Edmonton (Alta.) -2003 - Planning & Development department business plan_2004-2006 (2003-10)

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2004-2006 Buenass Plan City of Edmonton, PI

2004-2006 Business Plan fling & Development Departme

Planning and Davalopment

LIBRARY The City of Edmonton 375.4a .E3 .E373 2003

Manton

TABLE OF CONTENTS

1.0 KEY HIGHLIGHTS

2

2.0 DEPARTMENT DESCRIPTION

6

3.0 KEY TRENDS AND CHALLENGES

11

4.0 CORPORATE BUSINESS PLAN AND/ DEPARTMENT INITIATIVES

13

5.0 PERFORMANCE MEASURES

22

Appendix One: Planning and Development Department Service Challenge

24

Appendix Two: Planning and Development Department Operating Principles

25

Appendix Three: Planning and Development Department Activity Levels and Performance Measures

28

Planning and Development Department 2004 - 2006 Business Plan October, 2003

1.0

KEY HIGHLIGHTS

1.1

Year 2003 Accomplishments

The Planning and Development Department is committed to the implementation of Plan Edmonton and achieving the Administration's vision of providing "quality, best value municipal services, satisfied customers and valued employees." To this end, in 2003 the Department focused efforts and resources on implementing its key corporate initiatives identified in Plan Edmonton and the Corporate Business Plan 2003-2005, while maintaining and improving the core customer services related to the Department's legislated and legal obligations, as directed in the Municipal Government Act, the Safety Codes Act and the Edmonton Zoning Bylaw. A major accomplishment for the Depai-auent for 2003 is that staff and management were able to accommodate the extra demands of a very busy and productive year as well as meeting our core business services.

Highlighted below are some corporate and departmental achievements for 2003: Corporate Initiatives: •

The Industrial Land Strategy implementation program was staffed and a work program was initiated.

• Phase TE of the Smart Choices for Developing our Community Strategy was completed, with the publication of the Smart Choices Catalogue of Ideas and preparation of recommendations for future implementation actions.

• The Future School Sites Study was approved by City Council and implementation was started.

• Downtown façade improvement programs were approved and are being implemented as part of the continuing implementation of the Capital City Downtown Plan.

Departmental Initiatives: • •

• • •

The first area plan in a long-term program, the Pylypow Industrial Area Structure Plan was drafted for circulation and review.

Two committees for forwarding the goals for the conservation of natural sites in Edmonton's tablelands and in the North Saskatchewan River Valley were established: the Natural Areas Advisory Committee, comprised of citizens, and the Natural Areas Policy Implementation Committee, made up of senior City officials.

A Natural Areas Management Plan Handbook was drafted.

Through the Heritage Resources Program, three historic resources were designated and nine civic resources received funding through the Infrastructure Canada Alberta Program.

A three-year project to prepare an inventory of modern architecture historic resources was initiated with a grant from the Alberta Historic Resources Foundation.

Planning and Development Department 2004 - 2006 Business Plan October, 2003

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• • • • •

• •

• • • • • •

•

•

1.2

New policies for Contaminated Sites and Development Setbacks from River Valley Ravine Crests were drafted and reviewed.

Urban design plans were prepared for five streetscape projects across the city.

The Fort Road Old Town Master Plan and a corporate implementation strategy were approved by City Council.

Intermunicipal planning work on the Big Lake Management Plan and the Edmonton International Airport Master Plan continued.

The following enforcement and compliance bylaws were reviewed and consolidated: • The new Animal Licensing and Control Bylaw #13145 became effective in January 2003, including provisions for trapping stray cats and fming owners.

• The restricted dog provisions of the bylaw underwent an extensive public review process.

• General Bylaws Project underway and nearing completion.

• Smoking Bylaw reviewed.

All permission and compliance/enforcement functions were amalgamated in the department to provide customers with a one-stop point of entry.

The Department actively participated with the Province and the City of Calgary in the Land Related Permitting Project to develop standardized processes and offer a new portal to Alberta Registries.

The Department's information technology systems were upgraded. A new version of POSSE was rolled out to the Department and other corporate users.

Signed three-year agreement for marketing of TACS system with ARC Business Solutions Inc. and successfully sold the system to Wood Buffalo and Regina.

Reviewed and provided information to City Council on future tax policy.

Reviewed current practice of combined mailing of property assessment / taxation notices for consideration of total / partial separation for earlier mail out.

Assessment and Taxation Branch worked with the City of Calgary and the provincial government to streamline the complaints and appeals processes.

The City Auditor's recommendations regarding opportunities for efficiencies and management reporting measurements for the Assessment and Taxation Branch were implemented.

Five years of Edmonton: A Smart City Initiative activities were completed. Some related activities are continuing with Economic Development Edmonton, the Innovation Centre, and private sector partners.

Improvements to the Zoning Bylaw were made to reflect emerging practices and development trends in consultation with the community and industry stakeholders.

Year 2004 — 2006 Looking Ahead

The 2004 — 2006 Planning and Development Department Business Plan is a strategic document that will direct the Department's resources and operations for the next three years. Economic projections indicate that over the next three years the City will experience continued economic and demographic growth, which will directly increase demands on the Department's core Planning and Development Depaitment 2004 - 2006 Business Plan October, 2003

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services. Economic activity is also expected to create shifts in the demand for new and recycled space and increased business activity and job creation. Therefore, the majority of the Department's resources will be dedicated to meeting this increased demand on core services, especially those related to legislated and legal obligations. In addition, provincial and federal decisions to increase fmancing for infrastructure have resulted in emerging land use issues and challenges that were not foreseen during the preparation of Plan Edmonton.

