Edmonton (Alta.) - 1997 - Encyclopedia of policies and programs_a plan Edmonton work in progress...

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Plan Edmonton encyc opedia Edmonton. Planning

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EDMONTON'S *MUNICIPAL • DEVELOPMENT • PLAN

ENCYCLOPEDIA OF POLICIES AND PROGRAMS

A Plan Edmonton Work in Progress August 1997

ENCYCLOPEDIA OF POLICIES AND PROGRAMS A Plan Edmonton Work in Progress

For further information on Plan Edmonton, contact: Gord Jackson @ 496-6117 Fax: 496-6028 E-mail: plan@gov.edmonton.ab.ca Phone: Plan Edmonton 24 hour message line: 496-6130 Address: 2"d Floor, Exchange Tower,

EDMONTON'S' MUNIC;I:PAL,tEl4PIVIENIT PLAN .

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Encyclopedia of Policies and Programs

91°Ecinfeiral EDMONTONS•MUNICIPAL•DEVELOPICENT•PLAN

TABLE OF CONTENTS

ED

ECONOMIC DEVELOPMENT

ED-1

SP

SERVICES TO PEOPLE

SP-1

LRC LEADERSHIP AND REGIONAL COOPERATION

LRC-1

PG

PLANNED GROWTH

PG-1

IDM

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE

IDM-1

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ECONOMIC DEVELOPMENT ED-A

Positive City Profile: Raise awareness of Edmonton's distinctive strengths as a smart, vibrant, and safe City.

ED-B

Effective Ambassadors: Strengthen the role of the Mayor, Council, the business community, and other key stakeholders as ambassadors in economic development.

ED-C

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

ED-D

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

ED-E

Regional Economic Ties: Build strong economic ties within the region.

ED-F

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

ED-G

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

ED-H

City Infrastructure: Develop and implement a new infrastructure plan which will serve the community's priorities.

ED-I

Human Capital: Nurture and enhance the human skills, knowledge and capabilities required to support growth and economic development.

ED-J

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

ED-K

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

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITIES ED-A

Positive City Profile: Raise awareness of Edmonton's distinctive strengths as a smart, vibrant, and safe City.

ED-B

Effective Ambassadors: Strengthen the role of the Mayor, Council, the business community, and other key stakeholders as ambassadors in economic development.

Key Results ED-NB-1

The City will have a clearly defined, recognizable image and profile as a smart, vibrant, and safe City; e.g., key messages, unique "signature slogan", etc.

ED-NB-2

Effective communications and marketing plans with clear and consistent objectives and strategies will be in place.

ED-NB-3

Data, key messages, and promotional information will be readily available for use and distribution by ambassadors and the business community.

ED-NB-4

Individuals functioning in ambassador roles will have the skills, knowledge, and resources to represent the City effectively.

ED-NB-5

Clear responsibilities, accountabilities, and related performance measures for economic development initiatives will be established.

ED-NB-6

There will be effective integration and coordination of economic development initiatives across the Alberta Capital Region.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive City Profile (ED-A): Raise awareness of Edmonton's distinctive strengths as a smart, vibrant, and safe City.

Effective Ambassadors (ED-B): Strengthen the role of the Mayor, Council, the business community, and other key stakeholders as ambassadors in economic development.

KEY RESULT #: ED-A/B-1 The City will have a clearly defined, recognizable image and profile as a smart, vibrant, and safe City; e.g., key messages, unique "signature slogan", etc.

Existing •

Council's Vision for Economic Prosperity used "smart city"

and identified other key messages.

• EDE's Edmonton Ambassador Program designed to convey key messages.

• Departments and agencies promote various images and slogans - "Discover the Fun", "City of Champions", "Host City for the Turn of the Century", "Alberta Capital Region", "Festival City", Gateway to the North", etc.

• "Goal of Corporate Communications is to provide a positive image through effective communication".

• EDE responsible for economic development image/profile • EDE Business Plan - Business Environment Objective #1: "Provide a proactive community approach which enables the citizens and business community to project and promote a positive business environment (a) continue to maintain, develop and expand collaborative partnerships, (b) maintain, develop, support and implement community based programs."

• EDE Business Plan - Business Environment Objective #2(c): "Increase awareness and positioning of the Edmonton Capital Region in regional, national and international markets."

• Safe city image is supported by Safer Cities Initiatives, Safe Housing Committee, social housing, community policing and youth programs.

• GMP Policy 4.A.1 Promote the development of a vibrant

Status/Comment • direction to the administration • current • "City of Champions" is current leader • City Manager's Office

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

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ECONOMIC DEVELOPMENT diverse Downtown ... .

GMP Policy 5.A.1 Undertake public and encourage private activities for maintenance, clean-up and enhancement to stimulate beautification efforts in the developed parts of Edmonton.

• GMP Objective 5.B To improve the City's image through enhancement of the roadway approaches into the City and the Downtown •

Change • Economic development message included as component in corporate and departmental communications strategies New • EDE and Corporate Communications develop a comprehensive marketing plan to sell the City's strengths as a smart, vibrant, and safe city.

• Build messages upon Council's Vision for Economic Prosperity • Launch of City Council's "Smart City" program with education and business partners Additional information/implications: Corporate Communications and departmental focus is on a wide audience not restricted to economic development interests. Adding an economic development message may be difficult in some cases particularly where "protection of community interest" conflicts with "open for business".

One staff member noted that we may already have too many signature slogans but that a better defined and communicated image of the city would be helpful.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive City Profile (ED-A): Raise awareness of Edmonton's distinctive strengths as a smart, vibrant, and safe City.

Effective Ambassadors (ED-B): Strengthen the role of the Mayor, Council, the business community, and other key stakeholders as ambassadors in economic development.

KEY RESULT #: ED-A/B-2 Effective communications and marketing plans with clear and consistent objectives and strategies will be in place.

Existing • Department and agency Business Plans include various communications / marketing plans.

• Community Services promotes major attractions • Council's Vision for Economic Prosperity supports this.

• Corporate Corn. responsible for the City communications • EDE responsible for economic development communications and marketing.

• EDE Business Plan - Business Environment Objective #1(c): "Implement the Corporate Communications strategies through research, promotions and communications plans," (including the Edmonton Ambassador Program).

Status/Comment • On department programs.

• Attractions now separate

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change • Enhance current communications and marketing plans to provide clear goals and objectives for economic development.

Provide ambassador program with clear goals and objectives.

• New • Involvement of administration, EDE, business and other community groups in the development of communications and marketing plans • Implementation program for Council's Vision for Economic Prosperity Additional information/implications: Communications and marketing plans should be reflected in actions.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive City Profile (ED-A): Raise awareness of Edmonton's distinctive strengths as a smart, vibrant, and safe City.

Effective Ambassadors (ED-B): Strengthen the role of the Mayor, Council, the business community, and other key stakeholders as ambassadors in economic development.

KEY RESULT #: ED-A/B-3 Data, key messages, and promotional information will be readily available for use and distribution by ambassadors and the business community.

Existing • Civic departments and agencies have information on program activities, • Council Vision for Economic Prosperity is available.

• P & D produces monthly and annual reports and the "Edmonton Profile" information report.

• P & D provides other socio-economic and land use date on request usually with a cost recovery charge.

• P & D, BOMA and DBA jointly prepare material.

• EDE responsible for production and distribution of promotional material • EDE Business Plan - Business Environment, Objective #3: "Provide timely business information, market research, and resource materials to existing and potential businesses to enhance their decision making (a) continue to operate the Business Link in conjunction with the Federal and Provincial Governments, (b) enhance and promote EDE's 'Home Page' activities to meet the needs of all EDE clients and supporting the Business Plan, (c) continue to administer the business attraction information system (BATS) an online multimedia information system for regional economic development professionals, (d) continue to provide ongoing market intelligence and qualifiable economic evaluations."

Status/Comment • Information is provided when requested

•

Distributed by BOMA and DBA

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change • Enhance Planning and Development's data gathering , analysis, and dissemination functions.

• Civic departments and agencies could provide more material if needs are defined •

Need promotional information and material available for people bidding on "minor events"

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ECONOMIC DEVELOPMENT New

Additional information/implications: Needs must be defined if departments are expected to contribute.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive City Profile (ED-A): Raise awareness of Edmonton's distinctive strengths as a smart, vibrant, and safe City.

Effective Ambassadors (ED-B): Strengthen the role of the Mayor, Council, the business community, and other key stakeholders as ambassadors in economic development.

KEY RESULT #: ED-A/B-4 Individuals functioning in ambassador roles will have the skills, knowledge, and resources to represent the City effectively.

Existing • Council's Vision for Economic Prosperity identifies the need for an ambassadors program.

Status/Comment • Direction to administration

• EDE Business Plan - Business Environment Objective #2: "Position EDE as a leader/catalyst in economic development to reinforce its strategic objectives relative to Developed Industries, Emerging Industries, Tourism and Events and the Edmonton Convention Centre, (a) Increase awareness and support of EDE' s activities with the shareholders, stakeholders and the community (Annual General Meeting, Edmonton Ambassador Program...)

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change • Civic agencies and departments can provide more information.

• May need to broaden the scope of the ambassadors program to include people bidding on conferences and events New • Provide training to ambassadors to increase their knowledge.

• Provide research support and resources to individual ambassadors.

Additional information/implications: At the present time the role that City departments have in support of the ambassador program is not clear.

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PWEdmonton EDMONTONS•MUNICIPAL•DEVELOPLIENIT•PLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive City Profile (ED-A): Raise awareness of Edmonton's distinctive strengths as a smart, vibrant, and safe City.

Effective Ambassadors (ED-B): Strengthen the role of the Mayor, Council, the business community, and other key stakeholders as ambassadors in economic development.

KEY RESULT #: ED-A/B-5 Clear responsibilities, accountabilities, and related performance measures for economic development initiatives will be established.

Existing •

Status/Comment

EDE is responsible for economic development program.

• Council's Vision for Economic Prosperity indicates Council's has a mandate.

• EDE reports to Council via the EDE Business Plan, EDE Quarterly Reports to City Council, EDE Annual Report • City Council produced one year Vision Report Card

• Implementation program?

• EDE reports to EDE board & advises Council

•

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey •

EDE Business Plan - Business Environment Objective #4: "Enhance and continue implementation of an integrated Information Management Strategy (IMS) that recognizes information as a key corporate asset and supports the Business Plan, (a) Maintain an appropriate information focus by monitoring client needs and feedback through individual contacts, focus groups and annual surveys."

Change • Greater recognition for economic development aspects of various departmental actions.

• Enhance business planning to ensure that objectives are stated in measurable terms.

New • Separation of the City's Major attractions - Fort Edmonton, Muttart, etc. will clarify accountability

Additional information/implications: Various City activities may contribute to economic development initiatives but are not usually viewed in those terms.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive City Profile (ED-A): Raise awareness of Edmonton's distinctive strengths as a smart, vibrant, and safe City.

Effective Ambassadors (ED-B): Strengthen the role of the Mayor, Council, the business community, and other key stakeholders as ambassadors in economic development.

KEY RESULT #: ED-A/B-6 There will be effective integration and coordination of economic development initiatives across the Alberta Capital Region.

Existing • Several organizations perform separate functions: MEEDT /GEVCA Mayor's Task Force on Manufacturing.

Tourism promotion of the Legislative grounds.

Capital Region Forum Meetings of Mayors from the Edmonton region.

Edmonton Regional Airports River Valley Alliance • World Track and Field bid / Triathlon bid • EDE is responsible for integration and coordination • EDE Business Plan - Business Environment Objective #1(a): "Continue to develop and expand collaborative partnerships (AEDA...MEEDT...GEVCA)" • EDE Business Plan - Business Environment Objective #4(e): "Continue to expand, enhance and refine EDE' s knowledge base through cost - effective partnerships and alliances with key data suppliers, information providers and other stake holders (AED&T...Western Economic Diversification)"

Status/Comment • Activities tend to be separate initiatives

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey '

.

Change • City Manager's Office is responsible for regional issues New

• Develop strategy to promote Edmonton and region.

• Enhance partnerships with key industry associations.

• Enhance capacity to identify issues, collect relevant data.

• Coordinate resources and activities in pursuit of common goals.

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ECONOMIC DEVELOPMENT • •

Focus economic development initiatives at the appropriate catchment area.

Strategy statement in municipal development plan

Additional information/implications: More could be done to use the contacts and expertise in civic departments in developing new markets or attracting new business in other regions of the world. Political support for a regional view waivers. The lack of conviction needs to be resolved.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITIES ED-C

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

ED-D

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

Key Results ED-C/D-1

The City of Edmonton's municipal services cost structure will be competitive; e.g., taxation levels, utilities costs, land development costs, etc.

ED-C/D-2

A clear definition of what services the City is to provide will be established and communicated to residents and the business community.

ED-C/D-3

City policies impacting economic development will be consistent, transparent and sufficiently stable to facilitate long-term planning.

ED-CID-4

Effective long-range city infrastructure and land use planning will support the ability of commerce and industry to make accurate business assumptions.

ED-CID-5

The impact of potential policy decisions on business will be evaluated carefully with appropriate input from the business community to ensure that a fair, business friendly perspective is reflected.

ED-C/D-6

The City's political and administrative culture will reflect sensitivity to business and community concerns and be oriented toward finding solutions, not just following procedures.

ED-C/D-7

There will be a balanced approach to economic development that reflects the interests of all Edmontonians.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive Business Environment (ED-C): Create an environment which encourages commitment to live, learn, visit and do business in Edmonton.

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

KEY RESULT #: ED-Cm-1 The City of Edmonton's municipal services cost structure will be competitive; e.g., taxation levels, utilities costs, land development costs, etc.

Existing • • •

• •

Council's Vision for Economic Prosperity promotes this.

Planning and Development monitors taxation and utility cost.

Civic departments and agency budgets aimed at cost reduction since 1984.

EDE responsible for advising businesses about cost advantage.

Debt Management Fiscal Policy objective is reduced interest costs.

Status/Comment • Direction to the administration •

Edmonton area costs are reasonably competitive

• see EDE 1996 • EDE Business Plan - Business Environment Objective Annual Report #3(d): "Continue to provide ongoing market intelligence and qualifiable economic evaluations [Business Cost Comparison • see 1996 EDE Survey and Model]."

Public Opinion Survey Change

New • •

•

CITY 97 will reduce costs.

Infrastructure development, maintenance and financing plan will identify areas of potential cost savings Gather data on other aspects of municipal costs.

Additional information/implications: Data must be gathered on a consistent basis and must provide a reliable measurement of costs and changes in costs. The City has no control over some costs.

Municipal cost increases and service reductions will impact festivals and major events. If we undermine the "product" (e.g. festivals) there will be nothing to promote. Some festivals are in jeopardy due to costs or lack of services.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive Business Environment (ED-C): Create an environment which encourages commitment to live, learn, visit and do business in Edmonton.

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

KEY RESULT #: ED-CID-2 A clear definition of what services the City is to provide will be established and communicated to residents and the business community.

Status/Comment

Existing • Civic agency and departmental business plans identify services.

• Individual departments promote some services • Council approves operating and capital budgets • Information is often communicated directly at the time that a citizen contacts a City staff member.

• EDE Business Plan - Business Environment, Objective #2(a): "Increase awareness and support of EDE's activities with the shareholders, stakeholders and the community."

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change • City' 97 may change city / departmental functions and will clarify responsibilities.

IA

New • New administrative structure under CITY 97 may require a enhanced public communications to inform citizens about services • Potential for more use of electronic media to provide information • Ensure a wide distribution and communications strategy for the final version of Plan Edmonton

Additional information/implications: This involves three aspects. Defining what the City does, doing it effectively and communicating this information. Both are needed.

Need a discussion with business on the depth and range of current city "business operations". Some department "businesses" are in competition with the private sector.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive Business Environment (ED-C): Create an environment which encourages commitment to live, learn, visit and do business in Edmonton.

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

KEY RESULT #: ED-CID-3 City policies impacting economic development will be consistent, transparent and sufficiently stable to facilitate long-term planning.

Existing •

Status/Comment

EDE is responsible for specific economic development plans,

programs and policies • Plans for Business Revitalization Zones are done jointly with BRZs and other community representatives.

• Area Redevelopment Plans such as the Downtown Plan usually last more than ten years.

• Infrastructure plans such as the Transportation Master Plan and the Drainage Master Plan are long term.

• Civic agency and department business plans.

• Land use pattern is controlled by the MDP • Capital Priorities Plan is the City's capital spending plan.

• Festival/ cultural grant programs are annual • EDE Mission Statement: The role of Economic Development Edmonton is to initiate, develop and facilitate opportunities to enhance Edmonton's business and tourism climate through information, communications, research, networking, sales and promotions and manage the Edmonton Research Park and the Shaw Conference Centre.

• EDE acts as a mediator between businesses and the City to encourage stable business policies.

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change

New • New Municipal Development Plan with generalized land development plan • New Transportation Master Plan.

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ECONOMIC DEVELOPMENT • •

New infrastructure Development, Maintenance and Financing Plan.

City '97 may require policy and program changes

Additional information/implications: Stable plans can be a problem in uncertain times.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive Business Environment (ED-C): Create an environment which encourages commitment to live, learn, visit and do business in Edmonton.

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

KEY RESULT #: ED-C/D-4 Effective long-range city infrastructure and land use planning will support the ability of commerce and industry to make accurate business assumptions.

Existing • Infrastructure plans for drainage, transportation, waste management and other utilities tend to be long term.

• Area redevelopment plans, neighbourhood structure plans, and area structure plans are relatively long term.

• Suburban Investment Strategy and Capital Priorities Plan controls timing of infrastructure development. Debt Management Fiscal Plan controls CPP • Neighborhood Infrastructure Program identifies priority areas for infrastructure reinvestment.

• Municipal Development Plan includes generalized land use plan.

• GMP Policy 1.C.6 Coordinate the provision of municipal services with local plans and community requirements in the inner city.

• GMP Policy 2.A.4 Allow market forces to determine the timing location and extent of servicing to newly developed areas but requiring a developer to pay for all on-site services and where appropriate, specific off-site services

Status/Comment • TMP, MDP, Infrastructure Plan now being prepared.

• Timing is a problem with the CPP

"Market forces" policy may be out of date.

Change • Suburban Investment Strategy, Capital Priorities Plan, Transportation Master Plan, Drainage Plan and Municipal Development Plan should be consistent • Planning horizon should be extended to ten years.

• Develop a more effective two way (businesses and City) exchange of information related to infrastructure and land use planning.

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ECONOMIC DEVELOPMENT New • New Transportation Master Plan.

• New Municipal Development Plan with planned growth component.

• New Infrastructure Development, Maintenance and Financing Plan • Ensure a wide distribution and communications strategy for the final version of Plan Edmonton, TMP etc.

Additional information/implications: The current MDP policy of expanding in all directions as dictated by the "market" may not maximize use of tax dollars.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive Business Environment (ED-C): Create an environment which encourages commitment to live, learn, visit and do business in Edmonton.

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

KEY RESULT #: ED-CID-5 The impact of potential policy decisions on business will be evaluated carefully with appropriate input from the business community to ensure that a fair, business friendly perspective is reflected.

Existing •

• • • •

Status/Comment

EDE is responsible for representing the business perspective

on policy decision.

Civic agencies and department business plans consider impact on citizens.

Public Hearings Council's Vision for Economic Prosperity identified need for business friendly perspective.

EDE monitors decisions and provides information to Planning & Development and City Council to ensure that a fair, business friendly perspective is reflected.

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

•

Change • Enhance consultation and public hearings process for major decisions.

New • Impact analysis of major decisions.

• Ongoing communications with the business community through business organizations such as the Edmonton Chamber of Commerce Additional information/implications: It may be difficult to get a straight answer from organizations representing business interests on contentious matters because these organizations do not like to offend sub-groups of their membership.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive Business Environment (ED-C): Create an environment which encourages commitment to live, learn, visit and do business in Edmonton.

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

KEY RESULT #: ED-CID-6 The City's political and administrative culture will reflect sensitivity to business and community concerns and be oriented toward finding solutions, not just following procedures.

Existing • Council's Vision for Economic Prosperity supports this • Each department identifies business / community concerns within their own operational mandates • Public hearings provide opportunity for presentations.

• Civic department and agency business plans consider effects on the community.

• City staff training in customer service • Plan preparation usually involves consultation with affected businesses and communities,

•

EDE acts as a facilitator between business and administration in finding solutions to business concerns.

Status/Comment •

Departments do self-monitoring

•

Business reps may not be comfortable with the processes.

•

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey •

•

Change

New • Staff may require more flexibility in the administration of City policy and procedures.

• Examination of ways to improve procedures may be required • Business liaison function in administration has been suggested • Single point contact for service delivery has been suggested.

• Increased monitoring of citizen satisfaction may be warranted Additional information/implications: There is often a conflict between the responsibility to regulate and control expenditures and the "Just Do It" philosophy.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive Business Environment (ED-C): Create an environment which encourages commitment to live, learn, visit and do business in Edmonton.

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

KEY RESULT #: ED-C/D-7 There will be a balanced approach to economic development that reflects the interests of all Edmontonians.

Existing

Status/Comment

• EDE' s Business Plan is targeted at a number of sectors.

• City supports Business Revitalization Zones.

• City supports volunteer and non-profit organizations organizing and staging festivals and other special events.

• The City owns and operates major attractions.

• EDE Business Plan - Developed Industries, Strategic Focus: "Build upon the existing resource and service sectors and focus on those industries which offer the best value added/manufacturing opportunities."

• EDE Business Plan - Emerging Industries, Strategic Focus: "Foster and further develop Edmonton's strengths in knowledge-based and educational industries which lead to the growth of science, technology and innovative business opportunities."

• EDE Business Plan - Tourism and Events, Strategic Focus: "Position the Edmonton Capital Region as a destination of choice for tourism, conventions, events and motion picture development."

• GMP Policy 1.A.4 Achieve new economic growth and employment opportunities by stimulating and attracting private business investment, core area housing, neighbourhood mainstreet/business revitalization, heritage preservation and small business promotion.

• GMP Policy 6.A.3 Identify and utilize appropriate measures to encourage ongoing agriculture.

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change •

Social and environmental impacts of major economic development may be assessed

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ECONOMIC DEVELOPMENT New • Programs for home based business (i.e. Business Link) could be increased.

• Major attractions have been separated from the City Administration Additional information/implications:

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITIES ED-E

Regional Economic Ties: Build strong economic ties within the region.

ED-F

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

ED-G

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

Key Results ED-E/F/G-1

The greater Edmonton area will be promoted effectively as a cohesive area, that supports and encourages economic development.

ED-E/F/G-2

Effective mechanisms will be in place to identify key economic development partners and facilitate the required linkages.

ED-E/F/G-3

Effective working relationships with the Provincial and Federal governments will ensure that benefits for the City and the greater Edmonton area are optimized.

ED-E/F/G-4

Successful regional economic development initiatives that add value to communities in terms of wealth, employment, and/or quality of life will be identified and implemented.

ED-E/F/G-5

Effective use will be made of local community resources and talent to support economic growth and development; e.g., BRZs, community agencies, key individuals with high profiles.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Regional Economic Ties (ED-E): Build strong economic ties within the region.

Active partnerships (ED-F): Develop active partnerships throughout the community through key agencies and organizations.

Supportive Relationships (ED-G): Build strong relationships with the Provincial and Federal Governments to enhance and promote Edmonton's interests in the process of reinvestment.

KEY RESULT #: ED-E/F/G-1 The greater Edmonton area will be promoted effectively as a cohesive area, that supports and encourages economic development.

Existing

Status/Comment

• EDE is responsible for coordinating regional economic

• • • • • • •

•

•

•

development promotion on behalf of the City.

City Manager's Office is responsible for regional cooperation.

Council's Vision for Economic Prosperity promotes this MEEDT is a group of economic development staff from the region's municipalities GEVCA is responsible for regional tourism Mayors and Reeves meetings discuss major regional issues and concerns.

The City supports business groups such as the Alberta .

Capital Region Manufacturers Association.

• see EDE 1996 EDE Business Plan - Business Environment, Objective Annual Report #2(c) "Increase awareness and positioning of the Edmonton • see 1996 EDE Capital Region in regional, national and international Public Opinion markets."

Survey EDE Business Plan - Developed Industries, Objective #2(f) "Market Edmonton's Capital Region locally, nationally and internationally."

EDE Business Plan - Developed Industries, Objective #3(d) "Market and promote the Edmonton Capital Region locally, nationally and internationally for trade and investment."

EDE Business Plan - Emerging Industries, Objective #1(f) "Market Edmonton Capital Regions existing knowledge

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ECONOMIC DEVELOPMENT based industries and the local, national and international market place."

• Joint marketing initiatives involving Metro Edmonton Economic Development Team partners (e.g.: Vancouver mission).

Change • Change MEEDT into an official body and increase support.

New • Promote Council's Vision for Economic Prosperity throughout the region to achieve political level of support..

• Consider consolidating all economic development agencies/departments in the region.

Additional information/implications: • consistent use of region's name in promotional activities.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Regional Economic Ties (ED-E): Build strong economic ties within the region.

Active partnerships (ED-F): Develop active partnerships throughout the community through key agencies and organizations.

Supportive Relationships (ED-G): Build strong relationships with the Provincial and Federal Governments to enhance and promote Edmonton's interests in the process of reinvestment.

KEY RESULT #: ED-E/F/G-2 Effective mechanisms will be in place to identify key economic development partners and facilitate the required linkages.

Existing • EDE' s is responsible for identifying economic development partnerships.

• Civic agency and departmental business plans identify service delivery partners.

• Council's Vision for Economic Prosperity has active partnership as a priority.

• Planning processes are used to identify partners and establish linkages (e.g. Downtown Plan) • Some partnerships exist (e.g. TransAlta Composter, POSSE) • EDE Business Plan - Business Environment, Objective #1(a): "Continue to maintain, develop and expand collaborative rt partnerships" • EDE Business Plan - Business Environment, Objective #2: "Position EDE as a leader/catalyst in economic development to reinforce its strategic objectives relative to developed industries, emerging industries tourism and events, and the Shaw Conference Centre."

Status/Comment

• •

see EDE 1996 Annual Repo see 1996 EDE Public Opinion Survey

•

Change

New • •

Actively search out partners as suggested by Council's Vision for Economic Prosperity.

Major attractions now have more freedom to seek partners

Additional information / implications:

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Regional Economic Ties (ED-E): Build strong economic ties within the region.

Active partnerships (ED-F): Develop active partnerships throughout the community through key agencies and organizations.

Supportive Relationships (ED-G): Build strong relationships with the Provincial and Federal Governments to enhance and promote Edmonton's interests in the process of reinvestment.

KEY RESULT #: ED-E/F/G-3 Effective working relationships with the Provincial and Federal governments will ensure that benefits for the City and the greater Edmonton area are optimized.

Status/Comment

Existing •

Council's Vision for Economic Prosperity promotes this.

• EDE's is responsible for economic development partnerships with the Provincial and Federal Governments.

• City Manager's Office is responsible for implementation of the Edmonton Economic Development Initiative.

• Use of Provincial Cabinet buddy system • Business Link is an operational partnership.

• Departments work with Provincial counterparts on operational issues (e.g Transportation & Streets) • EDE Business Plan - Business Environment, Objective • see EDE 1996 #1(a): "Continue to maintain, develop and expand Annual Report collaborative partnerships" • see 1996 EDE • EDE Business Plan - Business Environment, Objective Public Opinion #3(a): "Continue to operate the Business Link in conjunction Survey with the Federal and Provincial Governments."

• EDE Business Plan - Developed Industries, Objective #4(b): "Partner with industry, government and academia in the formation of a Manufacturing Innovation Centre."

• EDE Business Plan - Tourism and Events, Objective #1(b): "Develop and expand collaborative partnerships...work with ATPC and key industry partners..."

• GMP Policy 4.D.6 Work with the Provincial Government to enhance Edmonton's role as the Capital City of Alberta • GMP Policy 4.A.4 Continue to encourage the Federal and Provincial Governments to maintain the Downtown as the

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Edmonton EDMONTONS•MUNIaPAL•DEVELOPAte.IT•PIAN

ECONOMIC DEVELOPMENT focus of government activity by maintaining their existing and future office space requirements in the Downtown Change More emphasis on tri-level (e.g. Team Canada) trade missions New • Develop more / expand "Business Link" type initiatives.

• Establish more formal tri-level and bi-level consultation links.

• Monitor and analyze the impact of provincial and federal action on Edmonton.

• Develop action plan by addressing strategic issues.

• AUMA, FCM, Growth Summit (September 1997).

• Need to help other governments to understand unique needs of Edmonton.

• Require strategic direction statements from Council to guide operational activities.

Additional information/implications: During the Decore era the City had an intergovernmental office.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Regional Economic Ties (ED-E): Build strong economic ties within the region.

Regional Economic Ties (ED.F): Build strong economic ties within the region.

Supportive Relationships (ED-G): Build strong relationships with the Provincial and Federal Governments to enhance and promote Edmonton's interests in the process of reinvestment.

KEY RESULT #: ED-E/F/G-4 Successful regional economic development initiatives that add value to communities in terms of wealth, employment, and/or quality of life will be identified and implemented.

Existing •

• • •

•

•

•

•

Status/Comment

EDE is responsible for regional economic development initiatives.

City Manager's Office is responsible for regional initiatives.

MEEDT includes economic development staff in the region

EDE Business Plan - Developed Industries, Strategic Focus: "Build upon the existing resource and service sectors • see EDE 1996 and focus on those industries which offer the best valueAnnual Report added/manufacturing opportunities." see 1996 EDE EDE Business Plan - Developed Industries, Objective #1: • Public Opinion "Continue to enhance the Industry Analysis Model in order to Survey further identify industry linkages, partnerships, priorities and opportunities."

EDE Business Plan - Developed Industries, Objective #1(a): "Utilizing the Industry Analysis Model, create clusters of interdependent key industries supporting sectors and economic infrastructure that share common technology, labour force skills and market interests, while utilizing common suppliers."

EDE Business Plan - Developed Industries, Objective #1(b): "Identify companies/partnerships that are prepared to take risks, create jobs and invest resources (including time, money and people) to further the interests of the Edmonton Capital Region."

EDE Business Plan - Developed Industries, Objective #1(c): "Based upon the knowledge presented in the industry analysis, bring forward business and investment @ThE

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ECONOMIC DEVELOPMENT opportunities and strategies to the appropriate businesses/parties."

Change

New • Enhanced coordination of regional responsibilities will improve intelligence gathering capabilities... EDE, GEVCA, MEEDT, City Manager's Office Additional information/implications: Partnerships currently in place with Community Services Dept. which exist to improve overall quality of life should be nurtured.

Reduced services and increased fees do not encourage this type of initiative.

There are definitely cost implications to implementing any municipal initiative.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Regional Economic Ties (ED-E): Build strong economic ties within the region.

Active partnerships (ED-F): Develop active partnerships throughout the community through key agencies and organizations.

Supportive Relationships (ED-G): Build strong relationships with the Provincial and Federal Governments to enhance and promote Edmonton's interests in the process of reinvestment.

KEY RESULT #: ED-E/F/G-5 Effective use will be made of local community resources and talent to support economic growth and development; e.g., BRZs, community agencies, key individuals with high profiles.

Existing • EDE is responsible for relations with most business groups, relations with BRZs and other groups involve departments.

• Civic agency and department business plans identify key community contacts.

• Council's Vision for Economic Prosperity promotes active partnerships..

• Area Redevelopment Plans, BRZ area plans prepared and implemented with help from the community.• Community Based Plans.

• Grant policies support organizations mounting special events.

• EDE Business Plan - Business Environment, Objective #1(a): "Continue to maintain, develop and expand collaborative partnerships.. .industry clusters, associations, Mayors Task Force on Manufacturing, business revitalization zones, Chamber of Commerce, Edmonton Airports, GEVCA." • EDE Business Plan - Developed Industries, Objective #2(e): "Continue to work in partnership with industry associations in meeting industry needs and opportunities locally, nationally, and internationally."

• EDE Business Plan - Developed Industries, Objective #4(a): "Continue to partner with the Mayors Manufacturing Task Force and the newly formed Alberta Capital Region Manufacturing Association to market the Edmonton Capital Region's manufacturing strength nationally and internationally."

• EDE Business Plan - Emerging Industries, Objective #2(d): "Work in partnership with business, industry and post secondary educational institutions in attracting knowledge based businesses

Status/Comment

• •

. see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

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ECONOMIC DEVELOPMENT •

•

•

•

•

•

to the Edmonton Capital Region."

EDE Business Plan - Tourism and Events, Objective #1(c): "Report to industry to increase awareness of EDE activities and partnership opportunities through targeted communications."

EDE Business Plan - Tourism and Events, Objective #1(g): "Support and provide fulfillment for regional marketing campaigns initiated by GEVCA and industry partners."

EDE Business Plan - Tourism and Events, Objective #3(b): "Work with local industry to maintain and grow indigenous film production and to attract US and international production."

GMP Policy 1.A.7 Secure local political support for the [inner city] initiative, and organize local business and community leaders and organizations, mobilize the' technical, financial and administrative resources required to undertake the initiative.

GMP Policy 1.A.5 Ensure a coordinated approach by civic, community, private and other governmental agencies to allow for the most effective use of all available funding and manpower resources.

GMP Policy 3.D.3 Participate with local business people and affected communities to encourage physical renewal and promotion of commercial strips.

Change Provide staff component to carry out this initiative I

New • Implementation program for Council's Vision for Economic Prosperity would involve increased involvement by business and community groups.

• Increased involvement of the ethnic community in developing investment and marketing strategies for attracting foreign investment and exporting to foreign markets.

Additional information/implications: The Community Services Department has a network of resources that goes deep into the community. These relationships could be valuable.

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on on EDMONTIONS•MUNIOPAL•DEVELOPMENIT•PLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: ED-H

City Infrastructure: Develop and implement a new infrastructure plan which will serve the community's priorities.

Key Results ED-H-1

Municipal infrastructure (transportation, water, sewer, power, recreational and cultural facilities, parks, etc.) required to attract and sustain economic development and growth within the City and the greater Edmonton area will be in place.

ED-H-2

Municipal infrastructure requirements to facilitate the achievement of the City's economic development objectives will be fundamental considerations when setting the City's capital budget priorities.

ED-H-3

Municipal policies and practices will facilitate/encourage the development and maintenance of the communications and educational infrastructure necessary to achieve and maintain "smart" City status.

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monfon EDMONIONS•MU'NlaPAL•DEVELOPMENT.PIAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: City Infrastructure (ED-H): Develop and implement a new infrastructure plan which will serve the community's priorities.

KEY RESULT #: ED-H-1 Municipal infrastructure (transportation, water, sewer, power, recreational and cultural facilities, parks, etc.) required to attract and sustain economic development and growth within the City and the greater Edmonton area will be in place.

Existing Status/Comment • Infrastructure development is controlled by plans, budgets and agreements: • Sanitary sewer legal agreements with the Capital Region Sewage Commission.

• Neighborhood Infrastructure Program • Drainage Master Plan • Transportation Master Plan • Area Redevelopment Plans • BRZ improvement plans • Major attractions, River Valley amenities, festival and cultural venues are provided by the City • Capital Priorities Plan controls spending program.

• ee EDE 1996 • EDE Business Plan - Edmonton Convention Centre Annual Report [Shaw Conference Centre], Objective #2: "Maintain and • see 1996 EDE improve ECC's position as a tourism and events asset."

Public Opinion • EDE Business Plan - Edmonton Convention Centre Survey [Shaw Conference Centre], Objective #3: "Maintain and update the building [ECC] to a standard that meets or exceeds client expectations."

• GMP Objective 1.A To renew the physical and socioeconomic environment, housing • GMP Objective 1.0 To meet the needs of the inner city through the provision of infrastructure and services.

• GMP • GMP Objective 2.A To accommodate growth, serviced in an orderly and economic fashion in all suburban areas of the City.

• GMP Objective 7.A To provide transportation and utility systems which support and enhance the City's development needs

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ECONOMIC DEVELOPMENT Change • Transportation Master Plan needs to address changes to regional transportation network.

• Consultation with AQUALTA regarding their current regional service provision.

• Lobby for the continuation of Federal/Provincial/Municipal infrastructure program.

• The capital requirements for the Shaw Conference Centre expansion need to be given priority so that the Centre can maintain its' position as a generator of economic development.

New • Mechanism for consultation gnong utility providers.

