Twentyseventytwo dillonconsultinglimitedlowres by Dillon Consulting

your county | your voice

SPECIAl E! COLLECTORS ISSU February 2013

live, learn, work, and play

A Journey from Chaos to Wisdom dillon and the art of excellence

YOUR COUNTY Your Voice The secret you won't want to keep

Bremner Common explains it all

The Bremner Experience

Innovation and Value

lovin’ life live, learn, work, and play

Commercial Confidential

This document contains trade secrets or scientific, technical, commercial, financial and labour or employee relations information which is considered to be confidential to Dillon Consulting Limited (“Dillon”). Dillon does not consent to the disclosure of this information to any third party or person not in your employ. Additionally, you should not disclose such confidential information to anyone in your organization except on a “need-to-know” basis and after such individual has agreed to maintain the confidentiality of the information and with the understanding that you remain responsible for the maintenance of such confidentiality by people within your organization. If the head or any other party within any government institution intends to disclose this information, or any part thereof, then Dillon requires that it first be notified of that intention. Such notice should be addressed to Dillon Consulting Limited, 235 Yorkland Boulevard, Suite 800, Toronto, Ontario M2J 4Y8, Attention: President.

Party of 5 Break away from the ‘status quo’ and let the Bremner Common wow you and help create a

www.bremnercommon.ca

Dil on Consulting Limited

Chaordix Crowd Intelligence

Who is the Bremner Common?

andco

Strathcona County deserves the best. The “Bremner Common” is an amalgamation of the five best companies in the industry when it comes to sustainable community planning and performance measurement, urban design, digital communication, stakeholder consultation, youth engagement, financial analysis, and the conversion of challenges into innovative solutions.

CO-DESIGN

Infracycle Fiscal Solutions

The “Bremner Common” is not a legal company name or entity. The team name simply signifies our innovative approach to team forming and collaboration. The specialities that matter for this project have been brought together to achieve a “Common” goal of ensuring that in 2072, “Bremner” will be a financially sustainable and fiscally responsible community of 100,000 residents where residents live, learn, work, and play.

www.bremnercommon.ca February 11, 2013

Dillon Consulting Limited (lead consultant) Expert communication and engagement

specialists, land use planners, municipal and transportation engineers, and scientists who have been effectively engaging citizens, planning and designing new communities, and redeveloping old communities for over 65 years.

Chaordix Crowd Intelligence

Innovative, global leader in crowd engagement and crowdsourcing for stakeholder engagement, market research, innovation, and brand development.

&Co Architects Award-winning architects, urban designers, and placemakers who won a

Canadian Institute of Planners (CIP) national award in 2012 under the New and Emerging Innovative Planning Initiatives category for their City of Saskatoon City Centre Plan Phase 1 project.

Co-Design Group Award-winning community and youth engagement specialists, having assisted 378 communities to plan the future of their neighbourhoods.

Infracycle Fiscal SolutionS An innovative leader in fiscal impact analysis, helping to

establish financially sustainable communities, cost benefit analysis, evaluating financial policies, social impact analysis, and community impact analysis since 1995.

TWENTYSEVENTYTWO

February 11, 2013

TWENTYSEVENTYTWO When you let go of the old - you’ll step into the space where miracles happen.

Twentyseventytwo represents the full buildout year “2072” for the Bremner community, and is an innovative and “cutting edge” spin to a proposal submission for the “Bremner Growth Management Strategy - Public Engagement, Communications and Planning Program” Request for Proposal (RFP). Twentyseventytwo has the look, feel, lingo and layout of a glossy magazine catering to the under 25 and young at heart, yet meets the content requirements of an official proposal submission response to Strathcona County RFP#13.0553.

Second: Project examples don’t do justice to the amount of experience, depth and expertise, and skill sets that are brought forward by each company forming Bremner Common. Learn more about Bremner Common team members by visiting www.bremnercommon.ca, or be one with technology and download a UPC app (QR Code app) to your smartphone and scan the barcode shown below.

What’s inside? There is everything from our understanding, project approach and methodology, project examples and references, team biographies, and much more. Plus, we have done things a bit different than what you will see from other “status quo” submissions; if this excites you, read on!

First:

We are the Bremner Common, but individually our team members bring unique skill sets and project experiences that deserve advertisement space. Dispersed throughout the submission, like any other magazine are company project advertisements. These advertisements highlight the relevant and recent project experiences from each of our teams. Each project advertisement has been branded to represent a specific team. In the words of the under 25 and young at heart - Now that’s cool!

Scan Here! Third: Did you know...that our goal with this submission is to inspire you. We want you to start thinking about the future as possibility when you read our magazine (i.e., proposal submission). Dispersed throughout the magazine are snapshot articles titled: “Did You Know...” which briefly describe some of the most successful real-life approaches to sustainable community development. So, if you invite us in, these are the type of ideas and thoughts that our team can bring to the table.

Projec t Adver Team tiseme nt

DID YOU KNOW?

Dil on Consulting Limited Shawnee Park Redevelopment Geo-Energy Enterprises Ltd.

Dillon has prepared an outline plan and land use redesignation for the 131 acre development of Shawnee Park. The project is a redevelopment of an existing golf course in southwest Calgary, adjacent to Fish Creek Provincial Park and the Fish Creek LRT Station. The new neighbourhood will retain the park character and assets of the former golf course, including over 80% of the existing trees. The 1400-unit development of this new community of homes plan proposes using residential cluster conservation planning in a park condo style environment of mainly single detached homes. Another major element is a high density transit-oriented development (TOD) area consisting of mix-used retail and residential apartments of four to eight storeys. The project design is a substantial departure from previous developments in Calgary addressing many of the directives of the new MDP (Plan it Calgary). Council approval is anticipated for February 11, 2013.

www.bremnercommon.ca February 11, 2013

TABLE OF CONTENTS Pg.12 Our conceptual framework Pg.15 Our Integrated Approach and Methodology to Bremner

Pg.5 Editorâ&#x20AC;&#x2122;s Letter

Pg. 57 Project Team Organization

Pg. 52 Our Project Team

Pg. 66 Our Demonstrated Experience

Pg.68 Relevant Project Experience and Reference Pg.77 The Bremner Experience Innovation and Value

TWENTYSEVENTYTWO

February 11, 2013

EDITOR’S LETTER February 11, 2013 Strathcona County Planning and Development Services Main Floor, County Hall 2001 Sherwood Drive Sherwood Park, AB T8A 3W7 Attention: Charles Nash Senior Planner

Dillon Consulting Limited Suite 200, 334 - 11th Ave SE Calgary, AB T2G 0Y2 P: 403.215.8880 F: 403.215.8889

RE: Dear Charles Nash, Dillon Consulting Limited (Lead Consultant) is thrilled to present this submission on behalf of Bremner Common as our official response to RFP #13.0553 (Bremner Growth Management Strategy - Public Engagement, Communications and Planning Programs). Our response covers both the public engagement and planning processes. As you read through twentyseventytwo you will feel refreshed, inspired, and want to read on. There’s no question, our team branding and proposal approach is innovative and sharp; our planning approach is logical, effective, and powerful; and the communication and engagement approach stands out above the rest. This is a significant project which is a perfect fit for our team and expertise. As a team with substantial experience in city shaping and place-making, our team shares a keen interest in the transformation of existing city space and the creation of newly planned areas into active, innovative, sustainable communities, and most importantly, distinctively urban experiences. We have brought together the best in the business to work with and not for Strathcona County to develop the Bremner Growth Management Strategy. If you would like to learn more about the companies who comprise the Bremner Common, please visit www.bremnercommon.ca or scan the UPC code (QR code) on the front cover. Ultimately, our goal is to reach out to all the crowds and individuals in Strathcona County and beyond, and source the necessary information to create wisdom and a Plan for a fiscally responsible and a socially sustainable community. Please note that a detailed budget table outlining staff rates, tasks, hours assigned to each task, and the signed Schedule “A” Confirmation of Offer has been submitted under separate cover. Although the RFP does not request project team resumes, we have provided them as a separate document with the proposal package. I trust that the creativity and innovation presented in our proposal - coupled with our demonstrated recent, relevant experience - gives you the confidence to choose us. Yours in innovation,

Jagdev S Shahi, RPP, MCIP Project Manager/Associate

your county your voice

The Secret you don't want to Keep Strathcona County, on behalf of its stakeholders, is seeking a dedicated group of professionals that will work with them to design and develop a vision within a Growth Management Strategy that encompasses a completely sustainable community. The Growth Management Strategy will sustain 100,000 people in approximately 50 years after the build out of the Urban Service Area of Sherwood Park. That lands us in the year 2072, or Twentyseventytwo. The expectation is that a coordinated, innovative, compelling, and extensive planning exercise with effective public engagement that focuses on the young at heart and those under 25 will produce technical reports and a plan enunciating the vision, goals and objectives, as well as the guiding principles for this future community. These expectations will be well met by the Bremner Common.

TWENTYSEVENTYTWO

The latest and most innovative social media technology will be used to gather, analyze, and synthesize intelligence of the crowd, individuals, and key stakeholders through both digital and traditional media and events. We will also take advantage of good old fashioned opportunities to engage and enrol the community in the process. The Bremner Common will fully comply with the requirements to test various development scenarios based on their financial, social, and environmental impacts and establish a preferred scenario that becomes the foundation for the Growth Management Strategy. Our commitment to you is to capture your Countyâ&#x20AC;&#x2122;s voice now and have it continue into the future, shepherding the desire to build the vision into a reality that becomes â&#x20AC;&#x153;Our County, Our Voiceâ&#x20AC;&#x153;, Twentyseventytwo.

February 11, 2013

What we know... from Geography to Policy

The region is chock-full of heritage, history, and promise After having reviewed some of the Capital Region’s and County’s documents and supporting webpages - the Bremner Common is energized! There is a tremendous amount of opportunity to grow Bremner into a great community simply based on existing County policies and plans. The County is definitely on the right track towards sustainability through the adoption of the Natural Step guiding principles, the implementation of a stakeholder engagement framework, and the preservation of history and heritage through the renovation of the Bremner House; all of this while supporting the growing Alberta Industrial Heartland. A phenomenal feat and much more beyond what we could explore in this proposal. The Bremner Common has already begun discussions during the development of this proposal on existing guidelines and policy interpretation and how new ideas and concepts can be brought into the Plan Area through simple adjustments to what already exists - No need to work harder and recreate the wheel, lets work smarter and think together about “next” practices rather than just “best” practices.

communications. As well, The Sustainable Urban Living (SuN LIVING) Process, which was used for the recent Emerald Hills Urban Village in Sherwood Park, and which helped, along with the Natural Step process to form the basis for the Municipal Development Plans 12 themes. All of these ideas and concepts will need to be adapted into the framework for the Bremner Growth Management Strategy (GMS).

The Bremner Common knows, in the regional and local context, there are a variety of policies and plans that have been approved by the Capital Regional Board and the County, which will influence the development of, and may form a foundation for, the Bremner Growth Management Strategy. Upon preliminary review, we know that the Capital Region Growth Plan has designated the Urban Reserve Area (Bremner Area) as Priority Growth Area F and has assigned specific residential density targets of 30 to 40 residential units per net developable hectare (12 to 16 units per net developable acre). We also know that the Strategic Plan and Municipal Development Plan have a strong focus on social, environmental and economic sustainability, as well as stakeholder

The above noted strategic directions, plans, and best practices are central to the Bremner GMS. There are also many other plans and policies for Strathcona County that are relevant to the Bremner project, including, but not limited to the Integrated Transportation Master Plan, Transit Master Plan, and Trails Strategy. We have only chosen to mention a few plans, but they will all be reviewed as part of the project. These plans will help establish some of the early measurement criteria from the outset of the project. Lastly, and most importantly, the Bremner Common team will use these plans and policies to influence the planning and development of Bremner as a complete and sustainable community for generations to come.

www.bremnercommon.ca February 11, 2013

Zoom, Zoom (in) and understand the connections The Bremner growth area is a 4,175 hectare (10,317 acre) greenfield site northeast of Sherwood Park and across Highways 16 and 21 that has been proposed for future community development. The entire area is identified in the Municipal Development Plan (MDP) as Urban Reserve, and it is currently predominantly agricultural with some limited country residential development in the central and southeastern portions.

TWENTYSEVENTYTWO

Based on our preliminary assessment, the Bremner area has a number of natural and constructed features that will need to be considered during community planning and design. Some of these features include an environmentally sensitive area, water courses, transportation corridors, a historical resource, high and low elevation points, and high quality agricultural soils. A more thorough analysis will be completed in Phase 1 of the project.

February 11, 2013

At A Glance 2

1,200 km

Strathcona County Land Base

Urban Service Area (Sherwood Park)

SUSTAINABLE COMMUNITY DESIGN

Rural Hamlets

39 median age 92,490

County Population (2011 Federal Census)

County Population under 25 years (2011 Federal Census) - 37,630, or 41%

12.1%

Population growth rate over the last 5 years Economic Sectors representing the Greatest Percentage of Employment Growth in Recent Years: Professional, Scientific, Technical Services, and Construction

Did you know?...that in Vauban, a new eco-suburb of Freiburg, Germany... • Over 40% of the citizens have no private car • Cars in the centre of town drive no more than 5 km/hour – the equivalent of walking speed. • A parking space in the outskirts of town costs 18,000 € annually ($24,000 CAD a year). • A new ecological sewage system has been invented that reuses organic household waste and generates energy. • Dozens of homes actually produce more energy than they use. Image source: organicvision, www.flickr.com Find out more about Vauban at: http://www.dac.dk/en/ dac-cities/sustainable-cities-2/all-cases/transport/ vauban---an-environmentally-friendly-and-almost-car-freecity/?bbredirect=true and http://ecolocalizer.com/2011/02/16/world-leading-sustainablecommunity-in-germany-vauban-district/

TWP-054 RGE-23 MER-4

540

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Bremner House will be a multi-use facility that portrays the story of the settlement and history of agriculture and rural culture in the area.

£ ¤

The 5,400 square foot Bremner House is located on 80 acres on Range Road 225 and was built in 1903 by Charles Bremner. Strathcona County Council decided to purchase the Bremner House in 2004 to preserve the community’s heritage for future generations.

ific

Pa c

TWP-054 RGE-22 MER-4

£ ¤

Bremner House

£ ¤ 225

£ ¤

224

223

p x-P au eint Po

C ins

Highway TWP-053 RGE-23 MER-4

16 to the south and Highway 21 to the west. A Canadian Pacific railway line traverses the northwest portion of the Plan Area.

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£ ¤ 16

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Sherwood Park

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The Plan Area is composed of soil classes 1-4, and 6; with over 75% of the land covered by the most productive soil classes for small grains (i.e., classes 1 and 2). Old ma nC

ree k

R s os C ek re

TWP-054 RGE-21 MER-4

Bremner Plan Area Preliminary Natural System Scan Figure 1 Bremner Growth Area Strathcona County

The Plan area is relatively to undulating with the lowest elevation occurring along water courses (198 metres above sea level) and the highest elevation occurring the southeast corner of the Plan Area (213 metres above sea level).

Hamlets Railway Contours Highway Arterial/Collector Local Road Township Range Watercourses Lakes/Rivers

£ ¤ 222

ESA (2009) Key Wildlife and Biodiversity Zone Non-Sensitive EOS

ek re

An ESA in the western portion of the Plan Area (takes up an entire ¼ section). The entire Plan Area is a sensitive raptor range. Two watercourses (including Point-auxPins Creek) cross from east to west.

Bremner House

Historic Resources

Soil Class 1

Soil Class 2

Soil Class 4

Soil Class 6

Soil Class 3

For illustration purposes only.

Bremner Plan Area

TWP-053 RGE-21 MER-4 Edmonton

Strathcona County

SCALE 1:45,000 0

0.5

2 km

MAP DRAWING INFORMATION: StatsCanada, CanVec, Goverment of Alberta, Dillon Created MAP CREATED BY: ECH MAP CHECKED BY: JS MAP PROJECTION: NAD 1983 UTM Zone 12N

FILE LOCATION: G:\GIS\13xxxx - Bremner Propsal\Data Assessment.mxd

Ardossan

PROJECT: 13-1234 STATUS:

Draft created for Bremner Proposal

DATE: 2/5/2013

OUR CONCEPTUAL

Our experienced team focuses on listening to the noise, collating and contexting data into meaningful information, analyzing and synthesizing the information to create a unique understanding and a new level of knowledge. Transforming information into knowledge-based solutions that lead to wise decisions is the final step in the process. The art is in the collaborative development of the guiding principles; ideas; concepts; criteria to test our choices, solutions, and ultimately, a vision created together with stakeholders who will support, own, and have interest in moving forward toward the building of this co-created future community. Follow us on our journey from chaos to wisdom.

FRAMEWORK

A framework that takes us from Chaos to Wisdom INVO

LVE

EMPOWER C O N S U LT + C O L L A B O R AT E ENGAGE

SPECTRUM

Strathcona County’s overall purpose for the project is to create a vision based on guiding principles leading to a Growth Management Strategy for a completely sustainable and fiscally responsible community where residents can live, learn, work and play. The Bremner Common proposes to take us together on a journey of engagement by gathering thoughts, opinions, and comments of undifferentiated noise (chaos) among stakeholders through ever increasing levels of understanding about what we learn from noise; data; information, knowledge, and ultimately, wisdom about our collective vision of growth.

LISTEN + LEARN + E D U C AT E

G AT H E R + INPUT

The graphic not only depicts our journey from chaos to wisdom but also integrates the County’s continuum of public engagement to reach and involve stakeholders throughout our journey.

TWENTYSEVENTYTWO

R E A CH

INFORM

Flow chart created by Dillon Consulting Limited on behalf of Bremner Common. For proposal purposes only.

February 11, 2013

T h is isat we D O wh

WISDOM

T h is isat we G E T wh

Apply

EXPERIENCE, INTUITION,

Common/ shared

and a little

KNOWLEDGE

MAGIC

Create

NARRATIVE

INFORMATION:

and stories around the information

A frame of reference

Place data into CONTEXT and

MEANING (analyze/ synthesize)

DATA Bring

ORDER to noise (sort/ classify) LISTEN &

LEARN

CHAOS

NOISE, opinions, ideas

u nd i ff erent i at e d n ois e

GET

START HERE

www.bremnercommon.ca February 11, 2013

So how do we get from Chaos to Wisdom?

Step 1 of 4. FROM CHAOS TO DATA

We will invite the crowd to respond and wade into the chaos of the crowd. We will seek public input into developing “Questions that Matter.” We will listen and learn (qualitatively, quantitatively, digitally, and through face to face events and meetings) and bring order to the noise, ideas, and opinions to form an initial data set that gives us our first glimpse into the vision, guiding principles and criteria we will use to test our choices. We will take the noise, ideas, and opinions generated from these early signals and bring order to them, analyze and synthesize them and generate the data we require to consider as we move to our next steps. To complete these tasks that take us from chaos to data we will engage stakeholders at the INFORM, GATHER, AND INPUT levels of the Engagement Continuum.

Step 2 of 4. FROM DATA TO INFORMATION

Now armed with data our journey continues by placing the data we have gathered, analyzed, and synthesized into a context or frame of reference to obtain significant information. We will seek to create a vision, develop and test guiding principles, goals, objectives, and gather the criteria (yardsticks) that will help us eventually test our choices, and measure and evaluate our progress and how close we have come to reaching our goals. We will bring order to the feedback we receive to the “Questions that Matter” through iterative engagement processes that draw stakeholder groups into “Conversations that Matter”, these will both generate and refine a rich vein of innovative and informed visions and ideas for the future. To complete these tasks we will engage stakeholders at the EDUCATE, LISTEN, AND LEARN levels of the Engagement Continuum.

TWENTYSEVENTYTWO

Step 3 of 4. FROM INFORMATION TO KNOWLEDGE

To transform the information we have gleaned into knowledge, we will need to build a narrative or story. In other words, set a context. We will create a series of events, such as World Cafés and mini Design Charettes that build on every increasing layer of shared knowledge about land use concepts and options. To complete these tasks we will engage stakeholders at the ENGAGE, COLLABORATE, and CONSULT levels of the Engagement Continuum.

STEP 4 OF 4. FROM KNOWLEDGE TO WISDOM

By adding experience, intuition, and a little magic from our professional land use planners and urban designers we will build on the shared knowledge we have generated to provide the wisdom the County needs to make these very important decisions and the comfort that their stakeholders have had meaningful opportunities to be a part of the decision making process. We will build on our knowledge and test scenarios with the criteria (yardsticks) we have generated. We will refine options, use our knowledge, and challenge you along the way to select a preferred option. We will celebrate our decision and choices by creating an event that passes the baton of the wisdom and experience of experts on to our future community members, and describes the tools they may use to build and implement their vision of life in their future community. To complete these tasks will engage stakeholders at the EMPOWER level of the Engagement Continuum.