Internally, the Department will continue with the implementation of the planning services reengineering of the Planning and Policy Services Branch. The primary focus of re-engineering is to increase efficiencies, improve customer service and accommodate anticipated municipal growth. All branches of the department are focused on continuous evaluation of service delivery in order to improve customer satisfaction. Responding to these challenges while addressing Corporate Business Plan initiatives and the department program initiatives will be a major challenge during the next three years. The corporate and department initiatives are derived from the City of Edmonton Corporate Business Plan 2004 — 2006, "The City You Want" and from Plan Edmonton. The priority initiatives for the Department during the three years of this business plan will include: Corporate Initiatives: • • • • • • • • • • •

Prepare and implement "Smart Choices for Developing our Community Strategy".

Implement the Future School Sites strategy/model.

Continue to implement the approved Industrial Land Strategy.

Continue implementation of the program to enhance Downtown vitality (Capital City Downtown Plan).

Continue to implement a natural areas conservation program.

Plan for suburban growth by preparing amendments to Plan Edmonton.

Prepare a terms of reference to undertake a new Plan Edmonton process.

Develop, use and promote urban design principles.

Review servicing standards for new and redevelopment activities.

Implement the Fort Road Old Town Master Plan initiatives.

Cooperatively pursue planning solutions with regional neighbours.

Department Initiatives: • Implement Council approved plans for the revitalization of the inner city.

• Develop working relationships with adjacent municipalities and regional service authorities and boards.

• Participate in the projects of other departments and ongoing initiatives identified in the Corporate Business Plan.

• Develop, implement, and evaluate a Workforce Planning Strategy.

• Develop and implement a continuous improvement program for all of our business processes.

• Review and consolidate all enforcement and compliance bylaws.

Planning and Development Department 2004 - 2006 Business Plan October, 2003

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• Preserve historically significant older buildings, structures and areas.

• Implement planning services re-engineering of the Planning and Policy Services Branch.

• Provide support for local economic development initiatives, including business revitalization zones and community partnership economic initiatives.

9 Implement improvements and upgrades to the Department's technology infrastructure and business applications.

• Implement a program for the development of Industrial Area Structure Plans.

• Coordinate infrastructure through a neighbourhood improvement program.

• Develop and extend E-business applications on the City's web portal site.

• Continue to review taxation policies.

• Continue improvements through increased efficiencies to meet provincially legislated timelines and reporting requirements.

• Continue to develop relationships with other major cities and the province as they pertain to common interests and issues regarding taxation and assessment.

• Research, hold public hearings, and prepare reports on performing animals in circuses.

• Implement the call-out centre to follow up on overdue business and pet license payments.

• Coordinate stakeholder consultation regarding Accessible Taxi Service.

• Conduct satisfaction and bylaw service perception surveys.

• Implement new parking enforcement discretion policies.

• Implement comprehensive smoking bylaw change communication strategy.

• Develop and implement standards and processes for assessing and incorporating environmental impacts into the planning approval process.

• Participate in Integrated Services teams as required (Old Strathcona and West Edmonton Mall).

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2.0

DEPARTMENT DESCRIPTION

2.1

Vision, Mandate and Operating Principles

The operation of the Department is based on its vision, mandate and operating principles which reflect the Department's commitment to: • meeting legislated and legal obligations; • providing responsive and responsible services to customers; and, • believe in the ability of staff to advocate, promote and provide services that contribute to a superior quality of life for the citizens of Edmonton.

Vision We are a forward-looking organization, which plans, promotes, and advocates change that creates a superior quality of life for the citizens of Edmonton, our customers.

Mandate Provide a long-term, comprehensive vision and related processes to ensure the efficient use of land in creating a community that is safe, healthy, attractive, vibrant, and sustainable, while meeting emerging community priorities and statutory requirements; and to provide a quality annual tax assessment that ensures the tax base is stable, meets the approved funding requirements of the Corporation, and is consistent with statutory requirements.

Operating Principles Operating principles are fundamental statements of what the Department will or will not do as it seeks to fulfill its mandate. These principles set the parameters for organizational behaviour; help to define the Department's culture; and, determine the nature and quality of programs and services, relationships with customers, the manner in which the Department's human resources are managed, and how the Department is led. Because of these important inherent functions, the Department will revisit these operating principles in 2004. The current operating principles are attached with this business plan as Appendix Two. 2.2

Department Organization

The Planning and Development Department is organized based upon logical groupings of core services and activities, with the focus on how internal and external customers use the Department's services. The Department consists of the Office of the General Manager and three branches: Assessment and Taxation Branch, Development Compliance Branch, and Planning and Policy Services Branch.

Office of the General Manager Planning and Development Department 2004 - 2006 Business Plan October, 2003

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C3neral Manager Flartillng and Development Department

Manager Assessment and Taxation Branch

Manager Develop. lent Compliance Branch

Manager Planning and ii Policy Services Branch

The Office of the General Manager is responsible for providing strategic direction to the three operating branches and acts as a bridge between elected officials, the City Manager and the Senior Management Team, and its staff members within the Department.

Assessment and Taxation Branch

Manager Assessment and Taxation Branch

Director Taxation

Director Audit and Regulatory

1

erector Assessment Operations

Applications Coordinator

The Assessment and Taxation Branch is responsible for the provision of a quality assessment base, which complies with the Municipal Government Act and ensures the relative share of the tax base of residential and non-residential property remains stable and meets the approved funding of the Corporation. The Branch's core service responsibilities include: • development and implementation of accurate and fair modeling techniques and criteria to ensure the City meets legislated requirements for market value assessment; • provision of accurate and fair valuations for property and business owners; • development and maintenance of accurate property information, ownership and assessment records; Planning and Development Department 2004 - 2006 Business Plan October, 2003

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• provision of annual assessments for all property and business entities; • management and administration of the City's defense of assessment complaints and appeals; • response to inquiries and requests for information related to assessment and taxation; • provision of accurate annual tax notices to all property owners and business entities and the subsequent collection of taxes; • provision of records, information and services for the formulation of the City of Edmonton Long Range Financial Plan; • meet Provincial requirements for recording and reporting information for Assessment Audit and Equalized Assessment; and, • accounting, collection and distribution of the Alberta School Foundation Fund requisitions.

