Edmonton (Alta.) -1999 - Edmonton's municipal development plan_a plan and a process_1999 ... by Edmonton Tower Resource Centre Online Library

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Plan and a Process: 999 City of Edmonton, PI

1 5993

A Plan and A Process 1999 Planning Awards Submission to the Alberta Association, Canadian Institute of Planners

Edmo nton's iumciliol I]ovolglimo[it Han Bylaw No. 11777, As Amended, Approved August 31, 1998

elilionton THE

PLANNING AND DEVELOPMENT

MAILING ADDRESS: 2ND FLOOR, 10250- 101 STREET N.W. EDMONTON, ALBERTA T5J 3P4

March 5, 1999

AACIP AWARDS do Christine Arthurs The City of Calgary Planning & Building Department #8108 P.O Box 2100, Station "M" Calgary, AB T2P 2M5 Dear Ms. Arthurs: I am pleased to submit Plan Edmonton, Edmonton's Municipal Development Plan, Bylaw No. 11777, for the 1999 Planning Awards, Alberta and Northwest Territories. I am placing the submission in the Planning Policy, Strategy or Method Category. In preparing Plan Edmonton, the Plan Edmonton Development Team used innovative methods to deal with the challenges facing them. An open, inclusive process was led by our City Council, who worked with a facilitator to establish a framework for Plan Edmonton. The framework contained the five municipal responsibility areas fundamental to Edmonton's quality of life. These are: planned growth; economic development; services to people; infrastructure development and maintenance; and leadership and regional cooperation, which includes intermunicipal planning Extensive community involvement, attention to issues and consideration of community needs set the tone for Plan Edmonton. Citizens and the community were involved in policy committees, surveys and focus groups, in addition to a wider public communication program. Outstanding background documents were prepared to educate and inform all participants and citizens as Plan Edmonton was developed. The Plan Edmonton Development Team negotiated and collaborated with Edmonton's 18 municipal and three federal neighbours to develop the intermunicipal planning strategies of Plan Edmonton. The Plan's framework has expanded the scope of the traditional land use plan to a plan that encompasses all City operations. As Edmonton's comprehensive, integrated strategic plan, it embraces or governs the development of all the City's other plans, including the City's financial plan, infrastructure plan, transportation plan, waste management plan, social plan, and others.

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Implementation of Plan Edmonton has already begun. The Plan's linkages to every aspect of the Corporation are evident in its influence on the preparation of a corporate business plan and departmental business plans. Strategy 2.2.2 of Plan Edmonton is being implemented through SIM Edmonton, a school based project that uses Plan Edmonton as one of its basic tools. A reciprocal referral procedure is being automated and staff are participating in a joint planning process with Sturgeon County. I believe that the process undertaken to prepare Plan Edmonton, and the plan itself, exemplify excellence and innovation in the field of planning. Thank you for your consideration. Yours truly,

Bruce Duncan, A.C.P, M.C.I.P. General Manager

Enclosure

Submission

EDMONTON'S. MUNICIPAL. DEV ELOPMENT. PLAN

LINKAGES Phens in Progress

LINKAGES Plans in Action

LINKAGES Plans to Come

Plan ond A Process

EDMOMIDN'S•MUNICIPAL•DEVELOPMENT•PLAN

Introduction hen the Alberta government passed a new Municipal Government Act in 1995, requiring Alberta municipalities to prepare Municipal Development Plans by September 1, 1998, the City of Edmonton seized the opportunity to change its approach to planning. Plan Edmonton was conceived. Rather than preparing a land use focused plan with a few mandated amendments, Edmonton was determined to use its new latitude to prepare a corporate, integrated, strategic city plan that would touch upon all aspects of the City's future operations.

Plan Edmonton has achieved that goal and much more. Preparation of the Plan has motivated a change in the management and consultation practices of the administration, drawn several disparate sectors together, educated the community and brought Edmonton closer to its 18 municipal and three federal neighbours. Plan Edmonton encompasses planned growth, economic development, services to people, infrastructure development and maintenance, leadership and regional cooperation and intermunicipal planning. Now that the Plan is a reality, Council deliberations are based on the policies and strategies of Plan Edmonton, and the City's corporate business planning process is based on the directions identified in the Plan.

Excellence and Innovation Methodology The preparation of Plan Edmonton demonstrates the challenges facing planners today and the new approaches that must be taken to tackle these challenges.

As the City Manager's number one priority, the Plan was developed in a time of extreme volatility. The City was experiencing financial stresses, a major administrative re-organization was underway, municipalities had been directed to focus on intermunicipal planning and the roles of provincial and municipal governments were changing. The Plan Edmonton Development Team's responses to these challenges contributed to the comprehensive development of Plan Edmonton.

Participatory, Cooperative and Effective Involvement From the outset of the planning process, the Plan Edmonton Development Team recognized that success depended on the active support and involvement of City Council, the administration, community groups and organizations, and citizens. A process was required that would allow for active participation and regular communication with all these stakeholder groups. City Council In 1996, City Council participated in a series of workshops that established the foundation for the Plan by determining five municipal responsibility areas fundamental to Edmonton's quality of life. The workshops identified priorities for each municipal responsibility area and created the framework for Plan Edmonton. Council remained involved throughout the Plan Edmonton process. There were regular information sessions with members of the Development Team and Steering Committee, reviews of progress reports and drafts of the plan, formal Council public hearings, and Council's final approval of the Plan.

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EXCELLENCE EZ • 1999 AACIP Awards Submission

EMONTONS.MUNICPAIAMYELOMENT•PLAN

City Administration To be effective as a strategic plan governing all aspects of Edmonton's growth and development, cooperation and support from other City departments was critical. The Plan Edmonton Development Team made presentations to other departments to explain the process and encourage support and participation. The City Manager and four key General Managers (Transportation and Streets, Community Services, Corporate Services, and Planning and Development) made up the Steering Committee. Staff from all departments served as members of the working groups established for Plan Edmonton. Community Organizations Over 100 representatives of community, business, labour, social and public agencies participated directly in the development of key results for Plan Edmonton. Five policy committees (representing each of the municipal responsibility areas) were established with these representatives. This allowed the Plan Edmonton process to draw on the knowledge and expertise of community leaders and to ensure community involvement. Over a period of nine months, the committees developed recommendations for Council for each responsibility area, identifying key results, potential activities and suggesting revisions to priorities. They then continued to act as "sounding boards" for the planning team as various drafts of the plan were prepared and revised. Citizens

gital ▪

A comprehensive communications plan was executed to inform citizens of the Plan Edmonton process and to encourage participation and feedback. Information was available to citizens through paid advertisements at key stages of the process, information posted on the City's web site,

media stories, and a Plan Edmonton Update published as milestones in the process were reached. Members of the Plan Edmonton Development Team made numerous presentations on the process to community groups and organizations while inviting feedback and participation. A formal "open house" was held in City Hall to display the Plan Edmonton process and the draft strategic priorities. Members of the public were also involved in the process through surveys and focus groups. These research techniques verified that the directions being pursued in Plan Edmonton were in keeping with citizen priorities and views and provided valuable feedback and suggestions, many of which were incorporated into the final plan.

Innovative Products/Effective Communication To ensure that all participants were well informed throughout the planning process and during Council debates, a series of background documents were prepared. Nine of these documents can be found at: www.gov.edmonton.ab.ca/planning/mdp.html/. Of note, and attached to this submission, are:

• Topic Highlights (1996) — prepared by the Plan Edmonton Development Team with the cooperation of all City departments. This document provided a concise yet thorough review of the City's state of affairs, the known challenges facing the City and a comprehensive assessment of trends in growth and development. The information in Topic Highlights was intended to provide background information for future strategy sessions. • Framework and Priorities (1996) — prepared by City Council with the assistance of a facilitator. This document was the foundation for Plan Edmonton. Council determined the five municipal responsibility areas fundamental to Edmonton's quality of life, and the priorities for each municipal responsibility area.

RI EXCELLENCE 1999 AACIP Awards Submission II

EDMONTIONS•MUNIaPAL•DEVELOPhfENr•PLAN

• Plan Edmonton, Edmonton's Municipal Development Plan, Bylaw No. 11777, as Amended (1998) — prepared by the Plan Edmonton Development Team with the participation of citizens and all City departments. This document identifies the key municipal responsibility areas essential to supporting a high quality of life for Edmontonians. It presents the corporate priorities and strategies that address these responsibilities for the next 10 years.

• Administrative Responsibilities (1998) — prepared by the Plan Edmonton Development Team with the cooperation of all City departments. This document identifies the departments and/or agencies with specific primary or supporting responsibilities for implementing Plan Edmonton's strategies. Other products included: • Terms of Reference • City Finances • Outputs from Plan Edmonton Policy Committees • Economic Development Prospects in Edmonton - Summary Report • Commercial and Industrial Land Demand Assessment (1997) • Commercial and Industrial Land Demand Assessment (1998) • Industrial Land Demand Assessment - Northeast Edmonton (1998) • Plan Edmonton Update, Issues 1 — 5 (attached) • Plan Edmonton Summary (attached) • Plan Edmonton brochure (attached) • Implementation through policies, business plans and budgets

• 1999 AACIP Awards Submission

To ensure transparency through the public hearing, the Team prepared a Council Members Workbook (243 pages) outlining the amendments to the priorities and strategies made throughout the planning process and Answers to Council's Questions on Bylaw 11777 (53 pages).

Community Advocacy The Plan Edmonton Development Team smoothed the way where philosophical conflicts occurred between members of the policy committees and Council. The Team made a point of supporting and assisting opponents of the Plan by providing access to Council, advising on political process and suggesting compromise. The Team made a point of advising Council about areas of community concern and proposing solutions.

EDMCNIONS.MUNIGPAL•DEVELOPMENT•PLAN

Just in Time Planning With a budget of $1.6 million, a 12 member Development Team, and a 26 month time frame, Plan Edmonton exemplified a "just in time" planning process. Despite the time constraint, all of the deliverables, decision points and communications envisioned in the work program were delivered on time and under budget.

Preparing Plan Edmonton... Our Timeline and Work Plan WINTER/96

SPRING/97

SUMMER/97

FALL/97

WINTER/97

POLICY AREAS DEFINED I POLICY COMMITTEES DEVELOP STRATEGIC POLICY DIRECTIONS OPEN HOUSE

•

PLAN REVEEW

DRAFT PLAN

PUBLIC HEARINGS

TASKS/ACTIVITIES

SUMMER/98

POLICY COMMITTEES FORMED

SPRING/98

RESPONSIBILITIES

1.:ISKS/ACTIvrn Es

Council strategic priorities established for each key business area.

Council

Policy Committees struck for each key municipal responsibility area to develop key results desired.

Steering Committee Plan Edmonton Team

Policy Committee planning sessions conducted - key results completed.

Committee Facilitators

Plan Review

Policy implications of strategic priorities and related key results researched.

Plan Edmonton Team Committees

Public Hearings

Strategic priorities, key results and policy directions reviewed by Steering Committee.

Steering Committee

Open House

Steering Committee Plan Edmonton Team

Draft Plan document developed: • strategic priorities • policy recommendations • strategies

COUNCIL ADOPTS PLAN AS BYLAW

RESPONSIBILITIES Steering Committee Plan Edmonton Team

Council Steering Committee

Adoption by Council

VA EXCELLENCE 1999 AACIP Awards Submission •

EDMONTrONSâ&#x20AC;˘MUNICVAL.DEVELOPMENT.PLAN

Intermunicipal Planning Approach With the elimination of regional planning and Regional Planning Commissions in 1995, intermunicipal planning became a municipal responsibility. The statutes specified generally what was to be addressed, but it was left to individual municipalities to invent the model and process.

Because Plan Edmonton is both a comprehensive planning framework and a strategic document, it has fundamentally changed the way the City of Edmonton approaches planning. Plan Edmonton has become the "yardstick" against which other planning initiatives are measured.

Scope The members of the Plan Edmonton Development Team were committed to communicating, consulting and reaching agreement with Edmonton's municipal neighbours on the strategies of the intermunicipal planning section â&#x20AC;&#x201D; an important adjunct of the Leadership and Regional Cooperation responsibility area of Plan Edmonton. Staff met three to six times with key staff of Edmonton's municipal neighbours. Where necessary, intermunicipal committees composed of Councillors were developed to discuss issues at a political level. These activities were a key ingredient in the relationship building that was necessary to embark on a more collaborative process. Without formal regional planning, municipalities are left to negotiate and collaborate directly with each other on issues of joint interest. This is how the intermunicipal planning strategies of Plan Edmonton were developed, and it is how Edmonton proposes to conduct its intermunicipal business in the future.

Excellence and Innovation - The Plan

Plan Edmonton has expanded the scope of the traditional land use plan by encompassing all operations of a City. In addition to a land use planning section, Plan Edmonton has sections dealing with economic development, services to people, infrastructure development and maintenance, leadership and regional cooperation, and intermunicipal planning. Council deliberations are based on the policies and strategies of Plan Edmonton, and the City's corporate business planning process is based on the directions identified in the Plan.

Intermunicipal Planning Plan Edmonton presents the most extensive treatment of intermunicipal planning in Alberta today. The Plan provides a framework for intermunicipal land use, transportation systems, regional assets, natural systems and infrastructure planning and development. The Plan's treatment of intermunicipal planning includes strategies for ;Ssue resolution and consensus building which sets the stage for a new era of cooperation between Edmonton and its six adjacent neighbours.

Strategic, Integrated and Comprehensive

Communication Style

Plan Edmonton's strategic recognition of the interrelationship between physical growth, and sound social and economic growth provides a framework for integrated planning. It sets out priorities and directions for all aspects of the City's development and for the City's relationships with other partners in the region. As an "umbrella" plan, it encompasses or governs the development of all other City plans, including the City's financial plan, infrastructure plan, transportation plan, waste management plan, social plan, and others.

Throughout the preparation of Plan Edmonton, the Plan Edmonton Development Team was committed to informing, educating and involving citizens, staff and Council by presenting clear and readable documents. Plan Edmonton and its background documents' concise style, plain language and illustrative graphics are a clear read for citizens, planners, staff and Councillors. The operation of the City is even clearer to the reader in Administrative Responsibilities.