• Transportation Master Plan should have regional focus or MDP must fill gaps.

• Infrastructure Development, Maintenance and Financing Plan • River Valley Alliance plan for the river valley Additional information/implications: Emphasis tend to be on roads and sewers. The "quality of life' infrastructure will require a new emphasis. With the wording provided here some social services would be included under infrastructure.

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KEY RESULT #: ED-H-3 Municipal policies and practices will facilitate/encourage the development and maintenance of the communications and educational infrastructure necessary to achieve and maintain "smart" City status.

Existing • Major theme of Council's Vision for Economic Prosperity.

• Communications infrastructure is provided by private sector , companies.

• City assisting TELUS with multi-media trial • City and School Boards work on planning school sites and joint use agreements.

• City a leader in computer systems for local governments.

• City departments and educational institutions are partners in the design and delivery of some programs • EDE Business Plan - Emerging Industries, Objective #2: "Build upon Edmonton Capital Region's strengths in science, research and commercialization of technology and enhance Edmonton Capital Regions position as a "Smart City" • (c): "Market Edmonton Capital Region's "Smart City" position in the local, national, and international market place, capitalizing on the University of Alberta's strengths."

• (d): "Work in partnership with business, industry and post secondary educational institutions in attracting knowledge based businesses to the Alberta Capital Region."

• (e): "Increase local community awareness of the economic significance of research, science and technology to emerging industries."

• (f): "Support the University of Alberta in recruiting research funding."

Status/Comment

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change • Promote and participate in partnerships with the educational, research, and "high technology" sectors.

• Increase use of communications technology in city operations

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ECONOMIC DEVELOPMENT New • Implement Council's Smart City initiative with education & business partners.

Additional information/implications:

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: City Infrastructure (ED-H): Develop and implement a new infrastructure plan which will serve the community's priorities.

KEY RESULT #: ED-H-2 Municipal infrastructure requirements to facilitate the achievement of the City's economic development objectives will be fundamental considerations when setting the City's capital budget priorities.

Existing •

Status/Comment

Council's Vision for Economic Prosperity supports this.

• Capital Priorities Plan is the existing process for reviewing , capital expenditures.

• GMP Policy 1.A.6 Establish civic priorities on maintenance and upgrading programs for utility recreation and transportation facilities to demonstrate civic commitment to renewal.

• Economic development objectives may not be a high priority

Change • Develop the capability to do scenario analysis of economic development benefits and alternative funding source.

• Lobby for the continuation of the tripartite infrastructure based on economic development criteria.

• More effort will be required to coordinate the City's Capital Priority Plan with utility providers - Edmonton Power, Aqualt, TELUS now that they are separated from the City.

New • Council's mandate in Vision for Economic Prosperity includes' "Providing a physical and human infrastructure that contributes to economic development and quality of life."

• New infrastructure development and maintenance and financing plan should consider economic development objectives Additional information/implications: A realistic interpretation of when a project affects an economic development objective is needed. For example, When a road or sewer line services a commercial area is it an economic development project?

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY ED-I

Human Capital: Nurture and enhance the human skills, knowledge and capabilities required to support growth and economic development.

Key Results ED-I-1

The greater Edmonton area will have the labour, technical, management, and entrepreneurial pool necessary to sustain a 21st century economy.

ED-I-2

The currency of human knowledge, skills, and competencies will be maintained through effective education, training and inservicing.

ED-I-3

Effective partnerships between the private sector and educational institutions will support employee training and development.

ED-I-4

Community initiatives will be supported effectively by high levels of volunteerism.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Human Capital (ED-I): Nurture and enhance the human skills, knowledge and capabilities required to support growth and economic development.

KEY RESULT #: ED-I-1 The greater Edmonton area will have the labour, technical, management, and entrepreneurial pool necessary to sustain a 21st century economy.

Status/Comment Existing • Council's Vision for Economic Prosperity promotes this • City Forecasting Committee / Planning and Development monitors employment and labour force.

• City participates in Federal / Provincial job training programs.

• Some work is balanced between in-house and contact staff providing private sector opportunities.

• Support got volunteer activities such as festivals helps to provide opportunities for people to develop skills.

• City works with AMP/YJC and other youth programs designed for • see EDE 1996 skills development.

Annual Report • EDE Business Plan - Emerging Industries, Objective #3: • see 1996 EDE "Assist the Edmonton Capital Region business industry and post Public Opinion secondary institutions to further develop new markets and life Survey long learning opportunities."

• EDE Business Plan - Emerging Industries, Objective #3(c): "Assist "Careers-The Next Generation" with implementation of their program in Edmonton's Capital Region."

Change • Enhance the socio-economic monitoring including increased contact with Federal and Provincial labour force monitoring programs • Ask organizations seeking grants to provide information on their skills development component - e.g. students from GMCC Performing Arts program will assist in staging various events.

New • Develop strong partnerships with Universities, NAIT, and other training institutions through the "smart city" program.

• Major Attractions are now in an "enterprise" mode Additional information/implications: The City may find a number of situations that would create opportunity to promote training and new skills development. Suggestion to change strategic priority to add "of all citizens, specifically the vulnerable population Community Services works with"

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Human Capital (ED-I): Nurture and enhance the human skills, knowledge and capabilities required to support growth and economic development.

KEY RESULT #: ED-I-2 The currency of human knowledge, skills, and competencies will be maintained through effective education, training and in-servicing.

Existing • Departments provide training programs for their own staff.

• EDE is responsible for monitoring inventory of human resources.

• EDE Business Plan - Emerging Industries, Objective #3(a): "Create inventory of educational programs and available expertise which can be marketed nationally and internationally."

• EDE Business Plan - Finance and Administration, Objective #1: "Administration: develop and implement personnel policies and procedures; oversee and assist in the human resource requirement of EDE."

Status/Comment

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change • Create more partnerships with employers and training institutions.

• Enhance systems to track the demand and supply for different occupations and industries.

New •

MDP could include a statement on the "City's" approach to maintaining the standard of its

human resources.

• Work with Alberta Employment and Career Development Department to identify occupation demand and supply for the region and province.

Additional information/implications: There are the components to this. The first is a "market intelligence" function of tracking labour force skills and employment requirements. The second is the City's Administrations own "lead by example" behaviour. The third is the promotion of appropriate behaviour on the part of employers and other levels of government.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Human Capital (ED-I): Nurture and enhance the human skills, knowledge and capabilities required to support growth and economic development.

KEY RESULT #: ED-I-3 Effective partnerships between the private sector and educational institutions will support employee training and development.

Existing • Council's Vision for Economic Prosperity supports this.

• Planning and Development has been organizing City Council's smart city initiative.

• EDE is responsible for facilitating partnerships between business and educational institutions.

• EDE Business Plan - Emerging Industries, Objective #3(b): "Work collaboratively in joint venture to match educational product and expertise to the appropriate market."

Status/Comment

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change • Promote more partnerships between employers and training institutions.

• Monitor the success of relationships and identify areas of opportunity New • Implement City Council's "smart city" initiative Additional information/implications:

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Human Capital (ED-I): Nurture and enhance the human skills, knowledge and capabilities required to support growth and economic development.

KEY RESULT #: ED-I-4 Community initiatives will be supported effectively by high levels of volunteerism.

Existing • Civic agencies and departments promote and obtain a wide variety of volunteer services from the community including volunteer advisory boards and project steering committees.

• Council's Vision for Economic Prosperity identifies volunteer action as one of Edmonton's great strengths.

• Grant programs support volunteer-led projects.

• EDE operates under the direction of a volunteer Board of Directors and many of EDE's advisory groups and committees are comprised of volunteers from the local business community. In addition, most of the initiatives of these committees are carried out by EDE staff and community volunteers and EDE's Edmonton Ambassador Program has essentially created a large team of volunteers who promote Edmonton locally, nationally and internationally.

Status/Comment

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change • Support for volunteer actions such as the Ambassador's program would encourage volunteer activity.

New • There may be opportunities to encourage more volunteer activity from the business and government sector around economic development issues.

• Possible to use volunteer resources from ethnic communities to target foreign markets.

Additional information/implications:. Volunteer activities provide many services to the community. Support for volunteer led and or supported activities are a leveraged investment.

Some volunteers are complaining that they are being asked to do more and more with less and less support.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY ED-J

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

Key Results ED-J-1

Existing industry/business sectors with potential to expand existing operations will be identified and targeted for support.

ED-J-2

Industries/businesses that "add value" to products before distribution to customers, will be high priority economic development targets.

ED-J-3

Incentive packages and programs will be in place to support business growth/expansion in targeted areas.

ED-J-4

Edmonton and the greater Edmonton area will be recognized as a tourist destination of choice.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-J): Nurture existing businesses and attract and support the development of new businesses.

KEY RESULT #: ED-J-1 Existing industry/business sectors with potential to expand existing operations will be identified and targeted for support.

Existing •

• •

Status/Comment

EDE is responsible for targeting and programming for industrial sectors.

Planning and Development monitors growth in economic sectors.

Council's Vision for Economic Prosperity identifies desirable sectors but is less clear about targeting them for growth

• EDE Business Plan - Developed Industries, Strategic Focus: "Build upon the existing resource and service sectors • see EDE 1996 Annual Report and focus on those industries which offer the best value• see 1996 EDE added/manufacturing opportunities."

Public Opinion • EDE Business Plan - Developed Industries, Objective #1: Survey "Continue to enhance the Industry Analysis Model in order to further identify industry linkages, partnerships, priorities and opportunities.

• EDE Business Plan - Developed Industries, Objective #2: "Build, foster and maintain the resource based and service based industries."

• EDE Business Plan - Developed Industries, Objective #3: "Identify and expand value-added opportunities that generate wealth creation."

Change •

EDE's actions are, by their nature targeted to some degree. More clear-cut targeting may not be desirable

New •

Enhanced Planning and Development' monitoring, analysis, and forecasting programs.

Additional information/implications:

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-J): Nurture existing businesses and attract and support the development of new businesses.

KEY RESULT #: ED-J-2 Industries/businesses that "add value" to products before distribution to customers, will be high priority economic development targets.

Existing

Status/Comment

• EDE' s is responsible for establishing the priority of economic development programs.

• see EDE 1996 • EDE Business Plan - Developed Industries, Strategic Annual Report Focus: "Build upon the existing resource and service sectors and focus on those industries which offer the best value• see 1996 EDE added/manufacturing opportunities."

Public Opinion Survey • EDE Business Plan - Developed Industries, Objective #1: "Continue to enhance the Industry Analysis Model in order to further identify industry linkages, partnerships, priorities and opportunities.

• EDE Business Plan - Developed Industries, Objective #2: "Build, foster and maintain the resource based and service based industries."

• EDE Business Plan - Developed Industries, Objective #3: "Identify and expand value-added opportunities that generate wealth creation."

Change

New

Additional information/implications: Economic development strategy at this level of detail is the domain of EDE.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-J): Nurture existing businesses and attract and support the development of new businesses.

KEY RESULT #: ED-J-3 Incentive packages and programs will be in place to support business growth/expansion in targeted areas.

Existing Status/Comment • Council's Vision for Economic Prosperity identifies desirable industries but does not mention direct incentives other than competitive municipal costs.

• City policy does not generally support direct incentives to business.

• EDE Business Plan - Business Environment, Objective #3(d): "Continue to provide ongoing market intelligence and • see EDE 1996 Annual Report qualifiable economic evaluations."

• see 1996 EDE Public Opinion Survey Change • EDE to carry out an analysis of current practices of competing jurisdictions related to incentive packages and programs.

New • EDE may identify specific incentives required to match programs in competing jurisdictions • Provide cost benefit analysis of specific investment proposals if incentive policies adopted Additional information/implications: Indirect incentives such as appropriate physical infrastructure (e.g. "wet lab facilities"), available human resources, opportunities for partnerships or industry support networks may be a suitable alternative to direct investment.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-J): Nurture existing businesses and attract and support the development of new businesses.

KEY RESULT #: ED-J-4 Edmonton and the greater Edmonton area will be recognized as a tourist destination of choice Existing • EDE is responsible for tourism promotion in Edmonton, GEVCA is responsible for regional tourism promotion.

• Major attractions are promoted by Community Services • EDE Business Plan - Tourism and Events, Objective #1: "Increase convention, business And leisure visitation through targeted marketing methods."

• EDE Business Plan - Tourism and Events, Objective #1(b): "Develop and expand collaborative partnerships.: • EDE Business Plan - Tourism and Events, Objective #1(d): "Expand initiatives in primary Canadian, US and International meetings markets."

• EDE Business Plan - Tourism and Events, Objective #1(e): "Expand initiatives in primary Canadian, US and International travel trade markets."

• EDE Business Plan - Tourism and Events, Objective #1(0: "Target the Edmonton Capital Region product to travel media."

• EDE Business Plan - Tourism and Events, Objective #2(a): "Identify, pursue and bid for regional, national and international events."

• EDE Business Plan - Tourism and Events, Objective #3(c): "Market Edmonton as a motion picture and television production centre."

Status/Comment

• • •

Now separate see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

Change • Position Edmonton as a destination of choice for national and international sporting events.

• Improvements and enhancements at local attractions will be required New • Major attractions will require a new approach to management and promotion • More effective relationships with GEVCA, and the Provincial and Federal governments is required.

• Development of high profile tourism sites (e.g. River Valley and Arts District) Additional information/implications: There is a need to evaluate the organizational relationships between EDE and GEVCA.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: ED-K

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

Key Results ED-K-1

There will be increased awareness within the tourist industry of the rich diversity of cultural activities and experiences available in the greater Edmonton area.

ED-K-2

The unique strengths and advantages that the greater Edmonton area offers will be identified clearly and promoted effectively.

ED-K-3

There will be increased support for local businesses wishing to capitalize on international business opportunities.

ED-K-4

A current data base of relevant information on international business opportunities will be available to support the international marketing efforts of local businessmen.

ED-K-5

Opportunities will be available for communities to experiment with innovative community-based economic development initiatives and action programs.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Global Perspective (ED-K): Ensure the City's approach to economic development reflects a global perspective while enabling local initiative.

KEY RESULT #: ED-K-1 There will be increased awareness within the tourist industry of the rich diversity of cultural activities and experiences available in the greater Edmonton area.

Existing • • • • •

•

Status/Comment

Council's Vision for Economic Prosperity identifies cultural diversity as a strength EDE is responsible for tourism promotion in Edmonton, GEVCA is responsible for regional tourism promotion Major attractions (e.g. Fort Edmonton) and festivals are promoted

by Community services.

City provides cultural venues (e.g. Art Gallery) with tax relief.

Community Services has strong community contacts and is responsible for supporting arts and cultural activities.

EDE Business Plan - Tourism and Events, Objective #1(b): "Develop and expand collaborative partnerships.

•

EDE Business Plan - Tourism and Events, Objective #1(e): "Expand initiatives in primary Canadian, US and International travel trade markets."

•

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

EDE Business Plan - Tourism and Events, Objective #1(1): "Target the Edmonton Capital Region product to travel media."

•

EDE Business Plan - Tourism and Events, Objective #1(i): "Operate VIC in the most efficient and customer oriented manner."

•

EDE Business Plan - Tourism and Events, Objective #2(c): "Increase awareness of annual events as a tourism attraction."

Change •

Partnership with Travel Alberta, Alberta Arts & Festivals Association, and the Edmonton Arts Council to expand promotion of cultural tourism for Edmonton.

New • •

Develop a marketing strategy to highlight the region's diversity.

Promote the development of a First Nations tourism program on the Enoch Reserve.

Additional information/implications:

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Global Perspective (ED-K): Ensure the City's approach to economic development reflects a global perspective while enabling local initiative.

KEY RESULT #: ED-K-2 The unique strengths and advantages that the greater Edmonton area offers will be identified clearly and promoted effectively.

Existing • Council's Vision for Economic Prosperity identifies this as a Council mandate.

• EDE is responsible for promotional programs for the City.

• MEEDT plays a limited role , • EDE Business Plan - Business Environment, Objective #1: "Provide a pro-active community approach which enables the citizens and business community to project and promote a positive business environment."

• EDE Business Plan - Business Environment, Objective #2(b): "Create, develop, support and implement Corporate Communications programs relative to the strategic focus of Developed Industries, Emerging Industries, Tourism and Events and the Edmonton Convention Centre [Shaw Conference Centre]."

• EDE Business Plan - Business Environment, Objective #3(b): Enhance and promote EDE' s "Home Page" activities to meet the needs of all EDE clients and supporting the Business Plan."

• EDE Business Plan - Developed Industries, Objective #2(c): "Arrange profile events which highlight Edmonton Capital Region strengths."

Status/Comment

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

•

Change I • Greater involvement in the Provinces promotional programs New • Develop a plan for Council to exercise their mandate.

• Development of a formal role for MEEDT • Develop a promotional campaign based upon the "Edmonton advantage" Additional information/implications: We often take our strengths for granted and do not build or support them.

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Global Perspective (ED-K): Ensure the City's approach to economic development reflects a global perspective while enabling local initiative.

KEY RESULT #: ED-K-3 There will be increased support for local businesses wishing to capitalize on international business opportunities.

Existing • Council's Vision for Economic Prosperity supports an international profile.

• EDE is responsible for market intelligence and facilitating international contacts.

• Council members participate in trade missions and meetings with foreign delegations • Business Link assists businesses with information on foreign markets.

• EDE Business Plan - Developed Industries, Objective #3(e): "Assist Edmonton Capital Region firms with market intelligence leading to increased inbound delegations and outbound sales trips for business growth."

• EDE Business Plan - Developed Industries, Objective #4(d): "Support development of world scale capability and advanced manufacturing technologies."

• EDE Business Plan - Emerging Industries, Objective #1(c): "Assist Edmonton Capital Region's firms with export intelligence, leading to increased export promotion through combined involvement and resources."

Status/Comment

• see EDE 1996 Annual Report • see 1996 EDE Public Opinion Survey

Change • EDE to enhance the coordination of international promotional activities with the Federal and Provincial governments.

New

Additional information/implications:

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Global Perspective (ED-K): Ensure the City's approach to economic development reflects a global perspective while enabling local initiative.

KEY RESULT #: ED-K-4 A current data base of relevant information on international business opportunities will be available to support the international marketing efforts of local businessmen.

Existing • Council's Vision for Economic Prosperity supports international marketing.

• Business Link has information on foreign markets • EDE Business Plan - Business Environment, Objective #4: "Enhance and continue implementation of an integrated Information Management Strategy (IMS) that recognizes information as a key corporate asset and supports the Business Plan."

• EDE Business Plan - Business Environment, Objective #4(a): "Maintain an appropriate information office by monitoring client needs and feedback through individual contacts, focus groups and annual surveys."

• EDE Business Plan - Business Environment, Objective #4(b): "Implement an annual information update routine which improves the timeliness of information dissemination by reallocating research resources from all divisions."

• EDE Business Plan - Business Environment, Objective #4(c): "Expand the use of integrated information and communications systems in a manner consistent with the Information Management Strategy and the timely dissemination of information."

• EDE Business Plan - Business Environment, Objective #4(d): "Merge the reference materials, research documents and databases of all divisions into an accessible, effective resource centre."

• The Business Link [provincial and federal databases] • The World Trade Centre Edmonton [international databases]

Status/Comment

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

Change

New • Use the expertise of Edmonton firms with international experience and global contacts.

Additional information/implications:

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Global Perspective (ED-K): Ensure the City's approach to economic development reflects a global perspective while enabling local initiative.

KEY RESULT #: ED-K-5 Opportunities will be available for communities to experiment with innovative community-based economic development initiatives and action programs.

Existing Status/Comment • Business Revitalization Zones are community based.

• Area Redevelopment Plans and other non-statutory plans can facilitate community based actions.

• Business Link provides support for start-up entrepreneurs and contact with small business programs.

• EDE is responsible for assisting economic development initiatives.

• see EDE 1996 • Community Services Innovative Services Team economic Annual Report development initiatives. see 1996 EDE • • EDE Business Plan - Emerging Industries, Strategic Public Opinion Focus: "Operate and maintain the Edmonton Research Park, Survey including the marketing and sale of park lands."

• EDE Business Plan - Emerging Industries, Objective #1(d): "Foster the development of knowledge-based industries through business incubator and mentor programs."

• EDE Business Plan - Emerging Industries, Objective #1(e): "Maintain optimum occupancy levels in the ATC and Research Centre One Building."

• EDE Business Plan - Emerging Industries, Objective #2(a): "Work in partnership to commercialize processes or products resulting in the start up of new companies."

Change

New • Develop a better understanding of the needs of home based businesses • Assist communities to pursue self-directed economic development initiatives.

Additional information/implications: Edmonton has limited experience with this form of economic development initiative. Examples from other cities include capital pools for very small

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ECONOMIC DEVELOPMENT loans, co-operatives, barter programs and business mentoring programs. A local example may be the downtown "Arts District" proposals but this is driven more by our institutional community.

The Boyle Street ARP takes a more folksy approach but has had little success.

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SERVICES TO PEOPLE SP-A

Customer Service: Make it easier for all citizens to access and interact with the City.

SP-B

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

SP-C

Community Development: Encourage and support residents' active involvement in developing and sustaining their neighbourhoods and communities.

SP-D

Safety and Security: Ensure the protection of people and property through the provision of acceptable levels of police, fire, ambulance, housing and preventative services.

SP-E

Recreation, Culture, Education and the Arts: Ensure a broad range of recreational, cultural, and life-long learning opportunities are available for residents.

SP-F

Health and Well-being: Deliver and support programming that contributes to the health, well-being and overall quality of life of residents over time.

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SERVICES TO PEOPLE BELIEF STATMENTS The Policy Committee felt strongly that the Strategic Priorities and Key Results relating to services to people must be built upon a foundation of fundamental values. Accordingly, the Committee developed the following Belief Statements to set parameters for their discussions and recommendations.

Service priorities and levels should reflect fairness and equity.

Service priorities should be established in consultation with the community.

Residents should have equitable and timely access to municipal services.

Municipal services should contribute to the overall quality of life over time, as well as meet citizens needs in times of emergency.

Service delivery models and mechanisms must reflect the right of citizens to be treated with dignity and respect.

Municipal services should be sustainable, delivered in a cost-effective manner, and evaluated periodically against process and outcome criteria.

Resource allocation decisions should be consistent with clearly defined City service priorities.

Collaboration and co-operation between the City and other service providers should support seamless service delivery and optimise benefits for residents.

Services to people are critical investments in the future of our communities.

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SERVICES TO PEOPLE STRATEGIC PRIORITY SP-A

Customer Service: Make it easier for all citizens to access and interact with the City.

Key Results SP-A-1

Citizens will have high levels of satisfaction with the ease of access to information regarding the City's services and programs.

SP-A-2

Technology will, be used effectively to support citizen access to information and City Departments.

SP-A-3

Citizens' inquiries and concerns will be dealt with in a timely, professional and solution oriented manner.

SP-A-4

City Departments and staff will demonstrate high levels of responsiveness to citizens with special needs; e.g., disabled, cultural minorities, language, etc.

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SERVICES TO PEOPLE Customer Service (SP-A): Make it easier for all citizens to access and interact with the City.

KEY RESULT #: SP-A-1 Citizens will have high levels of satisfaction with the ease of access to information regarding the City's services and programs.

Existing • Access to information is dictated by the Right to Information Bylaw. Provision of information is directed by the City of Edmonton Mission Statement; the Quality Performance Initiative; and, the Customer Service Initiative. The numerous ways citizens can access information are listed below: • City Home Page • Citizen Action Centre which was established by City Council's directive to provide assistance and direction to citizens with inquiries or complaints relating to civic departments and issues.

• City employee newsletters • various departmental brochures, maps, charts, pamphlets, newsletters • Community Services' neighbourhood services • 911 system, and back up emergency number • Other ERD phone numbers listed for inquiries and complaints.

ERD • Fire and Ambulance Stations provide community interaction and tours while some provide burning and low hazard fireworks permits • Pyrotechnics and Dangerous Goods permits available from Public Safety and Education Branch Office.

• Edmonton Public Library (EPL) Marketing Plan, 1996-2000 contains strategies for communicating services and programs to citizens • EPL has established "Quality Public Service" as a corporate value & has undertaken extensive staff training in this regard • EPL opened a new branch in 1996 and will open another in 1997 to facilitate access to library & information services • EPL is accessible via electronic means by citizens • Transportation's customer information phone lines, bus link, traffic bulletins, hot line phone numbers and mall displays

Status/Comment

• Action Centre is an entry point for accurate and timely information, citizens concerns and comments or issues and events second number not • well known • Citizens may prefer more outlets • More access may be desirable • strategies being implemented • on-going

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SERVICES TO PEOPLE Change • Consistent customer service practices on all public information lines. (Service varies with departments and practice used.)

• An in depth reassessment of corporate standards for customer service is essential.

• Empower all employees to be deliverers of information • Corporate communications develop a greater mandate in the design and delivery of civic messages.

• Better integration of inquiry responses such that the individual that takes in the inquiry stays with the citizen all the way through the process.

• Improve methods / systems for providing more and better information to Community Services front line staff about who does what in the Corporation (these front line staff have a high degree of interaction with citizens, and often these staff are asked to help citizens access appropriate departments and staff to address issues and resolve problems) • More detailed breakdown of services listed in the blue pages of the phone book • Perhaps more information needed by the public to understand what services are available from the ERD Department • Fire and EMS personnel to become more active within the Community.

• Enhance inter-departmental co-operation New • Commitment of Senior Management Team to customer service (More awareness of importance of front line staff and recognition.)

• Sufficient, regular, timely training for front line staff • Monitoring of customer service • Creation of one stop information centres • Creation of City Ombudsman Office • Develop a corporate culture that emphasises keeping the public informed • Develop communication plans around all sorts of civic activities and public works based on neighbourhoods. For example NIP program • Catalogue of services and products • School packages and general PR packages • Establish a customer service policy, which outlines requirements for monitoring customer satisfaction and initiating improvements based on customer feedback • Publish a detailed "topic index" of civic services which identifies appropriate staff contacts • Master Plan for the direction of the ERD Department.

• A new branch library in southwest Edmonton would ease access to library services in that part of the City

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SERVICES TO PEOPLE Additional information/implications: • The achievement of this key result will depend most fundamentally on the emphases that the civic organization gives to keeping citizens informed. While improvements can be expected real gains are likely to be impeded by the "just do it" philosophy of smaller government.

• Improved service due to prompt, accurate assistance and referral.

• Improved public perception of civic employees and the City of Edmonton.

• Less manpower and resources • more efficient and timely response to public • less duplication and referral telephone passing • fewer complaints means less paperwork etc.

• Positive attitude of employees.

• There may be implications regarding "Access to Information" Bylaws / Policies • With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of ERD Department. Will take several months of concerted effort to develop a comprehensive plan. (NB. All ERD info, has not been reviewed by ERD Management)

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SERVICES TO PEOPLE Customer Service (SP-A): Make it easier for all citizens to access and interact with the City.

KEY RESULT #: SP-A-2 Technology will be used effectively to support citizen access to information and City Departments.

Existing • Technology supports citizen access to information in the following ways: • Computer program for recording calls (CAC) • Talking Yellow Pages • Neighbourhood Fact Sheets (not current) ' • Information faxed out • Transportation's bus link and web pages Edmonton Public Library Technological Strategy to enable citizen access to library resources & services, as well as information located elsewhere around the world • Rotary File (CAC) •

• • • •

Electronic Bulletin Board

• •

Direct service for citizen - basic telecommunication

City and departmental Home pages ERD access is through the phone system or personal contact.

• An ERD information phone line has been set up but there are only two messages on line.

• Property data base, ha72rd information and medical information maintained by ERD • Some ERD access to property data base from District Station

Technology supports administrative work with:

Status/Comment

•

different systems & programs used throughout civic offices - cannot communicate

•

implemented in part, further development in process

• easy and quick to use • seasonal issues and events • about 75% • Works well, but not technically advanced • Usage level not known • Not generally accessible to public • Information considered confidential without property owner's release.

• No voice mail (appreciation expressed by citizens "only place to reach a human")

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SERVICES TO PEOPLE • •

Winter Net Computerised information systems (SELUS, SAP and POSSE) • Electronic Council agendas and reports • Quality Performance Initiative - look at systems to improve effectiveness and accessibility

•

Ongoing

Change • Designate staff in each Department to maintain current information about their respective Department on the City's Internet "Home Page". Publicise the Home Page.

• Put documents such as the "Centex" on-line • New model of Neighbourhood Fact sheets needs to be developed which integrates both physical and social information, and trend information.

• Mapping system needs to be made more generally available • Make existing systems more public (selus) • Fax out system increased to include more materials • ERD information line could be expanded at increased cost.

• Research of new telecommunications technology. (Telecommunication Project Office - at present areas must do our research into telecommunication products. Time consuming.)

• Common computer systems throughout civic departments.

• Improved use of voice mail. Many areas use voice mail. Citizens frustrated. Customer Service Training.

• Increase awareness of need to share info. - Issues were not identified, to civic departments - citizens have trouble getting answers. Need customer service training • Computerised trip planning being implemented in the Edmonton Transit Customer Information Centre New • "Topic Index" to City Services included on the City's Internet "Home Page" or set up on an "Intranet" format.

• Consider those citizens who can't access or use technology to access information • Inclusion of EPL in City planning initiatives intended to enable the City to take advantage of technological developments • Much more resource needs to be dedicated to the continuous improvement of our information systems • Much more resource is needed to add general information to the standard data bases. (Capital Budget to a Public Map or construction activity to Home Page).

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SERVICES TO PEOPLE General Audio /Video resources (video on the planning process) Automated Kiosks Master Plan for the direction of the ERD Department. (Public interaction would be a feature of this plan.)

• Independent information centre for better coordination of civic information • Common computer system throughout civic departments (Information Technology) • Efficient use of most up- to- date and effective telecommunication technology (Telecommunications Project Office) - practice to accomplish wider public access in to Home Page

• • •

Additional information/implications: • Introducing and maintaining these programs will require dedicated resources for tasks such as establishing the information requirements, building the home pages, researching and collecting information and continually updating information • Key to achieving this result will be the making of high tech products available in low tech ways.

• With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan.

• Improved service due to prompt, accurate assistance and referral.

• Improved public perception of civic employees and the City of Edmonton.

• Less manpower and resources • more efficient and timely response to public • less duplication and referral telephone passing • fewer complaints means less paperwork etc.

• Positive attitude of employees.

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SERVICES TO PEOPLE Customer Service (SP-A): Make it easier for all citizens to access and interact with the City.

KEY RESULT #: SP-A-3 Citizens' inquiries and concerns will be dealt with in a timely, professional and solution oriented manner.

Existing Currently responses to citizens are directed by the Right to Information Bylaw and the City of Edmonton Mission Statement and addressed in the following manners: • Citizen's Action Centre • Answer immediately"- call sequence • Inform caller of status of call.

• Clear identification of department and person - open, friendly manner.

• Direct referral to accurate contact.

• Phone same day when information must be researched.

• Ongoing communication with citizen when problem needs more information and other department contacts.

• Deadline of 10 days if department needs time to monitor etc.

• Explanation and reasons for procedures, and bylaws • Clarification of problems or concerns • Edmonton Public Library's (EPL) Quality Public Service program.

EPL's information service handles over 1 million information requests annually. EPL is a repository for government documents, local, provincial and federal.

• Right to Information Bylaw sets timelines • Edmonton Police stress community contact and are guided by Communications Centre Guidelines, and the Communication standards set by the Commission on Accreditation for Law Enforcement Agencies (CALEA). Process followed: • The red pages in the Edmonton Telephone Directory advises citizens to respond to Edmonton Police Service Community Stations for non-emergencies and situations that do not require an immediate police response. Sixteen locations and opening hours are shown. This method of doing business ensures that citizens have an opportunity for face to face contact with police officers.

Status/Comment

65% direct assistance and referrals to correct numbers and personnel for service.

• Paper work eliminated which enables immediacy

•

•

On going

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SERVICES TO PEOPLE •

•

Citizens inquiries and concerns that are directed at the 911 or complaint line system are handled by Communications Centre Guidelines (Policy and Procedure Manual, Part 5, Chapter A, Section 10). Here, a Call Path Chart is used to determine the most appropriate response to a call. Calls that are dispatched are prioritised according to need. Where there is a delay in dispatching a low priority call, complainants are contacted to determine the current status of the incident, information regarding the estimated time of police arrival and reporting alternatives such as referral to a Community Station.

Emergency Response strives to deal with citizens in a timely, professional and solution oriented manner.

Staff have option of receiving: • Quality Performance training • the "Partners in Service" program

•

Generally successful although there is always room for improvement.

Change • More customer surveys needed to ensure customer satisfaction with services provided.

• More emphasis on continual improvement in staff capabilities and knowledge.

• Review mail referrals.

• Customer Service Training - common customer service attitude throughout civic service.

• Increased awareness of need to share information (SMT - all departments) New • Define, through policy or practice, the specific nature and standard of service that customers should expect to receive.

• Use technology (see SP-A-2) to assist staff in being able to connect a customer with the specific staff person that can help them • Foster an attitude and a service standard among staff that you "don't pass the buck" • Develop cross corporation standards • Master Plan for the direction of the ERD Department. (Public interaction would be a feature of this plan.)

• Common customer service attitude throughout civic service • SMT - commitment to customer service

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SERVICES TO PEOPLE Additional information/implications: • City Council and Senior Management would need to adopt various strategies to foster and nurture this customer service attitude among staff, dedicate resources for staff training and recognition and ensure that resources are available to maintain current and accurate information (see SP-A-2) •

The nature of the citizen request may dictate the type of response, in an emergency one method may be used while with other concerns and inquiries another approach may be taken.

•

Staff attitude will be an important component of successful implementation of this key result.

•

The Edmonton Police Plan identifies Customer Service as one of six crucial issues.

Excellence in customer service is an evolutionary process and is the responsibility of every member. Strategies to address this issue include the evaluation of technology as it relates to customer service, training in telephone etiquette, recognition of excellence in customer service, correction of instances of poor customer service, the determination of customers' expectations, and communication to all employees of proven customer service enhancements.

•

The adoption of community based policing and adherence to Accreditation standards ensures that the E.P.S. has state-of-the-art systems in place to address citizen's concerns and inquiries and staff trained to handle them appropriately.

•

With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan.

• • •

Improved service due to prompt, accurate assistance and referral.

Improved public perception of civic employees and the City of Edmonton.

Less manpower and resources • more efficient and timely response to public • less duplication and referral telephone passing • fewer complaints means less paperwork etc.

Positive attitude of employees.

•

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SERVICES TO PEOPLE Customer Service (SP-A):

Make it easier for all citizens to access and interact with the City.

KEY RESULT #: SP-A-4 City Departments and staff will demonstrate high levels of responsiveness to citizens with special needs; e.g., disabled, cultural minorities, language, etc.

Status/Comment Existing • Current special need programs: • EPL provides services to the handicapped, sick & those in seniors • on-going homes; maintains and develops collections in other languages; and provides services to those requiring literacy assistance and those whose first language may not be English (Library Access Division and Outreach Librarian) • City Council's Advisory Committee on Services to Persons with Disabilities • Barrier Free Policy and construction guidelines • Use of translators and translated documents in plan preparation exercises and community relations. (P&D and CS) • Various organizations are kept on a standard list of people contacted in times of change (P&D) • Provision of DATS service • inclusion of accessibility measures such a s pararamps, accessible transit shelters, accessibility measures at transit facilities • Edmonton Transit Mobility Choices Program .

• consultation with stakeholder groups and organizations • E.P.S. has procedures for call-out of interpreters for the deaf and other languages: has policies for dependent adults, the mentally disabled and the handicapped; and, the Cultural Resources Unit • Always difficult to encourages understanding, acceptance, and good relationships address all concerns between the E.P.S. and members of ethnic groups (Policy and Procedure Manual, 3.V.17., 3.V.18., 3.P.8., 3.P.1., 2.F.8., 9.E.12.)

• ERD has educational programs which try to accommodate citizens with special needs; installs elevators and facilities for the disabled; and provides inspection services to help ensure safe living and work places Existing GMP policies: • Identify opportunities and undertake activities which ensure that the needs of special groups are considered and incorporated,

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Edmonton

ISCIMONICNS•IMMICIPAL.DEVELOPIENPFLAN

SERVICES TO PEOPLE where possible, in matters affecting land use and physical development of the City.(5.D.1.)

• Participate with other levels of government and local agencies in the ongoing development and implementation of land use and environmental improvements as they affect citizens with special needs.