February 11, 2013

Our Integrated Approach and Methodology to Bremner

Dil on and the Art of Excellence Dillon Consulting Limited (Dillon) will lead the Bremner Common to successful completion of the Bremner Growth Management Strategy. Dillon has had continually evolving quality management programs since the firm’s inception in 1946, and we continue to evolve our program to suit our scope of services, company strategy, client needs and the use of technology. Our current program is based upon a quality management standard that has been prepared specifically for Dillon. This “Dillon Standard” is based on a set of guiding principles for technical quality management, financial stability and health and safety. The Quality Management System (QMS) at Dillon encompasses operating procedures and utilizes both internal and external (second party) auditing of compliance with the guiding principles and operating procedures. This approach reinforces a “culture of quality” that is of paramount importance to us. Our objective is that when interviewed, ninety percent of our clients will rank us in the top ten percent of their consultants in terms of value that we provide, considering quality, service, timelines and fee. We believe that establishing and maintaining a culture of quality will contribute to delivering the level of service that meets client needs. Our QMS fits the range of service, business model and strategy for Dillon and our clients. Our QMS monitors our project management responsibilities to ensure both budgets and schedules are maintained. Requirements are established for self and independent checking, including an external technical review for every assignment.

The BACKBONE of our methodology or project approach is illustrated to the right. Follow along as we explore, assess, synthesize and seek approvals. Our digital and traditional engagement and communication activities all feed into the backbone of our project deliverables. We begin our EXPLORE phase by designing “with” you and not “for” you. We will share our draft engagement and communications plan, inventories, forecasting, mapping and analyses. We will work together to discuss the preparation of discussion briefs that will help us craft the ”Questions that Matter.” We continue our exploration phase on two levels; first, through the traditional consultation and communications activitiesgood old fashion respectful discussions across kitchen tables with the landowners in the area. Second, we will open our digital crowdsourcing MICrophone on our project website during our Launch event shortly after our conversations with landowners. Digital as well as traditional activities will run in parallel casting as wide a net as possible to spark enthusiasm, ideas, and comments in order to listen and learn and provide opportunities to share the information and knowledge we receive. We take you through a World Café, design charettes, and online discussions generating a vision, goals, objectives, and guiding principles. We journey into the ASSESS phase by testing options with criteria we gathered. We welcome all to an online open house to further test our options as a preferred scenario emerges. We begin to SYNTHESIZE the data, information, and ever increasing layers of knowledge we have gleaned from our continuous engagement. We will prepare a draft growth strategy and vision for Bremner in 2072. The draft growth strategy will be supported by strategies and policies to ensure appropriate implementation of the Plan, as well as performance measures to track progress. We will seek inputs and feedback from you during the APPROVALS phase. We will place the wisdom of our findings and the collective vision of your community in the hands of your decision makers. We will celebrate

www.bremnercommon.ca February 11, 2013

OUR PROJECT BACKBONE Project Start

Inventory & current situation analysis Background report Circulate the draft background report to PM, SC, & WG Public engagement & communication plan, Questions that Matter and Discussion Briefs

Early stakeholder consultation

Launch event

EXPLORE (Mar 2013 - Jul 2013)

Community fair

Draft vision & guiding principles Youth Forum

Draft goals, objectives, and collect info on scenario test criteria

Graphic listening World Café

Design charrettes and generate future neighbourhood designs

ASSESS (Jul 13 2013 - Dec 2013)

Mix of mini design charrettes

Crowd sourcing platform launch & Open MICrophone launch

Digital World Café & open MIC

Digital design charrette & open MIC

Develop 3-4 scenarios & conﬁrm scenario test criteria

Test & evaluate 3-4 scenarios Challenge workshop with the PM, SC, & WG

TWENTYSEVENTYTWO

Open house – Test scenarios

February 11, 2013

Generate and reﬁne the preferred scenario

Draft Plan & plan celebration event

Present and discuss the draft Plan

Circulate the draft Plan to the PM, SC & WG

Circulate the ﬁnal Plan to the Capital Region Board

Prepare ﬁnal Plan

Unveiling of Bremner Growth Management Strategy

Finalize Plan & Council presentation

A P P ROVA L S (Mar 2014 - May 2014)

Circulate the ﬁnal Plan to the PM, SC, & WG

Unveiling of Bremner Growth Management Strategy

SYNTHESIZE (Dec 2013 - Mar 2014)

Open house Present and discuss the preferred scenario

Celebration event

LEGEND

PM = Strathcona County Project Manager SC = Steering Committee WG = Working Group Traditional engagement and communication activities

Tasks/Project deliverables

Digital engagement and communication activities

Flow chart created by Dillon Consulting Limited on behalf of Bremner Common. For proposal purposes only.

www.bremnercommon.ca February 11, 2013

Task 1.1: Project Initiation Meeting Upon approval of the budget and notice of award to proceed, the project team (Bremner Common) will begin finalizing all contractual matters to initiate the project. Internally, we will establish our communications protocol, create our internal QMS-compliant project plan, and solidify our projectspecific quality management approach to ensure on-time, on-budget, and high quality products. A start-up meeting will be held to complete the following tasks: • Introduce the project team (lead and sub-consultants) • Discuss any key issues, topics, and concerns identified by Strathcona County • Review and confirm roles of lead staff from the County • Discuss the proposed Public Engagement and Communication Plan and agree and confirm a shared understanding of consultant and the County responsibilities for engagement, communication, and for supporting the overall land use planning and design process • Discuss early stakeholder consultation and stakeholder registry

TWENTYSEVENTYTWO

• Review, discuss and agree on the tasks and deliverables for each phase of the project • Discuss distribution of deliverables and client coordination of feedback on deliverables • Discuss and agree on communication protocols and reporting framework • Explore project branding - name, logo. The project team has established the names “Bremner Common” and “twentyseventytwo”; these could be used as a starting point for the discussion. As well, discuss whether branding and logo design should be part of the first engagement session (i.e., launch event) • Discuss next steps and due dates Members of the project team in attendance at Strathcona County will include the Project Manager, Project Coordinator, and specific Team Leaders. Preparation of meeting minutes will be prepared by the project team.

Project Team Deliverables:

• In-person meeting with Strathcona County Project Manager, Steering Committee, and Working Group for project initiation • Draft and final meeting agenda and minutes

February 11, 2013

Task 1.2: Inventory and Current Situational Analysis The purpose of this task will be to develop detailed baseline inventory tables (i.e., constructed systems, natural systems, demographics and basic forecasting of demand) and collect relevant background data from the County and other sources which will help the team and County better understand site specific, local and regional opportunities and constraints to community development. Data and information to collect and confirm is divided into six categories: 1. The Study Area – It will be important to confirm the general Study Area, as it will likely be larger than simply the Bremner Growth Area (the Plan Area). Having a slightly larger general study area will ensure we understand the past, present and planned future of the region, Strathcona County, and the areas directly adjacent to the Plan Area. We will also confirm the data that is available for the Study Area, including GIS data, aerial photographs, land ownership, etc. 2. Socio-economics and demographics – We will collect and confirm data on the past, present, and future projected population growth rate, employment trends, and migration. 3. Land Use – This includes the existing and proposed land use designations and applicable policy. 4. Services – Servicing data will include storm sewer, sanitary sewer, water servicing infrastructure and capacity, transportation links and hierarchy, proposed and scheduled upgrades. 5. Environmental constraints – This category will include mapping of floodplains and flood risk, topography, environmentally sensitive areas and other natural areas and constraints. We will also establish a baseline for airborne particulate matter and substances as this information will be important in the latter stages of the project (i.e., scenario testing for carbon footprint). 6. Key Stakeholders identification – We will discuss and confirm key stakeholders to be involved in the process, including school boards, provincial government officials, Strathcona County, Mayor and Council, development industry, non-profit organizations, area industry players, landowners, and others. This information will be collected for the engagement and communications plan as well as for early stakeholder consultation. Initial stakeholder information will also initiate the start of a digital stakeholder registry and record of contact (RoC) database.

WASTE MANAGEMENT Did you know...that in Hammarby Sjostad, a “green” eco-suburb in Sweden....

Waste is no longer just waste. It is a resource that is being utilised more and more. Stockholm’s environmental goals for waste in Hammarby Sjöstad include: • Energy shall be extracted from 99% by weight of all domestic waste from which energy can be recovered by 2010. Reuse or recycling shall, however, be prioritised. • Residents shall be given the opportunity to separate their waste at source into the following fractions: • Materials with a producer responsibility, within the building • Separated food waste and “refuse bags”, within the building • Bulky waste, within the building • Hazardous waste, in the local area There are three different levels of waste management: building-based, block-based, and area-based. An automated waste disposal system reduced transports in the area - there is both a mobile and a stationary waste disposal system: • Mobile: The waste collected in the mobile automated waste disposal system ends up in underground tanks that are emptied by a refuse collection vehicle equipped with a vacuum suction system. There are separated tanks for each fraction: combustible domestic waste, and food waste. • Stationery: All refuse chutes are linked by underground pipes to a central collection station to which they are carried by vacuum suction. The collection station houses an advanced control system that sends the various fractions to the right container. There is a large container for each fraction: combustible domestic waste, food waste, and newspapers. http://www.hammarbysjostad.se/inenglish/pdf/HS_miljo_bok_eng_ny.pdf http://www.solaripedia.com/13/300/3386/hammarby_sj%C3%B6stad_waste_system_ illustration.html

www.bremnercommon.ca February 11, 2013

Desktop Environmental Features and Landscape Inventory To conduct the environmental inventory, the project team will identify any natural constraints and opportunities for development within the County. Ultimately, this analysis will determine the carrying capacity of and impact to the natural environment, as well as provide early identification of any opportunities for integration of natural features into the proposed future Bremner community. The second part of the natural systems scan will involve an evaluation of land based environmental opportunities and constraints. This will include a desktop biophysical assessment that determines soil types and classes, evaluates water based environmental opportunities and constraints, identifies species and habitats, and an analysis of terrestrial and aquatic systems at the regional level. Of particular importance will be the delineation of Greenfield vs. Brownfield sites in the Plan Area and the designation of environmentally sensitive lands. For this component we will prepare a land use statistics summary showing each category of land use in the Plan Area. The Environmental Features and Landscape inventory will cover: • Natural features (wetlands, watercourses, surrounding migratory areas); • Topography drainage features, and stormwater catchments; • Provincially listed historical resources & atmospheric characterization; • Species at risk and provincially identified Environmentally Significant Areas (ESAs); • Hydrogeology, water yield, agricultural capability, and subsoil composition; and • Visual quality and view corridors.

Desktop Constructed Features Inventory When determining human-built opportunities and constraints in the County, we will evaluate land ownership within and adjacent to the Plan Area, which will be followed by a review of the existing and proposed land uses at the community and regional level. Of particular importance will be the determination of residential vs. non-residential uses. The man-made opportunities and constraints analysis will further determine the location and constraints associated with municipal and private water well sites, wastewater facilities, and utility corridors (contingent on availability of data). For this component we will also prepare a land use statistics summary showing each category of land use in the Plan Area. As part of the human-built systems scan, the team will collect information about: • Existing nearest water and wastewater systems. This will be followed by a determination of available capacity to accommodate future development; • Private shallow utilities, future expansion plans, and servicing capacity;

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• Stormwater management practices and challenges in the rural landscape; and • Transportation systems, solid waste facilities, private aerodromes that need to be explored to better understand possibilities and challenges to development. This will be followed by a determination of available capacity to accommodate future development. All portions of the inventory that are spatial in nature will be mapped to support the public engagement and communication process to come.

Policy Review The goals of the Growth Management Strategy are to “reinforce the County’s Strategic Plan, Municipal Development Plan, and the Capital Region Growth Plan, using SuN Living Principles,” and so creation of an existing policy context (to reinforce) will be very important. During this task, we will review historical and current statutory and non-statutory policy to identify critical pieces that align with the environmental and constructed inventory. The goal of this policy review is to understand what components of the environmental inventory are important based on previous decisions, to confirm during the public engagement process. The Policy review will include: • Provincial policy including the Municipal Government Act (MGA), Land Use Framework (LUF), the Subdivision & Development Regulation, Land Stewardship Act (ALSA), Wetland Compensation Guidelines and other environmental legislation • Regional policy including the Capital Region Growth Plan (CRGP) • Municipal policy including the Strathcona County Strategic Plan, Municipal Development Plan (MDP), Land Use Bylaw and other municipal documents • Environmental/Sustainability Frameworks, predominantly the SuN Living Process The policy review may be organized by theme area, for example, similar to the themes in the Municipal Development Plan, in order to be used in the latter stages of the project (i.e., design charrettes).

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The demographic analysis will also include a locational analysis for each community to proximity and accessibility to health, safety, education, recreation, cemeteries, major commercial and service centers, and any other community facilities and services. Additional lifestyle constraints such as driving / transit time and distances will also be evaluated. The analysis in this part will determine areas that are in proximity to social infrastructure necessary to facilitate future growth and development, and areas where additional social infrastructure will be required.

Desktop Demographic and Demand Inventory and Analysis At this point in the Explore Phase, it will be important to examine current and future demographics which will influence the market demand for the new Plan Area. During the first part of the Demographics scan, the project team will determine the economic outlook for the County, and review socio-economic data pertaining to employment, housing needs, market characteristics and growth drivers/economic development for the County at a regional level. This analysis will look at the entire Capital Region with the exception of the established area of Edmonton, which will represent a different market segment of the population than Strathcona County and the Plan Area. The second component of this task will examine past and current population, and create population projections for Strathcona County. Future population growth will be based on various growth rates, and will include three scenarios: low, medium and high growth. We will also examine migration patterns (at a potential regional level) and an age-cohort analysis for natural increase. Other demographic indicators we will examine include: • Family structure & income • Housing type trends, people per unit/ dwelling (PPU/PPD), and average density • Vacancy rates, housing supply vs. demand, backlog vs. future growth projections • Residential land inventory, supply/demand, and absorption rates • Commercial and business industrial land inventory, supply/demand, and absorption rates

The third component in this task is to establish a baseline for the fiscal impact analysis which will be conducted in the latter stages of the project. The most reliable data will be derived from the existing community of Sherwood Park. As themes for the community scenarios develop later in the project it may be necessary to modify the data to account for infrastructure and community services that are different than those found in Sherwood Park. Values for costs and revenues used in the analysis will be the “actual” costs and revenues found in the County’s budget document for the most recent fiscal year. These values will produce a more reliable and realistic assessment of scenarios.

Land Use We will obtain the existing land uses for Sherwood Park and build a profile of the Baseline. A majority of the information required may be previously collected as part of the Desktop Demographic and Demand Inventory. This will include but not limited to the following: • Residential land uses by type, and density • Commercial uses (retail and office) by type and density or site coverage • Industrial uses by type, density or site coverage • Institutional uses by type • Active and passive recreation uses • Municipal reserves • Environmental areas The above information will provide a profile of the baseline for information such as: • Densities by land use type • Ratio of land uses • Per capita standards for community services The above will provide the standard for servicing the Baseline.

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Infrastructure

Lifecycle Costing

We will obtain the length of linear infrastructure that services Sherwood Park which will include the following: • Length of road by classification – arterials, collector, local and rear lanes • Length of water distribution system, wastewater system, stormwater systems and storm ponds • Length of sidewalks • Number of streetlights and traffic signals

Lifecycle costing will be completed for each of the following: • Infrastructure • Community Services • General Administration

The above will provide the standard for servicing the Baseline.

Community Services From the list of tangible capital assets (TCA) we will obtain a list of community buildings by type that service Sherwood Park such as the following: • Recreation and cultural centres • Recreation parks, trails, and sports venues • Police services and fire protection • Transit facilities • Libraries

Revenues Revenues from all sources will be calculated using the ‘actual’ revenues from the County’s latest budget document. We will also meet with the Financial Service department to confirm our interpretation of the values in the budget document. Regarding property taxes, we will obtain average assessment values for residential and non-residential uses. The outcome will be the lifecycle costing for all services expressed as a per capita or per residential unit value. The lifecycle costs of infrastructure will be expressed as unit values or a per metre value.

Baseline

The above will provide the per capita and per unit standards for servicing the Baseline.

The values above will be credible, defensible and used to provide a Baseline with which to evaluate scenarios later in the project. Information collected will also be used to inform the Design process.

General Administrative Services

Project Team Deliverables:

We will create a list of General Administrative Services that will be impacted by future development in Bremner, which will include services including, but not limited to the following: • General Administration • Fleet vehicles • Solid waste disposal • Family and Community Services • Information Technology • Legislative Services

• Draft and Final detailed Background Report containing environmental, constructed, policy, demographic, and fiscal context • Prepare and circulate detailed Background Report presentation and meeting agenda to Strathcona County Project Manager • In-person meeting (or web conference) with Strathcona County Project Manager, Steering Committee, and Working Group to discuss Background Report Findings and next steps

The above will provide the per capita and per unit standards for servicing the Baseline.

Levels of Service Determining the standard for Community Services and General Administrative Services will be used to project facilities, programs and the costs related to providing services in the Plan Area. If facilities and services are proposed for Bremner, which do not currently exist in the County, we will make best efforts to provide the lifecycle costs for the new facilities or services at that time.

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Task 1.3: Engagement and Communication Plan The project team understands that citizens of all ages must be meaningfully engaged in civic life; their voices strengthen decisions and their involvement helps to build the community where they live, work, learn, and play. The team will ensure throughout the development and implementation of the proposed Growth Management Strategy Engagement and Communication Plan that the County’s seven foundational principles noted below will act as the values and philosophy to inform and guide public engagement planning and activities.

The public understands its role in the process

Involving the public leads to better decisions

Public engagement is proactive

Public engagement processes are equitable

The public is informed

Whether it is the crowd, landowners in and on the area, developers, youth groups, industry players, municipal and elected officials, area residents, businesses, social or educational agencies we will be inclusive in building our stakeholder registry and creating multiple opportunities for us to listen and learn, consult, collaborate and empower. We will determine individual stakeholder activity and involvement by using our Spectrum Tool understanding that there will be multiple opportunities for stakeholders to slide up and down the Spectrum from INFORM TO EMPOWER.

Public engagement is inclusive

Communication with the public is effective

We will use these foundational principles to define what engagement and communication success might look like as well as the measures and yardsticks to help us “know” when we have arrived. We will capture the seven principles and roll them into one word “bursts” that we will incorporate in the design of all of communications materials; they will be a visual reminder of our goals of meaningful engagement. Our Engagement and Communication Plan will identify our stakeholders; the “who” and “who else” we will invite to engage and what techniques we will use to engage them. One size does not fit all.

We will use several tools to communicate with our offline and online communities of stakeholders. We will secure a website domain name in collaboration with the County as the foundation for our online communications and crowdsourcing platform titled “open MICrophone”. Our consultation approaches, tools, and techniques will be used to REACH and INVOLVE individual stakeholder groups and will vary depending on their interests and needs. One size does not fit all. We will explore our ideas and recommendations with the County and develop a plan that is best suited to reach all demographics.

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Early Consultation

Discussion Briefs

We see early consultation with key stakeholder groups as essential to the success of the project. The first stakeholder group that must be engaged will be the landowners on whose property the development will occur. We understand that since the announcements were made by Council last year, rumours have been circulating through the community about the proposed project. Matters of strategy and timing have been raised. Developers are approaching landowners to consider selling or agreeing to options to purchase. The project team will engage landowners early in the consultation process to discuss their interests, issues and concerns. We will sit with them across their kitchen tables (or at a venue that works best for them) to enroll them in the process and work with them throughout to ensure their voices are heard as we build the Bremner GMS.

We begin with the philosophy of design “with,” and not “for.” The project team, the County’s Steering Committee and Working Group, along with selected stakeholders (e.g. Strathcona Youth Council) will work together on the development and creation of the important “Questions that Matter.” The information collected during the early consultation sessions will also be used to inform the discussion. The County’s four principles for guiding sustainable development and the 12 SuNliving themes will inform the development of our Discussion Briefs and the “Questions that Matter” will begin to emerge as the springboard to the “Conversations that Matter” that are planned as we reach and continue to involve more stakeholders.

Not everyone will see the future in the same way. Bremner will be a diverse community. When issues and competing interests arise that require further conversation the project team will provide the appropriate tools and technologies to facilitate early dialogue that helps us balance the unique needs of a diverse community, “get ahead and stay ahead of conflict”, and bring a better understanding of the common interests that result in new ways to co-create a different future. It is very important that rumor and misinformation be replaced with early clear communications, consultation, and facilitated dialogue about the future as possibility. Issues and concerns will have to be addressed. The project team will implement the “get ahead, and stay ahead of conflict” portion of our draft Engagement and Communication Plan. Interest based conversations and facilitated dialogue is a process of sharing our stories to achieve a shared understanding, not a search for the “right” story. We help stakeholders understand the story of the past in order to move forward into a co-created future. In this way we will empower our stakeholders to make better informed decisions about their future. The details of the “what,” “who,” and “how” (materials, ads, invites, online and offline displays and messaging, news releases, social media, events logistics, branding and management, documentation, and commitments of experts/inspirational speakers/mentors to be involved) will be brought forward in our draft Engagement and Communications Plan to the County’s Project Manager, Steering Committee, and Working Group where the plan will be informed and finalized by the guidance of the collective.