The Development Compliance Branch

Manager Development Compliance Branch

Director

Director

Director

Director

Director

Complaints and Investigations

Customer Information and Advisory Services

Animal Control

Safety Codes

Permitting and Licencing

The Development Compliance Branch is responsible for implementing bylaws and regulations representing community standards as set by City Council, and ensuring the health and safety of Edmontonians through the implementation of Alberta Safety Code legislation.

Planning and Development Department 2004 - 2006 Business Plan October, 2003

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Customer Service Focus • operation of an Information Centre for the Department, including general information, inspection scheduling, complaints dispatch and field support; • provision of customer assistance related to construction and development activities; • development and maintenance of City Help, a corporate information data base of questions and answers to routine customer concerns; and, • management and development of the POSSE system.

Services • negotiation and coordination of land development and servicing agreements with developers and land owners on behalf of the Corporation for all municipal infrastructure that results in the development of serviced lots for citizens; • negotiation and issuing of development permits for all Edmonton Zoning Bylaw approvals and building permits for structural/mechanical building plans for all developments, including residential, industrial and commercial (i.e. what can be built and in what manner, technically); • issuance of compliance certificates required by financial institutions for mortgages for the sale of existing buildings and properties; • negotiation of encroachment agreements that allow residents to use city-owned land with proper insurance, and for a fee (Note: This is generally tied to the mortgage requirements of financial institutions.); • management of business licensing and related inspections; and, • administration of the Edmonton Taxi Commission.

Animal Control • management of pet licensing and animal control services, including the City Animal Control Facility.

Compliance Services • conducting development and building inspections to ensure that what is built conforms with the drawings and safety code requirements.

• implementation of the Edmonton Zoning Bylaw through the issuing of development permits and responding to complaints by citizens regarding improper use; • implementation of 18 general bylaws associated with development and nuisances including weeds, unsightly property, noise and smoking; and, • administration of parking enforcement.

The Planning and Policy Services Branch

Planning and Development Department 2004 - 2006 Business Plan October, 2003

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Manager Planning and Policy Services Branch

Director >1 Corporate Planning and Policy

Director

D'rector

Director

Planning Services North

Planning ServiLes

Strategic Area Services

South

LSINOMMEM.MMSOMMEMeia LMSESMEESMEMISSMMESSZOW., The Planning and Policy Services Branch is responsible for the provision of planning advice and services to ensure the efficient and orderly development and use of land to create a community that is safe, healthy, attractive, vibrant, and sustainable. The Branch's core service responsibilities include: • • • • • • • • • •

• • • • • •

development and coordination of the City of Edmonton Municipal Development Plan (Plan Edmonton); strategic corporate issues and special area planning; development and implementation of civic policies related to land use and land development; development and implementation of regional and/or inter-municipal plans, policies and agreements; timely processing of Area and Neighbourhood Structure Plans and plans of subdivision; development of and amendments to the Edmonton Zoning Bylaw; timely processing of all re-zoning applications; socio-economic and population forecasting and impact assessments; the administration of the Subdivision Authority and provision of assistance as required to the Subdivision and Development Appeal Board (SDAB); development and implementation of statutory and non-statutory plans including Area Redevelopment Plans, Servicing Concept Design Briefs, and the Capital City Downtown Plan; coordination of environmental assessments, as required, for subdivision and development approvals; development and implementation of the Heritage Policy and Program; development and implementation of city policy and procedures related to Business Revitalization Zones; development and implementation of urban design projects including neighbourhood and streetscape revitalization and improvement projects; processing of road closure applications and bylaws; and administration of the Names Advisory Committee, street naming and addressing.

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3.0 KEY TRENDS AND CHALLENGES Both external and internal trends and challenges affect the Planning and Development Department. External challenges come from the socio-economic forces of society, legislative and jurisdictional responsibilities, technological advancement and changing expectations of citizens and the business community. Internal challenges focus on responding to the changing external environment while maintaining service levels and responding to the challenges of recruitment and succession planning for department leadership and capability development.

Increased customer demand for all of our core business services resulting from continued economic and population growth. These core services include land use planning, development compliance, property and business assessment, and bylaw enforcement. In addition, there is an increase in the awareness of the citizens in community planning matters and a subsequent increase in demand for more public participation.

Demand for new or expanded services such as local economic development initiatives, community plans and planning services, environmental planning initiatives and enhanced urban design increases as Edmonton grows and matures.

Increased demand for new modes of access to core services by citizens and the business community is an ongoing challenge. There is an increasing emphasis on electronic service delivery to provide faster, more efficient and convenient service to our customers.

Technical and staff resource levels are stressed as a result of the increased demands listed above. Core staff in the department cannot meet the increased demands and the department increasingly has to rely upon temporary staffing and overtime to provide core customer service.

Economic growth caused by continued high energy prices, stronger world economy, and strong housing market (due to low interest rates and strong employment growth). With high energy prices and a large number of major projects in Northern Alberta, the regional economy of Edmonton is forecast to continue to grow at a rate of 3.1% in 2004. The economy in Edmonton is expected to grow by about 3.4 per cent per year over 2004 to 2006.

Population growth is expected to continue, as Edmonton remains an attractive place to live and work. The City of Edmonton's population is expected to reach 735,000 by 2008.