EXCELLENCE â&#x20AC;˘ 1999 AACIP Awards Submission

EMI

EDMONION'S•MUNICEPAL•DEVELOPMINPPLAN

Impact on the Profession The preparation and implementation of Plan Edmonton demonstrates that the planning profession can expand its repertoire from land use planning to strategic, integrated service provision planning in a corporate setting. The Plan Edmonton Development Team acted as facilitators, coordinators and mediators throughout the planning process. Planners aided the corporation's move from polarization to interest based planning both within the corporation and between the City and its partners. Planners continue to share their skills in corporate service provision as they take the lead to implement Plan Edmonton.

Excellence and Innovation — Implementation Budgeting and Business Planning Plan Edmonton will be implemented through

continuous linkages to every aspect of the Corporation. In January 1999, City Council approved a process (council report attached) to prepare a corporate business plan to guide the Administration in its implementation of Plan Edmonton over the next three years. At the departmental level, business plans will contain departmental actions consistent with the corporate directions.

SIM Edmonton SIM Edmonton (summary attached) directly implements strategy 2.2.2 of Plan Edmonton and demonstrates further integration of Plan Edmonton into the community. Commencing in 2000, SIM Edmonton will be a school-based project that uses Plan Edmonton as one of its basic tools. Grade six students will use an electronic version of Plan Edmonton to build Edmonton, as they see it evolving to the year 2010. Using Plan Edmonton as a guide, students examine all aspects of building and sustaining a smart city and positioning Edmonton as a world leader in the application of information and communication technology.

Intermunicipal Planning Recognizing that different municipalities have different needs, Plan Edmonton proposes a series of flexible implementation options for intermunicipal issues. Some of the options include: statutory schedules, non-statutory accords, participation in joint planning processes, and reciprocal referral procedures. Automation of a reciprocal referral procedure is underway and staff are participating in a joint planning process with Sturgeon County. These bi-lateral or multi-lateral and collaborative approaches are the way of the future.

Summary Plan Edmonton demanded a change in perspective

from land use to corporate; a movement from process planning to strategic planning; and, a new appreciation of the financial implications of the City's actions. The process of developing this strategic, integrated, corporate plan involved staff from all departments and motivated a change in the management and consultation practices of the City of Edmonton. Plan Edmonton demonstrates that the planning profession can move beyond land-use planning to integrated service provision planning at a corporate level.

04 EXCELLENCE 1999 AACIP Awards Submission •

Letters of Support

EDMONTONS•hfUNICLPAL•DEVELOPMENT•PLAN

Mayor Bill Smith City of Edmonton

Min trial 2nd Floor, City Hall 1 - Sir Winston Churchill Square

January 29, 1999

AACIP Awards do Ms. Christine Arthurs The City of Calgary Planning & Building Department #8108 P.O. Box 2100, Station "M" Calgary, AB T2P 2M5 Dear Ms. Arthurs:

Fri

Edmonton, Alberta T5J 2R7

Tel. (403) 496-8100 Fax (403) 496-8292

I am pleased to express my support for the City of Edmonton's submission to the 1999 Planning Awards, Alberta and Northwest Territories. The preparation of Plan Edmonton enabled the members of Council and me to take a strategic approach to dealing with the issues facing Edmonton. As we worked with a facilitator to outline the framework and priorities for the Plan, we determined the five municipal responsibility areas fundamental to Edmonton's quality of life. Over 100 representatives of community, business, labour, social and public agencies participated directly in developing strategies for Plan Edmonton. The Plan's public communication and consultation program, and the informed and constructive presentations and discussions during the public hearing process, assured me that the draft Plan had the support of Edmontonians. Plan Edmonton has also established a sound basis for intermunicipal planning involving Edmonton and our regional neighbours. It was my pleasure to be directly involved in a number of the discussions that produced the Plan' s intermunicipal planning policies. In the four months since its approval, Plan Edmonton has demonstrated its usefulness to our Council. The Plan' s strategic format has given us a context for addressing unforeseen issues such as a proposal to develop a Social Vision and a proposal for sweeping land use changes on the outskirts of the City. The priorities and strategies of Plan Edmonton have become an integral part of Council's deliberations. The strategies of Plan Edmonton will be reflected in all future City policy, procedures and plans and will continue to be the basis on which our decisions are made. .../2

-2I heartily endorse Plan Edmonton and the process of developing it as one of the most important actions our Council has taken to prepare for the new millennium.

January 27, 1999

Reference No. 0100-03

City of Edmonton Office of the City Manager

3rd Floor, City Hall 1 - Sir Winston Churchill Square

AACIP Awards do Christine Arthurs The City of Calgary Planning & Building Department #8108 P.O. Box 2100, Station "M" Calgary, Alberta T2P 2M5 Dear Ms. Arthurs: I am pleased to support our City's submission to the 1999 Planning Awards, Alberta and Northwest Territories.

imelLzam=sel Edmonton. Alberta T5J 2R7

Tel. (403) 496-8222 Fax (403) 496-8220

Plan Edmonton, Edmonton's Municipal Development Plan, exemplifies the superb contribution the planning profession is making to municipalities today. Plan Edmonton was conceived during a major administrative re-organization, in a city experiencing financial stresses and in tandem with a provincial direction to municipalities to focus on intermunicipal planning. The Plan's development addressed the challenges the City is facing. In doing this, Plan Edmonton borrowed best practices from the business world and translated them to a municipal setting. The process of developing this strategic, integrated, corporate plan involved staff from all departments and motivated a change in the management and consultation practices of the administration. Plan Edmonton is the new policy framework for the corporate and departmental business planning process. The Plan is the template for Edmonton's future. On behalf of the administration of the City of Edmonton, I urge you to give favourable consideration to Plan Edmonton for an Award for Planning Excellence. Yours truly,

Bruce E. Thom, Q.C. City Manager BET/BD/js

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CALGARY SASKATOON VANCOUVER TORONTO

Western Management Consultants J Kent Stewart Consulting Inc,

#1500, 10250 - 101 Street Edmonton, Alberta T5J 3P4 Phone: (403) 428-1501 Fax: (403) 429-0256

PRIVATE AND CONFIDENTIAL

January 25, 1999

The Awards Committee 1999 AACIP Awards Alberta Association, Canadian Institute of Planners Planning Colleagues: I would like to nominate, with this letter, the Plan Edmonton Development Team of the City of Edmonton for a 1999 AACIP Award. In my view the Plan Edmonton process, from start to finish, demonstrated the highest principles and processes of both the planning profession and corporate strategic planning. The Team acted as facilitators, expert resources, consultants, advisors, editors and writers in the process. They brought the content knowledge of the planner to the project, using this knowledge to support a process that ensured considered decisions emanated from Council. Key characteristics of the process I think are notable: Council was involved from the beginning. Council defined the five service areas that would be their policy focus in the plan. In so doing they defined the content boundaries for the new type of plan created by the Municipal Government Act in Alberta. Policy Committees, five of them with over 100 representatives of citizen organizations, ensured the strategic priorities and key results were defined by knowledgeable people supported by planning experts. Staff, citizens, and organization representatives were facilitated through three sessions to set priorities and key results, allowing them time between meetings to consult with their organizations.

J. Kent Stewart Consulting Inc. is an independent management consulting firm practicing professional management consulting with the Western Management Consultants group.

-2The planning process continued from Framework and Priorities through strategies and policies to Plan Edmonton approval. Now all city departments and the Senior Management Team are incorporating these strategies into Business Plans that are built around Council's original priorities. Plan Edmonton offers the best elements of corporate strategic planning applied in a straightforward process to the complex issues facing a city. It has resulted in clear, concise, workable and integrated priorities and strategies that will be measured in the business planning process for years to come. In my view the planners who created and managed this process, which incidentally also came in "on time" and "on budget", should receive the recognition of their colleagues and peers in the profession of planning. We congratulate the Plan Edmonton Development Team, and hope that your organization will recognize their initiative. Sincerely, WESTERN MANAGEMENT CONSULTANTS

J Kent Stewart, MCIP, CMC Director

Western Management Consultants

Carma

riumminimormomm Dopers Ltd.

May 22, 1998

Mayor and Members of Council City of Edmonton 2nd Floor, City Hall 1 Sir Winston Churchill Square Edmonton, Alberta T5J 2R7 Dear Members of Council: RE:

PLAN EDMONTON

As Chair of the Infrastructure Development and Maintenance Policy Committee, 1 am writing on behalf of the Committee in support of the final document as contained in Bylaw 11777. We find the document to be flexible and generic enough to accommodate change as the City grows and yet it gives the basics ofpolicy direction and priorities for infrastructure development and maintenance. Also on behalf of the committee, 1 would like to commend the Planning Department for its excellent method of involving a broad range of citizenry and interest groups in the process: The Department went beyond the call of duly to ensure that everyone who had a point to make was indeed heard and that their opinion was taken into consideration. This document will serve the City weg, going forward into the next millennium. Yours very truly, CARMA DEVELOPERS LTD.

Douglas W. lly SENIOR VICE PRESIDENT EDMONTON REGION DWK/tc.

StrathCona County

2001 acrwood Sherwocd Par*, ATherti 14. 31.4(7 Phone (dal) 4G4-BOCC F M1—T (403) 4 M-005 i —

May 21, 1998 •1 • ;3:1 •i' rs

Mr. David Edey, City Clerk City of Ecirnontoo 3'4 Floor City Hall 1 Sir Winston Churchill Square Edmonton, Alberta T5.1 2R7 Dear Mr. Edey; 1/..e: Bylaw 11777, Plan Edmonton: Edmonton's Municipal Development Plan Thank you for circulating your Municipal Development Plan to Strathcona County for comments. Generally, Strathcona County Council is supportive of Plan Edmonton and compliments your Planning and Development Department for its collaborative and pro-active approach in discussing and reviewini; interrnunicipal planning policy. Our comments regarding the Plan are as follows: a) In the Intermunicipal Fringe Area as shown an the Intermunicipal Planning in Boarder Area Maps and outlined in Schedule A, we support the 3.2 km referral area for Heavy Industrial Uses, Intensive Livestock Operations and Extractive Resource Operators (including sour gas). We would request, however, a 1.6 km intermunicipal fringe within OUT TR8peCtilee botintiaries where adopted area structure plans, neighbourhood structure plans or area redevelopment plans are not in place and for Section 11-53-23-W4 within the County. Further discussions confirming this fringe area is suggested. h) We would suggest it is appropriate for Edmonton's Plan to show Highway Corridor Areas within the fringe and the City boundaries. Those Highway Corridor Areas in Strathcons County and outside the fringe-area would be more appropriately shown in Strathconala Municipal Development Plan. c) We would suggest that the mapping showing the Transportation and Utility Corridor should distinguish between areas located within the City and those in Strathcona County. We look forward to final discussions as we respectively move towards the adoption of our revised Munid pal Development Plans. Yours truly,

Vern Hartw81l, MAYOR STRATFICONA COUNTY CC:

Ilrucc Duncan, City of Edmonton Planning & Development Department Strathcona County Council

Alberta

•MUNICIPAL AFFAIRS

Local Government Services Division Office of the Assistant Deputy Minister

Room 1566, Commerce Place 10155 - 102 Street

Telephone 403/427-9660 Fax 403/427-0453

Edmonton, Alberta Canada T5J 4L4

June 16, 1997

Mr. Bruce Duncan 2nd Floor, Exchange Tower 10250- 101 Street Edmonton, AB T5J 3P4

Dear Mr. Duncan; / /Thank you for sending copies of "Topic Highlights" and "Framework and Priorities". I know so very well that your process and end product will be a model that all municipalities will envy. The Deputy Minister has referred his copies to my office so I will circulate them throughout the division to gain the maximum exposure and review. As always, Bruce, it is great to hear from you and the excellent work your department produces under your most capable leadership. Yours sincerely,

)

Efic J. MpGhar/ Assistarft Deputy Minister

cc: John McGowan OF EDMONTON • ‘.

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'JUN j E997.