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Project Team Deliverables: • Draft and Final Engagement and Communication Plan; implementation of the Plan • Meeting with Strathcona County Mayor and Council regarding project, engagement and communications plan, and early stakeholder consultation • Early consultation meetings with key stakeholders, and Record of Contact (RoC) documentation • Draft and Final “Questions that Matter” and Discussion Briefs • In-person meeting (or web conference) with Strathcona County Project Manager and Steering Committee to discuss Engagement and Communication Plan, early consultation results, preliminary “Questions that Matter” and Discussion Briefs, and next steps

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Task 1.4: Online Engagement and Communications Platform (Our Crowdsourcing platform) “Open MICrophone”

CROWDSOURCING Do you know what Crowdsourcing really is?! Over the past few years, crowdsourcing has become recognized as a new, highly effective method for citizen engagement and public consultation and is a valuable addition to any stakeholder collaboration or urban planning program. Crowdsourcing uses digital web-based technology and refined processes to allow large groups of participants to collaborate to collect ideas, determine needs and priorities, solve problems, innovate, and leverage the collective wisdom of the crowd for civic and urban planning purposes. Crowdsourcing methodology allows a process by which participants submit their ideas and thoughts, collaborate on and refine those ideas and thoughts, and often rank or prioritize. The project team will configure and brand an online crowdsourcing platform based on the award-winning Chaordix platform which will form the digital home for this engagement which we will call our “open MICrophone” on the project website.

“Don't underestimate questions from the crowd; technology has made voters more informed than ever.” Ron Fournier

Our open MICrophone will result in more community–driven concepts and also create ground support for the decisions made because the process will be more transparent. Rather than just gathering data up front and then having the planning and decision-making behind closed doors, with our open Microphone our professional planners and the County’s Working Group can continue to engage, inform, and involve the stakeholder community. We will provide an intuitive and enjoyable user experience that is designed to encourage high adoption and participation, and drive the desired crowd output. Mobile access will be provisioned as well. The platform will enable us to host multiple different crowdsourcing activities (open questions, surveys, conjoint analysis, illustrations, imagery, and tasks, among many others), simultaneously or in sequence, with the flexibility to add new activities at any time. We will use our open MICrophone to share, refine, rank, and test scenarios and concepts with different groups of stakeholders. Involving the community and encouraging them to participate in our open MICrophone will bring a number of advantages: • Our Open MICrophone will have greater reach and opportunity for participation – by using a combination of online collaboration and traditional methods, we will provide greater opportunity for participation by citizens for whom in-person meetings are not convenient. • Our Open MICrophone will have stronger appeal for younger participants. Those who are under 25 or young at heart will be more inclined to participate in an online engagement than physical meetings. • Our Open MICrophone will allow for a more democratic process: the nature of the online crowdsourcing process virtually eliminates the ability for any one group or person to dominate, which can happen at in-person forums. This helps ensure that each participant can have a voice in the process. • Our Open MICrophone will bring richer feedback – Crowdsourcing allows for dynamic interaction with citizens to gain both quantitative and qualitative data. Because crowdsourcing takes place over a period of days and weeks, it provides the opportunity to drill

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further into issues of importance. With crowdsourcing, new topics for citizen engagement and input can be added instantly, making the engagement dynamic and less reliant on “one shot” methods of gaining input. • Our Open MICrophone will help us to better understand community priorities: wider reach and the collaborative aspects of crowdsourcing allow for citizens to interact and evolve ideas, and vote, rank and prioritize the various submissions, which provide a more clear indication of needs. Thoughout our journey, we will promote the feeling of inclusiveness and participation and avoid the feeling of the planning “black box” that affects many planning programs. Open MICrophone will be designed to be compelling and will target participants to come onboard to learn, become aware and contribute to our various activities that run in parallel and intertwine with our offline activities. We will do this by making our open MICrophone a place where people can always come to participate and continue to submit their ideas whenever they have them. We will continue to post new discussion topics to the Open MICrophone to help clarify what we’ve heard through the engagement activities such as the World Café or the Mini Charrettes that we conduct in the Explore phase. We will also tap the online community on our open MICrophone to test and provide additional input on various scenarios that are developed during the Assess phase where we will be implementing a digital open house. The community will be invited to comment, provide feedback, ask questions, and offer suggestions on how to enhance the scenarios. We will also seek to understand what their preferences are among the scenarios, and what is driving those preferences. This will form a strong base of data on which to identify the preferred scenario for the Synthesize phase. By applying crowdsourcing methods to this Assess phase, we can drive continual enhancement of ideas, and further strengthen the sense of involvement and input. Ultimately, we will use our open MICrophone to keep the community informed all the way into and including the Approvals phase.

To facilitate the best interchange of ideas, our professional crowd moderation staff will help foster active participation and guide the process to meet engagement goals. Crowd Moderation activities include greeting new members, observing and fostering activity through crafting weekly participant updates, maintaining the site blog, broadcasting crowd-wide notifications as needed, resolving conflicts, as well as overseeing incentives to stakeholders. All of this in coordination and in parallel with traditional engagement and communication methods as established by the plan.

Project Team Deliverables: • Test and final version of the project website integrated with “Open MICrophone” crowdsourcing platform • Showcase crowdsourcing platform, confirm changes, and discuss next steps

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Task 1.5: The Launch Event In the spring of 2013, we will launch an engagement and communications plan to develop a Growth Management Strategy for Bremner. The project will kick off with a Launch Event to be held in the county to enroll, engage, empower, and inspire the community for the development of the Bremner vision and guiding principles. Our goal is to excite the community and encourage them to become our travelling companions on our journey to twentyseventytwo. The location of this event will be officially determined through discussion with Strathcona County and would ideally be located on the future site of Bremner. The Bremner House property is a preferred location as it has the ability to connect the history of the County to the future Bremner area. The theme for the launch event will be a “Community Fair” that has the potential to include many activities for the young, and young at heart such as: inspirational speakers, activities that allow for artistic expression, live music, and many opportunities to become part of the vision for Bremner. This event will engage the community in discussions and provide early insight and signals to identify the “Questions that Matter” in relation to the vision and guiding principles for Bremner; foster the spirit of empowerment and inspiration that will carry through the entire visioning and

planning process; inform the community and stakeholders of the components of the project, project timeline, and key concepts; as well as introduce the area that will become Bremner in twentyseventytwo. The launch event will kick off with an inspirational and motivational Keynote Speaker. Though it is too early to confirm a booking with a speaker, the key criteria for selection will include futurism, sustainability, managing change, long-term strategy, technology, and empowerment (e.g., Chris Hadfield - astronaut, or Mayors of Alberta and youth who can be Mayors for the day). The speaker will provide a welcome address with a focus on inspiring the community to dream about their vision for Bremner. Upon completion of the “Opening Ceremonies” with the Keynote address the real fun begins--the Community Fair! Locations will be set up with booths for the community to visit. Each location will focus on a key learning or engagement experience to begin involving them in the process of developing the Growth Management Strategy. Additionally, each location will be paired up with a local food producer or restaurant that will provide “food for thought” about how Bremner can become a completely sustainable community through collaboration with the local agricultural community.

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Location Examples of Launch Activities

Project Team Deliverables:

We envision small booths or tents housing a variety of activities. These sessions will be hosted by individuals who will engage those who “drop by” to participate.

• Project launch event draft and final program (requires approval from Strathcona County prior to initiation) • Project logistics and implementation of launch event • Official launch of online communication and engagement platform (“Open MICrophone” and data capture tools) • Summary of Launch Events (including preliminary results for information on vision and guiding principles) • Web conference with Strathcona County Project Manager and Steering Committee to debrief on launch event and discuss key findings, and advise of next steps

• We will discuss: What are the “questions that matter” we wish to pose to the community and stakeholders to launch our journey? • We will discuss and educate about the area heritage and cultural history. • We will engage participants in “Painting your Future”: Hoarding around certain locations on the site will be constructed with weather resistant boards. Community members and stakeholders will be given paints, markers, etc. and encouraged to visually represent their thoughts, feelings, fears, enthusiasm, and ideas about the Bremner area in 2072. These boards will be preserved and used throughout the process • We will introduce the digital engagement and communications plan, including the project website showcasing the “Open MICrophone” engagement and empowerment tool; as well as twitter feed, “imaginegram instagram”, and all other components • The discussions started at this event can be continued online to include those who are unable to attend these events and share with others the thoughts raised at the event. • We will plant flowers: A flower bed and garden will be established in a prominent location (or an existing flower bed may be used on input from the County). The Community will be invited to plant an annual with the design arranged to spell out a tag line such as “Bremner 2072 – Your County, Your Voice”. As the summer progresses the flowers will come into bloom and become an empowering visual reminder of the journey that is being undertaken. • We will empower the Artistic Community: “Artistic Call To Inspire”. The purpose of this activity is to engage the artistic community to use their creative passions to design an artistic piece that encapsulates the emotions and pride of the community, developing a piece that evokes the feeling of empowerment in the community which will be displayed at upcoming project events and captured in either the digital or physical time capsule. Some may even live on the site permanently.

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Task 1.6: Develop draft vision and guiding principles At the launch event and through both digital and traditional methods of consultation, the community will be engaged and will continue to develop and answer the “Questions that Matter.” The information will be gathered in a variety of ways (qualitatively, quantitatively) and form an initial data set that gives us our first glimpse into the vision. The data will be set in order, sorted, and analyzed, and then placed into a context so that the vision and guiding principles keep refining themselves through “Conversations that Matter” leading to the upcoming World Café and Mini-Charrettes.

Project Team Deliverables: • Draft vision and guiding principles

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Task 1.7: Youth Forum Youth represent the voices of the future and the proposed Youth Forum will set the tone for subsequent engagement sessions with stakeholder groups. Our approach is to build on the ideas generated by the next generation. We will use this opportunity to train, coach, and mentor participants in the art of visual capture, illustration, and sketching. The Youth Forum is intended to embrace the LISTEN and LEARN, and EMPOWER continuum of engagement. The 1-day Youth Forum event is intended to train future aspiring artists in Strathcona County. The intent will be to train Strathcona County elementary and high school art students in skills of graphically and artistically recording of group discussion. They will be equipped and empowered to engage in discussions on the design of their surroundings, at the upcoming World Café and in subsequent design discussions in the future. An agenda will be built around sustainable design for the Youth Forum and could include activities such as: • City on the Wall - Students rapidly draw an expanding city on a large sheet of paper on the wall and demonstrate that urban development needs to accommodate nature. • Day in the Life of the Future - students write on Post-Its what activities and events they would wish to experience in a sustainable life. They post their ideas on a large timeline on the wall. Their ideas are read out to all the students to describe the life they wish to live. • Youth Mini Charrette - In groups each with a theme taken from the activities of their future “Day”, students choose to work with urban designers/landscape architects/ artists to illustrate scenes of sustainable life in the future, or to sit with a youth graphic artist to discuss ideas for strategies for a sustainable life in a sustainable environment. Teachers will be invited to attend to see if they can bring some of the ideas on sustainability that the students express into their future teaching. All of the drawings are put on display online and in future engagement events.

Project Team Deliverables: • Youth Forum draft and final program (requires approval from Strathcona County prior to initiation) • Project logistics and implementation of Youth Forum

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Task 1.8: Develop draft goals, objectives and collect information on scenario testing criteria

The quality of our listening is perhaps the most important factor determining the success of our World Café. Through practicing shared listening and paying attention to themes, patterns and insights, we begin to sense a connection to the larger whole. We will encourage people to listen for what is not being spoken along with what is being shared.

Through traditional and digital consultation, the community will be invited to drill down and confirm the draft vision and guiding principles, and to provide additional insight to potential community goals, objectives, and scenario testing criteria. Our team will host Graphic Listening World Café events. One World Café will be online and the second will be an event where we invite the community in to meet with us in person. The most suitable location for the event will be determined in collaboration with Strathcona County.

The opportunity to move between tables, meet new people, actively contribute thinking, and link the essence of our discoveries to ever-widening circles of thought is one of the distinguishing characteristics of the World Café. As participants carry key ideas or themes to new tables, they exchange perspectives, greatly enriching the possibility for surprising new insights.

Knowledge emerges in response to compelling “Questions that Matter.”. As our journey progresses, we continue to find questions that are relevant to the real-life concerns of the group. Powerful questions that “travel well” help attract collective energy, insight, and action as they move throughout a system of “Conversations that Matter.” In our experience, most people find it difficult to react to a blank page. As engagement leaders, we are increasingly aware of the importance of participation, but most people don’t only want to participate, they want to actively contribute a make a difference. It is important to encourage everyone in our World Café to contribute their ideas and perspectives, while also allowing anyone who wants to participate by simply listening to do so. We will build on the coaching, mentoring, and training imparted at our Youth Forum and invite our young and newly trained artists and illustrators to join us at each table to help the group visually represent the life they want to live. We will bring the “Questions that Matter” into our World Café to help us have “Conversations that Matter.” In our approach we have included the graphic listening angle which will involve capturing people’s ideas and expressions in words, images and colors. At the event we will have artists/ illustrators create a visual representation of the discussion. By viewing the drawings at various tables, participants begin to see patterns emerging; the collective wisdom of the group starts to become more visible and accessible. Participants will also be provided with sketch pad and tools to capture their thoughts and images.

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Conversations held at one table reflect a pattern of wholeness that connects with the conversations at the other tables. We will provide opportunities to reflect on the patterns, themes and deeper questions experienced in the small group conversations and call them out to share with the larger group. The last phase of the World Café, often called the “harvest”, involves making this pattern of wholeness visible to everyone in a large group conversation. The discussion at each table will be illustrated, recorded, summarized, and disseminated. The results will enhance our understanding of the participant vision, guiding principles, goals, objectives, and scenario testing criteria. We will continue to build the narrative, story, and “Conversations that Matter” from our World Café by taking what we have learned to our digital Open MIC for further refinement and discussion.

Project Team Deliverables: • Final draft vision and guiding principles • Draft goals, objectives, and scenario text criteria findings • World Café event draft and final program (requires approval from Strathcona County prior to initiation) • Project logistics and implementation of World Café • Summary of World Café (including refined vision and guiding principles for Bremner; and preliminary results for goals, objectives, and scenario test criteria) • In-person meeting with Strathcona County Project Manager and Steering Committee to debrief on World Café event and discuss key findings, and advise of next steps

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Task 1.9: Design Charrettes A Mix of Mini Design Charrettes Rather than corral a large group of disparate groups into one large charrette we propose to organize different groups into a series of Mini Charrettes that would be held over two days. Each Mini Charrette would focus on issues that are of interest to their focus group. The Mini-Charrettes will also allow for education sessions about sustainability and the benefitcost of various housing densities, further development and refinement of goals and objectives, as well as allow for more discussion on scenario testing criteria which will be used to measure the suitability of charrette results. These separate Mini Charrettes will be easier to manage and will allow groups the freedom to speak candidly within their peer group. In the past, for example, we have found that developers might keep quiet during consultations that involve the general public or politicians. Within a group of developers they are much more likely to offer their thoughts and observations. Similarly, members of the general public are often more reserved when surrounded by technical experts or influential people. These Mini Charrettes will be tailored to the technical knowledge, degree of influence and background of each group.

Two main types of Mini-Charrettes will be conducted. Public Mini Charrettes will focus on the general public and Technical Mini Charrettes will focus on expert groups. The charrettes will cover the same focus areas so that the consultation team can continue the story between the charrettes and record emerging themes. We will work with the County to ensure the appropriate number of Mini Charrettes and groups are chosen. As a starting point we propose five Mini Charrettes as outlined below:

Public Mini Charrettes

1. General Public Mini Charrette 2. Landowners Mini Charrette

Technical Mini Charrettes

1. Developers Mini Charrette 2. Interest Groups/Stakeholders Mini Charrette 3. Municipal Staff Mini Charrette

Brief Description - Public & Technical Mini Charrette Following the Youth Forum and World CafĂŠ, a General Public Mini Charrette will build on the results of both sessions â&#x20AC;&#x201C; a timeline and series of activities will generate many ideal test scenarios (i.e. neighbourhoods). Following the Public Mini Charrettes, Technical Mini Charrettes will investigate larger urban and environmental structural concepts for the Plan Area based on the collection of neighbourhoods. The Technical Mini Charrettes will refine the test scenarios at the scale of the study area.

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Public & Landowner Mini Charrettes Activities The atmosphere of the Public Mini Charrettes will be steeped in color, accented with humour, fluent in today’s technologies, and calibrated to create platforms for resident-experts to contribute in meaningful ways to plans that will guide the future of their communities, cities, and civic spaces. We will strive to be accessible to all audiences with a style that is approachable, artistic, and playful. The Public Mini Charrettes will build on the larger collection of stories that emerge through our engagement strategy. To help tell these stories, our team will translate data into eyecatching info-graphics that translate complex observations into images. Each table will be facilitated by a designer that will answer technical questions and help illustrate the ideas and concepts developed by the group. It is our hope that the “grads” of the Youth Forum will join a table and help articulate the comments, ideas, stories and visions through the skills that they learned in the Forum.

Developers Mini Charrette The Developers Mini Charrette will be open to developers and real estate specialists. The charrette will cover the same topics as the public charrette but will focus on feasibility, economics, and partnerships.

Interest Groups/Stakehoders Mini Charrette The Interest Groups/Stakehoders Mini Charrette will be open to special interest groups and other stakeholders that represent larger interests. Again, these charrettes would be similar to the public charrette but would focus on the particular interests of those groups (e.g. agriculture, natural heritage, active transportation, social justice).

Government Staff Mini Charrette The Government Staff Mini Charrette will be open to government staff at various levels but should include the key team leaders of each division. These charrettes would focus on policy, funding, infrastructure, political leadership and other matters of interest. Because most of the attendees involved in the charrettes will be non-design professionals, we will develop a series of engaging tools, outlined below, that build on the results of the Youth Forum, our World Café and our open MICrophone conversations. At the beginning of the Charrette the assignment will be explained, inspiring case studies will be described and the three-four scenarios of the future will be outlined.

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Due to the large size of the study area – our discussions will focus on a small but complete typical neighbourhood. The neighbourhood scale will connect closely with the timeline and activities that emerged from the Youth Forum. Bremner is large enough to be comprised of a series of neighbourhoods that connect together. Many of these neighbourhood ideas will emerge from the Mini Charrette process. Participants will be encouraged to name their neighbourhoods (“eco-village”, “shopper’s paradise”, “cottage industry”, “garden-city”) and group them within the Proposed Future Scenario Categories. Working with inspiring images, plans and models the groups will create their future neighbourhoods then document them in a short powerpoint slide show. Each group will present their neighbourhood in short “ignite” sessions (15 slides automatically advanced every 20 seconds = 5 min) to discuss and illustrate key points of the design solutions (which would be videotaped for online distribution and comment). These neighbourhood visions will help the Bremner Common and the County finalize the scenarios for the next phase. In addition to the interactive activities at small tables the Mini Charrettes will include a series of interactive boards around the room to obtain public feedback. Interactive boards might include annotated plans, with big labels; maps to solicit geographic responses; results of the previous consultation events; a website station where people can interact with the project website; issue specific panels for each focus topic; playing cards to generate conversations about potential combinations of land uses and open spaces; proposed scenarios; and, case studies of inspirational best practices from around the world.

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Technical Mini Charrette Activities The Technical Mini Charrettes will build upon the neighbourhoods generated by the Public Mini Charrettes and will be informed by our conversations that matter both off and online. The exercises will be similar to the Public Charrettes but the discussions will be at a higher level and include larger urban structures as well as exercises that will refine the proposed scenarios. Focused design sessions with our project team and key municipal staff and technical experts will focus on the generation of ideas in the early stages, and to eventually critique, test and fine tune those ideas in the later stages. The center of our thinking is a studio environment that allows designers to work side by side with a diverse group, effectively fostering an open dialog and support network between specialists. In our Technical Charrette key conceptual ideas about focus areas such as urban design, landscape, architecture, culture, ecology, energy, water use, and construction, will be incorporated, tested, integrated and implemented on a study-area basis. This approach empowers participants to both think big and answer specific questions. In this way the necessary focus can be brought to bear on generating real alternatives for evaluation. The scope and challenge to these groups will also include policy and implementation.

Design Charrettes and other Events are also Online We will use our open digital MICrophone to broadcast information, illustrations, and knowledge gleaned from our World Café and Mini Design Charrettes, and receive inputs and feedback to refine and test the ideas, comments and scenarios generated. We will intertwine offline and online activities in an iterative process to build ever increasing layers of knowledge that sows the seeds for the preferred scenario to emerge.

It takes a lot of courage to show your dreams to someone else

Erma Bombeck

Project Team Deliverables: • Final draft goals and objectives • Mini Charrettes draft and final program (requires approval from Strathcona County prior to initiation) • Project logistics and implementation of five (5) Mini Charrettes • Design Charrettes Final Report (including refined vision and guiding principles, goals, objectives, various future neighbourhood designs, and refined scenarios test criteria) • Online Design Charrette input and other Events • In-person (or interactive web conference) meeting with Strathcona County Project Manager and Steering Committee to debrief on Design Charrettes event and discuss key findings (i.e. Final Report), and advise of next steps

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Overview

Phase 2 focuses on developing 3-4 detailed Bremner community scenarios, including baseline and alternative scenarios, to assess the potential future growth for the Plan Area. Scenario planning offers many advantages as a tool for long-term planning. It incorporates the analysis of existing conditions, critical uncertainties, and input from stakeholders. By exploring scenarios, we can test different futures, minimize risk, and look for synergies that will help us structure a strategic plan that is resilient yet flexible. The scenarios will combine the values, goals, and aspirations identified in Phase 1 with appropriate policy and investment responses to create a set of plausible and distinct alternative pictures of how the Plan Area might look and function in the future. These alternatives translate broad concepts and possibilities into compelling stories that can help planners, politicians, the public, and other stakeholders to weigh and consider choices and priorities. The scenarios provide a common framework for all parties to discuss the costs and benefits of planning decisions while taking future uncertainties into consideration.