(5.D.2) Change • Strengthen the City's commitment and focus on `diversity'; emphasize staff training and education • Impediments to physical access to some library facilities create barriers to usage for some citizens which need to be overcome—(process and funding currently in place, but could be further enhanced by the City' • • Increased collections and services to the disabled, cultural minorities, those for whom English is a second language, and those with literacy challenges (EPL & City) • More customer surveys needed to ensure customer satisfaction with services provided.

• More emphasis on continual improvement in staff capabilities and knowledge New • Establish a policy that identifies communication standards [i.e. equipment (TTY machines) and translation services] • Continued and increased commitment to ensuring that City funded facilities can be accessed by all citizens • Development of checklists; for example a checklist of things to consider when setting a meeting location. (P&D) • Master Plan for the direction of the ERD Department. (Public needs would be a feature of this plan.)

Additional information/implications: • This area is heavily impacted by staff attitude, therefore leadership from City Council and.

Senior Management would be very important to realize significant progress in this area. Cost considerations would vary greatly (and could be significant) depending upon the extend to which the City embraced translations service. This could include a wide variety of written publications, interpreters at public meetings, etc.

•

More resources in terms of: • support for accessibility evaluations of facilities and appropriate facility upgrading (EPL)

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Encyclopedia of Policies and Programs

P6 ° Edmonton EDMONTONS•MUNIC/PAL•DEVELCEUENTIPLAN

SERVICES TO PEOPLE •

•

funding to support collection development and staffing to provide related services (EPL)

With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan.

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Encyclopedia of Policies and Programs

Pt

Edmonton

80140MCNSOAUNICVAL•DEVELOPIOINr•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY SP-B

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

Key Results SP-B-1

A "Charter of Community Services" which articulates the City's "Services to People" policies and defines the framework for setting service priorities will be developed, assessed regularly, and broadly communicated to the public and other stakeholders.

SP-B-2

Programs and services to people will be viewed by the City and the public as critical investments in the future of our community.

SP-B-3

The respective service delivery roles and responsibilities of the City and various levels of government will be defined clearly and communicated.

SP-B-4

Clear municipal service priorities will be established and reflected in resource allocation decisions.

SP-B-5

Mechanisms will be in place to ensure meaningful public input into the establishment of municipal service priorities and service levels.

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Encyclopedia of Policies and Programs

Pe4Dg'Edmonton ErMONNINS•11UNICIPAL•DEVELOFUENT•PLAN

SERVICES TO PEOPLE Service Delivery Roles (SP-B): Regularly assess and define the City's mandate, role and responsibilities for the direct delivery, or support for the delivery, of services.

KEY RESULT #: SP-B-1 A "Charter of Community Services" which articulates the City's "Services to People" policies and defines the framework for setting service priorities will be developed, assessed regularly, and broadly communicated to the public and other stakeholders.

Existing • Although the City does not have a "Charter of Community Services" service components are present in: • City Policy Manual • Seven Basic Beliefs • Alberta Libraries Act • The Libraries Regulation • EPL: Vision Statement Mission Statement Corporate Values Statement Corporate Image Statement Goals Statement on Intellectual Freedom • The City of Edmonton Fire and Ambulance Bylaw, Bylaw 10801, outlines basic responsibilities of the Department • Alberta Safety Codes Act, Alberta Fire Code and the Ambulance Services Act regulate some aspects of ERD operations.

• National Transportation Act (NTA) • City Transportation Act (incl. ATU Regs. re Grants) • Municipal Government Act • Highway Traffic Act • Motor Transport Act • Other Superior Legislation • General Municipal Plan Bylaw • Transportation Systems Bylaw • North Saskatchewan River Valley Bylaw • Capital City Downtown Plan • Traffic Bylaw • Speed Bylaw • Transit Bylaw

Status/Comment

•

amended or new Act expected in 1998

•

very general terms

•

Not specific to Edmonton

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176 Formonton EDMONTONS•14UNICIPAL•DEVELOFLENr•PLAN

SERVICES TO PEOPLE • • • • • • • • • • • • • • • • • • •

Plan Edmonton - Framework and Priorities Transportation Master Plan (policy) Horizon 2000 (Policy) Bicycle Transportation Plan DATS Strategic Plan Ribbon Of Green Master Plan City of Edmonton Debt Management Policy Land Management Policy Policy On Conservation of Natural Sites in Edmonton Canadian Declaration On Climate Change and the Urban Pavement Investment Strategy Bridge Investment StrategY Suburban Investment Strategy Urban Traffic Noise Policy Transit Special Events Policy Snow and Ice Clearing Policies CPP - Capital Priorities Program Edmonton Transit Business Plan continuing the consultation practices used in developing directional documents such as "Charting Our Course" (former Parks and Recreation Department strategic plan)

Change • resurrection of Corporate Policy Plan which identified strategic priorities and incorporated them into the budget process • More customer surveys needed to ensure customer satisfaction with services provided.

• More Edmonton specific detail needed (ERD) • Continuing consultation practices would effect: • Edmonton Social Plan (former Community and Family Services) • Charting Our Course • Current public consultation practices used by various departments • Funding policies and processes may be driven by a "Charter", which may influence the nature or balance in funding services to people vs. infrastructure services New • A Charter would create processed for establishing priorities • Manual of services and performance standards

THE

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Encyclopedia of Policies and Programs

IX Edmonton EriktONNIN'S•MUNICIPAL•DISVELOPMENIIPLAN

SERVICES TO PEOPLE • • • •

Master Plan for the direction of the ERD Department. The needs and performance expectations of the Community need to be established as part of this process.

ERD participate in the formulation of the Charter A bylaw or Council level policy may be required to establish and enforce such a "Charter" Introduction of policies or bylaws establishing a "Charter of Community Services" may stimulate additional requirements with respect to public relations and public education

Additional information/implications: • A Charter would substantially impact existing processes. New corporate initiatives establishing priorities would be needed.

• With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan.

A Work in Progress -August 21, 1997

SP-19

Edmonton

Encyclopedia of Policies and Programs

BEIMONIONSWUNICIPAL.DEVELOPIASNr•PLAN

SERVICES TO PEOPLE Service Delivery Roles (SP-B):

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

KEY RESULT #: SP-B-2 Programs and services to people will be viewed by the City and the public as critical investments in the future of our community.

Existing Departments show that services are critical investments in Edmonton's future using: • Fiscal impact assessments on new suburban neighbourhoods • EPL Marketing Plan, 1996-2000 includes strategies to communicate to the public and decision makers the value of the Library as an investment in people and the community.

• Customer satisfaction surveys (SDAB) • Neighbourhood Infrastructure Program customer satisfaction surveys • "Learn Not To Burn" and other educational efforts in schools are an investment in future good safety practices.

• Smoke detector program to get functional units in every household in Edmonton.

Apartment upgrading and Safe Housing programs to improve • existing residential units.

• Inspections and enforcement to help ensure safe construction and operating practices.

• Current practices promoting the benefits of recreation • Current public education initiatives re: valuing diversity, dignity of people and addressing basic needs • EDE Business Plan, Business Environment, Strategic Focus: "Work to affect a business, social and political climate conducive to economic development."

• EDE Business Plan, Emerging Industries, Objective #3(c.): "Assist "Careers-The Next Generation" with implementation of their program in Edmonton's Capital Region."

• policies, strategies and programs that provide service or maintenance such as: • Transportation Master Plan (policy) • Horizon 2000 (Policy)

Status/Comment

• Very general terms

• Ongoing and growing •

Started; long way to go

•

Ongoing

• Ongoing

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Encyclopedia of Policies and Programs

Pe Eornonton EDIONTONS.AILAOMPAL•DEVELOPMENT•PLAN

SERVICES TO PEOPLE • • • • • • • • • • • • •

Bicycle Transportation Plan DATS Strategic Plan City of Edmonton Debt Management Policy Land Management Policy Pavement Investment Strategy Bridge Investment Strategy Suburban Investment Strategy CPP - Capital Priorities Program PWI ( Pedestrian Warrant Index) Neighbourhood Improvement Program Retrofit Sidewalk Construction Program Transit Shelter Program ' Pararamp Construction Program

Change • Do more cost/benefit analysis on programs • do more monitoring of programs • Continue to expand efforts in existing programs • Try to identify gaps in services and provide programs to suit the concerns • Stronger focus and emphasis placed on leisure education (public education regarding the benefits of recreation) • Practices that inform citizens about services that ARE being provided and the benefits of those services • Institute practices and programs that facilitate citizens establishing reasonable expectations regarding program and service levels New • Develop a corporate program that values and promotes services as critical investments in the City's future • Develop a Neighbourhood Monitoring Program that would allow the City as a whole and individual neighbourhoods to do bench marking exercises • Master Plan for the direction of the ERD Department. The needs and performance expectations of the Community need to be established as part of this process

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Encyclopedia of Policies and Programs

Edmonton

f'

EOMONICKS•MUNICIPAIADEVEUVIENT•PLANT

SERVICES TO PEOPLE Additional information/implications: • With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan

@itionton A Work in Progress-August 21, 1997

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Encyclopedia of Policies and Programs

Pe‘ I' 4'Edmonton EDIACINTONS•IARCOPAL•DEVEAPMENT•PLAN

SERVICES TO PEOPLE Service Delivery Roles (SP-B): Regularly assess and define the City's mandate, role and responsibilities for the direct delivery, or support for the delivery, of services.

KEY RESULT #: SP-B-3 The respective service delivery roles and responsibilities of the City and various levels of government will be defined clearly and communicated.

Existing The service delivery roles and responsibilities of City departments and agencies are outlined in full or part by numerous city policies and sometimes by federal and provincial . legislation. For example: • An informal network between three levels of government provides arts funding.

• Citizen Action Centre evolved from a City Council directive • Community Policing is based on national requirements and municipal policy • ERD's responsibilities, operations, certification and education are determined by: • The City of Edmonton Fire and Ambulance Bylaw, Bylaw 10801 • Alberta Safety Codes Act and Council • Alberta Fire Code • Ambulance Services Act • Provincial Fire Commissioner • Health Disciplines Act

Status/Comment

.

Change • Expand various intergovernmental affairs committees • Expand on concepts like the Business Link • Expand use and role of City Link • Continue to improve communication with the public • The current policy on the books : POLICY 1059 - INTERGOVERNMENTAL RELATIONS (1978) should be updated

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Encyclopedia of Policies and Programs

Edmonton EMONIONIS•MUNXIPAL•DISVIN.OPLaiNINFLAN

SERVICES TO PEOPLE New • Establish a Handbook of Services • May need to identify, through new policies, mandates for departments to maintain "networks" at various levels with other governments and generally managing 'intergovernmental affairs' • Interaction with other levels of government is always evolving. Trend is to push more responsibility down to the municipal level.

Additional information/implications: • Links with some of the key results identified by the LEADERSHIP AND REGIONAL COOPERATION Policy Committee regarding the Inter-Government Relations Strategic Priority • Province's move to regionalize services is an issue.

• With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. No immediate Provincial or Federal initiatives known that should substantially affect delivery of ERD services in Edmonton.

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Encyclopedia of Policies and Programs

Pe 1 /Edmonton ErMdCWIC*75.WAOCIPAIA41EVELOWNr.PLIO4

SERVICES TO PEOPLE Service Delivery Roles (SP-B): Regularly assess and define the City's mandate, role and responsibilities for the direct delivery, or support for the delivery, of services.

KEY RESULT #: SP-B-4 Clear municipal service priorities will be established and reflected in resource allocation decisions.

Existing • The current budget process accommodates this to some degree as the annual budget process develops the Corporate priorities for the city. Within this framework the following policies affect the process: • Policy 1092- Rate & Pee changes.

• Policy 1138- Fiscal Policy review and approval process.

• Policy C203- Debt Mgt. Fiscal policy.

• Policy C204- Public Works Reserve.

• Policy C207A- Budget Adjustment.

• Policy C208- Capital Priorities Plan.

• Policy C211C- Community Investment Grants to Organizations & individuals.

Status/Comment

•

ERD service levels are determined by: • Very general terms • The City of Edmonton Fire and Ambulance Bylaw, Bylaw 10801, outlines basic responsibilities of the •.

Department • Alberta Safety Codes Act, Alberta Fire Code and the • Not specific to Edmonton Ambulance Services Act regulate some aspects of • Not well documented ERD operations.

• Fire and EMS response times meet generally accepted industry standards.

•

Service priorities are also identified in: • the Capital Priority Plan • Zero Based Budgeting • Implementation documents for neighbourhood plans which include a sense of priority • the terms of reference for activities • Transportation Master Plan (policy)

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Encyclopedia of Policies and Programs

Edmonton PEGIONItNS•MUNI:MAL•DEVELOPIENI•PLAN

SERVICES TO PEOPLE • Horizon 2000 (Policy) • Bicycle Transportation Plan • DATS Strategic Plan • Land Management Policy • Pavement Investment Strategy • Bridge Investment Strategy • Suburban Investment Strategy • PWI ( Pedestrian Warrant Index) • Neighbourhood Improvement Program • Retrofit Sidewalk Construction Program • Transit Shelter Program • Pararamp Construction Program • Each Department's Annual Operating Budget

Change • Improvements on the Capital Priority Plan, zero based budgeting, implementation documents and terms of reference (P&D) • More effort needed to establish Citizen expectations • Performance Standards need to be well documented; with appropriate measurement tools to assure that Standards are being met • Required change in budget process to ensure that both operating and capital process include criteria that establishes a direct ranking system between the municipal service priorities and the process. A clear link also needs to be established between the impacts of Capital projects on the operating budget and vice versa. (Corp. Services) • Resource allocation factors need to be reviewed annually before priority setting phase to ensure that they are current and meet the demand requirements. (Corp. Services) (Responsibility for this lies with Departments and SMT to take forward to City Council; major stakeholder is budget office of Corporate Services department).

• Budget processes may have to be modified to ensure municipal service priorities are formulated and appropriately reflected throughout budget development and approval New • Corporate wide zero based budget system (P&D) • An ERD Master Plan is needed • Review of existing policies as noted above needs to be done, as well additional procedures/policies needs maybe required to co-ordinate the priority setting and allocation phase.(Corp. Services)

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Edmonton

EDMONTCNS•kRDACIPAL•DEVELOPMENT•PIAN

SERVICES TO PEOPLE •

The proposed "Charter of Community Services" would likely have significant impact on this key result

• Additional information/implications: • These changes can be accomplished within one budget cycle, if prioritized as a high priority.

• The impact of changes will result in better utilization of existing resources and better service to citizens.

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SP-27

Edmonton

Encyclopedia of Policies and Programs

ETIMONTONS•MUNICIPAL•DEVELOVIONT•PLAN

SERVICES TO PEOPLE Service Delivery Roles (SP-B): Regularly assess and define the City's mandate, role and responsibilities for the direct delivery, or support for the delivery, of services.

KEY RESULT #: SP-B-5 Mechanisms will be in place to ensure meaningful public input into the establishment of municipal service priorities and service levels.

Existing • The 1998 budget process was structured around "City '97" and the consultation it entailed. Future budget processes will have variable degrees of input dependent upon Council's desires. (In 1999, the budget "process will be re-engineered) • Public input into priorities and service levels is obtained through: • Town Hall Meetings • Open Council Meeting on Budget approval • ERD receives limited public input on a complaint basis and through some survey attempts.

• Administrative recommendations are regularly debated and discussed at City Council and its committees, with opportunities provided for public input • Public Meetings/Community Meetings • Public Hearings (Statutory and Non-Statutory) • Advisory Boards/Working Stakeholder Groups: • DATS Working Group • TMP Citizen Advisory Group • EFCL (Timeline Agreement • Cyclist Education Committee • U of A Campus Planning Co-ordinating Committee • Edmonton Chamber of Commerce • Student Transportation Liaison Committee • Neighbourhood Traffic Planning Committees • Customer Information Phone Lines • ERD's service levels are determined by: • The City of Edmonton Fire and Ambulance Bylaw,

Status/Comment

• No concerted effort to gain public input

• __ Very general

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Encyclopedia of Policies and Programs

peot Edmonton ECNONTONS•11UNEVAIADEVILOPIENTOLAN

SERVICES TO PEOPLE Bylaw 10801, outlines basic responsibilities of the terms Department • Alberta Safety Codes Act, Alberta Fire Code and the • Not specific to Ambulance Services Act regulate some aspects of Edmonton ERD operations.

• Not well • Fire and EMS response times meet generally accepted documented industry standards.

Change • Survey of public opinion on Budget • resurrect early 1990s budget public participation task force (P&D) • More effort needed to establish Citizen expectations • The public consultation should occur through a defined process for the formulation of citizens priorities. This can be augmented by a sample survey of the tax payers, in regards to their priorities. (Corp. Services) • The priority setting phase would occur in early spring, so as to provide the basis of developing the strategies required to budget for the requirements that are to be funded.

• Budget process would then address these priorities with a report being provided back to City Council annually on the completion of projects or their current status.

• Set out standard practices and approaches for community consultation • Community consultation practices and mechanisms need to respond to differing community needs • Input received through community consultation needs to be positioned within decision making processes such that the input is meaningful and indeed influences or shapes municipal service priorities and service levels • Position the Community Services Department as the corporation's primary agent to co-ordinate and conduct public consultation New • A Master Plan for the ERD Department is needed. This will entail a concerted effort over several months. Public input should be sought during this process • Review of the public consultation process, in regards to content, timing and implications on the annual budget process.

• Method of ranking identified projects would be required to ensure that those identified by the tax payers are given a high enough priority.

• New reporting mechanism to ensure that City Council and tax payers are kept informed on an annual basis the progress of these projects. (Corp. Services)

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SP-29

Encyclopedia of Policies and Programs

Pe° Edmonton EDIONTONS•MUNICIPAL*DEVELOPUPNIWLAN

SERVICES TO PEOPLE Additional information/implications: • With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan..

• Greater emphasis on the public input; change in the timing of the budget cycle- it needs to start earlier. New system of ranking priorities for both operating and capital.

• Change can only be done for the 1999 budget and beyond.

• Modification of present systems will be required to meet criteria.

@Ironton A Work in Progress - August 21, 1997

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Encyclopedia of Policies and Programs

1:)e

°' Edmonton

EDICNTONS•faINICIPAL•DEVELOPIENr•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY SP-C

Community Development: Encourage and support residents' active involvement in developing and sustaining their neighbourhoods and communities.

Key Results SP-C-1

There will be increased levels of citizen involvement and participation in civic government decision-making.

SP-C-2

Citizens will have increased levels of ownership and pride in their communities.

SP-C-3

Mechanisms and resources will be in place to ensure community development priorities and initiatives are supported and implemented effectively.

SP-C-4

Citizens/communities will be satisfied that their input on important community issues has been heard and considered by the City.

SP-C-5

Citizens will have timely access to all available information the City has, relevant to the issue being considered.

SP-C-6

Mechanisms will be in place to ensure effective integration and. co-ordination of community development initiatives across City neighbourhoods.

SP-C-7

City staff will have the competencies and skills required to support and facilitate effective community development.

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Encyclopedia of Policies and Programs

17° Edmonton EDMONTONS•HUNICIPMADEVELOPLIENr•PLAN

SERVICES TO PEOPLE Community Development (SP-C): Encourage and support residents' active involvement in developing and sustaining their neighbourhoods and communities.

KEY RESULT #: SP-C-1 There will be increased levels of citizen involvement and participation in civic government decision-making.

Existing • In accordance with provincial legislation, EPL is governed by a Board of Trustees made up of citizens appointed by City Council (Province, City, EPL Board) • The Library Regulation requires EPL to conduct regular needs assessments and develop plans of service •

The Library regularly solicits public feedback and input via questionnaires, surveys, focus groups, and suggestion boxes

Status/Comment

• Needs assessment completed 1995/96. Interim strategic plan adopted 1996.

• New strategic plan to be adopted in 1998.

• • • • • •

Community Plan Making Activity Various notification processes around development proposals Planning Process Round Table Formal appeal processes Town hall meetings take place in various Wards Limited public input on a complaint basis and some survey • Tends to involve current issues attempts. only • Citizens can approach Councillors individually or at a City • No concerted effort to gain Council meeting if they have concerns. public input • Most people would not use this • Continue to work in partnership with established non-profit route community organizations and agencies (CS) • Continue to offer opportunities for citizens at large (i.e. citizens not involved in or represented by community organizations) to become involved in municipal affairs through public meetings, public hearings and ward meetings • Continue identifying civic staff who have a responsibility to work specifically with community organizations and neighbourhoods, perhaps expanding this mandate to be the "City's Agents" in the community (fostering stronger relationships with the community) (CS)

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Encyclopedia of Policies and Programs

Pt°Edmonton 1101406MNS•61UNICIPAL•DEVELOPIONMPLAN

SERVICES TO PEOPLE Change • enhance conflict resolution services (mediation services) • More effort needed to establish Citizen expectations • Educational efforts will be needed to provide the background necessary for citizens to make informed decisions that affect Emergency operations New • Develop new services around group facilitation and group conflict resolution • The Charter would contribute to achieving this key result.

• New processes might have to be established to allow more citizen involvement in civic government decision-making • A Master Plan for emergency services is needed to give overall direction to the Department.

Public input can be sought during this process.

• A community development policy establishing: • a corporate wide understanding of what community development is and how community development principles can (or should) drive our work processes • methods and mechanisms to integrate plan development and planning functions so they are driven by community priorities • public participation models, processes and approaches that enable citizens to have meaningful and timely input into decision making, including utilizing public surveys to determine public values and needs • Utilize technology to establish detailed community bulletin boards Additional information/implications: • •

•

The extent to which this key result can be realized depends on the philosophy of the Council of the day.

Corporate structures, models and staffing requirements may significantly change if Community Development principles and practices become a driving force guiding how the City interacts with the community and conducts its business With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan.

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Encyclopedia of Policies and Programs

0

Edmonton

EDIONTONS.MUNICIPAL•DEVELOPUESta•PLAN

SERVICES TO PEOPLE Community Development (SP-C): Encourage and support residents' active involvement in developing and sustaining their neighbourhoods and communities.

KEY RESULT #: SP-C-2 Citizens will have increased levels of ownership and pride in their communities.

Existing Avenues for ownership and pride: • Community Leagues • Business (BRZ) associations • Streetscape improvement programs • Historical Preservation programs • Neighbourhood Watch • Adopt-a-Park program

Status/Comment

• •

ERD has some community based programs to improve safety within areas. The juvenile fire setter's program and the smoke detector installation effort are two examples.

• Continue to work in partnership with established non-profit community organizations and agencies (CS) • Continue to offer opportunities for citizens at large (i.e. citizens not involved in or represented by community organizations) to become involved in municipal affairs through public meetings, public hearings and ward meetings • Continue identifying civic staff who have a responsibility to work specifically with community organizations and neighbourhoods, perhaps expanding this mandate to be the "City's Agents" in the community (fostering stronger relationships with the community) (CS) Existing GMP policies: • Ensure all stages of the renewal process, including the selection of the neighbourhoods, be undertaken with the participation of the communities affected(1.A.2.)

• Maintain stable, secure and attractive inner city communities which recognize residents' aspirations.(1.B.1.)

• Allow flexibility in the type of central focus for each neighbourhood using a range of community and private facilities to serve the residents' needs.(2.B.3.)

•

Ongoing but does not have significant community input Internal input only

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Encyclopedia of Policies and Programs

0#4Edmonton EXIMONTONS•MUNIML•DEVELOPMENT•PIAN

SERVICES TO PEOPLE •

Ensure the participation of the existing community in the planning and implementation of revitalization efforts(4.B.2.)

Change • Community based (directed) neighbourhood/area plan making • More effort needed to establish Citizen expectations • Perhaps more joint involvement between the community and the department as to emergency access concerns. Difficult if entirely new neighbourhood is envisioned.

New • Community Enhancement Zones concept • New processes might have to be established to encourage citizens to become involved in civic government decision-making and in their community.

• A community development policy establishing: • a corporate wide understanding of what community development is and how community development principles can (or should) drive our work processes • methods and mechanisms to integrate plan development and planning functions so they are driven by community priorities • public participation models, processes and approaches that enable citizens to have meaningful and timely input into decision making, including utilizing public surveys to determine public values and needs • Utilize technology to establish detailed community bulletin boards Additional information/implications: • With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan.

• Corporate structures, models and staffing requirements may significantly change if Community Development principles and practices become a driving force guiding how the City interacts with the community and conducts its business

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Encyclopedia of Policies and Programs

Pea' 'Edmonton IMMONIONS•MUNICIPAL•DEVELOPIONMPLAN

SERVICES TO PEOPLE Community Development (SP-C): Encourage and support residents' active involvement in developing and sustaining their neighbourhoods and communities.

KEY RESULT #: SP-C-3 Mechanisms and resources will be in place to ensure community development priorities and initiatives are supported and implemented effectively.

Existing • New Library Branch Development Criteria document is intended to respond to community change, growth, and development and contains some provision for community , consultation • EPL provides access to information supporting those involved in community development initiatives •

Status/Comment

• on-going

P&D's Community Planning Section's projects: • Abbottsfield Community Plan • Boyle Street/McCauley ARP • Belgravia/Parkallen/McKeman community plan • Neighbourhood Infrastructure Program

• •

ERD comments on Subdivision plans as to our access concerns • ERD is involved in commenting on some changes to the roadway system from an emergency access point of view • New construction, renovations, and change of use are reviewed by ERD staff • Continue to work in partnership with established non-profit community organizations and agencies (CS) • Continue to offer opportunities for citizens at large (i.e. citizens not involved in or represented by community organizations) to become involved in municipal affairs through public meetings, public hearings and ward meetings • Continue identifying civic staff who have a responsibility to work specifically with community organizations and neighbourhoods, perhaps expanding this mandate to be the "City's Agents" in the community (fostering stronger relationships with the community) (CS)

• Internal input only •

Internal input only .

• Internal input only

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Encyclopedia of Policies and Programs

plot Edmonton EDICINItta•MUNKIPAL•DSVELOPIENT•PLAN

SERVICES TO PEOPLE Change • More interdepartmental coordination • More effort needed to establish Citizen expectations • Perhaps more joint involvement between the community and the department as to emergency access concerns. Difficult if entirely new neighbourhood is envisioned New • Neighbourhood Monitoring Program • Community Action Plan • New processes might have to be established to allow more citizen involvement in civic government decision-making • A community development policy establishing: • a corporate wide understanding of what community development is and how community development principles can (or should) drive our work processes • methods and mechanisms to integrate plan development and planning functions so they are driven by community priorities • public participation models, processes and approaches that enable citizens to have meaningful and timely input into decision making, including utilizing public surveys to determine public values and needs • Utilize technology to establish detailed community bulletin boards Additional information/implications: • With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan.

• Corporate structures, models and staffing requirements may significantly change if Community Development principles and practices become a driving force guiding how the City interacts with the community and conducts its business

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Pe" fr 'Edmonton EDMONIUTS•MIZOCIPAL•DEVELOPMENVPLAN

SERVICES TO PEOPLE Community Development (SP-C): Encourage and support residents' active involvement in developing and sustaining their neighbourhoods and communities.

KEY RESULT #: SP-C-4 Citizens/communities will be satisfied that their input on important community issues has been heard and considered by the City.

Existing • Town Hall Meetings • The Library Regulation requires EPL to conduct regular needs assessments and develop plans of service. , • • • • •

•

•

The Library regularly solicits public feedback and input via questionnaires, surveys, focus groups, and suggestion boxes.

EPL conducts regular customer satisfaction surveys Notices re various development proposals Continue to work in partnership with established non-profit community organizations and agencies (CS) Transportation's channels for citizen input: • Public Meetings/Community Meetings • Public Hearings (Statutory and Non-Statutory) • Advisory Boards/Working Stakeholder Groups: • DATS Working Group • TMP Citizen Advisory Group • EFCL (Timeline Agreement) • Cyclist Education Committee • U of A Campus Planning Co-ordinating Committee • Edmonton Chamber of Commerce • Student Transportation Liaison Committee • Neighbourhood Traffic Planning Committees • Customer Information Phone Lines • Horizon 2000 Planning Process Continue to offer opportunities for citizens at large (i.e. citizens not involved in or represented by community organizations) to become involved in municipal affairs through public meetings, public hearings and ward meetings Continue identifying civic staff who have a responsibility to

Status/Comment • Needs assessment completed 1995/96.

Interim strategic plan adopted 1996.

• New strategic plan to be adopted 1998.

• on-going

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Encyclopedia of Policies and Programs

°IVOEdmonton MESIONIONS•MUNICIPAL•DEVELOPUENT•PLAN

SERVICES TO PEOPLE work specifically with community organizations and neighbourhoods, perhaps expanding this mandate to be the "City's Agents" in the community (fostering stronger relationships with the community) (CS) Change • provide some sort of a summary response to input received as a result of public participation to reach closure

New • Establish guidelines for how Council hears from citizens at Public Hearings and in other occasions in front of Council • A community development policy establishing: • a corporate wide understanding of what community development is and how community development principles can (or should) drive our work processes • methods and mechanisms to integrate plan development and planning functions so they are driven by community priorities • public participation models, processes and approaches that enable citizens to have meaningful and timely input into decision making, including utilizing public surveys to determine public values and needs • Utilize technology to establish detailed community bulletin boards Additional information/implications:

•

Corporate structures, models and staffing requirements may significantly change if Community Development principles and practices become a driving force guiding how the City interacts with the community and conducts its business

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Peetfrt'Edmonton EDINCRICW'S•WROCIPAL•DEVELOVIMNr•PLAN

SERVICES TO PEOPLE Community Development (SP-C): Encourage and support residents' active involvement in developing and sustaining their neighbourhoods and communities.

KEY RESULT #: SP-C-5 Citizens will have timely access to all available information the City has, relevant to the issue being considered.

Status/Comment Existing • The City adheres to the Right to Information Bylaw #10999 • on-going and the Mission Statement • Communication on • Citizen Action Centre identifies current issues and has current issues is not information on hand to answer questions consistent. Some • Information is provided through: departments anticipate • Media releases problems or issues and • Department information sharing send information.

• Council information sharing • Research by Citizens Action Centre to get appropriate information • Issues alert (for office awareness only) • Phone calls from appropriate area • City Clerk minutes and records • Automated Bulletin Board • Talking Yellow Pages • Customer Service Planner of the week • DAIS help line • Subscription service for daily lists (development permit applications) • EPL information specialists respond to information requests within provincially accepted timelines • Continue to work in partnership with established non-profit community organizations and agencies (CS) • Continue to offer opportunities for citizens at large (i.e. citizens not involved in or represented by community organizations) to become involved in municipal affairs through public meetings, public hearings and ward meetings • Continue identifying civic staff who have a responsibility to work specifically with community organizations and neighbourhoods, perhaps expanding this mandate to be the

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Encyclopedia of Policies and Programs

PWEdmonton FIESiONTONS•MLROCIPAL•DEVEUXUENr•PLAN

SERVICES TO PEOPLE "City's Agents" in the community (fostering stronger relationships with the community) (CS) Change • Improve POSSE/SELUS • Make above programs available to more users • expand Typical Questions and Answer services • effective and timely information to public access areas New • develop a menu of user pay services • Develop some customized reports which could be more generally available • Automatic information sharing by all areas • A community development policy establishing: • a corporate wide understanding of what community development is and how community development principles can (or should) drive our work processes • methods and mechanisms to integrate plan development and planning functions so they are driven by community priorities • public participation models, processes and approaches that enable citizens to have meaningful and timely input into decision making, including utilizing public surveys to determine public values and needs • Utilize technology to establish detailed community bulletin boards •

Additional information/implications: • • •

• •

Improved service due to prompt, accurate assistance and referral.

Improved public perception of civic employees and the City of Edmonton.

Less manpower and resources: • more efficient and timely response to public • less duplication and referral telephone passing • fewer complaints means less paperwork etc.

Positive attitude of employees.

Corporate structures, models and staffmg requirements may significantly change if Community Development principles and practices become a driving force guiding how the City interacts with the community and conducts its business

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Encyclopedia of Policies and Programs

Pe # ' Edmonton ECIMONTONS•MUNIaPAL•DIMILOPLIENTIWIAN

SERVICES TO PEOPLE Community Development (SP-C): Encourage and support residents' active involvement in developing and sustaining their neighbourhoods and communities.

KEY RESULT #: SP-C-6 Mechanisms will be in place to ensure effective integration and coordination of community development initiatives across City neighbourhoods.

Existing • New Library Branch Development Criteria designed to enable orderly branch development to effectively and equitably serve City neighbourhoods • existing MDP • Transportation Master Plan • Edmonton Social Plan • Continue to work in partnership with established non-profit community organizations and agencies (CS) • Continue to offer opportunities for citizens at large (i.e. citizens not involved in or represented by community organizations) to become involved in municipal affairs through public meetings, public hearings and ward meetings • Continue identifying civic staff who have a responsibility to work specifically with community organizations and neighbourhoods, perhaps expanding this mandate to be the "City's Agents" in the community (fostering stronger relationships with the community) (CS)

Status/Comment

Change • reactivate Nurturing Neighbourhoods program which caused departments to work in close cooperation with each other and the neighbourhood • reactivate District Planning New • A community development policy establishing: • a corporate wide understanding of what community development is and how community development principles can (or should) drive our work processes • methods and mechanisms to integrate plan development and planning functions so they are driven by community priorities • public participation models, processes and approaches that enable citizens to

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Edmonton EDIMONIONS•haltaaPAL•DSVEUNSIENT•PIAN

SERVICES TO PEOPLE

•

have meaningful and timely input into decision making, including utilizing public surveys to determine public values and needs Utilize technology to establish detailed community bulletin boards

Additional information/implications: •

Corporate structures, models and staffing requirements may significantly change if Community Development principles and practices become a driving force guiding how the City interacts with the community and conducts its business

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Encyclopedia of Policies and Programs

Pe a t 'Edmonton EDMONIONS•haNICIPALONVELOPLO3N11PIAN

SERVICES TO PEOPLE Community Development (SP-C): Encourage and support residents' active involvement in developing and sustaining their neighbourhoods and communities.

KEY RESULT #: SP-C-7 City staff will have the competencies and skills required to support and facilitate effective community development.

Existing • EPL has information specialists and provides access to information supporting community development processes.

• In house training (P&D) • Continue to work in partnership with established non-profit community organizations and agencies (CS) • Continue to offer opportunities for citizens at large (i.e. citizens not involved in or represented by community organizations) to become involved in municipal affairs through public meetings, public hearings and ward meetings • Continue identifying civic staff who have a responsibility to work specifically with community organizations and neighbourhoods, perhaps expanding this mandate to be the "City's Agents" in the community (fostering stronger relationships with the community) (CS)

Status/Comment

.

Change • Specialized training • Gap training • Training needs assessments New • •

Define skill sets necessary for community development A community development policy establishing: • a corporate wide understanding of what community development is and how community development principles can (or should) drive our work processes • methods and mechanisms to integrate plan development and planning functions so they are driven by community priorities • public participation models, processes and approaches that enable citizens to have meaningful and timely input into decision making, including utilizing public surveys to determine public values and needs • Utilize technology to establish detailed community bulletin boards

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Encyclopedia of Policies and Programs

pWtEdmonton EDMCNIONS•111UNICIPAL•DEVELOFWINPPLAN

SERVICES TO PEOPLE Additional information/implications: Corporate structures, models and staffing requirements may significantly change if Community Development principles and practices become a driving force guiding how the City interacts with the community and conducts its business

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PW

Edmonton

EDMONICI490141UNIOPAL•DISVELOMINr•PLAINT

SERVICES TO PEOPLE STRATEGIC PRIORITY SP-D

Safety and Security: Ensure the protection of people and property through the provision of acceptable levels of police, fire, ambulance, housing and preventative services.

Key Results SP-D-1

Fire, ambulance, and police service levels will be set in consultation with the communities served.

SP-D-2

Increased emphasis will be placed upon preventative strategies and initiatives which reduce the demand for emergency police, fire, and ambulance services.

SP-D-3

Community groups and neighbourhoods will establish clear priorities with respect to safety and security.

SP-D-4

Services will be targeted to meet the unique needs of neighbourhoods.

SP-D-5

Citizens will have access to adequate, safe, and affordable housing.

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04Edmonton ECOADNItta•MUNCIPAL•DISVELAPMENr•PLAN

SERVICES TO PEOPLE Safety and Security (SP-D): Ensure the protection of people and property through the provision of acceptable levels of police, fire, ambulance, housing and preventative services.