An aging population will bring special demands to the City and the Department. Over 50% of the Department's staff eligible for retirement in the next 10 years, recruitment, succession planning and knowledge transfer is an important aspect of the department's human resources management planning program. There is also a need to develop a flexible and more diverse workforce.

Planning and Development Department

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The strong real estate market will provide a variety of pressures: • Increased housing starts, requiring higher levels of residential land servicing, more demand for land development applications, building permits and inspection, and property assessment. • Strong business activity that is expected to decrease the vacancy rate for office space.

This higher office space absorption means more demand for business licensing and assessment. • Competing demands on resources, and increased demand for planning services and development application activity, is placing a strain on existing planning resources. The long term use of temporary and contract staff to meet ongoing demands can create staffmg and performance related issues.

Demand for industrial and other business properties in the City's business and employment areas, is sustained by our economic growth. Benefits to Edmonton will depend, in part, on the City's capacity to accommodate growth of traditional business sectors while developing and expanding knowledge-based industries.

Service requirements from other levels of government place strains on the delivery of departmental core services. The department is asked to contribute to a growing number of intermunicipal, regional, provincial and federal initiatives. In order to have significant representation of City interests, the department needs to work with appropriate ministries of the provincial government.

The long term impacts of the Kyoto Agreement on building trends and building design will affect departmental staffing capabilities and capacities.

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4.0

CORPORATE BUSINESS PLAN AND DEPARTMENT INITIATIVES

The 2004-2006 Corporate Business Plan, "The City You Want" identifies four corporate priorities that guide the development of the Action Plan. These priorities are also based on Plan Edmonton's Vision and guide the overall direction of this departmental business plan.

The City Administration's Senior Management Team identified these priorities based on Plan Edmonton, citizen input and recognized factors in urban sustainability: • Keep up Edmonton's quality of life The continued economic health of the city relies on quality, best value services, infrastructure and a social network that support citizen expectations and attract and retain business and talent.

• Maintain service levels The Administration continues to place priority on services that contribute to the social, economic, and environmental well-being of this city. The combination of growing demand for service and limited resources means choices are required to ensure day-to-day needs are met, with an eye on emerging needs.

• Address operating and infrastructure gaps The operating and capital gaps for 2004 are $69 million and $233 million respectively. A combination of revenue and expenditure strategies, including a business model review, will contribute toward reducing the operating gap.

The use of tax-supported borrowing for capital projects will reduce, but not eliminate, the capital gap.

• Focus on improved fiscal arrangements with other orders of government The City will continue to work toward appropriate roles, responsibilities and resources between local, provincial and federal governments, particularly in terms of new and sustainable revenue sources. Cities — Edmonton included — need better revenue tools to be able to control their own destiny.

The Corporate and Departmental Intitiatives The corporate and departmental initiatives reflect the strategies contained in Plan Edmonton and the Corporate Business Plan 2004 — 2006 "The City You Want" and work towards achieving the Department's vision and mandate.

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The Planning and Development Department will take the lead role in following corporate initiatives: • Prepare and implement "Smart Choices for Developing our Community Strategy".

• Implement the Future School Sites strategy/model • Continue to implement the approved Industrial Land Strategy.

• Continue implementation of the program to enhance Downtown vitality (Capital City Downtown Plan.)

• Continue to implement a natural areas conservation program • Plan for suburban growth by preparing amendments to Plan Edmonton • Prepare a terms of reference to undertake an new Plan Edmonton process • Develop, use and promote urban design principles • Review servicing standards for new and redevelopment activities.

• Implement the Fort Road Old Town Master Plan initiatives • Cooperatively pursue planning solutions with regional neighbours.

The Planning and Development Department is an active contributor to many other Corporate Initiatives, lead by other departments.

Key Corporate and Department Initiatives SERVICES TO PEOPLE The goal is to attain quality, best value services that contribute to Edmonton's safety, security, well being and enjoyment.

Department Initiatives

Desired Outcomes

Year of Completion

On an ongoing basis, implement Council approved plans for the revitalintion of the inner city.

(Plan Edmonton: 1.3.5, 1.5.2, 1.5.3, 1.5.4, 1.5.5) Implement "Smart Choices for Developing our Community".

(Plan Edmonton: 1.1.12, 1.1.13, 1.1.18, 1.3.3, 1.3.4, 1.3.5, 4.3.3)

•

A marked improvement in the physical quality of the inner city commercial and residential areas.

Ongoing

•

Council-approved action plan to intensify and maximize the use of land and resources use of urban land.

2004

Implement the Future School Sites Study strategy/model.

(Plan Edmonton: 1.1.11)

•

Implement the approved strategies for the provision of schools in communities of the future; including the development of a needs assessment model and a strategy for the application of the model to the existing planned area of the City.

Ongoing

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PLANNED GROWTH The goal is a well planned urban environment.

• Corporate Business Plan Initiatives

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Desired Outcomes

Year of Completion

Implement the "Industrial Land Strategy" to ensure adequate land for economic growth.

(Plan Edmonton: 1.1.4, 1.1.5, 1.1.6) Continued implementation of the program to enhance Downtown vitality (Capital City Downtown Plan).

•

Implement the nine-point Council approved Industrial Land Strategy with the private sector.

Ongoing

•

Ongoing

Implement policies for the conservation of natural sites in Edmonton's table lands and the North Saskatchewan River Valley and Ravine System.

Plan for Suburban growth.

•

Continued implementation of the Capital City Downtown Plan, focussing on partnership and independent activities related to economic development; arts, culture and entertainment; and local environmental projects A natural areas conservation program is delivered Natural sites are conserved for the citizens of Edmonton to enjoy Prepare amendments to Plan Edmonton to guide planning, development and infrastructure provision Address impact of completion of Anthony Henday Drive in southwest and southeast Edmonton Initiate development of terms of reference and a background research program to undertake a new Plan Edmonton process (start 2006) Promote a high standard of urban design in all of the city Maintain competitive development charges and streamlined land development approvals.