Task 2.1: Generate 3-4 scenarios to illustrate the development alternatives and ConFIRm Scenario Test Criteria Based on the results of the consultation exercises in Phase 1, we will develop three to four future scenarios in consultation with the County. These scenarios will anticipate a variety of possible futures for growth, will be tested, and a preferred scenario will emerge as the basis for developing the Growth Management Strategy. The types of scenarios developed, and the specific elements they include, will vary depending on the results of the consultation exercise but will describe various land use concepts for status-quo, medium and high intensity growth. Scenario types would be named and include a Baseline Scenario, a Deep Green Scenario and other variations of that nature. Each scenario will be based on different ratios of living, learning, working, playing and moving within the potential future communities.

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Working with the County, we will identify the resources that will be necessary to develop the scenarios. The Countyâ&#x20AC;&#x2122;s Strategic Plan, Municipal Development Plan and SuN Living will be used as guiding documents in the development of the scenarios as well as the refinement and final development of the metrics and criteria by which the scenarios will be tested. Scenario descriptions will include assumptions about future trends and changes as well as potential responses, actions, and investments. The descriptions will be written in visually compelling, clear and concise langauage to ensure that stakeholders can easily understand. Our work plan provides a number of opportunities to refine the scenarios using feedback from the County, stakeholders and the Steering Committee. Future quality of life will be projected for each scenario, answering questions such as: what will air quality be like?; how â&#x20AC;&#x153;walkableâ&#x20AC;? will the community be?; how extensive will development be?; how much traffic would there be?; or, what is the mix of housing that is pictured? These quality-of-life benchmark criteria

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will help residents understand the consequences of the land-use and transportation strategies embodied in each scenario. This approach will also allow the public to compare and evaluate various quality-of-life measures among all scenarios, including the baseline scenario.

Project Team Deliverables:

technique allows us to test options quickly while ensuring their numerical and visual accuracy. Our scenario planning process will provide the public with a higher level of understanding and interaction in the planning process than is possible with traditional methods by generating visuals of the different scenario concepts. These visualizations will help to communicate and review planning issues with both specialist and non-specialist participants.

â&#x20AC;˘ 3-4 detailed Bremner community scenarios and supporting information (i.e., Vision, guiding principles, goals, and objectives) â&#x20AC;˘ Final scenario testing and evaluating criteria â&#x20AC;˘ In-person (or interactive web conference) meeting with Strathcona County Project Manager and Steering Committee to review scenarios

Task 2.2: Testing & Evaluating the 3-4 Scenarios Building on the GIS base map developed during the Phase 1 Study Area analysis, the project team will model the different scenarios. The scenarios will be developed at two levels of detail. At the Plan Area scale, the land use, natural features and urban structure will be developed. At the neighbourhood scale, built form and public realm relationships will be modeled. These tests will be informed by the neighbourhoods developed in the Mini Charrettes and at a scale that is much more accessible to the general public. A unique component of our approach to scenario planning is our Smart Model and Rapid Visualization techniques that are visually accessible and quickly modified based on new information or sources of input. Our team has developed a three-dimensional digital model system for project collaboration that we call the Smart Model. This tool allows us to create photorealistic visualizations using the same model that we use for statistical analysis. This

The public spaces of the city are pre-eminently the spaces of circulation and exchange, overwhelmingly streets and sidewalks. We judge the good city by the quality of its public life and hence its public space. - Michael Sorkin

The scenario analysis will assess the impacts, influences, and effects that various scenarios exert on the selected indicators. Indicators are statistical values (e.g., energy use) or groups of values that are used to compare two or more scenarios. Our approach will use both a qualitative and a quantitative approach to testing the scenarios. First we will test the scenarios using a quantitative approach for each of the testing areas. Working with the County, the team will develop scenario test indicators (i.e., performance measures) that are discrete, measurable, and describable. Indicator development will proceed in conjunction with the refinement of scenario analysis tools. Qualitative methods and stakeholder generated criteria will be used to compare scenarios against other indicators (i.e., social impacts, carbon footprint, etc.) that cannot be modeled or for which there is little data. A matrix will be developed to score and illustrate the performance of each scenario. The final matrix scores for all of the scenarios will be reviewed by the County before soliciting input from stakeholders or the public through our proposed digital open house.

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Assessment

Methods Density Build Form Housing and Service Use Ratios Open Space Agriculture

&Co Infracycle Dillon

Land Use Impacts

• • • • •

Utility Servicing Assessment

• Water • Sanitary • Stormwater Impacts

DIllon

Transportation Impact Assessment

• • • • •

Vehicle Goods & Services Transit Cycling Pedestrian

Dillon

Community Servicing Impact Assessment

• • • •

Recreation Needs Police & Emergancy Services Schools Ect.

Dillon

Municipal Financial Impact Analysis

• • • •

Land Use Type and Density Comparison Land Use/Density Type Ratio Fiscal Outcome Fiscal Net Loss/Gain/lifecycle Costing

Infracycle &Co

Sustianability Impact Analysis

• • • • •

Water Materials Energy Use Recycling Opportunities Carbon Footprint Analysis

Dillon

Using smart growth principles our team will evaluate which scenario are most financially sustainable while integrating mixed land uses to truly develop the most complete community and achieve a “live, learn, work, play” environment. The analysis will include a description of factors influencing either the scenarios net loss or net fiscal gain. The analysis will also include a description of the similarities and overlaps of different scenarios as well as identifying risks that emerge by comparing the different scenarios.

Project Deliverables • Test scenarios • In-person (or interactive web conference) meeting with Strathcona County Project Manager and Steering Committee to discuss key findings of scenario test, and advise of next steps

Consultant

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Task 2.3: Challenge workshop with the Working Group and Steering Committee We will meet internally with the Strathcona County Project Manager, Working Group and Steering Committee and our technical experts will challenge both groups on the results of the scenarios and on the implementation of concepts proposed. As part of this workshop, we will work collaboratively with the Working Group and Steering Committee to apply criteria to testing and evaluating the scenarios.

CARBON NEUTRALITY

This will be a 3-hour working group meeting.

Project Team Deliverables: • Challenge Workshop draft and final agenda (requires approval from Strathcona County prior to initiation • Challenge workshop logistics and facilitation • Summary of the Workshop • An understanding of the preferred scenario of the Working Group and Steering Committee

Task 2.4: Online Open House #1- Test scenarios We will also tap the online community on our open MICrophone to test and provide additional input on various scenarios that are developed during the Explore and Assess phase. We will continue to post new discussion topics to the Open MICrophone to help clarify what we’ve heard. The community will be invited to comment, provide feedback, ask questions, and offer suggestions on how to enhance the scenarios. We will also seek to understand what their preferences are among the scenarios, and what is driving those preferences. This will form a strong base of data on which to identify the preferred scenario for the Synthesize phase. By applying crowdsourcing methods to this Assess phase, we can drive continual enhancement of ideas, and further strengthen the sense of involvement and input. We will use our open MICrophone to keep the community informed during the Approvals phase. Project Team Deliverables: • Logistics and facilitation of the online Open House #1 • Comprehensive summary of: • Community input and feedback regarding the scenarios • the community’s preferences regarding the scenarios and the driving factors

Did you know?...that BedZed, Sutton, UK, is the United Kingdom’s first and largest carbon-neutral eco-community... BedZed (Beddington Zero Energy Development) is an example to show that it is possible to achieve a sustainable way of life while keeping modern standards. Key features include: • A mixed-use neighbourhood with 96 residential units with a mixture of tenures, 1,600 sqare miles of work space, shop, cafe, sport facilities, health centre, and childcare facilities. • First low car development in the United Kingdom to incorporate a car club. A green transport plan promotes walking, cycling, and the use of public transportation. • Buildings materials store heat during warm conditions and release heat at cooler times. 777 sqare miles are covered with solar panels. Each house is oriented to maximize passive solar gain. Homes and offices use low energy lighting and energy efficient appliances. Additional sources of energy come from a small-scale combined heat and power plan. • 18% of the water consumed comes from rainwater or recycled water, which is biofiltered and used for non-potable applications (e.g., for toilet flush or gardening). • Where possible, buildings were constructed using natural, recycled, or reclaimed material. Find out more about BedZed at: http://www.energy-cities.eu/IMG/pdf/Sustainable_ Districts_ADEME1_BedZed.pdf

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Task 3.1: Generate and refIne the preferred scenario Based on the analysis, criteria and yardsticks gathered, consultation with the public and stakeholders, and the results of the challenge workshop, the Preferred Scenario, the best picture of life people want to live in the future, will emerge. In many cases the Preferred Scenario might emerge as a hybrid or amalgam of different scenarios. One of the strengths of scenario planning is that commonalities that emerge from many or all scenarios can develop resilience in the Preferred Scenario. The Preferred Scenario will be presented to the Steering Committee for review and refinement and then presented to the public for comment.

long-term vision of the future. The Preferred Scenario will be defined by the vision, guiding principles, goals and objectives developed through the visioning process. which will remain resilient and true to the dreams of the community, yet be flexible enough to withstand unforeseen change.

Project Team Deliverables: • Refined Bremner Concept/Preferred Scenario with supporting description of key features and land use statistics • (Web) teleconference meeting with Strathcona County Project Manager to discuss refined concept/scenario, and advise of next steps

The Preferred Scenario will represent a broadly supported picture of Bremner’s future that is a model sustainable community of the future. However, projections of the future change every few years as politics change, population growth changes, development trends shift, and economic conditions vary; none of these can ever accurately be predicted in a

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Go confidently in the directions of your dreams. Live life the way you have imagined. - Henry David Thoreau

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Task 3.2: Online Open House #2 - Preferred Scenario Building on the offline and online scenario testing activities, and upon approval from the County, we will invite the online community once again to evaluate, discuss and enhance the preferred scenario which rises to the top during the Assess phase. We will share ample information about the scenario to provide the community members with a strong understanding and facilitate a productive discussion, focusing on the criteria or yardsticks that can be used to evaluate and measure how close the scenario comes to reaching our original goals.

Project Team Deliverables: • Logistics and facilitation of the online Open House #2 • Comprehensive summary of the online community’s input and feedback regarding the preferred scenarios

Task 3.3: Develop draft plan (Draft #1) Based on the preferred scenario and feedback received from the public and stakeholders, the project team will develop the draft Growth Management Strategy. It will delve into the details for the growth scenario, and include the what, where, when (phasing, in 5-year increments) and how growth in Bremner takes place, the ultimate population and build out. It will cover the implications of servicing, transportation, phasing of development, financial modelling, and sustainability, as directed in Section 4 of the MDP. It will include growth policies and recommendations that are environmentally responsible and financially efficient. Phasing will outline how farm-related operations will continue until the ultimate development of each development cell. It will cover all types of land uses included in the vision, likely including residential, commercial, business industrial, and institutional, as well as community services, natural areas and parkland, and continued rural and agricultural land until eventual build-out. Although general directions may be known now, the ultimate 50-year build-out will entirely depend on the continuing public engagement process, but we expect the draft to include: • Neighbourhoods that are compact, mixed-use, pedestrian-scaled, transit-supportive, allow aging in

place, and offer a range of housing types, styles and affordability; • Parks and Natural Areas that are linked and help to preserve the County’s natural and cultural heritage, and minimize impacts to watercourses and other natural features; • Economic development that provides employment areas and jobs for community residents; and • A transportation system that includes pedestrian and bike routes. The Plan will be comprehensive but easy to read and will be developed to be fluid and adaptable to change as time, technology and lifestyles change.

Project Team Deliverables: • Draft #1 Growth Management Strategy and supporting powerpoint presentation

Task 3.4: Circulate Draft #1 of the Strategy to Project Manager, Working Group, and Steering Committee Once completed, Draft #1 will be circulated to the Working Group and Steering Committee for their review. It will be submitted in electronic format, and sufficient time will be given for both groups to review the Strategy and prepare comments. Comments on Draft #1 of the Strategy will be requested in consolidated format and submitted to the project team.

Project Team Deliverables: • In-person meeting with Strathcona County Project Manager and Steering Committee to discuss Draft Strategy and advise of next steps

Task 3.5: Online - Get public feedback on the draft Strategy Again we use our open MICrophone to gather feedback and responses that build on what we have learned through our Open Houses and Design Charrettes when we present the preferred scenario and draft Growth Management Strategy. We will seek comments and discuss the details to help inform the drafting of the final Strategy.

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Project Team Deliverables:

• Comprehensive summary of: • the online community’s input and feedback regarding the draft strategy

• Celebration event draft and final program (requires approval from Strathcona County prior to initiation)

Task 3.6:Plan celebration event The project team will swing into action and begin to plan the celebration. We will work with the County Project Manager and Working Group to manage the logistics, invite the community, prepare the agenda, organize the activities and bring the balloons.

Key Tasks: • • • •

•

• • •

Secure the venue Secure the Keynote Speaker Determine staffing requirements and schedule Tree Planting: (to be confirmed with Strathcona County) • Identify the location where planting will take place • Design the planting layout • Secure the trees and any equipment required Art and Media Event • Design the floor plan and person flow through the space • Categorize all art/media and develop exhibits • Secure all equipment required for the event (projectors, screens, PA system, etc.) • Catering • Develop menu • Contact local producers and food businesses • Secure required equipment (Glassware, smallwares, etc.) • Purchase or secure donated product and volunteers • Production • Plan service flow Develop content program for each booth and schedule staffing Creation of the final 3D virtual model of Bremner Bury the time capsule (to be confirmed with Strathcona County) • Identify location • Secure digging equipment and capsule container • Identify and prepare the contents for long term storage • Prepare and identify contents of the virtual online time capsule

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Task 4.1: Prepare Draft #2 Growth Management Strategy Using all of the feedback received from the Steering Committee, Working Group, and the public, the Project team will revise Draft #1 of the Strategy to create the Draft #2 of the Strategy. Policies will be revised and the necessary adjustments to the concepts and recommendations will be made for Draft #2.

Project Team Deliverables: • Draft #2 of the Growth Management Strategy

Task 4.2: Circulate Draft #3 Growth Management Strategy to Capital Region Board Once completed and consolidated, the Draft #2 of the Growth Management Strategy will be circulated to the Capital Region Board. The timing for this circulation will need to take into account the Board’s meeting schedule and the appropriate time for the Board to review and prepare comments. As with the Working Group and Steering Committee, comments on Draft #2 of the Growth Management Strategy should be consolidated and submitted to the consultant as one written package from the Capital Region Board. The Project Team is also prepared to make a presentation to the Capital Region Board if required.

Project Team Deliverables: • Draft #2 of the Growth Management Strategy or review by the Capital Region Board • Presentation to Capital Region Board (to be determined by Strathcona County)

Task 4.3: Adjust Strategy as required Comments from the Capital Region Board will be discussed among the project team, and adjustments will be made to the Strategy as appropriate, creating Final Draft #3 of the Growth Management Strategy.

Project Team Deliverables: • Final Draft #3 of the Growth Management Strategy

Task 4.4: Circulate Final Draft (#3) and Final Growth Management Strategy (#4) to the Working Group and Steering Committee Once the Capital Region Board’s feedback has been included in the Strategy, Final Draft #3 will be reviewed with the Steering Committee and Working Group. This discussion will review all comments provided by the Capital Region Board and the adjustments that were made. The Working Group and Steering Committee will approve these changes, which will create the Final Growth Management Strategy (#4). Project Team Deliverables: • Final Growth Management Strategy

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Task 4.5: Capture the process Our plan to “cherish the vision and the dreams” is multidimensional. We will ensure both process and product are preserved in ways that allow the community of today and of the future to experience our vision and the blueprint from which they will build. We will build two types of capture tools. The first being a “hard copy” time capsule that we propose be buried in a prominent location. Second, we will build a digital time capsule that can live in perpetuity in the virtual world. Employing a cornucopia of traditional hard copy and interactive digital capture methods, we will not only encourage a wealth of information, but we will make it an engaging and enlightening experience for everyone! Stakeholders will be enjoying the experience so much that they won’t even realize they are providing insightful data that will shed light on their vision and desires for 2072. To achieve this, the project team will employ three main types of informative engagement: SnailData, Interactive Digital, and OrganicData (information with a life all its own). Hard copies may not be the most advanced technology, but they are an effective and important part of any consultation process. We will capture the stakeholder consultation experience through traditional note taking, participant ideation, (at various events, participants will be given pens, brushes, markers, to jot down their thoughts, feelings, fears, moments of inspiration, and feedback). In some cases we will supply recorders, artists and illustrators to capture the moments. We will capture our experiences, communications and chronology of contacts with stakeholders by uploading all into a contacts and communications database (i.e., Record of Contact) that includes a stakeholder registry (who was involved), documentation of stakeholder contacts and/or communications, communication tools utilized (newsletters, press releases, posters, flyers, advertisements, social media, websites, video and multimedia presentations). We will also implement some of the oldest methods of documentation… pictography and other works of art. Throughout the development of the Growth Management Strategy both stakeholders and the project team will be producing illustrations, sketches, drawings, murals, paintings, renderings, as well as art forms that express the emotions and ideas surrounding the year 2072. Also, local artists will be invited and encouraged to develop inspirational and thought provoking artistic pieces for public display.

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Embracing the age of digital technology, we will encourage the young, and young at heart, to take out their smartphones to shoot pictures (“Imaginegram instagram”) and video. The captured images, videos, and messages can be easily posted on the project website, forum, and twitter feed to share the voice of the community, as well as encourage discussion/ debate. Our digitally captured media will be utilized to create a digital record for inclusion in the “closing ceremonies celebration” and time capsule. We will capture the open MICrophone process once the knowledge we gain is synthesized. The story of how we managed and moderated, the ideas generated the ranking processes, detailed data/analytics and reports, crowd input/ feedback/voting will all be documented and kept alive online and produced in hard copy. As a culmination of our work we will produce a collective vision within a Growth Management Strategy that was built together with the enthusiasm and creativity of all participants throughout our process. We will capture this collective wisdom in a multimedia presentation that provides a visual representation of the Bremner Common Experience. This wisdom will be delivered to Council in May 2014 and become the focal centerpiece of the celebration event. The planting of flowers in the spring’s launch event will represent the life-cycle of the process of capturing the community’s vision. In the summer months these flowers will burst to bloom full of colour and promise much as the community will be blooming with with ideas full of colour, promise, and hope for the future. Once the vision has been delivered, the community will be engaged to begin the next steps of the process toward implementation of the strategy by planting the first seedlings in a future area of greenspace. A tree is a symbol of the life cycle, of promise. Their presence will capture the symbolism of growth. These trees will act as a living and growing memory of the process the community will undertaken and will enhance a beautiful natural area for the community to enjoy as Bremner is created. We will preserve all that we capture, both process and product, in a hard copy time capsule (that’s a real thing you can touch) and digital time capsule so that we can continue to share with future generations.

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Project Team Deliverables: • Comprehensive, documented overview and analytics of the project online process • Multimedia capture of the process and the vision • A gallery of art, illustrations, renderings, sketches, murals, paintings,photos,videos • Record of Contact database • Hard-copy and digital time capsules • Flower beds and a grove of young tree seedlings

Task 4.6: Finalize the Strategy and present Final Growth Management Strategy to Council Once approved by the Working Group and Steering Committee, the Final Growth Management Strategy, the collective wisdom of the community, will be presented to Strathcona County Council for final approval.

Project Team Deliverables: • Final Draft of the Growth Management Strategy (Draft #4) for review and approval by Strathcona County Council. • Attendance and presentation to Strathcona County Council.

Task 4.7: We will evaluate our progress and our outcomes • We will test our progress in reaching each of the foundational principles of engagement throughout our journey to ensure we are on the right track and heading to the successful delivery of our engagement and communications plan. • We will evaluate the success of all of our efforts.

