housing types. Policy Theme(s) Managing Growth Denition of Key Terms Housing Types Refers to the mix of built form of residential dwellings. These include single-detached houses; semi-detached houses; row houses; apartment detached duplexes; ve or more storey apartment buildings; apartments with fewer than ve storeys; other single-attached houses; and movable dwellings. Occupied Private Dwellings Refers to an occupied separate set of living quarters with a private entrance either from outside the building or from a common hall, lobby, vestibule, or stairway inside the building (Statistics Canada, 2010).

Growth Plan Policy Objective(s) Section 2.2.2 of the Growth Plan states that population and employment growth will be accommodated by: a) reducing dependence on the automobile through the development of mixed-use, transit-supportive, pedestrian friendly urban environments; b) planning and investing for a balance of jobs and housing in communities across the GGH to reduce the need for long distance commuting and to increase the modal share for transit, walking, and cycling; and c) encouraging cities and towns to develop as complete communities with a diverse mix of land uses, a range and mix of employment and housing types, high quality public open space and easy access to local stores and services. Rationale The Growth Plan seeks to promote a range of housing densities and levels of affordability in an effort to achieve economically, environmentally, and socially sustainable communities. Monitoring changes in the range of housing types as a percentage of the total housing stock will provide an indication of the degree to which change in residential built form across the Golden Greater Horseshoe is reecting the goals of community completeness, diversity, inclusiveness, and sustainability.

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Limitation(s) This indicator does not reect permits and approvals granted prior to the implementation of the Growth Plan. It will require time to detect causal change between the Growth Plan and change in housing structure composition. Attribution may be furthermore difcult to accurately determine. Data Source(s) The data collection required for the scheduled Five-Year Interim Reviews may be streamlined with the existing Census Tract Community Proles prepared by Statistics Canada.

Key Performance Indicator #4 General Intensication Rate: All new residential development built inside the built boundary (intensication) divided by all new development (greeneld + intensication). Policy Theme(s) General Intensication Denition of Key Terms Built Boundary The limits of the developed urban area as dened by the Minister of Public Infrastructure Renewal (renamed Minister of Energy and Infrastructure) in accordance with Policy 2.2.3.5. Intensication The development of a property within an urban area at higher densities than currently exist, through the redevelopment of vacant or browneld lands; inlling of spaces between existing development; or the expansion or conversion of existing buildings. Growth Plan Policy Objective(s)

Section 2.2.3.1 of the Growth Plan states that by the year 2015 and for each year thereafter, a minimum of 40 per cent of all residential development occurring annually within each upper - and single -tier municipality will be within the built-up area. Section 2.2.3.2 of the Growth Plan states that if at the time this Plan comes into effect, an upper - or single - tier municipality is achieving a percentage higher than the minimum intensication target identied in Section 2.2.3.1 of the Growth Plan, this higher percentage will be considered the minimum intensication target for that municipality. 2.2.3.5 of the Growth Plan states the Minister of Public Infrastructure Renewal (renamed Minister of Energy and Infrastructure), in consultation with affected municipalities will verify and delineate the built boundary. Rationale The general principle for measuring progress towards the general residential intensication target identied in Section 2.2.3.1 is to distinguish between intensication, greeneld development, and pre-existing residential development within the built-up area. Evaluators are interested in the number of new residential units created in the designated intensication areas throughout the upper- and singletier municipalities. To determine this, it is necessary to identify the number of units

created within the built boundary (intensication units) and divide that gure by the total number of new units built throughout the municipality to determine the intensication rate. The built-up area was chosen as the spatial focus of evaluation (as opposed to settlement areas) because the boundaries of the built-up area have been clearly dened in the Growth Plans schedules and there is a clear policy intention in section 2.2.3.5 to regularly update this spatial denition over time. Limitation(s) This indicator assumes that the Province will implement measures to verify and delineate the built boundary in consultation with affected municipalities on a regular basis. A review of the built boundary may be appropriate following each ve year interim evaluation. The general intensication rate for the different intensication areas, including urban growth centres and transportation corridors, cannot be distinguished using this general intensication corridor. This indicator only provides a broad picture of regional intensication and does not allow evaluators to assess growth patterns in greater detail. The ndings produced by this indicator may show a one-time bump in intensication due to the initial delineation of the built boundary. These ndings may cause the appearance of a relatively short-term trend marked by rapidly increasing density, with intensication rates smoothing out over time. Data Source(s) The data collection required for the scheduled Five-Year Interim Reviews may be streamlined with the existing Municipal Performance Measurement Program. Assuming that detailed data and drawings on the land considered within the built-up area are provided to affected municipalities to simplify data collection processes, it is recommended that an additional performance measure be introduced in the FIR to collect data on the amount new residential development built inside the built boundary.

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Key Performance Indicator #5 Percent change in density of jobs and population in urban growth centers (in relation to the Growth Plans minimum gross density targets). Policy Theme(s) Urban Growth Centres Denition of Key Terms Urban Growth Centres Identied in Schedule 4 of the Growth Plan for the Greater Golden Horseshoe, these centres are intended to concentrate development in high-density, mixed-use districts which are conducive to walking, cycling, and public transit use. These centres are intended to contribute to the overall goals of raising densities, reducing the amount of land consumed by urbanization, and reducing automobile dependency throughout the region. Growth Plan Policy Objective(s) Section 2.2.3 of the Growth Plan states that all municipalities will develop and implement through their ofcial plans and other supporting documents, a strategy and policies to phase in and achieve intensication and the intensication target. This strategy and policies will recognize urban growth centres and include density targets where applicable. Section 2.2.4 of the Growth Plan states that urban growth centres will: a) serve as high density major employment centres that will attract provincially, nationally, or internationally signicant employment uses; and b) accommodate a signicant share of population and employment growth. Rationale With minimum gross density targets of 400 residents and jobs combined per hectare for each urban growth centre in Toronto, and 200 residents and jobs combined per hectare for all other urban growth centres, the Growth Plan for the Greater Golden Horseshoe identies these urban growth centres as having the potential to accommodate a signicant share of population and employment growth through intensication. As focal areas for investment, these centres play an integral role in attracting and concentrating development. A performance indicator monitoring residential and employment density will monitor compliance with the intensication strategy.

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Limitation(s) This indicator cannot explain the differences in the capacity of municipalities to accomplish this policy objective, nor can it explain why other municipalities might remain in the status quo. Identifying the reasons why some areas are not meeting the growth targets can help in the review process of these policies. Data Source(s) Specialized data must be generated for each of the 25 urban growth centres by affected municipalities. Local Economic Development Ofces can collect data on the densities of different types of development and household size to estimate the density of each urban growth centre. The Growth Secretariat may request that affected municipalities report urban growth centre densities directly to the Ministry, independent of the standardized FIR.

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Key Performance Indicator #6 Percent change in commercial vacancy rates in Urban Growth Centres. Policy Theme(s) Urban Growth Centres Denition of Key Terms Urban Growth Centres Identied in Schedule 4 of the Growth Plan for the Greater Golden Horseshoe, these centres are intended to concentrate development in high-density, mixed-use districts which are conducive to walking, cycling, and public transit use. These centres are intended to contribute to the overall goals of raising densities, reducing the amount of land consumed by urbanization, and reducing automobile dependency throughout the region. Growth Plan Policy Objective(s) Section 2.2.3 of the Growth Plan states that all municipalities will develop and implement through their ofcial plans and other supporting documents, a strategy and policies to phase in and achieve intensication and the intensication target. This strategy and policies will recognize urban growth centres and include density targets where applicable. Section 2.2.4 of the Growth Plan states that urban growth centres will: a) serve as high density major employment centres that will attract provincially, nationally, or internationally signicant employment uses; and b) accommodate a signicant share of population and employment growth. Section 2.2.6 of the Growth Plan states that major ofce and appropriated major institutional development should be located in urban growth centres. Rationale The Plan identies 25 urban growth centres, representing a mix of well-established centres, underperforming centres, not-yet existing centres, and the declining downtowns of some smaller cities. The intensication of these designated urban growth centres, for which minimum gross density targets have been established to be met by 2031 or earlier, is an integral component of the Growth Plan. By monitoring the change in ofce and retail vacancy rates within these centres, it is possible to evaluate the economic vibrancy of these intensied areas over time. Commercial vacancy rates are an important economic indicator for assessing the viability of further residential and employment intensication.

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Limitation(s) This indicator does not provide insight into why some municipalities may have more ofce and retail vacancies than others. The ndings produced by this indicator do not reect market demand or the potential of wealth for economic activity. Data Source(s) Specialized data must be generated for each of the 25 urban growth centres by affected municipalities. The Employment Surveys of affected municipalities in which an urban growth centre are identied may be modied to collect ofce and retail vacancy rate data. The Growth Secretariat may request that affected municipalities report urban growth centre vacancy rate data directly to the Ministry, independently of the standardized FIR.

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Key Performance Indicator #7 Percent change in area of designated employment lands and percent change in employees per employment land hectare, within the built boundary. Policy Theme(s) Employment Lands Denition of Key Terms Employment Lands Lands designated as employment areas in an Ofcial Plan for clusters of businesses and economic activities including, but not limited to, manufacturing, warehousing, ofces, and associated retail and ancillary facilities (Provincial Policy Statement, 2005). Built Boundary The limits of the developed urban area as dened by the Minister of Public Infrastructure Renewal (renamed Minister of Energy and Infrastructure) in accordance with Policy 2.2.3.5. Growth Plan Policy Objective(s)

The Growth Plan states that an adequate supply of employment lands will be maintained to accommodate growth forecasts. Section 2.2.6 states that municipalities will promote economic development and competitiveness by planning for, protecting, and preserving employment areas for current and future uses. Rationale The Growth Plan requires municipalities to plan for and protect employment areas. From a land use perspective, there is a necessity for readily available serviced land to allow for future economic activities and prosperity. It is also critical to plan for employment in a way that revitalizes downtowns and supports sustainable communities. One way to monitor employment lands is to track the change in area of designated employment lands. This will identify trends which are occurring and will indicate if further investigation is required. The second component of this indicator will measure the utilization of these lands for employment purposes by monitoring the change in employees per employment land hectare within the built boundary. The two components of this indicator will be calculated separately.

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Limitation(s) To ensure consideration is given to changing circumstances, it is necessary municipalities conrm or amend their policies dealing with areas of employment, including land use designations and policies dealing with conversion of employment lands. This will depend on the Ofcial Plan revisions which are done differently in each municipality. The denition of employment lands can differ in various municipalities with varying land needs and other requirements. Using this indicator it is possible to monitor the volume of economic activity, but monitoring and predicting trends in the type and spatial characteristics of employment activity in the region may be difcult. Data Source(s) Municipal planning authorities keep data on development proposals and zoning by-law amendments that can be aggregated to determine the change in area of designated employment lands within individual municipalities and the region as a whole. To streamline data collection processes, it is recommended that an additional performance measure be introduced into the Land-Use section of the FIR to collect data on the stock of employment lands for all upper- and lower-tier municipalities in the region. For the second component of this indicator, the Growth quest that an additional performance measure be added quires all municipalities to report the number of employees hectare. This data may be collected through municipal Secretariat may reto the FIR that reper employment land Employment Surveys.

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Key Performance Indicator #8 Percent change in density of new development in Designated Greeneld Areas. Policy Theme(s) Designated Greeneld Area Denition of Key Terms Designated Greeneld Area The area within a settlement area that is not built-up area. Where a settlement does not have a built boundary, the entire settlement area is considered designated greeneld area. Growth Plan Policy Objective(s) Section 2.2.2 of the Growth Plan supports building compact, transit-supported communities in designated greeneld areas. Section 2.2.7.2 of the Growth Plan states that the designated greeneld area of each upper or single tier municipality will be planned to achieve a minimum density target that is not less than 50 residents and jobs combined per hectare. Section 2.2.7.6 of the Growth Plan states that municipalities will develop and implement Ofcial Plan policies, including phasing policies, and other strategies, for designated greeneld areas to achieve the intensication target and density targets of this Plan. Rationale Building more compact greeneld communities that reduce the rate at which land is consumed can achieve better use of land and infrastructure. When they are protected, greenelds serve to promote growth in already developed areas and curb urban sprawl. As parks and greenways, they also provide green infrastructure essential to liveable communities. By monitoring the density of greeneld development in relation to the minimum density target identied in Section 2.2.7.2, it is possible to evaluate the progress made by municipalities towards the minimum density target and to monitor trends in greeneld development. Limitation(s) The indicator will not provide for the type of development that is occurring in greeneld areas. It is dependent on the municipality to update this information which could occur at varying times according to the municipality.

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Data Source(s) The data collection required for the scheduled 5-Year Interim Reviews may be streamlined with the existing Municipal Performance Measurement Program. The Growth Secretariat may request that an additional performance measure be added to the FIR that requires all municipalities to report the density of new development in Designated Greeneld Areas.

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Key Performance Indicator #9 Average daily commute time (from home to work). Policy Theme(s) Transportation Denition of Key Terms Commute Time - Length of time it takes person to go from home to their place of employment. Growth Plan Policy Objective(s) Section 2.2.2.1 of the Growth Plan states that population and employment growth will be accommodated by: a) reducing dependence on the automobile through the development of mixed use, transit supportive, pedestrian-friendly urban environments; b) providing convenient access to intra- and inter-city transit; c) planning and investing for a balance of jobs and housing in communities across the GGH to reduce the need for land distance commuting and to increase the modal share for transit, walking and cycling. Section 2.2.3.7 of the Growth Plan states all Intensication areas will be planned and designed to support transit, walking and cycling for everyday activities. Section 2.2.5.2 of the Growth Plan states that major transit station areas will be planned and designed to provide access from various transportation modes to the transit facility, including consideration of pedestrians, bicycle parking and commuter pick-up / drop-off areas. Rationale The Growth Plan aims to reduce dependence on the automobile through the development of mixed use, transit supportive, pedestrian-friendly urban environments. By measuring the average commute times people take from home to work, this indicator provides some insight into availability of proximal employment lands. Limitation(s) Analyzing home to work travel times alone does not give any indication of geography, or where the commute is taking place. This indicator should be used in conjunction with place of work and transportation to work. Regional data is not currently collected or scaled for the Greater Golden Horseshoe. Data on the average daily commute times are collected by Statistics Canada, but data is only aggregated to the national level. 44

Data Source(s) The Transportation Tomorrow Survey (TTS) currently collects data on the share of travel mode based on the trips made by residents in upper- and lower-tier municipalities in the Greater Golden Horseshoe. The data collection required for the scheduled 5-Year Interim Reviews may be streamlined with the existing Transportation Tomorrow Survey. The Growth Secretariat may request that an additional performance measure be added to the Survey to collect time series travel information.

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Key Performance Indicator #10 Share of travel mode as a percent of total trips made by residents. Policy Theme(s) Transportation Denition of Key Terms Mode of Travel - The form of transportation used including automobiles, walking, cycling, buses, rapid transit, rail, trucks, air and marine. Growth Plan Policy Objective(s) Section 2.2.2.1 of the Growth Plan states that population and employment growth will be accommodated by: a)reducing dependence on the automobile through the development of mixed use, transit supportive, pedestrian-friendly urban environments; b) providing convenient access to intra- and inter-city transit; and c) planning and investing for a balance of jobs and housing in communities across the GGH to reduce the need for land distance commuting and to increase the modal share for transit, walking and cycling. Section 2.2.3.7 of the Growth Plan states that all Intensication areas will be planned and designed to support transit, walking and cycling for everyday activities. Section 2.2.5.2 of the Growth Plan states that Major transit station areas will be planned and designed to provide access from various transportation modes to the transit facility, including consideration of pedestrians, bicycle parking and commuter pick-up / drop-off areas. Rationale The Growth Plan aims to reduce dependence on the automobile through the development of mixed use, transit supportive, pedestrian-friendly urban environments. By measuring the mode of transit for commuters, from home to work, this indicator provides some insight into availability of proximal employment lands, and quality and accessibility of public transit. Limitation(s) This indicator will help to gauge public transit ridership, but does not provide a direct way of measuring ongoing quality of service.

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Data Source(s) The data collection required for the scheduled 5-Year Interim Reviews may be streamlined with the existing Transportation Tomorrow Survey. The Transportation Tomorrow Survey (TTS) currently collects data on the share of travel mode based on the trips made by residents in upper- and lower-tier municipalities in the Greater Golden Horseshoe.

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Key Performance Indicator #11 Percent change in capital investment in public transit systems compared to percent change in capital investment in private transportation infrastructure. Policy Theme(s) Moving People Denition of Key Terms Capital Investment - Financial investment in new systems or upgrades to existing services as opposed to costs associated with maintaining the status quo. Private Transportation Infrastructure - Roadways, bridges, lighting, etc. that are developed primarily to serve private automobiles. Growth Plan Policy Objective(s) Section 3.2.3.1 of the Growth Plan states that public transit will be the rst priority for transportation infrastructure planning and major transportation investments. Section 3.2.3.2 of the Growth Plan states that all decisions on transit planning and investment will be made according to using transit to shape growth, and planning for high residential and employment densities that ensure the efciency and viability of existing and planned transit service levels. Rationale The Growth Plan identies the importance of infrastructure investment as a tool to support growth. It identies transit infrastructure investment as a priority in terms of both moving people and managing growth. This indicator will specically measure the level of investment in transit infrastructure and reveal nancial commitment to goals of the Growth Plan. Limitation(s) Financial Information Return system will need to be adjusted to allow for proper and timely reporting. Does not recognize the spatial qualities of transit investment (i.e. within urban growth centres, built-up area, urban fringe, etc.). Does not consider the overlap of public and private transportation infrastructure. Could conict with moving goods indicators. 48

Data Source(s) This indicator contemplates the collection of both municipal expenditure and provincial expenditure data on public transit systems and transportation infrastructure in the Greater Golden Horseshoe. The collection of municipal data required for the scheduled 5-Year Interim Reviews may be streamlined with the existing Municipal Performance Measurement Program. The FIR already collects municipal transportation investment data for all upper- and lower-tier municipalities, including Canada Transit Funding (Bill C-48) and capital nancing for transit operations and infrastructure. The collection of provincial data on capital investment required for the scheduled 5-Year Interim Reviews may be retrieved through a partnership with the Ministry of Transportation. The Growth Secretariat may request that the Ministry of Transportation report provincial investment in public transit systems and private transportation infrastructure.

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Key Performance Indicator #12 Percent change in the value of goods shipped on priority routes. Policy Theme(s) Moving Goods Denition of Key Terms Priority Routes - To be established by municipalities to facilitate the movement of goods into and out of areas of signicant employment, industrial and commercial activity, as well as to provide alternate routes. Value of Goods Dened as the aggregate output or share of GDP that represents the total market value of all nal goods and services produced in a given year in a given country. Growth Plan Policy Objective(s) Section 3.2.4.1 of the Growth Plan states that the rst priority of highway investment is to facilitate efcient goods movement by linking inter-modal facilities, international gateways, and communities within the Golden Greater Horseshoe. Section 3.2.4.4 of the Growth Plan states that municipalities will provide for the establishment of priority routes for goods movement, where feasible, to facilitate the movement of goods into and out of areas of signicant employment, industrial and commercial activity and provide alternate routes connecting to the provincial network. Rationale Trade is the engine of Ontarios economic prosperity with more than 40% of the provinces GDP dependent on trade. The Growth Plan identies the importance of infrastructure investment as a tool to support growth. It requires municipalities to identify priority goods movement routes and encourages investment to increase goods movement efciency. This indicator will specically measure changes in the volume and efciency of goods movement along priority routes and will reveal progress towards goods movement efciency objectives. Limitation(s) Dependant on establishment of priority routes by municipalities.

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 The scope of the policy objective and complexity of data would make data collection and aggregation difcult. A more simplied approach to measuring the impact of the Growth Plan on the efciency of goods movement would be to measure the percent change in capital investment in priority routes. However, this would only measure investment in highways. Data Source(s) The data for this indicator may be retrieved through a partnership with the Ontario Trucking Association (OTA). The OTA currently collects data on the share of GDP shipped along existing major highways in the Province. The retrieval of regionally focussed data may be requested by the Growth Secretariat through the Ministry of Transportation.

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Key Performance Indicator #13 Average travel time on designated priority routes for goods movements.

Policy Theme(s) Moving Goods Denition of Key Terms Priority Routes - Established by municipalities to facilitate the movement of goods into and out of areas of signicant employment, industrial and commercial activity and provide alternate routes connecting to the provincial network of highways. Growth Plan Policy Objective(s) Section 3.2.4.1 of the Growth Plan states the rst priority of highway investment is to facilitate efcient goods movement by linking inter-modal facilities, international gateways, and communities within Greater Golden Horseshoe.

Section 3.2.4.4 of the Growth Plan states that municipalities will provide for the establishment of priority routes for goods movement, where feasible, to facilitate the movement of goods into and out of areas of signicant employment, industrial and commercial activity and to provide alternate routes connecting to the provincial network. Rationale The Growth Plan identies the importance of infrastructure investment as a tool to support growth. It requires municipalities to identify priority goods movement routes and encourages investment to increase efciency. The improved efciency of the goods movement system will enhance economic competitiveness for municipalities within the Greater Golden Horseshoe and the region as a whole. Limitation(s) Priority routes are not identied or dened in the Growth Plan for the Greater Golden Horseshoe. The designation of these routes are at the discretion of municipalities. Given that data cannot be collected before the routes are identied, data for average travel time in the region can only be collected for major highways.

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Data Source(s) The data for this indicator may be retrieved through a partnership with the Ministry of Transportation and the Ontario Trucking Association (OTA). The Growth Secretariat may request data sets from the Ministry of Transportation that aggregates GPS data which monitors average travel time and the variability of the journey of goods along major highways by examining the departure time and route choice. The OTA may be a useful source for time-travel data. The organization currently measures the shipment of time-sensitive freight in the Province for the purpose of calculating the cost of transportation as a proportion of the delivered price of major export products (Ontario Trucking Association, 2010).

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Key Performance Indicator #14 Percent of households paying 30% or more of gross annual income on housing. Policy Theme(s) Affordable Housing / Community Infrastructure Growth Plan Policy Objective(s) Section 3.2.6.5 of the Growth Plan states that municipalities will establish and implement minimum affordable housing targets in accordance with Policy 1.4.3 of the Provincial Policy Statement, 2005. Section 3.2.6.6 of the Growth Plan states that upper- and single - tier municipalities will develop a housing strategy in consultation with lower-tier municipalities, the Minister of Municipal Affairs and Housing and other appropriate stakeholders. The housing strategy will set out a plan, including policies for ofcial plans, to meet the needs of all residents, including the need for affordable housing both home ownership and rental housing.

Rationale Municipal statistics demonstrate that affordable housing is not automatically a byproduct of increased density. In fact, high housing costs may be a reection of the desirability of denser, more diverse settings and the willingness of people to pay to live in them. There is a need to ensure that more compact development is also equitable. Although the Growth Plan is not a strategic policy instrument for the provision of affordable housing, this indicator is helpful in assessing the health of the residential stock and the absorption of future population growth in the regional housing market. Limitation(s) This indicator only measures the housed and does not assess how well the Growth Plan is dealing with homelessness. To access this information, there is a retrieval and delivery fee of $60.00 per occurrence. Statistics Canada reports that this data source is updated every 5 years, however the only updated data accessible was prepared using 2001 Census data. This data source must be conrmed.

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Data Source(s) The data collection required for the scheduled 5-Year Interim Reviews may be streamlined with the existing Statistics Canada publications: Prole of Income of Individuals, Families and Households, Social and Economic Characteristics of Individuals, Families and Households, Housing Costs, and Religion (Canada).

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Key Performance Indicator #15 Percent of households paying 30% or more of gross annual income on housing. Policy Theme(s) Natural Systems Denition of Key Terms Urban Open Space Systems - Includes rooftop gardens, communal courtyards, and public parks. Growth Plan Policy Objective(s) The Growth Plan acknowledges that some natural heritage features are already under the protection of legislation such as the Ontario Heritage Act or provincial policy plans such as the Greenbelt Act. Nevertheless, the Growth Plan is intended to support and build upon these initiatives by encouraging a culture of conservation.

Section 4.2.1 of the Growth Plan states that municipalities are encouraged to establish urban open space systems within areas that are built up. Rationale An increase in urban open space systems is seen as a way to measure how people are investing in urban revitalization. The increase in these systems can lead to cohesive communities, benet air and water quality, and increase opportunities for urban recreational activity. Limitation(s) This system can lead to a lling in approach toward urban open space creation. Rather than specically planning for open space in urban areas, it is left in the hands of the public to create open space in an unstructured and unplanned for manner. Data Source(s) Municipal zoning and development applications can be used to measure the number of applications for a type of urban open space development. Also, any instances of municipally led initiatives for urban open space development are usually carried out by local parks and recreation departments. The data collection required for the scheduled 5-Year Interim Reviews may be streamlined with the existing Municipal Performance Measurement Program. The Growth Secretariat may request that an additional performance measure be added to the FIR that requires all municipalities to report the frequency of urban open space development applications and municipally led initiatives. 56

Key Performance Indicator #16 Number of hectares of land originally designated for agricultural uses which was re-designated for other uses during the reporting year. Policy Theme(s) Prime Agricultural Areas Denition of Key Terms Agricultural Uses - The means of growing crops, including nursery and horticultural crops; raising of livestock; raising of other animals for food, fur or bre, including poultry and sh; aquaculture; apiaries; agro-forestry; maple syrup production; and associated on-farm buildings and structures, including accommodation for full-time farm labour when the size and nature of the operation requires additional employment (Provincial Policy Statement, 2005). Growth Plan Policy Objective(s) Section 4.2.2 of the Growth Plan states that municipalities are encouraged to maintain, improve and provide opportunities for farm-related infrastructure such as drainage and irrigation. Rationale By measuring the amount of land being used for agricultural purposes it can than be indicated whether this type of land use is being protected or not. The intention of this indicator is to describe the changes in land use and how these changes affect agricultural land. This indicator also provides insight into the economic situation of the agricultural industry in the Golden Greater Horseshoe. Limitation(s) Does not measure what factors led to agricultural land loss. Economic factors such as unsuccessful agricultural practice and environmental factors such as intensication of land leading to bad soil should be accounted and are not. Data Source(s) The data collection required for the scheduled 5-Year Interim Reviews may be streamlined with the existing Municipal Performance Measurement Program. The Planning and Development section of the FIR currently collects data on the preservation of agricultural land by accounting for lands that are gained for agricultural use or re-designated for purposes other than agriculture. 57

3.0 Conclusions
This section outlines some of the over-arching strengths and limitations of this framework identied over the course of this undertaking. 3.1

Framework Strengths
Section 5.4.3 of the Growth Plan establishes expectations for monitoring and evaluating the implementation of policies and targets set out within the Plan. Key performance indicators are expected to be developed as a primary component of this requirement. The performance indicators outlined in this report have been formulated on the basis of rigorous research and methodological processes, and may act as a valuable evaluative tool for the successful implementation of the Growth Plan. There has been an attempt to address any inherent limitations of this framework, while maintaining a number of positive details capable of specically addressing the performance monitoring needs of the Ontario Growth Secretariat. Throughout the initial research phase, numerous performance measurement programs relating to smart growth, growth management, and planning policy were identied and evaluated. A thorough environmental scan of growth management performance evaluation in other jurisdictions was also conducted, and a comprehensive inventory of these programs was created. The inventory should continue to serve as a valuable tool for comparative and idea-generating purposes. A set of preliminary key performance indicators was developed using Cecilia Wongs four-step methodological approach (see section 2.4). Wongs methodology is simple and concise, and was developed to help construct indicators at a regional scale. Her method is highly accredited and follows a logical sequence of steps, which are transferable to other performance monitoring initiatives. In addition to the Wong methodology, indicator development was rooted in the policy objectives of the Growth Plan. Therefore, direct linkages were made between the Plans policy goals and the methods of evaluation. As a complement to the guiding principles, this framework also presents a series of selection criteria potential indicators can be evaluated against (see section 2.3). The selection criteria outline essential characteristics of effective indicators that have been identied through a jurisdictional scan, as well as an academic literature review.

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This framework also outlines a realistic methodology for the collection of data. One of the most pressing challenges the Ontario Growth Secretariat will face with regard to performance measurement will be accessibility of appropriate data, which is the core of any performance measurement program. Accessible, transparent and current data can be difcult to obtain, especially at a regional or sub-regional scale. Within this framework, numerous data sources have been identied, and specic recommendations for data collection have been made (see sections 2.5.2 and 4.0). The research conducted for this initiative may serve as a valuable administrative tool for the Ontario Growth Secretariat as they begin to measure Growth Plan implementation.

