Ward 2 Issues
Let’s Work Together
Rely on local water supplies
Develop local solid waste solutions
Promote balanced well-planned growth that
pays for itself
Develop our economy by attracting and supporting
economic winners
Preserve the heritage and character of Guelph
Referendum - The Ward System vs the At Large
System
Ward 2 stretches from the downtown to the northern and eastern boundaries of Guelph. It is experiencing residential expansion in the north and the growing pressures of commercial developments at the Woodlawn – Woolwich intersection.
The most frequently voiced concern in the Ward is traffic congestion on Woolwich, Woodlawn and Speedvale. Increasing traffic congestion is making it ever more difficult to make left turns at driveways and at intersections without traffic lights. Drivers complain of sometimes waiting through two red lights to turn left and they express concerns about traffic safety. Pedestrians face even greater problems due to traffic congestion. The area along the Woolwich corridor north of Speedvale has a high residential density due to the apartment and condominium developments and a high proportion of retirees. Despite this, the roads are not pedestrian friendly and local retail services cater to shoppers in cars. These traffic problems will get worse as new commercial developments open along Woodlawn.
Controlling termite infestation in parts of Ward 2 is another issue that requires City attention. These infestations have persisted since 1970. We need a concerted municipal effort to control termites involving trained City staff who can provide public education and advice to home owners.
Other issues identified by residents include the loss of local retailers as large stores open in the area, making travel by bike and bus easier, and improving communication with councillors.
Following the election, regardless who wins, let’s turn over a new leaf on Council—let’s all try working together! I want civilised debate. I want every Council member to feel that his or her voice is heard. And I want delegates to have that experience when they present to Council. The business of Council would proceed with greater efficiency if there was more humility and less rancour. Let’s try to build a cooperative atmosphere where disagreements don’t breed animosity. Let’s also make sure that Council members work effectively and respectfully with City staff. The high staff turn over in recent years is troubling because it represents a loss of experience and knowledge that is hard to replace. We can’t expect the best from our staff unless we support them fully.
The 2006 Master Plan for Water Supply has a clear message—there are plenty of local, cost effective water supply options to satisfy Guelph’s growing needs. So let’s get on with effective management of these resources, starting with full implementation of the 1999 master plan for water conservation. We currently spend less than one half of one percent (0.5%) of our water budget on water conservation; we can do better than this.
Develop local solid waste solutions
The citizens of Guelph have demonstrated their desire for responsible management of garbage. As far back as 1971 they gave strong support to early community based recycling programs in town. But it seems as though we have been penny wise and pound foolish in recent years by failing to maintain the wet dry facility and by delaying a proposed strategic planning study for solid waste? So where do we go now? Let’s get composting up and running again. Let’s learn from other Ontario municipalities who divert close to 70% of their solid waste from the land fill. Let’s consider partnering with neighbouring municipalities to develop more efficient waste processing facilities. The options are there, all we need is the leadership.
Promote balanced well-planned growth that pays for itself
Growth in Guelph is inevitable and beneficial. But let’s make sure the benefits of growth are shared by all and that growth is properly managed so that the economic, social and environmental costs of growth are minimised. Financing new infrastructure required to service development should not impose a cost burden on existing residents and businesses—growth should pay its own way. And growth should be balanced. A mix of residential, commercial and industrial development will strengthen our economy and our communities and will diminish our dependence on commuting to make a living.
Develop our economy by attracting and supporting economic winners
A changing economic structure is inevitable: Guelph was once a town of foundries, but not any more. Recently we lost the ABB Inc. and Imperial Tobacco plants; but other firms continue to grow. Our long term economic security will depend on our ability to attract and support economic winners—small to medium size enterprises in sectors that reflect our comparative advantage for instance in the life sciences, environmental services and agri-business. As a community we must assure that we can support this development with a strategic economic development framework, well serviced and affordable industrial lands, and efficient procedures to facilitate approvals for new developments.
Preserve the heritage and character of Guelph
We have completed two major strategic planning exercises in recent years, SmartGuelph in 2002 and now the City’s new strategic plan. They tell a similar story about managing growth, protecting our heritage, being strong environmental stewards and promoting community well being. I believe residents of Guelph want a City of people-friendly neighbourhoods; a City that treasures its natural and cultural heritage and maintains its distinctive character. I also believe that our urban infrastructure—the roads, pipes, parks and public buildings—are a key element of our heritage that must be properly maintained to support community wellbeing. To achieve these goals, we need vision on Council and we need to support people with vision and energy in City Hall, on the Downtown Board of Management and in the community.
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