KEY RESULT #: SP-D-1 Fire, ambulance, and police service levels will be set in consultation with the communities served.

Status/Comment

Existing Services: • Community Police stations • Neighbourhood Foot Patrol policing •

• (current consultation levels unknown)

Block Parents, Neighbourhood Watch, Business Watch programs

• Boyle Street McCauley Crime and Safety Committee • Neighbourhood Safety Audits • Parkade Safety Audit (1997) • Downtown office /businesses cell-phone call-in program • Fire and ambulance service levels are set at generally accepted industry practices • The Edmonton Police Plan recognizes the shortage of resources as a critical issue. The ability of the Edmonton Police Service to provide an acceptable standard of police service is largely dependent on the availability of appropriate human resources. Minimum and ideal staffing levels are established for each of the four patrol divisions to evaluate the number of personnel needed to meet demands for service, community expectations and the threshold of a safe, secure environment. Surveys, multi-agency teams, consultation with community stakeholders and local reviews of personnel deployment all assist in setting service levels.

Consultation: • ERD has participated in town hall meetings in various Wards • Limited public input on a complaint basis and some survey attempts.

• Citizens can approach Councillors individually or at a City Council meeting if they have concerns

• Police Services involved in set-up & administration • meets regularly with Police & ERD • (unknown) • (unknown) • (unknown) • Service levels set internally

•

Tends to involve current issues only • No concerted effort to

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Pe° Edmonton ED1140PITCHS.11UPOCIPAL•DEVELOPMENTIPLAN

SERVICES TO PEOPLE •

gain public input Most people would not use this route

Change • More effort needed to establish Citizen expectations • Educational efforts will be needed to provide the background necessary for citizens to make informed decisions that affect Emergency operations New • A Master Plan for emergency services is needed to give overall direction to the Department.

Public input can be sought during this process.

Additional information/implications:.

• With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan

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Encyclopedia of Policies and Programs

Pe a /Edmonton EDIMONTONSAANICIPAL•DEVELOPII03NT•PLANT

SERVICES TO PEOPLE Safety and Security (SP-D): Ensure the protection of people and property through the provision of acceptable levels of police, fire, ambulance, housing and preventative services.

KEY RESULT #: SP-D-2 Increased emphasis will be placed upon preventative strategies and initiatives which reduce the demand for emergency police, fire, and ambulance services.

Existing • Neighbourhood Foot Patrol policing • • • • • •

•

• • • • •

Block Parents Program, Neighbourhood Watch, Business Watch programs Crime Prevention Through Environmental Design (CPTED) principles for new development smoke detectors/sprinklers required in new developments Safe Housing Committee child-oriented preventive teaching (Barney Bear, Sparky) The Police are in compliance with the Commission on Accreditation for Law Enforcement Agencies (CALEA) requirements in terms of Crime Prevention activities. This ensures that the crime prevention function provides for targeting programs by crime type and geographic area on the basis of analysis of local data, targeting programs to address community perceptions or misconceptions, and evaluating the effectiveness of crime prevention programs (Chapter 45, CALEA manual) The formation of a new Family Protection Services Division and the appointment of a Family and Youth Crime Prevention Co-ordinator represent preventive strategies and initiatives designed to ultimately reduce the demand for policing services.

Learn Not to Burn and other educational initiatives are promoted in the school system Smoke Detector give-away programs Areas with higher fire incidents targeted for extra educational efforts Juvenile firesetting program Injury awareness promotions

Status/Comment

• (current extent unknown) • incorporated in LUB

• Ongoing and expanding • • Ongoing and expanding • Ongoing • Ongoing, well received • Expanding focus for _ prevention

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Encyclopedia of Policies and Programs

Edmonton ADMONTONS.MUNIOPADMEYELOPUENINPIAN

SERVICES TO PEOPLE Change • offer fmancial incentives for renovations of existing development to build in smoke detectors & sprinlders (like sewer backup preventive valves, old federal insulation program of the 1970s.....)

• Programs are constantly being reviewed and revised • More community input could be sought New • A Master Plan for emergency services is needed to give overall direction to the Department.

Public input can be sought during this process Additional information/implications: • With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan.

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l'ea'4Edmonton EDLIONTONS•MLINCIPAL•DEVELOPIIENT•PLAN

SERVICES TO PEOPLE Safety and Security (SP-D): Ensure the protection of people and property through the provision of acceptable levels of police, fire, ambulance, housing and preventative services.

KEY RESULT #: SP-D-3 Community groups and neighbourhoods will establish clear priorities with respect to safety and security.

Existing Safer Cities Initiative Advisory Committee is: • developing strategies to deal with community issues such as public drunkenness in the Boyle McCauley area • establishing strategies to deal with the lack of family support and poverty in Edmonton • reviewing the model and resource book on "Preventing Crime by Investing in Families" to investigate activities that can be undertaken to prevent crime and victimization of children.

•

Landlord and Tenant's Advisory Board assists landlord and/or tenant groups and community groups attempting to deal with safety or security issues in their communities.

•

Through inspections, educational and other initiatives, personnel are in touch with members of the community

Status/Comment

• No formalized process to regularly seek community input

• Neighbourhood Safety Audits by Community Leagues • locally initiated & operated Block Parents and Neighbourhood Watch programs • citizen patrols (e.g. Norwood area)

Change • A more formalized ERD process could be developed to encourage interaction.

• EFCL to aggressively promote citizen patrols, and Neighbourhood Watch and Block Parents programs • Chamber of Commerce and BOMA to aggressively promote Business Watch programs • Models / processes may need to shift, enabling areas such as protective services to work through the Community Services Department to liaise more closely with community and neighbourhood groups to establish local priorities. This manner of doing business has a @ThE

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1)1°Edmonton EDMONTONS•MIJNEIPAL•DEVELOPSIIINT•PIAN

SERVICES TO PEOPLE direct linkage to "community development" processes and practices

New • A Master Plan for emergency services is needed to give overall direction to the Department.

Public input can be sought during this process.

Additional information/implications: • With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan..

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96 Edmonton EDIONIONS•MLINICIPAL•06VPLOrSIENTPPLAN

SERVICES TO PEOPLE Safety and Security (SP-D): Ensure the protection of people and property through the provision of acceptable levels of police, fire, ambulance, housing and preventative services.

KEY RESULT #: SP-D-4 Services will be targeted to meet the unique needs of neighbourhoods.

Status/Comment Existing • current; defines local • Neighbourhood Infrastructure Program (traffic safety, fire standards hydrants, ...)

• selectively applied only • customized planning instruments (Area Redevelopment Plans, neighbourhood planning studies, pawnshops overlay) special housing development' regulations in flood-prone areas • of River Valley neighbourhoods

•

Transportation's Infrastructure is designed using accepted design standards and guidelines: • TAC Roadway Design Guidelines • ITE Canadian Capacity Guide • MUTCD • Neighbourhood Design Guidelines • City Of Edmonton Servicing Standards Manual • Street Lighting Design Standards • PWI ( Pedestrian Warrant Index) • • Transportation provides monitoring and surveillance of transit facilities

The core value of the Edmonton Police Service is Committed to Community Needs. Since 1992, the EPS has been radically changing the way it serves Edmontonians.

Decentralized full service community stations have been opened throughout the city. Citizens are encouraged to work with the police to identify, report and resolve problems of mutual concern. (Community Policing in Edmonton, The Vision Continues) • Neighbourhood Foot Patrols act as police resources to selected neighbourhoods. (Policy & Procedure Manual., 10.D.3)

•

•

upgrading of surveillance equipment in transit facilities and stations

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Pe °Edmonton ISESIONIONS•haatICIPAIADIVELOPIONT•PLAN

SERVICES TO PEOPLE •

Ownership within Operations: Ownership refers to the static assignment of members to areas where problem-solving is a benefit to the community (Policy & Procedures Manual, 1 0 .D .3)

• No formalized process to regularly seek community input.

• Areas with high fire incidents or other concerns such as few • Focus on problem areas smoke detectors installed, are targeted for more focused programs •

Through inspections, educational and other initiatives, ERD personnel are in touch with members of the community

Co-ordinates minimum housing standards enforcement through the Safe Housing Committee (SHC) (CS, assisted by ERD, P&D Insp. Services and Capital Health Authority); 2. Council has yet to decide Delivers the Federal Residential Rehabilitation Assistance 2. whether to continue Program-RRAP (CS,); and providing City funding for 3. Participates in development/implementation of interjurisdictional strategic plans to meet priority low-income RRAP. Federal funding continues on a year-to-year and special housing needs, including: basis (scheduled to end Mar. Edmonton Joint Planning Committee on Housing; • 31, 1998).

• Edmonton Coalition on Homelessness; • Greater Edmonton Foundation/City of Edmonton NonProfit Housing Corporation/Capital Region Housing Corporation committee promoting greater interagency cooperation and co-ordination; • Adult Group Housing Project (AGHP); • Provincial Interdepartmental Working Group on Private Care and Group Homes; • Provincial Task Force on Unsubsidized Non-Profit Seniors Housing Facilities; (CS, assisted by Provincial, for-profit and community agencies).

4. Designs some dispute resolution/dispute prevention activities to meet specific needs (LTAB)

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Encyclopedia of Policies and Programs

0 Edmonton EDMONSONS•MUTOCIPAL.DEVELOPMENT•PLAN

SERVICES TO PEOPLE Change • add "emergency vehicle access" to Neighbourhood Infrastructure Program assessments • A more formalized process could be developed to encourage community input • Some programs could be altered according to the characteristics of a particular area.

1. Council's Minimum Property Standards Bylaw (#10641) was established in 1974 to enable the City to participate in the Federal RRAP Program. The Bylaw, currently administered by P&D Development & Inspection Services Branch, requires all existing buildings to be maintained to min. structural and occupancy standards. Municipal inspections are carried out following the filing of a complaint of a building in disrepair and tickets can be issued for Bylaw violations. Preoccupation of P&D Development and Inspection Services staff resources with new construction and the recent transfer of SHC/SHS to CS suggest admin. responsibility for Bylaw #10641 should also be transferred to CS; 2. No change recommended; and 3. No change recommended 4. No change recommended.

New • Community Action Program • • 1.

2.

3.

4.

A Master Plan for emergency services is needed to give overall direction to the Department.

Public input can be sought during this process No change recommended; No change recommended; No change recommended.

No change recommended

Additional information/implications: • changes With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan.

1. Feasible timing: Included in 1999 CS Budget; Resource demands: CS (SHC) resources will depend on direction of senior management regarding Program focus and orientation (e.g. complaint-based or proactive); Manpower demands: CS (SHC) resources will depend on direction of senior management regarding Program focus and orientation (e.g. complaint-based or proactive);

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4

Edmonton

ErstornoNs.hapacipammvaopuorrot-or

SERVICES TO PEOPLE Partnerships: CS and P&D; New Attitudes: CS to be the focal point in the City Administration to address issues of physical adequacy in the existing housing stock (P&D to remain the focal point in the City Administration to address issues of physical adequacy in new construction); 2. Should the Government of Canada diminish or eliminate its funding for RRAP, resources may then be made available from within CS (SHC); 3. N/A. Also, specific programs may be required to accurately assess need at the neighbourhood level.

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Edmonton

Encyclopedia of Policies and Programs

IMMONTOW3•14UNICIPALONVELOPIENT•PLAN

SERVICES TO PEOPLE

Safety and Security (SP-D):

Ensure the protection of people and property through the provision of acceptable levels of police, fire, ambulance, housing and preventative services.

KEY RESULT #: SP-D-5 Citizens will have access to adequate, safe, and affordable housing.

Existing • Safe Housing Committee • various subsidy programs through Office of the Housing Commissioner • guideline for minimum/maximum mix of housing types (especially multiple family) to be built in each new neighbourhood

Status/Comment

•

•

Ongoing

• •

Ongoing Ongoing

Work with the building inspection people to ensure new and renovated structures meet the Alberta Building and Fire Codes which are regulations under the Safety Codes Act. • Existing structures are inspected for compliance • Special initiatives such as "Safe Housing" and the "Apartment Upgrading " program upgrade existing housing units.

1. Appoints Bd. members to the Greater Edmonton Foundation (GEF), the Capital Region Housing Corp. (CRHC), the Edmonton Non-Profit Hsg. Corp. (HomeEd) and the Landlord and Tenant Adv. Bd. (LTAB) (Council); 2. Administers Council's "Social Housing Debt and Subsidy Program" (AM&PW, assisted by CS); 3. Administers Council's "Low-Income Housing Capital Assistance Program" (funded from the Mill Woods Reserve with an annual allocation of approx. $250,000) and Council Policy C-347 "Sale or Lease of Land for Social Housing Development" (AM&PW, assisted by CS); 4. Participates in the development/implementation of interjurisdictional strategic plans to meet the priority lowincome and special housing needs of households and communities including through: • Edmonton Joint Planning Committee on Housing;

1. No changes expected; 2. Program adjustments may be recommended to enable achievement of social dev. objectives in periodic CS Business Plans; 3. Transfer of Program admin. to CS is recommended.

4. No changes expected.

5. No changes expected.

6. No changes expected.

7. Benchmarks to establish levels of stability and

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peetoEdmonton EDIAONIONSAJUNIML•DEVELOPIIINPTIAN

SERVICES TO PEOPLE conflict in housing do not Edmonton Coalition on Homelessness readily exist.

Greater Edmonton Foundation/City of Edmonton Non8. No changes expected.

Profit Housing Corporation/Capital Region Housing Corporation committee promoting greater interagency co- 9. Council has yet to decide whether to continue City operation and co-ordination; funding for RRAP. • Adult Group Housing Project; Federal funding continues • Provincial Interdepartmental Working Group on Private on a year-to-year basis Care and Group Homes; (scheduled to end Mar. Provincial Task Force on Unsubsidized Non-Profit • 31, 1998); Seniors Housing Facilities; Expected continued gradual (CS, assisted by Provincial, for-profit and community reduction in funds available agencies). for grants.

5. Participates in low-income and special housing need and supply information, advocacy and policy development (e.g. changes to Provincial policies, programs, funding and legislation, Federal social housing programs devolution, and their local impacts on low-income and special housing needs)(CS assisted by Provincial and community agencies [e.g. housing registries]); 6. Delivers an integrated landlord/tenant dispute prevention/public education and dispute resolution (e.g. advocacy/mediation of issues/concerns) service directly benefiting residential landlords and tenants, and indirectly benefiting the citizens of Edmonton as a whole (LTAB); 7. Monitors/analyzes trends and issues in housing and uses these as basis of briefs to appropriate levels of government (LTAB, assisted by CS); 8. Co-ordinates minimum housing standards enforcement through the Safe Housing Committee (SHC) (CS, assisted by ERD, P&D Development and Inspection Services and Capital Health Authority); 9. Delivers the Federal Residential Rehabilitation Assistance Program-RRAP (CS); 10. Provides grants to agencies and/or technical assistance to assist in meeting priority low-income and special hsg. needs (CS, assisted by CAFSAC, AM&PW, P&D, LTAB, ERD, Bylaw Services).

• •

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"Pe"euig 'Edmonton EMONTONS•MUNICIPAL•DEVELOPMENTOLAN

SERVICES TO PEOPLE Change • reactivate RRAP (Residential Rehabilitation Assistance Program) • resurrect the subsidized social housing programs • re-establish the 1980s policy of requiring dedication of a percentage of land for social housing as a condition of approval in new neighbourhoods (part of the "Fair Share" policy) •

All ERD programs are continually reviewed to ensure their continued effectiveness

1. No change recommended; 2. The purpose of the existing "Social Housing Debt and Subsidy Program" is to fund the City's share of operating deficit and debt retirement expenses for existing senior citizen and Community Housing units as mandated by approved agreements with the Federal and Provincial Governments. With the transfer of the City's social housing policy development function from AM&PW to CS, adjustments to this Program may be recommended to enable the achievement of social development objectives consistent with periodic CS Business Plans; 3. With the transfer of the responsibility for increasing the supply of housing to meet priority low-income and special housing needs from AM&PW to CS, and the need to do so without traditional senior government social housing program funding, it is necessary that the City maintain this Program and that the responsibility for its administration be transferred to CS; 4. No change recommended; 5. No change recommended; 6. No change recommended; 7. No change recommended; 8. Council's Minimum Property Standards Bylaw (#10641) was established in 1974 to enable the City to participate in the Federal RRAP Program. The Bylaw, currently administered by P&D Development & Inspection Services Branch, requires all existing buildings to be maintained to min. structural and occupancy standards. Municipal inspections are carried out following the filing of a complaint of a building in disrepair and tickets can be issued for Bylaw violations. Preoccupation of P&D Development and Inspection Services staff resources with new construction and the recent transfer of SHC/SHS to CS suggest admin. responsibility for Bylaw #10641 should also be transferred to CS; 9. No change recommended; 10.No change recommended.

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Pe'

on ton

10:164ONTONS•NUNICIPAL•DEVELOPLIERPPLAN

SERVICES TO PEOPLE New • define and enforce a minimum amount of affordable housing to be built in each new neighbourhood • define and enforce a minimum mix of multiple family housing types to be built in each new neighbourhood A Master Plan for emergency services is needed to give overall direction to the Department.

• Public input can be sought during this process.

1. No new frameworks recommended; 2. No new frameworks recommended; 3. No new frameworks recommended; 4. No new frameworks recommended; 5. No new frameworks recommended; 6. No new frameworks recommended; 7. No new frameworks recommended; 8. No new frameworks recommended; 9. No new frameworks recommended; and 10. Depending on the role of the Government of Alberta in enabling quality community-based residential care options (e.g. group homes), the Administration may have to become directly involved in co-ordinating the review and approval (e.g. monitoring, regulation, licensing) of such facilities.

Additional information/implications: •

With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan..

1. N/A; 2. Feasible timing: Included in 1999 AM&PW Budget; Resource demands: N/A; Manpower demands: Existing CS (social housing) resources; Partnerships: CS and AM&PW; New Attitudes: Social housing as a means of individual and community development (beyond a subsidy expense); 3. Feasible timing: Included in 1999 CS Budget and available funding from Mill Woods Enterprise Fund;

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Edmonton EDMONTONS•MUNICIPAL•DEVELOPLIENI•PLAN

SERVICES TO PEOPLE Resource demands: As per draft 1998 AM&PW Budget; Manpower demands: Existing CS (social housing) resources; Partnerships: CS and AM&PW; New Attitudes: Need to meet priority low-income and special housing needs through methods outside the traditional social housing supply; 4. N/A; 5. N/A; 6. N/A; 7. N/A; 8. Feasible timing: Included in 1999 CS Budget; Resource demands: CS (SHC) resources will depend on direction of senior management regarding Program focus and orientation (e.g. complaint-based or proactive); Manpower demands: CS (SHC)"resources will depend on direction of senior management regarding Program focus and orientation (e.g. complaint-based or proactive); Partnerships: CS and P&D; New Attitudes: CS to be the focal point in the City Administration to address issues of physical adequacy in the existing housing stock (P&D to remain the focal point in the City Administration to address issues of physical adequacy in new construction); 9. Should the Government of Canada diminish or eliminate its funding for RRAP, resources may then be made available from within CS (SHC); 10.Feasible timing: Included in 1999 CS Budget; Resource demands: Existing CS (social housing, LTAB, SHC), P&D, ERD, Licensing resources; Manpower demands: Existing CS (social housing, LTAB, SHC), P&D, ERD, Licensing resources; Partnerships: CS, P&D, ERD, Licensing, Capital Health Authority, Government of Alberta; New Attitudes: City Administration to co-ordinate the review and approval (e.g. regulation, licensing) of group home and related development proposals.

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SP-61

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SERVICES TO PEOPLE STRATEGIC PRIORITY SP-E

Recreation, Culture, Education, and the Arts: Ensure a broad range of recreational, cultural, and life-long learning opportunities are available for all residents.

Key Results SP-E-1

The significant contribution that recreation, culture, the arts, and life-long learning activities make to the quality of life will be recognised and valued by Council, City staff, and the public.

SP-E-2

Adequate facilities, land, parks, and open spaces will enable easy access by residents to recreational, artistic, cultural, and life-long learning opportunities.

SP-E-3

Standards will be in place that ensure service consistency, continuity, quality, affordability, and accessibility.

SP-E-4

Sustainable funding will be available to support the provision of recreational, artistic, cultural, and life-long learning opportunities.

SP-E-5

The City will be an active, enthusiastic partner with business, government, and community organizations in the development and delivery of programs in the areas of recreation, culture, the arts, and life-long learning.

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EDMONTONS.MUNICIPAL.DEVELOPIENT•PLAN

SERVICES TO PEOPLE Recreation, Culture, Life Long Learning, and the Arts (SP-E):

Ensure a broad range of recreational, cultural, and life-long learning opportunities are available for all residents.

KEY RESULT #: SP-E-1 The significant contribution that recreation, culture, the arts, and life-long learning activities make to the quality of life will be recognized and valued by Council, City staff, and the public.

Existing • EPL Marketing Plan, 1996-2000 includes strategies to communicate to the public and decision makers the value of the Library as an investment in people and the community.

• Percent -for-Art requirementIor City capital projects

• • • •

•

Accessing national and provincial research regarding the benefits of recreation Providing resource information and data to key community partners such as the Federation of Community Leagues Policy C-211 reinforces this in a recent policy statement amendment City Council has established several citizen advisory boards (some by bylaw) to advise on policy matters associated with these areas Community Investment Consortium (alliance of non-profit umbrella groups) in communication with members of Council regarding municipal strategies to strengthen support for these quality of life areas.

Status/Comment • being implemented

•

(unknown)

Change • Stronger emphasis on public education practices and more emphasis on promoting the benefits of recreation and culture • Strengthen alliances with media to facilitate broader and more in-depth reporting and promotion of the benefits/contribution to quality of life by recreation, culture, arts and life long learning.

New • Programs and services offered by all providers (City and others and supported by the City) communicate benefits Additional information/implications: • "Charter" would reinforce the commitment to quality of life programs.

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SERVICES TO PEOPLE Recreation, Culture, Life Long Learning, and the Arts (SP-E):

Ensure a broad range of recreational, cultural, and life-long learning opportunities are available for all residents.

KEY RESULT #: SP-E-2 Adequate facilities, land, parks, and open spaces will enable easy access by residents to recreational, artistic, cultural, and life-long learning opportunities.

Existing • Library facilities currently include several branches in cityowned buildings and others housed in rental facilities ,

Municipal Reserve and Environmental Reserve dedications for new developments (only if by subdivision application) • Joint-Use Agreements with school boards for local use of park land, sport fields & playgrounds • public transit access to all major public RAC&LLL facilities • Parkland standards identifies parkland/population ratio at a neighbourhood level.

Existing GMP policies: • Ensure neighbourhoods have adequate and timely access to neighbourhood level services including municipal services, parks and commercial facilities while recognizing that a school may not have to be provided in each neighbourhood.

(2.B.2) • Identify and promote areas of special character, historical, or cultural significance. (5.C.4.)

• Pursue plans and development of various open space and recreational amenities in the River Valley and Ravine System. (6.C.1.)

• Extend the Capital City Recreation Park within the existing River Valley Park System. (6.C.2.)

•

Status/Comment • Appropriate land or facilities are not always available where library branches are required.

• Rental agreements can sometimes be more costly over the long term than facility ownership and can negatively impact upon library operating budgets

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SERVICES TO PEOPLE Change

New • Designate City lands for the development of new branch libraries as per criteria set out in New Library Branch Development Criteria document • • • • •

ensure public transit to major private RAC&LLL facilities too re -institute the "redevelopment levy" to help buy or upgrade facilities in older areas City to enter into partnerships with private service providers & clubs City Transit to co-ordinate and jointly program with private service providers Establish a "Facility Development Master Plan" which describes the opportunities that need to be created or enhanced and the associated "facilities" that would need to be developed.

The Plan could also identify what opportunities are(or could be) adequately provided through existing "facilities".

Additional information/implications: • Municipal lands would be required for library purposes in new or existing neighbourhoods which: • are 4-5 km away from existing branch libraries; and • have a minimum population of 20,000 which is projected to grow to 30,000 or 35,000 within the next 5 years.

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SERVICES TO PEOPLE

Recreation, Culture, Life Long Learning, and the Arts (SP-E):

Ensure a broad range of recreational, cultural, and life-long learning opportunities are available for all residents.

KEY RESULT #: SP-E-3 Standards will be in place that ensure service consistency, continuity, quality, affordability, and accessibility.

Existing • Existing GMP policy 2.A.7. "Encourage development proposals which lead toward the completion of neighbourhoods and meet the service and amenity need of residents within a reasonable" time frame".

• Accessibility policies and standards - both at a municipal and provincial level • EPL has a policy of waiving library membership fees for those claiming they are unable to pay (intent is to enable affordability of and accessibility to Library Services) • Library branches are located throughout the City to enable citizen access • Citizens have telephone and electronic access to the library • EPL constantly works to meet City standards re: physical accessibility • Community Services Fee Reduction Program and Economically Disadvantaged Program to enable low income residents to access City facilities and programs • Needs Assessment studies done for recreation and social needs of local and district communities

Status/Comment

• operates on an honour system basis which is sometimes difficult for staff to manage

Change • more aggressively promote humanitarian fee waiver policy to make more people aware of its existence • upgrade the level of practice & skills for, and systematize the procedures of Needs Assessment studies • Review the present service standards to ensure they contribute to consistency, continuity, quality, affordability and accessibility. Standards which do not contribute to these outcomes should be evaluated; new standards should be added where necessary

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SERVICES TO PEOPLE New • establish a standard for park land requirement based on population demographics (ages, numbers, household types, ethnic character, etc.) instead of based on a percentage of land size.

• create a companion document to the MDP that includes all standards for social/cultural/recreational/educational infrastructure (like the Servicing Standards Manual for roadway/drainage/water/power infrastructure).

• Define new standards where necessary Additional information/implications:

• Charter may affect this area.

Funding may be required to implement new standards

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EtuourotArs•uubnapAL.DownoptgarrosAN

SERVICES TO PEOPLE

Recreation, Culture, Life Long Learning, and the Arts (SP-E): Ensure a broad range of recreational, cultural, and life-long learning opportunities are available for all residents.

KEY RESULT #: SP-E-4 Sustainable funding will be available to support the provision of recreational, artistic, cultural, and life-long learning opportunities.

Existing • City is the primary finder of EPL, followed by the province, and then by fees and fines • Public libraries across Canada are funded by municipal governments. In Edmonton,lhe rate of municipal funding falls far below the national average while library usage continues to increase • City grants for cultural, arts and sports groups • City/Private Service Club partnerships to build & operate major public facilities (e.g. Kinsmen arena, YMCA arena) • The formation of the Edmonton Arts Council, by City Council in 1996 was a demonstration of the commitment of the City of Edmonton To the Arts and Cultural community.

• The present PRCAB committee deals with the cultural, recreational and sports components of the requirements; this committee is appointed by City Council and reports from these committees are approved annually by Council.

• Additional activities in these areas are mandated under the Community Services dept.

• Policy C-211C (Community Investment Grants) provides municipal grant funding to non-profit organizations • Municipal tax levy funds are allocated to the Community Services Department to directly provide AND to assist nonprofit groups to provide programs and operate facility infrastructure

Status/Comment • As a service to people, the Library is an important contributor to quality of life

.

Change • Increased library funding to ensure sustained provision of library and information services to citizens • adopt "entrepreneurial" model for major City owned/operated facilities.

• Province to dedicate greater share of casino & other gaming proceeds to municipalities for

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SERVICES TO PEOPLE • • •

•

•

RAC&LLL enter into more City/Private Corporation joint ventures to upgrade facilities (Telus Field, Winspear Centre, Shaw Conference Centre, ...)

There is some discussion with a number of the other sectors of the community to set-up similar councils as the one created for the Arts; a good example would be a Sports council.

The focus of each of these council's needs to be integrated however with the Community Leagues to ensure a cohesive and unified approach for meeting the needs of the citizens as well as a single contact point for funding, information, etc Amend the Community Investment Grant policy to enable the City to provide funding to non-profit groups on a 3 year cycle, rather than annually. This would enhance sustainability for the groups by providing a firmer funding base Amend the Community Investment Grant policy so that funding is more closely linked with outcomes

New • address the issue of City charging fees for community events ie. for police service, road closures, etc.

• Development of specific councils for each area, to be funded from the present budget allocations and private sector contribution. Each council could act as a "self supporting" entity, with a financial plan to become self sufficient within a time frame of 5-10 years.

• Commitment from the city to work closely with these organizations to develop there administrative skills as well as impart valuable historical and other information, to ensure their viability. (Corp. Services) • Extend/create alliances among all levels of government, charities and foundations to better co-ordinate funding programs/policies to ensure sustained funding for priority outcomes Additional information/implications:

• Plan time line will be three years for each group to organize and set-up.

• There may be additional costs involved in helping these organizations to exist, but it is imperative that they be one time costs and not continuing and be funded by a formula based contribution not to exceed 50-50 share for City to private sector. City share to come from present budget dollars for the program in question. (Corp. Services) • Need to address the balance and appropriateness of funding sources.

• Community lottery funding (via Local Lottery Boards) will be coming on line in April 1998 $11 million for Edmonton

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SERVICES TO PEOPLE Recreation, Culture, Life Long Learning, and the Arts (SP-E):

Ensure a broad range of recreational, cultural, and life-long learning opportunities are available for all residents.

KEY RESULT #: SP-E-5 The City will be an active, enthusiastic partner with business, government, and community organizations in the development and delivery of programs in the areas of recreation, culture, the arts, and life-long learning.

Existing • Special Events Roadway Bylaw (police/roadway worker assistance, for a fee) • Library is continually pursuing partnerships with businesses and agencies to provide services to citizens • Vast majority of programs and services of the Community Services Dept. are in partnership with other organizations EDE Business Plan, Emerging Industries, Objective #3: • "Assist the Edmonton Capital Region business, industry and post secondary institutions to further develop new markets and life long learning opportunities."

Status/Comment

Change • reduce or eliminate fees for Special Events Roadway Bylaw • further work is needed to define the roles (parameters) of the public, private and non-profit sectors in delivery of recreation, culture, arts and life long learning programs and services New • City to enthusiastically promote itself whenever sponsoring or participating in events or providing facilities (like private sector sponsors do).

• Establish a policy regarding the City's approach to partnerships (i.e. what a partnership is, roles and responsibilities of partners, partnership practice, dissolving partnerships, cost benefit, etc.)

Additional information/implications: • "Active and enthusiastic" is a function of corporate culture and staff attitude - leadership, staff expectations and staff training could enhance the level of enthusiasm.

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SERVICES TO PEOPLE STRATEGIC PRIORITY SP-F

Health and Well-being: Deliver and support programming that contributes to the health, well-being and overall quality of life of residents over time (i.e., an holistic focus on the physical, emotional, mental, and spiritual dimensions).

Key Results SP-F-1

Citizens' basic needs for food, clothing, shelter, and safety will be met.

SP-F-2

Key indicators/determinants of health and well-being will be established at both the City and community levels.

SP-F-3

Individuals and communities will demonstrate high levels of responsibility and accountability for their own health and well-being.

SP-F-4

The City will provide leadership to City-wide and community-based structures that co-ordinate the work of the municipality, regional authorities, the private sector, and other community agencies.

SP-F-5

Areas/populations where there is high potential to achieve significant positive results will be identified and targeted for specific interventions '

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Edmonton

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Encyclopedia of Policies and Programs

ECal3NrONS•MUNICIPAL•DEVELDPILIENT•PLAN

SERVICES TO PEOPLE Health and Well-being (SP-F): Deliver and support programming that contributes to the health, well-being and overall quality of life of residents over time (i.e., an holistic focus on the physical, emotional, mental, and spiritual dimensions).

KEY RESULT #: SP-F-1 Citizens' basic needs for food, clothing, shelter, and safety will be met.

Status/Comment • coordinated civic actions

Existing • Safe Housing Committee Existing GMP policies: • Ensure, where the need has been established, adequate land is acquired by the City in new and developed neighbourhoods for social housing. (2.C.5.)

• Utilize the concept of a "Healthy Community" in the implementation of design guidelines. (5.A.6) • •

Edmonton Food Bank Private and private non-profit retail outlets/organizations which collect and/or sell used clothing, furniture and other household and personal items

• • •

Edmonton Police Service-Safety The Five Year Goal of the EPS 1994-1998 Edmonton - Canada's Safest City, will be achieved through: A. Community Based Policing Initiatives B. A Committee, Creative and Empowered Workforce C. Quality Customer Service

• •

ERD works with the building inspection people to ensure new and renovated structures meet the Alberta Building and Fire Codes which are regulations under the Safety Codes Act. • Existing structures are inspected for compliance • Special initiatives such as "Safe Housing" and the "Apartment Upgrading " program upgrade existing housing units.

• Provide use of ERD Stations for Food Bank donations, flood relief efforts, Santa's Anonymous donations and several

• Private non-profit • ongoing

•

Ongoing

• Ongoing • Ongoing

• Numerous drop-

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SERVICES TO PEOPLE •

off points useful other initiatives • Ongoing Active participant in disaster planning to assist in times of need. The Emergency Planning Officer is a member of ERD.

1. Delivers an integrated landlord/tenant dispute prevention/public education and dispute resolution (e.g. advocacy/mediation of issues/concerns) service directly benefiting residential landlords and tenants, and indirectly benefiting the citizens of Edmonton as a whole (LTAB); 2. Co-ordinates minimum housing standards enforcement through the Safe Housing Committee (SHC) (CS, assisted by ERD, P&D, Capital Health Authority); 3. Delivers the Federal Residential Rehabilitation Assistance Program-RRAP (CS).

•

Continue with work focusing on economic development to address poverty and poverty related issues

•

Continue programming and advocacy to ensure adequate resources to meet basic needs

•

Muttart Foundation - Edmonton 2005

3. Council has yet to decide whether to continue City funding for RRAP. Federal funding continues on a year-to-year basis (scheduled to end Mar. 31, 1998).

Change • All ERD programs are continually reviewed to ensure their continued effectiveness 1. No change recommended; 2. Council's Minimum Property Standards Bylaw (#10641) was established in 1974 to enable the City of Edmonton to participate in the Federal RRAP Program. The Bylaw, currently administered by P&D Development & Inspection Services Branch, requires all existing buildings to be maintained to min. structural and occupancy standards. Municipal inspections are carried out following the filing of a complaint of a building in disrepair and tickets can be issued for Bylaw violations.

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EDMONTONSOZINXIPAL•DEVEIAPIMT•PLAN

SERVICES TO PEOPLE Preoccupation of P&D Development and Inspection Services staff resources with new construction and the recent transfer of SHC/SHS to CS suggest admin. responsibility for Bylaw #10641 should also be transferred to CS; 3. No change recommended.

Shift practices to encourage development of new and stronger partnerships supporting design and delivery of programs and services contributing to health and well-being New • A Master Plan for emergency services is needed to give overall direction to the Department.

Public input can be sought during this process.

1. No new frameworks recommended; 2. No new frameworks recommended; 3. No new frameworks recommended.

Additional information/implications: • With a new General Manager, Fire Chief and Chief of EMS to be appointed in late fall of 1997; it is difficult to assess future approach of Department. Will take several months of concerted effort to develop a comprehensive plan

1. N/A; 2. Feasible timing: Included in 1999 CS Budget; Resource demands: CS (SHC) resources will depend on direction of senior management regarding Program focus and orientation (e.g. complaint-based or proactive); • Manpower demands: CS (SHC) resources will depend on direction of senior management regarding Program focus and orientation (e.g. complaint-based or proactive); Partnerships: CS and P&D; New Attitudes: CS to be the focal point in the City Administration to address issues of physical adequacy in the existing housing stock (P&D to remain the focal point in the City Administration to address issues of physical adequacy in new construction); 3. Should the Government of Canada diminish or eliminate its funding for RRAP, resources may then be made available from within CS (SHC).

• Need to ensure the City of Edmonton's role is clear relative to other levels of government

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SERVICES TO PEOPLE Health and Well-being (SP-F): Deliver and support programming that contributes to the health, well-being and overall quality of life of residents over time (i.e., an holistic focus on the physical, emotional, mental, and spiritual dimensions).

KEY RESULT #: SP-F-2 Key indicators/determinants of health and well-being will be established at both the City and community levels.

Existing • Tracking the Trends Annual Reports • Edmonton Federation of Community Leagues special Topical Reports • P & D's Economic Forecasts • Edmonton Social Planning Council Reports • Capital Health Authority's Health Status Report presents indicators from a community perspective, identifies areas where trouble.