3.2

Framework Limitations
The research informing this undertaking and the development of this framework have revealed a number of limitations inherent to performance measurement of growth management generally, and with specic liability to the Performance Measurement Framework for the Growth Plan for the Greater Golden Horseshoe. Of these limitations, three over-riding concerns have surfaced as bearing greatest relevance to the Ontario Growth Secretariat in moving forward with this undertaking: 1. This framework has been developed to measure and monitor the degree to which policies contained within the Growth Plan are being successfully implemented. This may be perceived as a limitation of the evaluative capacity of this framework in the respect that it only measures policy implementation progress and does not examine the merits of the policies themselves. It is furthermore limited in its abilty to identify alternatives where shortcomings in policy implementation may be identied. 2. The issue of causality presents as a signicant and double-edged limiting factor to the efcacy of this framework as an evaluative tool for measuring the success of the Growth Plan. Firstly, the potential for false attribution derives from the fact that this evaluative framework may detect whether or not a given change has occured since the implementation

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of the Plan, but it cannot state with certainty that an observed change occured discretely because of the Plan. Forces external to the inuences of policies contained within the Growth Plan will be persistent and will make the relationships between causes and effects difcult to view in isolation. Conversely, this framework is limited in that it may fail to detect unanticipated outcomes and/or outcomes on areas outside those delineated by the Plan. For example, the Neptis Foundation has identied that the Growth Plan intensication policies do not anticipate the occurence of ineffective intensication developing within 500 metres of the outer edge of the built boundary. This observation corroborates a notion that this proposed framework does not have the ability to measure unanticipated growth outcomes, which fall outside the scope of the Plan but may be impacted by them. 3. Though not a limiting factor of this framework per se, the relative infancy of both the delineation of the Greater Golden Horseshoe as a distinct geographic region, and of the Growth Plan presents potentially signicant constraints to the performance measurement of the Plan. In many instances it may be difcult to detect temporal changes to the characteristics of the region to compare with current conditions, as data and data collection regimes for many of the characteristics in question are as of today non-existent. This constraint should alleviate over time as both the necessary data collection regimes and data sets are generated, and as the region evolves under the Growth Plan.

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4.0 Recommendations and Next Steps

This section outlines a number of recommendations intended to inform the next steps of the Ontario Growth Secretariat as they move forward in developing a performance measurement framework to address section 5.4.3 of the Growth Plan. These recommendations may be used generate ideas for future discussion and policy revision. This list is not intended to be exhaustive, but each of the seven points may be of value in the development of an effective performance measurement framework. 1. Layer data sharing through regional partnership mechanisms with the Ontario Growth Secretariat acting as the central body for coordinating and overseeing data collection. It is recommended that the OGS appoint a Regional Planning Monitoring Council to guide efforts that encourage data collection which is transparent and easy to access. A critical task for the established council would be to develop a well-articulated protocol on data specication and the transmission of local data, with the roles and responsibilities of local planning authorities clearly understood. Data collection agencies outside the realm of government should also be incorporated into the efforts to share data across political and geographic boundaries. The Regional Planning Monitoring Council would have the ability to develop an action plan in order to accomplish these goals. Holding workshops with data providers to discuss monitoring requirements will help establish necessary links in the preparation of performance evaluation. Stakeholder conferences to present and discuss the ndings would furthermore establish good practice in facilitating working partnerships. 2. Modify existing data collection processes at the municipal and provincial level to satisfy the data requirements for monitoring growth management in the Greater Golden Horseshoe. In order to adopt a comprehensive performance measurement system, a rigorous data collection procedure may be required to meet the supplementary needs of specic statistical information. This shall not be resource prohibitive in the context of the Growth Plan for the Greater Golden Horseshoe, as it is simply a matter of applying minor additions to a standard data collection tool. The annual Financial Information Return (FIR) reporting system has the capacity to introduce additional efciency and effectiveness performance measures in Schedules 91 &

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92. While these sections monitor the quality of service delivery, it would be useful to incorporate additional performance measures relating to growth management in certain segments of the report (i.e. land-use planning section). Schedule 90, labelled municipal information performance measures already requires that all upper- and lower-tier municipalities in Ontario submit population data to include in the provinces database. Therefore, employing automatic formulas and calculations in the design of the FIR are the only efforts needed to determine the amount of growth and growth rates in comparison to the baseline gures. 3. Develop a composite index to capture the multivariate policy objectives of growth management into one discrete measure of progress. Given the range of policy goals contained within the Growth Plan for The Greater Golden Horseshoe, the development of a composite index geared to providing one coherent image of progress may serve as a useful tool for articulating the Plans overall efcacy to the general public. The distillation of multivariate policy goals and outcomes into a composite index score may help to migtigate misinterpretation of the Plans effectiveness, limiting potential outcome anomalies from becoming inappropriately representative of the Plans implementation success. The development by the Ontario Growth Secretariat of a composite index to capture growth management outcomes may furthermore improve cross-jurisdictional comparison. As growth management strategies are increasingly adopted throughout North America and globally, the development of such an index as a component of the monitoring framework for the Growth Plan may also serve to further entrench Ontario as a leader in the arena of growth management. 4. Facilitate data sharing processes with municipalities on the basis of exchange theory: cooperation is a voluntary transaction whereby municipalities derive mutually reinforcing benets from data collection and analysis. Additional performance measures introduced in the FIR required from municipalities through the Provinces Municipal Performance Measurement Program may slightly increase operating costs and organizational complexity at the municipal level. These data requirements represent relatively small modications to the existing data collection processes currently completed by all upper- and lower-tier municipalities in Ontario. For instance, affected municipalities may be required to report on commercial vacancy rates within designated urban growth centers and provide standardized employment survey data within the framework of the FIR. Although data would be collected primarily for regional analysis, it is anticipated that local planning authorities of upper- and lower-tier municipalities will benet from the collection, analysis and policy guidance of the proposed evaluative framework for growth management in the Greater Golden Horseshoe. The Ontario Growth Secretariat may reinforce these mutual benets and strengthen their relationship with municipalities by incorporating feedback sessions into the 5 year interim review process at which time the Province can report to municipalities on the progress made towards the Plans targets and objectives.

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5. Consider adopting a quality of life measurement framework that quanties qualitative data and determines meaningful interactions between land use and the environment. While the Growth Plan is primarily concerned with growth management, it should be understood that every public policy has an overarching goal to improve the quality of life for current and future residents. However, the comprehensive collection and measurement of regional data relating to aspects of quality of life are in their infancy. Strong quality of life indicators could provide meaningful evidence about the interactions and relationships between the policies in the Growth Plan and the local quality of life. Our recommendation is to consider a framework similar to the Federation of Canadian Municipalities Quality of Life in Canadian Municipalities. Examples of several quality of life indicators used in other jurisdictions, as well as the indicators and domains used by the Federation of Canadian municipalities can be found in the Appendix D. 6. Develop a monitoring framework to include the surveying and interviewing of key informants from both public and private sectors The inclusion of municipal councillor, local planner, and private developer perceptions of Smart Growth programs and policies has been employed in a number of relevant studies in Canada and the U.S. as both a measure of the effectiveness of a given strategy, as well as to illuminate key challenges faced in the implementation of a given plan (Grant, 2009; OConnell, 2008; Ingram et. al., 2009). The literature suggests that the varied experiences of planners, local politicians, and developers with the implementation of smart growth programs can inform evaluative processes through insight gained on the ground; they may provide invaluable knowledge regarding potential gaps between the stated intents of policies and the realities of achieving smart growth goals (Grant, 2009). The inclusion of key informant perceptions will also serve to broaden the evaluation of Ontarios smart growth success to include an important human dimension, indiscernible through statistical and policy conformance data analysis alone. This may be a crucial component in understanding how to better achieve the goals of the Growth Plan as it can provide a why factor to both successes and failures, in the implementation of policies articulated in the Plan.

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7. Include a monitoring framework that includes cross-jurisdictional comparative analysis In addition to measuring the performance of the Growth Plan against its stated goals, it is recommended that the monitoring framework for the Growth Plan evolves to include comparative analysis against other jurisdictions. The juxtaposition of jurisdictions against each other is a common approach to performance measurement, particularly for sustainability and growth management related programs (Ingram et al, 2009). The Lincoln Institute for example, analyzed performance indicators by comparing states with legislated smart growth programs against those without. The Yale Centre for Environmental Law and Policys Environmental Sustainability Index juxtaposes country against country (Esty et al, 2005). The overall degree of success achieved by a given jurisdiction in terms of growth management may be more readily observable when comparing across jurisdictions rather than in isolation, suggesting that the evaluative framework for the Growth Plan for the Greater Golden Horseshoe may benet from including comparative analysis dimension. Concluding Remarks This report has presented a preliminary framework aimed at informing the Ontario Growth Secretariat in the development of an ongoing regime for monitoring the performance of the Growth Plan for the Greater Golden Horseshoe. It is anticipated that this framework will act as a starting point from which the OGS can fulll the commitment to monitor set out in section 5.4.3 of the Plan. The intent is for this framework to evolve with the changing interactions between the Plan and the Greater Golden Horseshoe, at the discretion of the Growth Secretariat.

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Metrolinx. (2008). The Big Move: Transforming Transportation in the Greater Toronto and Hamilton Area (GTHA). Retrieved from: http://www.metrolinx.com/en/regionalTransportationPlan.aspx Meyer, P.B., & Ye, L. (2005). What is smart growth-really?. Journal of planning literature, 19(301), 301-315. Ministry of Municipal Affairs and Housing. (2008). Schedule 90, Performance Measures: Municipal Information. Toronto C, Financial Information Return. Ontario. National Center for Smart Growth Research and Education and the Environmental Finance Center. 2003. Retrieved electronically from: http://www.smartgrowth.umd.edu/smartgrowthinmaryland.htm National Performance Review. (1994/1995). From Red Tape to Results: Creating a Government that Works Better and Costs Less; Putting Customers First: Standards for Serving the American People; and Common Sense Government. Washington, DC. Niagara Escarpment Commission. (2008). Framework for Ontarios Niagara Escarpment (ONE) Monitoring Program. Niagara Escarpment Commission. (1990). Niagara Escarpment Planning and Development Act, 1990 2009 Revision. Retrieved from electronically from: http://www.escarpment.org/_les/le.php?leid=letzjcMfpp&lename=le_NEPDA_Revised_with_ the_Good_Government_Act__2009.pdf Niagara Escarpment Commission. (2009). One Monitoring Program Annual Report 2008-2009. Retrieved electronically from: http://escarpment.org/_les/le.php?leid=levvBBwuJwXK&lename=le_4_Monitoring_ Annual_Report_08_09.pdf North Jersey Transportation Planning Authority. (2009). North Jersey Strategy Evaluation. Retrieved electronically from: http://www.njtpa.org/Plan/Need/SE/default.aspx OConnell, L. (2008). Exploring the social roots of smart growth policy adoption by cities. Social science quarterly, 89(5), 1356-1372. Ofce of the Deputy Prime Minister. (2005). Regional Spatial Strategy Monitoring: A Good Practice Guide. Great Britain. Retrieved electronically from: http://www.communities.gov.uk/documents/planningandbuilding/pdf/143201.pdf Ontario Trucking Association. (2010). Industry Snapshot. Retrieved electronically from: http://practicalcargosecurement.com/news/industry/ Owen, J. M. (1999). Program evaluation: forms and approaches. 2nd ed. St Leonards, N.S.W. : Allen & Unwin. Patton, M. Q. (2003). Utilization-focused evaluation. In T. Kellaghan, & D. L. Stufebeam (Eds.), International handbook of educational evaluation (pp. 223-244). Netherlands: Kluwer. Picard, A. (2005, May 12). Economic indicators only tell part of the story. enter the ciw: canadian index of well-being. The Globe and Mail, A19. Pricewaterhouse Coopers LLP. (2007). Guide to key performance indicators: Communicating the measures that matter. Retrieved electronically from: http://www.corporatereporting.com/global_KPI_guide.pdf

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Province of Ontario Ministry of Energy and Infrastructure. (2006). Growth Plan for the Greater Golden Horseshoe, 2006. Retrieved electronically from: https://www.placestogrow.ca/index.php?option=com_content&task=view&id=9&Itemid=14 Province of Ontario Ministry of Energy and Infrastructure. (2005). Places to Grow Act, 2005. Retrieved electronically from: https://www.placestogrow.ca/index.php?option=com_content&task=view&id=4&Itemid=9 Province of Ontario Ministry of Municipal Affairs and Housing. (2008). 2008 Municipal Performance Measurement Program (MPMP) - Year 9. Retrieved electronically from: http://www.mah.gov.on.ca/Page6697.aspx Province of Ontario Ministry of Municipal Affairs and Housing. (2005). Green Belt Plan, 2005. Retrieved electronically from: http://www.mah.gov.on.ca/Page189.aspx#greenbelt Province of Ontario Ministry of Municipal Affairs and Housing. (2008). Municipal Performance Measurement Program (MPMP). Retrieved electronically from: http://www.mah.gov.on.ca/Page297.aspx Province of Ontario Ministry of Municipal Affairs and Housing. (2002). Oak Ridges Moraine Conservation Plan, 2002. Retrieved electronically from: http://www.mah.gov.on.ca/Page1707.aspx Province of Ontario Ministry of Municipal Affairs and Housing. (2005). Provincial Policy Statement, 2005. Retrieved electronically from: http://www.mah.gov.on.ca/Page1485.aspx

Province of Ontario Ministry of Municipal Affairs and Housing. (2009). Provincial Policy Statement, 2005: Discussion Paper for a Proposed Performance Monitoring Framework and Draft Indicators. Retrieved electronically from: http://www.mah.gov.on.ca/AssetFactory.aspx?did=6569 Province of Ontario - Ministry of Public Infrastructure Renewal. (2008). Planning for Employment in the Greater Golden Horseshoe. Retrieved electronically from: https://www.placestogrow.ca/images/pdfs/Employment_paper-Eng.pdf Province of Ontario Public Appointments Secretariat. (2010). Friends of the Greenbelt Foundation Agency Details. Retrieved electronically from: http://www.pas.gov.on.ca/scripts/en/BoardDetails.asp?boardID=141380 Province of Ontario Public Appointments Secretariat. (2010). Oak Ridges Moraine Foundation Agency Details. Retrieved electronically from: https://www.pas.gov.on.ca/scripts/en/BoardDetails.asp?boardID=141020 Provincial Planning Policy Branch. (2009). Greenbelt Plan, Performance Monitoring Framework, Draft Discussion Paper. Ontario Ministry of Municipal Affairs and Housing. Toronto, ON. Randolph, J. (2004). Environmental land use planning and management. Washington: Island Press. Regeer, B. , Hoes, A.,van Amstel-van Saane, M. Caron-Flinterman, F. F. and Bunders, J. F. G. (2009). Six guiding principles for evaluating mode-2 strategies for sustainable development, American Journal of Evaluation, 30(4) 515-537. Regional District of Nanaimo. (2008). Background to the regional growth strategy review. Retrieved electronically from Shaping our Future: http://www.shapingourfuture.ca/background.asp

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Rossi, P. and H. Freeman. (1994). Evaluation: A Systematic Approach. Thousand Oaks, CA: Sage Publications. Schacter, M. (2002). Practitioners Guide to Measuring the Performance of Public Programs. Institute on Governance, Ottawa, Canada. Schacter, M. (2002). What Will Be, Will Be: The Challenge of Applying Results-based Thinking to Policy. Institute on Governance, Ottawa, Canada. Scipioni, Antonio, Mazzi, Anna, Mason, Marco, Manzardo, Alessandro (2009). The Dashboard of Sustainability to measure the local urban sustainable development: The case study of Padua municipality, Ecological Indicators, 9 (2009) 364 380. Seasons, M. (2003). Monitoring and Evaluation in Municipal Planning: Considering the Realities. Journal of the American Planning Association, 69(4), 430-440. Song, Y. (2005). Smart growth and urban development pattern: a comparative study. International Regional Science Review, 28(239), 239-265. Spokane County. (2002). Appendix B - Performance Measurement. Retrieved electronically from:http://www.spokanecounty.org/BP/data/Documents/PerformMeas/PerformMeas.pdf Statistics Canada. (2010). Denitions, data, sources and methods: Private Dwelling. Retrieved electronically from: http://www.statcan.gc.ca/concepts/denitions/privdwel-logpriv-eng.htm Storch, H. & Schmidt, M. (2008). Environmental Protection in the European Union - Standards and Thresholds for Impact Assessment M. Schmidt, J Glasson, L. Emmelin and H. Helbron (Eds.). Berlin, Germany: Springer Swiss Federal Statistical Ofce (SFSO) Swiss Agency for the Environment, Forests and Landscape (SAEFL), Federal Ofce for Spatial Development (ARE) [2002]. Measuring sustainable development: insights into MONET the Swiss monitoring system. Neuchtel, Switzerland: Author Sustainable Seattle. (1998). Indicators of a Sustainable Community. Retrieved electronically from: http://sustainableseattle.org/Programs/RegionalIndicators/1998IndicatorsRpt.pdf Talen, E. (1996). Do plans get implemented? a review of evaluation in planning. Journal of Planning Literature, 10(248), 248 - 259. Tanguay, Georges A., Rajaonson, Juste, Lefebvre, Jean-Franois, Lanoie, Paul (2010).Measuring the sustainability of cities: An analysis of the use of local indicators, Ecological Indicators, 10 (2010) 407418. Tara Ramani, J. Z. (2009, April). Developing sustainable transportation performance measures for txdots strategic plan: technical report. Retrieved electronically from: http://tti.tamu.edu/documents/0-5541-1.pdf The Indicators of Sustainable Development. In The encyclopedia of earth. Retrieved electronically from: http://www.eoearth.org/image/Pressure-state-response_framework.gif

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The Neptis Foundation (2006). Commentary on the Ontario Governments Proposed Growth Plan for the Greater Golden Horseshoe. Neptis Papers on Growth in the Toronto Metropolitan Region. Retrieved electronically from: http://www.neptis.org/library/show.cfm?id=82&cat_id=30 The pressure-state-response framework. In Quality planning: the RMA planning resource. Retrieved electronically from: http://www.qualityplanning.org.nz/ monitoring/intro-pressure-state-response-framework.php Turnbull, B. (1999). The mediating effect of participation efcacy on evaluation use. Evaluation and Program Planning, 22, 131-140. United Nations Economic Commission for Europe (2009).Measuring sustainable development. Retrieved electronically from: http://www.unece.org/stats/publications/Measuring_sustainable_development.pdf Van Der Knaap, P. (2006). Responsive evaluation and performance management: Overcoming the downsides of policy objectives and performance indicators. Evaluation, 12(3), 287-293. Weiss, L. (1979). Information aggregation and policy. Stockholm. Weitz, J. (1999). From Quiet revolution to smart growth: state management programs, 1960 to 1999. Journal of Planning Literature, 14, 266 - 337. Wong, C. (2006) Indicators for urban and regional planning: The interplay of policy and methods. Routledge, London

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6.0 Appendices
Appendix A Appendix B Appendix C Appendix D Performance Measures Interim Report Inventory of Performace Measurement Programs Inventory of Performance Indicators Quality of Life Indicators

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Appendix A: Performance Measures Interim Report

Performance Measures
for the Greater Golden Horseshoe

Growth Plan

Interim Report - Appendix A

Ontario Growth Secretariat: Ministry of Energy & Infrastructure

Performance Measures:
for the Greater Golden Horseshoe Interim Report

Growth Plan

2/20/2010

Prepared by: Doreen Cortez, Mike Davis, Lara Dekkema, Kate Green, Amal Musa, Derek Nawrot, Melissa Nguyen, Rebecca Ramsey & Justin Robitaille Submitted to: Jamie Austin & Scott Coe, Ontario Growth Secretariat

Table of Contents
1.0 Background & Context
1.1 1.2 1.3 1.4 1.5 Growth Strategies Literature Review 1.1.1 Brief History of Growth Management Policies 1.1.2 Smart Growth: An Analysis Overarching Goals of the Growth Plan for the Greater Golden Horseshoe Commitment to Monitor Limitations of the Growth Plan Related Performance Measures/Evaluation Frameworks

6
6 7 8 10 13 13 14

2.0

Introduction to Policy Performance Monitoring

2.1 2.2 2.3 Approaches and Broad Methodologies Role of Performance Indicators Benefits and Challenges of Performance Measurement 2.3.1 Benefits and Opportunities 2.3.2 Challenges and Risks 2.3.3 Performance Indicator Measurement for Growth Management Programs SWOT Analysis Indicator Frameworks used for Municipal & Regional Evaluation 2.4.1 Layering Frameworks 2.4.2 Data Selection 2.4.3 Local Integration

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17 19 20 20 23 25 25 25 26 26

2.4

3.0

Performance Measurement Programs: Jurisdictional Scan

3.1 3.2 Strengths/Success Stories Failures/Weaknesses

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28 30

4.0

Our Approach
4.1 4.2 4.3 4.4 4.5 Regional Context Guiding Principles Approaches to Performance Measurement Methodological Approach Selection Criteria 4.5.1 General 4.5.2 Region Specific

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33 35 36 43 45 45 47

5.0

Appendix Inventory of Performance Measurement Programs Inventory of Performance Indicators

51 53 60

1.0 Background & Context

1.1

Growth Strategies Literature Review

The term Smart Growth is widely incorporated in the practice of urban planning. It is defined depending on the mandate of the organization employing it (Meyer & Ye, 2005; Downs, 2005; Low, Pearlman & Starkweather, 2004). Smart Growth can be described as a set of policies developed as a response to various political and environmental threats caused by urban sprawl. These threats can include loss of agricultural and environmentally sensitive lands, increased dependency on automobiles, excessive expenditures on infrastructure, and the failure to redevelop existing older neighbourhoods (Burchell, Listokin, & Galley, 2000; Downs, 2005; Meyer & Ye, 2005). Through smart growth policies, the burdens of development may be lessened by increasing density in urban centres. This places less demand on infrastructure which enables cost and impact savings. Public transportation is subsequently promoted which reduces the negative impacts of auto-dependency, and mitigates the consumptive use of land associated with urban sprawl (Randolph, 2004). Smart growth is different from older growth management techniques in that it tries to capture the positive economic impacts of growth while minimizing environmental and social consequences (Low, Pearlman & Starkweather, 2004, p.268) The common elements of Smart Growth are examined and identified by Lin Ye, Sumedha Mandpe and Peter B. Meyer (2005) in their paper What Is Smart Growth? Really? The authors survey smart growth policy definitions from a series of American planning associations and identified six consistent elements: planning, transportation, economic development, housing, community development, and natural resource preservation (2005, p. 308). These elements have not been chosen arbitrarily but have evolved through several social and environmental movements in Canada and the U.S. Smart Growth is the result of various political and environmental initiatives that began prior to World War II and gained momentum throughout 1980s, eventually leading to a set of policies aimed at addressing common resource issues (Burchell, Listokin, & Galley, 2000; Costa, 2005). Environmental crises, especially the effect of sprawl, were catalysts to early growth management policies (2000). For example, the earliest growth management tool to be used by municipalities was Euclidian zoning. In many places this sufficed as a protection for land within municipal boundaries. However, the lack of land-use controls outside city limits allowed development to mushroom into the suburbs after the war (2000).

Municipalities throughout Ontario, acting as key facilitators of urban sprawl, met the burgeoning demand for suburban housing with planning policies highly favourable to widespread suburban development. For decades municipalities across Ontario, eager to increase their tax revenue base, were quick to approve suburban developments with seemingly little contemplation of the adverse environmental, economic, and social impacts of urban sprawl (Hostovsky, 2009). This was done by prescribing segregated land uses and municipal zoning by-laws combined with amenable development approvals processes which further enabled and encouraged sprawling development. 1.1.1 Brief history of Growth Management Policies Growth management policies can be divided into three stages. The first stage originated in the U.S. and was largely focused on the protection of environmentally sensitive areas that were threatened by sprawling development (Burchell, Listokin, & Galley, 2000). During the 1960s and 1970s, American states began to address planning at a statewide level and required municipalities to conform to specific growth management goals to ensure protection of threatened lands or by targeting certain types of development (Burchell, Listokin, & Galley, 2000, Costa, 2005, Edwards & Haines, 2007). For example in 1971, the State of Florida introduced the Environmental Land and Water Management Act to manage growth on a regional scale and help control new development (2000). Vermont, Hawaii and Oregon implemented similar legislation around this time and went a step beyond by creating their own sustainable growth goals for new development (2000). The second stage addressed a broader spectrum of social needs, such as infrastructure renewal, affordable housing, economic development, community character, and quality of life. Maryland was the first state to use the term Smart Growth and the first to implement Smart Growth policies at the state level in 1997 (Burchell, Listokin, & Galley, 2000; Costa, 2005). In 2001, the Ontario government responded to the mounting concern over the impacts of urban sprawl by introducing a Smart Growth strategy for the province (Environmental Commissioner of Ontario, 2002). As the third stage of growth management currently gains momentum, Ontario has designed a growth management plan unique to the Greater Golden Horseshoe, sharing many of the characteristics of American Smart Growth policies. Among the range of policies introduced and implemented by the Ontario government over the past decade, the Places to Grow Act (2005), followed by the Growth Plan for the Greater Golden Horseshoe, and the Greenbelt Plan (2005), have garnered the most attention. These complementary instruments aim to limit the impacts of sprawl by guiding development into pre-existing urban centers and away from Greenfield, agricultural, and ecologically sensitive lands (The Pembina Institute, 2009). As the first regional growth plan for the GTA since the 1970s, Places to Grow has received both acclaim and criticism from the urban planning community.

1.1.2 Smart Growth: An Analysis Discourse on growth management is confounded by the ambiguity of the term Smart Growth. There are many urban planning organizations, government bodies, environmental groups, businesses and developers that use the term to describe a broad range of goals or policies (Meyer & Ye, 2005; Downs, 2005; Burchell, Listokin, & Galley, 2000; Talen, 1996). Policy goals often contain many of the same Smart Growth goals and strategies focusing on transportation, housing, community development etc., but will differ on the methods of implementation and specific areas of focus depending on the mandate of the organization (Meyer & Ye, 2005; Talen, 1996; Burchell, Listokin, & Galley, 2000). For example an environmental organization such as the Sierra Club may use the term to describe policies that focus almost entirely on the protection of environmentally sensitive land. An innercity developer, on the other-hand, may use the term Smart Growth but focus entirely on policies that promote infill development (Meyer & Ye, 2005). In his article Smart Growth: Why We Discuss It More Than We Do It, Downs (2005) states that in reality, (Smart Growth) has almost come to stand for whatever form of growth I like best in the opinion of whoever is speaking (p. 368). The central issue is that, the end result is the use of a common label for approaches that are not fully consistent and may even be contradictory (2005).

Another area of contention is in housing policy. Smart Growth policies often encourage high-density residential development in the inner city, as opposed to sprawling Greenfield development (Meyer & Ye, 2005, Burchell, Listokin, & Galley, 2000; Downs, 2005; Song, 2005). As Greenfield development is generally executed on a relatively large scale, one of the main arguments is that the encouragement of infill development is actually reducing the supply of affordable housing (2005; Edwards & Haines, 2007). Consequently although policies have been created encouraging Greenfield development, it is not likely they will be implemented (2000; 2005; Edwards & Haines, 2007). It has also been argued that Greenfield development is more profitable than infill development. Therefore, policies which encourage infill development may take longer and be more problematic to implement (2000; 2005; Edwards & Haines, 2007). Scholarly research also touches on the necessity of regional planning and increased federal funding in order to carry out Smart Growth policies (Downs, 2005; Talen, 1996; Costa, 2005; Burchell, Listokin, & Galley, 2000, Edwards & Haines, 2007). It is argued that urban growth boundaries are not effective on a small municipal scale and that boundaries must be implemented regionally. This requires major shifts in the planning power structure for some areas and is not likely to occur in most cities (2007; Downs, 2005; Costa, 2005).

The implementation and evaluation of Smart Growth policies provide another area of concern and a new frontier in growth management. Critics of Smart Growth lay claim to a myriad of issues that hinge on the lack of a methodology for evaluation of Smart Growth policies and also a series of problems that arise from their attempted implementation (Talen, 1996, Downs, 2005; Song, 2005; Edwards & Haines, 2007). One argument is simply that shifting development to inner-city high-density development and compact form increases the amount of red tape new development must go through, thus increasing development costs (Downs, 2005). Downs (2005) also states that the number of persons owning open land outside the built-up areas who might profit from further sprawl is normally much larger than the number owning in-fill sites within built-up areas likely to profit from Smart Growth (p.372). The significance is that it becomes much harder to implement Smart Growth policies because they necessitate a change in the long-established system of financial winners and losers. At this stage it is difficult to refute logical arguments that draw attention to flaws in Smart Growth plans as there is no obvious strategy to measure their effectiveness. The criticism of Smart Growth policies outlines the importance and necessity of an effective methodology for policy evaluation of success (or failure). Academics and professionals agree that evaluation is essential to learn about the influence of Smart Growth (Edwards and Haines, 2007; Downs, 2005; Costa, 2005; Talen, 1996). Some research has been undertaken in this area, focusing on evaluating implementation in specific cities by reading through municipal official plans and assessing the amount of action orientated Smart Growth policy language present (Edwards and Haines, 2007). Plans may also be measured by using quantitative approaches. There are several methods of research which venture to measure certain factors that are highly correlated with the achievement of project goals (Talen, 1996, p.254). However while some research has been completed in this area, it is still relatively new and very little is specific to measuring the goals of Smart Growth (Talen, 1996). The policy measures taken by the Government of Ontario to achieve Smart Growth goals is a step in the right direction toward urban sustainability, but to date, successfully achieving broad implementation of these goals has been limited. An Ontario-wide Community Sustainability Report released by the Pembina Institute (2007) has indicated that regional municipalities in the GTA and across the Greater Golden Horseshoe are consistently ranking very low on a Smart Growth index created by the organization (p.19). In conclusion, most criticisms of Smart Growth appear to be centered on policy implementation and evaluation, or lack thereof. Smart Growth is a term that carries with it a great deal of significance which seems to be its greatest strength and weakness. The literature shows that while it represents a new trajectory for urban planning, the next step in this process is to find a way to give the policies teeth so to speak, as well as to establish an accepted framework to evaluate their success.