Project Team Deliverables: •

In-person project closeout meeting with Strathcona County Project Manager, Steering Committee, and Working Group. • An evaluation of our process

Task 4.8: Celebration event In the Spring of 2014, after a long year of developing a vision and community plan, it’s time to celebrate all the hard work and effort put in by so many! The project team will organize an event that showcases the vision of the community for Bremner in an exciting and unique way! The proposed location for the event is the Bremner House property (pending approval). This would make the ideal location for the celebration as it is located in the future community of Bremner and allows for connections to be made between the counties history and its future. The key focuses of the project (i.e., twentyseventytwo) experience are: • Thank everyone for their commitment and hard work in developing the GMS • Remind the community that though the planning process has come to a close, this is not the end, but merely the beginning of their exciting journey to 2072 • Launch the multimedia presentation of the vision for Bremner. • Begin the transfer of knowledge and skills to community members and stakeholders that will be required to implement the vision. • Break ground on the transformation process by planting trees in an area designated for green space on the future site of the Bremner community. • Provide a comprehensive review of the process and participation throughout the project. • Introduce The Legacy Projects: • Close the time capsules (both traditional and digital) to be opened in 2072. The celebration event will kick off with a ribbon cutting ceremony and an address from the project team (i.e., the Bremner Common), as well as a Keynote Speaker (e.g., Mayor of Strathcona County, motivational speaker, or other) providing a look back at the past year, thanking everyone for their wisdom, participation, and their efforts in inspiring and empowering the community to achieve the vision it has created. After completing the “Closing Ceremonies” it is

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time to kickoff the celebration! The festivities will begin with a tree planting ceremony on the site of a future greenspace in the Bremner community. Like the community, these trees will grow into a beautiful landscape for the community to enjoy and act as a reminder of their ability to shape their communities future. After the seedlings of the future are sowed, the celebration moves into the main event. The Twentyseventytwo Experience is an Art and Media Exhibit that will provide visitors with a detailed view of the community, the process, and most importantly... the vision of the future that the community has developed for Twentyseventytwo. The location for this event is to be determined collectively amongst the Bremner Common and Strathcona County and will be based on a number of factors including the availability of space in 2014, the amount of materials to be displayed, and accessibility of the venue. The Experience will be filled with the sights and sounds of the communities futuristic vision. Music, beverages, and passed h’orderves will be organized and provided. Hosted stations will be set up throughout the show to provide visitors with the story of our journey and the results to date including the process undertaken to develop it, the engagement of the community, and the vision created. All materials collected during the process will be inspirationally presented for visitors to experience and discuss. Materials collected during the project will be transformed into a living exhibit that will showcase the community, its members, the process undertaken, and their vision for Twentyseventytwo! Multimedia presentation captured through the Web Platform and “Open Mic” processes will be displayed on large screens evoking the spirit of the community and empowering them to achieve the vision they created. Photos captured through the “Imaginegram instagram” process will be placed on display with the boards created by the community during the “Paint Your Future” component at the launch event. All artwork created from the “Artistic Call To Inspire” will be setup with information on the artist and the piece displayed. Artists will also be invited to be present with their pieces to provide context and insight into their creations. This will allow visitors to hear and see the vision of Twentyseventytwo directly from those engaged in the development of the strategy.

them to keep dreaming of the possibilities that the future holds, a digital 3D multimedia presentation will be created based on the GMS. This virtual model will allow visitors to begin to imagine what the Bremner Community could look like in Twentyseventytwo. Displayed on large screens for all to enjoy, a flythrough video of the model will take visitors on a “guided tour” through this futuristic community. Once visitors have completed the Twentyseventytwo experience, they will leave with an inspirational vision, as well as feelings of empowerment and pride as they begin taking their first steps into the future. Twentyseventytwo – The Experience will engage visitors to the exhibit in a way that no other community growth management strategy ever has before. This experience will not inspire them to dream about the future, but empower them to actually achieve it! This is one show that you don’t want to miss!

Digital Celebration Event For those who cannot attend in person and for those who prefer to attend the celebration online, we will create an digital celebration event. We will ensure all those who participated in our open MICrophone receive an invite that encourages them to be a part of and celebrate their contributions and ongoing responsibility to keep the dream alive. Images, illustrations and the results of our journey will be posted on the project web site and we will invite participation in interactive activities such as: planting a digital tree or flower.

Project Team Deliverables: • Celebration event logistics and staging

But wait there’s more…... Members of the Bremner Common Team will take the visualization of Twentyseventytwo to the next level. To empower the community to achieve their vision and encourage

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February 11, 2013

Projec t Adver Team tiseme nt

Dil on Consulting Limited Shawnee Park Redevelopment Geo-Energy Enterprises Ltd.

Our Project Schedule

March

April

May

June

July

2013 August

Week beginning 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26

Project Management Project documentation process Monthly progress reports and invoice Meetings with Strathcona County

Phase 1000 ‐ Explore Task 1.1, Project initiation meeting Task 1.2, Inventory & Current Situation Analysis Task 1.3, Develop public engagement & communication plan Develop Discussion Briefs and Questions that Matter Early stakeholder consultation Task 1.4, Develop the project website Implement PEP & CP and maintain the project website Task 1.5, Launch event planning and implementation Task 1.6, Draft Vision & guiding principles Task 1.7, Youth Forum Task 1.8, Draft goals, objectives, and collect info on scenario test criteria Graphic listening World Café Digital World Café Task 1.9, Design charrettes planning and implementation ‐ traditional and digital

Phase 2000 ‐Assess

Task 2.1, Generate 3‐4 scenarios/confirm scenario test criteria Task 2.2, Test and evaluate 3‐4 scenarios Test ‐ Land Use impacts Test ‐ Community servicing assessment Test ‐ Financial impact assessment Test ‐ Transportation impact assessment Test ‐ Utility servicing assessment Test ‐ Housing and service use ratios Test ‐ Sustainability impact assessment Task 2.3, Preparation and implementation of Challenge Workshop & digital open house

Phase 3000 ‐ Synthesize

Task 3.1, Generate and refine the preferred scenario Task 3.2, Digital open house Task 3.3, Draft Plan Task 3.4, Draft Plan reviews Task 3.5, Digital Plan reviews Task 3.6, Plan celebration event

Phase 4000 ‐ Approve Task 4.1, Prepare Draft #2 Plan Task 4.2, Circulate Draft #2 Plan for review (Capital Region Board, PM, SC, and WG) Task 4.3, Adjust Plan (Final Draft #3) Task 4.4, Finalize Plan (Final #4) Task 4.5, Capture the process Task 4.6, Council presentation Task 4.7, Evaluation Task 4.8, Celebration event

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2014 September

October November December June January February March April May 2 9 16 23 30 7 14 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30

www.bremnercommon.ca February 11, 2013

OUR PROJECT TEAM & Experience The Bremner Common (or project team) is the best combination of skills and experience to create a successful growth management strategy. For this particular project, we are able to bring an integrated team of land use planners, urban designers, communication and engagement specialists, development engineers, water resources engineers, scientists and other resources necessary to carry out the scope as described in the RFP.

Company History

Dillon has a long and proud history. From our beginnings in London, Ontario during the post-war period, the firm has grown and evolved into a major professional consulting organization. With a draftsman, a part-time stenographer/ bookkeeper, boundless enthusiasm and unbridled optimism, M.M. Dillon was formed in 1946. Since its inception, the company has grown steadily in services provided, range of expertise, geographic scope, and size.

The following outlines the corporate identities, strengths, capacities, and achievements of each firm comprising the Corporate Sustainability Strategy Dillon Team. As a certified Carbon Neutral organization and one of AonHewitt’s Canada’s 30 Greenest Employers in 2011, Dillon fully understands and supports innovative and green initiatives Firm Profiles A brief, corporate overview of our project team is outlined across our company, and for our clients. below. Further details on each firm can be found at www. bremnercommon.ca.

Our Corporate Sustainability Strategy sets environmental targets and clarifies roles related to sustainable solutions, reducing the environmental impact of our business in Dillon Consulting three key areas: greenhouse gases, water, and waste. We Dillon is a Canadian, employee-owned company providing are currently implementing over 30 specific initiatives a wide range of consulting services. The company operates to reduce the impact of our operations. As a company, from 17 centres across Canada from Sydney to Vancouver; we have maintained carbon neutrality since 2010. Other Windsor to Yellowknife with over 750 employees. activities include expanding our knowledge and capacity for sustainable solutions, assisting staff in achieving LEED Our ability to manage large and small projects, involving Accredited Professional designations, and working with varied resources and multiple disciplines, ensures that clients clients to support sustainable solutions. Many organizations need only deal with a single point of contact in delivery of all have strategies and policies. We believe the Dillon difference project needs. Our employees have skills in over 30 distinct is in taking concrete actions that reduce our environmental disciplines, including: planning, engineering, architecture, footprint. Our goal is to “walk the talk.” economics, landscape architecture, natural environment, as well as physical and social science. Our sustainable service areas include: • Strategy and policy for sustainability The vision we aspire to is not about us, it is about our clients. • Sustainable community planning and design While others pursue growth and profit as their goals, we • Shaping and influencing healthy, pursue success for our clients, for it is our firm belief that if complete communities. we achieve this, our own success will follow. • Sustainable transportation • Sustainable infrastructure Our Mission • Waste management and remediation solutions …to counsel and guide our clients wisely and with integrity • Renewable energy services towards the successful application of science, technology • Carbon management and client change and management in their business Our Vision ...to be recognized as the best in our industry at providing value to our clients. As an organization and as individuals, we believe we will be fully rewarded for attaining that standard

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Environmental and Community Investment Fund Dillon’s environmental and community investment fund supports efforts to improve environmental and social impacts. This fund is a catalyst for activities that contribute to reductions in the company’s environmental footprint and improvements in our local/global community.

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Awards

Dillon was recently honoured as one of Canada’s 50 Best Employers for 2011 and 2012 as recognized by Aon Hewitt (previously Hewitt Associates), Queen’s University School of Business, Queen’s Centre of Business Venturing, and the National Quality Institute. Dillon is also a repeat recipient (2006, 2007, 2008, 2009, 2010 and 2011) as one of Canada’s 50 Best Managed Companies, as sponsored by Deloitte, CIBC Commercial Banking, National Post and Queen’s School of Business. Dillon received the Green 30 award for our passion and commitment to reducing the impact of our business on the environment.

Chaordix

Calgary-based, Chaordix is a global leader in crowd engagement, crowdsourcing and innovation. Chaordix’ Crowd Intelligence™ processes and technology facilitate crowd engagement for stakeholder engagement, market research, innovation and brand development, with organizations of all types, public and private sector. Chaordix has been solely focused on delivering world–class crowdsourcing programs since 2009, and it and its predecessor company, The Cambrian House which was founded in 2005 have been referenced in many of the leading books and white papers on the subject. Chaordix has developed many successful internal and external Crowd Intelligence™ programs for some of the world’s leading organizations, including the US Government, Procter and Gamble, IBM, Government of Ireland, American Airlines, Orange/France Telecom (UK and Spain), World Wildlife Fund (Switzerland), and many others. Its Calgary-based Client Services team works with clients to develop a comprehensive plan for successful

stakeholder engagement, brands and configures its platform to provide a best fit for each client, and oversees the full management of the program including moderation and reporting. Crowd Intelligence programs are dynamic and can adapt as needed to optimize the people and process flow within the crowd engagement. Chaordix has been not only a pioneer in the crowd engagement space, but continues to innovate and lead the marketplace. It has continually sought to apply its technology not only for business advancement, but also to help solve some of the world’s most pressing problems. Chaordix was selected by the US Government Agency for International Development (USAID) to provide the platform and process expertise for its multi-year Grand Challenges for Development program, (http://www.usaid.gov/ grandchallenges/ ) a series of global engagements to address pressing problems faced by most of the world’s developing nations, such as lowering infant and maternal mortality, increasing childhood literacy and powering small farmers.

Infracycle Fiscal Solutions

InfraCycle Fiscal Solutions has been a leader in fiscal impact analysis, helping to establish financially sustainable communities, cost benefit analysis, evaluating financial policies, social impact analysis and community impact analysis since 1995. Our software solutions incorporate evaluation of land use, life cycle cost of all tangible capital assets, revenues from all sources which provide realistic and reliable results.

policies. The software calculates the lifecycle cost of all tangible capital assets, administration, community services and revenues from all sources. The software has saved our clients millions of dollars and significantly increased revenues by making better planning, infrastructure and policy decisions. The software is used to determine if a land use plan is financially sustainable and what measures are needed to correct net loss and improve fiscal performance. InfraCycle software has been in use since 1995 and it is used by municipalities and land developers to complete analysis such as: • Fiscal strategies to achieve a financially sustainable community • Increasing net revenues of land use plans and development proposals • Evaluate fiscal impact of resort developments and golf course communities, mixed use developments • The fiscal impact of Growth Strategies • The fiscal implications of Annexations • Site specific development proposals • Evaluation of innovative developments • Economic Development targeting land uses that increase net revenues • ·Improve fiscal performance of Business Parks and Employment Areas

InfraCycle Software is a fiscal impact decision support tool. All municipal expenditures and revenues result from changes in land use. InfraCycle calculates the financial “net loss or net gain” of land use plans and municipal

www.bremnercommon.ca February 11, 2013

&Co Architects

Sweeny Sterling Finlayson &Co Architects (&Co) is a Toronto-based, collaborative design and planning studio that operates at the juncture of architecture, urban design, and planningâ&#x20AC;&#x201D;in an emerging practice known as integrated urbanism. The practice addresses communities within the broader social, environmental, and cultural processes and systems that constitute them; recognizing that successful places are integral to city economies. As a professional practice, &Co is unique in the ways it looks to bring these issues to bear in the design and revitalization of neighbourhoods and in the framing of civic, institutional, and architectural strategies. Founded in 1987, &Coâ&#x20AC;&#x2122;s 40-strong team practice have complemented their core practice of architecture, urban design and planning with experience in real estate development, sustainability, cultural planning, place making, brand management and information design. Since then, the practice has won national and international recognition for projects rooted in revitalization, functionality, and design. We use the tools of integrated design thinking to clarify value systems, bridge disciplines, open new possibilities, and

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generate rapid innovation. Our interdisciplinary design and planning approach incorporates flexibility and adaptation; delivering realistic solutions. Our goal is to develop deeper, richer, more sustainable models of value. True sustainability means creating strong, healthy communities through the integration of physical planning and design, and social, economic and environmental efforts. These communities offer a mix of uses enabling a strong quality of life, which in turn ensures their long-term viability and ongoing stewardship of the earth. We base our sustainable practice in measured results: our firm is a member of the Canadian Green Building Council and half of our architects and designers are LEED accredited. &Co is known for its innovative approaches to large scale planning projects, incorporating change over time as opposed to fixed master planning. &Co have worked with Dillon on a variety of complex planning projects across Canada and internationally including the Jubail Industrial Area Urban Design in Saudi Arabia, Inspiration Port Credit, the Hamilton Airport Employment Growth District and the Lawrence Heights Development Master Plan in Toronto.

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The Co-Design Group

The Co-Design Group is an informal association of artists based in Vancouver and Calgary who come together to help communities to envision their future. Founded in 1979 the group has conducted an estimated 400 public design workshops to date throughout British Columbia and Alberta. Members of the Group co-authored the book Co-Design, VNR New York 1989, which is still cited worldwide as an authoritative guide to public engagement. Citizens contribute to the design criteria on the behavioural function of the plan and on the environments to enhance their activities. They speak as experts in how they wish to experience their round of life, and how they would use the areas if it were suitably designed. They rate the features of the drawings to show the degree of convergence in the community for the ideas generated. Their responses give decision makers community wisdom on communal values as guidance in assessing planning proposals. The process is brief and thorough. The responses give planners design criteria to guide their technical designs. One planner referred to the co-design drawings as a, ‘reality check’ on the way their work was heading. People find co-designing to be an easy entry into planning dialogue as they are engaged creatively in producing their collective vision. They see their ideas drawn while they describe the future scenes they have in their mind’s eye. Participants are able to communicate their ideas to the artist in an unhurried conversation, where the shy, quieter, voices can be heard. The drawings help to engage people with language difficulties. Participants become engaged in the creation of the drawings, and regard them as their own, and when they see their ideas included in the plan they adopt the plan as their own, and they regard the planners as talented creative experts who have advanced their ideas toward reality. People tell us that they enter planning workshops in a state of anxiety and leave relieved and happy. We have been told that we should call ourselves social therapists. We have earned a reputation for calming conflict between the planners and community, and enabling harmonious planning dialogue to develop results.

AWARDS The Stanley King and the Co-Design Group have received national and international recognition and awards: • Architecture Canada RAIC Foundation Award for the Youth Manual on Sustainable Design, 2010 • National Honour Award by the Canadian Society of Landscape Architects, 2006, for the Calgary Memorial Drive (In association with Stantec Consultants Ltd) • Award of Excellence in 2001 for the Bow Valley Concept Plan from the Community Planning Institute of Canada • Award of First Place by the Alberta Municipalities Association to the village of Vilna for development of a transferable process that combined Co-Design visioning with the Resource Team Session of the Alberta Main Street Programme • Organization of the Year 2000, Honourable Mention from the International Association of Public Participation • Barbara Dalrymple Award for Lifetime Community Service, 1998 from the Architectural Institute of BC • Work with Youth on Sustainable Development, Honourable Mention in 1997 by CMHC • Commendation in 1990 for work with handicapped youth from the Alberta Premier’s Council.

www.bremnercommon.ca February 11, 2013

Our Project Team Game, Set, Match, Bubbly. When you bring the Bremner Common to the game you can bet on winning

Read on to learn about all project team members that will will work in collaboration to complete the Bremner Growth Management Strategy. Dillon Consulting Limited will act as the lead consultant with the support of Chaordix, &Co, CoDesign Group, and Infracycle Fiscal Solutions. Identified on the following pages are the project team member names, assigned project role, credentials, and a listing of projects where each have worked as part of a team to successfully complete a similar role. Details on lead consultant and subconsultant staff hourly rates, hours assigned, and tasks assigned can be reviewed in the detailed budget table submitted under separate cover.

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The Bremner Common will be led by key project team members taking on specific and essential functions as part of an overall multi-disciplinary team. The Project Manager, Project Coordinator, Functional Team Leaders, and Strategic Advisors have been identified with a biography and a detailed description of their role. RFP #13.0553 does not mention the requirement for submission of detailed project team resumes; however, we felt that it was important for you to understand the skills and expertise of all team members. Detailed resumes for all team members have been submitted as a separate document. The detailed resumes are also available for your review at www.bremnercommon. ca.

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Project Team Members, Roles, and Qualifications Project Member & Role

Relevant Project Experience Project Management & Coordination

Jagdev Shahi, Project Manager, Dillon Consulting

Dip. NRM, B.Sc. NRM, B.Sc. EP, RPP, MCIP

Audrey Lebel Désorcy, Project Coordinator, Dillon Consulting

DCS Admin., B.B.A.

• • • • • • • • • • • •

Hidden Valley Golf Resort & Area Land Use Assessment, SRDL, 2012 Wheatland County Growth Management Strategy, Wheatland County, 2011 Comprehensive Growth Strategy, City of Airdrie, 2011 Parsons Creek Community Vision and Design Brief, Regional Municipality of Wood Buffalo, 2010 Commercial and Industrial Land Use Study, Regional Municipality of Wood Buffalo, 2010 Envision Wood Buffalo ICSP, Regional Municipality of Wood Buffalo, 2009 Fort McMurray Fringe Area Development Assessment, Regional Municipality of Wood Buffalo, 2007 Social Well-Being Assessment and Framework, Town of High River, 2012 Municipal Census 2012, Regional Municipality of Wood Buffalo, 2012 Industry Consultation Program, Fort McMurray First Nation, 2012-current Prairie Sky Resource Centre, BFI Canada, Blackie, Ab, 2011-2012

Project Advisory Team Les Humphrey, Strategic Advisor-Urban Design & Land Development, Dillon Consulting Ann Joyner, Strategic Advisor - Community Sustainability & Performance Measurement, Dillon Consultin

BES, M.Arch, RIBA

• • • •

Shawnee Park Outline Plan, Geo Energy Enterprises Ltd,Calgary, 2010 City and County of Red Deer Joint Planning Initiative, Red Deer, 2008 Overview of development constraints for the MD of Rocky View, Carma developers, 2007 Lacombe LRT Station, Fish Creek Park, 2011

M.E.S., B.Sc.

• • • •

Growth Management Study, Municipality of Clarington, 2011-Current Growth Management Study, Dufferin County, 2011 Integrated Community Sustainability Plan, Regional Municipality of Wood Buffalo, 2010 Growth Related Integrated Development, City of Hamilton, 2007

• • •

Stuart Park Design, Detailed Design and Project Oversight, City of Kelowna, 2011 Tynehead Trail, Design Development and Construction, Metro Vancouver, 2010 South Fraser Perimeter Road, Landscape Design and Construction Project Oversight, Fraser Transportation Group, BC, 2011 Region of Waterloo Bicycle Master Plan Update (3 Major Urban Centers (Kitchener, Waterloo, Cambridge) and several rural Townships), Regional Municipality of Waterloo, 2000

Kenneth Buck, Strategic Advisor - Landscape Architecture & Environmental Design, Dillon Consulting

M.L.Arch., B.E.S.