Participants

EDMONTON'S. MUNICIPA L•DEVELOPMENT • PLAN

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044EdilnTintbn Participants

EDMONIONS•MUNICIPAL•DEVELOPMENT•YLAN

he following organizations were represented on the Plan Edmonton Policy Committees:

Advisory Council on Services for Persons with Disabilities Alberta and Northwest Territories Building & Construction Trades Council Alberta Economic Development & Tourism Alberta Road Builders and Heavy Construction Association AQUALTA (Water Company) Asset Management & Public Works Department Association of Professional Engineers Geologists and Geophysicists of Alberta Building Owners and Manager's Association Canadian Federation of Independent Business Canadian Forces Base Edmonton Capital Health Authority Capital Region Manufacturer's Association City Manager's Office Commercial Partnership for Goods Movement Community & Family Services Advisory Committee Community Services Department Corporate Services Department Council of Business Revitalization Zones Eco-City Society Economic Development Edmonton Edmonton & District Labour Council Edmonton Airports Edmonton Arts Council Edmonton Catholic School District Edmonton Coalition on Homelessness Edmonton Federation of Community Leagues Edmonton Gleaners (Food Bank) Edmonton Police Service

Edmonton Power Corporation (EPCOR) Edmonton Public Library Edmonton Public Schools Edmonton Real Estate Board Edmonton Social Planning Council Edmonton Urban Aboriginal Affairs Committee Edmonton Youth Council Emergency Response Department Enoch Cree Nation Environmental Advisory Committee Grant MacEwan Community College Greater Edmonton Home Builders Greater Edmonton Visitor and Convention Association Inner City Developer (Westcorp Inc.) Knowledge Industry Coalition Major Developer (Carma Developers Ltd) Muttart Foundation Northern Alberta Institute of Technology Northlands Park Northwestern Utilities One Voice (Seniors Council) Parks, Recreation and Cultural Advisory Board Planning & Development Department TELUS Transit Advisory Board Transportation & Streets Department University of Alberta Faculty of Engineering University of Alberta Industrial Liaison Office University of Alberta Urban Development Institute Western Economic Diversification

•'n/Vn Participants

EDMONTONS•MUNICEPAL•DEVELOPMENT•PLAN

he following citizens and staff worked together to prepare Plan Edmonton:

Simaan Abou Rizk Patrick Adams Susan Ancel Samuel Ariaratnam Claire Ashton Joyce Aysan Lance Barker Charles Barton Lawrence A. Beaudry Brian Bechtel Cindy Beland Jeff Bellinger Larry Benowski Guntram Beringer Gilbert Boddez Jill Bradford-Green Lee Bradshaw David Bray Tim Brockelsby Mark Brostrom Alan Brownlee Bill Burn Melani Busby Bob Caldwell Kay Callaway Donna Cardinal Diane Carlson V. Cerezke-Schooler Alwyn Charles Wen Chen Ted Chow Scott Clements Linda C. Cook John Craig Harvey Crone Peter Crosman Brent Croucher

Carol Crowe Russ Dahms Lindsay Daniller Russell Dauk Harry Davis John Day Betty Dean Ron Denboer Sundari Devam Joe Di Natale Derrek Dobko Lorraine Doblanko Wendy Doughty Peter Dozzi Keith Driver Bruce Duncan Willian Eadey David Edey Michael Ediger Jim Edwards G. Elliot Marlene Exner John Fairweather Bill Faulkner Barbara Feagan Brenda Fefferman Paul Fenwick Martin Fereday Judy Ferguson Gino Ferri Colleen Fidler D. Fleming Tim Ford Terry Fortin Keith Fraser Bea Fricson Mary Gallivan

Mark Garrett Graham Gilbert Debra Gillett Bill Glanville Hank Goertzen Larry Goodhope Carey Goodwin Orest Gowda Derek Gratz Jeff Greene Royston Greenwood Don Grimble Andy Gunn Ken Gwozdz David Hales Brian Hall Gary Hanson Pat Harrington Gordon Harris Craig Henderson Dan Henry Rick Hersack Carol Hetherington Robert Higgins Angela Hingston Ron Homeniuk Ted Horning Jong Huang Katherina Hui Nathan Ip Gord Jackson Iqbal Jamal Pat Jobb Nita Johal Sam Johnson Dwayne Kalynchuk Ben Kashani

Rod Keith Josh Keller Doug Kelly Gary King Gary Klassen Daryl Kreuzer Helen Krimmer Mike Kroening Debby Kronewitt Martin Cliff Kruger Cathryn Krysa Wendy Lam Frank Langer Eugene Lee Rick LeLacheur Ted LeLacheur Dale Lewis Bill Likar John Lindsay Ronald J. Liteplo Sid Lodewyk Dianne Lougheed Keefe Jim Low Shirley Lowe John Maddison John Mahon Donna Martyn Aaron Masson Al Maurer Kerry McAvoy Mary Ann McConnellBoehm Sheila McDonald Nancy McEwen Tom McGee Eric McGhan Garnet McKee

:Edmonton

011

Participants Russ McKeever Lorne McMaster Barrie McPhalen Heather McRae Kendra Metcalfe Jim Meyer Norm Milke Shell Miller Cindy Miller Reade Rick Millican Phil Milroy Joni Mines Peggy Mitchell Will Moore Pat Moric Harley Morin Hal Morris Jean Mucha Bob Myles Helen Naryana Larry Newton Richard Nutter Tom Olenuk Janet Omelchuk Catrin Owen Frank Parker Joanna Pawlyshyn Clark Peacock Wayne Pelz Jim Penrod Carol Peterson Maureen Phare Ken Pilip Don Pilling Darcy Polny Lea Polny Rick Powell Jan Przysieszniak Duane Pyea Sharon Quickfall John Ramsey Linda Ree Lindy Rollingson Robert Ross George Sabourin

IMMONTONS.MUNICIPAL•DEVELOPMENT•PLAN

Charlotte St. Dennis Al Saunders Jan Semeniuk Hassan Shaheen Lynne Siemens James V. Simpson Jeannette Sinclair Konrad Siu Evelyn Skakum Alan Skoreyko Anne Smith Christopher Smith Molly Smith Rob Smyth Elaine Solez Brice Stephenson Blaine Steward J. Kent Stewart Lorna Stewart Wendy Stewart-Fagnan Janice Talbot Bruce E. Thom, Q.C. Bill Thoman Tammy Thomas Doug Tomilson Thomas Tomlinson Sharon Toohey Walter Trocenko Keith Turnbull Joyce Tustian Nick Tywoniuk Claudette Vague Bonita Valladares Dick Veldhuis Jim Visser Earla Wagar Phil Walker Denis Wall Patrick Walters Chris Ward Ray Watkins Nancy Webster Wilma Weiss Henry Wiebe Neil Wilkinson

Susan Wissink Ken Woitt Major S.P.V. Woods Percy Woods Brad Wright Wayne Wyman Albert Yakiwchuk Henry Yip Ralph Young Frank Zaprawa

Communication

EDMONTON'S•MUNICIPAL•DEVELOPMENT•PLAN

Issue 1

October '96

121°Edmonton

VAdate 946.

'TOPIC

HIGHLIGHTS

COUNCIL VISION

THE PLAN EDMONTON NETWORK

Plan Edmonton Vision Begins

The Planning Team

Topic Highlights Released

ity Council and the City Manager have initiated the preparation of a Plan Edmonton vision statement. Three half-day vision sessions are scheduled for October 11th, 18th, and 30th.

he Plan Edmonton core planning team is comprised of the following Planning and Development Department staff within the Forecasting and Policy Development Section:

Ian Edmonton staff and departmental contacts from across the corporation have worked together to compile the Topic Highlights binder.

Lawrence Beaudry of Western Management Consultants (WMC) has been selected to assist City Council and the City Manager with the vision sessions. Kent Stewart and Dianne Lougheed-Keefe of WMC will provide background support as required.

•

Heather McRae, Director (496-6059)

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Gord Jackson, Senior Planner (496-6117)

•

Mary Ann McConnell-Boehm, Planner (496-6063)

A council vision statement will be prepared before year-end. The Plan Edmonton Steering Committee will use the vision statement as a guide for the creation of the Plan Edmonton policy committees (see page 2 for the names of Steering Committee members). The committees will develop the strategies and policies that will implement the vision.

•

Angela Hingston, Planner (496-6061)

•

Janice Talbot, Planner (4966064)

•

Plan Edmonton fax 496-6028

A communication program is being designed to publicize the vision and encourage public discussion on ways to ensure a bright future for Edmonton.

gjackson@wnet.gov.edmonton.ab.ca

The larger Plan Edmonton planning team consists of a network of representatives from civic departments. The planning network will be expanded as representatives from a wide range of community organizations become involved in policy committees. A list of departmental representatives and a partial list of community organization representatives are on page 2.

Topic Highlights is a collection of information describing situations and trends that are of long term significance to the City of Edmonton. Initially the binders will be used as background material for Council's vision sessions. Later the information will be used by Plan Edmonton policy committees. Copies of the binder have been distributed to the General Managers of all departments. Topic Highlights is a policy information base which will change and grow through the incorporation of new information and a wider frame of reference provided by City Council, members of community organizations and the public. If there are topics that you believe should be included in a future release, please contact Gord Jackson at 496-6117.

Plan Edmonton Update - Issue I

CITY DEPARTMENT CONTACTS Department

Department Head

Contact

City Manager's Offices

* Bruce E. Thom, Q.C., City Manager

lqbal Jamal, Wendy Campbell

Community and Family Services

* Joyce Tustian, General Manager

Mike Kroening

Computing Resources

John Mills, General Manager

Blaine Steward

Edmonton Public Library

Penny McKee, Director

Pat Jobb

Edmonton Police Service

John Lindsay, Chief of Police

Sergeant Tom Peebles

Emergency Response

Frank Sherburne, Fire Chief

Dick Veldhuis

Finance Department

* Bob Ardiel, General Manager

Pat Moric, Ben Kashani

Law Department

Ron Liteplo, City Solicitor

Charlotte St. Dennis

Office of the Auditor General

Andre Bolduc, Auditor General

Joyce Aysan

Office of the City Clerk

Uli Watkiss, City Clerk

David Edey

Parks and Recreation

Maria David-Evans, General Manager

Rob Smyth

Personnel Department

John Mills, Acting General Manager

Kay Calloway

Planning and Development

* Bruce Duncan, General Manager

Gord Jackson

Public Works

Al Mauer, General Manager

Dale Rhyason, Bill Burne

Transportation

* Rick Millican, General Manager

Hassan Shaheen, Sid Lodewyk

* Denotes Plan Edmonton Steering Committee Member

KEY COMMUNITY CONTACTS (list to be added to) Organization

Contact

Edmonton Public Schools

Bruce McIntosh

Department Head, Monitoring and Planning

Edmonton Federation of Community Leagues

Debra Gillett

Vice President, Governmental Affairs

elitionton

Antimgpm

EDMONTON'S•MUNICIPAL•DEVELOPMENT•PLAN

Plan Edmont

ISSUE 2 • MAY 1997 '"ungd

Policy Committees' Work Underway Work has begun for the five Policy Committees which were recently formed to develop recommendations on the policy and strategy components of Plan Edmonton. "All five of the committees have now held their first meetings," said Plan Edmonton Director Heather McRae. "The meetings were very productive, and very interesting for all the participants." "I think it's apparent that each of the committees represents a well-rounded group of individuals from varied backgrounds, who together bring a great deal of knowledge and expertise to the Plan Edmonton process," she added. "They all seem anxious to get at their tasks, which will culminate in public forums this fall." Plan Edmonton will cover the physical, economic and social development of Edmonton over a 10-year period. It will become the City's primary planning document and will guide the development of more specific, detailed plans by all City departments and agencies in the future. The Policy Committees have been formed to address each of the priority policy areas identified by City Council in its Framework and Priorities document, which guides

the Plan Edmonton process. These priority policy areas include: • Services to People • Economic Development • Planned Growth • Infrastructure Development and Maintenance • Leadership and Regional Co-operation The Policy Committees consist of individuals representing citywide interests, such as: community leagues; business groups; the land development industry; social, cultural and educational organizations; service providers; and other individuals. City staff

also have been appointed to provide administrative support to the committees, provide information and advice, follow up on recommendations of the committees, document their work, prepare reports and Plan Edmonton drafts. The Policy Committees serve as advisory committees to the Plan Edmonton Steering Committee, providing advice, recommendations and alternatives for Plan Edmonton policy development. For a complete list of the committees and their members, see Page 2.

Key Municipal Government Responsibility Defined in council's framework and priorities Economic Development Planned Growth

polity of Life for Residents

Infrastructure Development & Maintenance

Leadership & Regional Cooperation

The development of Plan Edmonton is being guided by City Council's Framework and Priorities document, which was prepared following a comprehensive process in late 1996. In its Framework and Priorities, Council identified five key areas of municipal government responsibility, which in turn support a high quality of life for Edmonton residents. The Policy Committees established to assist in the development of Plan Edmonton are addressing each of these priority areas.

jidd ,ri13) Policy Committees Underway Services to People • • • • • • • • • • • • • • • • • • • • • • • •

Community and Family Services Advisory Committee Edmonton Federation of Community Leagues Edmonton Social Planning Council Edmonton Youth Council One Voice Advisory Council on Services for Persons with Disabilities Edmonton Urban Aboriginal Affairs Committee Edmonton Public Schools Edmonton Catholic School District Capital Health Authority Edmonton Arts Council Grant MacEwan Community College Edmonton Gleaners Muttart Foundation Edmonton Chamber of Commerce Parks, Recreation and Cultural Advisory Board Council of Business Revitalization Zones Edmonton Coalition on Homelessness Community Services Department Edmonton Police Service Emergency Response Department Transportation and Streets Department Edmonton Public Library Planning and Development Department

Infrastructure Develop — and Maintenance • • • • • • • •

Commercial Partnership for Goods Movement Edmonton Federation of Community Leagues Major Developer (Carma) Greater Edmonton Home Builders Aqualta TELUS Edmonton TransAlta Northwestern Utilities

•

• • • • • • •

Environmental Advisory Committee Association of Professional Engineers, Geologists and Geophysicists of Alberta Alberta Road Builders and Heavy Construction Association University of Alberta Faculty of Engineering Transit Advisory Board Edmonton &_ District Labour Council Asset Management and Public Works Department Transportation and Streets Department Corporate Services Department Planning and Development Department

Leadership and Regional Cooperation • • • • • • • • • • • • • • •

Edmonton Chamber of Commerce Edmonton Federation of Community Leagues Greater Edmonton Visitor and Convention Association Capital Health Authority Edmonton Airports Economic Development Edmonton Northern Alberta Institute of Technology Northlands Canadian Forces Base Edmonton Western Economic Diversification Enoch Cree Nation City Manager's Office Community Services Department Asset Management and Public Works Department Planning and Development Department

Planned Growth • • •

Building Owners and Manager's Association Edmonton Federation of Community Leagues Greater Edmonton Home Builders

• • •

• • • • • • • •

Council of Business Revitalization Zones Edmonton Power Corporation (EPCOR) Edmonton Public Schools Edmonton Catholic School District Urban Development Institute Edmonton Real Estate Board University of Alberta Eco-City Society Edmonton Chamber of Commerce Inner City Developer (Westcorp Inc.) Alberta and Northwest Territories Building and Construction Trades Council Transportation and Streets Department Asset Management and Public Works Department Community Services Department Planning and Development Department

Economic Development

• • • • •

• • • •

Edmonton Chamber of Commerce Canadian Federation of Independent Business Edmonton &. District Labour Council Capital Region Manufacturer's Association Economic Development Edmonton Council of Business Revitalization Zones Alberta Economic Development and Tourism Edmonton Airports Knowledge Industry Coalition University of Alberta Industrial Liaison Office Edmonton Federation of Community Leagues Edmonton Social Planning Council City Manager's Office Planning and Development Department

Preparing Plan Edmonton... Our Timeline and Work Plan WINTER/96

SPRING/97 I SUMMER/97 I

FALL/97

WINTER/97 I

SPRING/98 I SUMMER/913

POLICY AREAS DEFINED

POLICY COMMITEES FORMED POLICY COMMITTEES DEVELOP STRATEGIC POLICY DIRECTIONS

0 TASKS/ACTIVITIES

Plan Edmonton Team Committees

Strategic priorities, key results and policy Steering Committee directions reviewed by Steering Committee.