1.2

Overarching Goals of the Growth Plan for the Greater Golden Horseshoe
The Greater Golden Horseshoe is the fastest growing region in Canada. By 2031, this region is expected to account for 80% of Ontarios population growth. This tremendous amount of growth will require the province to plan ahead in an effort to make growth happen in a sustainable manner. Existing infrastructure and built up areas will be used more effectively and any new Greenfield developments will need to be compact to reduce land consumption. The adoption and implementation of the Growth Plan for the Greater Golden Horseshoe was a response to such challenges as infrastructure deficits, traffic congestion, inappropriate conversion of employment lands and lack of attractive an efficient public transit (Ministry of Public Infrastructure Renewal, 2006; p.8).Thus, policy directions were set to guide and manage growth, provide infrastructure support and protect valuable natural systems, agricultural areas, mineral and other natural resources (Ministry of Public Infrastructure Renewal, 2006). The Plan outlines three overarching goals: growth management, infrastructure support, and conservation and protection. Growth Management

The Plan begins by indicating the importance of legislating where and how growth should occur. The management of growth is encouraged by directing growth into areas where growth already exists. The Plan also acknowledges that rural communities are a key component to the vitality and well-being of the region and recognizes that the revitalization of urban growth centres is a vital component in achieving their goal of complete communities. These complete communities will be well-designed, offer more transportation choices, accommodate people in all stages of life and have more types of housing, a wide range of jobs, and easy access to daily amenities, whether urban or rural. Specific growth targets are also clearly outlined for how much growth is expected within each community. The Plan also acknowledges that rural communities are a key component to the vitality and well-being of the region. Highlights: Population forecasts are made for each single and upper tier municipalities to guide growth management in these communities Forecasts are expected to be achieved through a variety of planning methods including directing growth to built up areas and settlement areas, supporting transit to discourage long distance commuting, and encourage the development of complete communities General intensification targets are expected to be met by the year 2015

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Official plans will plan for major transit stations and intensification corridors Economic development and job creation will be planned by the designation of employment lands Clearly outlined directives regarding the expansion of existing settlement area boundaries

Rural settlements should be planned for using standards that serve the needs or residents and businesses

Infrastructure Support The plan goes beyond simply setting the standards for expected growth targets by also outlining steps for how this growth can be supported. For this purpose the second overarching goal is the intention to provide a framework to support future growth. This framework is primarily addressed in the terms of infrastructure investments and improvements. Specifically, the Plan highlights three categories where infrastructure support is encouraged and intended to take place. Highlights: The first category of infrastructure support is discussed with the focus of improved transportation systems: Reference to an overarching transportation system that is intended to improve accessibility for the general public and public services Movement towards a multi-modal and therefore more sustainable transportation system Incorporation of transportation demand management policies within the Official Plans of municipalities Prioritize public transportation improvements and encourage transit oriented development Co-ordination of more efficient goods movement through better planned and integrated multi-modal goods movement

The second category is concerned with way to move towards the provision of improved water and wastewater systems: Encourage municipal planning of water and wastewater systems that return to the source of withdrawal

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Improvements to take place within the greater context of surrounding water demand systems, expected growth targets, and agreements regarding the Great Lakes Basin Co-ordination of water system improvements across municipalities and conservation authorities

The final category is directed towards the establishment and improvement of community infrastructure. Examples of Community infrastructure within the Plan are identified as hospitals, long-term care facilities, schools, and affordable housing: Planned community infrastructure to support expected growth targets and result in complete communities Development of housing strategies by municipalities with minimum affordable housing targets

Conservation & Protection

The third overarching goal is aimed at planning for the protection of naturally and culturally valuable land. The Plan encourages municipalities to take an active role in the protection of natural systems, prime agricultural areas, mineral aggregate resources, and an overall culture of conservation. Highlights: Identification and development of accessible natural heritage areas that enhance the natural systems in place Encourage municipalities to develop an open space system within built-up areas. These may consist of roof top gardens, courtyards, and public parks Identification of prime agricultural lands and specialty crop areas and development of policies for their protection Municipalities are encouraged to consultation with agricultural advisory committees and expand opportunities for farm related infrastructure Identify and develop a long-term strategy for the management and use of aggregate resources as well as opportunities for resource recovery Official Plan policies to support conservation of water, energy, air quality, and waste management, and cultural heritage

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1.3

Commitment to Monitor
The Places to Grow Act, 2005 provides the legislative framework for this Plan. The Places to Grow Act, 2005 includes the processes for making and amending growth plans. It specifies that a review of this Plan is carried out by the Minister of Public Infrastructure Renewal (now transferred to the Ministry of Energy and Infrastructure) at least every 10 years after the Plan comes into force. The purpose of developing a performance monitoring program is to inform the 10-year review. Specifically, section 5.4.3 of the Growth Plan for the Greater Golden Horseshoe states: 1. The Minister of Public Infrastructure Renewal will develop a set of indicators to measure the implementation of the policies in this Plan. 2. The Minister of Public Infrastructure Renewal will monitor the implementation of this Plan, including reviewing performance indicators concurrent with any review of this Plan. Under these directives, the Ontario government should work with other ministries, municipalities, and stakeholders to: a. Identify appropriate performance indicators to measure the effectiveness of the Plan; b. Identify roles and responsibilities among partners in the collection and analysis of the indicators; and c. Provide for the periodic collection, publication and discussion of the results.

1.4

Limitations of the Growth Plan

The Growth Plan for the Greater Golden Horseshoe is a planning strategy that aims to address growth management goals, within the region, for the next twenty years. The plan contains specific objectives in regards to managing growth, directing growth and protecting the natural environment. There are however, innate limitations to the degree in which the plan can control these matters. The initial limitation stems from the issue of municipal conformity. Although the Places to Grow Act requires all municipalities to amend their Official Plans to conform to the policies contained in the Growth Plan, there lies a certain amount of room for interpretation. The successful implementation of these policies relies heavily on the extent to which each municipality conforms their planning regime to reflect the objectives of the plan. Second, the nature of growth in the Golden Horseshoe is dynamic. Forces beyond planning policy drive and shape patterns of development. Wavering interest rates and the changing state of the provincial economy can create new opportunities and/or constraints for developers.

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These opportunities and constraints can have a great impact on the feasibility of certain development patterns and in turn negate many objectives contained in the plan. Directing growth by way of strategic infrastructure investment, such as public transit and waste water/sewer systems, is one of the major objectives of the Growth Plan. Therefore, the objectives regarding directing growth will depend heavily on a sound and continual financing plan to fund these key infrastructure projects. 1.5

Related Performance Measures/Evaluation Frameworks

While the Growth Plan for the Greater Golden Horseshoe performance monitoring framework is intended to be a distinct initiative, it is linked to other monitoring initiatives both undertaken by the Province as well as other non-governmental organizations. It is important in, moving forward, that information from these initiatives is shared and coordinated in order to avoid duplication and confusion. There are a number of initiatives of which the Province is currently engaged in ongoing performance monitoring. Although full performance indicators have yet to be finalized in some cases, the following initiatives should be looked at and compared when finalizing performance indicators for this Plan: Provincial Policy Statement Measures The Provincial Policy Statement, 2005 (PPS) provides overall policy directions in matters of provincial interest related to land use and development in Ontario. The Plan should be read in conjunction with the PPS and this Plan prevails should there be a conflict with the PPS except between policies relating to the natural environment or human health. Policy 4.10 of the PPS, 2005 includes a commitment of the Province, in consultation with municipalities, other public bodies and stakeholders, to identify performance indicators for measuring the effectiveness of some or all of the policies. The Government of Ontario has just concluded a consultation with municipalities, stakeholders and the public to monitor the effect of the PPS specifically to assess progress in the key areas of building strong communities, maintaining a clean and healthy environment, and protecting public health and safety. Municipal Performance Measurement Program (MPMP) MPMP is a performance measurement and reporting system that promotes local government transparency and accountability. It also provides municipalities with useful data to make informed municipal service level decisions while optimizing available resources. The Ministry of Municipal Affairs and Housing summarizes results and releases them in annual reports. 2010 will be the 11the year of the program. In the 2008 reporting year, the program included 54 measures in 12 service areas.

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The most important service area in terms of the Growth Plan for the Greater Golden Horseshoe is land use which looks at the percentage of new residential units located within settlement areas as well as the percentage of land dedicated for agricultural purposes. Niagara Escarpment Plan The Niagara Escarpment Plan implements the Niagara Escarpment Planning and Development Act and is administered by the Niagara Escarpment Commission. The Niagara Escarpment Plan is organized into six theme areas: Natural Heritage, Water, Land Use, Tourism & Recreation, Niagara Escarpment Parks & Open Space System and Landscape Character. It provides development criteria and establishes objectives for the Niagara Escarpment Parks System as 131 parks and protected areas. The ONE Monitoring Program was developed to determine if the Niagara Escarpment Plan is achieving the goal and objectives of the Act. The Niagara Escarpment Plan uses a suite of indicators to monitor a wide range of ecosystem components. Greenbelt Plan The Greenbelt Act, 2005 enabled the creation of a Greenbelt Plan to protect 1.8 million acres of environmentally sensitive and agricultural lands in the Golden Horseshoe from urban development and sprawl. The Greenbelt Act, 2005 states that a review of the Greenbelt Plan is carried out every ten years. Currently the Ministry of Municipal Affairs and Housing is in the process of developing a performance monitoring program to inform the ten-year review. Oaks Ridges Moraine Conservation Plan The Oak Ridges Moraine Conservation Plan is an ecologically based plan implemented under the Oak Ridges Moraine Conservation Act, 2001. It was established by the Ontario government to provide land use and resource management direction for the 190,000 hectares of land and water within the Moraine. The Ministry of Municipal and Affairs and Housing is committed to developing a performance monitoring program, however at of the time of this research, it is not yet completed. Other local monitoring initiatives occurring with the Growth Plan for the Greater Golden Horseshoe include: Metrolinx Metrolinx, created by the Province of Ontario, works to coordinate and integrate of all modes of transportation across the Greater Golden Horseshoe region.

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In November 2008, Metrolinx adopted a Regional Transportation Plan which they have named The Big Move: Transforming Transportation in the Greater Toronto and Hamilton Area (GTHA). Section 7.2.10 of this document provides for on-going monitoring progress of the transportation system and the impacts of actions taken. This will be done through the tracking of key indicators. The results will be compiled and reported publicly as part of a Mobility Index for the region. Conservation Authorities Conservation authorities within the Greenbelt Area are involved in a number of monitoring activities which include data collecting (e.g. water sampling, watershed networks) and analysis. Information is often relayed to the public in the form of report cards. An attempt should be made to involve conservation authorities, such as the Central Lake Ontario Conservation Authority, in the formation of performance measures. Non-government Organizations and Foundations There are a number of NGOs and foundations that are involved in growth and conservation studies in the Greater Golden Horseshoe. For example, the Friends of the Greenbelt Foundation is a registered corporation that operates independently from the government and coordinates and funds activities such as the promotion of agriculture and viniculture, research, public education, and land stewardship. The Oak Ridges Moraine Foundation finds projects in five areas: securement, stewardship, education and outreach, research, and the Oak Ridges Trail. The Foundation monitors the successes of its funding in such areas as acres of land acquired and kms of trails added. An attempt should be made to involve these foundations.

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2.0 Introduction to Policy Performance Monitoring

2.1

Approaches and Broad Methodologies

Two movements dedicated to improving government policies and programs and increasing government accountability have come together in the 1990s: the performance management movement, and the evaluation research movement. Despite commonalities, there are important differences between performance management and evaluation research. The disparities have arisen out of different professional disciplines and bureaucratic environments, and have been shaped by different levels of public acceptance. Performance management is a blend of public/private planning and management ideas particularly private sector ideas about quality assurance, customer satisfaction, and continuous improvement. Evaluation research is an applied offshoot of basic social science research. Both yield significant benefits and usefully inform one another, but an integration of these three elements has been tentative, and often absent, in the real world of policy making. Much of the tension between the two movements appears to stem from confusion about what role each should play in the policy process. To understand the lack of cohesion between these movements, one must appreciate that performance management is a planning and managerial tool, whereas evaluation research is a research tool. Performance Management The drive to develop performance measures consistent with program goals has supported more logical and strategic thinking at all levels of government. In the US, the federal National Performance Review (NPR) has defined performance management as:
The use of performance measurement information to help set agreed-upon performance goals, allocate and prioritize resources, inform managers to either confirm or change current policy or program directions to meet these goals, and report on the success in meeting those goals. (National Performance Review, 1995)

In performance systems, the monitoring (or tracking) of program outcomes using performance measures or indicators, is viewed frequently as a substitute for science-based evaluations in judging policy or program value. Monitoring information is appropriate to obtain quick and continuous feedback on a limited number of outcome measures. If performance measures have high utility and validity (that is, if they adequately represent the variables they measure), and are being collected reliably, monitoring information can be extremely

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useful to evaluators as part of their own data collection effort. However, most monitoring responsibilities in performance management systems involve the collection of a prescribed cluster of quantitative measures, and the purpose is to report simple statistics about a program rather than to conduct more complex data analyses to answer critical planning questions. Evaluation Research & Formative Evaluation Evaluation research is the systematic application of social research procedures for assessing the conceptualization, design, implementation, and utility of social intervention programs (Rossi and Freeman, 1994). In the context of public policy assessment, evaluation is a form of research that systematically investigates how well a policy, program or project is meeting its objectives. Evaluation research seeks to answer questions about a programs design including net impact evaluations that address the most critical policy question, Did the programs unique implementation mode and interventions make a real difference in the outcomes, independent of other influences? Net impact studies therefore seek to determine which program results, or outcomes, can be attributed exclusively to the program rather than to other influences or to chance (Bonar Blalock, 1990).

Recent analyses of public policy implementation has significantly widened the scope of evaluation. Ideally, evaluation processes should now recgonize that evaluation not only addresses questions about what has been implemented and how much, but also more complex questions about how and why certain outputs have been achieved. This approach is referred to as formative evaluation. The purpose is to inform policy makers about the outputs of a policy as well as provide them with indications about why it has succeeded or failed. Formative evaluation therefore involves analysing and evaluating the implementation process and recognizing it as a crucial stage in the lifecycle of policies or programmes. The object of evaluation is not only identified by the initial objectives to be achieved by a policy, but aslo by all the intermediate elements and steps that help produce outputs during the policy implementation phase (Lion et al., 2006). Formative evaluations seek an answer to the following questions: Is the program being implemented as intended? What structures, policies and practices are in place or are occurring, in the context of the desired mode of implementation? How is the nature of program implementation affecting program outcomes? (Bonar Blalock, 1990). In answering such critical questions, a set of logical scientific steps are involved in planning and conducting evaluations. These steps assure that evaluations are competently conducted, are appropriate to the issues of greatest concern to those sponsoring and using the results of evaluations, and make sense in terms of the practical setting in which these evaluations are to occur. Three major steps are identifiable: conceptualization, measurement, and methodology. In the conceptualization step, the major variables and relationships of interest are identified and defined. In the measurement step, measures are developed for these variables (for intended influences and desired effects) either qualitative or quantitative measures or both. In the methodological step, research designs and methods for sampling, collecting data, and data analysis are selected, consistent with the elements of the program

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to be evaluated as well as the political and organizational constraints which frame what the evaluator can accomplish (Bonar Blalock, 1990). Similar to other research processes, well-practiced evaluation research requires the same principles of enquiry, conceptual clarity, methodological rigour, verification techniques and codes of conduct followed for all forms of research. One distinguishing feature of evaluation research is its timing. The research process is usually conducted after the policy or program has been implemented, although planning for evaluation should be upfront in any program design. Having a defined subject to research a specified program or policy intervention means evaluation can often be more specific than other forms of policy related research, because the primary research question in evaluation concerns how the particular intervention or set of interventions relates to a set of observable and measurable outputs and outcomes (Milligan et al., 2005). Evaluation should be clearly distinguished from performance measurement (Goss and Blackaby, 1998). A paramount distinction is that evaluation research is conducted independently undertaken by a qualified, capable and credible evaluator; and openly based on the principle of full disclosure of the findings and any limitations of the evaluation itself (Joint Committee, 1994). Government monitoring regimes are often criticized for their reliance on readily available hard line measures of program performance measurement, which are usually quantitative. However, in the field of social policy practice, evaluation research extends beyond such measures to introduce qualitative data, such as that obtained from interview methods, participant observation techniques, focus groups and discourse and documentation analysis. Evaluation research also validates quantitative findings through establishing the causal connections between the program and its outputs, and develops an appreciation of a programs impacts in a real life context. In evaluation design, using both quantitative and qualitative data and combining different research methods forms a key element of the validation methodology for program evaluations (Cabinet Office, 2003). As an integral component of evidence-based policy making, evaluation can also be used to inform new policy development and guide decisions about the potential extent, locations for, and means by which a program can be replicated successfully. Evaluations also contribute to government accountability processes (Owen, 1999). 2.2

Role of Performance Indicators

The following section shall overview performance measurement in the context of municipal policy and growth management programs that: Provide an operational definition and rationale for performance measurement; Examine the use of performance indicators as a tool for measuring policy outcomes;

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Overview potential benefits and risks of performance indicator analysis; Outline methodological approaches and indicators employed to evaluate smart growth programs and other sustainability goals in other jurisdictions.

In section 9(1) of the Places to Grow Act, it is clearly stated that a review of Growth Plans is mandatory every ten years. It is further stipulated in section 5.4.3 of the Growth Plan for the Greater Golden Horseshoe that the Ministry is charged with developing performance measures to monitor and evaluate of the implementation of the Plan. A logical place to begin is to undertake in-depth research focused on how performance measures have been used and the successes and drawbacks of their use. Why use performance measures? Performance measurement is a tool for the systematic assessment of a given program or initiative, aimed at evaluating and reporting on its effectiveness, efficiency and overall quality (Ammons, 1996). Performance measurement has played a key role in the ongoing monitoring of policies and programs across a spectrum of government jurisdictions and focus areas. The measurement is intended to guide the future direction of the plan it is evaluating. Performance is measured through a monitoring system that is based on the collection of a continuous set of data (Seasons, 2003). To effectively evaluate how a plan or policy is being implemented a set of indicators are used to measure the outcomes of the implemented plan. The indicators are best used as measurements on a quantitative and qualitative level- broadly these have included socioeconomic and environmental categories and more recently quality of life indicators have emerged (2003). The implementation of the Growth Plan is critical in managing the rapid growth for this region; and ensuring this takes place in a timely and efficient manner will directly affect any other growth management programs to follow. An organized method of review is required to measure the level at which implementation is taking place, or not. In addition, the use of performance measurements allows for governments to be held accountable to the public (Bernstein, 2000). Although a government body may constantly evaluate their projects, a methodical framework for evaluation through performance measures can result in tangible data to guide how growth management plans are being used effectively and where they may need to be adjusted. 2.3

Benefits and Challenges of Performance Measurement

2.3.1 Benefits and Opportunities Performance measurement can provide a range of benefits to the ongoing evaluation, monitoring, and improvement of government policies or programs. The use of well chosen indicators and an appropriate evaluation framework can create a clear image of the effectiveness, efficiency and overall quality of a given program, while exposing potential areas for improvement. Key opportunities deriving from

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performance indicator measurement include benchmarking of best practices, standardization and transferability of program evaluations, enhanced government transparency and accountability, and the potential for improvements to policy objectives and program implementation (Ammons, 1996; Ministry of Municipal Affairs and Housing, 2003; Wong, 2006). Benchmarking Best Practice Performance indicators can help to establish benchmarks for best practice, producing a baseline expectation against which local practitioners can measure progress (Hemphill et al., 2004). The identification of gaps between policy intent and policy outcomes provides direction for the modification of programs towards an optimal standard of achievement. The value of benchmarking best practice is evident in a Pembina Institute Report which measured and ranked the Smart Growth performance of Ontario municipalities (Burda, 2008). The publication identified smart growth policy and implementation leaders and laggards thereby encouraging the continued efforts of the stand-out smart growth jurisdictions by acknowledging their accomplishments, as well as coercing increased efforts or policy adoption by those municipalities which were revealed to be behind the pack. Given the relatively recent, and increasingly wide-spread adoption of growth management programs across North America, determining baseline expectations for performance may be considered an imperative as it can provide clarity to policy objectives, as well as to where local municipalities stand in terms of achieving the overarching goals articulated in growth management policy. The Growth Plan for the Greater Golden Horseshoe is considered an ambitious and front-running growth management plan thus will benefit from the capacity of a performance indicator measurement framework to facilitate local decision-makers in identifying and achieving best practice standards. Standardized Evaluative Framework An indicator based framework for performance measurement can enable quantitative, standardized and defensible corroboration of how well government programs are working. Creating a standardized evaluation framework facilitates crossjurisdictional comparison, thereby producing an image of how well a given program is faring in the broader policy arena. For example, the standardized evaluative framework employed by the Lincoln Institute in their groundbreaking analysis of smart growth in the U.S., was able to generate meaningful, transferable, and defensible data that clearly articulated the relative smart growth activities and achievements (or lack thereof) of multiple American states (Ingram et al., 2009). The use of standardized evaluation methods and data furthermore bolsters objectivity while reducing susceptibility to error in the interpretation of results (Wong, 2006).

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The implementation of a standardized performance measurement framework to evaluate and monitor the Growth Plan for the Greater Golden Horseshoe will lend credibility to Ontarios growth management initiatives. It will enable the successes of Ontarios growth management program to be substantiated against other jurisdictions, as well as provide opportunities for learning from the successes and shortcomings of other growth management programs. Program Justification and Improvement Performance measurement acts as a tool for the justification of program implementation and continuation. It enables governments to both articulate to the public the objectives and successes of a given policy or program, and to re-focus and fine tune initiatives where shortcomings are identified (Ammons, 1996). Program performance improvements are facilitated through the use of well-chosen indicators by their capacity to generate a realistic image of the successes and failures of a given initiative, identifying what is and isnt working, and suggesting direction for change. This benefit is substantiated by Ontarios Municipal Performance Measurement Program. For example, the monitoring and reporting of service efficiencies and outcomes was associated with improvements to the water services division of the Regional Municipality of Ottawa-Carlton which, over a five year period achieved reductions from 2,344 to 94 winter storm frozen service incidents, significant cost reductions, minimized revenue losses, and improved service maintenance as direct outcome of service monitoring and reporting under the performance measurement framework (Ministry of Municipal Affairs and Housing, 2003). A performance indicator measurement framework for Ontarios Growth Plan for the Greater Golden Horseshoe can enable the provincial government to support claims that they are on the right track in terms of achieving the goals articulated in the Plan. It can furthermore enable the identification of potential areas within the Growth Plan to be addressed through future modifications to the objectives or implementation strategies contained within the Plan. Enhanced Transparency and Accountability Performance measurement works to enhance transparency and government accountability to the public by providing a clear image of the effectiveness and efficiency of a given policy or program. Accountability is a fundamental component of good governance, the enhancement of which is shown to encourage creativity, increased productivity, improved fiscal processes and overall improvements to policies and programs (Schacter, 2002; Ministry of Municipal Affairs and Housing, 2003). Given the relative newness of growth management programs, such initiatives can benefit from the capacity of performance measurement frameworks to clarify what project proponents are doing to achieve growth management objectives and how efficiently and effectively program implementation is being carried out. The adoption of a performance indicator framework for the Growth Plan for the Greater Golden Horseshoe and public reporting of results will bolster the transparency of the Ontario Government with respect to the Plan and

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will fulfill accountability commitments set out in Section 5.4.3 of the Plan. 2.3.2 Challenges and Risks A number of barriers to establishing meaningful indicators for performance measurement of policy or program outcomes have been identified. If addressed in the framework conception phase, these can be mitigated to some extent and the accuracy and effectiveness of measurement results bolstered. Challenges and risks to consider in the development of performance indicators include potential methodological and data limitations, complexity and immeasurability of policy goal (Schacter, 2002; Van Der Knaap, 2006; Wong, 2006). Methodological and Data Limitations Limitations of the technical capacity of methods and data figure prominently in the challenges inherent to performance measurement (Wong, 2006). The availability and accessibility of data tend to act as central determinants of performance indicators which facilitates the ease with which performance measurement can be carried out, but threatens to undermine the meaningfulness of evaluation. Tradeoffs between results for which data can be collected in a cost-effective and timely manner, and results which produce the most accurate and meaningful picture of policy outcomes are inherent to performance indicator evaluation frameworks (Schacter, 2002). The susceptibility of performance indicator frameworks aimed at measuring growth management policy outcomes to the limitations of methods and data is high. As growth management programs in general, and the Growth Plan for the Greater Golden Horseshoe, have not been implemented on long-standing bases, many of the data required to adequately evaluate objective achievement may be unavailable or expensive and time-consuming to collect. This concern is compounded for the performance measurement of Ontarios Growth Plan by the diverse range of municipal jurisdictions covered under the regional plan. Complexity and Immeasurability of Policy Goals The efficacy of performance measurement may be undermined by the complexity of policy or program objectives where multiple intents and outcomes may be either in conflict or not amenable to being captured by a discrete indicator framework (Van Der Knaap, 2006). The immeasurability of specific policy goals which are conceptual in nature may further confound useful performance measurement. The challenges associated with complex or immeasurable goals may be of particular concern in developing performance indicators aimed at evaluating growth management objectives as these often include diverse and somewhat intangible goals, such as improved quality of life, for which discrete quantitative performance indicators may be insufficient to be measure (Wong, 2006). A performance

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indicator framework for the Growth Plan for the Greater Golden Horseshoe will have to contend with a range of environmental, economic, and social goals when attempting to capture an image of the Plans achievements. Results Interpretation Issues Performance indicator based evaluation of policy outcomes is susceptible to error in the results analysis phase. The interpretation of results is prone to attribution errors, whereby causality for a given outcome may be inappropriately allocated to a given policy or program (Schacter, 2002). Accurate interpretation may also be further hindered by factors such as variant time scales required to achieve policy objectives or by the inappropriate weighting of aggregate indicators. This challenge was encountered in the Environmental Sustainability Index, a international collaborative framework which compares a range of sustainability goals and outcomes across national jurisdictions. This framework was critiqued for equally weighting goals which were diverse in scale and scope, thereby underemphasising critical components of environmental sustainability, such as climate change mitigation (Esty, Levy, Srebotnjak, & de Sherbinin, 2005). Evaluations of growth management programs through performance indicators may be particularly susceptible to a dichotomy of inherent potential error in the results analysis phase. The significant time frame required to achieve many of the goals associated with growth management programs may cause them to appear to have inadequately achieved policy objectives (Ingram et al., 2009). This was identified as a key constraint in the Lincoln Institutes U.S. Smart Growth analysis and may also pose a particular risk in measuring the performance of the Growth Plan for the Greater Golden Horseshoe, especially given the relatively recent adoption of, and municipal conformity to the Plan. Ineffectual Results Application The value of performance measurement can be undermined if the results are not appropriately communicated to the public and incorporated in a meaningful manner into the decision-making process (Wong, 2006). The use of performance indicators to evaluate and monitor program outcomes furthermore carries the risk of insensitivity to unexpected results or changing public preferences, causing their policy application to be potentially ineffectual (Van Der Knaap, 2006). The employment of a performance indicator framework to evaluate the Growth Plan for the Greater Golden Horseshoe will need to set out parameters for the useful integration of results into future amendments to the Plan where shortcomings are identified. Failure to acknowledge and incorporate targets and trends suggested from the performance measurement framework will undermine the intent and efficacy of the indicator evaluation.

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2.3.3 Performance Indicator Measurement for Growth Management Programs SWOT Analysis

STRENGTHS
Benchmarking best practice Framework for systematic comparable data analysis Realistic, quantifiable image of program performance Refocus / fine tune program goals

WEAKNESSES
Data and technological limitations Potential insensitivity to local contex- tual variations Immeasurable goals ie. quality of life Diverse range of goals adds complexity to analysis

OPPORTUNITIES
Precursor to improved program perfor- mance Enhanced accountability Mitigate economic inefficiencies Comparison to other jurisdictions

THREATS
Misinterpretation of results Causality misallocation Long term nature of goal completion may cause premature negative analysis Ineffectual application of results

2.4

Indicator Frameworks used for Municipal & Regional Evaluation

2.4.1 Layering Frameworks Three Tier Indicator System: Innes (2000) finds that a three tier framework of indicators can be developed where each level will provide information relevant to action of different types. In the top tier, a small number of system performance indicators are needed - a few key measures which reflect the central values of concern to those in the city and which can serve as bellwethers for the health of the overall system. In the second tier is a set of policy and program indicators. These reflect the activities and outcomes of various elements of the system and allow policy-makers and public officials to assess whether they should adjust their decisions and 25

help with troubleshooting when results are not moving in a desirable direction. The third tier consists of rapid feedback indicators to help municipalities make the best choices for their own daily actions. 2.4.2 Data Selection Transportation System Performance When looking at Smart Growth transportation system performance, many measures should be examined locally rather than at a regional level. Data on automobile use is developed locally and should be more accurate than national sources based on sampling. For example, if we are measuring vehicle kilometers travelled, data on regional vehicle travel is not very helpful since travel on local streets is added to vehicle kilometers travelled as a fixed percentage. Yet local street travel would be most affected by street connectivity. 2.4.3 Local Integration

Marylands Office of Smart Growth Maryland has put the state on the cutting edge of the Smart Growth movement, creating a cabinet-level position that focuses exclusively on transportation, land use, and growth issues, generating incentives to encourage Smart Growth, and signing legislation that prevents state funds from being used for infrastructure projects that induce sprawl. Marylands Office of Smart Growth serves as an information clearinghouse, developing outreach and education programs and assisting local officials, developers, the news media, and citizen groups. Most importantly, the office helps local jurisdictions, developers, and the public to prepare, finance, and develop projects that are consistent with Smart Growth policies. Urban Development Areas in Virginia Under a Virginia statute passed in 2007 all counties have the authority to include Urban Development Areas (UDA) in their comprehensive plans. UDAs are designated areas that a locality deems appropriate for high-density development, due to their proximity to transportation facilities, water and sewer infrastructure, or proximity to existing developed areas. UDAs may be areas targeted for infill and redevelopment. Minimum residential and commercial densities have been established for UDAs at four dwelling units per gross acre and 0.4 floor area ratios per gross acre. A UDA should be able to accommodate 10 to 20 years of the countys projected residential and commercial growth. UDA boundaries are reexamined and revised if necessary every five years in

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conjunction with the update of the comprehensive plan. The statute also encourages that the comprehensive plan describe any incentives used by the locality to promote development within UDAs. Such incentives may include rezoning property to permit higher density development in the UDA, road and infrastructure impact fees, cluster development, and transfer of development rights.