Rory Baksh, Strategic Advisor Land Use Planning & Policy, Dillon Consulting

BAA (urban and regional planning), MCIP, RPP

• • • •

City of Kawarth Lakes Secondary Plans, City of Kawarth Lakes, Current Land Use Plan, Tlicho, 2011 Saline Creek Strategic Outline Plan, Regional Municipality of Wood Buffalo, 2010 Industrial City Master Plan, Jubail, 2009

Jim Gibson, Strategic Advisor - Digital Engagement, Chaordix

B.Comm, MBA

• • • •

Market Insight Project, KPMG,UK, 2012 Market Insight project, LexisNexis, UK, 2012 Brand Strategy Project, Subway, 2012 Brand Strategy Project, American Airlines, 2012/2013

•

www.bremnercommon.ca February 11, 2013

Engagement, Communication, & Graphic Design Team Barbara Samuels, Team Leader - Engagement, Communication, & Graphic Design, Dillon Consulting

B.Sc., M.Ed., PhD

Karin Van Scoyoc, Stakeholder Database Specialist, Dillon Consulting

• • Dipl. PA/ISD • •

•

Engage! policy, City of Calgary, 2003 Stakeholder Engagement Plan, Private Developers, Okotoks, 2011 Maximizing the Alberta Advantage 2020, Roundtables and Workshops, Alberta Energy and Oil Sands producers, 2009 Alberta’s Debt and Deficit, Public Travelling Roundtables, Alberta Government FileMaker Database / Shawnee Park, Developer, Calgary, Current FileMaker Database / Oil and Gas Marketing Strategy, Dillon, Current MYSQL Database / Script Library Database, Saskatchewan Drama Association, 2012 SQL Database / Online Parts Catalogue, Tri Colour Graphics Inc., 2010

• •

USAID Grand Challenges for Development, US Agency for International Development-US State Dept, Current Crowdsourcing Stakeholder Engagement Strategy, World Wide Fund for Nature, Switzerland, 2011-2012 Crowdsourcing Initiative Mobile Volunteering, Orange Telecoms, UK, 2010 Sun Shine Projects, Sun Times Foundation Trust, Chicago, 2011

M.Ed

• • •

Doctoral Research, Royal Roads University, 2011-Current Adjunct Professor & Industry Chair, MRU, U of C, SAIT, 2004-Current Assistant Professor, Lecturer and Curriculm Designer, Mount Royal University, 2004-2012

B.Comn

• • • •

Comprehensive Community Plan Brochure, Fort McMurray First Nation, 2012 Municipal Census 2012 Report, Regional Municipality of Wood Buffalo, 2012 Social Sustainability Framework, Regional Municipality of Wood Buffalo, 2012 Social Well-Being Assessment and Framework, Town of High River, 2012

Randy Corke, Digital Engagement Strategist Chaordix

MBA, BA

Sharon McIntyre, Question Design and Analysis Chaordix Amanda Howard, Graphic Design, Dillon Consulting

• • •

•

Urban Design & Development Team Mark Sterling, Urban Design & Development Team Lead, &Co

• B.Es, B.Arch, • OAA, MCIP, • RPP •

Lawrence Heights Development Master Plan, City of Toronto, 2006-current West Don Lands Public Realm Master Plan, City of Toronto, 2007-current Hamilton Airport Employment Growth District, City of Hamilton, 2010 Visualization Massing and Height Study, Town of Newmarket, 2009

B.Arch, Chris Hardwicke, B.ES., B.A., Urban Design & RPP, MCIP, Development, &Co FIUD

• • • •

Inspiration Port Credit, City of Mississauga 2012-Current Complete Streets by Design, City of Toronto, 2012 Highway 48 Growth Plan, City of Markham, 2012-current Northdale Community Improvement Plan, City of Waterloo, 2011

Brendyn Seymour, Urban Design & Development, Dillon Consulting

BA (Hons), MAUD (Dist.), RPP, MCIP

• • • •

Sylvan Lake Area Structure Plan, Lacombe County, 2010 NE Sector Plan, City of Swift Current, 2012 Horseshoe Lands Area Structure Plan, Moondance Land Company, 2006-2007 West Campus Lands Detailed Master Plan, University of Calgary, 2012-Current

Stanley King, Youth Workshop/ Illustration, CoDesign

Dip.Arch, M.Arch, MAIBC (Retired), MRAIC

• • • •

Boom Town Trail, Workshop, Youth Program and Strategy Session, Alberta, 2012. Block 51, Robson Square Design Workshop, Vancouver, 2012 Streets into Gardens, Street-workshop, Vancouver Board of Parks and Recreation, 2012. Bearspaw Residential Development Design Workshop, Watermark Development, Alberta, 2008.

Susan Chung, Youth Workshop/ Illustration, CoDesign

B.Sc., Biology, B.Ed., M.Ed.

• • • •

Block 51, Robson Square Design Workshop, Vancouver, 2012 West Vancouver Waterfront, Design Workshop, Vancouver, 2012 VIVA Vancouver, Street-workshop, Vancouver, 2011 Ambleside, Series of Workshops, West Vancouver, 2011.

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Merinda Conley, Youth Workshop/ Illustration, CoDesign

Dip Arch. Tech (Hon), CET, M.E.Des, MRAIC, MAAA (Int.), AIA Gold Medal

• • • •

Land Use Planning and Policy, & Performance Measurement Team Alex Taylor, Team Leader - Land Use Planning and Policy, Dillon Consulting

B.A., M.U.P., RPP, MCIP

• • • •

Regional Growth Management Strategy, County of Vermilion River, 2012 - Current MDP Review, Wheatland County, 2012 - Current Green Space Master Plan, City of Camrose, 2011 - Current 4 Area Structure Plans, Wheatland County, 2009 - 2012

Sari Liem, Social Planning, Dillon Consulting

M.PL, B.A. (Hons.) Geography

• • • •

Social Well-Being Assessment and Framework, High River, 2012 Social Sustainability Framework, Regional Municipality of Wood Buffalo, 2012 Community Needs Assessment, United Way of Calgary, Strathmore, 2012 Integrated Community Sustainability Plan, Regional Municipality of Wood Buffalo, 2010

• • •

Social Well-Being Assessment and Framework, High River, 2012 Secondary Plans, City of Kawartha Lakes, 2012-Current Official Plan Review and Growth Management Strategy, Municipality of Clarington, 2009-Current Hamilton Airport Employment Growth District Secondary Plan, Sustainable Framework and Infrastructure Master Plans, City of Hamilton, 2011

Eniber Cabrera, Land Use Planning MA, MCIP, & Performance RPP, LEED Measurement, Dillon Consulting

•

Geographic Information Systems (GIS) & Computer-Aided Drafting and Design (CADD) Team • • •

Eric Hertzman, GIS BA, Dip. Specialist, Dillon Urban Consulting Studies

Craig Pass, CAD CAD Coordinator

•

P.L.(Eng.)

• • • •

Green Space Master Plan, City of Camrose, 2011-Current Maplewood Environmental Strategy, North Vancouver District, 2012 Mapping Changes in Businesses in the Downtown Eastside, Vancouver Economic Commission, 2002-2008 Maps and Analysis of Spatial Data for Seniors’ Vulnerability Report, Social Planning and Research, Council of British Columbia (SPARC) / United Way, 2010 Prairie Sky Resource Centre, BFI Canada, Blackie, Ab, 2011-2012 Calgary Sustainable Streetscape Project, City of Calgary, 2009 Rundle Community Drainage Improvements, The City of Calgary, Current Lakeview Storm System Improvements – Phase 2, The City of Calgary, 2011

Natural Environment Management & Atmospheric Science Team • Kiley Gibson, Biologist, Dillon Consulting

B.Sc., B.I.T

• • •

Ravi Mahabir, Air Quality & Carbon Management Specialist, Dillon Consulting

• B.A.Sc. (Hons)

• • •

East Calgary Landfill and Saddleridge Parks Depot Biophysical Impact and Wetland Functional Assessments, Delcan Corporation, Calgary, 2012 Prairie Sky Resource Centre, BFI Canada, Blackie, Ab, 2011-2012 Rural Municipality of Wood Buffalo Growth Areas, Regional Municipality Wood Buffalo, 2009-2010 Clearwater Legacy Park Biophysical Impact Assessment, City of Calgary, 2009-2010 B.A.Sc. (Hons) Carbon Mitigation, Assessment and Decision Making tool, City of Calgary, 2012 Carbon Footprinting and Assessment of Progress in Achieving Plan Target, Township of Langley, 2012 Low Carbon and Climate Resilient Development within Caribbean tourism sector, CARICOM Climate Change Centre, 2011-2012 Sustainable Neighbourhood Action Plan, (County Court) GHG Assessment, TRCA, 2012

www.bremnercommon.ca February 11, 2013

Fiscal Impact Analysis Team Ray Essiambre, Data Analyst, InfraCycle Software Ltd.

MCIP

Peter Evans, Data CDI Analyst, InfraCycle College Software Ltd.

• • • •

Fiscal Baseline of the Town of Canmore, Town of Canmore, Ab, 2012-2013 Fiscal Impact Analysis of Three Sisters Mountain Village, Town of Canmore, Ab, 2012-2013 Fiscal Baseline of Parkland County, Parkland County, Alberta, 2009-2011 Fiscal Impact Evaluation of New Town Proposed at Seebe,Municipal District of Bighorn, Alberta, 2009-2010

• • •

Fiscal Baseline of The Town of Canmore, Town of Canmore, Ab, 2012-2013 Fiscal Impact Analysis of Three Sisters Mountain Village, Town of Canmore, Ab, 2012-2013 Fiscal Baseline of The Town of Wolfville, Nova Scotia, 2012-2013 Sustainable Infrastructure, Buildings, and Facilities Team

Darryl Harty, Engineering & Facilities Team Leader, Dillon Consulting Adam Sullo, Water & Wastewater Engineer, Dillon Consulting Gordon Poon, Transportation Engineer, Dillon Consulting

B.Sc., P.Eng.

• • • •

Calgary International Airport, Calgary Airport Authority, 2009 – Current Coronet Place Subdivision, Rose Country Estates, 2010-2011 Hanson Park, D.J. Wills Holdings, 2008-2011 Lake Chaparral, Evergreen and Chaparral Lands Subdivisions, Calgary, Genstar, 2001-2007

P.Eng.

• • • •

Kent Bridge Road Watermain Study, Chatham-Kent Public Utilities Commission, 2012 Forest Sewage Master Plan, Town of Forest, 2007 Highgate Stormwater Servicing Analysis, Municipality of Chatham-Kent, 2009 Blenhem Sewage Lagoons, Chatham-Kent Public Utilities Commission, 2009/2010

• •

Highway 20/781 Planning Study, Alberta Transportation Central Region, 2009-Current City of Humboldt Highway 5 Transportation Needs Assessment, Saskatchewan Ministry of Highways, 2013 SCN Road Conditions Assessment, Samson Cree First Nation, 2012 Highway 16 Twinning Functional Planning Study from Clavet to Elstow, Saskatchewan Highways and Infrastructure, 2010-2011

P.Eng.

•

Deerfoot South Aviation Park Phase 3, Stormwater Management, Calgary Airport Authority, Current Siksika Industrial Park, Stormwater Management, Siksika Resource Developments, 2012 Tropical Storm Allison Recovery Project, Harris County Flood Control District, Houston, Texas, 2002-2004 Oyster Creek Watershed Study, Fort Bend County, Texas, 2003

MUP, RPP, MCIP

• • • •

Wood Buffalo Transit Contract Bid, PWTransit, Canada, 2012 Brampton Transit Züm Support Service, Brampton Transit, 2011-2012 Billy Bishop Airport Strategic Transportation Master Plan, Toronto Port Authority, 2012 Inspiration Port Credit Community Plan, City of Mississauga, 2012

P.Eng., MBA

• • • •

Integrated Solid Waste Management Plan, District of North Vancouver, 2012 Recycling and Waste Reduction Program, BC Liquor Distribution Branch, 2012-Current Solid Waste Management Program, Langley Events Centre, 2012-Current Guidelines for Solid Waste Reduction in Stadiums, Metro Vancouver, 2009

Sandra Warren, Water Resources Engineer, Dillon Consulting

B.A.Sc., B.A

Dennis Kar, Transportation Systems Planning, Dillon Consulting Linda Parkinson, Waste Management Engineer, Dillon Consulting

• •

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February 11, 2013

Graphic Design - AMANDA HOWARD

QuesƟon Design & Analysis - SHARON MCINTYRE

Digital Engagement Strategist - RANDY CORKE

Stakeholder Database Specialist - KARIN VAN SCOYOC

Team Lead - BARB SAMUELS

ENGAGEMENT, COMMUNICATION & GRAPHIC DESIGN

Digital Engagement - JIM GIBSON

Land Use Planning & Policy - RORY BAKSH

Landscape Architecture & Environmental Design - KENNETH BUCK

Commmunity Sustainability & Performance Measurement - ANN JOYNER

Urban Design & Land Development - LES HUMPHREY

STRATEGIC ADVISORS

InfraCycle SoŌware Ltd.

&Co

Co-Design

Chaordix

Dillon ConsulƟng Limited

Urban Design & Development - BRENDYN SEYMOUR Youth Forum/IllustraƟon - STANLEY KING

Land Use Planning & Performance Measurement - ENIBER CABRERA

Data Analyst - PETER EVANS

Waste Management - LINDA PARKINSON

TransportaƟon Systems Planning - DENNIS KAR

Water Resources Engineer - SANDRA WARREN

TransportaƟon Engineer - GORDON POON

Data Analyst - RAY ESSIAMBRE Water & Wastewater - ADAM SULLO

CAD Coordinator - CRAIG PASS

GIS Specialist - ERIC HERTZMAN

GEOGRAPHIC INFORMATION SYSTEMS (GIS) & COMPUTER-AIDED DRAFTING (CAD)

Air Quality & Carbon Management Specialist - RAVI MAHABIR

Biologist - KILEY GIBSON

FISCAL IMPACT ANALYSIS Team Lead - DARRYL HARTY

SUSTAINABLE INFRASTRUCTURE, BUILDINGS, AND FACILITIES

Youth Forum/IllustraƟon - MERINDA CONLEY

Youth Forum/IllustraƟon - SUSAN CHUNG

Architecture & Urban Design - MARK STERLING

Team Lead - CHRIS HARDWICKE

SUSTAINABLE COMMUNITY DESIGN & DEVELOPMENT

LEGEND

Social Planning - SARI LIEM

STRATHCONA COUNTY

Working Group (WG)

Team Lead - ALEX TAYLOR

LAND USE PLANNING AND POLICY, & PERFORMANCE MEASUREMENT

Project Coordinator - AUDREY DÉSORCY

Project Manager - JAGDEV S. SHAHI

Project Manager

NATURAL ENVIRONMENT MANAGEMENT & ATMOSPHERIC SCIENCE

STRATHCONA COUNTY

Steering CommiƩee (SC)

ORGANIZATIONAL CHART

Flow chart created by Dillon ConsulƟng Limited on behalf of Bremner Common. For proposal purposes only.

More About Our Key Team Members Jagdev S Shahi Dip. NRM, BSc. NRM, BSc. EP, RPP, MCIP – IAP2 Practitioner Jagdev is an accomplished project manager and environmental planner at Dillon with over 10 years’ experience in community and regional planning, public participation, and natural resources management; he is also a full member of the Canadian Institute of Planners, a certified Project Manager through the Project Management Institute (PMI), and a certified facilitator through the International Association for Public Participation (IAP2). His experience is diverse and includes growth management planning, sustainable community planning and design, socio-economic inventory and assessment, policy research and analysis, and public engagement program development. Combined with his strong project management skills, Jagdev has considerable training and experience leading diverse project teams. He has led the successful completion of several medium and large scale land use and research projects. He has utilized his skills and experience in the recent and successful completion of a Community Vision and Design Brief for a 5,000 acre Greenfield site in the Regional Municipality of Wood Buffalo (AB), a Regional Growth Management Strategy for Wheatland County (AB), and a land use assessment and conceptual design project for an area totaling 17 km2 surrounding the Hidden Valley Golf Resort in southern Alberta. As a career highlight, Jagdev was the Project Director for one of the largest Integrated Community Sustainability Plan (ICSP) initiatives in Canada, Jagdev was responsible for a project budget of over $600,000, providing leadership to 13 municipal project staff and specialized sub-consultant teams, as well as directing the development and completion of a total of 24+ public consultation sessions in seven communities. In his role as Project Director, he also initiated a national and international best practices review of community sustainability process plans, oversaw the development of seven community-based research reports, and development of the final ICSP report which included vision and sustainability principles, regional goals, community indicators, regional and community level action plans, and tools for municipal implementation. He is currently utilizing all of his skills and experience as he delivers on projects for a variety of public and private sector clients. Jagdev will be Project Manager and the main point of contact for Strathcona County. He will manage the project cost, schedule, scope, quality of deliverables and Strathcona County expectations. As the Project Manager his responsibilities will also include asking penetrating questions, detecting unstated assumptions and resolving any conflicts, ensuring necessary communication and coordination among all team members, participating in stakeholder and community engagement events, as well as more general management responsibilities.

Audrey Lebel Désorcy B.B.A. Audrey has Bachelor degree in Business Administration and is a multi-disciplinary project coordinator at Dillon with six years of related professional experience. Since joining Dillon, she has worked on numerous projects with various clients in the resource, industry, real estate, and government sectors. Audrey’s expertise includes defining and understanding project goals, deadlines, and budgets to best allocate resources, benchmarking, scheduling project deadlines, and general project coordination. Audrey will be the Project Coordinator and will be responsible for action tracking and follow-up; liaison between the Dillon team, the client and sub-consultant; participation and attendance at project team meetings; documentation preparation and submission coordination; participating in stakeholder and community engagement events; review of the communication materials; coordination, oversight and coordination of figures and visual presentation.

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Barbara A. Samuels B.Sc., M.Ed., PhD Barb is an engagement and communications specialist at Dillon Consulting. Barb’s background is in planning, policy and program development, information architecture and large-scale national and local public consultations, facilitated dialogues and workshops. Her work assists decision-makers in recognizing the importance of stakeholder consultation and the role it plays in governance of organizations and assisted in weighing the influence of public participation as policy is developed and new strategic directions are considered. Barb also works together with project teams when effective public consultation or stakeholder engagement or dispute resolution processes are required to mitigate the potential risks of resistance, objection, conflict or outrage that may delay or block approvals to a project’s goal. Barb’s work is in supporting industry and organizations in difficult conversations by paying attention to the architecture of information messaging through the creation of understandable and effective materials to inform stakeholders and engage them in dialogue. Barb will be the Team Leader for Engagement, Communication, and Graphic Design. She will act as project manager support and secondary contact; lead the initial development and final design of the engagement and communications plan; lead the discussion with Strathcona County in the development of Questions that Matter and supporting discussion briefs; provide leadership and direction to her functional team regarding documenting processes, traditional engagement, and project engagement events; and provide quality control on all communications and graphic design components of the project.

Randy Corke MBA Randy leads the Crowdsourcing Advisory Services practice for Chaordix, advising clients and partners on the development of innovative crowd-based strategies, business models and programs. Randy divides his time between the Boston and Calgary offices. Over his four plus years with Chaordix, Randy has worked with organizations around the world to conceptualize how crowd engagements can be developed to accomplish specific business or organization objectives. He is an expert in ways businesses can leverage the concepts of social media and crowd contributions to generate true business value. Prior to Chaordix, Randy helped lead numerous new technology companies to success. He was a co-founder of RPM Communications, which created innovative mobile blogging/social media services. Previously he was founding VP Marketing for SoundBite Communications (IPO 2007), pioneers in interactive voice messaging, and for Quack.com which launched the world’s first voice portal in 2000 which was acquired by AOL. Randy also held VP and CMO roles for enterprise software companies including Signiant and Praxis International (acquired by Lakeview Technology). Randy has been is a speaker at multiple industry conferences and events. Randy will be the Digital Engagement Strategist. Randy will lead the initial development and final design of the crowd sourcing platform; assist the team in the discussion with Strathcona County in the development of Questions that Matter and supporting discussion briefs; provide leadership and direction to supporting staff regarding digital engagement processes ensuring direct links and parallels with traditional engagement activities; and provide quality control on all digital communications of the project.

www.bremnercommon.ca February 11, 2013

Sharon McIntyre M.Ed. Sharon leads all Chaordix marketing functions and question design/analysis teams, ensuring that the engagement guides participants to uncover the deep insights sought by Chaordix’s clients. Her background as a highly experienced marketing professional and doctoral social science researcher gives her unique understanding of how crowds can be effectively tapped to identify themes, trends, preferences and needs beyond what can be derived from traditional engagement techniques. Sharon has specialized professionally in high-tech industry marketing and branding strategy, she also researches, writes, teaches and speaks about the intersection between location, innovation and technology. Sharon has shared her passion for marketing and creativity with global corporations, start-up enterprises, public sector organizations, and students for 20+ years. She has held senior marketing positions and consulted in a variety of domains including crowdsourcing, business software, oil & gas technologies, housing, telecommunications, publishing, and the arts. In her role as Assistant Professor (Marketing) in the Bissett School of Business at Mount Royal University, she drove a complete curriculum reform to build an innovative undergraduate marketing program with her colleagues. Sharon has lived and worked internationally, communicates in English and French, and holds dual Canadian and Irish (EU) citizenship. Sharon will be the Digital Question Design and Analysis Specialist. Sharon will lead the initial development and final design of all crowd sourcing content; lead the transition of converting traditional engagement opportunities to effective online dialogue, polls, and queries; ensure that digital engagement processes appropriately link and parallel with traditional engagement activities; and lead the monitoring and analysis of digital engagement outcomes.

Chris Hardwicke B.Arch B.ES. B.A., RPP, MCIP, FIUD M.Ed. Chris is a Senior Associate of Sweeny Sterling Finlayson &Co Architects (&Co), a Registered Professional Planner and an Urban Designer with over 14 years of experience. He is a Fellow of the Urban Design Institute in New York, a Recognized Practitioner in Urban Design in the UK and a member of the Council for Canadian Urbanism. His commitment to city building is internationally recognized through award winning projects such as the Waterfront Master Plan for Kaohsiung, Taiwan; exhibitions at the Van Alen Institute in New York; and, publications such as GreenTOpia: Towards a Sustainable Toronto. His recent public space study for the City of Saskatoon won the Premier’s Award for Excellence in Community Planning, the Canadian Institute of Planners New and Emerging Planning Initiatives Award and the International Downtown Association’s Award of Merit. Chris combines his university training in Fine Art, Environmental Studies, and Architecture to bring integrated design thinking to complex urban projects. An accomplished facilitator and an inspiring speaker, Chris has spoken about healthy cities worldwide. He is a sessional lecturer at the University of Toronto and serves as a member of the Downsview Park Design Review Panel and the Toronto Centre for Active Transportation. Chris will be Team Leader for Urban Design and Development. Chris will lead the initial development and final design of the Bremner Plan Area and test criteria; lead the mini-design charette process, testing of scenarios, and final conceptual design; provide guidance and oversight into the development of 3D visualizations; and provide support to the Land Use Planning and Policy, and Performance Measurement Team.