Ongoing roadway, transit and land use improvements contribute to the vitality of the area

2004

•

•

•

Plan for the future of Edmonton to guide Council, Administration and the citizens in building the community they desire.

Develop, use and promote urban design principles and guidelines, Review servicing standards for new and redevelopment activities,

•

Implement the Fort Road Old Town Master Plan initiatives,

•

• •

Ongoing

2005

2004 Ongoing

Ongoing

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PLANNED GROWTH Desired Outcomes

Department Initiatives Review or consolidate all enforcement/compliance bylaws.

•

Bylaws are redesigned for enhanced customer service: (Currently Underway) • Nuisance Bylaw(consolidation), • Smoking Bylaw, • Taxi Bylaw • Limousine Bylaw • Escort Licensing • Exotic Entertainment and

Preserve historically significant older buildings, structures and areas.

(Plan Edmonton: 1.5.5)

•

A significant number of historic buildings and structures are preserved.

Prepare a land use study for the Rossdale Area.

Designate Old Strathcona Area as a

Year of Completion 2004-2006

massage

• • Implement a program for the development of Industrial Area Structure Plans.

(Plan Edmonton: 1.1.5) Address community planning and land use issues.

• • •

Heritage Area.

Council approval of Industrial Area Structure Plans Ongoing program for preparing ASPs for other industrial areas.

Improved quality of the urban environment in mature and newly developing neighbourhoods.

Ongoing

Ongoing

Ongoing

ECONOMIC DEVELOPMENT The goal is to create a dynamic, best value business climate. t.rk Department Initiative Facilitate and promote opportunities for industrial and business growth and development in the city.

Desired Outcomes A coordinated program for business and economic development in the city to foster and maintain the positive environment—linked to the implementation of the Industrial Land Strategy.

Planning and Development Department 2004 - 2006 Business Plan October, 2003

Year of Completion Ongoing

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INFRASTRUCTI.TRE AND PHYSICAL ENVIRONMENT The goal is to maintain prudent stewardship of environment, infrastructure and technology.

Department Initiatives

Desired Outcomes

Year of Completion

Coordinate infrastructure through a neighbourhood improvement program.

(Plan Edmonton: 4.1.8) Consider environmental impact as a factor in the decision making process for land, transportation and infrastructure development.

(Plan Edmonton: 4.4.4)

A coordinated program for improving neighbourhood infrastructure in Queen Mary Park, and along Fort Road.

2004

Council approved and corporately administered standards and processes which are incorporated into the planning approval process and result in environmentally sound development: • Contaminated Sites Policy • Top of Bank Policy • Review the Conservation of Natural Sites in Edmonton's Table Lands Policy.

2004

Extend E-business applications on the City's web portal site.

(Plan Edmonton: 4.6.1, 4.6.3)

•

Extend services on the Web portal sit. Services will include: Subdivision applications, Other development application processes.

Tax certificates School Support Declaration

2004-2006

Flexible and expandable communications infrastructure such as SUM and POSSE.

Ongoing

• • • •

Ensure the City's communications infrastructure can accommodate new information and technologies.

(Plan Edmonton: 4.6.5)

•

LEADERSHIP, REGIONAL COOPERATION AND PLANNING The goal is to be a strong partner in regional affairs Corporate Business Plan Initiative

Desired Outcomes

Cooperatively pursue planning solutions with regional neighbours.

(Plan Edmonton: 1.1.9, 5.1.2, 6.1.1, 6.1.2, 6.1.3, 6.1.4)

Agreement on planning and development issues.

Year of Completion Ongoing

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LEADERSHIP, REGIONAL COOPERATION AND PLANNING M Department Initiatives Develop collaborative relationships to resolve issues with adjacent municipalities, but also use various negotiation mechanisms for the quick resolution of issues.

(Plan Edmonton: 6.1.2, 6.8.2) Encourage ongoing intermunicipal planning to address community planning issues associated with the Edmonton International Airport, in particular, improvements to the transportation system to improve accessibility.

(Plan Edmonton: 6.5.6 4.3.8, 6.2.2) Participate with other agencies in decisions affecting regional environmental assets, the North Saskatchewan River Valley and Ravine System, and major transportation corridors and other important issues in the Edmonton Capital Region.

(Plan Edmonton: 5.1.4, 6.2.2, 6.3.1, 6.5.1, 6.5.8) Cooperate with other agencies and municipalities to obtain Provincial and Federal funding for regional priorities.

(Plan Edmonton: 5.4.2) Develop strong, effective working relationships with all governments, communities, and regional service authorities and boards in the Edmonton Capital Region.

(Plan Edmonton: 5.3.1, 5.4.1)

Desired Outcomes

Year of Completion

•

Implement the issues resolution process adopted by Council in 2000.

Ongoing

•

Improved accessibility to the Edmonton International Airport.

Intermunicipal planning that effectively addresses issues related to the Edmonton International Airport.

Ongoing

•

Effective management of the region's environmental assets, transportation corridors and services.

Ongoing

•

Federal and Provincial funding for regional projects and programs, (such as the Regional Geographic Information System) is secured.

2004-2006

•

Cooperation between governments, communities, regional service authorities' boards, and the University through the exchange of information.

Enhanced relationship with major cities and the province regarding common issues and interests.

Seek legislative changes that promote efficiencies and provide fair and equitable treatment province-wide.

Ongoing

•

•

•

LEADERSHIP, REGIONAL COOPERATION AND PLANNING Planning and Development Department 2004 - 2006 Business Plan October, 2003

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Department Initiatives

Desired Outcomes

Promote and participate in long range planning activities within the Edmonton Capital Region.