Draft Plan document developed:

PLAN AS BYLAW

RESPONSIBILITIES

Steering Committee Plan Edmonton Team

• strategic priorities; • key results and policy recommendations; • strategies; • financial plan; and, • public review process.

Committees Facilitators

Policy implications of strategic priorities and related key results researched.

3 TASKS/ACTIVITIES

Steering Committee Plan Edmonton Team

O Policy Committee planning sessions conducted — key results completed.

COUNCIL ADOPTS

PUBLIC FORUMS

I/0 Council strategic priorities established for Council each key business area. municipal responsibility area to develop key results desired.

PUBLIC

HEARING: i

DRAFT PLAN

RESPONSIBILITIES

OD Policy Committees struck for each key

PLAN REVIEW

o •

Council review

Council

Public hearings

Steering Committee

Adoption by Council.

O Public forums held to review key directions. Steering Committee Plan Edmonton Team

Or anizational Structure•

Plan Edmonton Steering Committe_ / has overall responsibility for the preparation of Plan Edmonton. It consists of the City Manager and four General Managers, — Transportation and Streets; Community Services; Corporate Services; and Planning and Development departments. The Steering Committee will receive advice and recommendations from the Policy

Committees and ensure that they have appropriate resources to complete their tasks. Plan Edmonton Polic Committees: consist of individuals representing city-wide and community interests and the appropriate City of Edmonton representatives who will provide advice to the Plan Edmonton Steering Committee. continued on page 4 Ii

Or anizational Structure

"Who's Who" in the Plan Edmonton Process \ Plan Edmonton Planning Team:

consists of members of the Planning and Development Department with direct responsibility for the management and execution of Plan Edmonton. The planning team will provide the administrative support to the Policy Committees and will prepare all reports and documents for public distribution. Plan Edmonton Resource Staff: are staff from any city department assigned by the Steering Committee to work with the Policy Committees and to provide them with advice and information.

continued from page 3 Working Committees: may be formed on the recommendation of the Policy Committees, or directly by the Steering Committee, to address specific issues or policy areas and make recommendations.

Chairperson Committee: consists of the five chairpersons from the Policy Committees. They will meet as required to discuss the integration of advice and policy recommendations developed by each committee into the Plan Edmonton reports and drafts.

Edmonton City Council: is the final approval authority for Plan Edmonton. Council must adopt a new Municipal Development Plan as a bylaw on or before September 1, 1998, as required by provincial legislation.

Gettin involved

We Encourage Your Input Any interested citizen or organization is welcome to provide input to the

Plan Edmonton process. If you have ideas or suggestions for any of the priority areas addressed in Plan Edmonton, or if you would like more information on the process, please contact us. Members of the Plan Edmonton planning team are available to

make presentations on the process to interested groups or organizations. If you would like to book a presentation for your group, please contact us. If you know someone who should be receiving a copy of "Update", or if you would like additional copies for distribution to others in your group or organization, please contact us.

How to reach Plan E 24-hour message line: 496-6130 Fax: 496-6028 E-Mail: plan@gov.edmonton.ab.ca Or write to: Plan Edmonton Edmonton Planning and Development Department 2nd Floor, Exchange Tower 10250 â&#x20AC;&#x201D; 101 Street NW Edmonton, Alberta T5J 3P4

PEdmonton

EDMONTON'S•MUNICIPAL•DE'VELOPMENT•PLAN

Work on sch

ISSUE 3 • AUGUST 1997

Policy Committees Produce Results The development of Plan Edmonton has continued on schedule / through the summer, as momentum continues to build toward a public forum which will be held this fall to review the key policy directions being pursued. "We are extremely happy with how smoothly the process has gone thus far, and with the amount of very good work which has been done by all of the Plan Edmonton participants," said Plan Edmonton Director Heather McRae. "In particular, the Policy Committees which addressed each of the five municipal government responsibility areas identified by City Council developed some excellent key results statements." McRae said that City of Edmonton staff are now actively researching the policy implications of the Policy Committees' key results statements, as well as investigating how overlap and duplications in some of the statements can best be addressed. During the months of May and June, each of the committees met at least three times to review the Plan Edmonton process, review Council's strategic priorities in the assigned municipal government responsibility

area, recommend additional priorities, and then reach agreement on key results for each strategic priority. All of the committees also had suggestions for possible strategies for the city to follow in order to achieve the key results. "Given the diverse group of organizations and people which formed these Policy Committees, it was especially gratifying to see how willing they were to work together, and how co-operative they were in terms of accommodating other ideas and reaching consensus," said McRae.

On July 30, 1997, the Chairpersons Committee (comprised of the five Policy Committee Chairs) met for the first time to review the outputs of all committees, and identify key results and major themes that are critical to the success of Plan Edmonton. McRae said the same spirit of co-operation and consensus building was apparent at that level, too. For some comments and insights on the Plan Edmonton process from the Policy Committee Chairs, please see "Policy Committee Highlights" on page 2 of Update.

What the mean

Plan Edmonton Strategic Priorities Strategic priorities are action oriented statements describing the most important things the organization must do. They focus finite energies and resources on doing those things most critical to the organization's success and long-term viability. Example: Ensure a safe and secure community for all citizens. Key Results Key results are statements of the specific outcomes the organization wishes to achieve relative to the strategic issues. They represent what the organization wishes to accomplish and are written in specific enough terms to be measurable. Key results are usually developed by considering where the organization is now

relative to the strategic priorities and where it would like to be at some definable time in the future. Examples: • The rate of violent crime in the City will be reduced over the next three years by 5%. • Losses to persons and property as a result of fire will be minimized. Policies Policies are directional statements that provide a framework within which the organization will operate. They are expressions of the City's values and perspectives and have broad organizational implications. Example: Priority is to be placed upon maintaining a high standard of urban design and linkage to the downtown.

if,13)

Policy Committee Highlights Infrastructure Dev Maintenance ComM1 When Doug Kelly, Chair of the Infrastructure Development & Maintenance Committee, considers his committee's work, two things come to mind. The first is a "very interesting" discussion he said the committee had over what, exactly, constitutes "infrastructure". `We had a very diverse group, and with a diverse group, you get diverse opinions," said Kelly, who joined the Plan Edmonton process as a representative of Carma Developments. "Those of us from the development industry, like myself, tended to think of infrastructure in the traditional way â&#x20AC;&#x201D; things like streets and sewers and sidewalks. But we had environmental groups and community groups and others on the committee too, who thought that infrastructure should include things like parks and greenspace." "It was very interesting, because I had never thought of it that way," he continued. "But now our definition of infrastructure includes parks!"

The other thing that comes to mind, said Kelly, is a recommendation that the City concentrate its infrastructure development on "corridors" in order to maximize the city's return on investment for infrastructure costs. "In the past, the city's philosophy has seemed to be that the city has to grow in all directions at the same time," explained Kelly. "But the committee felt that in the future, the city, in order to get the biggest bang for the buck spent on city-financed infrastructure, should look at growth corridors where they can focus growth and get maximum value for tax dollars." Planned Growth Co What impressed Claire Ashton most about the work of the Planned Growth Committee was the ease with which it reached consensus on strategic priorities, key results, and possible strategies. Ashton, Manager of the Greenways Project of the Eco-City Society, noted that the committee contained people representing all

Key Municipal Government Responsibill: Defined in council's framework and priorities Economic Development Planned Growth

fatiam of Life for Residents

Infrastructure Development & Maintenance

Leadership & Regional Cooperation Five Policy Committees were formed to address each of the priority policy areas identified by City Council in its Framework and Priorities document, which guides the Plan Edmonton process. These priority policy areas are shown above.

types of organizations â&#x20AC;&#x201D; from builders and developers, to utilities, school boards, labour organizations and more, "yet, people were able to come to a consensus fairly quickly." "I was impressed that everyone sitting at that table wants Edmonton to move forward in every way, both economically and in terms of quality of life," said Ashton. While the committee developed suggestions in many areas, Ashton said one of the most significant directions that she thought it pursued was a suggestion that the river valley, natural areas and open space be recognized as critical aspects of planned growth, and that they be linked to the extent possible. "What started out as 'river valley protection' became protection of all natural areas throughout the city," said Ashton. Economic Deveto Committee While Edmonton's economy may have gone through some tough years in the 1990s, there was a feeling at the Economic Development Committee that the future looks positive, said Chair Wayne Wyman, Vice-President of Developed Industries with Economic Development Edmonton (EDE). "There's always a tendency on committees like this to focus on the negative, but that wasn't the case," said Wyman. "There was a real sense that things are getting better." Wyman also was pleased that many of the strategic priorities, key results, and possible strategies discussed by his committee are things that EDE, City Council and others are pursuing already. "What the committee has done is re-confirm much of what's continued on page 3

Preparing Plan Edmonton... Our Timeline and Work Plan WINTER/96

SPRING/97 I SUMMER/97

August 1997 WINTER/97 I SPRING/98

FALL/97

POLICY AREAS DEFINED

POLICY COMMITEES FORMED

PLAN REVIEW

0 POLICY COMMITTEES DEVELOP STRATEGIC POLICY DIRECTIONS

DRAFT PLAN

06/Council strategic priorities established for Council each key business area.

04/Policy Committees struck for each key municipal responsibility area to develop key results desired.

0 PUBLIC HEARINGS

PUBLIC FORUM

Steering Committee Plan Edmonton Team

0 6/ Policy Committee planning sessions conducted - key results completed.

Committees Facilitators

—Om-Policy implications of strategic priorities and related key results researched.

Plan Edmonton Team Committees

—11P-Strategic priorities, key results and policy Steering Committee directions reviewed by Steering Committee.

0 TASKS/ACTIVITIES

RESPONSIBILITIES

TASKS/ACTIVITIES

SUMMER/98

Draft Plan document developed:

COUNCIL ADOPTS PLAN AS BYLAW

RESPONSIBILITIES

Steering Committee Plan Edmonton Team

• strategic priorities; • key results and policy recommendations; • strategies; • financial plan; and, • public review process. Council review

Council

Public hearings

Steering Committee

Adoption by Council.

Public forum held to review key directions. Steering Committee Plan Edmonton Team

continued from page 2

happening," said Wyman. "I think it's good that it comes from an independent source like this committee, which represents a broad range of groups and interests." The committee also considered the role that City Council can play in economic development, said Wyman. The committee felt that Council should focus on things it can directly affect — like reducing infrastructure costs, taxes and other costs of doing business, while improving the responsiveness of the bureaucracy to business opportunities. Wyman said these types of actions "may not have a high profile, but they're the things that really make a difference." (See related article on Economic

Growth Prospects, Page 4)

Services to People Co The Services to People Committee took a unique approach to the development of strategic priorities, key results, and possible strategies in its area, by first developing a set of "Belief Statements" to ground their recommendations in. It required an extra day of committee work, said Chair Sundari Devam, but in her judgement it was "essential". Devam, who represents the Edmonton Coalition on Homelessness, said the Belief Statements reflect the members' view that promoting the "health and wellbeing" of all residents should be a strategic priority for the City. To do that, she said, city services shouldn't be limited to things like police, fire and ambulance, but should include initiatives like help for the homeless,

community improvement programs, and more. • "The committee members want the City to see these types of programs as an investment in the future, not as handouts or frills," said Devam. "They all contribute to a better quality of life, providing a safe, secure, healthy city." "We had incredibly good turnout on our committee, which is amazing considering the time commitment," said Devam. It speaks well of the Plan Edmonton process and the dedication of committee members. Yet, she confesses that she is "very cynical" about whether City Council will accept and act on the committee's recommendations. "We've done so many of these things, but plans get shelved," Devam said, in hope that Plan Edmonton will not meet a similar fate. continued on page 4

Edmonton's future

Economic Growth Prospect Bright The Edmonton and Alberta economies will outperform the Canadian economy over the next decade according to a report prepared by Western Management Consultants for Plan Edmonton.

From 1997 to 2007, resource sector activity will continue to drive the local economy but the major source of growth will shift to a dynamic new generation of knowledge-based industries supported by the city's research organizations, institutions and high-technology

companies. The manufacturing of value-added products and the Edmonton Garrison will also be significant contributors to economic development and employment prospects. These and other business and economic development prospects are highlighted in the Economic Development Prospects in Edmonton — Summary Report. In preparing the report, the consultants analyzed economic changes in Edmonton since 1985 and trends in the business environment to identify the major drivers of growth in the Edmonton region and track their economic spin-offs. Economic Development Prospects in Edmonton — Summary Report

Policy Committee Highlights continued from page 3

Leadership and Cooperation Corn

When a committee is discussing "leadership and regional cooperation", it's fitting that it should be full of "leaders", said Chair Gino Ferri. "And that was exactly the case on our committee," said Ferri, Vice-President of Read Jones Christoffersen Ltd. It included senior people from organizations from the City of Edmonton, to Edmonton Airports, the Capital Health Authority, governments, aboriginal bands and more. "The committee members are all very good at what they do, and it was a treat to work with them," said Ferri. Ferri likened the concept of regional cooperation to living in a neighbourhood, and said that Edmonton's neighbourhood is quite

large. It includes other nearby municipalities, health organizations, school boards, other government levels, First Nations bands, and similar organizations. Regional cooperation is about fostering good relations with all of these neighbours, and working with them to improve the whole "neighbourhood" for everyone's benefit, he said. Ferri said the committee believes that the City of Edmonton can best show leadership through example. In other words, the city should always promote "Edmonton" as a region, not just as the city itself, and look for ways to work with its neighbours to foster economic development and an improved quality of life. While sometimes that may mean setting aside self-interest for the benefit of a neighbour, in the long-run, the whole region will benefit, he said.

identifies a number of economic strategies and policies that could help implement City Council's Vision for Economic Prosperity. The report will be used by the Plan Edmonton Economic Development Policy Committee and staff from the City Administration and Economic Development Edmonton to help prepare key components of Plan Edmonton. The report is one of a number of documents available from Plan Edmonton, including: • Terms of Reference, Document #1 • Topic Highlights, Document #2 • Framework and Priorities, Document #3 • City Finances, Document #4 • Economic Development Prospects in Edmonton — Summary Report, Document #5 • Commercial and Industrial Land Demand Assessment, Document #6($25.00 per copy) Please contact Plan Edmonton to obtain any of these documents. Cost recovery charges may apply to requests for multiple copies of Documents #1 through #5. How to reach Plan E" 24-hour message line: 496-6130 Fax: 496-6028 plan@gov.edmonton.ab.ca Internet: http://www.gov.edmonton. ab.ca/planning/mdp.htm Or write to: Plan Edmonton

Edmonton Planning and Development Department 2nd Floor, Exchange Tower 10250— 101 Street NW Edmonton, Alberta T5J 3P4 THE CITY OF

MOM' n

EDMONTON'S • MUNICIPAL • DEVELOPMENT • PLAN

ILLJiIr :

3 1

Plan Edmonton

ISSUE 4 • FEBRUARY MB

Open House Invitation

he results of the last several months' activity in the development of Plan Edmonton will be displayed to the public in early February, when Plan Edmonton hosts an Open House at City Hall.