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Alex Taylor M.U.P., RPP, MCIP Alex is an accomplished Community Planner and Project Manager. Since joining Dillon in 2006, Alex has led planning and public engagement projects across Alberta and BC. He is a full member of the Canadian Institute of Planners (CIP) and Planning Institute of BC (PIBC), and an associate member of the Alberta Professional Planning Institute (APPI). In Alberta, Alex is currently leading a series of plans and strategies for the City of Camrose and Counties of Vermilion River and Wheatland. One of his recent projects, the Open Space Master Plan for Red Deer County, AB, was recognized for its innovation by the Canadian Society of Landscape Architects, Alberta Professional Planning Institute and the Alberta Recreation for Life Foundation. In BC, Alex is currently leading the development of a Parks and Open Space Strategy for the City of Richmond, the Maplewood Environmental Strategy for the District of North Vancouver, and a Pond Management Strategy for the City of Langley. He is also lending planning and public engagement support to waste management projects for the City of Surrey and District of North Vancouver. Alex is a graduate of the McGill School of Urban Planning, and also has a B.A. in Geography from the University of Calgary. Prior to joining Dillon in 2006, Alex worked in Calgary’s energy industry as an environmental and GIS contractor, and for the City of Calgary as an Environmental Consultant and a Land Use Planning and Policy intern. Away from work, Alex is the treasurer of the CIP Planning Student Trust Fund, a member of PIBC’s South Coast Chapter Events Committee, and an oral examiner for PIBC. Alex will be Team Leader for Land Use Planning and Policy, and Performance Measurement. Alex will lead the initial development and final reporting of baseline socio-economic, population, environmental, and demand analysis; lead policy review process; participate in stakeholder and community engagement events; and provide support to the Urban Design and Development Team.

STANLEY KING Dip.Arch (Leics), UK, 1953, M.Arch (Brit.Colom), 1971, MAIBC (Retired), MRAIC Stanley King is Founder President of the Co-Design Group and creator of the Co-Design process. General architectural practice in England and Canada 1953-96. He was administrative architect for Montreal’s 43-storey CIBC skyscraper in 1962-63. Concept designer for EXPO 67 his drawings and designs were exhibited nationally and internationally by the Government of Canada. Stanley taught courses at Simon Fraser, University School of Environmental Education, (197176), and at University of Victoria, Faculty of Environment, (1982-86). Program supervisor and Instructor, Architectural Technologies at The Southern Alberta Institute of Technology (1979-92). Founded and directed Co-Design Course of Advanced Urban Illustration, Calgary and Victoria (1981- 86). Received SAIT’s highest academic award, the Ralph T. Scurfield Award for Academic Achievement in 1990, and was nominated for International Professor of The Year in 1989 by the USA based Council for the Support of Education. Stanley King is an internationally recognized and published authority on public design participation, and a pioneer in developing methods of public dialogue. He designed the Co-Design process in research at the University of British Columbia 1968-71. His work has been featured by the National Film Board (Chairs for Lovers 1972) and nationally on CBC and CTV. King is author of the School Manual ‘Bringing Youth to Main Street’, The Alberta Main Street Programme Manual, ed. Merinda Conley, 2000) and principle author of the book Co-Design - A Process of Design Participation, Van Nostrand Reinhold, New York, 1989), and co-author with Susan Ng Chung of the Youth Manual for Sustainable Design, 2009. Stanley will be the lead Illustrator and artist. Stanley will work directly with the Urban Design and Development Team and lead the creation of hand drawn graphic illustrations and artistic renderings to help audience members visualize their visions for the Plan Area; lead the design, development and implementation of mini-design charettes for youth.

www.bremnercommon.ca February 11, 2013

Darryl Harty P.Eng. Darryl is an Associate and Municipal Engineer at Dillon with a strong background in land development engineering that has been developed over 20 years of experience in the management and completion of detailed designs and construction administration of various types of land development and municipal engineering projects. He has been involved in the design, project management and construction of both commercial and residential subdivisions, and municipal infrastructure projects throughout Alberta. Many of the projects have involved the management of a large multi-disciplinary or multicompany team. As part of many of these projects, he has been responsible for the design of the grading, watermains, sanitary and stormwater sewers, and shallow utility coordination. Darryl has taken projects from assisting in the planning stages to getting final sign-offs in as-builts and final acceptance certificates. Darryl is currently the Project Manager for Deerfoot South Phase 3, a 290 acre commercial subdivision at the Calgary International Airport, which includes apron access to the airfield and hanger construction. Darryl will be Team Leader for Sustainable Infrastructure, Buildings and Facilities. He will provide oversight during the collection of baseline information related to municipal hard and soft infrastructure; guide the analysis, design and testing of various scenarios by ensuring collaboration and open communication between the disciplines engaged for this project including sustainable energy, water and wastewater design, transportation engineering, transportation systems planning, water resources, and waste management; and ensure appropriate collaboration and communication with the Fiscal Impact Analysis team.

Ray Essiambre Ray Essiambre, President has 38 years’ experience in land use planning, community design, and fiscal analysis. He has also worked as a consultant in British Columbia, Alberta, Ontario, Quebec and the USA. His knowledge and experience as a municipal employee and private sector consultant lead to development of InfraCycle Software. Ray’s experience in Alberta includes the following. • City of Airdrie – Fiscal evaluation of 11,000 acre annexation including: modeling land use, community services demand analysis, lifecycle costing of all tangible capital assets and revenues to support future development. Fiscal Baseline and evaluation of several Area Structure Plans. • Town of Canmore – Fiscal Baselined the entire Town, fiscal evaluation of 16,000 acre Town at Build-out. Fiscal evaluation of 1,000 acre Three Sisters Mountain Village resort Community for PriceWaterhouseCooper. • Parkland County – Fiscal Baselined the entire County comprising 600,000 acres. Fiscal evaluation of 3 design options for the 10,000 acre Acheson Business Park. • MD of Bighorn – Fiscal Baselined the entire municipality comprising 660,000 acres. Fiscal evaluation of a New Town at Seebe with an estimate population of 8,000 people. • Various Land Owners – Fiscal evaluation of four proposed developments within Rocky View County. • City of Calgary – Fiscal evaluation comparing four neighbours comprising 1,000 acres each. Ray will be Team Leader for Fiscal Impact Analysis. He will provide oversight during the collection of baseline information related to municipal hard and soft infrastructure capital and operating costs; guide the analysis, design and fiscal analysis testing and life cycle costing of various scenarios; work in collaboration with the disciplines of water and wastewater design, transportation engineering, transportation systems planning, water resources, waste management during the testing of scenarios; and ensure appropriate collaboration and communication with the Urban Design and Development team.

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The below mentioned Strategic Advisors will be engaged throughout the project to provide insight, guidance, and challenge project outcomes to ensure the right approach is taken, and assist with quality assurance ensuring that Strathcona County receives the best deliverables possible.

Les Humphrey, BES, M. Arch, RIBA Strategic Advisor – Urban Design and Development

Les is an urban planner with more than 35 years of experience. His expertise includes subdivision and land use planning, commercial, industrial, and recreational sites, site planning and land use for residential, His reputation and standing at Calgary City Hall has been enhanced over the years as a community leader and long-serving civic board member. Les is best known for his large-scale physical planning projects, which have often been award winning, innovative and ground breaking in their approach and outcome. His subdivision and master planning projects are numerous and have included Deer Ridge, Sunridge and Horizon Business Parks, Siena Hills (Signal Hill), Woodlands, Wood Park Estates and, most recently, the Shawnee Park master planned residential community. For 19 years Les was appointed by Council as a Director of the Calgary Parking Authority - as Vice Chair and Chairman from 1986 to 1997 - and was responsible for the development of the major downtown parkades. In 2001 – 2004, he was the Assistant Director for Strategic Planning and Institutional Research at the University of Rhode Island implementing the University Master Planning and the redesigned transportation plan.

Jim Gibson, MBA Strategic Advisor – Digital Engagement

Jim brings 28 years of strategic thinking, client facilitation and pragmatic implementation ideas to Charodix customer and partners. As EVP of Global Markets, Jim is working hands-on with global customers and strategic partners to help them understand the value proposition of Crowd Sourced Market Intelligence. With KPMG UK in London, Jim is currently working with their global client delivery teams and solution designers in areas such as Finance, Consumer Marketing and the Public Sector to help create crowdsourcing solutions for some of the largest corporate customers in the world. Prior to Chaordix he was one of the founders and CEO of PURUS Technologies Inc. which established one of the world’s first Collaborative Decision Management platforms. Before PURUS, Jim was involved in private equity and management consulting. He started his entrepreneurial career at 27 when he helped start an information management and health care technology platform company which he sold 10 years later with 80 people.

Ann Joyner, MES, MCIP, RPP Stategic Advisor - Sustainable Development & Performance Measurement

Ann Joyner has close to 30 years of experience in the land use planning, environmental planning and assessment fields. Ann has worked in various communities in Canada as well as overseas in eastern Europe and the Caribbean. Ann’s most recent work focuses on integrating sustainable development and environmental protection into land use decisions at the strategic and site-specific levels. These projects have focused on supporting viable, long-term employment opportunities while developing attractive neighbourhoods with affordable hard and social infrastructure. Careful integration of new growth with existing communities is always a critical issue. Her approach is to work closely with community stakeholder groups to jointly explore objectives, land use and design alternatives. Ann’s most recent work includes working for the City of Pickering on a 4000 ha greenfield growth management study based on sustainability principles. This project began with development of a natural/cultural heritage framework and has progressed to the current stage of sustainable neighbourhood design. Land use and urban design options were created and evaluated in planning workshops and the plan was recently approved by Council. She is also working on the development of a sustainable planning framework for Hamilton’s Integrated Growth Management Study as well as planning policy for the new Official Plans for Chatham-Kent and Port Colborne.

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Continued

In the past year Ann has coordinated the process of selecting innovative sustainable infrastructure for the Regent Park Project in downtown Toronto as part of the GHK redevelopment planning team. This project is designing a mixed (50/50%) affordable housing and market community near the waterfront and Don River areas of the City. The team evaluated a wide range of sustainable practices for water, wastewater, stormwater, transportation, solid waste, district energy, buildings and public spaces. The selected suite of measures reduces the environmental footprint of the site by in-the-order of fifty percent and is financially feasible. Ann’s other on-going work on sustainable growth management strategies includes on-going development of CMHC’s Costing Model for Sustainable Community Infrastructure. Ann was also the Project Manager for Dillon’s input into the Sterling Finlayson Architects Strategic Plan for the Port Lands in Toronto. Dillon provided advice on sustainable infrastructure solutions within the TWRC Sustainability Framework context.

Kenneth W. Buck, BCSLA, AALA, OALA, CSLA, ASLA Strategic Advisor – Landscape Architecture and Environmental Design

Since 1975, Ken has provided a wide range of professional services to the public and private sectors as a design-build practitioner, as a design consultant, and in academic practice. The scope of his projects ranges from regional scale master plans to the preparation and implementation of detailed site design, construction drawings, and contract documents. Ken’s areas of professional interest include, sustainable design for open space systems, trails, greenways, and bikeway systems, visual landscape assessment, simulation and management, heritage design, rural and regional master planning and design, transportation and streetscape master plans, public consultation, and expert testimony.

Mark Sterling, IUD (fellow), OAA, RPP, MCIP Strategic Advisor – Architecture and Urban Design

A founding partner of Sweeny Sterling Finlayson &Co Architects, Mark is an award-winning architect, urban designer and professional planner. His expertise in city building at multiple scales, combined with his ability to bring diverse groups of people together, make him a strong guide to the designers who collaborate to build better communities. Currently Mark is leading major urban intensification projects in Toronto and Greater Toronto Area. He is the overall lead of the multidisciplinary consultant team for the Toronto Community Housing’s Lawrence Heights Redevelopment Plan, redeveloping a new 100-acre neighbourhood design that includes an incremental rebuilding of existing social housing stock. He also leads intensification strategies for the towns of Markham and Newmarket in response to the Province of Ontario’s Places to Grow legislation; and large-scaled planning and urban design projects such as the Campus Master Plan for the University of Toronto at Mississauga and the Birchcliff Community Plan for Build Toronto. In his previous capacity as Director of Architecture and Urban Design for the former City of Toronto, he was responsible for leading the development of multiple civic improvement projects and new urban design and planning frameworks for several of the city’s most important districts.

Rory Baksh, BAA (Urban and Regional Planning), MCIP, RPP Strategic Advisor – Land Use Planning and Policy

Rory is an Associate, senior planner and project manager at Dillon with 15 years of experience in long-range planning, preparation of Secondary Plans/OPAs, rural / town / urban / community planning, and public engagement. Rory has authored a wide variety of official plans, community plans, design guidelines, and zoning by-laws. He has extensive experience including being senior planner and/or project manager for the five Kawartha Lakes Secondary Plans, Hamlet of Birds Creek Secondary Plan, Perth Master Plan, Port Colborne New OP, Welland New OP, Windsor OP, Chatham-Kent New OP, Lakefield East/South Secondary Plans, and Milton CBD Secondary Plan. Rory is a seasoned facilitator and has designed / delivered a wide range of stakeholder consultation programs. He employs a variety of techniques to engage individuals, groups, and government organizations in dialogue that help shape positive change. He has facilitated design charrettes, workshops, focus group sessions, and table talks for official plans, secondary plans, strategic plans, and planning studies.

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February 11, 2013

Chicago Sun-Times

Good Day, Chicago Sunshine

he Chicago Sun-Times Charity Trust wanted to engage their readers and the citizens of Greater Chicago with not-for-proﬁt organizations focused on youth education, at

and civic engagement. The Chicago Sun Shine Project provided a platform for locals to nominate and inluence the selection of which charities, organizations and projects they felt the Sun-Times Media Foundation should suppot with up to $500,000 in total gants. Projec t Adver Team tiseme nt

OPPORTUNITY

IMPACT

The Chicago Sun-Times Charity Trust has been awarding grants to Chicago-region charities that support youth-related initiatives for 75 years. With so many worthy non-profits potentially eligible for awards from the $500,000 of available grant monies, the Trust wanted to engage Chicagoans to nominate worthy groups (big and small) and also provide citizens with an opportunity for ongoing conversation, input and feedback.

Many smaller charities received unprecedented visibility for their great organizations’ work and volunteer opportunities ... right alongside the larger non-profits. Ultimately 150+ excellent proposals were eligible, more than 20,000 people joined the online community and actively participated, and publicity for the various projects spread widely through social media and traditional publications. The rich analytics of the community’s conversations, votes and suggestions provided the Trust with unique insight to inform the selection of the grant recipients.

SOLUTION Chaordix worked with The Chicago Sun-Times Charity Trust to build and manage a dynamic crowdsourcing community: The Sun Shine Project. Following nominations, the Trust reached out to nominees, determined their eligibility, provided help with applications, and suggested ways to promote the charity’s ideas. Once the projects were made public, the crowd voted and commented, often providing feedback on ways the charity could enhance and update their proposal.

“We reached out to youth because we want to help them reach their highest potential ...” — Matthew Saleski Charity Trust Board of Trustees & VP Marketing & Business Development

Learn more: www.chaordix.com/our-work

Chaordix 411 - 11 Ave SE • Calgay, AB T2G 0Y5 • Canada • +1 403 263.2655 • www.chaordix.com • info@chaordix.com

Our Demonstrated Experience RFP Requirement

Our Demonstrated Experience - Demonstrated Planning Experience

Significant experience (firm and proposed team) in the preparation of planning strategies for large land areas.

Over the past few years, Dillon has completed dozens of comprehensive planning exercises for large areas of land in Alberta and elsewhere in Canada. This experience includes comprehensive Area Structure Plans for Parsons Creek and the West Growth Area for the Regional Municipality of Wood Buffalo (2009-2010), and Growth Management Strategies for Wheatland County (2011), City of Airdrie (2007/2010) and Town of High River (2009/2010); and the Lacombe County Sylvan Lake Area Structure Plan (2010). Dillon is currently developing a growth management strategy for the County of Vermilion River.

General familiarity with Strathcona County and the provincial regulatory framework for land use planning.

To demonstrate how well we measure up to the RFP’s selection criteria for both public engagement and planning services, we have provided examples of our project teams demonstrated experience for each of the RFP requirements.

All of Dillon’s planning projects in Alberta are required to follow the Alberta provincial regulatory framework for land use planning. Since 2004, members of our project team have been closely involved in the regulatory changes: from industry lobbying for an updated provincial regime around land use, development of the Land Use Framework (as reviewers); to closely following the Land Stewardship Act and creation of regional plans. Over the years we have worked with numerous clients who have sought regulatory approvals from Strathcona County. We were invited to be trusted advisors to many resource companies to help them manage the regulatory relationship and the regulatory requirements of the County from development permits to approvals for industrial operation in the Alberta Industrial Heartland (AIH).

Experience in presenting planning strategies and statutory plans to municipal Councils.

The vast majority of our planning projects are prepared to be approved by municipal councils, for information, or as statutory bylaws. For most projects, we work very closely with councils, via informal project workshops, progress and final draft plan and strategy presentations, and formal public hearings. For example, members of the Dillon team are preparing for one of the largest land use amendments in The City of Calgary’s history - The Shawnee Slopes Redevelopment project, a Dillon lead project.

Solid understanding of engineering needs for urban expansion.

With engineers on most of our planning project teams, our team has significant experience making sure our land use plans and strategies make sense from an engineering stand point. Whether it’s retrofitting for densification (the Shawnee Slopes redevelopment in Calgary) or building new infrastructure for greenfield communities (our many ASPs and Growth Strategies), our engineers understand the engineering implications of major urban expansion.

Technical capacity to produce mapping and other supporting graphic materials.

Dillon’s professional GIS and desktop designer teams use ArcGIS, Adobe CS, MapPublisher, and many other applications in the production of high quality geospatial products and supporting graphics. Our team works collaboratively on high-end spatial analysis, cartography, and spatial data making sure the information we use is easily understood through visuals.

Ability to generate and compare the social, environmental and economic impacts (fiscal impact analysis) of various development scenarios.

Many of Dillon’s large-scale planning projects have used comprehensive fiscal impact analysis tools to estimate the impacts land use will have, usually using a scenario process. For this project, Infracycle Fiscal Solutions will lead the fiscal impact analysis for the various development scenarios. Infracycle has completed fiscal impact work for municipalities such as: Parkland County; City of Airdrie; Town of Canmore; and the City of Orlando, Florida to name just a few. Fiscal impact analysis and life cycle costing has been a “must” in all of our growth management experiences.

Ability to assess and synthesize both technical and public demands into various concepts.

Understanding that land use planning can be a balancing act between the desires of residents and stakeholders and the result of comprehensive technical analyses, using scenarios our team will be able to effectively communicate the trade-offs and how various choices can impact the big-picture.

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RFP Requirement

Our Demonstrated Experience - Public Engagement Experience

Significant experience in preparing and implementing comprehensive, multi-faceted public engagement plans.

Over the past decade, Dillon has designed and implemented public and stakeholder engagement programs for a variety of its land use planning projects in Alberta, including dozens of Growth Management Strategies, Municipal Development Plans, Area Structure Plans, and Parks and Open Space Master Plans. Engagement events have included everything from open houses and town halls to design charrettes, workshops, World Cafés, and booths at community events. One great example of our experience is that we built the City of Calgary’s engage! program, toolkit, spectrum, cornerstones, and policy documents.

Experienced planning and implementing interactive stakeholder consultation and large public events.

Over the past decade, Dillon team members have held dozens of stakeholder workshops for large scale projects of all types, including: • numerous roundtables across Alberta for the Alberta Government to engage the public in reducing Alberta’s debt and deficit; • numerous roundtables across Alberta for the Alberta Government to engage the public in restructuring the Alberta Health System; and • A series of public meetings over the course of two years for the Community of Jumping Pound, MD of Big Horn, and Shell Canada to discuss and resolve a 40 year old issue about the use of oil field roads as the interests in development of the area grew. As well, Chaordix brings a tremendous amount of experience conducting interactive stakeholder and public consultation programs through their online crowdsourcing capabilities, including the: • Orange UK Public Innovation project which tapped into online commmunitiies to elicit ideas on how mobile devices can help people volunteer just a few minutes of their time for social and community good; and • Maternal Health project where The University of Oxford, one of the world’s leading academic institutions, chose Chaordix to help crowdsource answers on how to overcome barriers to maternal health with input from medical professionals in developing nations.

Significant experience in preparing and implementing comprehensive communication plans.

