Planning for an Urban Future: Our Call for a National Urban Strategy for Canada

Planning for an Urban Future: Our Call for a National Urban Strategy for Canada proposes a shift from our current ad hoc project-based approach to federal investments in Canada’s major metros to one that aligns investments with regional priorities to accommodate growth and competitiveness.

The CGCC’s vision of a National Urban Strategy would lead to three broad policy changes:

  • The federal government would take the lead in measuring infrastructure quality, disseminating best practices and identifying national urban policy goals. It would assign these roles to a central agency, or an office in an existing ministry. At present, measuring infrastructure maintenance shortfalls is left to a mix of provincial agencies and non-profits with no national standard.
  • City and city-region leaders would lead the development of long-range priority plans for urban infrastructure. As in other jurisdictions, provincial governments, agencies, institutions and other stakeholders would sign on to agreements between Ottawa and cities or city-regions to execute on these plans, drawing the maximum possible buy-in and helping to maintain a system-wide focus on priorities.
  • Federal funding for urban priorities like infrastructure would “fund the plan” with per-capita or near-per-capita grants, rather than funding projects or programs. This would give cities and city-regions more flexibility to substitute federal, agency, pension investments or other revenues for the municipal share of costs, just as Montreal has limited its cost exposure with the REM light rail project. The report argues that the usual 1/3,1/3,1/3 project funding model is unsustainable given limited city revenues and debt capacity.

The CGCC acts as a business-led counterpart to the advocacy work of the Big City Mayors’ Caucus of the Federation of Canadian Municipalities, and released its first report—Increasing Global Connectivity & Economic Value through Canada’s International Airportsin 2016.

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“The economic competitiveness of Canadian cities depends on the quality and capacity of urban social, transport and economic infrastructure,” said Jan De Silva, President & CEO, Toronto Region Board of Trade and 2018 Chair of the CGCC. “Without an ongoing planning process and coherent funding strategy for infrastructure, Canada is falling behind other countries—this impacts business competitiveness, job growth and quality of life.”

“We have to stop measuring the federal government’s urban impact by dollars spent or ribbons cut,” said Patrick Sullivan, President and CEO, Halifax Chamber of Commerce and 2018 Vice-Chair of the CGCC. “Canada should follow examples set by our OECD counterparts—such as France, Belgium, the Netherlands and the UK—in setting broader urban goals and engaging cities and city-regions to develop plans consistent with national priorities.”

“More private and public investment is needed if our air and sea ports, our rail, power and road grids, and our transit systems are going to be competitive with other global cities,” said De Silva. “We need to ensure we’re investing in local priorities first, and getting the right results—a national urban strategy is how we get there.”