• Continue with the Edmonton Life project underway at Edmonton Social Planning Council (identifying key indicators) Complete the Edmonton social Plan, incorporating key indicators • • Edmonton Police Service does annual survey of citizens' concerns.

Status/Comment • periodic • periodic • • •

regular, ongoing periodic Annual report

,

Change • City should track housing and employment indicators (Capital Health) • City should establish determinants of health in areas of housing and employment • Explore developing alliances with the Capital Health Authority regarding programs identifying community capacity New • City take the lead in developing a data base with significant partners (Capital Health Authority, Chamber of Commerce etc.) that can be used by all partners for benchmarking and monitoring activities. Using LIFE indicators, Capital Health Authority indicators, City information, Chamber of Commerce information etc.

• Neighbouring Monitoring Program reaching civic, private and public users which would outline key corporate indicators to use for measurement.

Additional information/implications:

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SERVICES TO PEOPLE Health and Well-being (SP-F): Deliver and support programming that contributes to the health, well-being and overall quality of life of residents over time (i.e., an holistic focus on the physical, emotional, mental, and spiritual dimensions).

KEY RESULT #: SP-F-3 Individuals and communities will demonstrate high levels of responsibility and accountability for their own health and well-being.

Existing • EPL has a wide range of resources and information services enabling citizens to seek out and use information contributing in a variety of Ways to their health and wellbeing (eg. Magazines On-line Health Reference Desk) • • • •

Community League programs and services Social Service Agencies and Non-Profit Organizations volunteerism Beverly Community Development Organization

•

Capital Health Authority doing a study looking at community capacities and responsibility focusing on the question "What effect does asset based community development have on the social and economic benefits of health?"

Muttart Foundation's Vision 2005 Capital Health Authority's goal is health promotion through personal responsibility. Their vision is healthier people and healthier communities.

• •

•

•

Status/Comment • on-going core service

• • • •

ongoing ongoing ongoing 1997 start-up

Continue to support programs such as Active Living and Employee Wellness by allocating staff resources to program development and delivery Provincial Active Living Strategy being considered.

Change

• • • • •

Increase in Library resources to meet citizen needs provide legislative and where possible, seed funding for community development structures. review fees or charges to groups that provide community programs or benefits Develop a closer linkage with the Capital Health Authority Stronger emphasis on public education

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SERVICES TO PEOPLE New • Municipality to structure programs to develop healthy living (a collaborative venture). Need to forge new mechanisms that involve a very wide range of partners and a commitment to both staff and financial support.

Additional information/implications:.

•

Increased Library funding to support materials acquisitions

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SERVICES TO PEOPLE Health and Well-being (SP-F): Deliver and support programming that contributes to the health, well-being and overall quality of life of residents over time (i.e., an holistic focus on the physical, emotional, mental, and spiritual dimensions).

KEY RESULT #: SP-F-4 The City will provide leadership to City-wide and community-based structures that co-ordinate the work of the municipality, regional authorities, the private sector, and other community agencies.

Existing Status/Comment • Appoint board members for the Capital Health Authority • Provincial appointments , • civic funding and/or civic (political)representation on private, • ongoing public and public non-profit organizations 1. Participates in development/implementation of interjurisdictional strategic plans to meet priority low-income and special housing needs, including: • Edmonton Joint Planning Committee on Housing; • Edmonton Coalition on Homelessness; • Greater Edmonton Foundation/City of Edmonton NonProfit Corporation/Capital Region Housing Corporation committee promoting greater interagency co-operation and co-ordination; • Adult Group Housing Project (AGHP); • Provincial Interdepartmental Working Group on Private Care and Group Homes; • Provincial Task Force on Unsubsidized Non-Profit Seniors Housing Facilities; (CS, assisted by Provincial, for-profit and community agencies).

• Continue with alliances such as The Funders Forum Change • Elect board members for the Capital Health Authority • Support efforts of organizations to become more self-sustaining 1. No change recommended

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SERVICES TO PEOPLE New • Support/acknowledge participation of civic employees in these structures 1. No new frameworks recommended • Develop a community mobilization strategy that would structure ways and means for various community organizations, agencies and businesses to work together Additional information/implications:

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SERVICES TO PEOPLE Health and Well-being (SP-F): Deliver and support programming that contributes to the health, well-being and overall quality of life of residents over time (i.e., an holistic focus on the physical, emotional, mental, and spiritual dimensions).

KEY RESULT #: SP-F-5 Areas/populations where there is high potential to achieve significant positive results will be identified and targeted for specific interventions.

Status/Comment Existing • New Library Branch Development Criteria document provides for establishment of library services to special needs populations which may not Meet primary criteria for branch establishment (population size and distance from existing branches) • Neighbourhood planning for targeted (in need), i.e. Boyle Street McCauley, Abbottsfield, Central McDougall, Queen Mary Park • • The Edmonton Police Service, through the philosophy of community policing, believes that crime prevention through social development is a core function. The issue of family violence is a social concern which the EPS strives to address in collaboration with communities and agencies (Critical Issue #4, The Edmonton Police Plan) • The new structure of the Edmonton Police Service includes a Family Protection Services Division and a Family and Youth Crime Prevention Co-ordinator position. (EPS organizational chart) •

• •

• Council approval required.

•

Capital Health Authority targets areas where its thought they make a difference ie. needle stick program, streetsworks program Health Status Report targets areas of need and indicators Capital Health consults with Community Services and has City representation

1. Participates in the development of corporate

1. Specific City role(s) in

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SERVICES TO PEOPLE recommendations on City role(s) in meeting needs for community-based residential care/group homes (CS, assisted

by P&D, Licensing, ERD, Capital Health Authority, Society for the Retired and Semi-Retired); and 2. Participates in the development of periodic Edmonton Coalition on Homelessness Strategic Plans (CS, assisted by community agencies).

3. Designs preventative activities to target audiences, private/non-profit/public sector groups and communities where the greatest benefits will result (LTAB) •

ensuring quality group homes to be determined following Council's review of Administration report; 2. No changes expected; 3. No changes expected.

Identify target areas within the Edmonton Social Plan

Change • City support of library partnership initiatives with other agencies/organizations (eg. Health units) to provide services to special needs populations • • City could provide more information for the Health Status Report 1. No change recommended; 2. No change recommended 3. No change recommended.

• •

Clarify how universality vs. target services is applied in each business or service area.

Analytical and needs assessment models may need modification to ensure that assessment occurs at the proper "level" (i.e. neighbourhood wide, sub-neighbourhood, family, individual)

New 1. No new frameworks recommended; 2. No new frameworks recommended.

3. No new frameworks recommended • Neighbourhood monitoring program to establish indicators Additional information/implications: • Many programs within the EPS, or run in collaboration with other agencies, contribute towards overall quality of life in the City or target specific problems. These include the Police Activity League, Partners for Youth, Drug Awareness Resistance Education, the

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EDIMONIONS•MUNMPAL•DIIVELOPIOINT•IPLW

SERVICES TO PEOPLE Young Offender Observation Team, Child at Risk Response Teams, and the Child Lures Program • Charter would have significant implications.

1. N/A; 2. N/A. 3. N/A.

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LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITIES LRC-A

Inter-municipal Cooperation: Facilitate an effective, rational, and coordinated approach to inter-municipal land use and infrastructure planning and development.

LRC-B

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

LRC-C

Relationships With Regional Organizations: Maintain constructive and productive relationships with important regional organizations; e.g., Regional Health Authorities, Children's Services; School Boards, large private sector employers, etc.

LRC-D

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

LRC-E

Capital City Promotion: Promote Edmonton as the Capital of Alberta and a leader within the region, province, and beyond.

LRC-F

Public Participation: Develop a public participation model which facilitates effective and appropriate public and stakeholder input into key policy decisions.

LRC-G

Regional Leadership Model: Develop and utilize a regional leadership model that facilitates the identification and effective management of issues that are vital to the greater Edmonton area.

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LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-A

Inter-municipal Cooperation: Facilitate an effective, rational, and coordinated approach to inter-municipal land use and infrastructure planning and development.

Key Results LRC-A-1

Mechanisms and structures will be in place to ensure effective, integrated, and coordinated land planning and management within and between municipalities in the greater Edmonton area.

LRC-A-2

Transportation, water, and sewer infrastructure planning will be coordinated effectively throughout the greater Edmonton area.

LRC-A-3

Citizens within the greater Edmonton area will have efficient and affordable access to the International Airport.

LRC-A-4

High levels of inter-municipal cooperation and planning will ensure effective management of the River Valley.

LRC-A-5

The greater Edmonton area will be promoted effectively as a metropolitan centre poised to welcome industry, employment, and visitors.

LRC-A-6

Edmonton will be viewed as a trustworthy, fair, and effective proponent of a regional "cooperate to compete" philosophy.

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Encyclopedia of Policies and Programs EDMONTONS•MUMCIPAL•DEVELOPMENT.PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-municipal Cooperation (LRC-A): Facilitate an effective, rational, and coordinated approach to inter-municipal land use and infrastructure planning and development.

KEY RESULT #: LRC-A-1 Mechanisms and structures will be in place to ensure effective, integrated, and coordinated land planning and management within and between municipalities in the greater Edmonton area.

Existing • Practice: The requirements of drainage documents (Watershed Plan, Area Master Plan, Neighbourhood Design Report, Engineering Drawings) are in place to ensure effective, integrated, and coordinated planning for land development.

Status/Comment • Procedures are described in the City of Edmonton Servicing Standards Manual.

• referral practice in place between City and adjoining municipalities on development applications • cooperative inter municipal planning on River Valley & Ravine System; see template LRC-A-4

Change • drop all references to EMRPC (defunct)

New • need a mechanism, agency or agreement to do this integrated planning (need performance monitoring on success, experiences) • need section on coordinated land use planning in MDP (as per MGA)

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LRC-3

Encyclopedia of Policies and Programs EDMONPONS•MUNICIPAL•DEVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-municipal Cooperation (LRC-A): Facilitate an effective, rational, and coordinated approach to inter-municipal land use and infrastructure planning and development.

KEY RESULT #: LRC-A-2 Transportation, water, and sewer infrastructure planning will be coordinated effectively throughout the greater Edmonton area.

Existing Status/Comment • Practice: Sanitary services are coordinated through legal agreements • Continuing coordination with with the Capital Region Sewage Commission (CRSC) and Strathcona County (SC).

CRSC and SC , • Neighbourhood Infrastructure Program (N.I.P.) is a coordinated • Next N.I.P projects: program among City's departments and utilities to improve Riverdale infrastructure for neighbourhoods. (implementation) and Ritchie (Planning) • Drainage Master Plan policy to take sewage flows to CRSTP, wherever practicable • TMP does not have regional references • water responsibility of Aqualta • GMP Policy 7.B.2: "Investigate and designate penetrator corridors to access the transportation/utility corridor in cooperation with the Province and the Edmonton Metropolitan Regional Planning Commission."

Change • TMP needs to address changes to regional transportation network • consultation with Aqualta regarding their current regional service provision • drop reference to EMRPC New • mechanism for consultation among utility providers • TMP will have some regional perspectives; otherwise MDP must address regional transportation

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LRC-4

Encyclopedia of Policies and Programs EDbfONIONS•MUNICIPAL•DEVELOPMMT.PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-municipal Cooperation (LRC-A): Facilitate an effective, rational, and coordinated approach to inter-municipal land use and infrastructure planning and development.

KEY RESULT #: LRC-A-3 Citizens within the greater Edmonton area will have efficient and affordable access to the International Airport.

Existing • taxis and Edmonton International Airport responsibility of Edmonton Airports • Highway 2 Plan policies for Corridor (Planning and Development) • Highway 2/Calgary Trail improvements (Transportation & Streets)

Status/Comment

Change • as air traffic increases improve transportation with emphasis on shuttle service

New • truck route policies from TMP

• •

policies on access provisions and use of services roads on Calgary Trail and Highway 2 sky shuttle to Edmonton airports

Additional information/implications: • Highway 2 improvements from TMP (e.g. Calgary Trail/Ellerslie Road interchange) • potential of future LRT extension to Edmonton International Airport • Highway 2/Calgary Trail improvements are critical for speed and access to downtown and for visual impression of Edmonton

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LRC-5

Encyclopedia of Policies and Programs EDMONTONS•MUNKIPAL•DEVELOPMENT.PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-municipal Cooperation (LRC-A): Facilitate an effective, rational, and coordinated approach to inter-municipal land use and infrastructure planning and development.

KEY RESULT #: LRC-A-4 High of inter-municipal cooperation and planning will ensure effective management of the River Valley.

Existing • Practice: A River Water Quality Task Force comprised of representatives from the City's departments, Alberta Environmental Protection, Capital Health Authority, Environmental Advisory Committee, University of Alberta and Aqualta establishes strategic direction for protecting the river water quality. (Office of the Environment, Drainage Branch, Planning and Development, Community Services).

• discussions on cooperative inter municipal planning of River Valley & Ravine System

Status/Comment • Report going to Council this summer.

• River Valley Alliance; Regional Trails Initiative Cttee.; Canadian Heritage River Systems Program

• GMP Policy 6.B.4: "Participate with other municipalities and the Province to ensure that developments outside Edmonton's boundaries are consistent with protecting the North Saskatchewan River as Edmonton's sole source of drinking water."

Change • depending on Council's action regarding the River Water Quality Task Force, there could be strategic direction available •

coordinated development of river valley for tourism (a) access, (b) restaurants, (c) activities

New • need mechanisms to cooperate on management of River Valley & Ravine System

Additional information/implications: • proper vehicular and pedestrian access is critical for tourism development

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LRC-6

Encyclopedia of Policies and Programs EDMONIONS•MUNICEPAL•DEVELOPMEIT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-municipal Cooperation (LRC-A): Facilitate an effective, rational, and coordinated approach to inter-municipal land use and infrastructure planning and development.

KEY RESULT #: LRC-A-5 The greater Edmonton area will be promoted effectively as a metropolitan centre poised to welcome industry, employment, and visitors.

Existing • Practice: Drainage working closely with Economic Development Edmonton to promote and attract industries and employment to the Edmonton region. , • Economic Development Edmonton Business Plan 1997 • Council's Vision for Economic Prosperity • activities of MEEDT

Status/Comment • On-going efforts e.g. semi-conductor plant • EDE responsibility

Change • increased funding of tourism marketing initiatives of EDE • enhanced cooperation of economic development agencies in the Capital Region

New • ongoing implementation by EDE • continue support of Council's implementation of Vision for Economic Prosperity • continue MEEDT support and activities Additional information/implications: • consistent name of region needed in promotional activities • name "Edmonton" must stay in all imaging - ie: "Edmonton - Alberta's Capital Region" will not be effective to market without 'Edmonton' • municipalities need to invest in the marketing of Edmonton as a 'destination of choice'

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LRC-7

Encyclopedia of Policies and Programs EDMONTONS*MUNICIPAL•DEVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-municipal Cooperation (LRC-A): Facilitate an effective, rational, and coordinated approach to inter-municipal land use and infrastructure planning and development.

KEY RESULT #: LRC-A-6 Edmonton will be viewed as a trustworthy, fair, and effective proponent of a regional "cooperate to compete" philosophy.

Existing • Practice: Working closely with the Capital Region Sewage Commission and Strathcona County to provide cost-effective regional sanitary services in the greater Edmonton region promotes the "cooperate to compete" philosophy.

Status/Comment • Independent review of flow data to ensure fairness in billing for sewage flows crossing City boundaries.

• no previous statement by Council on acceptability of the concept of "cooperate to compete" • EDE Business Plan, Business Environment, Objective #2(a): "Increase awareness and support of EDE's activities with the shareholders, stakeholders and the community."

Change • need a coordinated, overall statement of City strategic directions and approach to guide regional relationships (Council must endorse) • Economic Development agencies need a coordinated approach to attracting business and tourism New • new regional accords required in a number of areas • Council statement on strategic directions needed to confirm the acceptability of the "cooperate to compete" Additional information/implications: • impacts uncertain • may be need for significant political will and actions to achieve • need ground rules for competition, communication and information sharing • if the Councils of the region don't do it then the economic development agencies will be unable to effectively cooperate.

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LRC-8

Encyclopedia of Policies and Programs EDMONTONSOAUNICIPAL•DEVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-B

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

Key Results LRC-B-1

Specific services which can be delivered most effectively utilizing a regional service delivery model, without compromising the autonomy of individual municipalities, will be identified and prioritized.

LRC-B-2

By 2000, the greater Edmonton area will have at least one new jointly planned, developed, and funded regional services "success story".

LRC-B-3

Planning, developing and funding of transportation infrastructure for the greater Edmonton area will be highly coordinated to ensure effective movement of people and goods.

LRC-B-4

The existing regionally coordinated approach to marketing and the provision of tourism and convention services will be enhanced.

LRC-B-5

A regional Parks, Recreation, and Natural Sites Plan will be developed and supported by municipalities in the Region by 2000.

LRC-B-6

Costs associated with financing regional services and initiatives will be shared equitably among participating municipalities.

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LRC-9

Edmonton

Encyclopedia of Policies and Programs

•

EDMONTONTS•MLIMICIPAL•DEVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Regional Services (LRC-B): Support the development of strong, and effective regional services delivery mechanisms.

KEY RESULT #: LRC-B-1 Specific services which can be delivered most effectively utilizing a regional service delivery model, without compromising the autonomy of individual municipalities, will be identified and prioritized.

Existing • Practice: The agreements between the City and the Capital Region Sewage Commission (CRSC), as well as those between the City and Strathcona County (SC) deliver a regional service that is effective and efficient.

• Transit cooperation agreements (Sherwood Park, St. Albert)

• • • • •

Status/Comment • Agreement with SC will be renewed in 1999.

Negotiation with CRSC will re-commence in 1999.

• no City normative model available to guide operational activities

Solid waste management agreements CRF/research for shared services EPCOR/Aqualta/Airport provide regional services Community Services with Health, Provincial Children's Services administration (T&S) directed by Council to attempt to establish an inter-municipal working committee to consider developing a transit service that will allow disabled people to travel between Edmonton, Sherwood Park and St. Albert

Change • study needed to normative regional services delivery model • business and tourism development should be regional. EDE can facilitate/coordinate New

Additional information/implications: • time consuming and highly political to develop and adopt the normative model • municipalities to north of Edmonton have a consultant examining joint service opportunities (Edmonton excluded from the process)

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LRC-1 0

Encyclopedia of Policies and Programs EDMONSONS•MUNICIPAL•DEVELOPMEsIT•FLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Regional Services (LRC-B): Support the development of strong, and effective regional services delivery mechanisms.

KEY RESULT #: LRC-B-2 By 2000, the greater Edmonton area will have at least one new jointly planned, developed, and funded regional services "success story".

Existing • Practice: The City is renewing its agreements with Strathcona County (SC) in 1999. The City is also negotiating the use of the South East Regional Trunk (SERTL) and aiming at re-commencing negotiations of the Master Agreement with the Capital Region Sewage Commission (CRSC) in 1999.

Status/Comment • Negotiation with SC are ongoing. Negotiations for the use of SERTL are ongoing.

Negotiations for a Master Agreement to recommence in 1999.

Change • consider regional economic development as a success story • consider an initiative in transportation (roads) coordination

New

• this Key Result depends on the actions taken and successes for other, more specific Key Results

Additional information/implications: • depends on results of other Key Result Areas • EDE could initiate in either Business Development or Tourism

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LRC-1 1

Encyclopedia of Policies and Programs EDMONTONS•MUNICIPAL.DEVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Regional Services (LRC-B): Support the development of strong, and effective regional services delivery mechanisms.

KEY RESULT #: LRC-B-3 Planning, developing and funding of transportation infrastructure for the greater Edmonton area will be highly coordinated to ensure effective movement of people and goods.

Existing • meetings with regional municipalities to discuss Provincially sponsored initiatives (Highway 2, A. Henday) highlight that the current approach is project based • Freeport at Edmonton International Airport • rail linkages • Yellowhead highway

Status/Comment

• uncertain of status • ?

New • Transportation and Streets needs to provide likely schedule for A. Henday/River Crossing/Highway 2 (North - South Trade Corridor) given significant implications for growth in southwest Edmonton and drainage implications upstream of E.L. Smith Water Plant • approach to rail?

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LRC-12

Encyclopedia of Policies and Programs

1"1°Ectmonton EDMONTONS•MUNICIPAL•DEVELOPMLNT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Regional Services (LRC-B): Support the development of strong, and effective regional services delivery mechanisms.

KEY RESULT #: LRC-B-4 The existing regionally coordinated approach to marketing and the provision of tourism and convention services will be enhanced.

Existing • City Major Attractions • Other municipalities operate information centres on a full or part time basis • EDE Tourism delivering marketing activities • EDE in Tourism and Convention Services operates Visitor Information Centres at Gateway Park, Stony Plain and Convention Centre • GEVCA membership and regional market activities only • Provincial Tourism Grants - (no longer exist)

Status/Comment

Change •

EDE tourism supported by EDE research and Corporate Communications deliver all marketing activities for the Edmonton Capital Region

New •

EDE to initiate increased marketing _partnerships with Jasper and Alberta's North

Additional information/implications: • needs more work to determine current status (roles, responsibilities) • need to contact GEVCA representative for information on status of activities

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LRC-13

Encyclopedia of Policies and Programs EDMONTPONS.MUNIaPAL•DEVELOPIAMPTIAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Regional Services (LRC-B): Support the development of strong, and effective regional services delivery mechanisms.

KEY RESULT #: LRC-B-5 A regional Parks, Recreation, and Natural Sites Plan will be developed and supported by municipalities in the Region by 2000.

Existing • no existing comprehensive, regional plans existing • EMRPC had policies, but now defunct • Big Lake Plan available ,

Status/Comment

New • need agreement to proceed with our neighbours on these efforts • depends on overall strategic direction City wants to take in regional relationships

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LRC-14

Encyclopedia of Policies and Programs EDMONIONS.MUNIaPAL•DEVELOPMENIT•FLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Regional Services (LRC-B): Support the development of strong, and effective regional services delivery mechanisms.

KEY RESULT #: LRC-B-6 Costs associated with financing regional services and initiatives will be shared equitably among participating municipalities.

Existing • Practice: The agreements between the City and the Capital Region Sewage Commission, and the City and Strathcona County define funding and payment of service in an equitable way , • CRF funding • water regulated by EUB

Status/Comment • There are several existing agreements.

Change • All municipalities need to invest in regional initiatives and have influence according to their investment level

New • water has a differential fee structure for consumers outside Edmonton

Additional information/implications: • issue based and highly controversial for cost sharing formulas • need agreements among municipalities • new agreements would need business analysis to ensure cost/revenues are consistent with Council direction • Provincial government intervention needed before considerable success?

• Crucial to the effective structuring of Economic Development and Tourism

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LRC-15

Encyclopedia of Policies and Programs EDMOLVIONS•MUNIQPAL.DEVEWPMEgr•PIAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-C

Relationships With Regional Organizations: Maintain constructive and productive relationships with important regional organizations; e.g., regional health authorities, children's services, school boards, large private sector employers, etc.

Key Results LRC-C-1

Common goals will be developed and form the basis for regional cooperation.

LRC-C-2

Edmonton will be recognized as an effective and cooperative team player by regional authorities and stakeholders.

LRC-C-3

Roles, responsibilities, and financial obligations of participants in various regional initiatives will be defined clearly in contractual relationships.

LRC-C-4

Regional partnerships and initiatives which optimize benefits for residents will be developed and sustained.

LRC-C-5

Regional organizations, supported by the leadership of the City, will act collaboratively to enhance the image and profile of the greater Edmonton area.

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LRC-1 6

monton

Encyclopedia of Policies and Programs

EDMONITN'S•MUNIOPAL.DEVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Relationships With Regional Organizations (LRC-C): Maintain constructive and productive relationships with important regional organizations; e.g., regional health authorities, children's services, school boards, large private sector employers, etc.

KEY RESULT #: LRC-C-1 Common goals will be developed and form the basis for regional cooperation.

Existing • Regional agencies include CRF, CHA, MEEDT • City has numerous service agreements; City may or may not apply common goals to these individual agreements ,

Status/Comment • departments with regional service agreements have to identify "common goals", if any

Change • add economic development agencies

New • need for City to determine strategic directions for regional relationships

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LRC-1 7

Encyclopedia of Policies and Programs EDbfONTONS*MUNICIPAL•DEVELAPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Relationships With Regional Organizations (LRC-C): Maintain constructive and productive relationships with important regional organizations; e.g., regional health authorities, children's services, school boards, large private sector employers, etc.

KEY RESULT #: LRC-C-2 Edmonton will be recognized as an effective and cooperative team player by regional authorities and stakeholders.

Existing • Practice

The City cooperates with Strathcona County and Capital Region Sewage Commission (CRSC) to provide sanitary services to the citizens of greater Edmonton. ,

-

The City works very closely with the Capital Health Authority (CHA) on environmental protection issues.

-

The City works very closely with the public and Separate School Boards on using open areas as recreational and stormwater management facilities (Community Services, Drainage Branch).

Status/Comment There are several existing agreements e.g. Leduc wastewater is treated by the City and the CRSC treats sewage from Clareview.

- CHA is represented in the Environmental Advisory Committee. Drainage Branch also works very closely with CHA on the combined sewer overflow control.

- The Site Planning Guidelines For Dual Use of School and Park Sites for Stormwater Management was developed in April, 1997.

• other items on regional cooperation discussed previously Change • build more trust on successful actions • focus more attention on regional relationships (more communications needed) New

Additional information/implications: • need to modify Edmonton image in region (e.g. perspective of Big Brother)

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LRC-18

Encyclopedia of Policies and Programs EDMON113NS*MUNICIPAL.DEVELOISIEVT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Relationships With Regional Organizations (LRC-C): Maintain constructive and productive relationships with important regional organizations; e.g., regional health authorities, children's services, school boards, large private sector employers, etc.

KEY RESULT #: LRC-C-3 Roles, responsibilities, and financial obligations of participants in various regional initiatives will be defined clearly in contractual relationships.

Existing • Practice

-

The City has servicing agreements with Strathcona County and the Capital Region Sewage Commission, which define the roles, responsibilities and financial obligations of each party. The city is the process of renewing the agreements with Strathcona County and will re-commence negotiation for a Master Agreement with the Capital Region Sewage Commission in 1999.

• need to document existing agreements and contracts (Planning has this information)

Status/Conunent - Ongoing negotiations

Change • issue may be less the contracts or agreement, but more the strategic directions given to the staff negotiating the contracts or agreements re the City's regional interests

New

Additional information/implications: • success depends on the transparency of the motives • equity is important, but hard to define in these situations

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LRC-1 9

Encyclopedia of Policies and Programs EDMONPONS•MUNIaPAL•DEVEIAPMENr•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Relationships With Regional Organizations (LRC-C): Maintain constructive and productive relationships with important regional organizations; e.g., regional health authorities, children's services, school boards, large private sector employers, etc.

KEY RESULT #: LRC-C-4 Regional partnerships and initiatives which optimize benefits for residents will be developed and sustained.

Existing • too general to apply • overlaps with several other, more specific Key Results

Status/Comment

Change

New

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LRC-20

Encyclopedia of Policies and Programs ELIMONTONS•MUNICIPAL•DEVELOPMEVMPLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Relationships With Regional Organizations (LRC-C): Maintain constructive and productive relationships with important regional organizations; e.g., regional health authorities, children's services, school boards, large private sector employers, etc.

KEY RESULT #: LRC-C-5 Regional organizations, supported by the leadership of the City, will act collaboratively to enhance the image and profile of the greater Edmonton area.

Existing • agencies involved in economic development (EDE, MEEDT) • see next KRA (this item relates to the next section) • the EDE Edmonton Ambassador Program enables anyone who goes anywhere outside the region, or receives visitors for outside, has the necessary information, brochures, if needed, to promote and enhance Edmonton's image • others include EDE Tourism, U of A, WEM, Airports, Northlands, private enterprise (eg: Telus), others

Status/Comment

Change • synergy can be built with more involvement and decision making with economic development agencies and the private sector New • support ongoing marketing and promotion Additional information/implications: • "leadership" juxtaposed with "collaboration" may be a problem of perception for the regional municipalities • private sector/industry who invest in attracting people to the Edmonton area, need a stronger voice in the marketing of the Edmonton Capital Region.

• the City facilitated by EDE will take a lead role in furthering partnerships with Jasper and Alberta's North • potentially significant costs with preparation and distribution of such information (Updating, writing, advertising, availability, distribution, etc.) - all ongoing marketing and promotion needs must be supported by budget from both Council and private sector

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LRC-21

Encyclopedia of Policies and Programs

04QtEdmonton EDMONPONS*MUNCIPAL•DEVE1_OPMEN1T•P1.AN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-D

Inter-governmental Relations: Maintain and enhance productive relationships with provincial and federal government representatives to support the achievement of the City's goals and resolve common problems and issues.

Key Results LRC-D-1

Issues and priorities important to Edmonton and the region will be identified and the interests of the City and the region represented effectively at the provincial and federal government levels.

LRC-D-2

The government structures and policies required to meet the unique requirements of large municipalities will be in place.

LRC-D-3

Regional forums that address significant needs and issues requiring regional cooperation will be operating effectively.

LRC-D-4

Effective networks with elected officials, administration, and government agencies will be established and maintained.

LRC-D-5

The City's relationships with northern Alberta municipalities and the Territorial Governments will be enhanced.

LRC-D-6

The shifts in the roles and responsibilities of various levels of government will be managed effectively.

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L RC-22

Wit

Encyclopedia of Policies and Programs

EDMONPONS•MUNIaPAL•DEVELOPMEIT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-governmental Relations (LRC-D): Maintain and enhance productive relationships with provincial and federal government representatives to support the achievement of the City's goals and resolve common problems and issues.

KEY RESULT #: LRC-D-1 Issues and priorities important to Edmonton and the region will be identified and the interests of the City and the region represented effectively at the provincial and federal government levels.

Existing • Practice: Working with Capital Region Sewage Commission to coordinate sanitary servicing to the citizens of the Edmonton and the region.

• Working with the Capital Health Authority (CHA) and Alberta Environmental Protection (AEP) to develop a plan for controlling the impacts of City discharges on the river eco-system and the users • •

• •

• •

Council needs to identify (with Administration support) the "issues and priorities" that are important GMP Policy 5.D.2: "Participate with other levels of government and local agencies in the ongoing development and implementation of land use and environmental improvements as they affect citizens with special needs."

GMP Policy 4.D.6: "Work with the Provincial Government to enhance Edmonton's role as the Capital City of Alberta."

GMP Policy 4.A.4: "Continue to encourage the Federal and Provincial Governments to maintain the Downtown as the focus of government activity by maintaining their existing and future office space requirements in the Downtown."

AUMA, FCM, Growth Summit (September 1997), EDE activities One role of the Office of the Environment is liaison with other levels of government and agencies on environmental issues.

Status/Comment • Ongoing coordination

• Working with CHA and AEP on the Combined Sewer Overflow (CS 0) Control Strategy • all departments with Council

•

Liaison currently done on an ad-hoc basis

Change • Involve the provincial government in the planning and financial sanitary servicing for the citizens of Edmonton and the region.

New • regular listing and review of strategic issues and priorities with appropriate action plan to address, assigned responsibilities and monitoring of results

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LRC-23

Encyclopedia of Policies and Programs EM4ONPONS.MONICIPAL•DEVELOFNI:WMPLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-governmental Relations (LRC-D): Maintain and enhance productive relationships with provincial and federal government representatives to support the achievement of the City's goals and resolve common problems and issues.

KEY RESULT #: LRC-D-2 The government structures and policies required to meet the unique requirements of large municipalities will be in place.

Existing

Status/Comment

• Community Services identified unique characteristics of Edmonton for funding purposes • use of Provincial cabinet buddy system (Federal?)

Change

New • need strategic direction statements by Council to guide operational activities • need to help other governments understand unique needs of Edmonton • general application of Community Services methodology

Additional information/implications: • uni-city design for municipal structure (Calgary) vs. multi municipal region (Edmonton): what is the significance of the local government structure?

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LRC-24

Encyclopedia of Policies and Programs EDMONIONS•MUNICPAL*DEVELOPMENIT•PIAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-governmental Relations (LRC-D): Maintain and enhance productive relationships with provincial and federal government representatives to support the achievement of the City's goals and resolve common problems and issues.

KEY RESULT #: LRC-D-3 Regional forums that address significant needs and issues requiring regional cooperation will be operating effectively.

Existing • Practice: Working with Capital Region Sewage Commission to coordinate sanitary servicing to the citizens of the Edmonton region. , • status of CRF? • other forums include CHA, Edmonton Airports, MEEDT

Status/Comment • Ongoing cooperation and agreements.

• listing of potential forums

New • understanding of forums; clarity of what City wants to achieve from these forum is needed (partly direction, partly governance)

Additional information/implications: • need to use consistent boundaries for service provision (within City) and across municipal boundaries

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LRC-25

Encyclopedia of Policies and Programs EDMONTONS•MUNICIPAL•DEVELOPMEW•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-governmental Relations (LRC-D): Maintain and enhance productive relationships with provincial and federal government representatives to support the achievement of the City's goals and resolve common problems and issues.

KEY RESULT #: LRC-D-4 Effective networks with elected officials, administration, and government agencies will be established and maintained.

Status/Comment

Existing • discussed in previous KRAs

Change • clarify administrative, political responsibilities • CRF is developing a new mandate; status? implications?

New • effective networks and effective flow of information among City representatives in these networks so information is shared, as appropriate • intergovernmental relations is important function for administration

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LRC-26

Encyclopedia of Policies and Programs

17).Ea'A1'ohton:v: EDMONIDN'S•MUNICIPAL•DEVaMIEJT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-governmental Relations (LRC-D): Maintain and enhance productive relationships with provincial and federal government representatives to support the achievement of the City's goals and resolve common problems and issues.

KEY RESULT #: LRC-D-5 The City's relationships with northern Alberta municipalities and the Territorial Governments will be enhanced.

Existing • these relationships and actions to enhance are contained in the EDE Business Plan; ongoing implementation • Mayor and Gateway North project • EDE Tourism and major attractions (WEM) actively working with Jasper to market tourism • EDE Tourism has scheduled communication with Northern Alberta Tourism Board

Status/Comment

Change • Tourism will continue to partner with Jasper and Alberta North to position Edmonton as Gateway City

New

Additional information/implications: • what is current status of the Northern Mayor's Forum? (correct title?)

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LRC-27

Encyclopedia of Policies and Programs EDMOSTIONS•MUNICIPAL•DEVELOPMEVMPLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Inter-governmental Relations (LRC-D): Maintain and enhance productive relationships with provincial and federal government representatives to support the achievement of the City's goals and resolve common problems and issues.

KEY RESULT #: LRC-D-6 The shifts in the roles and responsibilities of various levels of government will be managed effectively.

Existing

Status/Comment

• OCM and departments monitor intergovernmental relations

Change • regular reporting at SMT of significant changes in relationships, funding, etc. (needs explicit

recognition that must be done) • negotiate terms and conditions of changed responsibilities, wherever possible

New • regular reporting in results and outcomes • establish a Provincial-City committee to help adjust to the transitions

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LRC-28

Encyclopedia of Policies and Programs EDMONIXY4S*TdUNICIPAL•DEVELOP'MDIT*PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-E

Capital City Promotion: Promote Edmonton as the Capital of Alberta and a leader within the region, the province, and beyond.

Key Results LRC-E-1

Edmonton will have a strong public profile as the Capital of Alberta and the centre of government for the Province.

LRC-E-2

The attractiveness of Edmonton as a head office location of choice for both private and public sector organizations will increase.

LRC-E-3

Edmonton will be the air traffic and transportation hub for the north-central Alberta, British Columbia, Saskatchewan, and the North West Territories.

LRC-E-4

Edmonton will have a reputation as a location for "Centres of Excellence" in a variety of areas including technology, industry, education, research, and health.

LRC-E-5

The greater Edmonton area will be recognized as providing an attractive environment for business.

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Pe41*tiormonfori EDMONTONS•MUNICIPAL•DEVELOPIIENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Capital City Promotion (LRC-E): Promote Edmonton as the Capital of Alberta and a leader within the region, the province, and beyond.

KEY RESULT #: LRC-E-1 Edmonton will have a strong public profile as the Capital of Alberta and the centre of government for the Province.

Status/Comment Existing • See Downtown plan for policies or Capital area • GMP Policy 4.D.6: "Work with the Provincial Government to enhance Edmonton's role as the Capital City of Alberta."