Many Chaordix clients have enjoyed our project teams trusted advisor role in preparing communications plans to ensure their stakeholders receive clear, concise, balanced and easily understood information. We have created numerous project descriptions, newsletters, press releases, websites, radio commercials, and adverts for community bulletins as well as national newspapers. We use many forms of social media including twitter, facebook, and crowdsourcing to communicate with the public, project participants, and community stakeholders. We employ the principles of ‘information architecture” and visual design to unlock complex information so that the people who are most affected and need the information the most, understand the impact of the project on them and their community. We are not a bunch of PR firms. We do not spin stories. We provide easy ACCESS to balanced, fair, and trustworthy information. Our project team has worked for public and private sector clients, resource companies, all levels of government, municipalities, school boards, and Aboriginal communities.

www.bremnercommon.ca February 11, 2013

Relevant Project Experience and Reference

Learn about our projects, the clients we've worked with, and the great results each participating member of the Bremner Common has achieved 68

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Bremner Common has worked on a diverse range of large scale projects that are similar in scope to the Bremner Growth Management Strategy. A sample of these projects, as well as a project reference for each, is provided below.

February 11, 2013

Dillon Consulting Limited

City of Airdrie: Comprehensive Growth Strategy Contact Name: Naren Garg, RPP, MCIP Contact Title: Planner, Planning and Development Department Telephone Number: 403.948.8800 Email: Naren.Garg@airdrie.ca Period of Time Dealing with the Client: 2007 - 2011 Project Description: Faced with rapid growth over the previous decade, and pressure to annex land from surrounding landowners, the City of Airdrie retained Dillon to develop a growth management strategy to provide direction for growth over the next 50 years. Its purpose was to forecast the longterm growth that could be expected, identify the amount of land that would be required to accommodate this growth and to recommend specific lands most suitable for future urban growth. This was done by developing a 50-year population projection for the Airdrie region and measuring the existing supply of land within current city boundaries. The land supply and demand analysis concluded that much of the land required for growth was outside the current city boundary, and so the study also included an implementation and annexation strategy.

“It’s not the strongest of the species that survives, nor the most intelligent, it is the species most adaptable to change.” - Darwin

factors. The matrix was joined with the GIS mapping database to create a dynamic tool that changes in correlation with changes in the database. The resulting maps allowed annexation scenarios to be developed based on the land development potential. The project was developed over the course of 10 months, with guidance from an advisory committee and discussions with major stakeholders from the development industry. Dillon completed the original Growth Strategy in 2007, and has completed two subsequent revisions (based on annexation and updated population growth scenarios) in 2009 and 2011.

In determining land most suitable for future growth, Dillon conducted a full constraint and cost analysis for land at the fringe of Airdrie (within a 2 mile radius). The implications of urban expansion were then evaluated by using a land ‘development potential’ matrix with numerical ‘weights’ assigned to a range of growth related

www.bremnercommon.ca February 11, 2013

Wheatland County: Growth Management Strategy Contact Name: Linda Henrickson, RPP, MCIP Contact Title: Planning Manager, Planning and Development Department Telephone Number: 403.361.2024 Email: Linda.Henrickson@ wheatlandcounty.ca Period of Time Dealing with the Client: 2010 - 2011 Project Description: Wheatland County is located approximately 40 km east of the City of Calgary, and has a population of approximately 8,200 people. Its main economic driver is agricultural activity, while oil and gas also play an important role in the county’s economy. The previous pattern of growth – typically low density, country residential development – was not sustainable and a new paradigm for land use was necessary. The county retained Dillon because of our extensive rural community planning experience, commitment to quality management, and inclusive public engagement approach.

Between April 2010 and May 2011, the firm assisted Wheatland County in the preparation of a Regional Growth Management Strategy. For this assignment, Dillon took a regional approach designed to meet the vision and goals of the local residents and the business needs of diverse stakeholders, while staying within the carrying capacity of the natural environment. The document aims to guide future development in Wheatland County for the next 40 years. The project was prepared in five parts including information gathering, inventory and current analysis, evaluation criteria and spatial growth assessment, public participation and submission to council for review and approval. Key planning activities included in the process were: • Performing extensive public consultation • Implementing GIS mapping and analysis • Identifying issues and opportunities • Developing a land and water inventory • Developing policy for Wheatland County

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The study organized and characterized growth, identifying unique growth patterns and objectives for each community. This led to the development of a growth concept that connects and integrates population and employment with land use, infrastructure and transportation, economic development and community services.

Geo Energy Enterprises Ltd: Shawnee Park Redevelopment Contact Name: Will Hoes Contact Title: Vice President â&#x20AC;&#x201C; Land Development Telephone Number: 403.651.7769 Period of Time Dealing with the Client: 2009 present Project Description: Dillon has prepared an outline plan and land use redesignation for the 131 acre development of Shawnee Park. The project is a redevelopment of an existing golf course in southwest Calgary, adjacent to Fish Creek Provincial Park and the Fish Creek LRT Station. The new neighbourhood will retain the park character and assets of the former golf course, including over 80% of the existing trees. The 1400-unit development of this new community of homes plan proposes using residential cluster conservation planning in a park condo style environment of mainly single detached homes. Another major element is a high density transit-oriented development (TOD) area consisting of mix-used retail and residential apartments of four to eight storeys. The project design is a substantial departure from previous developments in Calgary addressing many of the directives of the new MDP (Plan it Calgary). Council approval is anticipated for February 11, 2013.

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CoDesign Group Lacombe COunty: Sylvan Lake Area Structure Plan Contact Name: Dale Freitag Contact Title: Director of Planning and Development Telephone Number: 403.782.6601 Email: dfreitag@lacombecounty.com Period of Time Dealing with the Client: 2005, 2009 - 2010 Project Description: The Sylvan Lake Area Structure Plan (ASP) surrounds the lake on the west and east sides within Lacombe County, encompassing an area of approximately 7,509 hectares (18,555 acres). The ASP area had been experiencing considerable development pressure, particularly for residential use. As a prelude to the preparation of the Area Structure Plan, Lacombe County and Red Deer County hosted a design charrette lead by the Co-Design Group in May 2005 to develop a common vision for the West Sylvan Lake portion of the Plan Area. More than forty people comprised of local municipal officials, provincial government officials, representatives from different community organizations, area residents and landowners attended the workshop. The event was highly successful in gaining support from the stakeholders involved and setting a vision for the future of the Plan area. The ASP was approved in 2010.

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“A good city is like a good party – people stay much longer than really necessary because they are enjoying themselves.” Jan Gehl

February 11, 2013

Dillon and &CO City of Hamilton: Hamilton Airport Employment Growth District (AEGD) Contact Name: Guy Paparella Contact Title: Director, Industrial Parks and Airport Development Telephone Number: 905.546.2424 ext.5807 Period of Time Dealing with the Client: 2005, 2009 - 2010 Project Description: The City of Hamilton retained Dillon as the consultant lead to undertake the Secondary Land Use Plan and the Transportation, Water/Wastewater and Stormwater Master Plans for the Hamilton Airport Employment Growth District (AEGD). A multidisciplinary team of planners, urban designers, engineers, environmental professionals, landscape architects, eco-industrial parks specialists, and marketing and finance experts from different consulting firms was created to complete this assignment. Working collaboratively with Dillon, &Co lead the urban design component of this project. The study also includes the development of Urban Design Guidelines, Eco-Industrial Design Guidelines, a Sustainable Framework, and Marketing and Finance Strategies. The Urban Design Guidelines are an integral component to the AEGD Secondary Plan. The AEGD is envisioned to be a place of employment which is developed with a high degree of urban design. The elements of urban design are intended to work together to create development that reduces its negative impact and optimizes its positive impact, in the physical context of an urban form and built form that can be characterized as a high quality place and space. The AEGD Study had an important consultation component which provided input from the different stakeholders. A Community Liaison Committee (CLC) was created in order to give the opportunity to local residents, businesses, and community leaders to provide comments and advice on the

AEGD Study. In addition, workshops, one-on-one meetings, stakeholder and First Nations meetings, Public Information Centres, as well as public meetings were part of the consultation activities for this project. As part of Dillon’s work on the broader secondary plan for the AEGD, our project team also undertook a Transportation Master Plan to develop a transportation strategy that would be suitable to accommodate these employment projections and the City of Hamilton’s long term vision. The AEGD will be a major component of the City of Hamilton’s future in terms of employment and development of neighbouring lands. It is served by multiple key transportation corridors, including the Niagara-GTA Corridor and Highway 6 and is well positioned to provide long-term intermodal transportation links, such as road, rail, air and port. Dillon evaluated three possible network alternatives for the 2031 horizon year and beyond and developed a preferred network alternative. Dillon engineers and planners designed the future road network to serve transit, pedestrian and cycling trips as well as auto trips and goods movement. Network considerations had a strong focus on transit and pedestrian connections in order to meet mode share targets detailed in the transportation goals for the study area. All roadways incorporated pedestrian and cycling facilities, in addition to a system of multi‐use and recreational trails. http://www. hamilton.ca/aegd

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&CO City of Saskatoon: City Centre Plan Phase 1 Contact Name: Jeanna South Contact Title: Corporate Projects Manager Telephone Number: 306.657.8551 EMail: jeanna.south@saskatoon.ca Period of Time Dealing with the Client: 2010 - 2011 Project Description: Development of a comprehensive public space, activity, and urban form study for the City Centre that included pedestrian, cycling, transit and traffic counts, analysis and other physical, environmental and socio-economic factors that influence public space and place making. Recommendations included improved pedestrian, cycling network, connections, and facilities including winter maintenance. Place making and public space planning and design as related to pedestrian and cycling activity. Integration of heritage, public art,

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entertainment destinations, facade improvement and improved facilities. Innovation: The Strategic Framework represents a deliberate and timely shift in attitude toward planning and designing our cities. It emphasizes public life as a leading priority for the creation of successful cities by standards of economy, environment, culture, society and health. Innovative technologies for observation, data collection, graphic representation and mapping analysis were developed for this project. See Advertisement page for more details. Awards & Recognition International Downtown Association Merit Award 2012; Canadian Institute of Planners New and Emerging Planning Initiatives Award 2012; Saskatchewan Design Council Premierâ&#x20AC;&#x2122;s Award for Excellence in Community Planning 2011

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Chaordix Grand Challenges for Development Contact Name: Seema Patel Contact Title: Innovation and Partnership Advisor, Grand Challenges for Development@USAID Telephone Number: 240.505.3427 Period of Time Dealing with the Client: June 2011 - present Project Description: The Grand Challenges for Development is a US Government program implemented by the US Agency for International Development (USAID) and administered by our partner DAI which uses global crowd engagement techniques to identify and clairfy problems that plague most developing nations and then solicit, select and fund a variety of solution approaches for those problems. As examples, the first three Grand Challenges were:

• Saving Lives at Birth - solutions to reduce maternal and infant mortality • All Children Reading – solutions to increase child literacy rates • Powering Agriculture – innovative ways to provide power to small plot farmers to make them more productive Through the Grand Challenges, solutions are sought across different domains such as technology, process and education. Over a three year period, there may be up to 15 Grand Challenges. To date, thousands of people have participated in both online communities formed to discuss and explore the problem spaces, and also in the solution hunt. Chaordix provides all online technology and process expertise, as well as expert online moderation that helps guide the online engagement.

www.bremnercommon.ca February 11, 2013

Infracycle The Parkland County Economic Development Strategy recommended four market themes including; Advanced Manufacturing, Eco Park, Logistics, and Lone Eagles for development of the Business Park. Fiscal and Community Impact analysis of several scenarios incorporated the market themes. Different densities and assessment values were applied to theme areas giving Parkland County a greater understanding of the potential gross floor area and Project Description: Parkland County abuts the eastern edge of the City of net revenues from each theme area. An additional scenario Edmonton and it has a population of 30,089 within its tested the financial implication of reducing the industrial 625,522 acres. The County wants to optimize revenues in area by replacing industrial land with a large residential the Acheson Business Park, which has 10,242 acres. The development. density of the current net developed acreage is low at an average FAR of 0.13. The County used InfraCycle software During preparation of the Secondary Plan for the Acheson to complete an analysis to ensure that the Business Park will Business Park, the information was used to create the not only be financially sustainable but generate significant optimum land use mix that satisfies fiscal, economic development and other land use objectives. net revenues. Parkland County: Acheson Business Park, Fiscal Impact Analysis Contact Name: Al McCully Contact Title: General Manager of Development Services Telephone Number: 780.968.8409 EMail: amccully@parklandcounty.com

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The Bremner Experience Innovation and Value Add

It’s time to finally accept the Bremner Common brings value added opportunities and innovation to the game. How? Read on... Building internal capacity for effective public engagement Tools and processes for managing competing interests and The Bremner Growth Management Strategy will be developed following a collaborative process that will provide an invaluable learning opportunity for Strathcona County staff. The Bremner Common will work with County public consultation staff to mentor and coach on the latest public engagement and communications tools and processes. The public engagement tools and communications plan will be designed and worked together “with” and not “for” Strathcona County staff. Our experienced public engagement practitioners and communications experts will actively involve County’s staff in the events and engaging our stakeholders. Our team will leave a legacy of how to employ the public engagement tools and technologies we have used for the County’s future use.

Legacy of the digital crowd sourcing platform and community The conversation with stakeholders is never over. The plan created during this process will require modifications and changes as the future unfolds, and the platform provided and community generated during this program will position Strathcona County to continue the discussion, at any time. Crowdsourced citizen engagement can be used throughout the planning and implementation process not just for input, but also for education and advocacy, for feedback on input, and as an ongoing way for public leaders to stay connected with their stakeholders. As the need for public and stakeholder engagement is increasing and a continual for most cities, towns and governments, the engagement platform which will be configured for Strathcona County can provide an ongoing, cost-effective foundation for much of the community engagement needs going forward and serve as a searchable repository for all engagement data. The participants of one engagement become part of an on-demand community that can be invited to additional engagements, enhancing participation and reach over time.

difficult conversations through collaborative problem solving Not everyone will see the future in the same way. New technologies, while they bring many good things are more and more coming under attack by publics who fear and often misunderstand the impacts of new technologies on their communities. In these cases special interest groups emerge that put pressures on politicians, officials, and regulators that create roadblocks keeping projects from moving forward in a timely manner. When issues arise and competing interests require further conversation the Dillon Consulting team, and also the prime consultant and leader of the Bremner Common, can provide the appropriate “workbook” tools and conflict resolution processes to help bring a better understanding of the common interests that result in seeking ways to co-create a different future. Dispute Resolution is a process of sharing our stories to achieve a shared understanding not a search for the “right” story. We help stakeholders understand the story of the past in order to move forward into a co-created future.

We have experience in large scale and organization wide consultation An example of our demonstrated leadership in this field is that members of the Bremner Common created The City of Calgary’s engage! Toolkit, policies, cornerstones, spectrum and engagement process. engage! continues to remain a benchmark for how municipalities engage their citizens effectively.

We bring integrated experience in a wide range of specialties No need to look any further. The Bremner Common bring integrated expertise in the areas of sustainable land use planning, urban design, communications and public

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engagement, municipal and transportation engineering, scientists and fiscal impact analysis. Our collective extensive experience in growth management strategies and multistakeholder consultation processes makes us the best team for this exciting challenge.

Efficiencies will be maximized with continuous tracking and documentation of the decision-making process Consolidating and analysing information coming from numerous events, meetings and stakeholders communications can be a daunting task. But it won’t be for the Bremner Common. We will use a tracking and documenting database that has proven very successful in similar large-scale undertakings. We will make sure that the input doesn’t get lost and that is considered in the decision making process. We will manage a transparent and collaborative process that will help Strathcona County to consult the record containing internal and external inputs, decisions and milestones anytime in the future.

Planning for healthy, safe, and complete community with the Strathcona County’s touch At Bremner Common, our planners think outside the box and provide innovative approaches to planning, using a “complete and healthy communities lens”. For example, Dillon Consulting has been helping municipalities across Canada in long-term planning strategies with a focus on ‘Healthy Communities’ to strengthen their community’s social, environmental and economic well-being. We will bring our extensive knowledge, experience and best practice research and apply them to the Bremner Growth Management Strategy. However, “cookie-cutter” solutions will NOT be applied. We will filter down and apply those strategies that better fit within the County’s 4 principles for guiding sustainability and the 12 SuN LIVING themes and that will better respond to the needs, goals and vision of Strathcona County, stakeholders and the community.

borrow from the best urban and will be presented in clear, concise, and visually compelling ways that reflect the best of information architecture principles we use when we deliver reports and complex ideas for public viewing. The Plan will reflect the strength and opportunity presented to the County and this brand new community. Residents and investors alike must find a long-term place for themselves in the Planning Framework that emerges from the Growth Management Strategy process. The policies must be meaningful in the day to day service delivery and administration of the County.

User friendly and meaningful strategic document We commit to creating a user-friendly, meaningful Growth Management Strategy. The planning is most meaningful when it is finally documented in a graphicsupported, plain language document that makes sense to Council, residents, investors, and inter-departmental staff alike. We’d like to discuss our thoughts on a draft Table of Contents with you at the beginning of the project. We have some ideas about how an organization or cross-reference with the four principles of sustainability and the Municipal Development Plans 12 themes might validate much of the work you have already completed. Your community priorities begin to imply an approach to urban structure through a meaningful planning and urban design framework.

Cost reduction through online engagement Using best of breed online engagement techniques lowers cost per participant over purely relying on traditional methods by allowing participation from a much wider range of participants, and by generating more and better data over a similar period of time.

Bremner Growth Management Strategy will be all real for you Strathcona County is a rapid growing and vibrant region and the Bremner Growth Management Strategy will be carefully developed for and by your community. The Strategy will

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Visioning Workshops for the Southeast 17 Corridor Land Use Study Projec t Adver Team tiseme nt

(Source: Co-Design Workshop with the Community Advisory Group)

Stan awa ley King rd ’s enga winnin gem g proc ent ess

The City of Calgary Southeast • The images, drawn on the spot • It engages more members of the public in being a part of the 17 Corridor Land Use Study in at the dictation of groups of participants, focus the discussions creation of the future vision for 2007 aimed to promote a mixedthe community and site area use corridor that accommodates and communicate the groups’ a share of the City’s growth and ideas quickly and fully to the community and eventually the • It allows participants to mutually supports walking, biking and transit share their visions for the area designers use. This project will implement and to receive feedback on these Council approved strategic directions • The images focus on the creation ideas, and for smart growth and sustainable of a positive, vibrant community development. life to assist City staff in • The emphasis is on allowing the understanding the community’s public to participate comfortably The City chose the Co-Design Group vision and priorities for a great as ‘experts’ in terms of their by competition, a listed the reasons community experiences living in their why: neighbourhoods rather than as design or technical professionals. Co-Design Group conducted a series of three workshop charettes in the communities around the 17 Avenue Corridor.

about the future Bremner, but the work did not stop there. We balanced community aspirations and goals with our technical knowledge and experience, the County’s plans and strategies and the feasibility of the ideas. We generated scenarios that are both aspirational and realistic. 6. We created a Model of Sustainability – the development of the future Bremner community is an opportunity to demonstrate leadership in sustainable development that will build upon the County’s sustainable framework, the Natural Step framework and the SuNliving approach to build sustainable communities. We applied these frameworks, best practices and our knowledge of the newest trends of sustainable community building to develop a plan for a complete, healthy and sustainable Bremner community.

1. We used our guiding principles as yardsticks to help us measure how close we came to reaching our vision, goals and objectives - early in the process the Bremner Common Team, the County, stakeholders, and the public, collectively created guiding principles, and “Questions that Matter”. Through iterative conversations we defined how we would reach our goals and objectives. We tested how close we came by measuring the extent to which we applied and committed to our guiding principles and vision We measured the success of the journey and the outcome. 2. We created capacity/knowledge with youth and the young at heart. We engaged youth early in our forum and built within them the capacity to help others articulate and illustrate how they wish to live in the future. 3. We built successful processes and used effective tools for communications with the County and our stakeholders - we ensured that that constant, innovative, clear, open, and consistent communication was available and aligned with our plans, timelines, deliverables and expectations. 4. We ensured that every voice was heard - we used both traditional and creative digital tools and processes and opened up many and ongoing opportunities for input, context setting, narrative and storytelling to an audience without borders. 5. We generated scenarios that reflected the aspirations and goals of the community that were realistic and feasible – we listened carefully to what the community had to say

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7. We developed a Growth Management Strategy that is realistic, viable and feasible – we proposed a growth strategy that studied the implications of servicing and transportation. The resulting plan is backed by a robust phasing strategy and financial modeling that will guarantee the economic success of the future Bremner community. 8. We provided policy directions that will guide County decisions for the next 50 years – we developed goals, objectives and policy directions that will effectively guide the preparation of Area Structure Plans for each resulting neighbourhood, which will already have the buy-in from the public, stakeholder, Council and the Capital Region Board. 9. We developed a Growth Management Strategy that is socially and environmentally responsible – we proposed a plan for a community that is developed following the highest standards of social and environmental responsibility. The Strategy provides for all the elements that will make Bremner a great community where residents can live, learn, work and play. Further, the strategy protects the interim viability of rural and agricultural lands within the development areas until the neighbourhoods are developed. 10. We managed the scope effectively and efficiently– This was a complex project, and its scope could have been easily expanded as a result. We worked with Strathcona County to adjust the work plan “on the fly” so that it met the needs within the budget and schedule constraints. We managed the process against this plan, and did so in close consultation with Strathcona County to ensure a successful outcome. So there you have it--our itinerary for our journey that takes us from chaos to wisdom over the course of a year. In May 2014 the Bremner Common will place in your hands the wisdom to make the best decisions for the future of Bremner.

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Projec t Adver Team tiseme nt

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>TWENTYSEVENTYTWO our county | our future

February 2072

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