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3. Performance Measurement Programs: Jurisdictional Scan

3.1 Strengths/Success

Stories

By identifying specific strengths of performance measurement programs employed around the world we have attempted to reach conclusions about what factors lead to successful performance measurement and evaluation. Identifying and applying these successes will greatly assist us in the development of our own methodology and selection criteria. Our research has included detailed analysis of performance measurement programs related to planning and growth management across numerous jurisdictions. We will highlight many of the strengths of these programs and outline the specific factors which will assist us in developing an evaluative framework for the Growth Plan for the Greater Golden Horseshoe. Transparent Annual Data Source: Strong performance monitoring programs are heavily reliant on a steady source of reliable and transparent data. Performance indicators which are developed around frequently updated and publicly available data tend to be more cost-effective and easy to administer. Obtaining data that is not easily accessible within the public domain can be very expensive. Consultants can charge a premium for the collection and distribution of certain statistics. Though census data can be an extremely valuable source of information, it is typically only conducted every five years meaning that it is not overly valuable in tracking short-term progress. Therefore it is vital that performance measures be developed on a basis of easily accessible and frequently updated data. Numerous performance measurement programs have identified, source of data, as a limitation to developing effective monitoring frameworks. While it can be a severe limitation, many programs have capitalized on strong sources of local and regional data to inform indicators, ultimately making them much more efficient. Community Engagement: Conducting public and key stakeholder consultations can be an extremely valuable tool to assist with the development of performance indicators. Communities will typically respond more positively to evaluation tools which they assisted in developing. Ensuring that the public and stakeholders are well-consulted will also produce performance measurement programs that are easily understandable to the very constituents that they are developed to serve.

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The role of elected officials and citizens in the development of performance measures has remained rather limited. In developing performance measures to gauge the success of municipal service programs, 9 municipalities in Iowa employed a model deemed a citizen-initiated performance assessment in which elected officials, citizens and city officials collaborated extensively to develop the measures. To make performance measurement more relevant in the decision-making process, policymakers need political incentives to encourage them to be more attentive to the measures. Involving voters and elected officials can work as a political incentive to more effectively utilize the results of performance monitoring programs (Iowa CIPA, 2004). These 9 municipalities formed what were known as, citizen performance teams. These teams consisted of members of the public, city administrators and elected officials and worked collaboratively to form measures that reflect the concerns and priorities of citizens (2004). The result has been a more valuable performance monitoring system that is utilized to determine budgetary allocations and maintain the accountability of local governments. Frequent Review Process: Utilizing and applying results of performance measurement on a frequent basis works to enhance the effectiveness of any performance measurement program. Some jurisdictions have committed heavily in doing so. This has resulted in local and regional governments taking more informed policy directions to actively correct plans and initiatives that are being measured. Legislation contained in the State of Washingtons Growth Management Act (GMA) requires all counties to prepare and adopt a comprehensive plan and regularly report on the outcomes of the plan (MRSC, 2009). Spokane County specifically has been strong in the area of performance measurement and complementing review process. Results of the monitoring and evaluation program are presented annually in a public report to the countys planning commission. These reports include proposed revisions to the plan to promote its viability and the viability of the county planning process (Spokane County, 2002). The report is designed to provide sufficient information to enable policy-makers to determine whether different actions to implement the policies contained in the plan are needed or whether revisions to the policies are required. For maximum effectiveness the review and supporting report are prepared in accordance with the countys budget cycle, so that proposed work items can be included in budget requests (2002). Frequent review can also help foster a more dynamic and evolving monitoring process. As factors effecting growth can change significantly over time, it is important that performance indicators reflect the dynamic nature of development trends. The Nanaimo Regional Growth Strategy aims to achieve similar objectives as contained in the Growth Plan for the Greater Golden Horseshoe (Regional District of Nanaimo, 2008). They have established a system of performance monitoring and yearly review. They have used results of the annual review not only to help inform policy direction but to adjust performance measures to better reflect changing objectives and planning goals (2008).

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Applicable at Regional and Municipal Level: While indicators should be collected for the whole of the region, there is merit in developing indicators at more fine grained sub-regional spatial scales. Regional indicators should be closely aligned with municipal ones to help ensure a consistent and cost-effective approach to monitoring the success of smart growth policies. A Regional Spatial Strategy Monitoring Guide completed in the U.K. suggests a Best Value initiative as a potential source of indicators (Office of the Deputy Prime Minister, 2005). It places a duty on local authorities and encourages them to develop their own additional performance indicators. Although many of these indicators may not be relevant, the ones that are will be reported on by most local authorities and therefore, can be aggregated to a regional level. Geographical information systems are also an important tool in this respect as they have the capability to deal with single point data and organise, analyse and display data at varying spatial scales. Quantifying Qualitative Data: In the past, there has been a tendency to ignore indicators that required a more subjective or qualitative assessment, given that these tended to be more difficult to measure. However, smart growth, with its foundations firmly entrenched in quality of life issues, necessitates parameters to be set which often go beyond traditional quantitative measures (Hemphill, 2003). The development of a points scoring framework to accompany qualitative indicators provides a means of quantifying performance. This model has the potential to identify best practice of smart growth as it can be applied to specific case studies in a comparative manner. For instance, Smart Growth America developed a Sprawl Index through a scoring system to quantify sprawl across 83 Metropolitan Areas. The heart of the project is an extensive database that allows for both the careful measurement of urban sprawl as well as the assessment of its relationship to a wide variety of quality of life indicators (2002). 3.2

Failures/Weaknesses

By identifying the weaknesses and failures of various performance measurement programs, we have found several common issues that suggest serious limitations when using traditional programs. The entire performance measurement process is a vast and complicated arena that is still considered new and emerging. This makes the need for cross boundary knowledge transfers even more necessary. Although many examples of performance measures exist, some failures are known and clearly identified while others are realized through the critical analysis of specific programs and plans, especially those that focus on growth management. Defining adequate performance measures is not an easily achievable task. It is a difficult process and has been completed in ways that fail to yield irrelevant or ineffective results. We draw attention to several weaknesses of these programs and outline the factors which we will have to be wary of when conducting research and choosing our performance indicators for framework for the Growth Plan for the Greater Golden Horseshoe.

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Number of Indicators Used: Ammons (2001) identifies performance measurements that use too many or too few indicators. Reports produced were seen as difficult to understand by the public and resulted in the dissatisfaction of the evaluation techniques as a whole. The ideal approach is to use a moderate number of indicators that are tracked by officials, with only a subset of the measures published for higher level officials or the general public. The Regional District of Nanaimo apply this form of performance measurement system in a coherent manner by tracking a wide variety of indicators but publishing concise and readable annual reports. Some indicators will be deemed as unnecessary and inevitably be dropped during the performance measurement process. Sustainable Seattle Indicators are often revised and while some are dropped due to lack of data others that proved difficult to measure were still kept because they were seen as too important (Atkisson, 2006). Inappropriate Context: Performance measures are seen as flawed attempts at evaluation because they lack a broad level contextual framework. The measurement does not take into account whether certain aspects of a policy or program affect another in a positive or negative manner. Examples such as the State of Arizonas Smart Growth Scorecard and the State of Washingtons Growth Management Act seek to apply changes at the state level. They also show how performance measurement is completed at a regional level, not taking into account what takes place inter-regionally. Inconsistencies: At a contextual level it was also identified that resistance to change, lack of leadership, and the time and expenses required can all contribute to performance measurement failures. Some performance measures are subject to the decisions or judgements of individuals, making them by nature subjective. Attempts to complete performance measurement have resulted in criticism that these methods are both inconsistent and arbitrary. This form of evaluation has been criticised for not working towards continuous improvements but rather promoting under-achievement (Bourne et al., 2002). Some performance measurements may set goals that they know can be achieved rather than setting high goals. The difficulty with setting higher goals is the fear of not meeting them and later being criticised for under-performing. Time constraints associated with this type of measurement are plenty. It is without question that some policies require longitudinal data collection to assess changes, which increases costs of doing performance measurement (Wong, 2006). Difficulties in Assessment Process: At a processual level it was identified that failures resulted due to the difficulties evaluating the relative importance of some measures and problems that arose when attempting to identify the true causes of outputs.

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Bourne et al. (2002) identifies performance measures that fail because they result in partial productivity. This is the case when the performance measurements overemphasizes one or few inputs and neglects others. Other evaluations were found to measure direct inputs rather than the outcome of results. It has also been argued that performance measures are flawed because they do not measure the progress of change that is required to reach an outcome, this progress is seen as an integral part of achieving outcomes and should therefore be accounted for. Government related performance measurements used by government agencies are seen as inefficient because they may not result in direct policy changes. In the case of Citizen Initiated Performance Measurement in Iowa, one of the greatest disappointments expressed by citizens is the lack of policy changes following evaluations (Ho & Coates, 2004). Another notable problem identified was that most qualitative indicators cannot accurately be measured. Often, the indicators for qualitative data are the ones that are most useful when calculating success but are also the most difficult to gather data for. Qualitative data is complex as it is multifaceted and difficult to quantify, as it can be intangible or abstract. Also when gathering information for qualitative indicators, the data collected may not be appropriate for measuring the specific indicator. Qualitative data can be very difficult to analyze, as there needs to be systematically comparable data available for assessment already in place.

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4.0
4.1

Our Approach

Regional Context
The Greater Golden Horseshoe (GGH) refers to the highly urbanized area of land stretching around the western edge of Lake Ontario. It encompasses approximately 32,000 km of land centered around Toronto and stretches from Peterborough in the east, to Barrie in the north, to Waterloo in the west, and to Niagara Falls in the south. The region covers more than 21 counties and comprises 110 different municipal jurisdictions. Demography The region is home to approximately 8.1 million people, two thirds of Ontarians, and one quarter of Canadas population. This number is expected to grow by 3.7 million people and 1.8 million jobs by the year 2031. The municipality of Toronto is the most populous city, with 2.5 million people, followed by Mississauga (668,549), Hamilton (504,559) and Brampton (433,806). The other municipalities with more than 100,000 residents are Markham, Vaughan, Kitchener, Oakville, Burlington, Richmond Hill, Oshawa, St. Catharines, Barrie, Cambridge, Guelph and Whitby. Eleven of the 16 municipalities with a population of more than 100,000 are in a corridor that runs from Hamilton to Oshawa. That corridor is the largest continuous urban network in Canada, and it is home to more than 5.3 million people, roughly one-sixth of Canadians. Between 2001 to 2006, the GGH accounted for 84% of Ontarios population increase and 39% of the total national increase. International immigration is the main contributer to the regions high population growth rate. Approximately 75% of the GGH resides in the Greater Toronto Area (GTA). There are also dozens of mid-sized cities and small towns. Toronto had the highest overall density of all Canadian CMAs in 1996 with 3,322 people/km2; the rate for Hamilton was 2,355 people/km2, Kitchener 1,791 people/km2, and St. CatharinesNiagara had the lowest density of all CMAs, with 1,176 people/km2 (Bunting et al., 2002). Densities in the largest cities of Toronto and Hamilton decreased from 1971 to 1996 by 4.6% and 5.1% respectively, while those in Kitchener and St. Catharines-Niagara increased by 6.1 percent and 4.8 percent respectively. All the Greater Golden Horseshoe municipalities had increases in suburban density from 1971 to 1996: Torontos suburban density grew by 9.4 percent, Hamilton by 4.6 percent, Kitchener by 15.7 percent, and St. Catharines-Niagara by 17.2 percent.

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Economy The region can be considered Canadas economic engine and accounts for approximately 70% of Ontario Gross Domestic Product (Ontario Growth Secretariat, 2008). The GGH is supported by a diverse economy that includes a wide array of key industries and clusters including financial services, information technology and telecommunications, automotive, food and beverages, media, tourism, culture, biomedical, and biotechnology, textiles, and aerospace. The economy is currently in transition as it evolves from a historic manufacturing base to one of service and knowledge industries. The service sector including finance, insurance, trade, education, and health care services - will deliver the majority of new jobs in the GGH (2008). The annual average output growth across all sectors is expected to continue growing through to 2031 at an average annual rate of 2.6% (2008). The health care and educational sectors are expected to experience the fastest rate of growth at more than 90% and grow by more than 500,000 jobs by 2031. Natural Areas The region contains some of Canadas most fertile agriculture lands and significant natural areas. The Greenbelt Plan identifies where urbanization should not occur in order to provide permanent protection to the agricultural land base and the ecological features and functions occurring on this landscape. The Greenbelt is an area of permanently protected green space, farmland, forests, wetlands and watersheds. It protects approximately 1.8 million acres of environmentally sensitive and agricultural land around the Greater Golden Horseshoe, including the Oak Ridges Moraine and Niagara Escarpment (Province of Ontario - Ministry of Municipal Affairs and Housing, 2005). There are a number of large bodies of water including Lake Ontario, Lake Simcoe and major rivers such as the Don River, Credit River, and the Kawartha system. The region has a variety of agriculture, including the Niagara regions fruit and wine areas, dairy and beef cattle, maize, grains and an assortment of other crops. Transportation The GGH is served by an extensive transportation network that is constantly expanding and consolidating into a regional network. Characteristics include: A number of highways and major arterial roads of which the backbone is Highway 401, which runs east-west through the region. Major north-south highways include the 400, 427, and 115/35. Regional transit is provided by GO Transit trains and buses, private bus operators Greyhound and Coach Canada, and VIA Rail. Local transit is provided by municipal agencies, the largest of which is the Toronto Transit Commission which operates 4 rapid transit lines and an extensive bus and streetcar network.

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The primary airport of the region is Torontos Lester B. Pearson International Air port, located in Mississauga, which is the busiest in Canada, handling approxi mately 32.3 million passengers in 2008. Other regional airports of significance include John C. Munro International Airport south of Hamilton, which is a major regional freight and courier location; Buttonville Airport and Billy Bishop Toronto City Airport in the Greater Toronto Area, both of which mostly serve regional busi ness travellers; and Region of Waterloo International Airport just east of Kitchener, serving the Region of Waterloo.

4.2

Guiding Principles
The Performance Measurement Framework for the Growth Plan for the Golden Horseshoe shall adhere to the following four guiding principles: Region-level Monitoring; Progress-oriented Measurement; Recognize Ambiguity and Complexity; Adaptive Monitoring Framework. Region-Level Monitoring The monitoring and evaluation framework will be carried out at the regional level and shall consider the Greater Golden Horseshoe as a whole. Indicators shall be selected to reflect the aggregate municipalities included encompassed by the region as opposed to looking at each municipality in isolation. The monitoring framework shall recognize the diversity of the region and the challenges involved in measuring performance at the regional level, caused in part by vertical inter-dependencies between levels of government, horizontal relationships among stakeholders in multiple sectors, and a need for partnership between public and private actors. Progress-Oriented Measurement Regional development and growth management centred policies produce outcomes that may materialise over variable and extended periods of time. As such, the performance measurement framework for the Growth Plan for the Greater Golden Horseshoe shall look at trends within the region, with analysing progress rather than explicitly focussing on outcomes. Indicators shall be selected to capture short, medium, and long term goal achievements associated with the Plan, looking at inputs, processes, and outputs that are relevant for monitoring and policy improvements on an ongoing basis. Recognize Ambiguity and Complexity The performance measurement framework for the Growth Plan for the Greater Golden Horseshoe shall recognize the ambiguities and complexities attached to regional and growth management policy intents and outcomes which can create potentially 35

conflicting interpretations of program achievements. The indicator selection process shall attempt to mitigate confusion and simplify potentially complex goals into tangible, understandable images of the Plans successes and shortcomings. In recognition of the complexity of growth management goals and outcomes, this framework is furthermore intended to be a component of the overall evaluation of the Growth Plans success, rather than an exhaustive evaluative tool. Adaptive Monitoring Framework The performance measurement framework for the Growth Plan for the Greater Golden Horseshoe shall be adaptive in order to respond to the evolution of growth management goals and outcomes. The framework shall be sensitive to changes to local economic, social, and environmental landscapes, adapting over time as needed to accommodate these changes in such a way that the framework can continue to meaningfully inform policy decision-making processes as related to the Growth Plan. 4.3 Approaches

to Performance Measurement

Policy-making takes place at all geo-political levels (e.g. international, national, provincial). Policies, being essential components of a plan, support the goals and objectives and in the process, set the directions a jurisdiction intends to take. Given this important role, it is imperative that the policies laid down will have to be the most effective guides to determine whether or not a region or a province is moving forward towards the achievement of the goals or has achieved the goals. Hence, one major means to ascertain this is by measuring policies, complex as they are. It is, however, important first, to provide some clarification on the concept of measurement especially in the context of a growth plan within a jurisdiction (region, province, local). Measuring them takes various forms. Measurement may mean evaluation, an attempt to monitor how well a jurisdiction is performing and how much progress has been made in relation to the goals that have been set (Behn, 2003; Regeer et al., 2009). Measurement may also take place at the end of the implementation phase, determining whether or not the goal has been achieved. The purpose of this discussion is to present the common approaches notwithstanding the forms that measurement takes. The Policy-Based Indicator System The basic ingredient in measuring plan effectiveness is the indicator set. Indicators may measure progress that has been made and this is especially important when assessing comprehensive plans that have several levels and phases of implementation. One of the more common approaches employed is the utilization of the three pillars approach usually utilized in assessing complex plans (UNECE, 2009).

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These three pillars include society, economy and environment. An example of this three pillars approach is the Dashboard of Sustainability (DS) tool, developed by the Consultative Group on Sustainable Development Indicators (CGSDI) in 1996 (IISD, 2010). This tool usually takes the form of a pie chart and at its core is the policy performance index (PPI). The pie chart is color-coded to visually highlight the kind of performance achieved. The following is a model that exemplifies this model. The case study of Padua illustrates the usefulness as well as drawbacks of this tool (Scipioni et al., 2009).

Environment
20% 45%

Economy

PPI
35%

Policy valuation: very good good ok medium bad very bad critical

Social Care

(Source: Joint Research Center)

The MONET System In Switzerland, a monitoring system was developed to measure complex programs and policies. This is the MONET a German acronym for Monitoring Sustainable Development, an approach that consists of a system of key indicators derived from four basic questions: 1. 2. 3. 4. How well do we live? (Meeting needs) How well are resources distributed? (Fairness) What are we leaving behind for our children? (Preservation of resources) How efficiently are we using our natural resources? (Decoupling)

Seventeen key indicators support these questions. They are as follows:

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(Source: Swiss Federal Statistical Office (SFSO) Swiss Agency for the Environment, Forests and Landscape (SAEFL), Federal Office for Spatial Development (ARE), 2002)

The Local Governance Performance Management System Another comprehensive model that assesses effectiveness is the Local Governance Performance Management System or the LGPMS (Bureau of Local Government Supervision, 2010). This framework looks at the state of governance in the Philippines wherein input and output indicators are used to gauge the performance of local government units. As well, this model also tries to capture outcome indicators to assess the state of development. This model thus groups indicators and categorizes them into two sets: organizational, where the government has a direct control and, the state of development which is the government does not necessarily have direct power over. This gives an avenue for collaboration of various agencies and the local government units. With the clustering of indicators, it can thus be determined when the reporting performance assessment can happen. For those within the control of the local government, reporting is conducted every year. For development, the review is done every 3 years. Five performance areas and twenty service areas constitute the input-output indicator system:

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(Source: Bureau of Local Government Supervision)

To assess development outcomes, three sectors and eleven sub-sectors constitute the cluster:

(Source: Bureau of Local Government Supervision)

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This model also includes benchmarks, thresholds and policy standards against which performance is compared. A five-point scaling system that has a range from very low to excellent, measure performance of local government units. A range from bad to very high, for the state of development has been incorporated as well. Two boxes illustrate this:

(Source: Bureau of Local Government Supervision)

The Pressure-State-Response Model Employed to measure environmental impacts, the Pressure-State-Response (PSR) framework was originally developed by the Organization for Economic Co-operation and Development (OECD) as an attempt to establish causal links between human activities and the destruction and degradation of the environment. The framework also includes corresponding responses (e.g. land use plans, policy directions, concrete steps). Subsequently, national governments have adopted this model and adapted it according to their unique conditions and constraints. Following are variations of the PSR model: This figure is a basic illustration of the PSR model:

(Source: Encyclopaedia of Earth)

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This figure shows some modifications to the PSR model:

(Source: Government of New Zealand)

This figure is an adaptation of the PSR framework by Australia and New Zealand. These ways of presenting the PSR framework reveal that pressures from human activities have varying scales and magnitude and to these, different modes and levels of responses are required. And given this, there will have to be corresponding sets of indicator systems to be set up.

(Source: Government of New Zealand)

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The Growth Plan as Response The Growth Plan for the Greater Golden Horseshoe (Growth Plan) is a response to the burgeoning pressures due to among others, degradation of the natural environment caused by urban sprawl and inappropriate conversion of employment lands. For example, within the Growth Plan, such policy directions as, ...Direct growth to built up areas where the capacity exists to best accommodate the expected population and employment growth, while providing strict criteria for settlement area boundary expansions (MPIR; 2009, 8), were drawn.

Based on this illustration, subsequent steps will have to be done to come up with indicator systems that will translate this response into appropriate measures which will track the effectiveness of the Growth Plan. Summary of Advantages and Disadvantages The following summarizes the advantages and disadvantages of these approaches:

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4.4

Methodological Approach
The formation of a sound methodological approach to indicator development is a crucial element to this undertaking. In order to ensure the information gathered is both accurate and meaningful to the process, it is necessary to outline an approach that will draw out the necessary information and avoid the creation of a haphazard set of statistics without any real sense of direction and purpose (Wong, 2006). In her book, Indicators For Urban and Regional Planning (2006), Cecilia Wong outlines a four step methodological framework for indicator development. The framework begins with a broad analysis and works toward the creation of a specific set or index of indicators. The framework has also been used by Hemphill at al. (2004) to develop indicators for measuring sustainable urban regeneration. This approach is often used because it is simplistic and pinpoints the key milestones in the development of indicators (Wong, 2006). Wongs Four Step Methodological Framework For Indicator Development Step 1: Conceptual consolidation Clarifying the basic concept to be represented by the analysis Step 2: Analytical structuring Providing an analytical framework within which indicators will be collated and analysed Step 3: Identification of indicators Translation of key factors identified in Step 2 into specific measurable indicators Step 4: Synthesis of indicator values Synthesising the identified indicators into composite index/indices or into analytical summary (Wong, 2006) Conceptual Consolidation Elicit a common understanding of exactly what is being measured Ensure commonly used terminology is clarified at the outset to avoid confusion later on in the process. This is especially important to keep in mind with terminology used in policy discourses, such as quality of life and smart growth.

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Clarify the basic concept that is to be represented by the analysis Pinpoint the policy context and rational against which the indicators will be used. This can be done through interviews with policy-makers and stakeholders. Review of existing literature to gain understanding of theoretical approaches underpinning the development of indicators.

Analytical Structuring Develop an analytical framework to set out the structure and requirement upon which key elements will be developed and assessed Two broad approaches to develop a framework of analysis bottom-up or top-down. Bottom-up approach begins with looking at specific issues that are considered important, and working from there Top-down approach starts from an a priori analysis of the issues and works to establish causal relationships between different factors and develop a frame work from there The Pressure State Response Model (PSR) is an example of an analytical framework (outlined below). Identify a set of analytical principles to guide the analysis and interpretation of the indicator set. For example, one principle suggested by Wong (2006) is Tracking progress and change: indicators should provide some narration of the nature and direction of change, and should not be subject to ambiguous interpretation.

Identification of Indicators Search for wide range of indicators to measures the issues identified in the analytical framework Extensive review of related policy practice and academic literature Until data availability problems are taken into account, there are usually a variety of indicators suggested to measure each issue Value of indicators should be assessed in terms of practicality keeping in mind five basic criteria: data availability, geographical specification, (both coverage and spatial scales), time-series prospects, operation and implementation, and interpretation and relevance. (Wong, 2006, p.113)

Synthesis of Indicator Values Develop a composite index by synthesizing the proposed indicators, according to relative importance, into a singe measure that will be used for policy targeting

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When looking at the value of indicators, this is the step in which practical problems such as data availability, will impose constraints on the indicators selected. Some of the other issues involving indicator selection are outlined in this report in section 2.3.2 The development of a single index is the final goal of this step in the framework.

4.5

Selection Criteria
Several indicator selection criteria form the basis for sound and meaningful performance measurement both generally, and with particular applicability to the context of performance monitoring of the Growth Plan for the Greater Golden Horseshoe. 4.5.1 General A range of selection criteria have been identified for the generation of quality performance measures, irrespective of what type of policy or program is being evaluated. These preliminary criteria shall be applied to the indicator selection process for monitoring the Growth Plan for the Greater Golden Horseshoe. Performance indicators for this evaluative framework shall be at the outset, generally selected on the basis of: Validity Reliability Relevance Attribution Ease of understanding Ability to Aggregate Sensitivity to Data Collection Demands / Constraints (Ammons, 1996; Balsas, 2004; Hemphill, 2004; Schacter, 2002; Wong, 2006). Validity: In order to meet the validity criteria, an indicator must actually measures what it purports to measure, whereby a high grade reflects goal attainment. For example, if increased residential density is the policy goal, a valid indicator could be change in persons per km2, and /or dwellings per Ha in residential areas, as was applied in the BC Ministry of Community and Rural Development Indicator List (2009). Reliability: Indicator can be accurately and consistently applied by diverse users with little subjectivity or variation; Data can be collected reliably over time. Indicators which rely on Census data provide a good example of the reliability criteria, as data is collected at regular intervals, is objective, statistical, and tends to be relatively transferable in data collection standards. The Lincoln Institutes U.S. Smart Growth Evaluation employed a number of indicators reliant on Census data. For example, relating to the policy goal of housing affordability, the study applied census derived indicators such as, median housing values and

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percent change, median gross rent as a percent of household income, median selected monthly owner costs as a percent of household income, and shares of cost-burdened households (Ingram et al., 2009). Relevance: In order to demonstrate relevance, a selected indicator captures meaningful dimension(s) of policy or program objective(s) being measured, thereby contributing relevant data to policy processes. For example, the Winnipeg Quality of Life Indicator Set, seeking to monitor / mitigate urban sprawl as part of its evaluative mandate, employs an indicator which examines the ratio of number of new homes built in rural municipalities adjacent to Winnipeg to the number of new homes built within Winnipegs urban boundary; this ratio demonstrates an ability to capture a meaningful dimension of urban sprawl and can illustrate to decision makers whether or not policies geared to mitigating sprawl are on the right track (Hardy & Pinter, 2008). Attribution: The attribution criteria may be met when an indicator focuses on controllable aspects of performance, and demonstrates a link between policy or program objective(s) and the observed outcome(s). For example, the Sustainable Community Indicators Report issued by the Environmental Non-Government Organization, Sustainable Seattle, seeks as part of its monitoring framework to evaluate the degree to which the city fosters characterization as bicycle friendly; bicycle-friendliness is indicated by the presence of dedicated, striped bicycle lanes (Hardy & Pinter, 1998). This may be considered a controllable aspect of performance and demonstrates linkages between policy and outcome, as the implementation of bicycle lanes clearly bears a direct impact on the bicycle friendliness of cities. Ease of Understanding: Simplicity and clarity characterize indicators which meet the ease of understanding criteria, whereby the meaning and results of the indicator may be easily interpreted by practitioners, as well as conveyed to the general public in an highly comprehendible manner. An example of an indicator that is easy to understand and communicate to the public derives from the Performance Measurement and Reporting component of the City of Hamiltons Strategic Plan: In seeking to monitor the preservation (or lack thereof) of agricultural lands, the framework employs and indicator which considers the number of hectares of land originally designated for agricultural purposes which was re-designated for other uses during the reporting year (City of Hamilton, 2008). This produces a simple, clear, and concise indication of changes to local agricultural lands which can be easily conveyed to the public.

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Ability to Aggregate: In order to meet the ability to aggregate criteria, an indicator will contribute to capturing a comprehensive image of the major elements of the policy or program being evaluated; it can combine with other indicators to lend broader policy outcome context. Vancouvers Livable Region Strategic Plan (1996-2021), sets out performance monitoring indicators which examine the citys success in protecting the green zone: The framework employs a range of indicators which individually speak to a component of green zone protection, but aggregate easily to give a broader picture of the success of policies geared to green zone protection. These include: Area of green zone; area of agricultural land reserve; total value of farm-gate sales; number of new non-farm dwellings in the green zone; number of endangered or threatened species; length of regional greenways completed, and; size of protected conservation areas (Greater Vancouver Regional District, 1996). Sensitivity to Data Collection Demands / Constraints: Indicators which do not implicate overly cost or time prohibitive data collection demands and which requires reasonably obtainable data sets may be considered to meet the criteria of sensitivity to data collection demands / constraints. For example, the North Jersey Transportation Authority, seeking to evaluate the prevalence of commuter delays due to roadway incidents, employs the indicator of number of accidents over a given time frame (North Jersey Transportation Planning Authority, 2009). Such an indicator is based on data that is already collected by the organization undertaking the monitoring thus is simple to access.