Municipal Responsibility Ar

The Open House will consist of an information display available for viewing at City Hall from February 7th - 13`h. Plan Edmonton staff will be available from 12 noon to 3:00 pm daily to answer any questions, provide further information, and receive comments. "From the very beginning of the Plan Edmonton process, we've drawn on the knowledge and expertise of many community groups and agencies with an interest in city development by inviting their input and having representatives from such groups involved in Policy Committees and sub-committees." said Heather McRae, the Plan Edmonton Project Director, "But input from any interested citizen has been welcomed, too. The Open House is a major opportunity for anyone who has been involved to get an update on our status, and for others to become involved."

Economic Development

A 4

Infrastructure Development aintena

Quality of

ark

1 Lit. for I 9t. Residents, Leadership & Regional Cooperati

Planned Growth

Services , to People

McRae said the event will cap several months of behind-the-scenes activity, in which the reports of the five Plan Edmonton Policy Committees were reviewed by the Plan Edmonton Steering Committee, and then by

members of City Council, to complete a list of proposed strategic priorities to be addressed in the draft plan. A total of 38 strategic priorities were developed and will be presented in the Open House Display. ontinued on Page 2...

7111 1 11111 continued from Front Page

These priorities cover the five key areas of municipal government responsibility identified by City Council, including: economic development, planned growth, infrastructure development and maintenance; leadership and regional cooperation, and services to people. (See Pages 3 - 6 for a complete list of strategic priorities, by each responsibility area). Visitors to the Open House will receive a workbook type questionnaire which can be used to provide feedback on the proposed priorities, as well as on Plan Edmonton overall, said McRae. Equipped with that feedback and other input, Plan Edmonton project team members will be in a position to complete a first draft of the actual plan for submission to City Council later this spring. Public hearings will be held before Plan Edmonton is passed as a bylaw. Provincial legislation requires that a new Municipal Development Plan — Plan Edmonton — be approved by September 1, 1998. •

Pt °Edmonton EDMONTONS•MUNICEPAL•DEVELOPMENT• PLAN

Organizational Structure

"Who's Who" in the Plan Edmonton Process Preparing a new Municipal Development Plan for a major city like Edmonton requires an efficient organizational structure. Here's a handy guide to the roles and responsibilities of the major committees and support groups involved in developing Plan Edmonton: Plan Edmonton Steering Committee has overall responsibility for the preparation of Plan Edmonton. It consists of the City Manager and four General Managers, — Transportation and Streets; Community Services; Corporate Services; and Planning and Development departments. The Steering Committee oversees the project, receives input from the Policy Committees and city staff and ensures that appropriate resources are available to complete the Plan.

Plan Edmonton Policy Committees consist of individuals representing city-wide and community interests and the appropriate City of Edmonton representatives. continued on Page 7...

EDMONTONSâ&#x20AC;˘MUNICIPALâ&#x20AC;˘DEVELOPMENPPLAN

Plan itmonton NO11101111 Responsibility Areas ant NNW& PrigfilieS

Economic Development Positive City Profile: Raise awareness of Edmonton's distinctive strengths as a smart, vibrant city.

Key Ambassador Role for Mayor and Council: Strengthen the roles of the Mayor, and Council, as key ambassadors in economic development.

Expanded Business Base: Nurture existing businesses and attract and support the development of new businesses.

Global Perspective: Ensure that the City's approach to economic development reflects a global perspective while enabling local initiative.

Safe Community: Ensure a safe and secure community for all citizens.

Positive Business Environment: Create an environment which encourages commitment to live, learn, visit, and do business in Edmonton.

Services to People

Cost-effective Municipal Services: Ensure that municipal costs to do business enhance Edmonton's competitive advantages.

Customer Service:

Regional Economic Ties:

Service Delivery Roles:

Build strong economic ties within the region.

Regularly assess and define the City's mandate, role and responsibilities for the direct delivery, or support for the delivery, of services.

Active Partnerships: Develop active partnerships throughout the community through key agencies and organizations.

Supportive Relationships: Build strong relationships with the Provindal and Federal Governments to enhance and promote Edmonton's interests in the process of reinvestment.

Make it easier for businesses and citizens to "do business" with the City.

Community Development: Encourage residents to participate actively in developing their neighbourhoods and communities.

Safety and Security: Ensure the protection of people and property through the provision of acceptable levels of police, fire, and ambulance services for all areas of the City.

EDMONTON'S•MUNIGPAL•DEVELOPMENT•PLAN

Plan famontoo Mmicipal Responsibility Areas sod Strategic Priorities

Services to People continued

Relations with Regional Authorities:

Recreation, Culture and the Arts:

Maintain constructive and productive relationships with regional services authorities, e.g., Regional Health Authorities, Children's Services, and School Boards.

Facilitate the provision of a broad range of recreational, entertainment and cultural activities for residents.

Provincial and Federal Government Relations:

Deliver and support programming that contributes to the well-being and overall quality of life of residents over time.

Maintain and enhance productive relationships with Provincial and Federal Government representatives to support the achievement of the City's goals and resolve common problems and issues.

Changing Demographics:

Capital City Promotion:

Identify and respond to the municipal services needs resulting from the City's changing demographics.

Promote Edmonton as the Capital of Alberta.

Well-being:

Volunteer Services: Support the efforts of volunteers serving the citizens of Edmonton.

leadersaip afid Regional Cooperation Intermunicipal Cooperation: Facilitate an effective, rational, and coordinated approach to intermunicipal land use and infrastructure planning and development.

Regional Services: Support the development of strong, and effective regional services delivery mechanisms.

Public Participation: Develop a public participation model which identifies the areas where public participation in decision-making is to be sought, the processes to be used to gather public input, and how this input is to be used to support responsible decision-making

City Governance Model: Develop and utilize a governance model that defines clearly the roles of Council, administration, and advisory boards; ensures effective delegation of responsibility; authority and accountability; and, supports cooperation and teamwork.

Infrastructure Development ant Maintenance

Communications Infrastructure: Use advanced communications technology to deliver City services more effectively and efficiently and enhance our City's status as a "smart City".

Approach to Infrastructure: Develop an accurate picture of the costs associated with various infrastructure development, upgrading, and maintenance options; provide a level of infrastructure that is affordable, safe and sustainable; and employ emerging technologies to reduce costs.

Financing Infrastructure: Develop and maintain a comprehensive, longrange financial plan that realistically links all City infrastructure development, upgrading, and maintenance plans to the resources required for successful implementation.

Movement of People and Goods: Ensure that an integrated transportation system facilitates the safe, effective and efficient movement of goods and people throughout the City and beyond.

Protection of the Natural Environment: Develop an integrated environmental protection strategy in partnership with the Province and neighbouring municipalities designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces.

Waste Disposal Infrastructure: Achieve the objectives of the approved City of Edmonton's Thirty Year Waste Management Strategic Plan.

Planned Stoma Land Development Philosophy: Develop and utilize a land development philosophy that meets the City's long-term development needs and achieves the optimal balance between residential, industrial, commercial, institutional and recreational land use. Specific considerations should include: providing reasonable choices regarding the types of developments in which people want to live and do business; working cooperatively with neighbouring municipalities to ensure effective development of the City's "fringe" lands; placing a high priority on the effective and efficient use of land; consolidating heavy industrial land while ensuring that an adequate supply of industrial land is maintained; exploring the potential to cluster similar businesses and accommodate home based businesses and services;

MIMI;&OWN eontifiaed developing workable alternatives to share the costs of development; ensuring City plans and policies give clear, consistent guidelines to people proposing development; focusing on an open, flexible planning process which includes residents in policy development and plans for growth and change; working cooperatively with universities, school boards and the federal and provincial governments to foster the objectives of planned growth; and focusing on urban development which is environmentally and fiscally sustainable in the long term.

Utilization of Existing Infrastructure: Encourage maximum development around existing City infrastructure. This will include encouraging the utilization of the existing supply of lands in Area Structure Plans approved for development before undertaking additional expansion; "building out" and servicing all approved neighbourhoods; and supporting strategic growth of the City, rather than "growth for the sake of growth".

Economic Activity Centres Within the City: Recognize the existence and the potential of economic activity centres within the City, and encourage these vibrant growth areas by fostering the mix of services and businesses which support and link them.

Reinvestment in Mature Neighbourhoods: Invest in the redevelopment and revitalization of mature neighbourhoods, including appropriate responses to the evolving needs of residents as community demographics change.

Downtown Development: Ensure that downtown Edmonton is vibrant and alive - a magnet for business, commerce and people, with unique and attractive residential districts, and diverse entertainment, recreational, and cultural opportunities.

Preservation and Enhancement of the Natural Environment and Open Spaces: Preserve and enhance the river valley, natural areas, and open space within the urban landscape; recognize these areas as critical aspects of successful planned growth of the City; and link them to the extent possible.

Population Growth: Plan for a population base in the range of 800,000 to 900,000 residents by the year 2020.

... continued from Page 2

Plan Edmonton Planning Team: consists of members of the Planning and Development Department with direct responsibility for the management and execution of Plan Edmonton. The planning team provides the administrative support to the Policy Committees and prepares all reports and documents for public distribution.

Working Committees: are formed on the recommendation of the Policy Committees, or directly by the Steering Committee, to address specific issues or policy areas and make recommendations.

Plan Edmonton Resource Staff: are staff from any city department assigned by the Steering Committee to work with the Policy Committees and to provide them with advice and information.

Chairperson Committee: consists of the five chairpersons from the Policy Committees. They meet as required to discuss the integration of advice and policy recommendations developed by each committee into the Plan Edmonton reports and drafts.

Preparing Plan Edmonton... Our Timeline and Work Plan WINTER/86

SPRING/87

SUMMER/07

FALL/07

WINTER/07

February 1998

SPRING/88

SUMMER/OS

POLICY AREAS DEFINED

PLAN REVIEW

POLICY COMMITTEES FORMED POLICY COMMITTEES DEVELOP STRATEGIC POLICY DIRECTIONS

PUBLIC HEARINGS

DRAFT PLAN

COUNCIL ADOPTS PLAN AS BYLAW

OPEN HOUSE

IiMeu

TASKS/ACTIVI

Council

we Now

Steering committee Plan Edmonton Team

Policy Committees struck far each key municipal responsibility area to develop key results desired.

Steering Committee Plan Edmonton Team

•

Steering Committee Plan Edmonton Team

Policy Committee planning sessions conducted key results completed.

Committees Facilitators

Mil NM document develops* strategic priorities: • key results and policy recommendations: • • stratipst • flomeli plat mil

Policy implications of strategic priorities and related key results researched.

Mid Min Plan Edmonton loam Committees

Council Steering Committee

Strategic priorities, key results and policy directions reviewed by Steering Committee.

Steering Committee

0 4/ Council strategic priorities !deathbed for each key business area.

ov ov

RESPONSIBILITIES

Pik

Into

AWN Ir. Cunt

Making the Connections ople expect roads that cross municipal boundaries to be maintained on both sides. People also expect that land uses immediately outside Edmonton are generally compatible with those inside Edmonton, even though another municipality has control over land use decisions. But what happens when those land uses are not compatible? If you have wondered about these and similar things, you have been thinking about intermunicipal planning.

In 1995, the Municipal Government Act (MGA) eliminated regional planning commissions. Each Commission was a compulsory association of all municipalities within a region which worked to ensure coordination across municipal boundaries. The provisions of the new MGA require that either:

• adjacent municipalities work together to prepare intermunicipal development plans, or • special provisions are included in each municipality's MDP. Those provisions include the coordination of land use, growth patterns, transportation and infrastructure with the neighbouring municipality. The City of Edmonton has six adjacent municipal neighbours. Our best option is to address the intermunicipal planning issues within our MDP. Negotiations and planning with these neighbours through Plan Edmonton will lead to the development of MDP policies that satisfy the requirements of the MGA and other jointly identified needs.

Forum and other special groups. Non-municipal neighbours, such as the Edmonton International Airport, Edmonton Garrison and the Enoch Cree Nation, are consulted on planning issues of mutual interest. A better quality of life for the citizens of Edmonton can be achieved partly through cooperative intermunicipal planning work with our neighbours.

•

Now to teach Non Edmonton 24-hour message line: 496-6130 Fax: 496-6028 E-Mail: plan@gov.edmonton.ab.ca Internet: http://www.gov.edmonton.ab.ca/ planning/mdp.htm Or write to:

Plan Edmonton Edmonton Planning and Development Department 2nd Floor, Metronet Tower 10250- 101 Street NW

Interests in common with other nonadjacent municipalities in the Edmonton region are dealt with through the Alberta Capital Region

Edmonton, Alberta T5J 3P4

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EDMONTON'S•MUNICIPAL•DEVELOPMENT.PLAN

Plan Edmonton

ISSUE 5. MAY 1998

Plan Edmonton Released! Edmonton's Proposed Municipal Development Plan fter two years of development, the proposed Municipal Development Plan: Plan Edmonton is available for public review. "This sets the stage for a formal public hearing on Plan Edmonton to be held by City Council on May 28th," said Heather McRae, Plan Edmonton project leader.