• EDE Business Plan includes,promotion of Capital region concept for business development but it is not a strong enough tourism hook • Tourism promotes the Legislative Grounds - as a component not a major attraction of leisure travel marketing

Change • work with the Province to encourage the legislative grounds to take a more active role and increase investment in the marketing of the Edmonton Capital Region

New

•

establish a working group for regular promotion of Capital Region and Legislative Grounds

Additional information/implications: • It is questionable to promote Edmonton as the centre of government!

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LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Capital City Promotion (LRC-E): Promote Edmonton as the Capital of Alberta and a leader within the region, the province, and beyond.

KEY RESULT #: LRC-E-2 The attractiveness of Edmonton as a head office location of choice for both private and public sector organizations will increase.

Existing • ongoing efforts by EDE to retain and attract downtown offices

Status/Comment • EDE, with required Council support

• fiscal & taxation environment of City must be supportive to attract business .

• GMP Policy 4.A.4: "Continue to encourage the Federal and Provincial Governments to maintain the Downtown as the focus of government activity by maintaining their existing and future office space requirements in the Downtown." (also template LRC-D-1) • GMP Policy 5.A.1: "Undertake public and encourage private activities for maintenance, clean-up and enhancement to stimulate beautification efforts in the developed parts of Edmonton."

• GMP Policy 5.B.1: "Identify and beautify the roadway approaches into the City and into the Downtown through both public and private activities."

Change • this is not a strategy in the EDE business plan, nor is it recommended New bench marking and comparative analysis needed head offices come here or stay if Edmonton is an attractive place to do business and live physical environment improvements are integral to quality of life promotion strategy to attract new head offices to Edmonton (not considered an effective use of resources by EDE) Additional information/implications: • physical attractiveness of City is important for quality of life attraction • this KRA should be moved to Economic Development • Business Cost report information (Planning and EDE) • Task Force on Property Tax (status) • EDE suggests that this key result should read as follows: "the attractiveness of Edmonton as a business location of choice for both private and public sector organizations will increase, realistic strategies include attracting developed and emerging industries"

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EDMONIONS.MUNICIPAL•DEVELOPMEW•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Capital City Promotion (LRC-E): Promote Edmonton as the Capital of Alberta and a leader within the region, the province, and beyond.

KEY RESULT #: LRC-E-3 Edmonton will be the air traffic and transportation hub for the north-central Alberta, British Columbia, Saskatchewan, and the North West Territories.

Existing • • • •

Status/Comment

Edmonton Airports responsible for operating and promoting the regional airports system Transportation and Streets responsible for transportation system (with Provincial participation) Transportation and Streets deals with Truck Routes in the TMP EDE Business Plan, Business Environment, Objective 1(d): "work in partnership with the Edmonton Airports and other stakeholders to develop and enhance air service to and from Edmonton."

Change • status of improvement plans at Edmonton International and CityCentre Airports?

• improvements to Primary Highway Corridor need confirmation (A. Henday, North Saskatchewan River crossing) • TMP Truck Routes must address the transportation hub issue

New • work with Northern Communities

Additional information/implications: • This KRA should be moved to Economic Development

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LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Capital City Promotion (LRC-E): Promote Edmonton as the Capital of Alberta and a leader within the region, the province, and beyond.

KEY RESULT #: LRC-E-4 Edmonton will have a reputation as a location for "Centres of Excellence" in a variety of areas including technology, industry, education, research, and health.

Status/Comment Existing • work with "Centres of Excellence" to ensure necessary support is available • Council's Vision for Economic Prosperity • EDE Business Plan, Emerging Industries, Objective #1: "Build and foster knowledge-based and innovative industry sectors that have the greatest potential for development: healthcare products and services, biotechnology, multi-media and software, electronics, aerospace, telecommunications and agri-food, (a) create industry clusters (b) build on existing industry clusters."

Change

New • regular outreach program by EDE, Council with the Centres to ensure concerns are addressed • could expand concept of Centres of Excellence to voluntarism, sports, arts, festivals by utilizing EDE Tourism and other organizations to facilitate this process

Additional information/implications: • policy to promote, encourage participation with the program of Centres of Excellence • this KRA should be moved to Economic Development

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LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Capital City Promotion (LRC-E): Promote Edmonton as the Capital of Alberta and a leader within the region, the province, and beyond.

KEY RESULT #: LRC-E-5 The greater Edmonton area will be recognized as providing an attractive environment for business.

Existing • Practice

-Working with developers to ensure cost-effective and efficient infrastructure is built.

-EDE Business Plan, Business Environment, Strategic Focus: "Work to affect a business, social and political climate conducive to economic development."

Status/Comment - e.g. Revision of Servicing Standards - e. .g. Semi-conductor Plant, Maple Leaf Hog Plant

Change • need greater cooperation among municipalities and economic development agencies New • Practice -

Share information among all municipalities in the region.

Prepare information package on servicing in the Edmonton region for potential business.

Additional information/implications: • does the City need: • regular property tax surveys (residential, commercial) • regular utility cost survey • satisfaction surveys • EDE has regular "ambassador" meetings with BRZ's, C of C, Northlands, etc.

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LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-F

Public Participation: Develop a public participation model which facilitates effective and appropriate public and stakeholder input into key policy decisions.

Key Results LRC-F-1

The Public Participation Model will provide clear guidelines as to: the types of decisions on which stakeholder input is to be sought; who is to be consulted; the duration and timing of the public input process; the range of input mechanisms to be considered; 'and the process to be used to evaluate the effectiveness of the model.

LRC-F-2

A network of community stakeholders will be utilized as a primary vehicle for gathering public input in key issues.

LRC-F-3

There will be improved public support for key policy decisions made.

LRC-F-4

Citizens and stakeholders involved in the public consultation process will be satisfied that their ideas have been heard and considered.

LRC-F-5

The Public Participation Model will include mechanisms to deal effectively with regional issues.

LRC-F-6

Citizens will feel increased responsibility to promote the City and participate in governance decisions.

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LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Public Participation (LRC-F): Develop a public participation model which facilitates effective and appropriate public and stakeholder input into key policy decisions.

KEY RESULT #: LRC-F-1 The Public Participation Model will provide clear guidelines as to: the types of decisions on which stakeholder input is to be sought; who is to be consulted; the duration and timing of the public input process; the range of input mechanisms to be considered; and the process to be used to evaluate the effectiveness of the model.

Existing • Practice: All major projects require public input. ,

Status/Comment • Ongoing efforts e.g.

Combined Sewer Overflow Control Strategy, Riverdale Neighbourhood Infrastructure Program.

• EFCL Timeline agreement; Planning Process Roundtable; PRCAB and Community Services Advisory Board; Public Hearing Policy; Bylaw processes; departmental process

Change • change EFCL or PPRT model; or develop a new model; need directions

New • develop a normative model for participation, including guidelines for soliciting input from the public

Additional information/implications: • need a variety of mechanisms to address different public issues

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Encyclopedia of Policies and Programs EDMONINWS•MUNICIPAL•DEVEL011.4ENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Public Participation (LRC-F): Develop a public participation model which facilitates effective and appropriate public and stakeholder input into key policy decisions.

KEY RESULT #: LRC-F-2 A network of community stakeholders will be utilized as a primary vehicle for gathering public input in key issues.

Existing • Practice: Federation of Edmonton Community Leagues and Area Councils are consulted on major projects.

• A stakeholder group is being organized to help formulate the City's plan for controlling combined sewer overflows.

• An advisory committee is formed to provide inputs on environmental issues. (Office of the Environment, Drainage Branch)

Status/Comment • Mill Woods Project.

• Stakeholder group being organized.

• Environmental Advisory Committee formed, January, 1996.

Change • see previous KRA

New

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LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Public Participation (LRC-F): Develop a public participation model which facilitates effective and appropriate public and stakeholder input into key policy decisions.

KEY RESULT #: LRC-F-3 There will be improved public support for key policy decisions made.

Existing • Practice Public are consulted on key policy decisions and plans for major projects.

• EFCL is considered the main partner

Status/Comment • Public survey on River Use and Water Quality

Change • see previous KRA

New

Additional information/implications: • concept of regular survey instruments to confirm public support (does Council want this done?)

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Encyclopedia of Policies and Programs EDMONIVNS•MUNICPAL•DEVEIAPMENIMPLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Public Participation (LRC-F): Develop a public participation model which facilitates effective and appropriate public and stakeholder input into key policy decisions.

KEY RESULT #: LRC-F-4 Citizens and stakeholders involved in the public consultation process will be satisfied that their ideas have been heard and considered.

Existing • Practice: Working committees are formed to ensure citizens and stakeholders ideas were heard and considered.

Status/Comment • Ottewell/Kenilworth Flooding Committee, West Edmonton Business Association Servicing Committee.

Change

New

Additional information/implications: • role of statutory and non-statutory hearing processes

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Encyclopedia of Policies and Programs EDMONTONS•MIJNICIPAL•DEVELOPMESIT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Public Participation (LRC-F): Develop a public participation model which facilitates effective and appropriate public and stakeholder input into key policy decisions.

KEY RESULT #: LRC-F-5 The Public Participation Model will include mechanisms to deal effectively with regional issues.

Existing • Practice: Stakeholders are involved in Regional sanitary servicing issues.

'

Status/Comment • stakeholders such as developers and the Capital Region Sewage Commission are involved in providing sanitary servicing for new areas.

• none available currently • affected by provisions of MGA, content of IMDP, court decisions

Change

New • regional model for public participation required

Additional information/implications: • nature and extent of public involvement at CRF? • need clear understanding of what is a regional issue and therefore what model required?

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Encyclopedia of Policies and Programs

mon on EDMONIONS.NUNICIPAL•DEVEI_OFMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Public Participation (LRC-F): Develop a public participation model which facilitates effective and appropriate public and stakeholder input into key policy decisions.

KEY RESULT #: LRC-F-6 Citizens will feel increased responsibility to promote the City and participate in governance decisions.

Status/Comment

Existing • EDE Ambassadors Program

Change

New

Additional information/implications: • governance status dependent on Council decisions from current governance project; status?

• Is it appropriate for citizens to participate in governance decisions?

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Encyclopedia of Policies and Programs EDMONIDNS•MUNICIPAL•DEVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-G

Regional Leadership Model: Develop and utilize a regional leadership model that facilitates the identification and effective management of issues that are vital to the greater Edmonton area.

Key Results LRC-G-1

A compelling and shared vision for the future of the greater Edmonton area will be established and communicated broadly.

LRC-G-2

Improving the quality of life for all residents in the greater Edmonton area will be an important priority for regional leaders.

LRC-G-3

Elected officials, staff, and citizens will take pride in promoting the greater Edmonton area as a great place to live and work.

LRC-G-4

Elected officials, staff, and the citizens within the greater Edmonton area will work collaboratively to achieve common goals and priorities.

LRC-G-5

Edmonton will be viewed as a trusted, supportive, and cooperative leader by surrounding municipalities and other key regional stakeholders.

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Encyclopedia of Policies and Programs EDMONIONS•MUNIOPAL•DEVELOPMENT•PIAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY Regional Leadership Model (LRC-G): Develop and utilize a regional leadership model that facilitates the identification and effective management of issues that are vital to the greater Edmonton area.

KEY RESULT #: LRC-G-1 A compelling and shared vision for the future of the greater Edmonton area will be established and communicated broadly.

Existing Status/Comment • Practice: "Towards A Cleaner River" - Drainage Branch's extensive • Active public education public education and involvement program to solicit inputs and and involvement support for its environmentalprotection initiatives, program including Yellow Fish Road, Combined Sewer Overflow Control public open houses, stakeholder open houses, Gold Bar Wastewater Treatment Plant tours, physical working model, information display, mascot, video, etc.

• no vision for greater Edmonton area exists currently Change • who will do? how? how implemented?

New • what forum to produce?

Additional information/implications: • can this be done?

• need for Council direction on the strategic directions that guide operational activities

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LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY Regional Leadership Model (LRC-G): Develop and utilize a regional leadership model that facilitates the identification and effective management of issues that are vital to the greater Edmonton area.

KEY RESULT #: LRC-G-2 Improving the quality of life for all residents in the greater Edmonton area will be an important priority for regional leaders.

Existing • Practice: Drainage Branch will continue to improve the quality of life for all residents by providing sewage collection, treatment and disposal services, flooding prevention and environmental protection.

Status/Comment • Improve the quality of life for all residents is the Drainage Branch's mission.

• Edmonton Life project underway currently

Change • need mechanism to get regional land use issues to table • need regional quality of life indicators • need regional citizen satisfaction surveys

New • need greater consolidation / cooperation of volunteer agencies to deliver services where required on a more efficient, cost effective manner.

Additional information/implications: • significant time and political commitment • significant time and effort to develop "quality of life" indicators • risk of inter-regional municipal comparisons of indicators (competition) • need to increase access/participation in sports, recreation and culture

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Encyclopedia of Policies and Programs EDMONT3NS*MLTNICIPAL•DEVEIAFMLNT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY Regional Leadership Model (LRC-G): Develop and utilize a regional leadership model that facilitates the identification and effective management of issues that are vital to the greater Edmonton area.

KEY RESULT #: LRC-G-3 Elected officials, staff, and citizens will take pride in promoting the greater Edmonton area as a great place to live and work.

Status/Comment

Existing • Edmonton Ambassadors (EDE) ,

Change • lead by EDE the goals of economic development should be considered integral to all departmental activities

New • expand and amplify the Ambassadors Concept throughout the region

Additional information/implications: • quality of life indicators at the regional level (plus the issue of comparisons with other areas?)

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Encyclopedia of Policies and Programs EDMORTIONS*MUNIaPAL•DEVELOPNIENTr•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY Regional Leadership Model (LRC-G): Develop and utilize a regional leadership model that facilitates the identification and effective management of issues that are vital to the greater Edmonton area.

KEY RESULT #: LRC-G-4 Elected officials, staff, and the citizens within the greater Edmonton area will work collaboratively to achieve common goals and priorities.

Existing • Practice: The City's Drainage Branch staff and elected officials are working together with the Capital Region Sewage Commission (CRSC) and Strathcona County to provide sanitary services to the citizens of the greater Edmonton area. (Mayor, Drainage Branch).

• • • • •

Status/Comment • The Mayor is involved in pursuing the connection of new developments to the CRSC's South Edmonton Regional Trunk Line.

Mayor's Task Force on Manufacturing CRF attendance MEEDT extent, nature of current collaborative forums or mechanism EDE currently leads cooperative marketing projects (e.g: Vancouver)

Change • translate public relations into action plans and goals

New

• expand and amplify the Ambassadors Concept throughout the region

Additional information/implications: • quality of life indicators at the regional level (plus the issue of comparisons with other areas?)

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Encyclopedia of Policies and Programs EDMONTONS•MUNICIPAL•DEVEWPMENT*PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY Regional Leadership Model (LRC-G): Develop and utilize a regional leadership model that facilitates the identification and effective management of issues that are vital to the greater Edmonton area.

KEY RESULT #: LRC-G-5 Edmonton will be viewed as a trusted, supportive, and cooperative leader by surrounding municipalities and other key regional stakeholders.

Existing • Practice: The City is working together with the Strathcona County and Capital Region Sewage Commission to provide sanitary services to the citizens of greater Edmonton.

• many municipalities do not want Edmonton as leader, want equity

Status/Comment • Ongoing coordination and agreements

Change • need strategic direction for City's regional relationships, role and model • sets the guide for how municipal services are provided

New

Additional information/implications: • split this strategic priority concept of "leadership" from "regional cooperation" (may be perceived as Edmonton wants to dominate)?

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Encyclopedia of Policies and Programs

IIMONIONS•10.110:2AL•DIVISCIMINNPLAN

PLANNED GROWTH STRATEGIC PRIORITIES PG-A

Economic Development and the Livable City: Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

PG-B

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

PG-C

Utilization of Existing Infrastructure:

Encourage maximum development around

existing City infrastructure. This will include encouraging the utilization of the existing supply of lands approved for development before undertaking additional expansion; "building out" and servicing all approved neighbourhoods; and, supporting strategic growth of the City, rather than "growth for the sake of growth".

PG-D

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

PG-E

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

PG-F

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

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PG-1

Encyclopedia of Policies and Programs

Pea°Edmonton ZIAIDNIONSOMPICIPALONIVELMENT.PLAN

PLANNED GROWTH PG-G

Population Growth: Plan for a population base in the range of 800,000 to 900,000 residents by the year 2020, while maintaining a flexible and strategic approach to planned growth.

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Pea°Edmonton 1101113N/ONSWINCAUADIVELOMINTOSAN

PLANNED GROWTH STRATEGIC PRIORITY PG-A

Economic Development and the Livable City: Ensure that the City's approach planned growth approach is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

Key Results PG-A-1

The City will offer a high quality of life and lifestyle options for its residents including a pleasant physical, economic, intellectual and spiritual environment.

PG-A-2

Edmonton's role in the provincial and national economies, its distinct advantage in research and development, its position as Gateway to the North, and its strength as a technical and manufacturing centre will be recognized and promoted, as keys to local corporate growth and the migration of corporations to this City.

PG-A-3

Corporate Canada, facilitated by our communications and open door policy, strategic market information, and a genuine welcoming attitude, will choose to locate in the growing and prosperous Edmonton market.

PG-A-4

Businesses and industries, which are critical to our economic development strategy, will be attracted to locate in planned areas with complementary land uses and businesses.

PG-A-5

X% of Edmonton's population will be between 20 and 60 years old during the period of the Plan.

PG-A-6

Edmonton's unemployment rate will remain below the national average.

PG-A-7

Edmonton will be among the top three Canadian cities in the number of firms in emerging technologies (e.g., biotechnology).

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Edmonton 10:11MNION'S•MUNICIBAL•INVELOPMENNPLAN

PLANNED GROWTH PG-A-8

Y% of the labour force will be employed in emerging technology industries.

PG-A-9

A coordinated focus to assist new business starting up or locating in Edmonton will be in place.

PG-A-10

Defined, measurable environmental targets (air, water, land) will be attained.

PG-A-11

The economic viability and livability of the City will be enhanced by a balanced transportation system with a full range of options for moving people and goods.

aTy

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PG-4

Encyclopedia of Policies and Programs

Edmonton

PLANNED GROWTH STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-1 The City will offer a high quality of life and lifestyle options for its residents including a pleasant physical, economic, intellectual and spiritual environment.

Status/Comment Existing • Land Use Bylaw PD • Housing Mix Guidelines PD • Neighbourhood Design Report PD • Various ASPs, NSPs, ARPs, etc. PD • Servicing Standards Manual PD • See PG-A-11 • Existing NIDP, particularly Policies 2.B.2., 2.B.3., 4.C.3., 4.C.7.. 5.A.8..

• bylaws and • Boulevard Bylaw CS policies to remain • Cemetery Bylaw CS as is • Accessibilit Policy CS • C-7,0- Parkland Utility Installation Policy CS • C412 Lease of Utility Lots. Closed Walkways or Remnant C it. -Owned Land for Landscape Purposes CS • C-456 Tree Policy CS • C-458A Percent for Art CS • C-459 Statuary Policy CS • C-467 Conservation of Natural Sites in Edmonton's Table Lands CS • C-468 Surplus School Sites Policy CS • C-109 Joint Use Agreement CS • C-110 City/Community League Relations CS • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. CS • TransAlta Lease Agreement CS

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Encyclopedia of Policies and Programs

Pe°'Edmonton

PLANNED GROWTH • • • • • • • • • • • • • • • • • • • • • • • • •

Donations Policy CS Major Corridors Policy CS Tree Donations Policy CS Walkway Right of Way Policy CS Screen Fence Policy CS Community Based Social Services Programs CS Preventative/Early Intervention Program CS Action On Greening CS Aquatic Strategy CS Arena Strategy CS Benefits Based Recreation Guide Book CS Commemorative Tree Planting Guide Book CS CPTED Criteria CS CSA Guidelines CS Design Guidelines for a Safer City CS Edmonton's Suburban Neighbourhood Design Principles CS Edmonton Social Plan CS Naturalization Master Plan CS Parkland Deficiency Guidelines CS Parkland Lighting Criteria CS Partners in Parks Program CS Ribbon of Green Masterplan CS Site Planning Guidelines for Dual Use of School and Park Sites Storm Water Management Facilities CS Strategic Plan for the Special Needs Area CS Suburban Investment Strategy CS

• programs/plans/ strategies to remain as is

Ch a rize • Rewrite Land Use Bylaw and Servicing Standards Manual to ensure Regulation and Standards conform to key results.

• C-435 The Identification and Acquisition of Land for Social Housing CS • C-436 Site Selection Guidelines for Senior Citizens and Family Social Housing CS • Land Use Bylaw CS • Contaminated Sites Guidelines CS • Capital Composite Programs CS @THE

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P644 'Edmonton IDICINTONS•NIUNICEAL•CIVILCIMMINT.PLAN

PLANNED GROWTH • • • • • • • • • • • • • • • • • •

Neighbourhood Improvement Program (NIP) CS River Valley Bylaw CS Weed Control Bylaw CS Special Benefits Bylaw CS EFCL Minimum Level Service Guidelines CS Facility Conservation Program CS Home Base Program CS Roadway Landscaping Guidelines CS Servicing Standards Manual CS Sportsfield Strategy CS C-200 Financing of Local Impiovements CS C-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS C-21 I C Community Investment Grants to Organization and Individuals CS C-417 Family and Community Services Program CS C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups CS C-I(' Edmonton Parks and Recreation Fees and Charges CS

New • Pro \ ide adequate funding to realize requirement of key results. (Servicing Investment tr3tCCV.) PD Institute a Growth Management Policy to focus available resources. PD • • Parks Bylaw CS • C-410 Land Management Policy/Land Sales Policy CS • Policy 1042 requires formal adoption CS • Top of the Bank Policy CS • Encroachment Policy on Parkland CS • Municipal Reserve (MR) Policy CS • MR Cash in lieu of Policy CS • MR Policy for Deferred Reserve Caveats CS • Residential Land Servicing Policy and/or Guidelines CS • Roadway/Neighbourhood Beautification Strategy CS • Update Economic Development Strategy CS

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PG-7

Encyclopedia of Policies and Programs

Pe"ul'Edmonton IONIONIttnoasaCIZAL•DEVEXPIENT•MAN

PLANNED GROWTH • • • • • • •

Business Investment Strategy CS Employment Strategies for the Disadvantaged CS Training Programs for Unemployed Youth CS City Wide Attractions, Programs and Activities Enhancement Strategy CS Infrastructure /Corridor Development Plans CS Economic Development Nodes Enhancement Plans CS Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS. • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS • Civic Consultation Program and Process CS • City Environmental Affairs and Sustainable Development Plan CS • Community Wellness Programs and Process CS • Infrastructure Funding Strategy (For New Development and Redevelopment) CS • Parks and Open Spaces Development Strategy CS • Regional Development Strategy- Parks, Open Spaces,.River Valley, Highways and Utility Corridors CS • Community Benchmarkin2 Initiative (Neighbourhood Needs and Civic Services Delivery) Cs • *I aructinc_: Special Needs in the Community - Community Services Perspective CS • Accessihihtv to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS Additional information/implications:

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PG-8

Encyclopedia of Policies and Programs

PeoitEdmonton IIDICATIONS•MLINICIPAIADEVELCIPSANTWIAN

PLANNED GROWTH STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-2 Edmonton's role in the provincial and national economies, its distinct advantage in research and development, its position as Gateway to the North, and its strength as a technical and manufacturing centre will be recognized and promoted as keys to local corporate growth and the migration of corporations to this City.

Status/Comment

Existing

Change

New

Additional information/implications: Sent to Economic Development Committee for input

elftionton A Work in Progress - August 21, 1997

PG-9

PO4"Edmonton

Encyclopedia of Policies and Programs

1103110NIONS•MUNICIPAL•INVELOWNTOLAN

PLANNED GROWTH STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-3 Corporate Canada, facilitated by our communications and open door policy, strategic market information, and a genuine welcoming attitude, will choose to locate in the growing and prosperous Edmonton market.

Status/Comment

Existing

• • •

Edmonton's Suburban Neighbourhood Design Principles CS Edmonton Social Plan CS Suburban Investment Strategy CS

•

bylaw and policies to remain as is

Chan2e • Land Use Bylaw CS • C-203 Debt Management Fiscal Policy CS NeN1

• • • • • • • • • •

Planning Process and Regulations should be refined to encourage and not inhibit a "Welcome Altitude-. ie. Land Use Bylaw rewrite. PD I. pLiale Economic Development Strategy CS Business Investment Strategy CS Employment Strategies for the Disadvantaged CS Training Programs for Unemployed Youth CS Economic Development Nodes Enhancement Plans CS Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS Community Wellness Programs and Process CS Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS

Additional information/implications: Sent to Economic Development Committee for input

eifilionton A Work in Progress - August 21, 1997

PG-10

plata'Edmonton

Encyclopedia of Policies and Programs PLANNED GROWTH

STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-4 Businesses and industries, which are critical to our economic development strategy, will be attracted to locate in planned areas with complementary land uses and businesses.

Existing • Land Use Bylaw PD • Area Plans PD • Existing MDP - particularly Policies 3.A.2., 3.A.6., 3.B.1., 3.B.2., 3.C.1., 3.C.2., 7.C.1., 7.C.3., and 7.D.1 • Boulevard Bylaw CS • C412 Lease of Utility Lots. Closed Walkways or Remnant City-Owned Land for Landscape Purposes CS • C-456 Tree Policy CS • C-467 Conservation of Natural Sites in Edmonton's Table Lands CS • C-109 Joint Use Agreement CS • -I runs:\ Ita Lease Agreement CS • Major Corridors Policy CS • Tree Donations Policy CS • Action On Greening CS • Design Guidelines for a Safer City CS • Edmonton's Suburban Neighbourhood Design Principles CS • Edmonton Social Plan CS • Naturalization Master Plan CS • Ribbon of Green Masterplan CS • Site Planning Guidelines for Dual Use of School and Park Sites,' Storm Water Management Facilities CS • Strategic Plan for the Special Needs Area CS • Suburban Investment Strategy CS

Status/Comment

•

bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

elTHE itionton A Work to Progress - August 21, 1997

PG-11

Encyclopedia of Policies and Programs

Edmonton

41

PLANNED GROWTH Change • Rewrite Land Use Bylaw and Area Plans recognizing change in direction of commercial and industrial development trends since the LUB and Plans were first prepared. These documents must recognize emerging focuses.

• Contaminated Sites Guidelines CS • Neighbourhood Improvement Program (NIP) CS • River Valley Bylaw CS • Roadway Landscaping Guidelines CS New • Business Investment Strategy • Promotions and Marketing • Residential Land Servicing Policy and or Guidelines CS • Roadway/Neighbourhood Beautification Strategy CS • Update Economic Development Strategy CS • Business Investment Strategy CS • Economic Development Nodes Enhancement Plans CS • Intc(2.rated Facility Development Plan (Asset Management Strategy Linked to Growth NlanaLiement) CS • L•stment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS • C;I:. En % ironmental Affairs and Sustainable Development Plan CS • Inirastructure Funding Strategy (For New Development and Redevelopment),CS • Parks and Open Spaces Development Strategy CS • Rellional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors CS • Community Benchmarkina Initiative (Neighbourhood Needs and Civic Services Delivery) CS • Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages CS Additional information/implications: PD lead

eierionton A Work in Progress - August 21, 1997

PG-12

Encyclopedia of Policies and Programs

720't Edmonton IIDIWONIONS•LIEROMPAL•DEVELOMENT•TIAN

PLANNED GROWTH STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-5 X% of Edmonton's population will be between 20 and 60 years old during the period of the Plan.

Existing • CAN'T DEAL WITH THIS. • Can Not Respond to this Key,Result

Status/Comment

Change

New

Additional information/implications: Can't deal with this.

eiffionton A Work in Progress-August 21, 1997

PG-13

Encyclopedia of Policies and Programs

04D 'Edmonton 11EIMONIONSQUNICEAL•DIVIII.COMMTNPLAN

PLANNED GROWTH STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-6 Edmonton's unemployment rate will remain below the national average.

Status/Comment Existing • C-187 Agreements with Non=-Profit Organizations for the Co• bylaws/policies to operative Operation of recreation Facilities CS remain as is • Partnership Agreements EFCL, YMCA, Soccer, etc. CS • Edmonton Social Plan CS • Strategic Plan for the Special Needs Area CS • Suburban Investment Strategy CS • programs/plans/ • Innovative Services/Community Based Economic strategies to Development CS remain as is

Charwe • • • •

C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS C-211C Community Investment Grants to Organization and Individuals CS C-417 Family and Community Services Program CS

New • Update Economic Development Strategy CS • Business Investment Strategy CS • Employment Strategies for the Disadvantaged CS • Training Programs for Unemployed Youth CS • City Wide Attractions, Programs and Activities Enhancement Strategy CS • Economic Development Nodes Enhancement Plans CS

elitionton A Work in Progress - August 21, 1997

PG-14

Encyclopedia of Policies and Programs

044Edmonton IMIONTONS•311.00MIADIIVELOMENTOLAN

PLANNED GROWTH • • • •

Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS Community Wellness Programs and Process CS Targeting Special Needs in the Community - Community Services Perspective CS Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages)

Additional information/implications: Sent to Economic Development Committee for input.

@iiionton A Work in Progress - August 21, 1997

PG-15

Encyclopedia of Policies and Programs

P644'Edmonton IIDICPUONS•iltINEMAL•DIVIICIPMENT•TLAN

PLANNED GROWTH STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-7 Edmonton will be among the top three Canadian cities in the number of firms in emerging technologies (e.g., biotechnology).

Status/Comment

Existing • See PG-A-4

Change

New

Additional information/implications: Sent to Economic Development Committee for input.

Comhin:: v,ith PG-A-4. AMPW lead.

@fronton A Work in Progress - August 21, 1997

PG-16

Encyclopedia of Policies and Programs

Pe°Edmonton IZZIONICIN'SAILLINICIPAL•DIVIIICIMENT.PLAN

PLANNED GROWTH STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-8 Y% of the labour force will be employed in emerging technology industries.

Existing • Can not respond to this Key Result CS • See PG-A-4 Cs

Status/Comment

Change

New •

This is too specific.

Additional information/implications: Too specific - PG-A-4 addresses issue. CS lead.

@Ironton A Work in Progress - August 21, 1997

PG-17

Encyclopedia of Policies and Programs

Pe° 'Edmonton ECNONIONSWUPOCIPALONVELOPIONT•PLAN

PLANNED GROWTH STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-9 A coordinated focus to assist new business starting up or locating in Edmonton will be in place.

Existing • See PG-A-4 CS • Innovative Services/Community Based Economic Development CS • EDE Business Plan, Business Environment, Objective #3: "Provide timely business information, market research and resource materials to existing and potential businesses to enhance their decision making; EDE • EDE Business Plan. Business Environment, Objective #3(a): **Continue to operate the Business Link in conjunction with the Provincial and Federal Governments." EDE • also refer to Planning and Development Department and Finance re: permits. licenses. etc. EDE

Status/Comment

Chancie

ew

• •

Refer to Existiniz as well as New Business in Key Results.

Organizational Requirements - re: one-stop, coordinated information dissemination/assistance.

Additional information/implications: Combine with PG-A-4 Re-write key result - overall key result with targets.

elitionton A Work in Progress - August 21, 1997

PG-18

Pe4°Edmonton

Encyclopedia of Policies and Programs PLANNED GROWTH

STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-10 Defined, measurable environmental targets (air, water, land) will be attained.

Existing • None. PD • The River Water Quality Task Force (reference PG-F-1) establishes strategic direction for: protecting the river water quality. AMPW • A number of environmental indicators are measured by various City departments, other levels of government and other agencies.

• Preliminary discussion on a State of the Environment report which will include environmental indicators for Edmonton has occurred (Office of the Environment).

• ON. era!! jurisdiction for environmental protection is a provincial responsibility. AMPW • C-456 Tree Policy CS • C-46 - Conservation of Natural Sites in Edmonton's Table Lands C; • Trans:\ lta Lease Agreement CS • Tree Donations Policy CS • Action On Greening CS • Commemorative Tree Planting Guide Book CS • Edmonton's Suburban Neighbourhood Design Principles CS • Naturalization Master Plan CS • Partners in Parks Program CS • Ribbon of Green Masterplan CS • Site Planning Guidelines for Dual Use of School and Park Sites/ Storm Water Management Facilities CS • Suburban Investment Strateffy CS

Status/Comment •

•

Report going to Council this summer. AMPW See IDM-D-2

•

bylaws and policies to remain as is

•

programs/plans/ strategies to remain as is

Change • information from province required • Stakeholder developed environmental targets need to be determined and agreed upon.

@Ironton A Work in Progress-August 21, 1997

PG-19

Encyclopedia of Policies and Programs

P6°Edmonton ILGIONTONSOMPOCIPAL•DIVILOMINT•PLAN

PLANNED GROWTH • • • • • • • • • •

AMPW Land Use Bylaw CS Contaminated Sites Guidelines CS Neighbourhood Improvement Program (NT) CS River Valley Bylaw CS Roadway Landscaping Guidelines CS Servicing Standards Manual CS C-200 Financing of Local Improvements CS C-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS

New • LUB - rewrite. PD • Create and implement Policy and Processes to ensure targets are met. eg. Contaminated Site Policy, NIIACC. PD • Environmental Enhancement Strategy required • Top of the Bank Policy CS • Encroachment Policy on Parkland CS • Residential Land Servicing Policy and or Guidelines CS '.\:eq_.:hbourhood Beautification Strategy CS • Intrastru,:ture Corridor Development Plans CS • Ponomi.: De\ elopment Nodes Enhancement Plans CS • lntcorjtcd Facilit Development Plan (Asset Management Strategy Linked to Growth Management) • • • • • •

Ruin estment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS Clt\ En‘ ironmental Affairs and Sustainable Development Plan CS Community Wellness Programs and Process CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors CS Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS

Additional information/implications: AMPW (lead) will be sending requirements for environmental strategy. Priority compared to other expenditures needs to be defined.

elfifonton A Work in Progress - August 21, 1997

PG-20

Encyclopedia of Policies and Programs

Pea' 4/Edmonton

PLANNED GROWTH STRATEGIC PRIORITY Economic Development and the Livable City (PG-A): Ensure that the City's approach to planned growth is based upon a vision of Edmonton as a vibrant, livable City with a strong economy, jobs for people, and an excellent quality of life for residents, businesses and visitors.

KEY RESULT #: PG-A-11

The economic viability and livability of the City will be enhanced by a balanced transportation system with a full range of options for moving people and goods.

Existing • National Transportation Act-,(Government of Canada) TS • City Transportation Act (Province of Alberta) TS • Municipal Government Act (Province of Alberta) TS • Municipal Development Plan (City of Edmonton) TS • Transportation System Bylaw (City of Edmonton) TS • Bicycle Transportation Plan (City of Edmonton) IS • Highway Traffic Act (Province of Alberta) TS • Traffic Bylaw 5590 ( City of Edmonton) TS • Speed Bylaw 6894 (City of Edmonton) TS • Motor Transport Act (Province of Alberta) TS • Transportation of Dangerous Goods Regulation (Government of Canada iTS • See PE-A- 1 • Boulevard Bylaw CS • Accessibility Policy CS • C-307 Parkland Utility Installation Policy CS • C412 Lease of Utility Lots, Closed Walkways or Remnant City-Owned Land for Landscape Purposes CS • C-467 Conservation of Natural Sites in Edmonton's Table Lands CS • C-468 Surplus School Sites Policy CS • C-109 Joint Use Agreement CS • C-110 City/Community League Relations CS • TransAlta Lease Agreement CS • Major Corridors Policy CS • Walkway Right of Way Policy CS

Status/Comment

• implemented • implemented • implemented • under revision • under implement.