4.5.2 Region Specific The primary objective of the region-specific indicator selection criteria is to select performance indicators that will provide meaningful information from which decisions about policies can be made. It is the intent that decision makers use the information provided by evaluations of growth management in the Greater Golden Horseshoe to inform future policy directions in the region. As the regional authority responsible for the preparation and implementation of the Growth Plan, the Growth Secretariat bears the political commitment of owning the strategys level of success and the shape of its continued implementation. Therefore, the following selection criteria are sensitive to the role of the Growth Secretariat as an evaluator and facilitator in the evaluation process. This framework is designed to ensure evaluation utilization and evaluation capacity building within the Growth Secretariat to create what is referred to as an organizational readiness for evaluation (Fleischer & Christie, 2009).

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Evaluation Utilization Instrumental Use Enlightened Use Opportunity for stakeholder engagement Communicability Flexibility Evaluation Capacity Building Conceptual use Process use Evaluation Utilization Instrumental Use: In order to meet the instrumental use criteria, indicators must produce evaluation findings that the Growth Secretariat can use to modify Growth Plan policies in some way. Indicators must relate to policy areas identified in the Growth Plan to produce relevant results. Identifying and prioritizing intended uses of performance measurement at the beginning of the evaluation process is extremely influential in increasing overall evaluation use (Fleischer & Christie, 2009). Enlightened Use: When used, selected indicators must produce findings that will add knowledge to the field and that may be used by anyone, not just those involved with the policy program or evaluation of the program (Weiss, 1979). Therefore, indicators must be designed or selected so that they can be used and understood by Greenbelt policy analysts, Metrolinx planners, municipal staff and other stakeholder groups. Indicators that can be used to enlighten the field of policy in the Greater Golden Horseshoe will maximize the effective use of evaluation findings by encouraging the practice of regional policy coordination. Opportunity for Stakeholder Engagement: The purpose of selected indicators must extend beyond their use as a tool for measuring policy performance relative to a defined policy goal to engage stakeholders and build relationships that will assist the evaluation process. Indicators that encourage participatory and collaborative evaluation whether it is through data collection practices or qualitative indicator components shift the role of the evaluator away from the traditional notion of a detached evaluator with limited stakeholder interaction. It is generally accepted that stakeholder involvement increases evaluation use (Christie, 2003; Greene, 1988; Turnbull, 1999). Quality involvement is considered a result of the evaluator identifying the stakeholders early in the evaluation process through tailored evaluation priorities and then continuously engaging them, while establishing a structure for dialogue.

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Communicability: Indicators must be compatible with a timed reporting method developed by the Growth Secretariat. Evaluators must be able to communicate indicator results logically and efficiently to stakeholders and the general public. This involves considerations such as the type of information that indicators will provide, how information can best be presented effectively, and whether the presentation of findings allows both decision makers and the public to assess progress against stated goals. Effective communication of the information produced in the evaluation process can aid government transparency and accountability. Lastly, it is necessary to consider the ease with which performance indicators can be collected and reported internally by staff (Pricewaterhouse Coopers LLP, 2007). Flexibility: Indicators chosen must be adaptable to continue to be relevant over time. This is based on the concept of adaptive monitoring that acknowledges the uncertainty about how systems function and how they respond to human actions. The implementation of Growth Plan policies and objectives will change, making it inappropriate to continue reporting on the same performance indicators as in previous periods. For instance, as implementation progresses and more information becomes available from municipalities and stakeholders, the adaptation of existing indicators and how they are calculated will provide a deeper understanding of the regions growth and challenges. It must be possible to feed indicator results back into the decision-making process to reduce uncertainty and improve the effectiveness of the program over time (Provincial Planning Policy Branch, 2009). Evaluation Capacity Building Conceptual Use: The conceptual use criteria may be met when it is demonstrated that performance indicators will help the Secretariat staff understand the overall policy program of the Growth Plan in a new way. It is important to recognize the relationship between evaluation and organizational outcomes, so that the evaluation process can be a mechanism for transformative learning within the Secretariat and Ministry (Fleischer & Christie, 2009). Performance indicators have normative assumptions embedded in them making them conceptual technologies; that is, indicators shape what issues we think about and how we think about those issues through the selection and structure of the indicators used (Barnetson & Cutright, 2000). Process Use: Indicators must be realistic and justified as appropriate measures given the organizational capabilities of the Growth Secretariat. It is significant to recognize that the selected indicators and engagement in the evaluation process will result in behavioural, program, procedural and organizational changes within the Secretariat and Ministry (Patton, 2003). When selecting indicators, it is therefore essential to consider the how the following factors will affect the data collection and analytical capabilities of Ministry staff:

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 (a) management support and organized facilitation of the evaluation process by staff; (b) characteristics of inter-ministry advisory groups; (c) frequency, method and quantity of communications between public bodies/ministries; and (d) resource limitations (Fleishcer & Christie, 2009).

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5.0 Appendix Inventory of Performance Measurement Programs Inventory of Performance Indicators

Chart #1

Quality of Life/Social Equity Performance Measurement Projects - Overview of indicators from our research that we have identified as having to do with Quality of Life and Social Equity. Information includes: Project, Jurisdiction, Date, Study Proponents, Notes, Success Feature, Failure Feature, and Link to orginal document. Growth Management/Smart Growth Performance Measurement Projects Overview of indicators from our research that we have identified as having to do with Growth Management and Social Equity. Information includes: Project, Jurisdiction, Date, Study Proponents, Notes, Success Feature, Failure Feature, and Link to orginal document. Sustainability Performance Measurement Projects - Overview of indicators from our research that we have identified as having to do with Sustainability: Information includes: Project, Jurisdiction, Date, Study Proponents, Notes, Success Feature, Failure Feature, and Link to orginal document. Municipal/Regional Performance Measurement Projects - Overview of indicators from our research that we have identified as Municipal or Regional: Information includes: Project, Jurisdiction, Date, Study Proponents, Notes, Success Feature, Failure Feature, and Link to orginal document. Transportation and Non-Governmental Performance Measurement Projects - Overview of indicators from our research that we have identified as relating to transportation or non-governmental initiatives: Information includes: Project, Jurisdiction, Date, Study Proponents, Notes, Success Feature, Failure Feature, and Link to orginal document. 51

Chart #2

Chart #3

Chart #4

Chart #5

Chart #6

Quick reference overview of Infrastructure to Support Growth indicators. Information includes: Corresponding iventory item related to Charts #1-5, Sub-category of indicator, Related policy, Policy objective, Indicator, Data Source, and Link to referring document. Quick reference overview of Conservation and Preservation indicators. Information includes: Corresponding iventory item related to Charts #1-5, Sub-category of indicator, Related policy, Policy objective, Indicator, Data Source, and Link to referring document.

Chart #7

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Appendix B: Inventory of Performance Measurement Programs

Quality of Life / Social Equity Performance Measurement Projects

Number Project Jurisdiction Date Study Proponents Notes Success Feature Failure Feature Practical Application/ Lesson Learned Link

"Measuring the Livability of an Urban Centre: An Exploratory Study of Key North America; Europe 2004 Performance Indicators" - Research Paper

Balsas, C. J. L., in "Planning, Analyses concept of 'urban livability' and measurement through key Practice & Research", 19(1). performance indicators.

- Working towards establishing accepted methodology for evaluating urban livability / regeneration. Strong performance indicator selection criteria - Phased approach should be taken when measuring performance of polcies directed at - Potential over-subjectivity of qualitative measures. Quality of life http://pdfserve.informaworld.com/493239_ potential long time-frame goals. start with core set of indicators, amenable to evolution over distinguishes between national, local levels. Incorporates qualitative, outcomes may be intangible. 770885140_713630360.pdf anecdotal perceptions with quantitative, capturing broad picture of time as goals are achieved / change. performance.

Calvert-Henderson Quality of Life Indicators: A new tool for assessing national trends

United States

2000 - 2006. Six year Calvert and Henderson study

- Education Indicator provides an overview of issues related to structural educational reform, school vouchers, "charter" schools, home schooling, and the globalised information-based economy. Knowledge is now widely recognized as a significant factor of economic production and a basic human right - Employment - integration of three previously distinct fields: economics, social welfare, and the environment, helps deepen the dialogue by employing Initially published as a book in 2000, these are the the results of an extensivea systems approach to make explicit the inherent interdependences between six-year study done by a multi-disciplinary group of practitioners and scholarsfactors impacting quality of life All indicators are very complex to measure and use wide variety of from government agencies, for-profit firms, and nonprofit organizations who - Environment recognizing broad concerns, initial focus of indicator is on data which may be considered controversial. Research method was saw the need for more practical and sophisticated metrics of societal air and water quality since people cannot survive without acceptable quality based off of the work of Thomas S. Kuhn as articulated in The conditions. Indicators attempt to dig deeper to paint a more accurate picture air and water. Structure of Scientific Revolutions (1962). The Calvert-Henderson of quality of life in USA. There are 12 indicators: Education, Employment, - Health Indicator focuses on three basic questions: "Who gets a chance atIndicators put forward a new pattern to organise reflective thinking Energy, Environment, Health, Human Rights, Infrastructure, Income, National life? "How long will that life last?" and "How healthy will that life be?" Infant about quality of life in the modern age. Security, Public Safety, Re-creation and Shelter. Mortality Rate is a measure of the first question, Life Expectancy is a measure of the second question and Self-Reported Health is one way of measuring the third question. - Income measures trends in the level and distribution of family income - Housing - indicator reveals that while the majority of Americans are well housed, housing-related problems such as affordability and spatially concentrated poverty persist. Inequality in the US is nowhere more evident than in the persistent disparities in shelter across racial and ethnic groups

http://www.flynnresearch.com/indicators_ sochealth.pdf and http://www.calverthenderson.com/

Canadian Well-Being Index

Canada

2005 - ongoing

Institute of Well-being & Atkinson Charitable Foundation

Holistic, alternative to the traditional measurement of GDP, which cannot The Institute aims to enable all Canadians to share in the highest wellbeing measure those that are not quantifable - focuses on qualitative indicators. status by identifying, developing and publicizing statistical measures that offer Research demonstrates that markers of social and individual well-being are clear, valid and regular reporting on progress toward wellbeing goals and remarkably transcultural; People generally report greater life satisfaction if outcomes Canadians seek as a nation. they have strong and frequent social ties, live in healthy ecosystems, experience good governance, etc

http://www.ciw.ca

Measuring Sprawl and Its Impacts, a SmartUnited States (83 Growth America Study Metropolitan Areas)

2002

Smart Growth America

The heart of this project is an extensive database that allows for both the By far the most comprehensive attempt to define and quantify urban sprawl in careful measurement of urban sprawl as well as the assessment of its the U.S. with the use of a complex sprawl index scoring system. Two features Baseline data was not established as part of the research. As a relationship to a wide variety of quality-of-life indicators. It contains 22 that distinguish this study from earlier investigations are the efforts to result, it is unclear which metropolitan areas have been most affected variables grouped into the four factors that characterize sprawl and dozens of operationalize sprawl more completely through a larger set of metropolitan by the inception of Smart Growth. indicators of community quality of life, including everything from how much areas and the attempts to relate sprawl a more extensive set of outcomes. people drive every day to the consumption of farmland and forests.

http://www.smartgrowthamerica.org/spraw lindex/MeasuringSprawlTechnical.pdf

City of Winnipeg Quality of Life (QOL) Indicators (Hardy & Pintr, 2006)

Winnipeg, Manitoba

2006

Chapter in book 'Social Indiactors Research Series'

This project had four main objectives: 1. To identify and actively involve key participants and stakeholders to develop community indicators 2. To establish an indicator development process by which an indicator framework and specific indicators can be developed, periodically reviewed, and refined for the City of Winnipeg 3. To implement the above stated process and develop a set of indicators to be included in the Plan Winnipeg review 4. To develop an implementation plan to establish appropriate administrative systems to support measurement and reporting of progress toward Plan Winnipegs vision. Following qualities were used for developing indicators: a) Policy relevance b) Simplicity c) Validity d) Date availability e) Representativeness f) Sensitivity

Time and resources rarely permit researchers to gather sufficient quantity and quality data The data availability assessment identified a large number of data th to perform analysis. The definition of geographic scale and time period for any particular relate to the QOL framework. At an aggregated level of broad QOL issue or indicator should depend on the context and accessibility of data. It is important to categories, data match to a large extent the issues identified through be flexible so that issues will be analyzed based on availability or potential availability of the focus group meeting. However, at the issue or subcategory level .pdf retrieved from Ryerson Library data. Benefits of addressing corporate coordination of data management and reporting for a number of data gaps were observed. Major data gaps exist for the City of Winnipeg include: accessibility and awareness, reduction in data overlap, leadership and governance, image and identity, culture, arts, and compatibility of data and databases, the fostering of decision-making, and more efficient entertainment, neighborhoods, citizenship, and equity. reporting and decision-making mechanisms.

Citizen-Initiated Performance Assessment: Iowa, United States The Initial Iowa Experience

2001-Ongoing

Goes beyond standard measurement tools by allowing for citizen input Difficult for citizens to grasp that the Citizen Initiated Performance regarding program delivery and planning Assessment is an informal tool and that their input will not result in The state of Iowa has implemented a citizen initiated performance assessment Strengthening the bond between executive branch and the legislative policy direct policy changes, resulting in some confusion between policy Ho, A. and Coates, P. 2004. Citizenwhich is focused on engaging citizens and members of government in making process; shift the power back to citizens by engaging them in the -Public are more willing to give time and effort into projects that they believe result in direct making and performance measurements Initiated Performance Assessment: The Journal of Public Performance developing performance measures. This approach is expected to increase information and design policy changes -Performance measurements needs to contribute significantly to policy Challenging to sustain the interest of citizens in the program when Initial Iowa Experience. In Public and Management Review accountability of governments by integrating concerns and viewpoints of Greater accountability of governments when citizens are directly involved in directives and do so in a time sensitive manner, so the public can see their efforts they dont see immediate changes as a result of their assessments Performance and Management Review, citizens into the performance measurement framework. This program was the performance measurement process implemented Resistance of government staff to work directly for prolonged periods vol.27 No.3, p.29-50. implemented in nine Iowa cities in 2001. Community is more likely to view the performance measurement as a succe with the general public because members of the community are leading the evaluation process

Quality of Life / Social Equity Performance Measurement Projects (Continued)

Number Project Jurisdiction Date Study Proponents Notes Success Feature Failure Feature Practical Application/ Lesson Learned Link

ORTP 2035 Performance Measures (Oahu Regional Transportation Plan 2035 Hawaii, United States 2009 Project)

Prepared by Parsons Brinckerhoff for Oahu Metropolitan Planning Organization

To help achieve the vision, the ORTP 2035 is defined by five overarching goals that address the following topics: Transportation facilities Transportation operations and services Natural environment Human environment and quality of life Land use and transportation integration

in a way that will make the programs look good in light of the established performance indicators. It is commonly argued that what gets measured gets done. The result is that sometimes what gets done is not what should be done.

http://www.oahumpo.org/ortp_docs/ORTP 2035PerformanceMeasures20090617.pdf

Quality of Life Indicators for Canadian Municipalities

Canada

1999-Ongoing

Federation of Canadian Municipalities

The Federation of Canadian Municipalities has published a series of reports regarding quality of life within Canadian municipalities. These reports have been utilized by Candian communities and other levels of government to: Identify issues affecting quality of life in Canadian communities, better target - 8 QOL themes and subsequent performance indicators cover a broad scope policies and resources aimed at improving quality of life, support collaborative livability issues - Indicators were developed on the basis that they would b of efforts to improve quality of life, and establish municiapl governments as a meaningful at the municipal level, data would be available annually and on a strong a legitimate partner in public policy debates in Canada. They have nationally consistent basis, and they would be easily understood by all stakeholders. Monitoring system is supported by a detailed methodology and developed a series of indicators that address eight themes regarding quality of selection framework. They have identified sources of data ranging from thos life. These themes include: Population resource measures, community affordability measures, quality of employment measures, quality of housing collected at the national level to those collected at the municipal level. These performance measures were utilized in a meaningful way to analyze qol in measures, community stress measures, health of community measures, community safety measures and community participation measures. A 1999 Canadian communities and help communities and governments to develop policy accordingly. report identified the specific measures used to gauge each theme and identified baseline data for which future measurements would be compared. The QOL reporting system has been applied to 18 municiapl and regional jurisdictions across Canada, 6 of which fall within the GGH.

-Indicators are structured so that they could be applied at not only the municipal level but at the regional level. - Indicators could easily be applied to the GGH and its municipalities, http://www.fcm.ca//CMFiles/qol20011VSImany are already involved. - Municipalities within the GGH were involved with the research 3272008-7462.pdf and development of these indicators. - Measures relating specifically to affordability, employment, stress and population growth could be valuable

New Zealand Quality of Life Survey

New Zealand

2008-Ongoing

New Zealand Government

The Quality of Life Project was established in 1999 to provide social, economic and environmental indicators of quality of life in New Zealands six Survey conducted biannually. Measures opinions of residents of New Zealand largest cities. A survey is conducted every two years to gage public wellthrough questionaire. being. Results from the survey are combined with data from secondary sources (government agencies, councils etc.)

http://www.bigcities.govt.nz/pdfs/2007/Qu Survey as a method of evaluation. Can be used on a large scale to determine quality of life ality_of_Life_2007.pdf. factors and gage public opinion. http://www.bigcities.govt.nz/indicators.htm

10

Maryland Smart Growth Indicators Project Maryland, United National Center for Smart Growth Researc States and Education

2008-Ongoing

National Center for Smart Growth Research and Education

Categories of indicators and what they attempt to measure. ** there are also several quality of life indicators worth looking it ** 1. Population: includes measurements about the state's population trends, household sizes, and migration patterns. 2. Economy: includes measurements about the health of the economy, Failures to Maryland's Smart Growth Plan: numbers of commercial establishments, employment figures, earnings and restrictions on urban sprawl or development will adversely affect income data, and poverty information. housing supply and affordability 3. Environment: includes measurements about sensitive lands, forested area, doctrine of Smart Growth, once established, serves as an unfunded land types, agricultural lands, air quality, and the health of the Chesapeake mandate, as many communities lack the resources to achieve Bay. intelligent growth 4. Land Preservation: includes measurements about acres of land in the Ru - infrastructure targeting and resource protection is insufficient to Legacy Program, acres of land preserved, converted, or developed, protect sensitive ecological resources, regulation is still too relaxed to This project serves as a community report card to better monitor performance agricultural land preserved, public lands, and land conservation program achieve Smart Growth or sustainability and make better progress. performance. - masks the problem of unsustainable consumption and 5. Infrastructure: includes measurements about school funding, school overpopulation capacity, construction dollars spent, bus miles, number of people walking, - for urban design to be sustainable, densities must greatly exceed and sewer, water, and other infrastructure capacity. single family homes on quarter-acre lots, density must allow mass 6. Transportation: includes measurements about vehicle miles traveled, transit alternatives to the automobile and the opportunity for walking vehicle registrations, lane miles, transportation choices, and congestion and neighborhood destinations analysis. - smaller counties have been punished as more attention is paid to 7. Housing: includes measurements about housing affordability, new housing downtown and larger metropolitan areas units authorized for construction, housing ownership, housing vacancies, housing to jobs ratios, and residential sales inside and outside of the PFA. 8. Land Utilization: includes measurements about developed parcel location, development densities, vacant lands, and land uses across the state

http://www.indicatorproject.com

Growth Management / Smart Growth Performance Measurement Projects

Number Project Jurisdiction Date Study Proponents Notes Success Feature Failure Feature Practical Application/ Lesson Learned Link

The Ministry of Community and Rural Development staff delivered a series of

11

BC Ministry of Community and Rural Development Indicator List

British Columbia

2009

workshops in partnership with BC Hydro, the Canadian Mortgage and Housing The frequency of data collection is consistent with data aggregated annually The indicator list is not an exhaustive list of performance BC Ministry of Community andCorporation and Smart Planning for Communities. From these workshops, a or every five years with regional benchmarks to facilitate a standard measurement tools: social and community health is not one of the Rural Development sector-specific indicator list was developed to provide potential indicators that comparison of results. sectors that are measured. can be used by local governments when setting targets, policies and actions reduce community-wide GHG emissions.

http://www.cd.gov.bc.ca/lgd/library/Indicat or_List.pdf

12

Lincoln Institute - Evaluation of Programs United States and Outcomes

2009

Lincoln Institute

Comparative analysis - 8 states with, 8 without s.g. programs

-first comprehensive N.A. smart growth performance evaluation framework - limited discussion on how results will impact policy decisions, sythensizes qualitative and quantitative analysis enabling broad image of s.g. modify programs etc.; ie. findings that s.g. states did not fare much programs -well-devised, 52 set indicator list categorized to capture range of - comparative analysis important -time-scale of s.g. objectives should be considered in better than non in several categories may not actually impact smart growth objectives - cross-jurisdictional with non-smart growth states ongoing p.m. framework. program improvements - variable time-scale of goals hinders serves a comparison of s.g. with business-as-usual scenerios - comparable meaningful analysis. Canadian context, highly transferable framework.

http://www.lincolninst.edu/pubs/1583_New Book---Smart-Growth-Policies--AnEvaluation-of-Programs-and-Outcomes

13

Livable Region Strategic Plan

Vancouver, British Columbia

1996 - 2021

Metro Vancouver

Regional growth strategy for greater Vancouver - Adopted by all 22 municipalities of Metro Vancouver. - Primary goals involve maintaining regional livability, protecting the natural environment, accommodating - Growth management strategy subject to many of the same anticipated growth. More specific objectives of this regional growth plan - Strong monitoring and performance measurement framework - Progress criticisms as the Growth Plan for the GGH. - Concentrating include: Protecting ecologically significant land/resources, building complete monitored using a set of 29 indicators; 8 key indicators correspond with its development in built-up areas drastically reduced the supply of land,- Performance measurement crucial in regards to policy evaluation and transparency. communities, achieving a compact metropolitan region and increasing four main objectives - Measurement framework evaluative outcomes applieddriving up land prices; resultant negative impacts on affordable - Conflict between intensification and affordable housing goals. transportation choice.- Contains a monitoring strategy which aims to evaluate meaningfully to policy formualation. housing - Unrealistic intensification targets. - Little observed progress successes and failures through a system of performance measurement. -Plan toward program goals. in effect since 1996. - Series of reviews applying performance measures use to evaluate the progress. - Similar objectives to those outlined in the Growth Plan for the GGH.

http://www.metrovancouver.org/planning/d evelopment/strategy/Pages/LivableRegion StrategicPlan.aspx

14

2040 Growth Concept

Oregon, United States 2000-Ongoing

Metro Council

Strong urban containgment framework: Oregon State Law requires Metro - Does not suggest benchmarks or targets for achieving regional Oregon leads nation in efforts to legislate and regulate an end to or at least acompile and submit to the Department of Land Conservation and Development slowing of urban sprawl. - Adoption of strict urban growth boundary to stop the nine performance measures at least every two years. - Also requires Metro to planning objectives. - Avoids editorial commentary and suggestions spread of urbanization into the farm and forest areas that surround the evaluate the capacity of the Urban Growth Boundary at each periodic reviewwhich policies may need revamping. metropolitan area. to ensure that the Urban Growth Boundary has the capacity to accommodate 20 years of growth. - Regional in scope. - Smilar elements to Places to Grow. Policy guidelines for: safe, healthy communities diversity of employment and business opportunities housing choice high amenity of urban environments the protection and the maintenance of the character of the regions natural environment - Comprehensive. - Forward looking; 50 yr plan. - Strong implementation sustainable use and protection of the regions natural and physical resources mechanisms. (including infrastructure) efficient access to activities and appropriate social infrastructure.

https://scholarsbank.uoregon.edu/xmlui/h andle/1794/9254

15

Auckland Regional Strategy:2050

Auckland, New Zealand1999-Ongoing

http://www.arc.govt.nz/albany/fms/main/D ocuments/Auckland/Aucklands%20growth /Auckland%20regional%20growth%20stra tegy.pdf

16

North Jersey Transportation Planning Authority - Smart Growth

New Jersey, United States

Ongoing

North Jersey Transporation Planning Authority

- Generates recommendations for specific strategies and programs to benefit particular areas. Identifies about 30 project concepts for further development Effective narrowing down and prioritizing needs to a manageable list. Place-based approach, finding solutions that are appropriate for prevailing Policies point to the aspects of the system and its performance that should land uses and activities in particular places, ranging from the urban core to receive priority attention in defining needs. - Strategy evaluation draws exurban and rural areas. - Considers preferred future growth patterns for heavily on RCIS principles and guidelines for determining place types, setting areas and how transportation can serve them. - Data and performance objectives, selecting performance measures, setting performance targets. For measures used to gauge accessibility, aspects of mobility, congestion, and example, following the special emphasis of the RCIS on public transit and reliability on roads, public transit, and other modes of travel. -Considers land bicycle/pedestrian facility improvement. use, economic, environmental, and social impacts.

http://www.njtpa.org/Plan/Need/SE/default .aspx

17

Regional District of Nanaimo, B.C. Annual Nanaimo, British Report on Progress towards Growth Columbia Management Plan

2000

- Framework for linking land use, environmental, economic, social, and Regional District of Nanaimo transportation planning within the region. - Annual report highlights achievements and constraints towards the identified planning goals.

- Reviewed annually resulting in evolving monitoring practices -Requirements -Little changes take place on a large policy level during one year -Acknowledges that this Growth Management Plan will be implemented gradually and as a for interdepartmental/intergovernmental cooperation for successful monitoring intervals - Concern that annual reviews are not necessary for a 25 response to development applications -Purpose of annual report is to judge whether or nothttp://www.rdn.bc.ca/cms.asp?wpID=478 -Strong focus on environmental protection and the creation of vibrant year plan - Limited number of goals identified -Lack of data to inform the regional decisions are in line with the overall goals of the Plan, or not. indicators economies

Growth Management / Smart Growth Performance Measurement Projects (Continued)

Number Project Jurisdiction Date Study Proponents Notes Success Feature Failure Feature Practical Application/ Lesson Learned Link

18

Growth Management Act (Washington) After Ten Years

Washington, United States

2002

1000 Friends of Washington

- Growth Management Act in Washington State is the basis for a regulatory reform law, passed in 1995, that attempts to make three planning laws work together: the Growth Management Act, State Environmental Policy Act, and Shoreline Management Act -Requires all local government to combine the process of environmental review and permit review - Limits hearings and appeals in these matters to local governments

-Creation of Growth Management Hearing Boards to alleviates burden on superior court system and provide a timely means of dispute resolution of land use management -Encourages efficient multi-modal transportation -Criticism that the Plan has increased housing costs -Continuing -Link between growth management hearing boards and the OMB -Board is used to guide systems -Promotes housing affordability by encouraging city and country public resistance to infill development presenting ongoing challenges www.futurewise.org/resources/publication smart growth principles entrenched in the Growth Management Act and have established comprehensive plans to comply with this goal - Comprehensive Plans requir Lack of effort by some communities towards addressing housing for s/GMA_another_look.pdf to be updated every five years -Urban Growth Areas are required to include a precedents that clarify the language of the GMA special needs populations. twenty-year land supply for housing and employment -Sanctions can be imposed if a growth management hearings board makes a finding that a county, city or agency fails to comply with.

19

Spokane, Washington Comprehensive Plan: Performance Measurement Report

Washington, United States

2002

- 1990 Washington State Legislature passed the Growth Management Act -Strong indicator selection criteria based on a variety of favourable (GMA); requires Spokane County to prepare and adopt Comprehensive Plan." characteristics including: indicator must measure an outcome related to the County-Wide planning policies developed to reflect growth management objectives. - Performance Measurement Program evaluates progress of GMA or the Comprehensive Plan goals or policies, reliable information about Spokane County in its implementation of the Growth Management Act and the indicator must already be collected on a regular basis, the relationship the Spokane County, Washington between the indicator and the Comprehensive Plan is easily understood Spokane County Comprehensive Plan. -Developed series of "Community Indicators" to monitor the progress.- Indicators address broad themes of landProgress towards the framework goals of the Comprehensive Plan has been supply, natural resources, transportation, housing, infrastructure, economic observed as outcome of indicator framework - Valuable indicator set development, parkland and health of the natural environment. - Presented in Effective evaluation results application. an annual report to the county planning commission.

http://www.spokanecounty.org/BP/data/D Highly transferable to Growth Plan for GGH context. - Performance reports should coincide ocuments/CompPlan/Appendix%20B.pdf with budget cycle so that issues raised can be allocated appropriate resources. http://www.spokanecounty.org/BP/data/D ocuments/PerformMeas/PerformMeas.pdf

20

Smart Growth Index - GIS Analysis

United States

2003

- GIS application and report of study completed through the Environmental - Application simplifies land use and transportation scenarios for Protection Agency using application. - Evaluates sketches with a set of 56 - Effective tool for municipalities to quantify results of smart growth policies. analysis. It is meant to give indication of trends, but is not accurate U.S. Environmental Protection indicators that measure such outcomes as land consumption, housing and Provides visual of impacts of smart growth policies good for use in council enough to be used as a regulatory tool. -Basic GIS knowledge - Applications and nature of analyses need to be updated as policies evolve. Agency employment density, proximity to transit, and po-llution emissions. - Indicator meetings, public meetings etc. - Cost is low, especially if municipality already required. - Data availability issues. results expressed both numerically and spatially, so users obtain both tables has GIS data. and maps showing the performance of each sketch.

http://www.epa.gov/dced/topics/sg_index. htm

21

The potential effect of national growthmanagement policy on urban sprawl and Israel the depletion of open spaces and farmland

2004

Frenkel, Amnon

- Discusses results comparative study the effects on urban sprawl when growth management tools are applied contrasted with a scenario depicting current trends in managing land in Israel.