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Cooperate with Alberta Infrastructure on development activity in the Transportation and Utility Corridor.

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Cooperative involvement in planning and development issues such as regional growth management; long term growth options for Edmonton; urban/rural agriculture interface planning; and review of intermunicipal risk assessment procedures for heavy industry.

Improved land use compatibility between uses on Provincially-owned lands and adjacent urban development.

Year of Completion Ongoing

Ongoing

AD1VIINISTRATIVE EXCELLENCE The goal is administrative excellence in providing service to the public.

Department Initiatives Continued implementation of the Department's reorganization, including the planning services reengineering of the Planning and Policy Services and Branch, and the continuous review and changes of processes that are required to achieve long-term success and excellence in customer service. (ongoing) (Plan Edmonton: 3.8.1, 3.8.2, 3.8.3, 3.8.4) Develop, implement, and evaluate a Workforce Planning Strategy to address the areas of performance enhancements, including leadership and capability development and recruitment of technical and professional staff.

(Plan Edmonton: 3.8.1, 3.8.2

Planning and Development Department 2004 - 2006 Business Plan October, 2003

Desired Outcomes Continued development and implementation of strategies to improve efficiency, effectiveness and maintain or improve services to the customers.

Continued development of a strong communications strategy to inform customers of available services.

Continued implementation of recommendations for the Planning and Policy Services Branch.

Year of Completion Ongoing

Accepted and implemented strategies Ongoing to improve workforce performance, including appropriate training and the implementation of performance measurement criteria and benchmarking. Recruitment, succession planning and knowledge transfer strategies and are developed to obtain and retain new talent.

A strategy to use overtime and temporary staffing to meet peak department business needs is implemented.

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ADMINISTRATIVE EXCELLENCE Department Initiatives

Desired Outcomes

Year of Completion

Continually improve business processes to increase the effective and efficient use of resources.

(Plan Edmonton: 3.8.3)

Development and implementation of a Ongoing program to review and implement continuous improvements to business processes that directly impact the Department's ability to provide quality customer service, including: • Enhancement of the type and volume of information on the Internet.

• Enhancement of business practices through improvements to Information Technology.

• Expansion of alternative service provision such as fax-backs, proactive information and communication programs.

• Establishment and review of performance standards and "best practices".

• Improved One-Stop Shopping customer service and associated information systems.

• Improved customer access to data mapping and information products and services through the following projects: • Regional GIS • Demographic Data Project • SLIM Zoning Project • E-business initiatives

Amalgamate complementary/linked Planning and Development Department operations at one site.

Achieve the full range of complementary 2004 planning and development services at one site

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ADMINISTRATIVE EXCELLENCE Department Initiatives Implement improvements and upgrades to the Department's business process tools (technology infrastructure and business applications.)

Desired Outcomes •

•

•

•

•

• •

Year of Completion

2004 — 2006 Integrate the IT Strategy into the departmental business planning and project management processes.

Maintain and improve the business process and service levels to both internal and external customers through: Continued application and enhancement of the POSSE application/system.

Review existing document/information management practices. Shift to paperless environment through use of scanned documents and existing information systems.

Assessment and Taxation data collection and storage system(s), including enhancements to modelling techniques for the mass appraisal market value assessment system.

Asset/Permit data feeds (Assessment and Taxation).

Enhanced Internet access to customer services and information, including; Online assessment information for all property classes and access to various assessment and tax forms

and Zoning information Participate in the review of property

•

and business taxation policy.

Implement projects for E-business.

•

Planning and Development Department 2004 - 2006 Business Plan October, 2003

Competitive, stable, fair and equitable levels of taxation.

Expand Internet access for the following services: • subdivision applications • inspection requests • cash payment • garage sale permits • electrical inspections • portable sign applications • fully-fledged development permit application

Ongoing 2004-2006

Page 21

5.0 PERFORMANCE MEASURES The Planning and Development Department's business operations are largely market driven. As a result, performance indicators focus on business volumes, service levels and where applicable, are measured by "number of days" to issue/process a bylaw, permit and/or agreement. The Department monitors business activity on a monthly basis, including customer service levels. If required and feasible, the Department reallocates resources to meet emerging needs and maintain service levels. The following chart shows the highlights of the Department's performance indicators. A complete listing is provided in Appendix Three.

Performance Indicators

2001

2002

Phone Calls — DCB Customer Information Centre for the Planning and Development Department Phone Calls — DCB Planning and Development Department Call Centre— Answer all calls within 2 minutes Phone Calls — Assessment and Taxation

100,183

158,211

Aprox 75%

Approx.

80 %

124,086

131,513

Phone Calls — Assessment and Taxation — Abandonment Rate

5.2%

Long Term Targets

Explanation

CUSTOMER RESULTS

Counter Inquiries — Assessment and Taxation

Planning and Development Department 2004 - 2006 Business Plan October, 2003

21,147

(2002 figure is for 10 months only as the tracking system changed)

Maintain/Reduce

2.7% Maintain/Reduce

17,231

Maintain/Reduce

Improved information and services to public (assessment data) Implementation of data warehouse will reduce length of calls Maintain current service levels; improved service to customers through interne capabilities, etc.

22

Performance Indicators

2002

2001

Long Term Targets

Explanation

INTERNAL RESULTS Development Compliance Branch New Single Family Houses Business Licences Issued Pet Licences Issued Bylaw & Animal Complaints Investigated

2,995 25,513 66,461 30,966

4,421 24,661 69,933 30,983

Market Driven

173 4,793 46 141 48

187 8,628 123 185 78

Market Driven Market Driven Market Driven Market Driven

Planning and Policy Services Branch Subdivision Applications Approved Residential Lots Applied for Industrial Lots Applied For Rezoning Applications Statutory and non-statutory plans

Assessment and Taxation Branch Business Tax Collection Rate Realty Tax Collection Rate Complaints Assessment Review Board Realty Business Land Title Changes Processed Appeals to the Municipal Government Board Realty— Business -

99.6% 97.4% 7,913 39,445

99.5% Maintain 96.6% Maintain Maintain/Reduce 6,173 509 54,466 Maintain/Reduce

1,300

2,394 14

15,973

18,789

12,209

14,913

2,535

4,613

7,397

8,956

19

22

10,015

9,809

1999 was the first year of market value assessment.