• implemented • implemented • implemented • implemented • implemented • implemented

•

bylaws and policies to remain as is

@Winton A Work in Progress - August 21, 1997

PG-21

P6#Edmonton

Encyclopedia of Policies and Programs

UNCIPTIONSOOJNICOMIANNVELCIPMENIVIAN

PLANNED GROWTH • • • • • •

CPTED Criteria CS Design Guidelines for a Safer City CS Edmonton's Suburban Neighbourhood Design Principles CS Ribbon of Green Masterplan CS Site Planning Guidelines for Dual Use of School and Park Sites/Storm Water Management Facilities CS Suburban Investment Strategy CS

•

programs/plans/ strategies to remain as is

Change • The development of an updated Transportation Master Plan along with an amended Transportation System Bylaw and possible recommendations for the General Municipal Plan and other related by-laws (City of Edmonton Transportation & Streets) TS • A fiscal policy to fund the recommendations of the new Transportation Master Plan (City of Edmonton Transportation & Streets) TS • Land Use Bylaw CS • Neighbourhood Improvement Program (NIP) CS • River Valley Bylaw CS • Roadwa Landscaping Guidelines CS • Ser. icIng Standards Manual CS • C-200 Financing, of Local Improvements CS • C-201 Cit. Reserves and Surplus Accounts CS • Debt Management Fiscal Policy CS • C-S Capital Priorities Plan CS NeNN • • •

• • • •

Change ke.y result wording to delete "The economic viability and livability of' to make more consistent with wording of other key results. PD Integration of Land Use Distribution scenarios and Transportation Master Plan. PD A long-term. comprehensive Transportation Master Plan (City of Edmonton Transportation & Streets) along with policies to provide adequate funding TS Roadway/Neighbourhood Beautification Strategy CS Update Economic Development Strategy CS Business Investment Strategy CS Infrastructure/Corridor Development Plans CS

treio elnton A Work n Progress - August 21, 1997

PG-22

Encyclopedia of Policies and Programs

Edmonton 1331.10NTONS•MUNICIPAI.•DIVEIJMENNTIAN

PLANNED GROWTH • • • • • •

Economic Development Nodes Enhancement Plans CS Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS City Environmental Affairs and Sustainable Development Plan CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors CS

Additional information/implications: The Transportation Master Plan is nearing the final planning stages and is expected to be complete in early 1998. TS lead.

@itionton A Work in Progress - August 21, 1997

PG-23

Encyclopedia of Policies and Programs

PEdmonton EIZIONTONSAIMPOMMACIEVIUMMINT•PLAN

PLANNED GROWTH STRATEGIC PRIORITY PG-B-1

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

Key Results PG-B-1

Edmonton's Downtown Plan will be implemented.

PG-B-2

The people of Edmonton will recognize the importance of a vibrant, active downtown to the economic and social well-being of the City.

PG-B-3

People will work, live and be entertained in the downtown.

PG-B-4

Specific, measurable targets will be set, progress will be monitored, and milestones will be measured. (Targets such as population, housing units, office vacancy, restaurant seats, theatre seats are examples of measurable targets.)

PG-B-5

Council will maintain its commitment to and support for the downtown plan over time.

erfrionton A Work in Progress - August 21, 1997

PG-24

Encyclopedia of Policies and Programs

0°Ecimonton

PLANNED GROWTH STRATEGIC PRIORITY Downtown Development (PG-8): Ensure that downtown Edmonton is vibrant and alive - a magnet for business, commerce and people, with unique and attractive residential districts, and diverse entertainment, recreational, and cultural opportunities in accessible, identifiable downtown areas.

KEY RESULT #: PG-B-1 Edmonton's Downtown Plan will be implemented.

Existing • Downtown ARP .„ • LUB • See PG-C-3 TS • Existing MDP - particularly Objective 4.A., 4.B., 4.C. and 4.D. and accompanying policies • C-437 The Lease or Sale of City Owned Land For Social Housing CS • C-456 Tree Policy CS • C-458A Percent for Art CS • C-450 Statuary Policy CS • Community Based Social Services Programs (Downtown utiice ) CS • Action On Greening CS • CPIED Criteria CS • CSA Guidelines CS • Design Guidelines for a Safer City CS • Edmonton Social Plan CS • Partners in Parks Program CS • Ribbon of Green Masterplan CS • Strategic Plan for the Special Needs Area CS

Status/Comment • approved

• bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

.

Chan2e • LUB rev,-rite to recognize distinctions between downtown, inner city and suburban areas.

• C-435 The Identification and Acquisition of Land for Social Housing CS • C-436 Site Selection Guidelines for Senior Citizens and Family Social Housing CS • Contaminated Sites Guidelines CS

elitionton A Work in Progress - August 21, 1997

PG-25

Encyclopedia of Policies and Programs

Pee°Edmonton IDIYONIONS41110CIPAL•DIVIZMINT•PLAN

PLANNED GROWTH • • • • • • •

Capital Composite Programs CS River Valley Bylaw CS Special Benefits Bylaw CS C-200 Financing of Local Improvements CS C-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS

New • • • • • • • • • • • • • • • • • • •

Requires complementary action in other areas of the city.

Growth Management Strategy required.

Infrastructure Strategy required.

C-410 Land Management Policy/Land Sales Policy CS Policy 1042 requires formal adoption CS Top of the Bank Policy CS Encroachment Policy on Parkland CS Roadway Neighbourhood Beautification Strategy CS Update Economic Development Strategy CS Business Investment Strategy CS Cit% Wide Attractions, Programs and Activities Enhancement Strategy CS Economic Development Nodes Enhancement Plans CS InteLlrated Facility Development Plan (Asset Management Strategy Linked to Growth Nlanailement) CS Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans ) CS Intrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS Community Benclunarking Initiative (Neighbourhood Needs and Civic Services Delivery)..

CS Targeting Special Needs in the Community - Community Services Perspective CS Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS

Additional information/implications: PD lead.

A Work in Progress - August 21, 1997

PG-26

Encyclopedia of Policies and Programs

Edmonton

PLANNED GROWTH STRATEGIC PRIORITY Downtown Development (PG-8): Ensure that downtown Edmonton is vibrant and alive - a magnet for business, commerce and people, with unique and attractive residential districts, and diverse entertainment, recreational, and cultural opportunities in accessible, identifiable downtown areas.

KEY RESULT #: PG-B-2 The people of Edmonton will recognize the importance of a vibrant, active downtown to the economic and social well-being of the City.

Status/Comment Existing • See PG-Bl • Edmonton Social Plan • approved • Downtown Area Redevelopment Plan • Existing MDP Policies 4.A.1. - 4.A.8., 4.B.1. and 4.B.2.

• bylaws/policies to • C-458A Percent for Art CS remain as is • C-459 Statuary Policy CS • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Aareements EFCL, YMCA, Soccer, etc. CS • programs/plans/ • Action On Greening CS strategies to • Benefits Based Recreation Guide Book CS remain as is • Commemorative Tree Planting Guide Book CS • CPTED Criteria CS • CSA Guidelines CS .• • Desi2n Guidelines for a Safer City CS • Edmonton Social Plan CS • Naturalization Master Plan CS • Parkland Deficiency Guidelines CS • Parkland lighting Criteria CS • Partners in Parks Program CS • Ribbon of Green Masterplan CS • Strategic Plan for the Special Needs Area CS Change • See PG-Bl • Review Edmonton Social Plan

@Ironton A Work in Progress - August 21, 1997

PG-27

Encyclopedia of Policies and Programs

peetoEdmonton EDIMOMORSOILPOZIPAL•CSVELOndINNPLAN

PLANNED GROWTH • Land Use Bylaw • Capital Composite Programs CS • Neighbourhood Improvement Program (NIP) CS • River Valley Bylaw CS • Special Benefits Bylaw CS • Roadway Landscaping Guidelines CS • Servicing Standards Manual CS • C-200 Financing of Local Improvements CS • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C-208 Capital Priorities Plan CS • C-211Community Investment Grants to Organization and Individuals CS • C-417 Family and Community Services Program CS • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups CS New • See PG-B1 • Polic I 042 requires formal adoption CS • Top of the Bank Policy CS • Encroachment Policy on Parkland CS • Residential Land Servicing Policy and or Guidelines CS • Roadway Neighbourhood Beautification Strategy CS • Update Economic Development Strategy CS • Business Investment Strateay CS • Employment Strategies for the Disadvantaged CS • Training Programs for Unemployed Youth CS • City Wide Attractions, Programs and Activities Enhancement Strategy CS • Infrastructure /Corridor Development Plans CS • Economic Development Nodes Enhancement Plans CS • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS • Civic Consultation Program and Process CS

eiTHE ltionton A Work in Progress - August 21, 1997

PG-28

Encyclopedia of Policies and Programs

Pe a 'Edmonton IMONIONS•111.1KCITAIADEVELLIMENTOPLAN

PLANNED GROWTH • City Environmental Affairs and Sustainable Development Plan CS • Community Wellness Programs and Process CS • Infrastructure Funding Strategy (For New Development and Redevelopment) CS • Parks and Open Spaces Development Strategy CS • Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) CS • Targeting Special Needs in the Community- Community Services Perspective CS • Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS Additional information/implications: PD Lead

Ecliviionton A Work in Progress - August 21, 1997

PG-29

Encyclopedia of Policies and Programs

Pea* t 'Edmonton

PLANNED GROWTH STRATEGIC PRIORITY Downtown Development (PG-B): Ensure that downtown Edmonton is vibrant and alive - a magnet for business, commerce and people, with unique and attractive residential districts, and diverse entertainment, recreational, and cultural opportunities in accessible, identifiable downtown areas.

KEY RESULT #: PG-B-3 People will work, live and be entertained in the downtown.

Status/Comment Existing • See PG-B1 • approved • Downtown Area Redevelopment Plan • Existing MDP - particularly policies 4.A.1. - 4.A.8., 4.C.1., 4.C.2.,4.C.3., and 4.C.5. ' • bylaws/policies to • Edmonton Social Plan remain as is • C-458A Percent for Art CS • C-459 Statuary Policy CS • C- I 87 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • programs/plans/ • Partnership Agreements EFCL, YMCA, Soccer, etc. CS strategies to • Action On Greening CS remain as is • Benefits Based Recreation Guide Book CS • Commemorative Tree Planting Guide Book CS • CPTED Criteria CS • CSA Guidelines CS • DesiLm Guidelines for a Safer City CS .

• Edmonton Social Plan CS • Naturalization Master Plan CS • Parkland Deficiency Guidelines CS • Parkland lighting Criteria CS • Partners in Parks Program CS • Ribbon of Green Masterplan CS • Strategic Plan for the Special Needs Area CS

Change • See PG-Bl

@Ironton A Work in Progress - August 21. 1997

PG-30

Encyclopedia of Policies and Programs

Edmonton IMOCINTONS•11rJaCEAL•DIVELCIPMINIMAN

PLANNED GROWTH • • • • • • • • • • • • • • • •

C-435 The Identification and Acquisition of Land for Social Housing CS C-436 Site Selection Guidelines for Senior Citizens and Family Social Housing CS Land Use Bylaw CS Capital Composite Programs CS Neighbourhood Improvement Program (NIP) CS River Valley Bylaw CS Special Benefits Bylaw CS Roadway Landscaping Guidelines CS Servicing Standards Manual CS C-200 Financing of Local Improvements CS C-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS C-211Community Investment Grants to Organization and Individuals CS C-417 Family and Community Services Program CS C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups CS

No% • See PG-BU • Polk:\ 1042 requires formal adoption CS • lop of the Bank Policy CS • I:ncroachment Policy on Parkland CS • Residential Land Servicing Policy and or Guidelines CS • Roadway Neighbourhood Beautification Strategy CS • l. pdate Economic Development Strategy CS • Business Investment Strategy CS • Employment Strategies for the Disadvantaged CS • Trainina Programs for Unemployed Youth CS • City Wide Attractions, Programs and Activities Enhancement Strategy CS • Infrastructure /Corridor Development Plans CS • Economic Development Nodes Enhancement Plans CS • lntearated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS

@Ironton A Work in Progress - August 21, 1997

PG-31

Encyclopedia of Policies and Programs

Pee°41Edmonton IDICATTCHSOILINIOML•DIEVIIICAMINNTLAN

PLANNED GROWTH • • • • • • • • • •

Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS Civic Consultation Program and Process CS City Environmental Affairs and Sustainable Development Plan CS Community Wellness Programs and Process CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS Community Benclunarking Initiative (Neighbourhood Needs and Civic Services Delivery) CS Targeting Special Needs in the Community - Community Services Perspective CS Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS

Additional information/implications: PD lead

@Ironton A Work in Progress - August 21, 1997

PG-32

Encyclopedia of Policies and Programs

•FIW"Edmonton

PLANNED GROWTH STRATEGIC PRIORITY Downtown Development (PG-B): Ensure that downtown Edmonton is vibrant and alive - a magnet for business, commerce and people, with unique and attractive residential districts, and diverse entertainment, recreational, and cultural opportunities in accessible, identifiable downtown areas.

KEY RESULT #: PG-B-4 Specific, measurable targets will be set, progress will be monitored, and milestones will be measured. (Targets such as population, housing units, office vacancy, restaurant seats, theatre seats are examples of measurable targets.)

Status/Comment Existing • See PG-B1 • Downtown Area Redevelopment Plan • approved • bylaws/policies to • C-458A Percent for Art CS remain as is • C-459 Statuary Policy CS • C- I 87 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. CS • programs/plans/ • Action On Greening CS strategies to • Benefits Based Recreation Guide Book CS remain as is • Commemorative Tree Planting Guide Book CS • CPTED Criteria CS • CSA Guidelines CS • Design Guidelines for a Safer City CS .

• Edmonton Social Plan CS • Naturalization Master Plan CS • Parkland Deficiency Guidelines CS • Parkland lighting Criteria CS • Partners in Parks Program CS • Ribbon of Green Masterplan CS • Strategic Plan for the Special Needs Area CS

Change • See PG-B1 • C-435 The Identification and Acquisition of Land for Social Housing CS • C-436 Site Selection Guidelines for Senior Citizens and Family Social Housing CS

eklionion A Work in Progress - August 21, 1997

PG-33

Encyclopedia of Policies and Programs

Peel°Edmonton IIIMONIONS•IMPOCMAL•DIVILOPIONT‘TIAIN

PLANNED GROWTH • C-438 Social Housing Capital and Operating Subsidy Grants CS • Land Use Bylaw CS • Capital Composite Programs CS • Neighbourhood Improvement Program (NIP) CS • River Valley Bylaw CS • Special Benefits Bylaw CS • Roadway Landscaping Guidelines CS • Servicing Standards Manual CS • C-200 Financing of Local Improvements CS • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C-208 Capital Priorities Plan CS • C-211Community Investment Grants to Organization and Individuals CS • C-417 Family and Community Services Program CS • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups CS New • • • • • • • • • • • • • • •

Sec 1)(3-B I l'olic> 11)42 requires formal adoption CS Top o!- the Bank Policy CS Encroachment Policy on Parkland CS Residential Land Servicing Policy and or Guidelines CS Roadway 'Neighbourhood Beautification Strategy CS lpdate Economic Development Strategy CS Business Investment Strategy CS Employment Strategies for the Disadvantaged CS Training Programs for Unemployed Youth CS City Wide Attractions, Programs and Activities Enhancement Strategy CS Infrastructure/Corridor Development Plans CS Economic Development Nodes Enhancement Plans CS Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS

elitionton A Work in Progress - August 21, 1997

PG-34

Encyclopedia of Policies and Programs

Pfrtit Edmonton IDICINIONS0411KCIPAL•INVILOMINT•PLAN

PLANNED GROWTH Civic Consultation Program and Process CS City Environmental Affairs and Sustainable Development Plan CS Community Wellness Programs and Process CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors CS • Community Benclunarking Initiative (Neighbourhood Needs and Civic Services Delivery) CS • Targeting Special Needs in the Community - Community Services Perspective CS • Accessibility to City Services:Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS • • • • • •

Additional information/implications: PD Lead

iiionton A Work in Progress - August 21, 1997

PG-35

Encyclopedia of Policies and Programs

P fr 'Edmonton iractiamsostsaanuAtiivatarlanirrotar

PLANNED GROWTH STRATEGIC PRIORITY Downtown Development (PG-B): Ensure that downtown Edmonton is vibrant and alive - a magnet for business, commerce and people, with unique and attractive residential districts, and diverse entertainment, recreational, and cultural opportunities in accessible, identifiable downtown areas.

KEY RESULT #: PG-B-5 Council will maintain its commitment to and support for the downtown plan over time.

Existing • See PG-B1 • C-458A Percent for Art CS • C-459 Statuary Policy CS • Partnership Agreements EFCL, YMCA, Soccer, etc. CS

Status/Comment

Change • See PG-B I • C-438 Social Housing Capital and Operating Subsidy Grants CS • Capital Composite Programs CS eihhourhood Improvement Program (NIP) CS • • Special Benefits Bylaw CS • C-200 Financing of Local Improvements CS • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C-208 Capital Priorities Plan CS • C-211CommunitY Investment Grants to Organization and Individuals CS New • • • • • • •

See PG-B1 Policy 1042 requires formal adoption CS Update Economic Development Strategy CS Business Investment Strategy CS Employment Strategies for the Disadvantaged CS Infrastructure/Corridor Development Plans CS Economic Development Nodes Enhancement Plans CS

afitionton A Work in Progress -August 21, 1997

PG-36

Encyclopedia of Policies and Programs

PwEdmonton WildONIONSNIUNICIPAL•DEVELOrsime.PLATI

PLANNED GROWTH • • •

Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS

Additional information/implications: PD lead

@itionton A Work in Progress - August 21, 1997

PG-37

Encyclopedia of Policies and Programs

Peel° Edmonton IIIIIONIONSQUI4102AL•DEVELOMENTOLAN

PLANNED GROWTH STRATEGIC PRIORITY PG-C

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

Key Results PG-C-1

Development will occur in a contiguous manner, and agricultural land will be preserved until needed for development.

PG-C-2

Our investment in major infrastructure will be protected by an appropriate level of funding allocated to maintain the existing infrastructure.

PG-C-3

Edmonton will have an accessible downtown, supported by good pedestrian, bicycle, vehicular, and public transportation linkages.

PG-C-4

The City will take a leadership role in community revitalization by redeveloping/selling City land holdings within developed areas.

@mc iiionton A Work in Progress - August 21, 1997

PG-38

Encyclopedia of Policies and Programs

PW Edmonton lIESICNTONS•111UNICIPAL•DIVISLOPMENTOLAN

PLANNED GROWTH STRATEGIC PRIORITY Utilization of Existing Infrastructure (PG-C): Encourage maximum development around existing City infrastructure. This will include encouraging the utilization of the existing supply of lands approved for development before undertaking additional expansion; "building out" and servicing all approved neighbourhoods; and, supporting strategic growth of the City, rather than "growth for the sake of growth".

KEY RESULT #: PG-C-1 Development will occur in a contiguous manner, and agricultural land will be preserved until needed for development.

Status/Comment Existing • MDP (Existing) - particularly' Objective 6.A. and Policies 6.A.2. 2.A.5. 2.A.1 ., 6.A.3, and 6.A.4 as re-affirmed and directed by Council PD • Inventory of residential land supply and demand for total City and by sector as directed by Council • ASPs. NASPs. NSPs PD • Agricultural land Management Policy PD • drainage • Practice - Sewer service is developed in an orderly and documents are to contiL, uous manner ANIPW be in place to ensure effective, integrated and orderly land development AMPW • bylaws/policies to • C-307 Parkland Utility Installation Policy CS remain as is • C4 I2 Lease of Utility Lots. Closed Walkways or Remnant • • • • • •

Cit\ -Owned Land for Landscape Purposes CS C-467 Conservation of Natural Sites in Edmonton's Table Lands CS C-468 Surplus School Sites Policy CS C-109 Joint Use Agreement CS C-110 City/Community League Relations CS TransAlta Lease Agreement CS Major Corridors Policy CS

•

programs/plans/

einton ffiro A Work in Progress - August 21, 1997

PG-39

Encyclopedia of Policies and Programs

Pe°Edmonton EDIMONIONS•1111POMPALNNVELCOIMINNPLAN

PLANNED GROWTH • • • • • • • • •

Action On Greening CS Aquatic Strategy CS Arena Strategy CS Edmonton's Suburban Neighbourhood Design Principles CS Naturalization Master Plan CS Parkland Deficiency Guidelines CS Ribbon of Green Masterplan CS Site Planning Guidelines for Dual Use of School and Park Sites/ Storm Water Management Facilities CS Suburban Investment Strategy CS

strategies to remain as is

Change • Municipal Development Plan PD • No further staff resources committed to NE Land Management Project as directed by Council • Land Use Bylaw CS • Contaminated Sites Guidelines CS • Capital Composite Programs CS er Valley Bylaw CS • • Road\i„a% Landscaping Guidelines CS • Servicimi Standards Manual CS • Sportsrield Strategy CS • C - 200 Financino. of Local Improvements CS • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C - 208 Capital Priorities Plan CS N es • Growth Management Strategy PD • Infrastructure Strateay PD • Subdivision of Rural Land Policy PD • additions • C -410 Land Management Policy/Land Sales Policy CS • Top of the Bank Policy CS • Encroachment Policy on Parkland CS

elitionion A Work in Progress - August 21, 1997

PG-40

Encyclopedia of Policies and Programs

Peeulf'Edmonton IDIIONIONSWUN)::IMIADIVELCIMINNTLAN

PLANNED GROWTH • • • • • • • • • • • • • • • •

Municipal Reserve (MR) Policy CS MR Cash in lieu of Policy CS MR Policy for Deferred Reserve Caveats CS Residential Land Servicing Policy and or Guidelines CS Roadway/Neighbourhood Beautification Strategy CS Update Economic Development Strategy CS Business Investment Strategy CS Infrastructure/Corridor Development Plans CS Economic Development Nodes Enhancement Plans CS Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS City Environmental Affairs and Sustainable Development Plan CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS Taroetina Special Needs in the Community - Community Services Perspective CS Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Comoration Civic Programs and Service Linkages) CS

Additional information/implications: PD lead

eiffionton A Work in Progress - August 21, 1997

PG-41

Encyclopedia of Policies and Programs

Pea t 'Edmonton IEMONTONS•141.141CIMLANIEVECIWINTOLAN

PLANNED GROWTH STRATEGIC PRIORITY Utilization of Existing Infrastructure (PG-C): Encourage maximum development around existing City infrastructure. This will include encouraging the utilization of the existing supply of lands approved for development before undertaking additional expansion; "building out" and servicing all approved neighbourhoods; and, supporting strategic growth of the City, rather than "growth for the sake of growth".

KEY RESULT #: PG-C-2 Our investment in major infrastructure will be protected by an appropriate level of funding allocated to maintain existing infrastructure.

Existing • Capital Priorities Plan PD • Debt Management Plan PD • Funding is allocated to maintain existing drainage facilities AMPW

• • • • • •

C-3(i- Parkland Utility Installation Policy CS C412 Lease of Utility Lots, Closed Walkways or Remnant Cit . -Owned Land for Landscape Purposes CS C-467 Conservation of Natural Sites in Edmonton's Table Lands CS C-468 Surplus School Sites Policy CS C-109 Joint Use Agreement CS Suburban Investment Strategy CS

Status/Comment

•

• •

The drainage system rehabilitation needs are increasing as the system grows, ages, and deteriorates.

AMPW bylaws/policies to remain as is programsiplans/ strategies to remain as is

Change • Debt Management Plan PD • Increased funding to meet the growing drainage system rehabilitation needs will be required. AMPW • Land Use Bylaw CS

eiThE tifonton A Work in Progress - August 21, 1997

PG-42

Encyclopedia of Policies and Programs

Pee4'41 Edmonton tallONTONS•raraanerosmarsdair•ruar

PLANNED GROWTH • • • • • • • • •

Capital Composite Programs CS Neighbourhood Improvement Program (NIP) CS Special Benefits Bylaw CS EFCL Minimum Level Service Guidelines CS Facility Conservation Program CS Servicing Standards Manual CS C-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS

New • Infrastructure Strategy is required and must be coordinated with Capital Priorities Plan. PD • C-410 Land Management Policy/Land Sales Policy CS • Policy 1042 requires formal adoption CS • Municipal Reserve (MR) Policy CS • MR Cash in lieu of Policy CS • MR Policy for Deferred Reserve Caveats CS • Residential Land Servicing Policy and or Guidelines CS • Cit:, Wide Attractions, Programs and Activities Enhancement Strategy CS • lotrastructure !Corridor Development Plans CS • lnteilrated Facility Development Plan (Asset Management Strategy Linked to Growth Manat2ernent) CS • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS • City Environmental Affairs and Sustainable Development Plan CS • Infrastructure Funding Strategy (For New Development and Redevelopment) CS • Parks and Open Spaces Development Strategy CS • Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS Additional information/implications: refer to Infrastructure Committee. AMPW lead

@ThE

itionton

A Work in Progress - August 21, 1997

PG-43

pe0Edmonto

Encyclopedia of Policies and Programs •

1101110NIONS•MUNICIEAL•MIELOPMNT•PLAN

PLANNED GROWTH STRATEGIC PRIORITY Utilization of Existing Infrastructure (PG-C): Encourage maximum development around existing City infrastructure. This will include encouraging the utilization of the existing supply of lands approved for development before undertaking additional expansion; "building out" and servicing all approved neighbourhoods; and, supporting strategic growth of the City, rather than "growth for the sake of growth".

KEY RESULT #: PG-C-3 Edmonton will have an accessible downtown, supported by good pedestrian, bicycle, vehicular, and public transportation linkages.

Existing • Transportation Master Plan PD/TS • Downtown Area Redevelopment Plan PD/TS • Existing MDP - particularly Objectives 4.A. - 4.D. and accompanying policies • Transportation Systems Bylaw (City of Edmonton) TS • City Transportation Act (Province of Alberta) TS • Municipal Government Act (City of Edmonton) TS • Planning Act (City of Edmonton) TS • General NIunicipal Plan (City of Edmonton) TS • Transportation System Bylaw (City of Edmonton) TS • 131c cic Transportation Plan (City of Edmonton) TS • • • •

CPTED Criteria CS CSA Guidelines CS Desiun Guidelines for a Safer City CS Ribbon of Green Masterplan CS

Status/Comment • under completion • under implementation • • • • • • • •

under completion implemented implemented implemented implemented under revision under implementation programs/plans/ strategies'to remain as is

Change • The development of a Downtown Area Redevelopment Plan that continues to maintain and improve roadways and transit routes that focus on the downtown core has just been completed. The Plan emphasizes fast, efficient movement of traffic to and from the Downtown, while encouraging a slower pace of movement from within.

TS • Land Use Bylaw CS • Capital Composite Programs CS

ektionton A Work in Progress - August 21, 1997

PG-44

Encyclopedia of Policies and Programs

plot Edmonton auceactisoasdrammxvunnatairtmq

PLANNED GROWTH • • • • • • •

Neighbourhood Improvement Program (NIP) CS River Valley Bylaw CS Special Benefits Bylaw CS C-200 Financing of Local Improvements CS C-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS

New • City wide land use strategy must be coordinated with the Transportation Plan through the MDP. PD • A detailed Downtown Area Redevelopment Plan (Planning & Development, City of Edmonton) TS • A comprehensive, long-term Transportation Master Plan and Transportation Systems Bylaw (Transportation & Streets, City of Edmonton) TS • Top of the Bank Policy CS • Infrastructure Funding Strategy (For New Development and Redevelopment) CS • Parks and Open Spaces Development Strategy CS • Rc,.nonal Development Strateay- Parks, Open Spaces, River Valley, Highways and Utility Comdors CS Additional in The production of the Downtown Area Redevelopment Plan has followed an extensive process in a relatively short period of time. The process consisted ul four steps: project initiation, issues and ideas, concept plans and policies and plan adoption and implementation. The Plan is now in the plan adoption and implementation phase.

A long-term. comprehensive Transportation Master Plan is currently in the final planning stages and is expected to be complete in early 1998. TS lead.

@iiionton A Work in Progress - August 21, 1997

PG-45

pea°Formonton

Encyclopedia of Policies and Programs

IMIONTOINTS04.111.00PAL.DIVI

TLAN

PLANNED GROWTH STRATEGIC PRIORITY Utilization of Existing Infrastructure (PG-C): Encourage maximum development around existing City infrastructure. This will include encouraging the utilization of the existing supply of lands approved for development before undertaking additional expansion; "building out" and servicing all approved neighbourhoods; and, supporting strategic growth of the City, rather than "growth for the sake of growth".

KEY RESULT #: PG-C-4 The City will take a leadership role in community revitalization by redeveloping/selling City land holdings within developed areas.

Existing • Land Management Policy C-410. Requires the disposal of lands surplus to municipal needs in an orderly fashion with optimal financial return to the City and in conformance with all relevant policies & legislation. AMPW/PD • Existing MDP - particularly Policy 4.C.2.

• C412 Lease of Utility Lots, Closed Walkways or Remnant City-Owned Land for Landscape Purposes CS • C-437 The Lease or Sale of City Owned Land For Social Housin2 Development CS • C-467 Conservation of Natural Sites in Edmonton's Table Lands CS • C-468 Surplus School Sites Policy CS • C-109 Joint Use Azreement CS • Partnership Agreements EFCL, YMCA, Soccer, etc. CS • TransAlta Lease Agreement CS • Donations Policy CS • Action On Greening CS • Benefits Based Recreation Guide Book CS • Commemorative Tree Planting Guide Book CS • CPTED Criteria CS • CSA Guidelines CS • Design Guidelines for a Safer City CS • Edmonton's Suburban Neighbourhood Design Principles CS • Edmonton Social Plan CS • Naturalization Master Plan CS

Status/Comment

•

bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

eiiiionton A Work in Progress - August 21, 1997

PG-46

Encyclopedia of Policies and Programs

peot Edmonton 10:410NIONSWONMEAL•DINELOPMINNPLAN

PLANNED GROWTH • • • •

Parkland Deficiency Guidelines CS Site Planning Guidelines for Dual Use of School and Park Sites/Storm Water Management Facilities CS Strategic Plan for the Special Needs Area CS Suburban Investment Strategy CS

Change • Revise land sales policy • Land Use Bylaw CS • Contaminated Sites Guidelines CS • Capital Composite Programs CS • Neighbourhood Improvement Program (NIP) CS • Special Benefits Bylaw CS • C-200 Financing of Local Improvements CS • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C-208 Capital Priorities Plan CS • C-21 1C Community Investment Grants to Organization and Individuals CS • C-417 Pamily and Community Services Program CS • C-423 Leases to Sports & Social Clubs. Non-Profit Organizations and Community (irours CS N •

• • • • • • • •

Land Management Policy to implement this key result. e.g. Rossdale - Land Nlanailement Policy. PD Land Management Mandate Review to focus on this key result. PD C-410 Land Management Policy/Land Sales Policy CS Encroachment Policy on Parkland CS Municipal Reserve (MR) Policy CS MR Cash in lieu of Policy CS MR Policy for Deferred Reserve Caveats CS Residential Land Servicing Policy and or Guidelines CS Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS

Re\ Ise

@Ironton A Work in Progress - August 21, 1997

PG-47

Encyclopedia of Policies and Programs

ea°Edmonton 110110NIONS•MMIXTPALNXIVIUMIIDTP.PLAN

PLANNED GROWTH • • • • • • •

Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS Civic Consultation Program and Process CS City Environmental Affairs and Sustainable Development Plan CS Community Wellness Programs and Process CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS

Additional information/implications: AMPW lead

erfficonton A Work in Progress • August 21, 1997

PG-48

Edmonton

Encyclopedia of Policies and Programs

IIDIONTONS•MUIOZIMIADIVELCIMADINPIAN

PLANNED GROWTH STRATEGIC PRIORITY PG-D

Economic Activity Centres Within the City

Recognize the existence and the

potential of economic activity centres within the City, and encourage these vibrant growth areas by fostering the mix of services and businesses which would support and link them.

Key Results PG-D-1

Within one year'of adoption of Plan Edmonton, and in consultation with others in the capital region, the City will: •

identify and inventory a workable number (5 - 8) of "economic activity centres" in the capital region;

•

raise awareness, through communications strategies, of the importance of these activity centres to the "Edmonton Advantage"; and,

•

develop and facilitate effective linkages between centres (physical, electronic, communications, infrastructure, human interaction).

PG-D-2

Barriers to desirable growth will be identified and reduced.

@frionton A Work in Progress - August 21, 1997

PG-49

Encyclopedia of Policies and Programs

Pe°Edmonton 111:111CIPIION5•111UNEM•L•INVELOPLAN

PLANNED GROWTH STRATEGIC PRIORITY Economic Activity Centres Within the City (PG-D): Recognize the existence and the potential of economic activity centres within the City, and encourage these vibrant growth areas by fostering the mix of services and businesses which would support and link them.

KEY RESULT #: PG-D-1 Within one year of adoption of Plan Edmonton, and in consultation with others in the capital region, the City will: • identify and inventory a workable number (5 - 8) of "economic activity centres" in the capital region; • raise awareness, thrdugh communications strategies, of the importance of these activity centres to the "Edmonton Advantage"; and, • develop and facilitate effective linkages between centres (physical, electronic, communications, infrastructure, human interaction).

•

Status/Comment Existing • Municipal Development Plan PD • Various Area Plans PD • Existing N1DP - particularly Objective 3.A. and Policies 3.A.1.. 3.A.2.. 3.B.1., 3.B.2., and 3.F.2.

• EDE Business Plan, Emerging Industries, Objective #1: - Build and foster knowledge - based and innovative industry sectors that have the greatest potential for development: .. . healthcare products and services, biotechnology, multi-media and software, electronics, aerospace, telecommunications and auri-food: (a) create industry clusters; (b) build on existing industry clusters. " EDE • EDE Business Plan, Developed Industries, Objective #1: "Continue to enhance the Industry Analysis Model in order to further identify industry linkages, partnerships, priorities and opportunities; (a) Utilizing the Industry Analysis Model, create clusters of interdependent key industries supporting sectors and economic infrastructure that share common • programs/plans/ technology, labor force skills and market interests, while strategies to utilizing common suppliers." EDE remain as is • Suburban Investment Strategy CS

effionton A Work in Progress - August 21, 1997

PG-50

Encyclopedia of Policies and Programs

pea°Edmonton

PLANNED GROWTH •

Innovative Services/Community Based Economic Development (CS)

Change • Land Use Bylaw CS • Capital Composite Programs CS • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C-208 Capital Priorities Plan CS New Need to more clearly define "economic activity centres". Centres should be identified as part of NIDP not one year after. PD Define centres based on predefined criteria. PD Transportation. linkne, and infrastructure needs must be co-ordinated. PD Establish regional coordination and co-operation. PD C-410 Land Management Policy/Land Sales Policy CS Update Economic Development Strategy CS Business Investment Strategy CS Intrastructure Corridor Development Plans CS Economic: Development Nodes Enhancement Plans CS lnieLlrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS Civic Consultation Program and Process CS Cit% Environmental Affairs and Sustainable Development Plan CS Intrastructure Funding Strategy (For New Development and Redevelopment) CS Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS Additional information/implications: PD lead.

elitionton A Work in Progress - August 21, 1997

PG-51

Encyclopedia of Policies and Programs

Pea4Edmonton 0311/ONTONSOLENICVALANVILIMIINT•PLAN

PLANNED GROWTH STRATEGIC PRIORITY Economic Activity Centres Within the City (PG-D): Recognize the existence and the potential of economic activity centres within the City, and encourage these vibrant growth areas by fostering the mix of services and businesses which would support and link them.

KEY RESULT #: PG-D-2 Barriers to desirable growth will be identified and reduced.

Status/Comment Existing • Municipal Development Plan (particularly 3.A.1., 3.E.2, and 3.E.3.)

• Land Use Bylaw PD • Neighbourhood Design Report PD • Housing Mix Guidelines PD • Drainage Branch works closely with developers to come up with affordable long-term servicing plans to remove barriers to growth. AN1PW • EDE monitors growth barriers as identified by Edmonton businesses and acts as a facilitator to reduce these barriers.

Ec. business cost comparison survey and model EDE • bylaws/policies to • C-467 Conservation of Natural Sites in Edmonton's Table remain as is [ands CS • C-468 Surplus School Sites Policy CS • • C-109 Joint lise Agreement CS • C-1 10 City/Community League Relations CS • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. CS • programs/plans/ • Innovative Services/Community Based Economic strategies to Development CS remain as is • Action On Greening CS • Edmonton's Suburban Neighbourhood Design Principles CS • Naturalization Master Plan CS • Site Planning Guidelines for Dual Use of School and Park Sites/Storm Water Management Facilities CS • Suburban Investment Strategy CS

eiffionton A Work in Progress - August 21, 1997

PG-52

Encyclopedia of Policies and Programs

ptotEdmonton ISEIMONIONS•IMPOCIEMANVELOPIENT•PiAN

PLANNED GROWTH Change • Land Use Bylaw rewrite. PD/CS • Contaminated Sites Guidelines CS • Capital Composite Programs CS • Neighbourhood Improvement Program (NIP) CS • River Valley Bylaw CS • Special Benefits bylaws CS • C-20I City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C-208 Capital Priorities Plan CS • C-211 C Community Investment Grants to Organization and Individuals CS • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups CS New Revise key results to read: Growth as identified through a Growth Management Strategy will be encouraged with barriers to growth identified and reduced. (Desirable - How defined.)