-Results support growth management strategies for reducing depletion of open space and farmland.

- Evalutates growth management tools as moderately effective and unable to solve problems of development pressures and decreasing profits that plague agricultural land.

Land Use Policy 21 (2004) 357369 doi:10.1016/j.landusepol.2003.12.001

22

Arizona Smart Growth Scorecard

Arizona, United States 2008-Ongoing

Arizona Growing Smarter Council

-Aims to strengthen ability of local officials to plan for growth and development -Overall approach designed to encourage communities to discuss and by encouraging more comprehensive strategies leading for smarter land use incorporate smart growth policies and the eventual implementation of these -Voluntary nature of program undermines 'teeth'. -Does not discuss decisions. - Participating state discretionary grant and loan programs include policies. -By participating in the completion of the scorecard communities are the policy implications of the scorecard results. - Does not set out -Scope of indicators very limited -Need to update indicators and methods of scorecard the Scorecard in several different ways.- For some programs, a Scorecard than applicable for more state funding programs. -Separate criteria and expected targets. -Does not take into account or promote interevaluation more regularly completed by a community must be included or referenced in the program's indicators have been developed for different sized communities and counties regional smart growth; over-emphasis on single community level. within the population thresholds of the Growing Smarter statutes using current application to be considered administratively complete, regardless of the score. population estimates.

http://www.azcommerce.com/SmartGrowt h/Scorecards/

23

Provincial Policy Statement (PPS) - 2005

Ontario

2005-2009

Only for discussion. However suggested characteristics of 'good' This discussion paper is designed to initiate a dialogue with municipalities, performance indicators are: a) Relevance b) Validity c) Controllability d) stakeholders, and public in the development of performance monitoring Clarity e) Accuracy f) Cost Effectiveness g) Sensitivity h) Timeliness i) Ontario Ministry of Municipal framework and indicators for the PPS. Draft indicators have been developed Comparability. The key principles are a) Keep framwork focused on the key Affairs and Housing by provincial ministries with an interest in land use planning and cordinated by policy objectives of the PPS b) Keep it simple c) Start with a small number of indicators d) Make indicators relevent e) Make information useful for policy the Ministry of Municipal Affairs and Housing. and decision-makers.

http://www.mah.gov.on.ca/Page6131.aspx

Sustainability Performance Measurement Projects

Number Project Jurisdiction Date Study Proponents Notes Success Feature Failure Feature Practical Application/ Lesson Learned Link

25

Ecological Integrity Assessment And Performance Measures For Wetland Mitigation

United States

2006

The Environmental Protection Agency and other agencies have developed a National Wetlands Mitigation Plan that includes the need for assessing the effectiveness of biological and functional indicators that will help establish performance standards for wetland mitigation. This report outlines our approach to establish performance standards for wetlands mitigation using an adapted version of NatureServes methodology for conducting ecological NatureServe: Faberintegrity assessments -Identified indicators and metrics for assessing Langendoen, D., J. Rocchio, ecological integrity by: M. Schafale, C. Nordman, M. -using a standardized classification of wetland types, including diagnostic Pyne, J. Teague, T. Foti, and characteristics; -identifying key ecological attributes and indicators of each P. Comer. system, with protocols for measuring those indicators to ensure consistent field measurements and documentation -identifying practical metrics with ratings and thresholds based on normal or natural benchmarks; -providing a scorecard matrix by which the indicators/metrics are rated and integrated into an overall assessment of the ecological integrity of the wetland.

http://www.natureserve.org/publications/ei a_wetland_032707.pdf

26

Sustainable Sydney 2030

Sydney, Australia

2008- 2030

City of Sydney

Because this plan is quite recent, it is difficult to ascertain what kind of success it has achieved and how useful the short-term "key performance indicators" and 10 overarching targets are as evaluation tools. STRENGTH#1:The plan is highly accessible to the public -ie., downloads of the plan are available in large print and audio files for the visually impaired and there is an online feedback portal for public comments. The Ten Strateg Sustainable Sydney 2030 is a long term environmental and economic Method of short-term evaluation is inconsistent. For example, some Directions, Objectives and 186 actions that City Council is implementing were development plan. The plan contains 10 overarching targets with of the Ten Strategic Directions have objectives that have no informed by 18 months of consultation and engagement, in the most extensive corresponding strategic directions, objectives and major public projects. Plan corresponding "key performance indicator" in the Corporate Plan, consultation undertaken in the City's history. The City held 41 events and developed for the City of Sydney and will be implemented by short-term capi such as Strategic Direction #10 (Implementation through effective consultation forums during the development of the 2030 Vision; 12,000 people plans passed by Council every 4 years (the "Corporate Plan"). The City of governance and partnerships) and Strategic Direction #9 were directly consulted; the 2030 website received more than 15,000 website Sydneys 2009 Corporate Plan is the first four year implementation plan for (Sustainable development, renewal and design). It is also unclear visitors and 200 comments; and more than 2,000 comments were received delivering Sustainable Sydney 2030, identifying the major projects, programs how the short-term, 4 year key performance indicators contained in through the Future Phone. Therefore, support for the plan and its objectives and services that will be undertaken to achieve those objectives (together with the Corporate Plan fit within the overarching targets of the and projects is broad and is not simply legislatively enforced. This suggests how they will be measured). It provides a budget and three year forward Sustainable Sydney 2030 plan. In this respect, the evaluation of the implementation will be effectively achieved through partnerships and that estimates for the period 1 July 2009 to 30 June 2012. Therefore plan is fragmented between two separate planning documents evaluation of the plan will continue to incorporate qualitative evaluation and implementation and performance measures are flexible, but still work towards allowing for poor performance evaluation of the Strategic Direction community engagement. STRENGTH #2: Implementation of the 10 Strategic meeting the overarching targets outlined in the 2030 plan. objectives and the corresponding major project initiatives. Directions is effectively paired with a major project that acts as a proponent the plan's objectives. For example, Direction #3 (Integrated Transport for a Connected City) is paired with a project called "Protecting the Heart" which is an integrated transport strategy that aims to reduce the impact of traffic on public spaces and to improve the experience of being in the City Centre.

http://www.cityofsydney.nsw.gov.au/2030/ thedirections/SustainableDevelopment.as p#

27

Evaluating Mode-2 Strategies for Sustainable Development

United States

2009

A new generation of public programs emerges, which specifically addresses complex societal problems we witness today. Programs for these types of complex issuesin this article, we consider more closely the challenge of sustainable developmentare characterized by emergent design, learning processes between diverse actors, and adaptive management. Managers of American Journal of Evaluation: Regeer, B. , Hoes, these kinds of programs have new demands for evaluation and evaluators. A.,van Amstel-van Saane, M. This article describes prevailing evaluation methods for sustainable Caron-Flinterman, F. F. and development (progress assessment, goal-oriented program evaluation, and program theory evaluation) and the challenges they meet when confronted Bunders, J. F. G. with the complexity of designing and conducting systemic intervention programs for sustainable development. The evaluation framework that we propose offers guiding principles to assist evaluators in evaluating complex programs.

American Journal of Evaluation 30(4) 515-537 2009 DOI: 10.1177/1098214009344618

28

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

British Columbia

2002

Alexander, D & Tomalty, R, 2002 in Local Environment 7(4)

13 indicators of community sustainability in 26 municipalities collected. Focus on issues related to development densities. Following performance variables were used: 1. Population density - 1997 estimate of population divided by are of taxable land (minus land in the Agricultural Reserve) 2. Efficiency of land use - Housing unit density 3. Variety of housing forms - Percentage of single The density of communities is associated with efficiencies in infrastructure A negative relationship was discovered between housing affordability detached homes as a proportion of total housing stock, Percentage of and with reduced automobile dependence, with the ecological and economicand green space per capita and higher land-use densities. This, in apartments as a proportion of total housing stock, Percentage of households implications which flow from that. However, it does not necessarily correlate turn, suggests areas requiring further attention in future policy in ground-oriented housing units 4. Efficiency of infrastructure provision with greater affordability of housing or more access to green space. Another initiatives. If compact community policies cannot deliver greater Sewer & water infrastructure lengths (in km) per 1000 people 5. Mixed land important point that emerged was that density is only one factor determining affordability and a higher quality of life, then they are not likely to be use - Ratio of jobs to resident employed labour force 6. Jobs/housing balanc the intensity of infrastructure, the location of jobs and commuting successful in the long run. Most of the municipalities studied for the Percentage of resident employed labour force working within own municipality behaviour/automobile dependence. There are also factors of regional history, report could boast of progressive, Smart Growth policies in their (Census subdivision) 7. Car use and commuting distance - Percentage of geography and economics that prevent a straightforward linear relationship official community plans and other planning documents. However, in workers working within 5 km of home, Median length of commute for workers, from obtaining between urban density and these other factors. many cases, policy goals were not being realised on the ground. Modal split for trip to work, Average number of passenger vehicles per capita 8. Housing affordability - Percentage of households spending more than 30% of their income on housing 9. Quality of life - Hectares of parkland and playgrounds per 1000 people

.pdf retrieved from Ryerson Library

29

Sustainable Seattle - Indicators of a Sustainable Community

Seattle, Washington, United States

1998

Sustainable Seattle

The 1998 report examines 40 indicators. Criteria for indicators is: a) relevantDue to difficulties in measuring current wetland delineation and Sustainable Seattle brings together various community actors to define and b) reflect community values c) attractive to local media d) statistically defining biodiversity, the Wetlands and Biodiversity indicators were research indicators. This is the 3rd report on indicators. measurable e) logically or scientifically defensible f) reliable g) leading in thatcombined into one Ecological Health indicator. they allow time to act h) policy-relevant

http://sustainableseattle.org/Programs/Re gionalIndicators/1998IndicatorsRpt.pdf

Municipal / Regional Performance Measurement Projects

Number Project Jurisdiction Date Study Proponents Notes Success Feature Failure Feature Practical Application/ Lesson Learned Link

31

City of Hamilton - Strategic Plan, Hamilton, Ontario Performance Measurement, and Reporting

2008

City of Hamilton

Performance measures used for the Corporate Strategic Plan of Hamilton.

In 2004, OMBI developed guidelines on accounting for capital assets in anticipation of an amendment to the Public Sector Accounting Handbook that would make local governments responsible for including such information in their annual financial statements. In 2005, with financial support from the Province of Ontario, OMBI began developing a Capital Asset Guide to help all municipalities comply with the new reporting requirement. Methodologies are currently being piloted in several OMBI municipalities. The reporting requirement will come into effect in 2009. Best Practice / Shared Practice Reports Expert panels have established for each of the areas that OMBI is measuring. Through the reporting and analysis of performance data and networking between municipalities, experts identify best practices or better practices. This process promotes continuous improvements and a culture of performance measurement for the delivery of programs and services and may result in new ideas or creative solutions for program and/or service issues. These reports are available on-line at www.ombi.ca

The benefits of benchmarking are: a) Able to target problem areas and develop solutions to achieve the best levels of performance b) Provides an assessment of the strengths and weaknesses of key municipal performance c) Identifies best practices which can lead to improvements to services and potential cost savings d) Contributes to a continuous improvement strategy for the delivery of municipal services and programs e) Provides a valuable source of ideas on new processes, systems, technologies and creative solutions to http://www.hamilton.ca/CityDepartments/C business problems. City of Hamilton participates in three performance measurement ityManager/PerformanceMeasurementan programs: A) OntarioMunicipal Benchmarking Initiative (OMBI). The Ontario Municipal dReporting/ Benchmarking Initiative (OMBI) is a municipal partnership project that strives for service excellence in municipal government. In January 2007, OMBI released the first Public Report 2005 Performance Benchmarking Report. The report is available at www.ombi.ca.. The service areas most applicable to the Growth Plan for the Greater Golden Horseshoe are: a) Building b) Parks c) Planning d) Roads e) Social Housing f) Transit B) Municipal Performance Measurement Program (MPMP) C) See entry 27. Section 300

32

Town of Markham - Transportation/LandMarkham, Ontario use Policy Case Study

2008

City of Markham/Transport Canada

The Performance Measures Document (PMD) is a list of development criteria applied to the town's core, Markham Centre. One category of the PMD is devoted to sustainable transportation infrastructure. Markham's TDM program, funded in part through development charges, supports its municipal employe TDM Programs: a) More than 100 area businesses are now involved, and the community as a whole with a variety of TDM services. The Markham representing about 25,000 employees. For example, IBM Canada, Markham's Centre Advisory Committee worked with the community, hosting a series of largest employer, was an inaugural member of Smart Commute 404-7. The public workshops and a conference to receive public input with respect to five company also supports an employee bicycle users' group, was one of the broad areas: a) Transportation b) Greenlands c) Built form d) Green region's first corporations to install showers facilities for active commuters an infrastructure e) Public spaces. For transportation, they focus on five was one of Carpoolzone.ca's first corporate participants. b) In 2007, the Tow component areasroads, transit, biking, walking and TDMthat promote a of Markham and Richmond Hill were awarded the Transportation Association balanced transportation system. These measures include such things as: a) of Canada's Sustainable Urban Transportation Award for the Smart Commute Clearly visible and safe pedestrian crossings; b) Transit stops that are within a 404-7 program. c) As of 2008, Carpool Zone had 1,200 registered users in 5-minute walk of the development; c) Provision of inter-connected bicycle the 404-7 area. d) About 160 of Markham's 1,000+ municipal employees are systems and bicycle support facilities (e.g., bike racks, shower and change registered for the town's 50 per cent discount on bus passes and about 50 facilities in commercial properties, etc.); and d) Sidewalks on both sides of th employees are registered with Carpoolzone.ca. road and connectivity between sidewalks and off-street pathways. A Smart Growth Checklist accompanies the measures and includes a list of questions for each of the five component areas (roads, transit, biking, walking and TDM).

a) Political will and leadership are vital. Markham's council supported the PMD and the TDM strategies by putting in place the resources and procedures necessary (advisory committee, participation in Smart Commute, etc.) to ensure that these initiatives are sustained over the long-term. b) Provide measurable targets. Because the PMD sets forth specific criteria for developers, the development community knows exactly what to expect from the municipality. The PMD also helps keep the town on track with respect to the vision and goals it set forth in its Official Plan. c) Establish partnerships. The town has established a variety of partnership with community and business groups, including the Town of Richmond Hill, Markham Board of Trade, Pollution Probe, schools, developers and retailers. Its relationship with The Remington Group, Markham Centre's largest developer, is a case in http://www.tc.gc.ca/programs/environment point. Remington supported the town's vision by adopting its own sustainability policies, /utsp/markhamlanduse.htm which helped gain buy-in from other developers. d) Create community buy-in. Markham created advisory committees for several of its communities. Policies and plans include the PMD and its cycling plan. The Cycling and Pedestrian Advisory Committee oversaw development of the cycling plan. These plans were well articulated to the public and were developed in partnership with all sectors of the community, giving residents a feeling of connection to the overall goals and objectives. e) Think multi-modal. Generally speaking, when municipal planners and engineers think of transportation they think only of roads and cars. Markham officials say that encouraging municipal staff to consider the many different modes of transportationand the infrastructure related to each of those modesis a key part of their strategy to achieve sustainable transportation goals.

33

Stockholm Vision 2030

Sweden

2007

This is very much a giant vision statement for the future of Stockholm so it does not give specific details on methods of implementation. However, it does aspire to many of the same goals as Ontario Growth Plan, especially the GTA. Focus is on quality of life and social http://international.stockholm.se/Futureservices, accommodating multiculturalism, economic development, providing a variety of Stockholm/ housing options, accommodating the elderly, removing traffic barriers that divide the city, creating a highly efficient transportation system etc.

34
Stockholm City Plan

Sweden

2009

Many similar goals to Ontario Growth Plan. Focus on strategic growth nodes, strengthening inner-city. Connectedness, vibrant urban environment, etc. The Planning and Compulsory Purchase Act (2004) requires every regional planning body (RPB) to make an annual report to the Secretary of State containing information on the implementation of the RSS and the extent to which the policies set out in the strategy are being achieved. Key statutory requirements include the need of the RPB to highlight an polic that in its

While this plan looks relevant, I can't find any section relating to implementation..? I'm not even sure if it's that useful to us. I put the link up just in case.

http://international.stockholm.se/FutureStockholm/Stockholm-City-Plan/

35

Regional Spatial Strategy Monitoring: A Good Practice Guide

Great Britain

2005

-Regional Spatial Strategy (RSS) recognizes the wider policy context and links to other monitoring activities -RSS has a critical interface with national policy, other regional strategies and local development frameworks/ -Although the structure of the RSS annual reporting and monitoring is programmes -Regional planning bodies in the U.K. demonstrate leadership by meant to allow regional planning bodies to adapt evaluation to the exploring how to coordinate RSS monitoring with the national, regional, and specific needs of the region on a yearly basis, this does not allow for -built-in, statutory checks and layered monitoring approach increase the ability of local monitoring of these strategies, plans and programmes -May improve the much time for regions to realize the results of policy implementation performance evaluation to effectively measure appropriate policy results. exchange of information and achieve some degree of consistency between Clear that the purpose of spatial monitoring in the U.K. contemplates deifferent planning and monitoring activities, reducing overall resource that circumstances will have changed rapidly and that new issues will continue to arise and need to be addressed. requirements -Layered monitoring should also assist regional planning bodies in gaining a greater understanding of the changes taking place in their regions.

http://www.communities.gov.uk/document s/planningandbuilding/pdf/143201.pdf

36

Spatial Planning: Indicators to Assess the Efficiency of Land Consumption and Land- Germany Use - Europe, (Storch & Schmidt, 2008)

2008

Storch & Schmidt, 2008 in book Standards and Thresholds for Impact Assessment

The aim of this writing is to discuss the importance of socio-environmental efficiency indicators for Strategic Environmental Assessment (SEA) in spatial development planning.

The efficiency of the resulting regional and urban spatial structure that this spatial development process creates can be measured and analysed (Apel et al. 2000, Ewing et al. 2002, Flacke 2003) by the use of the following spatial and structural indicators: 1. Residential density and density of use, 2. Variety of uses and mixed urban land use: For the implementation of measures to reduce land consumption and Neighbourhood mix of homes, jobs, and services, 3. Strength of agglomeration centres: to optimize land-use in Germany, the level of regional planning is Concentration and of polycentric structure settlements, 4. Accessibility of public most important (Von Haaren and Nadin 2003). But as the ongoing transportation infrastructures: Non car-based transport systems compatible with the city degree of land consumption shows, the effectiveness of regional network. 5. Recycling of land: Focusing new development in already built-up areas: planning in this policy area is actually very low. Major deficits in the Reactivation of brownfield sites, utilisation of conversion and changed use potential in .pdf from Ryerson Library current regional planning framework to limit the environmental existing build-up areas, mobilisation of abandoned areas in urban contexts. Special attent pressures associated with sprawl are a lack of spatially detailed datamust be paid to the importance of understanding the spatial structure of regions, required to create indicators related to sprawl and land consumption agglomeration centres and cities in order to develop standards and thresholds for indicators and the resulting inappropriate zoning (Runkel 1999). which are compatible with the observed spatial structures of the assessed planning region. A pragmatic approach to the assessment of settlement developments involving core indicators should be used (Apel et al. 2000; Wrbka et al. 2001; Flacke 2003), because they can largely be derived from the abovementioned available land-use und socio-demographic base data.

Transportation and Non-Governmental Organization Performance Measurement Projects

Number Project Jurisdiction Date Study Proponents Notes Success Feature Failure Feature Practical Application/ Lesson Learned Link

37

Developing Sustainable Transportation Performance Measures for the Texas Department of Transportation's Strategic Plan.

Texas, United States

2009

The Texas department of tranpsortation has developed a performance measurement based approach to evaluate the sustainability of its system. The TDOT strategic plan identifies five goals: reduce congestion, improve safety, increase economic opportunity, enhance the value of transportation assets, - By weighting/scaling many performance indicators in forming an overall and improve air quality. These goals are deemed to specifically address -Attempting to aggregate many performance indicators into an overall index of sustainability we can view the transportation system and the goals of issues of sustainability. This approach requires the development of sustainability index is confusing and somewhat complicated. its strategic plan as a whole - They have developed an excel-based calculator Texas Transportation appropriate performance measures, which are evaluated and aggregated into Method is meant to be applied to individual transportation corridors a -Aggregating many performance measures into an overall index is interesting approach to assist with calculation of index - This method is highly transferable - Case apposed to entire regional transportation networks. - Sustainability Institute/Texas A&M Universitya composite indicator of sustainability. The scope of this project was limited to studies have been performed to demonstrate and validate all methods - The index valuable in gauging overarching success but difficult to see addressing sustainability at the transportation corridor level. The basic steps report was accompanied by an exhaustive list of possible performance which specific areas are lagging or excelling. required in this methodology were the quantification, scaling, and weighting of measures which could be used to evaluate transportation systems individual performance measures to obtain an aggregate sustainability indicator value. In other words they used specific performance measures to inform a broader index of sustainability. The report outlines each performance measure and the quantification methodology used.

http://tti.tamu.edu/documents/0-55411.pdf

38

Oregon Department of Transportation Annual Performance Report

Oregon, United States 2006 - 2007

Oregon Department of Transportation

Contains extensive list of performance measures for safety, efficiency and livable communities in Oregon. Used by the state department of transportation. Looks at all modes of transportation, roads, pedestrians, public, bicycles etc.

Ties statewide Smart Growth goals to transportation indicators. For example, tying traffic delays to air quality. Also contains a performance measure summary that shows progress of performance measures. Analysis has been going on long enough for them to have had some time to look at the effectiveness of their performance measures. They also used a statewide customer satisfaction survey to gage effectiveness of program. Performance report issued annually. Performance measures used not just in transportation planning, but also in budget planning, resource planning and communications with stakeholders. Performance measures gathered at different time intervals depending on nature of indicator. Training opportunities for staff. Public survey is conducted by telephone every two years. Appendix B contains questions from the survey.

http://www.oregon.gov/ODOT/CS/PERFO RMANCE/docs/2007ODOTAnnualPerform anceReport.pdf

39

The Ontario Realty Corportation's Green Strategy

Ontario

2009

The Ontario Realty Corporation

One item looks at brownfield management. Also, their ecosystem approact to resource management is grouped into three categories: 1. Environmental Assessment - utilizing environmenal assessment as a tool to identfy and Building Sustainability is comprised of six interrelated areas of environmental mitigate environmental, social, and economic impacts. 2. Green spaces management: 1. Energy Management 2. Environmental Compliance 3. Waste identifying and creating protected new green spaces and conservation areas Management 4. Green Buildings 5. Green Gas Mitigation 6. Natural Resource in order to protect biodiversity, environmentally sensitive habitats, and Management essential carbon sinks 3. Corporate Sustainability Framework - Developing a corporate sustainability framework to measure social, environmental, and economic performance.

http://www.ontariorealty.ca/Assets/About+ ORC/ORC+Building+Sustainability.pdf

40

Greater Toronto Area Agricultural Action Committee - Demographic Profile of Greater Toronto Area 1986-2006

Toronto, Ontario

2009

The Action Plan provides a GTA-wide framework to keep the GTA agricultural Greater Toronto Area industry competitive through the identification of 37 action items in the areas In establishing Action Plan, the statistics were taken from Statistics Canada. Agricultural Action Committee of economic development, education/marketing, land use policy, Website contains detailed maps of local agricultural area. accountability and responsibility.

http://www.gtalocalfood.ca/pdfs/DemoProf ilefinal.pdf and http://www.gtalocalfood.ca/pdfs/GTA_Ag_ Action_Plan_Feb2005.pdf

41

Toronto Vital Signs Report - 2009

Toronto, Ontario

2009

Toronto Community Foundation

The Vital Signs reports monitors the quality of life in the city and identifies its strenghts and weaknesses in areas such as: education, arts & culture, work, transportation, environment, and housing. Although a full indicator list is not available, the majority of their data is taken from Statistics Canada and City of Toronto reports.

http://www.tcf.ca/vitalinitiatives/TVS09Full Report.pdf

42

Getting Tough on Urban Sprawl: Solutions to meet Ontario's Climate Change Targets Ontario Provincial Progress Report 2007

2007

The Pembina Institute

Makes key sustainability-focussed recommendations and ranks Ontario municipalities in terms of Smart Growth achievement. Target Areas: Clear index of smart growth indicators, comprehensive. Useful to Growth Plan Makes policy recommendations, but lacks implementation teeth. Infrastructure funding, land use planning, sustainable energy policy, fiscal an context as it is Ontario-centered. taxation policies, governance.

Look comprehensively at Smart Growth objectives. Speak to how findings will impact policy Available at: www.pembina.org. changes.

43

Ontario Community Sustainability Report Ontario

2007

The Pembina Institute

A total of 33 indicators were selected to characterize conditions relating to Only quantitative indicators were used in this study. The study was community sustainability in 27 study municipalities in Ontario. Eleven limited by the availability of data sources, or lack thereof. Data for indicators were included in each of the three identified domains of urban A comprehensive index of sustainability indicators. Data collected from the what might be considered significant indicators of community sustainability: the physical environment, the social environment and the It is vital to consider the availability and suitability of data that will be relied upon, as well as indicators is supported by case studies: 7 of the 27 municipalities were sustainability, such as energy use and ecologically significant land economic environment. For data analysis purposes, the data for each the changes that may affect data collection. If evaluating within the framework of selected for in-depth case study to provide greater context for the quantitative losses to development, were simply not available, or not available o Available at: www.pembina.org. indicator was normalized by converting results to a grade between 0 and 10 municipalities, recognize that some indicators are subject to powerful influences from findings and to explore urban sustainability issues affecting Ontario consistent basis from a single source and aggregated to the basis points. For all indicators, a higher score was considered positive from a outside municipal boundaries (ie., crime rates and employment rates). municipalities on the ground. municipal level. This indicator report was an exercise in compromise sustainability point of view. This required inverting scores for some indicators between the ideal set of indicators and the set for which suitable data (ie., a low crime rate is better from a sustainability point of view than a high could be found. crime rate).

Appendix C: Inventory of Performance Indicators

GROWTH MANAGEMENT INDICATORS

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

Employment Areas and Economic Prosperity

Winnipeg Quality of Life Indicators

GDP by industry

Defined as GDP by industry.

Provincial and Territorial Economic Accounts Review (Published by Statistics Canada)

City of Winnipeg Quality of Life (QOL) Indicators (Hardy & Pintr, 2006)

Fiscal

Winnipeg Quality of Life Indicators

Property tax rate

Defined as the percentage of the market value of the dwelling unit, which is collected as annual property tax.

Property Tax data (Canadian revenue Agency)

City of Winnipeg Quality of Life (QOL) Indicators (Hardy & Pintr, 2006) City of Winnipeg Quality of Life (QOL) Indicators (Hardy & Pintr, 2006)

Fiscal

Winnipeg Quality of Life Indicators

Change in income

Defined as the average annual change in real per capita income.

Census Data on Income (Statistics Canada)

Social Infrastructure

Federation of Canadian Municipalities Quality of Life Indicators

Quality of Social Infrastructure

Proportion of labour force employed in "community services".

Census Data on Employment (Statistics Canada)

The FCM Quality of Life Reporting System Second Report, Quality of Life in Canadian Communities, March 2001

Social Infrastructure

Federation of Canadian Municipalities Quality of Life Indicators

Quality of Social Infrastructure

Per capita annual expenditures on parks, recreation and cultural facilities. Data from Financial Statements of Municipalities

The FCM Quality of Life Reporting System Second Report, Quality of Life in Canadian Communities, March 2001

Social Infrastructure

Federation of Canadian Municipalities Quality of Life Indicators

Quality of Social Infrastructure

Pupil-teacher ratios.

Aggregate data from regional school boards.

The FCM Quality of Life Reporting System Second Report, Quality of Life in Canadian Communities, March 2001

Social Infrastructure

Federation of Canadian Municipalities Quality of Life Indicators

Quality of Social Infrastructure

Child care spaces per resident.

Aggregate data from regional school boards.

The FCM Quality of Life Reporting System Second Report, Quality of Life in Canadian Communities, March 2001

Employment

Federation of Canadian Municipalities Quality of Life Indicators

Quality of Employment

Employment/unemployment rates.

