June/July 1995
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June/July 1995 |
by Mark Bekkering
As one of the many individuals involved in the Hamilton-Wentworth Regional Municipality's sustainable community activities, I am often asked how did this community of industry and its associated pollution become known as a centre of sustainability. I admit this question is difficult to answer because, on the surface, there is little that makes my community different from others.
To appreciate the Hamilton-Wentworth story, one must look beyond the smokestacks. Below the surface you will find what others around the world are beginning to see in my community.
In October 1993, Hamilton-Wentworth, Ontario was selected to represent Canada as one of only 21 communities from around the world in the Local Agenda 21 Model Community Program. Agenda 21 is the action plan agreed to at the 1992 United Nations Conference on Environment and Development in Rio de Janeiro, Brazil. In December 1994, Hamilton-Wentworth received Environment Canada's Award for Environmental Achievement in the category of leadership by a municipal government.
Our sustainable community story really began long ago with the foresight of many individuals in organizations such as the Naturalist Club, the Hamilton Region Conservation Authority, the Conserver Society, local industry and many others. However, a key turning point occurred with the development of the Remedial Action Plan for Hamilton Harbour.
Building on the success of this multi-stakeholder consensus process, the region initiated a larger community visioning process in 1989. Over a two-and-one-half year period, more than 1,000 citizens became involved in the development of a community vision called "Vision 2020: The Sustainable Region." Completed and adopted by the Regional Council in February 1993, Vision 2020 is a picture of Hamilton-Wentworth in the year 2020. It describes a community that includes a connected system of protected natural areas, swimming where it is currently banned, a diversified and environmentally friendly economy, a compact and mixed urban form and many other changes.
Although development of the community vision was no easy task, it was in some ways the easiest step on the trail to sustainability. Implementation of the vision has involved a few steps backwards and sideways, but mainly a greater number of steps forward.
Initial efforts focused on changing the decisionmaking process of regional government. The Regional Council organized a staff working group on sustainable development to identify the changes needed to implement the vision. This group recommended that all staff reports include a discussion of how the proposed actions reflect the long-range goals of Vision 2020.
To assist staff in preparing this new section, the working group developed the Sustainable Community Decision Making Guide. This simple guide assists the report writer in considering the range of economic, environmental, social and health factors before making a final decision.
Many of the region's long-range planning and policy documents are being revised to reflect the goals of Vision 2020. The region now has a new official plan for land use, which incorporates over 100 of the 400 detailed recommendations from the Vision 2020 reports. A major transportation review is almost complete that will outline the actions needed to achieve the transportation aspects of the vision. A pollution prevention plan is being developed to reduce the impact of regional government on the natural environment through its daily activities.
Although goals are good, markers are also needed to indicate whether we are on the right trail. In partnership with McMaster University, the region is developing, through a community consultation process, a set of indicators to monitor our progress. The goal is to present these indicators as a report card at the next Annual Sustainable Community Day.
At this annual event, the community comes together to examine progress, identify gaps and set priorities for the coming year. The first annual day, held in 1994, was attended by over 1,200 citizens and involved tours, workshops, exhibits and open houses by more than 100 community groups, local businesses and government agencies.
One of the major themes in Vision 2020 is the need to build partnerships for implementation. Two projects profile the type of partnerships being developed to implement specific aspects of the vision. The goal of the regional greenlands project is to create a protected, connected system of natural areas. To achieve this goal, a partnership is being developed between the region, local conservation authorities, area municipal parks departments, landowners and others.
More recently, 52 high school students participated in a three-day session on sustainable development. Organized by a coalition of community groups, school boards and government agencies, this program provided participants the chance to contribute their views while increasing their understanding about sustainable development.
It may seem that Hamilton-Wentworth's Sustainable Community project is really nothing more than a lot of talking. Although there are a number of tangible projects, such as the new waterfront parks and bicycle commuter facilities, this assumption is to a large extent correct. However, in my opinion, the discussion represents real, fundamental and exciting changes taking place in my community.
Our efforts try to follow the advice of the Brundtland Report of the World Commission on Environment and Development, which states, "The creation of a sustainable community requires the widespread support and involvement of an informed public and of nongovernmental organizations and industry." The talking is building awareness and concern that will eventually support more tangible, on-the-ground changes. As the momentum continues, the future visitor will readily see a Hamilton-Wentworth well along the trail to sustainability.
For more information contact Mark Bekkering, Senior Policy Analyst, Planning and Development Department, Regional Municipality of Hamilton-Wentworth, 119 King Street West, 14th Floor, Hamilton, ON L8N 3V9. Email markb@hookup.net; telephone (905)546-2195; fax (905)546-4364.
Sommaire
En octobre 1993, Hamilton-Wentworth (Ontario) a été choisie pour représenter le Canada dans le cadre du Programme des communautés modèles relevant des volets locaux d'Action 21, à titre de communauté modèle comme 21 autres communautés dans le monde. Action 21 est le plan d'action conclu à l'occasion de la Conférence des Nations Unies de 1992 sur l'Environnement et le Développement tenue à Rio de Janeiro (Brésil). En 1994, Hamilton-Wentworth a reçu le prix de la réalisation environnementale d'Environnement Canada dans la catégorie «initiative manifestée par une administration municipale».
Les premiers efforts ont surtout visé à changer le processus décisionnel de l'Administration régionale. Le Conseil régional a organisé un groupe de travail interne sur le développement durable dans le but de définir les changements à apporter pour permettre la réalisation de la nouvelle approche. Ce groupe a recommandé que tous les rapports prévoient une discussion sur la pertinence entre les mesures proposées correspondent et les objectifs à long terme de Vision 2020.
Il est vrai que l'on peut avoir l'impression que le projet de communauté durable mis de l'avant par Hamilton-Wentworth n'est rien d'autre que de belles paroles. Malgré un certain nombre de projets tangibles comme les nouveaux parcs riverains et les pistes cyclables pour ceux qui se rendent au travail, cette affirmation est quand même vraie dans une grande mesure.
Revised: March 20, 1997
Maintained by Kevin McGunagle,
mcgunaglek@ijc.wincom.net