Tian Edmonton should be ready for final adoption as Edmonton's new Municipal Development Plan this summer as scheduled," McRae said. "The Plan Edmonton project team is extremely pleased with the proposed plan, and even though there may be some revisions and fine-tuning, we think we're very close to a 'final' version which City Council and all residents of Edmonton can embrace." Plan Edmonton is a strategic document which will guide the City of Edmonton's growth into the 21st century. It will direct all aspects of the city's physical, economic and social development for the next 10 years and provide direction to the development of more specific, detailed plans by all city departments and agencies. The development of Plan Edmonton began in the fall of 1996, when City Council identified five key municipal

government responsibility areas which Council viewed as essential to providing a high quality of life for Edmonton residents. Five policy committees were formed to make recommendations on the strategic priorities for each responsibility area, and to identify desired outcomes that would measure the city's success in meeting the priorities. The policy committee members represented city-wide interests such as community leagues, business groups, the land development industry, social, cultural and educational organizations, and services providers. City staff also participated on the committees. The strategic priorities were presented at an Open House and public opinion was sought through a variety of means including citizen focus groups and a Citizen's Workbook survey (see "Focus Groups and Workbook" on Page 2). The proposed Plan Edmonton is structured to reflect the five municipal responsibility areas and the requirements of the Municipal Government Act. It also includes an

"Plan Edmonton is a strategic document which will guide the City of Edmonton's growth , into the 21st century.

implementation section and a section addressing Edmonton's intermunicipal relationship with neighbouring municipalities in terms of land use, transportation and infrastructure planning. McRae said the type Of strategic direction that Plan Edmonton is designed to provide is portrayed in the Land Development Concept Map. The map shows, for example, a new area in southwestern Edmonton where the demand for suburban growth can be accommodated with cost-effective and feasible infrastructure servicing. Copies of the proposed Plan Edmonton are available for public viewing and review. Please see "How to Reach Plan Edmonton" on the back page of Update. •

Focus Groups and Workbook â&#x20AC;˘ Citizen's Input ommunity groups, business associations and other stakeholder groups in Edmonton have played a major role in the development of Plan Edmonton, but individuals have been just as important. The Plan Edmonton project team sought the input of citizens through focus groups and a Citizen's Workbook survey.

In January, Plan Edmonton commissioned an independent consulting firm, Marcomm Communications Ltd., to conduct two focus groups among a selection of citizens who were recruited "at large". The groups were designed to examine whether the key municipal responsibility areas and strategic priorities developed for Plan Edmonton were generally in keeping with the thoughts of Edmonton's residents, and to elicit their opinions on the city's future development. Each focus group included randomly selected adults from a variety of areas in Edmonton. Quotas ensured a mixture of genders and ages in both groups, as well as a variety of occupations. In each session, participants were led through exercises designed to consider whether the directions identified by Plan Edmonton's strategic priorities and municipal responsibility areas were in

keeping with their view of an "ideal" Edmonton. The conclusion of the consultant was that overall, the municipal responsibility areas and strategic priorities as developed by Plan Edmonton were in keeping with the general views of Edmonton residents. The municipal government responsibility areas and strategic priorities were then presented to the general public at an Open House at City Hall, from February 7 to 13th, inclusive. Citizens visiting the Open House were invited to take a copy of a Citizen's Workbook, which outlined the strategic priorities and included a series of questions designed to gather reaction to them, as well as to solicit opinions on the city's future development in general. A total of 62 completed workbooks were returned.

Results were again tabulated and summarized by the consultant. Respondents to the workbook survey generally were supportive of the strategic priorities identified and the directions set out by Plan Edmonton. All of the suggestions advanced by the focus groups and through written comments in the workbooks were considered by the Plan Edmonton project team, and many have been reflected in the wording of the proposed plan. All Edmonton residents still have an opportunity to provide their views and opinions on Plan Edmonton. Please see the back page of Update for "How to Reach Plan Edmonton". â&#x20AC;˘

Economic Development Planned Growth

Leadership & R1401181 Cooperation

Infrastructure Development E Maintenance

it 400, Quality of Die for Residents

Services to People

Municipal Responsibility Areas lan Edmonton is based on five municipal government responsibility areas essential to supporting a high quality of life for Edmontonians. Plan Edmonton addresses each of these responsibility areas separately while recognizing the strong inter-relationships among them.

Planned Growth addresses the municipal mandate to manage land use and development. A physical growth strategy and land development philosophy will meet long-term development needs. Economic Development focuses on the City's leadership role in creating a positive and dynamic business climate within Edmonton and throughout the Edmonton Capital Region. Services to People deals with the delivery of City services that contribute to the safety; security, wellbeing and enjoyment of Edmonton's citizens. Infrastructure Development and Maintenance focuses on the infrastructure strategies and approaches that will enable growth and development to occur in a costeffective and environmentally responsible manner. Leadership and Regional Cooperation focuses on municipal decision-making and the City's mandate to represent the interests of its citizens. Particular emphasis will be placed on pursuing solutions to regional issues in cooperation with neighbouring municipalities. â&#x20AC;˘

Long Range Financial Plan Nears Corn

he ability of the City of Edmonton to effectively address the strategic priorities set out in Plan Edmonton will rest on its future financial strength to fund programs and services.

A consulting firm, KPMG, was commissioned to prepare a Long Range Financial Plan to guide financial decision-making to 2008. It is being prepared in four stages, beginning with an evironmental scan, a financial model examining various scenarios, a look at financial factors affecting the city and finally, proposed policies to address the financial issues. Work on the first three stages is largely complete and has provided both "good" and "bad" news for Edmonton. The good news is that economic growth in Edmonton and northern Alberta is expected to remain strong well into the next century, supporting job creation and economic expansion. The bad news, however, is that costs of providing services are growing faster than the City's revenues. The financial model shows that if the City continues with "business as usual" it will have an operating budget gap (i.e. difference between revenues and expenditures) of up to $35 million in 1999, rising to $161 million in 2008. In infrastructure (new and maintained), the gap rises from $111 million in 1999 to $272 million in 2008.

As well, the analysis of financial factors affecting the city suggests that "traditional" financial solutions will not be able to address these gaps. The city faces a limited ability to raise taxes if it is to remain competitive with other major urban municipalities. And while it can afford more self-liquidating debt (ie. borrowing for facilities or services which are revenue generators and which over time will repay the debt), it cannot afford a major increase in tax-supported debt (ie. borrowing for programs, services and infrastructure which does not generate net revenue). The final phase of the Long Range Financial Plan is the development of proposed policies and strategic approaches which can address the issues and challenges identified in the earlier phases. This may require a full examination of all options available to the city â&#x20AC;&#x201D; from pursuing a new revenue-sharing arrangement with the province, to consolidating services and reducing costs where possible, to examining other revenue sources. The final plan is expected to be ready for presentation to City Council on June 23, 1998. â&#x20AC;˘

Preparing Plan Edmonton... Our Timeline and Work Plan WINTER/96

SPRING/97

SUMMER/97

May 1998

FALL/97 WINTER/97 SPRING/98

SUMMER/98

POLICY AREAS DEFINED PLAN REVIEW

POLICY COMMITTEES FORMED POLICY COMMITTEES DEVELOP STRATEGIC POLICY DIRECTIONS

PUBLIC HEARING

DRAFT PLAN

OPEN HOUSE

0 TASKS/ACTIVITIES

0 I/ sr 0V

TASKS/ACTIVITIES

RESPONSIBILITIES

Council strategic priorities established for each key business area.

Council

Policy Committees struck for each key municipal responsibility area to develop key results desired.

Steering Committee Plan Edmonton Team

Policy Committee planning sessions conducted — key results completed.

Committees Facilitators

Policy implications of strategic priorities and related key results researched.

Plan Edmonton Team Committees

Strategic priorities, key results and policy directions reviewed by Steering Committee.

Steering Committee

RESPONSIBILITIE

0 V Open house. 011/ Draft Plan document developed: • •

Steering Committee Plan Edmonton Team Steering Committee Plan Edmonton Team

strategic priorities; strategies; and intermunicipal planning.

Plan review.

Adoption by Council.

COUNCIL ADOPTS PLAN AS BYLAW

Council Steering Committee

Public Hearing.

Plan Edmonton Public Hearing Scheduled for May 28

/an Edmonton will

become Edmonton's new Municipal Development Plan, as mandated by Alberta's Municipal Government Act. A Public Hearing is scheduled for May 28, 1998, at 9:30 a.m. in Council chambers to allow citizens to express their opinions.

If you wish to review Plan Edmonton, proposed Bylaw No. 11777, you may view it at the Office of the City Clerk or at the Planning and Development Department. You may also call Plan Edmonton's 24-hour message line, at 496-6130, to request a copy of the Plan or obtain more information.

If you wish to speak to City Council regarding Plan Edmonton at the Public Hearing you may register with the City Clerk by May 27, 1998. You may also be heard at the Public Hearing when the Mayor asks if there is anyone else wishing to speak. Each speaker is limited to five minutes, whether preregistered or not.

If you would like more information on the Public Hearing and how to make a

presentation, please call the Office of the City Clerk..

Now to contact the Office of the City Clerk Phone: 496-8178 Fax: 496-8175 3'd Floor City Hall 1 Sir Winston Churchill Square Edmonton, Alberta T5J 2R7 8:00 a.m. - 4:30 p.m. Mon. - Fri.

Now to reach Plan Edmonton Phone: 496-6130 to leave a message Fax: 496-6028

If you prefer to write to City Council, please send your written comments to the Office of the City Clerk before Noon on May 22, 1998. All written submissions received before the deadline will be available for public viewing at the Public Hearing, and in the Office of the City Clerk.

E-mail: plan @gov.edmonton.ab.ca Internet: littp://www.gov.edmonton.ab.ca/ pLuming/mdp.htm

Plan Edmonton Planning and Development Department 7th Floor, MetroNet Tower 10250- 101 Street, N.W. Edmonton, Alberta T5J 3P4 8:30 am. - 4:30 p.m. Mon. - Fri.

If you wish, please call: Gord Jackson, Senior Planner at 496-6117; or Heather McRae, Director at 496-6059

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1111011.10,110 EDMONTON'S â&#x20AC;˘ MUNICIPAL â&#x20AC;˘ DEVELOPMENT* PLAN

mitulimy MAY 1998

Plan Edmonton goes to Public Hearing!

fter two years of development, the proposed Municipal Development Plan: Phi,, Edmonton is available for public review This sets the stage for a formal public hearing on Plan Edmonton to be held by City Council on May 28th, 1998.

Mails Plan EdmoillonP Plan Edmonton is the City of Edmonton's Municipal Development Plan, which will guide Edmonton's growth and development into the 21" century. Plan Edmonton is a strategic document dealing with Edmonton's physical, economic and social development. The Plan also contains an intermunicipal planning component which addresses the coordination of future land use, growth patterns and transportation systems with Edmonton's neighbouring municipalities. As Edmonton's primary planning document, Plan Edmonton is a comprehensive plan that will provide direction to the development and implementation of more specific, detailed plans by all City departments and agencies over a ten year planning horizon.

low Was Mao Mmontoo Prepared.2 In the fall of 1996, Edmonton's City Council members held a series of workshops to create a foundation for Plan Edmonton, Edmonton's new Municipal Development Plan. Council developed a framework for the Plan and a statement of the City of Edmonton's priorities for each of the five municipal responsibility areas identified as being essential to sustaining quality of life for citizens.

Five Plan Edmonton policy committees were formed, one for each of the five municipal responsibility areas. The policy committees consisted of individuals representing city-wide interests such as community leagues, business groups, the land development industry, social, cultural and educational organizations, and service providers. The policy committees' role was to provide advice and recommendations to the steering committee. City staff also participated on the committees. continued on Page 2...

... continued from Fiwnt Page

Plan Edmonton's Sim

The policy committees reviewed the priority statements, recommended changes and identified outcomes, or "key results", that would measure the City's success in addressing its priorities. Additional input was gathered through a variety of means including public open houses, opinion surveys, focus groups, a 24-hour message line and correspondence received by mail, fax and e-mail. The Intermunicipal Planning section of Plan Edmonton was prepared to meet the requirements of the Municipal Government Act. This section was developed through extensive discussion with neighbouring municipalities. The philosophy and policies in this section are consistent with the priorities identified in other sections of the Plan. Under the direction of the Plan Edmonton steering committee, consisting of the City Manager and four departmental General Managers, City staff prepared the Plan for Council's consideration based on City priorities, public input, and technical research conducted as part of the Plan Edmonton project..

EDMONTONS•MUNICIPAL•DEVELOPMENT•PLAN

Plan Edmonton is structured to reflect the five municipal responsibility areas, identified by City Council as essential to support Edmonton's quality of life, and to reflect the requirements of the Municipal Government Act. Five sections, one for each responsibility area, identify City Council's priorities for Edmonton over the life of this plan. Under each priority statement is an implementation strategy designed to address the priority. Additional material has been added, where required, to comply with the Municipal Government Act. Plan Edmonton also includes a section which addresses Edmonton's intermunicipal relationships and activities with respect to land use, transportation and infrastructure planning and other regional issues. The implementation section describes how City Council and the civic administration will implement Plan Edmonton's policies and strategies.•

EDMONTONS•MUNICIPAL•DEVELOPMENT•PLAN

THE CHALLENGE —

Plan Edmonton presents a general overall picture of the potential future state of the City of Edmonton and takes a practical and conservative approach to our future state possibilities. At the time of writing the Plan, sigmificant financial challenges face municipalities in Canada. The City of Edmonton itself; in parallel with this Municipal Development Plan, is considering what financial issues lie ahead and how to craft potential solutions to them. Whether or not the City achieves its desired future state depends on a number of factors. What are the answers which, over time, will allow for sufficient funding of adequate infrastructure maintenance and growth? How secure are the various revenue streams upon which the City depends for its operations?