Census Data ( Statistics Canada)

The FCM Quality of Life Reporting System: Second Report Quality of Life in Canadian Communities, March 2001

Employment

Federation of Canadian Municipalities Quality of Life Indicators

Quality of Employment

Permanent, temporary and self-employment

Census Data (Statistics Canada)

The FCM Quality of Life Reporting System: Second Report Quality of Life in Canadian Communities, March 2001

Employment

Federation of Canadian Municipalities Quality of Life Indicators

Quality of Employment

Families receiving unemployment insurance or social assistance as % of all tax filers

Census Data ( Statistics Canada)

The FCM Quality of Life Reporting System: Second Report Quality of Life in Canadian Communities, March 2001

Employment

Federation of Canadian Municipalities Quality of Life Indicators

Quality of Employment

Median hourly wages by gender and age

Census Data ( Statistics Canada)

The FCM Quality of Life Reporting System: Second Report Quality of Life in Canadian Communities, March 2001

Employment

Federation of Canadian Municipalities Quality of Life Indicators

Quality of Employment

Employment income as % of all income

Census Data ( Statistics Canada)

The FCM Quality of Life Reporting System: Second Report Quality of Life in Canadian Communities, March 2001

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

10

Growth Management

Maryland Smart Growth Indicators Project Population

Historic Population, projected population, foreign born, minority, elderly, youth population, level of education

http://www.indicatorproject.com/

Maryland Smart Growth Indicators Project. Retrieved 13 February 2010 from http://www.indicatorproject.com Maryland Smart Growth Indicators Project. Retrieved 13 February 2010 from http://www.indicatorproject.com Maryland Smart Growth Indicators Project. Retrieved 13 February 2010 from http://www.indicatorproject.com Maryland Smart Growth Indicators Project. Retrieved 13 February 2010 from http://www.indicatorproject.com

10

Growth Management

Maryland Smart Growth Indicators Project Housing

Housing affordability, homeownership rates, jobs to housing balance, median price of housing units, percentage of new housing authorized for construction, residential sales, vacancy rates

http://www.indicatorproject.com

10

Growth Management

Maryland Smart Growth Indicators Project Economy

Job density, median household income, families in poverty, wages by industry, average weekly wages per worker, average annual employment, http://www.indicatorproject.com average number of establishments

10

Growth Management

Maryland Smart Growth Indicators Project Environment

Tree coverage, LEED registered projects, phosphorus and nitrogen contributions to the Bay

http://www.indicatorproject.com

11

Settlement Areas and Rural Areas

BC Ministry of Community and Rural Development

Residential Density

-Persons per km2, Dwellings per Ha in residential areas

StatsCan Census Data, Population and Dwelling Counts BC Ministry of Community and Rural for Urban Areas. Every 5 years. Dwellings/Ha residential Development Indicator List would need to be collected from municipalities StatsCan or BC Stats. Community Profiles. Every 5 years.

11

Housing

BC Ministry of Community and Rural Development

Housing Density

% of dwellings that are SF

BC Ministry of Community and Rural Development Indicator List

15

Affordable Housing and Amenity Auckland Strategy Design

Desirable communities

Amenity and design: (includes heritage) Increased guidance to private developers (e.g. Design Advisory Service); Increased community involvement in design programmes; Increased public investment in civic design.

Data from Reports on Community Programs and Services prepared by Municipalities

17

Housing

Regional District of Nanaimo Growth Management Plan

Nodal Structure

Diversity of housing types in designated nodes

Census Tracts (Statistics Canada)

Regional District of Nanaimo, B.C. Annual Report on Progress towards Growth Management Plan Regional District of Nanaimo, B.C. Annual Report on Progress towards Growth Management Plan Regional District of Nanaimo, B.C. Annual Report on Progress towards Growth Management Plan

17

Housing

Regional District of Nanaimo Growth Management Plan

Nodal Structure

Diversity of amenities in designated nodes

Census Tracts (Statistics Canada)

17

Housing

Regional District of Nanaimo Growth Management Plan

Nodal Structure

Housing tenure, affordability, and demographic groups served by nodes

Census Data (Statistics Canada)

17

Housing

Regional District of Nanaimo Growth Management Plan

Nodal Structure

Housing within 400 metres of amenities (retail facilities, services, schools, GIS Data. greenspace, and bus stops)

Regional District of Nanaimo, B.C. Annual Report on Progress towards Growth Management Plan

18

Housing

Washington Growth Management Act

Affordable Housing

Amount of increase or decrease in budget for low-income housing

Census Data

Washington Growth Management Act: after ten years (Report)

18

Housing

Washington Growth Management Act

Affordable Housing

Establishment of targets for affordable housing

Census Data

Washington Growth Management Act: after ten years (Report)

19

Growth Management

Spokane County, Washington Comprehensive Plan

Reduce Urban Sprawl

1. Overall residential density change, urban area/rural area 2. Density of approved preliminary plats 3. Density of multifamily building permits 4. Utilization of previously platted and approved lots and subdivisions 5. Changes in infrastructure availability - where and how much

Spokane County Division of Building and Planning.

Spokane County Comprehensive Plan Appendix B - Performance Measurement

19

Housing Affordability

Spokane County, Washington Comprehensive Plan

Housing Affordability

1. Home prices by county quadrant 2. Housing Affordability Index 3. Average rent by county quadrant 4. Rent/income Ratios 5. Amount of first-time home buyers 6. Availability of low-income housing units

Spokane Housing Authority, The Real Estate Report.

Spokane County, Washington Comprehensive Plan, Appendix B Performance Measurement

22

Air Quality

Arizona Smart Growth Scorecard

Reducing adverse air quality impacts

Amount of funding available for implementing air quality improvements, in Data from Financial Statements of municipalities dollars

Overview of Arizona Smart Growth Scorecard (Report)

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

23

Settlement and Rural Areas

Planning authorities shall identify and promote opportunities for Provincial Policy Statement (PPS) - 2005 intensification and redevelopment, and promote compact form. PPS, 2005 Policies: 1.1.3.3 and 1.8.1 a)

Change in persons per square kilometre in urban cores and rural fringe

Census Data.

Provincial Policy Document, Discussion Paper

23

Housing

Planning authorities shall provide for an appropriate range of housing types and densities by establishing and implementing Provincial Policy Statement (PPS) - 2005 minimum targets for the provision of housing which is affordable to low and moderate income households. PPS, 2005 Policy: 1.4.3 a)

Number of official plans that have established and implemented minimum targets for the provision of housing that is affordable to low and moderate income households

Official Plans Prepared by the Municipalities

Provincial Policy Document, Discussion Paper

23

Housing

Planning authorities shall identify and promote opportunities for intensification and redevelopment, and promote compact form. Planning authorities shall provide for an Provincial Policy Statement (PPS) - 2005 appropriate range of housing types and densities to meet the projected requirements of current and future residents. PPS, 2005 Policies: 1.1.3.3, 1.8.1 a), 1.4.1, 1.4.3

Change in housing structure types (expressed as a percentage of total occupied private dwellings) across a range of housing structure categories (Single-detached house; Semi-detached house; Row house Apartment; Detached duplex; Apartment less than 5 storeys; Apartment 5 or more storeys and Other single-attached house)

Census Data.

Provincial Policy Document, Discussion Paper

23

Energy and Air Quality

Planning authorities shall support energy efficiency and improved air quality through land use and development Provincial Policy Statement (PPS) - 2005 patterns which improve the mix of employment and housing uses to shorten commute journeys and decrease congestion. PPS, 2005 Policy: 1.8.1 d)

1. Change in commuter containment by region 2. Change in median commuting distance to work by CMA/CA

Census Data, Transportation Tomorrow Survey

Provincial Policy Document, Discussion Paper

23

Energy and Air Quality

Planning authorities shall support energy efficiency and improved air quality through land use and Provincial Policy Statement (PPS) - 2005 development patterns which promote compact form. PPS, 2005 Policy: 1.8.1 a)

1. Change in the average lot size from year to year 2. Change in the average size of new lots from year to year

Parcel Data

Provincial Policy Document, Discussion Paper

27

Employment Areas and Economic Prosperity

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

Mixed land use

Ratio of jobs to resident employed labour force

Census Data

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

27

Employment Areas and Economic Prosperity

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

Jobs/housing balance

Percentage of resident employed labour force working within own municipality (Census subdivision)

Census Data

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

27

Housing

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

Housing affordability

Percentage of households spending more than 30% of their income on housing

Census Data

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

27

Settlement Areas and Rural Areas

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

Population density

1997 estimate of population divided by area of taxable land (minus land in Census Data the Agricultural Reserve)

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

27

Housing

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002) Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

Efficiency of land use

Housing unit density

Census Data

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002) Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

27

Housing

Variety of housing forms

Percentage of single detached homes as a proportion of total housing stock; percentage of apartments as a proportion of total housing stock; percentage of households in ground-oriented housing units.

Census Data

28

Employment Areas and Economic Prosperity Employment Areas and Economic Prosperity

Sustainable Seattle

Employment Concentration

Employment at top employer companies.

Census Data

Sustainable Seattle report

28

Sustainable Seattle

Unemployment

Recorded vs. estimated unemployment.

Census Data

Sustainable Seattle report

28

Employment Areas and Economic Prosperity

Sustainable Seattle

Income Distribution

Share of income by income group.

Census Data

Sustainable Seattle report

28

Employment Areas and Economic Prosperity

Sustainable Seattle

Work required for Basic Needs

Monthly hours worked for basic needs.

Census Data

Sustainable Seattle report

28

Housing

Sustainable Seattle

Housing Affordability

Housing Affordability.

Census Data

Sustainable Seattle report

28

Employment Areas and Economic Prosperity

Sustainable Seattle

Children Living in Poverty

Percentage of children living in poverty.

Reports from Social Services Programs

Sustainable Seattle report

29

Housing

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting - MPMP Measures

Land-Use Planning

Percentage of new residential units located within settlement areas.

Census Data

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting MPMP Measures

33

Growth Management

Regional Spatial Strategy Monitoring (Great Britain)

Effective implementation through a statutory annual monitoring review of the Regional Spatial Strategy. The main purposes are to achieve the following: (see next column).

(1) Whether policies and related targets in the RSS have been met or progress is being made towards meeting them. Where they are not being met or not on track to being achieved, the reasons why. (2) What significant effects implementation of the policies is having on the social, environmental and economic characteristics of the area and whether these effects are predicted by the Regional Spatial Strategy. (3) Whether Department for Communities and Local Government, the policies need adjusting or replacing because they are not working as Great Britain. intended. (4) Whether the way the Regional Spatial Strategy is being implemented needs to be changed to ensure delivery. (5) Whether the policies need changing to reflect changes in national policy or because circumstances have changed since the preparation of the existing Regional Spatial Strategy and new issues to be addressed.

Office of the Deputy Prime Minister. (2005). Regional Spatial Strategy Monitoring: A Good Practice Guide. Great Britain. http://www.communities.gov.uk/documents/ planningandbuilding/pdf/143201.pdf

33

Housing

Regional Spatial Strategy Monitoring (Great Britain)

To deliver housing provisions required by the region based on a regional housing trajectory and sub-regional trajectories where appropriate, of completions and conversions.

Whether numbers of net additional dwellings built in the region during the period covered by the annual monitoring and review are on target since the policy/policies concerned were first published by the Secretary of State.

Department for Communities and Local Government, Great Britain.

http://www.communities.gov.uk/documents/ planningandbuilding/pdf/143201.pdf

34

Settlement Areas and Rural Areas

Spatial Planning: Indicators to Assess the Efficiency of Land Consumption and Land Land-Use Planning Use - Europe (Storch & Schmidt, 2008)

Land area taken up for settlement development and transportation infrastructure.

GIS Data.

Spatial Planning: Indicators to Assess the Efficiency of Land Consumption and Land Use - Europe (Storch & Schmidt, 2008)

34

Settlement Areas and Rural Areas

Spatial Planning: Indicators to Assess the Efficiency of Land Consumption and Land Land-Use Planning Use - Europe (Storch & Schmidt, 2008)

Degree of soil sealing by construction and paving.

Data from Reports on Community Infrastructure and Public Works

Spatial Planning: Indicators to Assess the Efficiency of Land Consumption and Land Use - Europe (Storch & Schmidt, 2008)

34

Settlement Areas and Rural Areas

Spatial Planning: Indicators to Assess the Efficiency of Land Consumption and Land Land-Use Planning Use - Europe (Storch & Schmidt, 2008)

Land area taken up for settlement development and transportation infrastructure.

GIS Data.

Spatial Planning: Indicators to Assess the Efficiency of Land Consumption and Land Use - Europe (Storch & Schmidt, 2008)

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

34

Settlement Areas and Rural Areas

Spatial Planning: Indicators to Assess the Efficiency of Land Consumption and Land Land-Use Planning Use - Europe (Storch & Schmidt, 2008)

Degree of soil sealing by construction and paving.

Data from Reports on Community Infrastructure and Public Works

Spatial Planning: Indicators to Assess the Efficiency of Land Consumption and Land Use - Europe (Storch & Schmidt, 2008)

35

Air Quality

Texas DOT- Strategic Plan

1. Reduce adverse human health impacts 2. Reduce greenhouse gas emissions

1. aily NOx, CO, and VOC D emissions per mile of roadway 2. aily CO2 emissions per mile D of roadway

Data from Environmental Reports

Developing Sustainable Transportation Measures for TXDOT's Strategic Plan: Technical Report

40

Growth Management

Pembina Institute: Getting Tough on Urban Sprawl - Provincial Progress Report 2007

Population Density

Pop density of urban land base reflects efficiency of land use.

Census Data (Statistics Canada)

Getting Tough on Urban Sprawl: Solutions to meet Ontario's Climate Change Targets, Provincial Progress Report (2007). Retrieved from www.pembina.org.

40

Growth Management

Pembina Institute: Getting Tough on Urban Sprawl - Provincial Progress Report 2007

Land-use mix

Reflects mix of residential, commercial, institutional, green spaces.

GIS Data.

Getting Tough on Urban Sprawl: Solutions to meet Ontario's Climate Change Targets, Provincial Progress Report (2007). Retrieved from www.pembina.org.

40

Growth Management

Pembina Institute: Getting Tough on Urban Sprawl - Provincial Progress Report 2007

Urban Intensification

Rate of pop. growth within pre-existing urban boundaries.

Census Data

Getting Tough on Urban Sprawl: Solutions to meet Ontario's Climate Change Targets, Provincial Progress Report (2007). Retrieved from www.pembina.org.

41

Growth Management

Ontario Community Sustainability Report

Physical Environment: urban form that minimizes the environmental impacts of growth and development.

Population density: total population divided by the municipality's urbanized Primary source: DMTI Spatial Data, 2001 land base, which excludes open areas, water bodies and parks.

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report (2007)

Physical Environment: urban form that minimizes the environmental impacts of growth and development.

Land use mix: an index reflecting the degree to which residential, industrial, commercial, government/institutional and green (including parks) spaces are present in a municipality.

Primary source: DMTI Spatial Data, 2001

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report (2007)

Physical Environment: urban form that minimizes the environmental impacts of growth and development. Physical Environment: urban form that minimizes the environmental impacts of growth and development.

Urban intensification: amount of population growth between 1996 and 2001 that took place in already urbanized areas, defined as enumeration areas with open area less than 40%.

Primary source: DMTI Spatial Data, 2001

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report (2007)

Place of work: per cent of employed labour force working within own Census www.statscan.ca census subdivision (municipality) or census division (regional municipality).

41

Growth Management

Ontario Community Sustainability Report

Social Environment: Livability and Equity

Dwelling diversity: percentage calculated by assuming that an equal distribution of housing types would be an optimum distribution (i.e.., 33% of housing is single detached; 33% is ground oriented and 33% is Statistics Canada: 2001, 2006 Census www.statscan.ca apartments). The closer to 100, the closer the housing is to the ideal ratio (33:33:33) of total housing.

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report

Social Environment: Livability and Equity

Affordable housing (owners): per cent of owners spending more than 30% Statistics Canada: 2001, 2006 Census www.statscan.ca of income on housing.

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report

Social Environment: Livability and Equity

Affordable housing (tenants): per cent of renters spending more than 30% Statistics Canada: 2001, 2006 Census www.statscan.ca of income housing.

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report

Social Environment: Livability and Equity

Heritage homes: per cent of private dwelling units built before 1946.

Statistics Canada Census http://ezproxy.mala.bc.ca:2132/cgi-win/ CNSMCGI.EXE

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

41

Growth Management

Ontario Community Sustainability Report

Social Environment: Livability and Equity

Community centres: number of community centres in 2005 per 10,000 people.

Ontario Ministry of Economic Development and Trade. Community Profiles: www.2ontario.com/ communities

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report

Social Environment: Livability and Equity

Business density: number of businesses per 1,000 people.

Statistics Canada: Canadian Business Patterns, CDROM 2004/2006.

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report

Social Environment: Livability and Equity

Business diversity index: the diversity and distribution of businesses across Statistics Canada: Canadian Business Patterns, CDall business sectors in the municipality compared to the province as a ROM 2004. whole, measured as an index.

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report

Social Environment: Livability and Equity

Youth unemployment rate: per cent of youth (15-24 years old) in the labour force that are actively seeking work but are unable to find it.

Statistics Canada: Ontario Community Profiles www.2ontario.com/communities/

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Growth Management

Ontario Community Sustainability Report

Social Environment: Livability and Equity

Family income: median family income

Statistics Canada: 2001 Census www.statscan.ca

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

INFRASTRUCTURE TO SUPPORT GROWTH - INDICATORS

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

Place Livability

Measuring the Livability of an Urban Centre: An Exploratory Study of Key urban livability / social equity Performance Indicators - Research Paper

CITY CENTRE PROGRESS - car parking - visits to town centre - public transport amenities - crime rate - public facility access - street maintenance and cleanliness - accessibility facilities - CITY CENTRE HEALTH - retail vacancy - retail performance - retail sales. GENERAL HEALTH PERCEPTION INDEX - mix of stores / businesses - active merchants associations - overall retail sales - storefront occupancy - population growth in core - downtown cultural centre - tourism

National Historic Trust Preservation; Census data - Business Associations Chambers of Commerce

Balsas, C. J. L. (2004). Measuring the Liveability of an urban centre: An exploratory study of key performance indicators. Planning Practice, & Research, 19(1),101-110.

Intensification, Redevelopment and Brownfield Redevelopment

Winnipeg Quality of Life Indicators

Urban Sprawl

Defined as the ratio of number of new homes built in rural municipalities adjacent to Winnipeg to the Census Data number of new homes built within Winnipeg.

Hardy & Pintr. (2006). City of Winnipeg Quality of Life (QOL) Indicators. pdf retrieved from Ryerson Library

Fiscal

Winnipeg Quality of Life Indicators

Capital expenditure

Defined as the government capital expenditure in dollars per person.

Financial Reports Prepared by the Municipalities

Hardy & Pintr. (2006). City of Winnipeg Quality of Life (QOL) Indicators. pdf retrieved from Ryerson Library Hardy & Pintr. (2006). City of Winnipeg Quality of Life (QOL) Indicators. pdf retrieved from Ryerson Library Hardy & Pintr. (2006). City of Winnipeg Quality of Life (QOL) Indicators. pdf retrieved from Ryerson Library Hardy & Pintr. (2006). City of Winnipeg Quality of Life (QOL) Indicators. pdf retrieved from Ryerson Library

Fiscal

Winnipeg Quality of Life Indicators

Government income

Defined as the total government income in dollars annually, both capital and current divided by population.

Financial Reports Prepared by the Municipalities

Intensification, Redevelopment and Brownfield Redevelopment

Winnipeg Quality of Life Indicators

Infrastructure expenditure

Defined as per capita expenditure in dollars on infrastructure.

Financial Reports Prepared by the Municipalities

Transportation and Transit

Winnipeg Quality of Life Indicators

Expenditure on road infrastructure

Defined as per-capita expenditure in dollars on roads. (Should include capital and maintenance expenditure on all roads within the citys vicinity.)

Financial Reports Prepared by the Municipalities

Community Infrastructure

Iowa Citizen-Initiated Performance Assessment (CIPA)

Library and Community Centre Use

Number of 'repeat' users who return to use the service again, or percentage of returners from total number of users

Data from Reports on Community Programs and Services prepared by Municipalities

Citizen-Initiated Performance Assessment: The Initial Iowa Experience (Report)

Community Infrastructure

Iowa Citizen-Initiated Performance Assessment (CIPA)

Street Services

Citizen-Initiated Performance The average amount of time needed to travel through certain major transportation centres at specific Data from Transportation Reports Prepared Assessment: The Initial Iowa points in time by Municipalities Experience (Report)

1. icycle and Pedestrian FacilitiesB Compares the level of investment in new or improved nonmotorized transportation elements as well as potential impacts to existing bicycle and pedestrian facilities, and assesses how the scenario affects continuity of and accessibility to the bicycle/pedestrian network. 2. Intermodal Freight ConnectionsAssesses the quality of connections between freight modes (highway, air and seaports) based on quality (suitable routes, design standards, conflicts, etc) and redundancy of connections. 3. odal Conflicts- Assesses the candidate improvements' (e)effect(s) on the M potential for modal conflicts by assessing the negative effect(s) on other travel modes. 4. ode Share= Measures the share (as a percentage) of person-trips carried M by travel modes (e.g., single-occupant vehicle, high-occupant vehicle, transit, bicycle, pedestrian) based on travel demand model output. 5. Regional Transportation Linkages - Assesses whether the candidate improvements provide connections between regional transportation facilities or services. 6. Improved Accessibility to the Transportation System for Persons with Disabilities Assesses the level of investment in the proposed project or program that support Americans with Disabilities Act Accessibility Guidelines.

Transportation and Transit

ORTP 2035 Performance Measures (Oahu Regional Transportation Provision of inclusive multi-modal Plan 2035 Project) transport system

ORTP 2035 Performance Measures Data from Transportation Reports Prepared (Oahu Regional Transportation by Municipalities Plan 2035 Project)

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

Housing

Federation of Canadian Municipalities - Quality of Life Indicators

Quality of Housing

-Income Relative to Housing Cost, -Rental Affordability: % renters paying 30% or more of income for rent, -Substandard Dwellings: % of houses needing major repair, -Real estate sales per capita, Census Data Vacancy Rates

The FCM Quality of Life Reporting System: Second Report Quality of Life in Canadian Communities, March 2001

10

Transportation & Transit

Maryland Smart Growth Indicators Project

Transportation

Vehicle registrations per capita, vehicle miles traveled, transportation enhancement spending, percentage of county land area in transit shed, percentage of county of population in transit shed, percentage of county jobs in transit shed, density of transit shed, ridership (within different transit systems), parking spaces (within different transit systems), number of trains (within different transit systems)

Maryland Smart Growth Indicators Project. Retrieved Data from Transportation Reports Prepared 13 February 2010 from by Municipalities http://www.indicatorproject.co m

10

Infrastructure

Maryland Smart Growth Indicators Project

General

Pupils transported by school bus, school bus expenditures, projected school enrollments

Data from the Regional school board.

Maryland Smart Growth Indicators Project. Retrieved 13 February 2010 from http://www.indicatorproject.co m

11

Transportation and Transit

BC Ministry of Community and Rural Development

Average distance travelled by passenger km/capita vehicles (annually), per capita

Could be generated from CEEI data. Currently based on statistical analysis of vehicle transfer forms. Annual.

BC Ministry of Community and Rural Development Indicator List

11

Transportation and Transit

BC Ministry of Community and Rural Development

Number of passenger vehicles per capita registered passenger vehicles per capita

CEEI transportation data, from ICBC. Annual.

BC Ministry of Community and Rural Development Indicator List

11

Transportation and Transit

BC Ministry of Community and Rural Development

Transit ridership

transit trips per capita (service areas only)

BC Transit Municipal Systems BC Ministry of Community and Performance Summary. (Annual). Rural Development Indicator Translink/Metro Vancouver - Annual CUTA List statistics.

11

Transportation and Transit

BC Ministry of Community and Rural Development

Transportation mode for commuting

% of commuting trips by walking, cycling, or transit

StatsCan Community Profiles. Every 5 years

BC Ministry of Community and Rural Development Indicator List

11

Waste Management

BC Ministry of Community and Rural Development

Solid waste emissions

Tonnes CO2.

CEEI reports. Annual.

BC Ministry of Community and Rural Development Indicator List

11

Sewage and Water

BC Ministry of Community and Rural Development

Energy required for water supply

kWh per capita for residential water supply.

Would need to be annually collected and reported by municipalities/RDs.

BC Ministry of Community and Rural Development Indicator List

11

Sewage and Water

BC Ministry of Community and Rural Development

Energy and GHG emissions from water and wastewater

GJ per capita for wastewater treatment.

Would need to be annually collected and reported by municipalities/RDs.

BC Ministry of Community and Rural Development Indicator List

11

Sewage and Water

BC Ministry of Community and Rural Development

Energy and GHG emissions from water and wastewater

Tonnes CO2 per capita for wastewater treatment.

Would need to be annually collected and reported by municipalities/RDs.

BC Ministry of Community and Rural Development Indicator List

11

Sewage and Water

BC Ministry of Community and Rural Development

Energy and GHG emissions from water and wastewater

Potable water per capita.

BC Ministry of Community and Would need to be collected and reported by Rural Development Indicator municipalities/RDs. Annual. List

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

11

Waste Management

BC Ministry of Community and Rural Development

Organics in landfill

% of organics in waste or % of organics diverted

Not currently collected.

BC Ministry of Community and Rural Development Indicator List

11

Waste Management

BC Ministry of Community and Rural Development

Landfill gas capture

% of landfill gas captured

Annual reporting required under Landfill Gas Management Regulation

BC Ministry of Community and Rural Development Indicator List

12

Social Equity

U.S. Smart Growth States - Lincoln Policy Goal: supply affordable housing Institute

2 Indicator sub-categories: Affordability - median housing values and percent change, median gross rent as a percent of household income, median selected monthly however costs as a percent of household income, shares of cost-burdened households (identified by paying in excess of 30% of U.S. Census Bureau income on housing); Housing Mix - percent of new rental housing in the total of added housing units, percent of multi-family dwelling units

Ingram G. K. et al. (2009). Smart Growth Policies: An evaluation of programs and outcomes. Lincoln Instituted of Land Policy, Cambridge, MA.

13

Complete Communities

Liveable Region Strategic Plan

Policy Goal: Build Complete Communities

1) Number and proportion of new dwellings by structure type, within and outside the Growth Concentration Area 2) Number and proportion of new dwellings in municipal and regional centres 3) Benchmark price for housing for the region 4) Proportion of office floor space in municipal and regional centres 5) Proportion of labour force working in home subregion 6) Proportion of rental housing in regions housing stock

Census Data

2005 Annual Report: Liveable Region Strategic Plan

13

Transportation and Transit

Liveable Region Strategic Plan

Policy Goal: Increase Transportation Choice

1) Total number of vehicle kilometres driven 2) Vehicle ownership per household 3) Participation in regional ride-share program 4) Lane-kilometres of major road network 5) Kilometres of streets with sidewalks and kilometres of bike lanes 6) Commuter trip length 7) Total and per capita transit ridership 8) Growth in total and per capita transit capacity 9) Mode Split 10) Proportion of children walking to school versus using other transportation modes

Data from Transportation Reports Prepared 2005 Annual Report: Liveable by Municipalities Region Strategic Plan

16

Transportation & Transit

North Jersey Transportation Planning Authority - Smart Growth

Roadway delay due to extreme congestion or hotspots

Percent of total trip time spent in extreme congestion

North Jersey Transportation Data from Transportation Reports Prepared Planning Authority - Smart by Municipalities Growth document

16

Transportation & Transit

North Jersey Transportation Planning Authority - Smart Growth

Roadway delay due to incidents

Crashes on roads

North Jersey Transportation Data from Transportation Reports Prepared Planning Authority - Smart by Municipalities Growth document

16

Transportation & Transit

North Jersey Transportation Planning Authority - Smart Growth

Routine roadway delay

Delay in minutes per trip

North Jersey Transportation Data from Transportation Reports Prepared Planning Authority - Smart by Municipalities Growth document

16

Transportation & Transit

North Jersey Transportation Planning Authority - Smart Growth

Public transit use

Percent of commuting trips by transit

North Jersey Transportation Data from Transportation Reports Prepared Planning Authority - Smart by Municipalities Growth document

16

Transportation & Transit

North Jersey Transportation Planning Authority - Smart Growth

Access to major destinations (centers)

Average trip length in miles

North Jersey Transportation Data from Transportation Reports Prepared Planning Authority - Smart by Municipalities Growth document

16

Transportation & Transit

North Jersey Transportation Planning Authority - Smart Growth

Walk/bike trips

Percent of all trips by walking/biking

North Jersey Transportation Data from Transportation Reports Prepared Planning Authority - Smart by Municipalities Growth document

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

19

Transportation

Spokane County, Washington Comprehensive Plan

Efficiency of transportation system

1. Average trip distance and time to commute.

Spokane Regional Transportation Council, Spokane Transportation Authority, Spokane County Division of Engineering and Roads, Spokane.

Spokane County, Washington Comprehensive Plan, Appendix B - Performance Measurement

19

Transportation

Spokane County, Washington Comprehensive Plan

Efficiency of transportation system

Travel time on congestion management system corridors.

Spokane Regional Transportation Council, Spokane Transportation Authority, Spokane County Division of Engineering and Roads, Spokane.

Spokane County, Washington Comprehensive Plan, Appendix B - Performance Measurement

19

Transportation

Spokane County, Washington Comprehensive Plan

Efficiency of transportation system

Transit ridership per capita.

Spokane Regional Transportation Council, Spokane Transportation Authority, Spokane County Division of Engineering and Roads, Spokane.

Spokane County, Washington Comprehensive Plan, Appendix B - Performance Measurement

25

Affordable Housing

Sustainable Sydney 2030

LONG TERM GOAL (2030 Vision): Provide a wider range of housing so people who provide vital City services can afford to live in the City. SHORT TERM OBJECTIVES (Corporate Plan 2009): Protect existing affordable housing and facilitate new affordable housing in the City to provide for social, cultural, environmental and economic sustainability. Prevent the incidence of homelessness through better service coordination, improved services, and advocacy. End chronic homelessness in the inner-city by 2017.