Market Driven

FINANCIAL RESULTS (Actuals Development Compliance Branch — Revenues Development Compliance Branch — Expenditures Planning and Policy Services Branch — Revenues Planning and Policy Services Branch Expenditures Assessment and Taxation Branch Revenues Assessment and Taxation Branch Expenditures

LEARNING AND GROWTH Training Costs (as a % of payroll costs) Lost Time Accidents Total Worker's Compensation Claims

Planning and Development Department 2004 - 2006 Business Plan October, 2003

0.99% 6 13

0.83% Maintain 7 Reduce 21 Reduce

Page 23

Appendix One - Planning and Development Department Service Challenge Service Challenge: Planning and Development faces the challenge of meeting demand for services due to growth in population and the economy. In 2002 single family construction was an all time record and double the 2001 level. Total construction value for 2002 was at near record level. Expectations are that the population will continue to grow (707,996 by 2005) and the economy will grow at a rate of about 3.4% per year in 2004 â&#x20AC;&#x201D;2008.

Failure to address these growth demands will result in an overall drop in service levels to the citizens of Edmonton as well as the construction and development industries. There would be longer lineups, delays in processing applications and permits, and more tax appeals to the Assessment Review Board.

Strategies: Business Growth The addition of permanent staff in 2004 and over the remaining years of the plan will enable the department to deal with the growth in service demands. These new positions will be front line staff, Customer Service Agents, Planning Technicians, Municipal Enforcement Officers, Assessors, Field Officers, and Planners. They will enable the department to maintain service levels at counters, continue to process applications and permits on a timely basis, ensure the tax roll is accurate and timely and enforce civic bylaws.

In addition the department will continue with reengineering to achieve efficiencies through continuous business process improvements and expanding the use of alternative service provision (e-business, communications programs, and proactive information).

Strategies: New Plan Edmonton Develop a new Plan Edmonton to set the course for the years 2008 â&#x20AC;&#x201D; 2018. The recent period of strong economic growth, rapid population growth, and a boom in residential housing are changing the face of Edmonton. By 2008 Plan Edmonton will be 10 years old, a new vision for the City of Edmonton will be needed.

Planning and Development Department 2004 - 2006 Business Plan October, 2003

24

Appendix Two — Planning and Development Department Operating Principles Operating Principles Operating principles are fundamental statements of what the Department will or will not do as it seeks to fulfil its mandate. They set the parameters for organizational behaviour; help to define the Department's culture; and, determine the nature and quality of programs and services, relationships with customers, the manner in which the Department's human resources are managed and how the Department is led.

Programs and Services •

Service levels and standards for Departmental programs and services will be established and reviewed periodically with due regard to need, quality, affordability and sustainability.

•

Priority will be placed upon facilitating convenient, seamless customer access to the Planning and Development Department and Department related programs and services.

•

Programs and services will be delivered by qualified and knowledgeable staff in a courteous, professional, timely and cost-effective manner.

•

The Department will effectively balance its policy implementation/regulatory responsibilities and its customer service role.

•

The Department's programs and service mix will reflect Council priorities and legislative requirements.

Customer Relations •

High standards of ethical and professional conduct will be maintained in all interactions with residents and customers.

•

Responsiveness and flexibility will be encouraged, within legal, policy and service parameters.

•

Emphasis will be placed on adding value for customers relative to cost savings, time savings, quality and process management.

•

Levels of customer satisfaction with the Department's services and programs will be monitored, strengths reinforced, problems identified, and corrective action taken.

Planning and Development Department

2004 - 2006 Business Plan October, 2003

Page 25

•

Priority will be placed on maintaining good communications with customers, including keeping them informed regarding the responsibilities of the Department and the services it provides.

Human Resource Management • Employees will be treated with fairness, dignity and respect.

•

Employees will conform to the City's Employee Code of Conduct.

• Departmental staff will be deployed in a manner that most effectively supports the achievement of departmental and City strategic priorities.

•

The Department will contract specific services for a fixed term and manage this work in a way that retains departmental control and accountability, encourages technology transfer and preserves core staffing.

• Employees, in consultation with their supervisors, will be actively involved in identifying training and career development interests and needs and accessing the required education and training.

• A fair and equitable performance evaluation system will be used to recognize employee strengths, identify career development targets, target areas requiring improvement, and take corrective action as required.

•

Continuous improvement, innovation and creativity will be fostered and recogni7ed.

• Employee responsibilities and performance expectations will be articulated clearly.

• Legislative and contractual responsibilities and obligations will be honoured.

• Employees will be given the responsibility, authority and accountability necessary to make effective decisions within the scope of their job functions.

• Employee contributions to the organization, including long service with the Department, will be recognized and valued.

• The Department's vision, mandate, operating principles and priorities will be clearly established, communicated to all employees, and used as the foundation to guide the Department's operations.

• Employees will be held accountable for behaving in a manner that is consistent with the established operating principles and supports the achievement of the Department's vision and mandate and priorities.

Planning and Development Department 2004 - 2006 Business Plan October, 2003

26

â&#x20AC;˘ Excellence in service delivery, innovation and best practices, within fmancial constraints, will be fundamental to Department operations. â&#x20AC;˘

Priority will be placed on maintaining a healthy and productive working environment, built upon a foundation of integrity, open communication, mutual respect and teamwork.