To what extent will regional issues be solved through cooperation? Can we (or should we) continue to provide all the same services we currently provide? To what levels? All of these issues are real, and must be confronted in the future. The future is not just the present projected forward. It contains new and important challenges. An ability to achieve the desired future state, where at least adequate services and facilities exist in all required areas, will depend on how and where we find the answer to the challenges. The fulfilment of this long range plan will only occur through dedication, hard work and effort and the resolution of many difficult issues, many of which have not yet even been identifiedM

Plan Edmonton Municipal Respollsibility EDMONTON S. MUNICIPAL â&#x20AC;˘ DEVELOPMENT â&#x20AC;˘ PLAN

Plan Edmonton is based on five municipal government responsibility areas essential to supporting a high quality of life for Edmontonia.ns. Plan Edmonton addresses each of these responsibility areas separately but with the recognition of the strong interrelationships among them.

Irsimithwita

IsamskinvIsami focuses on the City's leadership role in creating a positive and dynamic business climate within Edmonton and the Edmonton Capital Region. The goal of expanding the economic base will be achieved through effective economic development programs and by providing a "best value" business environment. Edmonton will build on its economic advantages through active partnerships with businesses, institutions and other governments to develop a strong city economy with a global orientation.

Economic Development

ofirniarstoRNM addresses the municipal mandate to manage land use and development. A physical growth strategy and land development philosophy will meet long-term development needs. Investment in mature neighbourhoods and business areas will be promoted. New growth in suburban areas will be accommodated in a fiscally responsible manner. Priorities include making effective use of investments in infrastructure and providing for access to natural areas and open spaces. The City will work with its private and public sector partners to maintain the quality of the urban environment.

Planned Growth

deals with the delivery of City services that contribute to the safety, security, well-being and enjoyment of Edmonton's citizens. Services will be provided in an effective, efficient and citizen-oriented manner. The City will work in partnership with other organizations where service mandates are complementary. In planning and providing services, the City will take into account the different and changing characteristics and needs of communities. The City will support community development initiatives and volunteer activities.

Services to People

Areas 1~111011ff NO 111111NINICS Infrastructure Development and Maintenance focuses on the City's responsibility for infrastructure ranging from roads, waste management systems and water systems to public buildings and park facilities. The City's fiscal objective is to meet the demand for new infrastructure while ensuring that existing infrastructure remains safe and reliable. The City's environmental strategy will maintain the quality of the natural environment for present and future generations. City priorities also address the development and use of advanced communications and information technology.

biamisNi NOssil Comerstas Leadership and Regional Cooperation focuses on municipal decision-making and the City's mandate to represent the interests of its citizens. Particular emphasis ivill be placed on pursuing solutions to regional issues in cooperation with neighbouring municipalities. Edmonton will promote more effective and coordinated intermunicipal planning within the Edmonton Capital Region. The City will examine opportunities to reduce costs and improve service through regional services delivery mechanisms. More effective relationships with regional authorities and the Provincial and Federal Governments will be developed.

rtj

Plan Edmonton also addresses components of the City's five municipal responsibility areas at an intermunicipal and regional level. The Municipal Government Act requires that the City's municipal development plan provides a framework for intermunicipal land use, transportation systems and infrastructure planning and development. The City will promote effective and cooperative planning, development and service delivery.

Elli

IMPLEMENTATION Plan Edmonton is Edmonton's Municipal Development Plan. It fulfils a requirement of Alberta's Municipal Government Act, that the City of Edmonton adopt a new Municipal Development Plan on or before September 1, 1998. Plan Edmonton supersedes Bylaw 9076, adopted as the City's General Municipal Plan in 1990. City departments and agencies will act, under the direction of City Council, to implement the Plan through corporate and departmental business plans aligned to Plan Edmonton's priorities. Plan Edmonton will be implemented through subsidiary plans, policies, programs and activities over the next ten years. These include: Existing Plans: • Waste Management Strategic Plan; • Land Use Bylaw; • Capital City Downtown Plan; • Joint Use Agreement; • existing Area Structure Plans / Area Redevelopment Plans; • transportation systems plans; • Horizon 2000 transit plan; • Community Investment Grants Policy; and • Drainage Master Plan (1991).

\an Edmonton u,,,4 •csc‘

Financial Plans Infrastructure Plans Environmental Plans Transportation Master Plan Waste Management Plan Parks and River Valley Plans Land Use Bylaw

. Neighbourhood Plans Economic Strategies Social Plans Partnerships Emergency and Protective Plans Library Plan Intermunicipal Planning Agreements

response plans; • facility and lands long range plan; • public participation model; • information technology plan; • open space plan; • social programs and services plan; • new Area Structure Plans /new Area Redevelopment Plans; and • servicing concept design briefs. Other activities will be developed to implement Plan Edmonton's priorities over its ten year planning horizon. The business planning process will lead to a City Business Plan which will incorporate the departmental and agency business plans that support Plan Edmonton's strategies.

Plans in preparation at the time of Plan Edmonton's approval: • Transportation Master Plan; • Infrastructure Strategy; • Long Range Financial Plan; • Environmental Strategic Plan; and • The Edmonton Social Plan.

The Plan will be monitored to ensure its implementation. Amendments will be made, when necessary, to adapt to changing conditions.

Plans proposed over the implementation period of Plan Edmonton: • economic development strategy update; • regional economic development strategy; • regional emergency services and disaster

Plan Edmonton provides a framework to guide development in the City of Edmonton over a ten year planning horizon. City Council will evaluate the need to review and update the Plan when that horizon is reached.

jjjjjjjjjjj]

Plan Edmonton Process WINTER/96

SPRING/97

May 1998

SUMMER/97

FALL/97 WINTER/97 SPRING/98

SUMMER/98

POLICY AREAS DEFINED

PLAN REVIEW

POLICY COMMITTEES FORMED POLICY COMMITTEES DEVELOP STRATEGIC POLICY DIRECTIONS

DRAFT PLAN

10 PUBLIC HEARING 1

OPEN HOUSE

•v O1, Eh/

Open house.

COUNCIL ADOPTS PLAN AS BYLAW

Steering Committee Plan Edmonton Team

Council strategic priorities established for each key business area.

Council

Policy Committees struck for each key municipal responsibility area to develop key results desired.

Steering Committee Plan Edmonton Team

Policy Committee planning sessions conducted — key results completed.

Committees Facilitators

0 4 Plan review.

Policy implications of strategic priorities and related key results researched.

Plan Edmonton Team Committees

•

Public Hearing.

Council/Public

Strategic priorities, key results and policy directions reviewed by Steering Committee.

Steering Committee O

Adoption by Council.

Council

0 V Draft Plan document developed: • • •

strategic priorities; strategies; and intermunicipal planning.

Steering Committee Plan Edmonton Team

Council/Public Steering Committee

Edmonton's Partners 1 -ernme of Canada ' nd Albert

The City of Edmonton will continue to work, for the benefit of its citizens, in cooperation and partnership with these partners in service where mandates and objectives are complementary.

Regional uthorities

, eighbouti unicipaliti

bsldla , ompanle and gencie

Nonprofit . Socia l encie s

rnmurt Based ganizatiort

mmissi0 and Boards usines nd Servic Groups

Plan Edmonton Public Hearing Plan Edmonton Public Hearing is scheduled for May 28, 1998, at 9:30 a.m. in Council chamber to allow citizens to express their opinions.

Plan Edmonton can be viewed at the Office of the City Clerk, City Hall or on the 7th Floor, Planning and Development Department. Please see "How to contact the Office of the City Clerk" and "Request Copies of Plan Edmonton" for complete addresses. If you wish to speak to City Council regarding the proposed Plan Edmonton at the Public Hearing, you may register a presentation with the City Clerk in advance. You may also be heard at the Public Hearing when the Mayor asks if there is anyone else wishing to speak. Each speaker is limited to five minutes for their presentation, whether pre-registered or not.

Plan Edmonton Information To request a copy of proposed Plan Edmonton, Bylaw No. 11777, please phone, fax, e-mail, or visit the offices of the Planning and Development Department.

If you prefer to write to City Council, please send your written comments to the Office of the City Clerk before Noon on Friday, May 22, 1998. All written submissions received before the deadline will be available for public viewing at the Public Hearing, and in the Office of the City Clerk. If you would like more information on the Public Hearing and how to make a presentation, please call the Office of the City Clerk.

Now to Contact the Mice of the Cily Clerk Phone: 496-8178 Fax: 496-8175 3rd Floor City Hall 1 Sir Winston Churchill Square Edmonton, Alberta T5J 2R7 8:00 a.m. - 4:30 p.m. Mon. - Fri.

Newest Copies of Plan lilmooloo Phone: 496-6057 Fax: 496-6028 E-mail: plan @gov.edmonton.ab.ca Planning and Development Department 7th Floor, MetroNet Tower 10250 - 101 Street, N.W. Edmonton, Alberta T5J 3P4 8:30 a.m. - 4:30 p.m. Mon. - Fri. For other inquiries about Plan Edmonton, please call: Heather McRae, Director at 496-6059; Gord Jackson, Senior Planner at 496-6117; MaryAnn McConnell-Boehm, Planner at 496-6063; or leave a message on the Plan Edmonton 24-hour message line: 496-6130.

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Visit the Plan Edmonton home page: http:// www.gov.edmonton.ab.ca/planning/mdp.htm

Implementation

EDMONTON'S MUNIC WALâ&#x20AC;¢ DEVELOPMENT* PLAN

LINKAGES Plculs in .Progress

LINKAGES Plans in Action

LINKAGES Plans to Come

SIM Edmonton Summary SIM Edmonton is a school-based project that uses Plan Edmonton as one of its basic tools. The project is spearheaded by Edmonton's two school districts, InfoCity, a not-for-profit corporation dedicated to showcasing information technology and the Edmonton: A Smart City initiative. The development team contains teachers, planners, graphic designers, marketers, news writers, video and computer game designers and web page designers. The idea for the game grew out of a desire to create a realistic model to demonstrate how new information technology can be used in the municipal decision making process. In February 1999, a teacher in-service was held to advise Edmonton teachers about the SIM Edmonton multi-media teaching tool that will be directed to grade six students in the Edmonton area. In March 1999, a fully functional SIM demonstration game will be showcased at the InfoCIty Festival '99. Curriculum development will continue and it is hoped that in 2000, SIM Edmonton will become part of the grade six curriculum. The Plan Edmonton brochure is part of the package teachers receive as background for SIM Edmonton. Components of the SIM Edmonton teaching game are based on the priority areas identified in Plan Edmonton. SIM Edmonton is a decision making game that allows students to learn about civics, budgeting and the issues facing most municipalities. Plan Edmonton provides the framework for students to make civic decisions. It also is the basis for the scoring section of the game as their score is determined by the impact of their decisions upon Edmonton's quality of life in the areas of Education, Health, Prosperity, Environment, Arts and Culture, and Protection and Safety. Students also see how different decisions could affect Edmonton's civic budget. For more information, visit: http://wvvw.infocity.edmonton.ab.ca http://146.131.120.120/sim (game demonstration)

Agenda Item No.: City of Edmonton Corporate and Departmental Business Plans

and utilities that report to the City Manager. However, the Police, Library and Economic Development Edmonton will be invited to participate as observers in the process, particularly as they relate to future resource demands.

Recommendation: That the following report be received for information. Report Summary • This is an information report regarding the preparation of City of Edmonton corporate and departmental business plans. Administration has prepared a Workplan that outlines the scope, major activities and project organization for the preparation of business plans. Report • City '97 identified business planning as a process to be implemented. On June 19, 1998 Senior Management Team (SMT) endorsed a project charter for the development of a city business planning process. The City Manager and SMT appointed a Business Planning Coordination Team (BPCT) in September 1998 to start on the project. On November 19, 1998 SMT approved the Workplan for the preparation of the business plans. Scope of Business Planning • The tirneframe for business plans is the period from 2000 to 2002 corresponding to the term of Council and the need to have direction in place for the preparation of the 2002 Budget. Attachment 1, City of Edmonton Business Planning Workplan, provides the details on the plan process. • The scope of business planning will apply to the civic departments, programs

Routing: Delegation: Written By: November 30, 1998 File: 98CM0054

Approved by City Council January 5, 1999

•

Executive Committee, City Council Bruce E. Thom, Q.C., City Manager Harvey Crone Office of the City Manager (Page 1 of 2)

Nature of the Business Plans The project will prepare two levels of business plans: • corporate business plan • departmental business plans The corporate business plan will apply to issues and initiatives across the Administration. The corporate plan will be Administration's plan to guide its implementation of Plan Edmonton and other corporate initiatives such the Long Range Financial Plan over the three year period. The departmental business plans will contain departmental initiatives consistent with corporate directions and departmental perspectives on service provision and resources. Business planning will become part of the annual planning activity of Administration. The corporate plan will remain in place for three years, subject only to updating for significant changes. The departmental plans will be updated on an annual cycle. The corporate and departmental business plans will form the basis for the annual civic budgets. Business planning will integrate a number of initiatives. Various activities including fiscal planning, development of performance measures, undertaking a citizen satisfaction survey and the