LONG TERM PROGRAM INDICATORS (2030 Targets): (1) There will be at least 138,000 dwellings (48,000 additional dwellings) in the city for an increased diversity of household types, including a greater share of families. (2) 7.5% of all housing in the city will be social housing, and 7.5% will be affordable housing delivered by not-for-profit or other providers. SHORT TERM OBJECTIVE INDICATORS (Corporate Plan): (1) Affordable housing units resulting from affordable housing (annual figures). (2) Number of people exited from homelessness into long term housing. Percentage of people who maintain long term housing after 1 year.

Department of City Planning; Department of Social Policy & Community Support. This information is not yet able to be collected - City of Sydney expects to be able to commence reporting this data in 2011. Therefore, there is an implied implementation and monitoring lag of 3 years.

Sustainable Sydney 2030; City of Sydney Corporate Plan

25

Complete Communities (Vibrant local communities and economies)

Sustainable Sydney 2030

LONG TERM GOAL (2030 Plan): Building the sense of community and local economy by attracting and clustering innovative enterprises in the City's Villages. SHORT TERM OBJECTIVES (Corporate Plan 2009): (1) Develop and support local economies and employment. (2) Provide equal access to information and knowledge to support a life-long learning culture for residents, businesses and visitors to the City. (3) Provide affordable, safe, stimulating and educational activities and programs for children to enhance their positive growth and development, and assist families in balancing workforce and community life participation.

LONG TERM PROGRAM INDICATOR (2030 Plan): (1) Every resident will be within a 10 minute walk to fresh food markets, childcare, health services and leisure, social, learning and cultural infrastructure. SHORT TERM OBJECTIVE INDICATORS: (1) Percentage of City jobs located in village hubs. (2) Number of Indigenous people in training/employment/enterprise programs supported by the City. (3) Number of people engaged in pathways to employment programs. Number of library members. (4) Number of items borrowed from libraries. (5) Number of participants in computer training programs. (6) Number of families supported through child care services

City of Sydney Departments of Economic Development; Social Policy & Community Support; Culture & Library Services; Children's Services.

Sustainable Sydney 2030; City of Sydney Corporate Plan

27

Public Spaces, Parks, and Open Space

Smart Growth and Sustainable Development: challenges, solutions Quality of life and policy directions (Alexander & Tomalty, 2002)

Hectares of parkland and playgrounds per 1000 people

GIS Data

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

27

Sewage & Water

Smart Growth and Sustainable Development: challenges, solutions Efficiency of infrastructure provision and policy directions (Alexander & Tomalty, 2002)

Sewer & water infrastructure lengths (in km) per 1000 people

Data from Reports on Community Infrastructure Improvements and Public Works

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

27

Transportation & Transit

Smart Growth and Sustainable Development: challenges, solutions Car use and commuting distance and policy directions (Alexander & Tomalty, 2002)

Percentage of workers working within 5 km of home, Median length of commute for workers, Modal split for trip to work, Average number of passenger vehicles per capita

Census Tracts

Smart Growth and Sustainable Development: challenges, solutions and policy directions (Alexander & Tomalty, 2002)

28

Transportation and Transit

Sustainable Seattle

Pedestrian & Bicycl e Friendly Streets

Striped Bicycle Lanes

Data from Reports on Community Infrastructure Improvements and Public Works Census Tracts

Sustainable Seattle Report

28

Public Spaces, Parks, and Open Space

Sustainable Seattle

Open Space near Urban Villages

People living within 3 blocks of open space

Sustainable Seattle Report

28

Sewage and Water

Sustainable Seattle

Impervious Surfaces

Land Coverage (by watershed)

Regional conservation authority.

Sustainable Seattle Report

28

Sewage and Water

Sustainable Seattle

Water Consumption

Water Consumption in region

Data from Environmental Reports

Sustainable Seattle Report

28

Waste Management

Sustainable Seattle

Solid Waste Generated & Recycl ed

Solid Waste Flows

Data from Environmental Reports

Sustainable Seattle Report

28

Transportation and Transit

Sustainable Seattle

Vehicle Miles & Fuel Consumption

Travel & fuel consumption

Data from Environmental Reports Data from Reports on Community Programs and Services prepared by Municipalities

Sustainable Seattle Report

28

Community Infrastructure

Sustainable Seattle

Library and Community Centre Use

Annual Library Circulation and Community Center Visits per Capita

Sustainable Seattle Report

28

Intensification, Redevelopment and Brownfield Redevelopment

Sustainable Seattle

Community reinvestment

CRA Performance Ratings

Data from Financial Statements of Municipalities

Sustainable Seattle Report

29

Transportation & Transit

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting - MPMP Measures

Transit

Number of conventional transit passenger trips per person in the service area in a year.

Data from Financial Statements of Municipalities

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting MPMP Measures

30

Transportation & Transit

Town of Markham Transportation/Land-use Policy Case Study Town of Markham Transportation/Land-use Policy Case Study Town of Markham Transportation/Land-use Policy Case Study Town of Markham Transportation/Land-use Policy Case Study

Transit

Clearly visible and safe pedestrian crossings

Data from Reports on Community Infrastructure Improvements and Public Works

Town of Markham Transportation/Land-use Policy Case Study Town of Markham Transportation/Land-use Policy Case Study Town of Markham Transportation/Land-use Policy Case Study Town of Markham Transportation/Land-use Policy Case Study

30

Transportation & Transit

Transit

Transit stops that are within a 5-minute walk of the development

GIS Data

30

Transportation & Transit

Transit

Provision of inter-connected bicycle systems and bicycle support facilities (e.g., bike racks, shower and change facilities in commercial properties, etc.)

Data from Reports on Community Infrastructure Improvements and Public Works Data from Reports on Community Infrastructure Improvements and Public Works

30

Transportation & Transit

Transit

Sidewalks on both sides of the road and connectivity between sidewalks and off-street pathways

Corresponding Inventory Item

Sub-Category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

30

Public Spaces, Parks and Open Space

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting - MPMP Measures

Parks and Recreation

Operating costs for parks per person.

Data from Financial Statements of Municipalities

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting MPMP Measures

41

Transportation and Transit

Ontario Community Sustainability Report (2007)

Physical Environment: urban form that minimizes the environmental impacts of growth and development.

Length of roads per 1,000 people: total road length in a municipality's road network divided by the total population, and then multiplied by 1,000.

Primary source: DMTI Spatial Data, 2001

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Transportation and Transit

Ontario Community Sustainability Report (2007)

Physical Environment: urban form that minimizes the environmental impacts of growth and development.

Street connectivity: the average number of streets at intersections in the jurisdiction.

Primary source: DMTI Spatial Data, 2001

41

Transportation and Transit

Ontario Community Sustainability Report (2007)

Physical Environment: urban form that minimizes the environmental impacts of growth and development.

Commuting distance: the median length of commute (in kilometres) to work in municipality.

Census www.statscan.ca

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Transportation and Transit

Ontario Community Sustainability Report (2007)

Physical Environment: urban form that minimizes the environmental impacts of growth and development.

Commuting mode: Per cent of municipal labour force that commutes as a car/truck/van driver.

Census www.statscan.ca

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Transportation and Transit

Ontario Community Sustainability Report (2007)

Physical Environment: urban form that minimizes the environmental impacts of growth and development.

Transportation gap: the ratio of transit maintenance and capital expenditures per capita to road infrastructure maintenance and capital costs per capita.

Financial Information Returns (data year 2004/2006) http://csconramp.mah.gov.ca/fir/ViewFIR20 04.htm

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

41

Sewage and Water

Ontario Community Sustainability Report (2007)

Physical Environment: urban form that minimizes the environmental impacts of growth and development.

Tertiary water treatment: per cent of population served with tertiary water treatment (reflects stress being placed on local water bodies from sewage loadings).

Ontario Community Municipal Water Use Data. Sustainability Report. www.ec.gc.ca/Water/en/manage/data/Use_ Retrieved 2 March 2010 from DB_83-99_DB.xls www.pembina.org

41

Community Infrastructure

Ontario Community Sustainability Report (2007)

Municipal government operating and capital expenditures per capita per hectare. Municipal Social Environment: Livability and Equity government operating and capital maintenance costs per capita and per hectare of municipal land area.

Ontario Ministry of Municipal Affairs: Financial Information Returns 2004/2006 http://csconramp.mah.gov.on.ca/fir/ViewFI R2004. htm

Ontario Community Sustainability Report. Retrieved 2 March 2010 from www.pembina.org

CONSERVATION & PRESERVATION INDICATORS

Corresponding Inventory Item

Sub-category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

Public Spaces, Parks and Open Space

Winnipeg Quality of Life Indicators

Urban forests

Size, variety and condition of forests

GIS Data

City of Winnipeg report & academic article

Air Quality

Winnipeg Quality of Life Indicators

Air Quality

Defined as the number of good air quality days per year OR the number of days with air quality in the good range

Data from Environmental reports

City of Winnipeg report & academic article

Impacts of Transportation projects on Natural Resource/Environment

ORTP 2035 Performance Measures (Oahu Regional Transportation Plan 2035 Project)

1. esource/Environment EffectsR Assesses potential disruption or other impacts to natural areas such as animal habitats, open spaces, beaches, archaeological sites, and forested areas/vegetation based on the mapped location of sensitive areas and potential footprint changes Environmental Protection and Conservation 2. eliance on Renewable and Sustainable Energy Sources R Assesses the degree to which (transportation projects) promote the use of renewable and sustainable energy sources for transportation (over non-renewable sources). Data from Environmental reports

ORTP 2035 Performance Measures (Oahu Regional Transportation Plan 2035 Project)

Air Quality

ORTP 2035 Performance Measures (Oahu Regional Transportation Plan 2035 Project)

Air Quality

Air Quality- Assesses the level of greenhouse gas emissions as the result of proposed projects based on Vehicle Miles of Travel (VMT), presumed Data from Environmental reports fuel efficiency assumptions, and mix of fuel/power sources

ORTP 2035 Performance Measures. (2009). Oahu Regional Transportation Plan 2035 Project. Retrieved from http://www.oahumpo.org/ortp_docs/ORTP2 035PerformanceMeasures20090617.pdf

Environment

Federation of Canadian Municipalities - Quality of Life Indicators

Quality of Environment

-Number of Smog Days, - Amount of Municipal waste generated per capita, -Weight collected of recyclable goods per resident, - Quality of raw water meant for use as drinking water, - % of population served Data from Environmental reports by treated water, -% of environmentally significant land that is protected

The FCM Quality of Life Reporting System: Second Report Quality of Life in Canadian Communities, March 2001

11

Agriculture

BC Ministry of Community and Rural Development Area of urban agricultural land including community gardens

Hectares per capita

Would need to be annually collected by municipalities/RDs.

BC Ministry of Community and Rural Development Indicator List

11

Natural Heritage

BC Ministry of Community and Rural Development Deforestation emissions

tonnes CO2 per capita

CEEI reports. Annual.

BC Ministry of Community and Rural Development Indicator List

11

Natural Heritage

BC Ministry of Community and Rural Development Area of deforestation per capita

Hectares per capita

CEEI reports. Every 5 years.

BC Ministry of Community and Rural Development Indicator List

Corresponding Inventory Item

Sub-category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

11

Natural Heritage

BC Ministry of Community and Rural Development Urban trees Parks and greenspace

Urban trees planted per capita % of area that is park and protected greenspace

Would need to be collected and reported by municipalities/RDs. Annual.

BC Ministry of Community and Rural Development Indicator List

11

Buildings

BC Ministry of Community Building emissions and energy consumption and Rural Development

CO2 and GJ/home CO2 and GJ commercial

Annual CEEI reports.

BC Ministry of Community and Rural Development Indicator List

11

Buildings

BC Ministry of Community Renewable Energy Use -delivered through District Energy systems % of residential/commercial energy delivered through District Energy -solar water heating systems installed and Rural Development systems.

Would need to be collected from individual District Energy systems, and compared with CEEI data.

BC Ministry of Community and Rural Development Indicator List

11

Buildings

BC Ministry of Community Renewable Energy Use -delivered through District Energy systems -solar water heating systems installed % of dwellings with solar water heating systems. and Rural Development

Collected by municipalities through BC Ministry of Community and Rural permit process, or through suppliers Development Indicator List of solar systems (annual).

11

Energy Conservation

BC Ministry of Community Building emissions and energy consumption and Rural Development

% building stock that undertake PowerSmart/PowerSense retrofits.

BC Hydro (Annual data collection)

BC Ministry of Community and Rural Development Indicator List

11

Energy Conservation

BC Ministry of Community Building emissions and energy consumption and Rural Development

% of buildings and homes undergoing energy retrofits.

Fortis BC (Annual data collection).

BC Ministry of Community and Rural Development Indicator List

11

Energy Conservation

BC Ministry of Community Building emissions and energy consumption and Rural Development

% of homes that have completed Energuide audits.

EnerGuide database (Annual data collection).

BC Ministry of Community and Rural Development Indicator List

12

Protect Natural Resources and Environmental Quality

Changes in: acres of resource land; resource land per additional U.S. Smart Growth States person; farmland per additional person; farmland enrolled in Policy goal: preservation of agricultural and natural heritage lands. Lincoln Institute conservation programs; acres held in private land trusts; state parkland

Ingram G. K. et al. (2009). Smart Growth Policies: An evaluation of U.S. Department of Agriculture; programs and outcomes. Lincoln Land Trust Alliance; National Instituted of Land Policy, Association of State Park Directors. Cambridge, MA.

13

Natural Heritage

Liveable Region Strategic Plan

Protect the "Greenzone"

1) Area of Green Zone 2) Area of Agricultural Land Reserve 3) Total value of farm-gate sales 4) Number of new non-farm dwellings in the Green Zone 5) Number of endangered or threatened species (provincial red list) 6) Length of Regional Greenways completed 7) Size of protected conservation areas

Data from Environmental reports

2005 Annual Report: Liveable Region Strategic Plan

Corresponding Inventory Item

Sub-category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

22

Water Quality

Arizona Smart Growth Scorecard

Water Resource Management

The provision of a comprehensive water resource management plan and water conservation plan that is enforceable by ordinance

Data from Environmental reports

Overview of Arizona Smart Growth Scorecard (Report)

23

Water

Planning authorities shall protect, improve or restore the quality and quantity of water by: - identifying surface water features, ground water features, hydrologic functions and natural heritage Provincial Policy Statement Changes in the percentage of natural features and areas which are necessary for the ecological and (PPS) - 2005 vegetation in tertiary watersheds hydrological integrity of the watershed; - maintaining linkages and related functions among surface water features, ground water features, hydrologic functions and natural heritage features and areas. PPS, 2005 Policy: 2.2.1 c), e)

Southern Ontario Land Resource Information System (SOLRIS)

Provincial Policy Document, Discussion Paper

23

Water

Planning authorities shall protect, improve or restore the quality and quantity of water by: - identifying surface water features, ground water features, hydrologic functions and natural heritage features and areas which are necessary for the ecological and hydrological integrity of the watershed; - implementing necessary restrictions on development and site alteration to protect all municipal drinking water supplies and Provincial Policy Statement designated vulnerable areas; (PPS) - 2005 - implementing necessary restrictions on development and site alteration to protect, improve or restore vulnerable surface and ground water, sensitive surface water features and sensitive ground water features and their hydrologic functions; - promoting efficient and sustainable use of water resources, including practices for water conservation and sustaining water quality. PPS, 2005 Policy: 2.2.1c), d) 1., d) 2. and f)

1. Change in the number of municipal official plans identifying sensitive surface and ground water features and areas and including policies to protect these features and areas 2. Change in the number of vulnerable areas adopted by municipal council resolution for use in the Ontario Drinking Water Stewardship Program (ODWSP) Source Water Protection Program under the under Clean Water Act, Official Clean Water Act 3. Change in the number of vulnerable areas Plans identified in provincially approved assessment reports under the Clean Water Act 4. Change in the number of municipal official plans having incorporated key findings and recommendations from provincially approved Source Protection Plans under the Clean Water Act

Provincial Policy Document, Discussion Paper

23

Minerals, Petroleum and Mineral Aggregates

To ensure that in areas adjacent to or in known deposits of mineral aggregate resources, development and activities which would preclude or hinder the establishment of new operations or access to the resources shall only be permitted if: Provincial Policy Statement - resource use would not be feasible; or (PPS) - 2005 - the proposed land use or development serves a greater longterm public interest; and - issues of public health, public safety and environmental impact are addressed. PPS, 2005 Policy: 2.5.2.5

Change in the number of municipalities identifying aggregate resources and incorporating policy into their official plans that meets a provincial policy standard

Official Plans. Data would be collected and aggregated at provincial level.

Provincial Policy Document, Discussion Paper

23

Minerals, Petroleum and Mineral Aggregates

To ensure that progressive and final rehabilitation is completed for extraction of mineral aggregate resource to accommodate Provincial Policy Statement subsequent land uses, to promote land use compatibility, and to (PPS) - 2005 recognize the interim nature of extraction. Final rehabilitation shall take surrounding land use and approved land use designations into consideration. PPS, 2005 Policy: 2.5.3.1

Change in total amount of land that has been rehabilitated from mineral aggregate resource extraction annually compared to total amount of land under extraction

The Ontario Aggregate Resources Corporation (TORAC).

Provincial Policy Document, Discussion Paper

23

Natural Hazards

To ensure that development and site alteration is not permitted in Provincial Policy Statement a floodway regardless of whether the area of inundation contains (PPS) - 2005 high points of land not subject to flooding unless permitted in policy 3.1.3 or 3.1.6. PPS, 2005 Policy: 3.1.2

Change in the number of municipalities incorporating up-to-date (within 5 years) floodway (flood plain) mapping into their official plans and meeting a provincial policy standard

Official Plans. Data would be collected and aggregated at provincial level.

Provincial Policy Document, Discussion Paper

Corresponding Inventory Item

Sub-category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

24

Natural Systems Conservation and Preservation

Ecological Integrity Assessment and Wetland Mitigation Performance Measures for Wetland Mitigation

Landscape Context Landscape Composition Adjacent Land Use Buffer Width Landscape Pattern Percentage of unfragmented landscape within 1 km. Distance to nearest road Abiotic Condition Energy/ Material Flow Land Use Within the Wetland Hydrology Water Table Depth Water Table Depth Hydrological Alterations

Data from Environmental Reports

Ecological Integrity Assessment And Performance Measures For Wetland Mitigation Report

28 28

Air Quality Air Quality

Sustainable Seattle Sustainable Seattle

Air Quality Pollution Prevention

Measuring of air quality indexes. Toxic releases and sewage heavy materials.

Data from Environmental Reports Data from Environmental Reports

Sustainable Seattle report Sustainable Seattle report

28

Agriculture

Sustainable Seattle

Soil erosion

Turbidity levels.

Data from Environmental Reports

Sustainable Seattle report

28

Agriculture

Sustainable Seattle Sustainable Seattle

Local Farm Production

Acres with agricultural zoning.

Data from Agricultural Reports

Sustainable Seattle report

28

Energy and Air Quality

Renewable & Non-renewable Energy Use

Renewable & non-renewable energy use.

Data from Environmental Reports

Sustainable Seattle report

28

Energy and Air Quality

Sustainable Seattle

Energy Inputs per Dollar of Personal Income

Energy inputs per dollar of personal income.

Data from Environmental Reports Data from Financial Reports prepared by Municipalities

Sustainable Seattle report Sustainable Seattle report

28

Health Care

Sustainable Seattle

Health Care Expenditures

Health care expenditures per person.

29

Agriculture

City of Hamilton - Strategic Plan, Performance Measurement, and Land-Use Planning Reporting - MPMP Measures

Percentage of land designated for agricultural purposes which was not re-designated for other uses during the reporting year.

GIS Data

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting - MPMP Measures

29

Agriculture

City of Hamilton - Strategic Plan, Performance Measurement, and Land-Use Planning Reporting - MPMP Measures

Percentage of land designated for agricultural purposes which was not re-designated for other uses relative to the base year of 2000.

GIS Data

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting - MPMP Measures

29

Agriculture

City of Hamilton - Strategic Plan, Performance Measurement, and Land-Use Planning Reporting - MPMP Measures

Number of hectares of land originally designated for agricultural purposes which was re-designated for other uses during the reporting GIS Data year.

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting - MPMP Measures

Corresponding Inventory Item

Sub-category

Related Policy

Policy Objective

Indicators

Suggested Data Sources

Referring Document

29

Agriculture

City of Hamilton - Strategic Plan, Performance Measurement, and Land-Use Planning Reporting - MPMP Measures

Number of hectares of land originally designated for agricultural purposes which was re-designated for other uses since January 1, 2000.

GIS Data

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting - MPMP Measures

29

Public Spaces, Parks and Open Space

City of Hamilton - Strategic Plan, Performance Measurement, and Parks and Recreation Reporting - MPMP Measures

Total kilometres of trails and total kilometres of trails per 1,000 persons.

GIS Data

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting - MPMP Measures

29

Public Spaces, Parks and Open Space

City of Hamilton - Strategic Plan, Performance Measurement, and Parks and Recreation Reporting - MPMP Measures

Hectares of open space and hectares of open space per 1,000 persons (municipally owned).

GIS Data

City of Hamilton - Strategic Plan, Performance Measurement, and Reporting - MPMP Measures

Appendix D: Quality of Life Indicators

Quality of Life Indicators Measuring the Impact of the Growth Plan on Quality of Life in the Greater Golden Horseshoe In this study, several frameworks for measuring quality of life were looked at to better understand how others are measuring quality of life, at what scale, and where they are gathering their data Quality of life measurement is comprehensive, making it very difficult to draw out just one indicator. The frameworks that have been developed are intended to combine a variety of indicators to paint a picture. Of the four quality of life frameworks studied, the Federation of Canadian Municipalities - Quality of Life in Canadian Municipalities framework, may be the most appropriate in relation to the objectives of the Growth Plan. The Federation of Canadian Municipalities states that: By providing a method to monitor quality of life, the report is of value to Canadian communities and all orders of government as a tool to: Identify and promote awareness of issues affecting quality of life in Canadian communities; Better target policies and resources aimed at improving quality of life; Support collaborative efforts to improve quality of life; and Establish municipal governments as a strong and legitimate partner in public policy debates in Canada. (FCM, 2001) This framework looks closely at eight quality of life measures that are outlined in greater detail. These measures are: 1. Population Resource Measures 2. Community Affordability Measures 3. Quality of Employment Measures 4. Quality of Housing Measures 5. Community Stress Measures 6. Health of Community Measures 7. Community Safety Measures 8. Community Participation Measures Through observation of Wongs guide to indicator development (2006), as well as the guiding principles set forth by our research group, and taking into consideration the objectives of the Growth Plan; the reasons for the selection of the FCM quality of life framework are: It relies on data that is largely available through Statistics Canada The overall framework is narrower in scope and it thus easier to manage. For example, instead of using Healthy Populations as one domain, it is broken down in to several measurable criteria, each with their own set of indicators. For example:

Healthy Populations becomes Community Stress, Health of Community, Community Safety, Social Infrastructure, etc. The FCM measurement framework is designed to measure change over outcome There are several indicators available to measure each domain The domains used compliment the objectives of the Growth Plan It is specific to Canada and flexible in the scale of analysis used Calvert Henderson Quality of Life Indicators Created by an asset management firm Volume released in 2000 with subsequent online updates Quality of life indicators look at relationships across variables, domains, and sectors of society and, hence, are an unbundled system of indicators, not a composite index of data. (Flynn, 2002) Benefits Created to avoid problems associated with subjective weighting Constructed by a multidisciplinary group of practitioners and scholars from government agencies, for-profit firms, and nonprofit organizations Indicators look at both traditional economic, social and environmental indicator sets but also dig deeper into areas where conditions are rapidly restructuring our society and its institutions. Transparency created in the unbundling of the indicators to allow users to make their own rational choices Easily replicated at the local and international levels Domain Education Indicator Educational attainment Educational expenditures Enrollment rates Literacy rates Income by education Access to education Distribution of education Civilian labour force Employment rate Unemployment rate Underemployment rate Labour force participation rate Employment to population ratio Duration of employment Reason for unemployment

Employment

Energy

Environment

Health

Income

Non-market work Volunteering Alternative work arrangements Multiple job holders Self-employment Energy intensity Energy consumption Carbon intensity Air quality Water quality Soil quality Biodiversity Household waste Agricultural runoff Ozone nonattainment Air quality standards Air pollutant emissions Sources of emissions Electric utility generation Wind and water erosion Toxic chemical releases Swimmability and fishability of waters Infant mortality by mothers education, race and ethnicity Life expectancy by gender, race and nationality Security of person Domestic violence Immigration Asylum Prison labour Deported aliens Rights of women, children, aboriginals Death penalty Voting Human rights treaties Political action committees Median family income Male-female wage gap Wealth Low-wage jobs Employment (hours)

 Infrastructure

Labour force participation rate Unemployment rate Sources of income Insurance Pension Taxes Profits Non-labour income Poverty

National security

Public Safety

Public and private infrastructure Transportation sector Telecommunications sector Utilities sector Social infrastructure (health, safety, education) Capital stock Human capital infrastructure Environmental infrastructure Presidents national security strategy Congressional budget process International treaties Major armed conflicts World arms transfers Worldwide military expenditures Completed peacekeeping missions International terrorist incidents and causalities Death rates from injuries and infectious diseases Leading cause of deaths

Canadian Index of Well-Being Created by the institute of well-being Tracks changes in eight quality of life domains. Reports have been released for four of the domains so far. Those domains are: democratic engagement, living standards, healthy populations and community vitality. 1. Arts, culture and recreation 2. Democratic engagement 3. Community vitality 4. Education 5. Environment 6. Healthy populations 7. Living standards 8. Time use Domain Democratic Engagement Headline Indicator Voter turnout Volunteer rate for political activities Policy impact perceptions Representation of women in parliament Net official development assistance as a percentage of Gross National Income (GNI) Ratio of registered to eligible voters Satisfaction with democracy Interest in politics Research report is currently under development (March 13, 2010) Volunteering Number of close relatives Providing assistance to others Poverty crime Violent crime Walking alone after dark Trust Experience of discrimination Caring for others Belonging to community Participation in group activities Research report under development Research report currently under development Self-rated health Health adjusted life expectancy Diabetes

Arts, Culture and recreation Community vitality

Education Environment Healthy Populations

Living standards

Time use

Depression Life expectancy at birth Infant mortality Smoking Patient satisfaction with health services Population with a regular family doctor Influenza immunization among age 65+ Income distribution Incidence of low income Wealth distribution CSLS economic security index Long-term unemployment Employment rate CIBC employment quality index Housing suitability and affordability After-tax median income Research report currently under development

Federation of Canadian Municipalities Quality of Life in Canadian Communities Domain Population resources Indicator Population age groups Population growth Multiculturalism, immigration and visible minority population Internal migration Labour force replacement ratio Level of education Literacy CAM1 CAM2 Patterns of change in family incomes Public transportation: cost as % of minimum wage Government transfer income by source Employment and unemployment rates Permanent, temporary, and self employed Families receiving employment insurance or social assistance as % of all tax filers Median hourly wages by gender and age Long term unemployment Employment income as % of all income Incomes relative to housing costs Rental affordability: % renters paying 30% or more of income for rent Substandard dwellings: % of houses needing major repair Real estate sales per capita Vacancy rates % Lone parent families and incidence of low income Teen births per 1000 teen women Suicide rates per 100 000 residents Business and consumer bankruptcies Crisis calls Infant mortality Low birth weight babies Premature mortality Hospital discharges Work hours lost due to injury or disability

Community affordability

Quality of employment

Quality of housing

Community stress

Health of community

Community safety

Community participation

Quality of environment

Social infrastructure

Young offender charges per 100 000 residents Violent crimes per 100 000 residents Property crimes per 100 000 residents Injuries and poisonings per 100 000 residents Voter turnout Charitable donations United Way contributions per resident Recycling per resident Daily newspaper circulation Number of smog days Amount of municipal waste generated per capita Weight of collected recyclable goods per resident Quality of raw water meant for use as drinking water % Of population served by treated water % Of environmentally significant land that is protected Proportion of labour force employed in community services Per capita annual expenditures on parks, recreation, and cultural facilities Per capita annual expenditure and/or per capita holdings in public libraries Child care services per resident Pupil-teacher ratios

New Zealand Quality of Life Survey Comprehensive assessment of twelve cities in New Zealand Designed to look at social, economic and environmental conditions to describe and quantify quality of life of those living in New Zealands major urban centers Information is gathered from two main sources: quality of life surveys and secondary data sources (from both government and non-government sources Domain People Indicator Population growth Ethnicity Age Families and households Disabilities Aboriginal wellbeing Participation in early childhood education School participation Qualification levels Skill and job match Career training Life expectancy Low birth weight babies Infant mortality Teenage parents Communicable diseases Access to general practitioners Mental health and emotional wellbeing Self-reported health status Modifiable risk factors Recreation and leisure Perceptions of safety Child safety Injuries Road safety Workplace safety Crime levels Housing tenure Housing cost and affordability Household crowding Urban housing intensification Government housing provision Housing accessibility Overall quality of life

Knowledge and skills

Health

Safety

Housing

Social Connectedness

Civil and political rights

Economic standard of living

Economic development

Natural environment

Built environment

Diversity and identity Community strength and spirit Access to telecommunications Arts and culture Community involvement in council decision making Voter turnout Representation on local decision making bodies Income Work/life balance Cost of living Social deprivation Net worth Economic growth Employment Research and development Local businesses Retail sales Non-residential building consents Tourism Skilled migrants Local environmental issues Waste management and recycling Biodiversity Energy use Air quality Beach and stream/lake water quality Drinking water quality Water consumption Ecological footprints Look and feel of the city Land use Traffic and transport Public transport