â&#x20AC;˘

Leaders will focus the Department on delivering high quality products and services to customers. All employees may be expected to fulfil leadership roles within the Department.

The Department will apply consistent systems of rewards and consequences.

The Department will development a succession planning strategy.

Planning and Development Department

2004 - 2006 Business Plan October, 2003

Page 27

Appendix Three - Planning and Development Department Activity Levels and Performance Measures ITEM DESCRIPTION 2001 CUSTOMER RESULTS Corporate Customer Satisfaction Survey (Very to Somewhat Satisfied) with: Land Use Planning Permit and Inspection Services Bylaw Enforcement Assessment and Taxation Phone Calls - DCB Customer Information Call Centre DCB Counter Inquiries INTERNAL RESULTS Planning and Policy Services Branch Total Subdivision Applications by Subdivision Officer Total Subdivision Applications by Subdivision Authority Residential Lots Multiple Family Lots Commercial Lots Industrial Lots Other Lots Condominium Applications/Units Rezoning Application Plan and Plan Amendments Applications Road Closure Applications Total Bylaws/Resolutions to Council Subdivision and Development Appeal Boards

VOLUME ACTIVITY' % change 2002

2001

SERVICE LEVELS2 2002

PERFORMANCE MEASURES3 2002 % change 2001

% change

44% 30% 50% 45% 6.5%4

46% 33% 49% 46% Appr. 13%5

+2% +3% -1% +1% +100.00

110,116

100,183

-9.02

21,062

21,147

+4.04

135

116

-14.1

102

91

-10.8

55 days

58

+5.5

117

150

+28.2

65

96

+47.7

77 days

91

+18.2

4,793 38 37 46 25 54 141 48 30

8,628 67 63 123 55 63 185 78 29

+80.0 +76.3 +70.3 +167.4 +120.0 +16.7 +37.1 +62.5 -3.3

2,913 24 32 49 6 1,707 114 56 24 263

6,390 43 31 24 22 1,758 154 53 20 268

+119.4 +79.2 -3.1 -49.0 +266.7 +3.0 +35.1 +5.4 -16.7 +1.9

98 days 132 days 189 days

93 108 170

-5.1 -18.2 -10.1

395

376

-4.8

1 "Volume

Activity" means the number of applications the department received in a year.

"Service Levels" means the number of applications processed/issued in a year. For example, number of bylaws to Council and number of permits/licences issued.

3 "Performance Measures" indicates how well the activity is perfonned such as the abandonment rate in terms of phone calls, the number of days in terms of applications, and collection rate in terms of tax collection.

4 Abandonment Rate 5 Abandonment Rate 2

Planning and Development Department 2003 - 2005 Business Plan Page 28

October, 2003

VOLUME

ITEM DESCRIPTION 2001 Development Compliance Branch Compliance Certificate Applications

AcrIvrrv6 2002

9,993

11,136

+11.4

Building Safety Code Inspections

53,981

69,401

+28.6

Business Licences Issued

24,513

24,661

+0.06

Taxi Driver Licences Issued Bylaw Complaints Investigated Pet Licences Issued Animals Admitted to the Animal Control Facillity Assessment and Taxation Branch

1,941 30,966 66,461

1,843 30,983 69,933

-5.3 +0.05 +5.2

6,617

6,698

+1.2

$36.3 Billion

$39.7 Billion

+9.37

Total value of all taxable property Total Realty Tax and Grant in Lieu Revenue Total Business Tax Residential Property Tax Survey

Assessment Review Board (Realty) Land Title Changes Processed Appeals to Municipal Government Board (Realty) FINANCIAL RESU I NS Development Compliance Branch â&#x20AC;&#x201D; Revenues Development Compliance Branch â&#x20AC;&#x201D; Expenditures

PERFORMANCE MEASURES8

SERVICE LE'VELS7

% change

2001

2002

% change

$362.4 Million $71.3 Million

$379.3 Million $76.2 Million

+4.66 +6.87

39,445

54,386

+37.88

2002

2001

% change

2 days

-33.33

87%

-3.33

97.4%9 99.6%11 9th lowest of 18 large Canadian Cities 5'h lowest of 10 municipalities in the Edmonton Region 7,913

96.6%10 99.5%12 9th lowest among 26 cities surveyed. 4th lowest of 11 municipalities in the Edmonton Region 6,173

-0.82 -0.10

-21.99

1,300

2,394

+84.15

15,973 12,209

18,789 14,913

"Volume Activity" means the number of applications the department received in a year.

"Service Levels" means the number of applications processed/issued in a year. For example, number of bylaws to Council and number of pennits/licences issued.

8 "Performance Measures" indicates how well the activity is performed such as the abandonment rate in terms of phone calls, the number of days in terms of applications, and collection rate in terms of tax collection.

9 Collection Rate 19 Collection Rate 11 Collection Rate 12 Collection Rate 6 7

Planning and Development Department 2004 - 2006 Business Plan October, 2003

Page 29

2001 Planning and Policy Services Branch — Revenues Planning and Policy Services Branch Expenditures Assessment and Taxation Branch - Revenues Assessment and Taxation Branch Expenditures LEARNING AND GROWIll Training Costs13 Lost Time Accidents Total Worker's Compensation Claims

13 As

2002

% change

PERFORMANCE MEASURES8

SERVICE LEVELS7

VOLUME ACTIVITY6

ITEM DESCRIPTION

2001

2002

% change

2002

2001

% change

2,535

4,613

7,397

8,956

19 10,015

22 9,809

.99% 6 13

0.83% 7 21

a percentage of payroll costs.

Planning and Development Department 2003 — 2005 Business Plan Page 30

October, 2003