City of Edmonton Corporate and Departmental Business Planning

utilization of business plans by some departments have occurred. A major feature of the business planning project is to link these initiatives. Process for Preparing Business Plans • The project will be undertaken in four phases. • Phase 1 Plan Edmonton The sequencing of priorities from Plan Edmonton over 2000 to 2002 that the corporate business plan must address will be identified and confirmed by SMT. • Phase 2 City Corporate Business Plan Work in this phase will confirm the nature and content areas of the corporate plan. With the identification of the future year fiscal framework, the plan can identify planned corporate initiatives. • Phase 3 Departmental Business Plans The departments will prepare their business plan for their major service areas. • Phase 4 Civic Budget The corporate and departmental business plans will form the basis for the civic budget. • Phases 1 to 3 will be complete by June 30, 1999, while Phase 4 will extend from September 1999 onward. Project Assumptions • Council will approve, in principle, tax levy revenue or mill rate targets for the plan period in the first quarter of 1999 as part of the updating of the Long Range Financial Plan. These future year

revenue forecasts provide the essential fiscal framework for the multi-year corporate and departmental plans. • Work will start on the implementation of program-based budgeting in 1999. Consequently, some elements of the department business plans will be developed by program. These elements will be identified at the time the departmental business plan template is developed in Phase 2. • The Province is undertaking a review of regional governance. This project could have significant implications for City services and business planning. The project team will monitor the regional project for its implications on business planning. Council Activities in Plan Preparation • Council will receive reports at its regular meetings for each project phase. • Phase 1: Information report on the Worlcplan • Phase 2: end of Phase 2, Council approval is needed for the Corporate Business Plan • Phase 3: Information report on the final content of the departmental business plans. Budget / Financial Implications • The business planning process provides policy direction for the preparation of the civic budget. Background Information Attached 1. City of Edmonton Business Planning Workplan

(Page 2 of 2)

Approved by SMT November 19, 1998

City of Edmonton Business Planning Workplan A Road Map from the Current Conditions to the Future State Described in the Business Planning Project Charter

Business Planning Co-ordination Team November 19, 1998

Table of Contents 1. Introduction Purpose Context Scope Overview of Project Phases Project Assumptions and Guiding Principles

Page 3

2. Workplan Steps and Activities Workplan Steps and Activities Meetings with SMT and Council Communications Strategy

3. Project Management Project Management Approach Roles and Responsibilities

List of Figures Figure 1 Business Planning Workplan Figure 2 Tasks Figure 3 Communications Strategy Action Plan Figure 4 Project Participant Roles and Responsibilities

City of Edmonton Business Planning Workplan A Road Map from the Current Conditions to the Future State Described in the Business Planning Project Charter 1. Introduction Purpose • This report provides the workplan for the preparation of the City of Edmonton corporate and departmental business plans. The workplan outlines the scope of the project, its context, the major activities and the project organization. Context • On June 19, 1998 Senior Management Team (SMT) endorsed a project charter for the development of a city business planning process. The City Manager and SMT appointed a Business Planning Co-ordination Team (BPCT) in September 1998 to start on the project. • During September, the Team developed an implementation approach for business plans. On October 15, 1998 SMT endorsed an outline of the implementation approach to guide Administration from the current conditions to the future state outlined in the Business Planning Project Charter. • Based on the approved implementation approach, the next step is the preparation of a workplan to guide preparation of the business plans. Scope • The timeframe for the business plans is the three year period from 2000 to 2002 corresponding to the term of Council and the need to have direction in place for the preparation of the 2002 Budget. • The scope of the business planning activity will apply only to the civic departments, programs and utilities that are the responsibility of the City Manager. However, the Police, Library and Economic Development

Edmonton will be invited to participate as observers in the process, particularly as they relate to future resource demands. • The project will prepare two levels of business plans. At the corporate level, the corporate plan will apply to the issues and initiatives that apply across the Administration. The corporate plan will be the plan of the Administration to guide it in its initial implementation of Plan Edmonton over the next three years and other corporate initiatives such the Long Range Financial Plan. At the departmental level, the business plans will contain the departmental actions, consistent with the corporate directions and departmental perspectives on service provision and resources. • Business planning will become part of the annual planning activity of the Administration. The corporate plan is expected to remain in place for three years, subject only to updating for significant changes. The departmental plans will be updated on an annual cycle. • Business planning will integrate a number of initiatives. Various activities including fiscal planning, development of performance measures, undertaking a citizen satisfaction survey and the partial utilization of business plans by some departments have occurred. A major feature of the corporate business planning project is to link these initiatives. Overview of Project Phases • The project will be undertaken in four phases as shown below. Plan Edmonton (utilize Council's priorities and plans departments must address) SMT Prepares Corporate Business Plan (provides mission, vision, values, 3 year financial forecast) Departments prepare 3 year business plans (provide departmental goals, initiatives, strategies) Departments prepare annual budgets • The detail on the preparation of the business plans is provided in Section 2 Worlcplan Steps and Activities.

Project Assumptions and Guiding Principles • The following assumptions underlie the business planning project: • Council will approve, in principle, tax levy revenue or mill rate targets for 2000 to 2002 in the first quarter of 1999 as part of the updating of the Long Range Financial Plan. These future year revenue forecasts provide the essential fiscal framework for the multi-year corporate and departmental plans. • BPCT members will undertake, or work with their departments, to prepare and provide material for the plans. • There will be a start on the implementation of program-based budgeting in 1999. Consequently, some elements of the department business plans will be developed by program. These elements will be identified at the time the departmental business plan template is developed in Phase 2. • Departments will use the template for the preparation of their business plans. • Project timelines will be met across the corporation. • Project management will be efficient and effective. • The Province of Alberta is currently undertaking a review of regional governance. This project could have significant implications for City services and for City business planning. The BPCT will monitor the regional project for its implications on business planning. • The following guiding principles apply to the participants in this project: • Supportive cooperation and active participation • Effective communications • Responsiveness and flexibility • Openness and acceptance of the interests of others. • Recognition of the need to produce the corporate and departmental business plans.

2. Workplan Steps and Activities Workplan Steps and Activities • The steps, activities and deliverables for each of the four phases are presented in Figure 1. • The timing for the project, and the sequence among the steps, are shown in Figure 2. As well, Figure 2 shows the assigned responsibilities for the project steps. The individuals or teams identified in Figure 2 have lead responsibility to complete the assigned actions. • The milestone dates must be met to maintain the project schedule. • Within each phase the following are the key features: • Phase 1 Plan Edmonton The sequencing of strategies from Plan Edmonton over 2000 to 2002 that the corporate business plan must address will be identified and confirmed by SMT. • Phase 2 City Corporate Business Plan The work in this phase will start by confirming the nature and content areas of the corporate plan. With the identification of the future year fiscal framework, the plan can then identify the planned corporate initiatives. The template to guide the departmental business plans will also be prepared. (The plans may use a similar template, but this needs confirmation.) • Phase 3 Departmental Business Plans The departments will prepare their business plan for their major service areas. • Phase 4 2000 Civic Budget The corporate and departmental business plans will form the basis for the 2000 civic budget.

Figure 1 Business Planning Workplan

Phases Phase 1 Plan Edmonton

1. Implementation directions

2. Confirm sequencing of strategies from Plan Edmonton 3. Background information 4. Communications Strategy

5. SMT approval; Council Information Report on Workplan activities December 18, /998 Phase 2 Corporate Business Plan

Deliverables

Activities

Steps

Planning meets departments; confirm responsibilities for assigned strategies) • Departments identify strategies and sequencing from Plan Edmonton • BPCT consolidates available information on business planning • Communications prepares strategy for Council, corporate and media information throughout project • Confimi sequence of actions on strategies and priorities through% day session with SMT ' •

6. Establish table of contents, format of plan

• BPCT reviews options; confirms approach • Use existing material, (e.g. SMT's Values, Vision and Strategic Directions) 7. Prepare 3 year • Finance prepares financial forecast alternative forecasts using financial model from Long Range Financial Plan 8. Corporate Indicators • BPCT identifies nature of and proposes corporate performance

•

Strategy responsibilities

•

Priority strategies for SMT review and approval • Information base

•

Project communication activities

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SMT integration and approval of priorities and sequencing for input to business plans Annotated table of contents

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3 year revenue and expenditure forecast; mill rate targets

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Corporate performance indicators

Phases

Steps 9. Prepare goals, planned initiatives, measures of achievement 10. Departmental business plan template 11. Prepare draft plan

12. Council approval

March 31, 1999 13. Process for Phase 3 Departmental preparing plans (use Business Plans program based approach for some elements) and resource allocation guidelines 14. Prepare draft departmental plans

Deliverables

Activities indicators . BPCT, with departmental assistance, prepares draft statements • BPCT develops draft format, size •

•

Departmental business plan template • Draft plan •

BPCT develops draft corporate city business plan; BPCT reviews with departmental managers and then with SMT • BPCT reviews with • SMT; revises to produce final • SMT submits city corporate business plan to Council for approval •

SMT approves plan preparation process; provides resource allocation guidelines (fiscal, guidelines for departmental . plans); . BPCT confirms template and extent of program based approach • BPCT supports departmental efforts, using approved template; include performance measures; • confirm nature of linkage with capital and operating budget • BPCT develops process for SMT review and assessment of departmental plans

Draft content

Approved Corporate Business Plan

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Process and resource guidelines

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Draft departmental business plans

Phases

15, SMT Review

•

16. SMT approval

•

June 30, 1999 Phase 4 17. Update plans; 2000 Civic Budget develop monitoring and updating process

Deliverables

Activities

Steps•

•

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SMT reviews draft departmental plans; departments revise plans as needed SMT approves departmental business plans Incorporate in 2000 Civic Budget only updates to approved City, departmental plans Develop monitoring and updating process to keep plans current and state of the art

•

Corporate review of departmental plans Approved departmental business plans Updates, as needed, for input to Budget

Meetings with SMT and Council SMT Meetings There will be regular briefings of SMT by the Project Manager. SMT approvals of product will be obtained at the key milestones of the project: • end of Phase I; • completion and submission of draft corporate business plan to Council in Phase 2; and • completion of the departmental business plans in Phase 3. Council Meetings Council will receive reports a regular Council meeting during each phase of the project: • Phase 1: Information report on the Workplan • Phase 2: end of Phase 2, for Council approval of the Corporate Business Plan • Phase 3: Information report on the final content of the departmental business plans.

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Communications Strategy The communications strategy has the following elements.

Communication Goal • The City of Edmonton's business planning process is understood and accepted as an integral tool to support the City's corporate vision and Plan Edmonton implementation, and as a leading edge municipal practice. Communication Objectives Target audiences: • Receive timely, accurate, consistent and appropriate levels of information about the project (timing, approach, decisions and impacts, changes which will have affect them, etc.). • Accept the imperative for and benefits of the City's business planning process. • Understand how the business planning process aligns with the overall strategic framework for the City of Edmonton corporation (see attachment). • Perceive the completed business plan as a credible long-range plan that meets citizen needs and acknowledges fiscal realities. • Have an opportunity for feedback, comment, questions. Communication Approach • Communication is viewed primarily as an "activity" (emphasis on interpersonal) performed close to source, with print and other mediums as back up and support to key communicators (Business Planning Co-ordination Team, others as appropriate in specific phases). • Communication resources are targeted to audiences most critical to the change process at each phase. • Key messages have an external focus: how this benefits citizens. • A presentation package (overheads) and fact sheet will be developed for each phase of the plan (and at appropriate decision points) for key communicators' use, and for distribution to appropriate audiences. • Communication products are pre-tested with representatives of target audiences.

• Public understanding will be achieved by working with the media on a variety of background articles leading up to key decision points. Target Audiences • Department branch managers, directors, other key planning staff (to be identified by BPCT) • Council • All management staff • All employees • External stakeholders (Chamber, community groups) • Citizens (via media)

Key Messages (Statements of fact that support or explain the imperative for change, desired outcomes, key sponsors' expectations, etc.) • See Figure 3 Communications Strategy Action Plan. Measurement and Evaluation • Pre-tests show communication material is understandable, credible and appropriate. • Media coverage is accurate and fair or neutral.

Figure 3 Communications Strategy Action Plan

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Key Message (s): Long-range business planning was identified during the City '97 review and during development of the Long Range Financial Plan as a best practice the City should implement. The guiding force for corporate and department business plans is Plan Edmonton; its strategic goals will provide direction to the corporation and departments in developing priorities, initiatives, programming, etc. • Department branch managers, directors, and other key planning staff . Communication Business Partner Representatives • Council

Project overview, context for project in overall vision/strategic framework (Plan Edmonton), timing, key decision points, etc. Meeting minutes as status updates.

Presentation package (approx. 6 slides with key information about the project) Fact sheets

BPCT Communications

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Project Manager Communications Project manager City Manager Communications

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Project overview, why important, new concept for municipalities, how community vision (Plan Edmonton) will be incorporated, how business planning will benefit, Edmonton As above

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As described in Phase and II in preparation for or at key decision points.

—4 Key messages: • The City's corporate business plan and department business plans have established a three-year plan to achieve the goals for the community. • Council, on behatf of citizens, can now make decisions for the current budget year, and see the relative implications on other priority areas and on subsequent years. As described in Phase I and II in preparation for or at key decision points.

3. Project Management Project Management The project will use a formalized project management approach including the following elements: • Workplan that functions as a project charter • Issues management that identifies potential issues that may affect the project's progress and that require resolution during the project • Change request management if the activities may change the scope of the project • Risk Management that identifies and assesses potential risks to the project's progress, actions to mitigate the risks and contingent actions if the risks occur • Communications Strategy to create stakeholder understanding and support. Roles and Responsibilities The roles and responsibilities of the project participants are shown in Figure 4.

Figure 4 Project Participant Roles and Responsibilities Roles

Responsibilities • Endorse Corporate Business Plan

Council Executive Sponsor — Senior Management Team

Project Sponsor — City Manager

Project Manager — Harvey Crone

Business Planning Coordination Team

Process Leader — Maureen Woitt Departmental Staff

• Confirm priorities for corporate plan from Plan Edmonton • Review and approve City Corporate Business Plan • Review and approve Departmental Business Plans • Demonstrate commitment to and support for the project • Ensure staff resources are available for the project • Ensure Council and SMT are updated regularly • Identify strategic issues related to the project • Ensure resources are available • Report status to Project Sponsor; brief Executive Sponsor on project status • Ensure close coordination with related studies , • Chair the Business Planning Coordination Team • Organize and plan the project • Ensure deliverables are made available . Provide departmental perspectives • Provide access to departmental resources . • Provide analysis throughout the project • Assist in developing corporate plan content • Assist staff in preparing departmental plans based on template • Ensure City'97 initiatives are met; act as liaison between BPCT and City Treasurer • Provide material to BPC1' throughout the project • Prepare departmental business plans