C-41 0 Land Management Policy/ Land Sales Policy CS Municipal Reserve (MR) Policy CS MR Cash in lieu of Policy CS MR Policy for Deferred Reserve Caveats CS Residential Land Servicing Policy and or Guidelines CS t..pdate Economic Development Strategy CS Business Investment Strategy CS Economic Development Nodes Enhancement Plans CS Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans ) CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors CS Targeting Special Needs in the Community - Community Services Perspective CS

eiiiionton A Work in Progress - August 21, 1997

PG-53

Encyclopedia of Policies and Programs

Pea°Edmonton ICGOONNINS•UUPOZEAL•DIVIEWOMINT•PLAN

PLANNED GROWTH •

Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS

Additional information/implications: PD lead.

@frionton A Work in Progress - August 21, 1997

PG-54

Encyclopedia of Policies and Programs

Pe°Edmonton EDICNICINS•1111.1031.AL•DIVELMONMPLAN

PLANNED GROWTH STRATEGIC PRIORITY PG-E

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

Key Results PG-E-1

Mature neighbourhood reinvestment will be an important strategy for creating and maintaining'a vibrant, livable City.

PG-E-2

Redevelopment of mature neighbourhoods will be done using an area redevelopment planning process which ensures full public participation and compatibility with existing neighbourhoods.

PG-E-3

City Council will respect and support the integrity of Area Redevelopment Plans.

PG-E-4

Infrastructure in mature neighbourhoods will be maintained and upgraded.

PG-E-5

Neighbourhoods will accommodate and serve people of different age groups and needs.

PG-E-6

Recreation facilities and opportunities in mature neighbourhoods will be redeveloped to meet changing demographics.

elitionton A Work in Progress - August 21, 1997

PG-55

Encyclopedia of Policies and Programs

Edmonton IDIENTONS4111.03M1•01VILDMINNPLAN

PLANNED GROWTH STRATEGIC PRIORITY Reinvestment in Mature Neighbourhoods (PG-E): Invest in the redevelopment and revitalization of mature neighbourhoods, including appropriate responses to the evolving needs of residents as community demographics change.

KEY RESULT #: PG-E-1 Mature neighbourhood reinvestment will be an important strategy for creating and maintaining a vibrant, livable City.

Status/Comment Existing • Neighbourhood Improvement Program PD • Land Use Bylaw PD • Area Plans PD • Next NIP. • Neighbourhood Infrastructure Program (N.I.P.) is a projects Riverdale coordinated program among City's departments and utilities (implementation) to improve infrastructure for neighbourhoods. AMPW and Ritchie • Existing MDP, particularly Objective LA. and Policies (planning) 1.A.1.. 1.C.I. 1.C.3.,1.B.3., 1.B.4., 3.A.6., and 3.D.1.

AMPW • C-468 Surplus School Sites Policy CS • bylaws/policies to • C-10c) Joint Use Agreement CS remain as is • C-I87 Agreements with Non-Profit Organizations for the Co°reran \ •..! Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. CS • -I rans.Alta Lease Agreement CS • Benefits Based Recreation Guide Book CS •..

CPTED Criteria CS • • programs/plans/ • CSA Guidelines CS strategies to • Desii2n Guidelines for a Safer City CS remain as is • Edmonton Social Plan CS • Naturalization Master Plan CS • Parkland Deficiency Guidelines CS • Partners in Parks Program CS • Ribbon of Green Masterplan CS • Site Planning Guidelines for Dual Use of School and Park Sites/Storm Water Management Facilities CS • Strategic Plan for the Special Needs Area CS • Suburban Investment Strategy CS

elfrionton A Work in Progress - August 21, 1997

PG-56

Encyclopedia of Policies and Programs

Pe°Edmonton 113:4101511t1P15011UPOCIPAIADIVILCIPSIENTOSAN

PLANNED GROWTH Change • Land Use Bylaw and Area Plans must encourage (or reduce barriers) to private reinvestments. PD • Land Use Bylaw CS • Contaminated Sites Guidelines CS • Capital Composite Programs CS • Neighbourhood Improvement Program (NIP) CS • River Valley Bylaw CS • Special Benefits Bylaw CS • EFCL Minimum Level Service Guidelines CS • Facility Conservation Program'CS • Home Base Program CS • Sportsfield Strategy CS • C-200 Financing of Local Improvements CS • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C-208 Capital Priorities Plan CS • C-21 1C Community Investment Grants to Organization and Individuals CS • C-41 - Family and Community Services Program CS • C-427, Leases to Sports & Social Clubs, Non-Profit Organizations and Community cirou7 N 0%

•

• • • • • • • • •

Strategy coordinated with a Growth Management Strategy. PD C-41() Land Management Policy/Land Sales Policy CS Municipal Reserve (MR) Policy CS MR Cash in lieu of Policy CS MR Policy for Deferred Reserve Caveats CS L. pclate Economic Development Strategy CS Business Investment Strategy CS City Wide Attractions, Programs and Activities Enhancement Strategy CS Infrastructure /Corridor Development Plans CS Integrated Facility Development Plan ( Asset Management Strategy Linked to Growth Management) CS Inirastructure

@iiionton A Work in Progress - August 21, 1997

PG-57

Encyclopedia of Policies and Programs

Pe4°Edmonton EACIPZIONSOILINIaPAL•DEVILOPMENT•PLAN

PLANNED GROWTH • • • • • • • • •

Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS Civic Consultation Program and Process CS City Environmental Affairs and Sustainable Development Plan CS Community Wellness Programs and Process CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) CS Targeting Special Needs in the Community - Community Services Perspective CS Accessibility to City Services.:Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS

Additional information/implications: Combine with PG-E-4, referred to Infrastructure Committee. TS lead.

elitionton A Work in Progress - August 21, 1997

PG-58

Encyclopedia of Policies and Programs

-Fos' Edmonton 111:111101110NS•MI.P0=MACEVEICIIMINTOUN

PLANNED GROWTH STRATEGIC PRIORITY Reinvestment in Mature Neighbourhoods (PG-E): Invest in the redevelopment and revitalization of mature neighbourhoods, including appropriate responses to the evolving needs of residents as community demographics change.

KEY RESULT #: PG-E-2 Redevelopment of mature neighbourhoods will be done using an area redevelopment planning process which ensures full public participation and compatibility with existing neighbourhoods.

Existing • Area Plans PD • MDP PD • Existing MDP, particularly Policies 1.A.2., 1.8.1., 1.C.5., 3.D.2., and 3.D.4.

• No comment (reference PG-E-1) AMPW • N.I.P. • Suburban Investment Strategy CS

Status/Comment

Change • Capital Composite Programs CS • Neighbourhood Improvement Program (NIP) CS • C-201 City Reserves and Surplus Accounts CS • C-20I; Debt Management Fiscal Policy CS • C-20 Capital Priorities Plan CS New • Redevelopment should read rehabilitation. PD • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS • Civic Consultation Program and Process CS • City Environmental Affairs and Sustainable Development Plan CS • Community Wellness Programs and Process CS • Infrastructure Funding Strategy (For New Development and Redevelopment) CS • Community Benchmarking Initiative (Neighbourhood Needs and Chic Services Delivery) CS • Targeting Special Needs in the Community- Community Services Perspective CS

Egiiiionton A Work in Progress - August 21, 1997

PG-59

Encyclopedia of Policies and Programs

Pea Edmonton IDAIDINTON'S•MUNEMAL•DEVELOPIIIINT•PLAN

PLANNED GROWTH •

Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS

Additional information/implications: PD lead

eliiionton A Work In Progress - August 21, 1997

PG-60

Encyclopedia of Policies and Programs

04°Edmonton IMIONTONS•MUNICIPAL•DIVELOPIIMINT•PLAN

PLANNED GROWTH STRATEGIC PRIORITY Reinvestment in Mature Neighbourhoods (PG-E): Invest in the redevelopment and revitalization of mature neighbourhoods, including appropriate responses to the evolving needs of residents as community demographics change.

KEY RESULT #: PG-E-3 City Council will respect and support the integrity of Area Redevelopment Plans.

Existing • Various Plans • See PG-E-2 CS

Status/Comment

Change • Ensure Plans are relevant.

• Budget New •

Capital Budget must be coordinated and consistent with ARPs.

Additional information/implications: Combine with PG-E-2. PD lead

@Ironton A Work in Progress - August 21, 1997

PG-61

Peapf'Ecimonton

Encyclopedia of Policies and Programs

IDICNTORSOIUNICIPAL•011VICIMONVILAN

PLANNED GROWTH STRATEGIC PRIORITY Reinvestment in Mature Neighbourhoods (PG-E): Invest in the redevelopment and revitalization of mature neighbourhoods, including appropriate responses to the evolving needs of residents as community demographics change.

KEY RESULT #: PG-E-4 Infrastructure in mature neighbourhoods will be maintained and upgraded.

Existing • N.I.P. PD • Drainage systems are maintained and upgraded. AMPW

• • • • • • • • • • •

Status/Comment •

C-438 Social Housing Capital and Operating Subsidy Grants • C-468 Surplus School Sites Policy CS C-109 Joint Use Agreement CS C-110 City/Community League Relations CS C-1 87 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS Partnership Agreements EFCL, YMCA, Soccer, etc. CS Edmonton Social Plan CS Parkland Deficiency Guidelines CS • Partners in Parks Program CS Strateinc Plan for the Special Needs Area CS Suburban Investment Strategy CS

The need for upgrading the drainage system is increasing. bylaws/policies to remain as is

programs/plans/ strategies to remain as. is

Chan“e • Increased funding to meeting the growing drainage system rehabilitation and upgrading needs will be required. AMPW • Contaminated Sites Guidelines CS • Capital Composite Programs CS • Neighbourhood Improvement Program (NIP) CS • Special Benefits Bylaw CS • EFCL Minimum Level Service Guidelines CS • Facility Conservation Program CS • C-200 Financing of Local Improvements CS

@Ironton A Work in Progress - August 21, 1997

PG-62

Encyclopedia of Policies and Programs

pta4Edmonton MIIIONIONS.MLINXIML•DIVIIILIMINT•PLAN

PLANNED GROWTH • • • • • •

C-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS C-211C Community Investment Grants to Organization and Individuals CS C-417 Family and Community Services Program CS C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups CS

New • Infrastructure investment strategy. PD • C-410 Land Management Policy/Land Sales Policy CS • Policy 1042 requires formal adoption CS • Encroachment Policy on Parkland CS • Residential Land Servicing Policy and or Guidelines CS • Roadwav!Neizhbourhood Beautification Strategy CS • City Wide Attractions, Programs and Activities Enhancement Strategy CS • Infrastructure /Corridor Development Plans CS • InteL:rated Facility Development Plan (Asset Management Strategy Linked to Growth 1ana2ement) CS • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans ) CS • Civic Consultation Program and Process CS • City En \ ironmental Affairs and Sustainable Development Plan CS • Community Wellness Programs and Process CS • Infrastructure Funding Strategy (For New Development and Redevelopment) CS • Parks and Open Spaces Development Strategy CS • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) CS • Targeting Special Needs in the Community - Community Services Perspective CS • Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages CS Additional information/implications: referred to Infrastructure Committee. TS lead.

eiftionton A Work in Progress - August 21, 1997

PG-63

Encyclopedia of Policies and Programs

P64‘Edmonton ICIICICONS•111.1NICIPAINDSVIELCIPSONTOLAN

PLANNED GROWTH STRATEGIC PRIORITY Reinvestment in Mature Neighbourhoods (PG-E): Invest in the redevelopment and revitalization of mature neighbourhoods, including appropriate responses to the evolving needs of residents as community demographics change.

KEY RESULT #: PG-E-5 Neighbourhoods will accommodate and serve people of different age groups and needs.

Existing Existing MDP, particularly Objective 2.C. and Policies 1.B.2.and 2.C.1.

Status/Comment

Change

New •

•

Key results inconsistent with strategic priority. ie. Strategic Priority says respond to evolving needs. Key result defines demographic make up of Neighbourhood i.e.: variety of age groups.

Strategy for Enhancing Sensitivity to Edmonton's Diverse Community CS

Additional information/implications: Combine with PG-E-2. CS lead

eiftionton A Work in Progress -August 21, 1997

PG-64

Encyclopedia of Policies and Programs

peoEdmonton lalIONIONSOCHICEAL4NVEUNSONMAN

PLANNED GROWTH STRATEGIC PRIORITY Reinvestment in Mature Neighbourhoods (PG-E): Invest in the redevelopment and revitalization of mature neighbourhoods, including appropriate responses to the evolving needs of residents as community demographics change.

KEY RESULT #: PG-E-6 Recreation facilities and opportunities in mature neighbourhoods will be redeveloped to meet changing demographics.

Status/Comment Existing • Existing MDP, particularly Policies 1.C.1 and 1.C.4 • bylaws/policies to • C-468 Surplus School Sites Policy CS remain as is • C- 109 Joint Use Agreement CS • C-1 10 City/Community League Relations CS • C- I 87 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. CS • programs/plans/ • Aquatic Strategy CS strategies to • Arena Strategy CS remain as is • Benefits Based Recreation Guide Book CS • CPTED Criteria CS • CSA Guidelines CS • Design Guidelines for a Safer City CS • Parkland Deficiency Guidelines CS • Partners in Parks Program CS .

• Strategic Plan for the Special Needs Area CS • Suburban Investment Strategy CS Change • Capital Priorities Plan • Capital Composite Programs CS • Neighbourhood Improvement Program (NIP) CS • Special Benefits Bylaw CS • EFCL Minimum Level Service Guidelines CS • Facility Conservation Program CS • Home Base Program CS

THE ifiro

@nton A Work in Progress - August 21, 1997

PG-65

Encyclopedia of Policies and Programs

00" Edmonton UNIONIONS•MUNEEPAL•DEVII.CrilINTOLAN

PLANNED GROWTH •

Sportsfield Strategy CS

New • To reduce infrastructure costs from changing capital facilities - emphasis should be on programming and flexibility of facilities to accommodate changing needs over time.

• Parks Bylaw CS • Encroachment Policy on Parkland CS • Municipal Reserve (MR) Policy CS • MR Cash in lieu of Policy CS • MR Policy for Deferred Reserve Caveats CS • Residential Land Servicing Policy and or Guidelines CS • City Wide Attractions, Programs and Activities Enhancement Strategy CS • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS • Civic Consultation Program and Process CS • Cit\ Environmental Affairs and Sustainable Development Plan CS • Communit. Wellness Programs and Process CS • Infrastructure Funding Strategy (For New Development and Redevelopment) CS • Parks am] Open Spaces Development Strategy CS • Re..ional Development Strategy- Parks. Open Spaces, River Valley, Highways and Utility CorriJors CS • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) CS • Targeting Special Needs in the Community- Community Services Perspective CS • Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages CS Additional information/implications: CS lead

efilionton A Work in Progress - August 21, 1997

PG-66

Encyclopedia of Policies and Programs

Pe Edmonton ITNICNIONS•14103PAL•DIVILOPMENNTIAN

PLANNED GROWTH STRATEGIC PRIORITY PG-F

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

Key Results PG-F-1

Edmonton will complete a comprehensive, integrated plan for the Region's river valley, natural areas and open space lands by 2000.

PG-F-2

PG-F-3

Priority trail linkages will be planned, developed and funded by 2005, specifically: •

rails to trails;

•

TransCanada trail;

•

greenways; and,

•

Edmonton regional trails.

Edmonton's natural and park assets and its desirability as a livable City will be communicated and promoted to draw new investment to Edmonton.

elitionton TV

A Work in Progress - August 21, 1997

PG-67

Encyclopedia of Policies and Programs

Pei a' Edmonton

PLANNED GROWTH STRATEGIC PRIORITY Preseivation and Enhancement of the Natural Environment and Open Space (PG-F): Preserve and enhance the river valley, natural areas and open space within the urban landscape, recognize these areas as critical aspects of successful planned growth of the City, and link them together to the extent possible.

KEY RESULT #: PG-F-1 Edmonton will complete a comprehensive, integrated plan for the Region's river valley, natural areas and open space lands by 2000.

Existing • A River Water Quality Task force comprised of representatives from the City's departments, Alberta Environmental Protection, Capital Health Authority, Environmental Advisory Committee, University of Alberta and Aqualta establishes strategic direction for protecting the river water quality. AMPW • Natural Areas Protection Policy AMPW • River Valley Bylaw AMPW • Ribbon of Green Master Plan AMPW • Existing NIDP - particularly Policy 4.D.3.

• Boulevard Bylaw CS • Cemetery Bylaw CS • Accessibility Policy CS • C-TOT Parkland Utility Installation Policy CS • C412 Lease of Utility Lots, Closed Walkways or Remnant City-Owned Land for Landscape Purposes CS • C-467 Conservation of Natural Sites in Edmonton's Table Lands CS • C-468 Surplus School Sites Policy CS • C-109 Joint Use Agreement CS • TransAlta Lease Agreement CS • Major Corridors Policy CS • Walkway Right of Way Policy CS • Action On Greening CS • Benefits Based Recreation Guide Book CS • Commemorative Tree Planting Guide Book CS

Status/Comment • Report going to Council this summer.

•

bylaws/policies to be left alone ,

•

programs/plans/ strategies to remain as is

@iiionton A Work in Progress - August 21, 1997

PG-68

Encyclopedia of Policies and Programs

Pt°Edmonton 111011ONTONS•MMOOMIADIMELOMMINTILAN

PLANNED GROWTH • • •

Naturalization Master Plan CS Parkland Deficiency Guidelines CS Ribbon of Green Masterplan CS

Change • Coordination of initiatives could occur under the development of the Environmental Strategic Plan (Office of the Environment) AMPW • Land Use Bylaw CS • Contaminated Sites Guidelines CS • Capital Composite Programs.CS • River Valley Bylaw CS • Weed Control Bylaw CS • Facility Conservation Program CS • Home Base Program CS • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C-208 Capital Priorities Plan CS • C-16' Edmonton Parks and Recreation Fees and Charge CS :New

• • • • • • • • • • • • •

Inte,21-ate with Infrastructure Strategy, Transportation Plan and MDP PD Parks Bylaw CS C-410 Land Management Policy/Land Sales Policy CS Top of the Bank Policy CS Encroachment Policy on Parkland CS Municipal Reserve (MR) Policy CS MR Cash in lieu of Policy CS MR Policy for Deferred Reserve Caveats CS Residential Land Servicing Policy and or Guidelines CS City Wide Attractions, Programs and Activities Enhancement Strategy CS Infrastructure /Corridor Development Plans CS Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS

elitionton A Work ;n Progress - August 21, 1997

PG-69

Encyclopedia of Policies and Programs

PEdmonton eredoNnxisosupaanufroavz.arsammAw

PLANNED GROWTH • • • • •

City Environmental Affairs and Sustainable Development Plan CS Community Wellness Programs and Process CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS

Additional information/implications: CS Lead

@frionton A Work in Progress - August 21, 1997

PG-70

Encyclopedia of Policies and Programs

pealkEdmonton

PLANNED GROWTH STRATEGIC PRIORITY Preservation and Enhancement of the Natural Environment and Open Space (PG-F): Preserve and enhance the river valley, natural areas and open space within the urban landscape, recognize these areas as critical aspects of successful planned growth of the City, and link them together to the extent possible.

KEY RESULT #: PG-F-2 Priority trail linkages will be planned, developed and funded by 2005, specifically:

• • • •

rails to trails; TransCanada trail; greenways; and, Edmonton regional trafls.

Status/Comment Existing • bylaws/policies to • C-307 Parkland Utility Installation Policy CS be left alone • C412 Lease of Utility Lots, Closed Walkways or Remnant City-Owned Land for Landscape Purposes CS • C-467 Conservation of Natural Sites in Edmonton's Table Lands CS • C-468 Surplus School Sites Policy CS • C-10'; Joint Use Agreement CS • C-1 10 City Community League Relations CS • "1 ransAlta Lease Agreement CS • Donations Policy CS •, • Major Corridors Policy CS • 'Walkway Right of Way Policy CS • CPTED Criteria CS • programs/plans/ • CSA Guidelines CS strategies to be • Desien Guidelines for a Safer City CS left alone • Edmonton's Suburban Neighbourhood Design Principles CS • Ribbon of Green Masterplan CS • Site Planning Guidelines for Dual Use of School and Park Sites/ Storm Water Management Facilities CS • Suburban Investment Strategy CS

@THE

iiionton

A Work in Progress - August 21, 1997

PG-71

Encyclopedia of Policies and Programs

P6°Edmonton 101101CONS4ILIPOMPAL•011VILOPIRNI•TLAN

PLANNED GROWTH Change

• • • • • • • • • • • • •

Capital Priorities Plan MDP Transportation Bicycle & Pedestrian Policy Ribbon of Green Top of Bank Policy River Valley ARP Land Use Bylaw CS Capital Composite Programs CS Neighbourhood Improvement Program (NIP) CS River Valley Bylaw CS C-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS

New • •

Co-ordinate with Transportation Plan and prioritize in context of other infrastructure requirements.

Top of the Bank Policy CS

•

Municipal Reserve (MR) Policy CS

•

N1R Cash in lieu of Policy CS

• •

N1R Folic\ for Deferred Reserve Caveats CS

•

Residential Land Servicing Policy and or Guidelines CS c, —1131.t.:g> CS

•

Infrastructure Corridor Development Plans CS

•

Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS

•

Rein\estment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) CS

•

Cit\ Environmental Affairs and Sustainable Development Plan CS

•

Infrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS

• •

Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS

Additional information/implications: Transportation and Streets sending details, key result "developed and funded by 2005" too specific. CS lead.

@frionton A Work in Progress - August 21, 1997

PG-72

Encyclopedia of Policies and Programs

Peet°'Edmonton EDIKWICNS•MIDOMAL•DIVIELOSIDINPLAN

PLANNED GROWTH STRATEGIC PRIORITY Preservation and Enhancement of the Natural Environment and Open Space (PG-F): Preserve and enhance the river valley, natural areas and open space within the urban landscape, recognize these areas as critical aspects of successful planned growth of the City, and link them together to the extent possible.

KEY RESULT #: PG-F-3 Edmonton's natural and park assets and its desirability as a livable City will be communicated and promoted to draw new investment to Edmonton.

Existing • Benefits Based Recreation Guide Book CS • EDE regularly includes Edmonton's natural and park assets and quality of life in carrying out its business plan objective 43(d): "Market and promote the Edmonton Capital Region locally, nationally and internationally for trade and investment.- EDE • A variety of environmental aspects of the City have been promoted in the past (e.g. River Valley, park system, etc.) but no coordinated effort has been undertaken. AMPW

Status/Comment

Chan2(.‘ • State of the Environment Report could be used as a tool for promoting Edmonton as a desirable city (Office of the Environment). AMPW New • • • •

Development "Green Map- highlighting environmentally significant sites in Edmonton could be developed a variety of uses including the City Home Page. AMPW Update Economic Development Strategy CS Business Investment Strategy CS City Wide Attractions, Programs and Activities Enhancement Strategy CS

Additional information/implications: CS lead.

eliiionton A Work in Progress - August 21, 1997

PG-73

Pea Encyclopedia of Policies and Programs

Edmonton

10:6101CONSWILNICICALANVELOPIIIDIT•PLAN

PLANNED GROWTH STRATEGIC PRIORITY PG-G

Population Growth: Plan for a population base in the range of 800,000 to 900,000 residents by the year 2020, while maintaining a flexible and strategic approach to planned growth.

Key Results PG-G-1

A joint regional development strategy will be in place by 2001.

PG-G-2

The rate of development of municipal facilities and services will be matched appropriately to growing demand.

PG-G-3

An increased number of citizens will live and work in the downtown area.

PG-G-4

Edmonton will remain a vibrant and young City.

eliiionton A Work in Progress - August 21, 1997

PG-74

Encyclopedia of Policies and Programs

Edmonton 1131110NrONSOALTOCIPAL•DIEVELOPMENTOLAN

PLANNED GROWTH STRATEGIC PRIORITY Population Growth (PG-G): Plan for a population base in the range of 800,000 to 900,000 residents by the year 2020, while maintaining a flexible and strategic approach to planned growth.

KEY RESULT #: PG-G-1 A joint regional development strategy will be in place by 2001.

Existing • Drainage Branch works closely with the Capital Region Sewage Commission and Strathcona County to provide costeffective regional sanitary services in the greater Edmonton region. AMPW • MGA • Suburban Investment Strategy CS

Status/Comment • Continuing coordination

Chanoe • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • ('--'0X Capital Priorities Plan CS e

• • •

iihlish regional cooperation - coordination and a "Regional Plan- PD Growth Management Strategy Re(.1iona1 Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS

Additional information/implications: PD lead

@frionton A Work in Progress - August 21, 1997

PG-75

Encyclopedia of Policies and Programs

Pea°Edmonton

PLANNED GROWTH STRATEGIC PRIORITY Population Growth (PG-G): Plan for a population base in the range of 800,000 to 900,000 residents by the year 2020, while maintaining a flexible and strategic approach to planned growth.

KEY RESULT #: PG-G-2 The rate of development of municipal facilities and services will be matched appropriately to growing demand.

Existing Status/Comment • Drainage systems are being planned and constructed to match the growing demand. AMPW, • Existing MDP - particularly Objective 2.A. and Policy 2.B.2.

• Capital Priorities Plan PD • Debt Management Policy PD • bylaws/policies to • C-468 Surplus School Sites Policy CS be left alone • C- 109 Joint Use Agreement CS • C- I 87 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • programs/plans/ • Partnership Agreements EFCL. YMCA, Soccer, etc. CS strategies to be • Action On Greening CS left alone • Aquatic Strategy CS • Arena Strategy CS • Edmonton's Suburban Neighbourhood Design Principles CS • Edmonton Social Plan CS • • Naturalization Master Plan CS • Partners in Parks Program CS • Ribbon of Green Masterplan CS • Site Planning Guidelines for Dual Use of School and Park Sites/Storm Water Management Facilities CS • Strategic Plan for the Special Needs Area CS • Suburban Investment Strategy CS Change • Capital Priorities Plan PD • Debt Management Policy PD • Operating and Maintenance Budgets

effrionton A Work in Progress - August 21, 1997

PG-76

Encyclopedia of Policies and Programs

Pe4 Edmonton 1171MIONTONSOSUNICIPAL•DEVEICIWINT•PLAN

PLANNED GROWTH • • • • • • • • • • • •

Municipal Reserves C-435 The Identification and Acquisition of Land for Social Housing CS Capital Composite Programs CS Facility Conservation Program CS Home Base Program CS Sportsfield Strategy CS C-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS C-208 Capital Priorities Plan CS C-211C Community Investment Grants to Organization and Individuals CS C-417 Family and Community Services Program CS C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups CS

New • • • • • • • • • • • • • • • •

Growth Management Strategy PD Infrastructure Strategy PD Nluniipal Reserve (MR) Policy CS MR Cash in lieu of Policy CS MR Polk:\ for Deferred Reserve Caveats CS Residential Land Servicing Policy and or Guidelines CS Cit\ Wide Attractions. Programs and Activities Enhancement Strategy CS Inteuated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS Co \ En ronmental Affairs and Sustainable Development Plan CS Communit\ Wellness Programs and Process CS Intrastructure Funding Strategy (For New Development and Redevelopment) CS Parks and Open Spaces Development Strategy CS Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors CS Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) CS Targeting Special Needs in the Community - Community Services Perspective CS Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) CS

Additional information/implications: AMPW lead

elThE

itionton

A Work in Progress -August 21, 1997

PG-77

Pea4"Edmonton

Encyclopedia of Policies and Programs

IDICNTONS.MMOCIPAL•INVELCIMINMPLAN

PLANNED GROWTH STRATEGIC PRIORITY Population Growth (PG-G): Plan for a population base in the range of 800,000 to 900,000 residents by the year 2020, while maintaining a flexible and strategic approach to planned growth.

KEY RESULT #: PG-G-3 An increased number of citizens will live and work in the downtown area.

Existing • Downtown Area Redevelopment Plan • Existing MDP - particularly Objective 4.C. • Edmonton Social Plan CS •, • Strategic Plan for the Special Needs Area CS

Status/Comment • approved •

programs/plans/ strategies to be left alone

Change • • • • • •

C-435 The Identification and Acquisition of Land for Social Housing CS C-436 Site Selection Guidelines for Senior Citizens and Family Social Housing CS Social Housing Capital and Operating Subsidy GrantsLand Use Bylaw CS C -2()1 Cit> Reserves and Surplus Accounts CS Debt Nlanagement Fiscal Policy CS (- -:(IS Capital Priorities Plan CS cv‘

• • • • •

Cirov,th Nlanagement Strategy PD Business Investment Strateu CS Economic Development Nodes Enhancement Plans CS Community Wellness Programs and Process CS Infrastructure Funding Strategy (For New Development and Redevelopment) CS

Additional information/implications: PD lead

errifonton A Work in Progress - August 21, 1997

PG-78

Encyclopedia of Policies and Programs

ea° P Edmonton IMONIONS•FILTDCIPAL•DIVILOPMENT•PLAN

PLANNED GROWTH STRATEGIC PRIORITY Population Growth (PG-G): Plan for a population base in the range of 800,000 to 900,000 residents by the year 2020, while maintaining a flexible and strategic approach to planned growth.

KEY RESULT #: PG-G-4 Edmonton will remain a vibrant and young City.

Existing • Vision Statement not key result • Can Not Respond to this Key Result CS • Edmonton Social Plan CS '',

Status/Comment • programs/plans/ strategies to be left alone

Change • Cant set policy to this.

New • • • •

Trainino. Programs for Unemployed Youth CS Community Wellness Programs and Process CS T aroetinL1 Special Needs in the Community- Community Services Perspective CS Accessibility to City Services-Front Line Response ( One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages CS

Additional information/implications: Can't set policy to this.

elTHE

itionton

A Work in Progress - August 21, 1997

PG-79

Planned Growth

PLAN EDMONTON Strategic Priorities Planned Growth Key Result PG-A-11 The economic viability and livability of the City will be enhanced by a balanced transportation system with a full range of options for moving people and goods.

Key Result PG-C-3 Edmonton will have an accessible downtown, supported by good pedestrian, bicycle, vehicular, and public transportation linkages.

May Need Changes May Need Changes

May Need Changes May Need Changes

May Need Changes

May Need Changes

May Need Changes Needs Changes May Need Changes May Need Changes May Need Changes Implement Needs Changes May Need Changes May Need Changes

May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes Implement Needs Changes Needs Changes

A. Superior Legislation National Transportation Act (NTA) City Transportation Act (incl. ATU Regs. re Grants) Municipal Government Act Highway Traffic Act Motor Transport Act Other Superior Legislation B. City of Edmonton Bylaws General Municipal Plan Bylaw Transportation Systems Bylaw North Saskatchewan River Valley Bylaw ASP/NSP/ARP Bylaws Landuse Bylaw Capital City Downtown Plan Bylaw Traffic Bylaw 5590 Speed Bylaw 6894 Transit Bylaw 8353

Page 1

Air,•

Planned Growth

PLAN EDMONTON Strategic Priorities Planned Growth Key Result PG-A-11 The economic viability and livability of the City will be enhanced by a balanced transportation system with a full range of options for moving people and goods.

Key Result PG-C-3 Edmonton will have an accessible downtown, supported by good pedestrian, bicycle, vehicular, and public transportation linkages.

Adopt Complete Implement Implement

Adopt Complete

May Need Changes Needs Changes Needs Changes

May Need Changes May Need Changes May Need Changes

May Need Changes

May Need Changes

May Need Changes May Need Changes

May Need Changes May Need Changes

Implement

Implement

May Need Changes

May Need Changes

C. City Policy/Strategy Documents Plan Edmonton - Framework and Priorities Transportation Master Plan Horizon 2000 Bicycle Transportation Plan DATS Strategic Plan Ribbon Of Green Master Plan Debt Management Policy Land Management Policy Policy On Conservation of Natural Sites in Edmonton's Table Lands Canadian Declaration On Climate Change and the Urban Environment Pavement Investment Strategy Bridge Investment Strategy Suburban Investment Strategy Urban Traffic Noise Policy Transit Policy 451C (Fares, Fines etc.)

Snow and Ice Clearing Policies

Implement Implement

Page 2

Plannt— Growth

PLAN EDMONTON Strategic Priorities Planned Growth

CPP - Capital Priorities Program Environmental Initiatives

Key Result PG-A-11 The economic viability and livability of the City will be enhanced by a balanced transportation system with a full range of options for moving people and goods.

Key Result PG-C-3 Edmonton will have an accessible downtown, supported by good pedestrian, bicycle, vehicular, and public transportation linkages.

May Need Changes

May Need Changes

D. Governing Design Codes and Standards Transportation Association of Canada (TAC) Roadway Design Guidelines TAC Street Lighting Design Standards Institute of Transportation Engineers Canadian Capacity Guide Manual of Uniform Traffic Control Devices E. Design and Service Level Standards Neighbourhood Design Guidelines City Of Edmonton Servicing Standards Manual PWI ( Pedestrian Warrant Index) Neighbourhood Improvement Program Retrofit Sidewalk Construction Program Transifi Shelter Program Pararamp Construction Program

May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes

Page 3

May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes

Planned Growth

PLAN EDMONTON Strategic Priorities Planned Growth Key Result PG-A-11 The economic viability and livability of the City will be enhanced by a balanced transportation system with a full range of options for moving people and goods.

Key Result PG-C-3 Edmonton will have an accessible downtown, supported by good pedestrian, bicycle, vehicular, and public transportation linkages.

F. Right of Way Management Policies/Practices and Control Mechanisms Top of Bank walkway policy Sidewalk CafĂŠ Licences Licenses of occupation Public utility lots Line assignments Road closures Walkway lots Street furniture

May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes

G. Public Communications/Consultation Mechanisms Public Meetings/Community Meetings Communication w/ Community Leagues and other community orgs Communication with Edmonton Region Municipalities

May Need Changes May Need Changes Needs Changes

Page 4

Plann,_ Growth

PLAN EDMONTON Strategic Priorities Planned Growth Key Result PG-A-11 The economic viability and livability of the City will be enhanced by a balanced transportation system with a full range of options for moving people and goods.

Communication w/ other levels of government Advisory Boards/Working Stakeholder Groups DATS Working Group TMP Citizen Advisory Group EFCL (Timeline Agreement) Cyclist Education Committee U of A Campus Planning Coordinating Committee Various Business Organizations, BRZ's Edmonton Public School Board Edmonton Catholic School Board Neighbourhood Traffic Planning Committees Customer Information Phone Lines Web Pages Printed Materials - Maps/Charts Traffic Bulletins

May Need Changes May Need Changes May Need Changes Will Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes May Need Changes

Page 5

Key Result PG-C-3 Edmonton will have an accessible downtown, supported by good pedestrian, bicycle, vehicular, and public transportation linkages.

Encyclopedia of Policies and Programs

Pe°-formonton EDMONTONS•MUNICEPAIADEVELOPMENNPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITIES IDM-A

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

IDM-B

Financing Infrastructure:

Develop and maintain a comprehensive, long-range financial plan that realistically links all City infrastructure development, upgrading

and maintenance plans to the resources required for successful implementation.

Ensure the most effective and efficient infrastructure development, operation and maintenance exists in the greater Edmonton area by planning, developing and maintaining it in collaboration with area municipalities.

IDM-C

Movement of People and Goods:

Ensure that an improved, integrated transportation system facilitates the safe, effective, sustainable, and efficient movement of goods and people throughout the City and beyond, while appropriately accounting for community concerns.

IDM-D

Protection of the Natural Environment:

IDM-E

Public Health and Safety Infrastructure: Ensure that the greater Edmonton area infrastructure is developed and maintained in a manner which provides for high levels of public health and safety, now and in the long-term.

IDM-F

Waste Disposal Infrastructure:

Develop an integrated environmental protection strategy designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces.

Achieve the objectives of the approved City of

Edmonton's Thirty Year Waste Management Strategic Plan.

IDM-G

Communications Infrastructure: Use advanced technology to deliver City services more effectively; and influence and facilitate the development by the private sector of a networked, "smart" City.

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IDM-1

Encyclopedia of Policies and Programs

Pee'forfiremoth EDMONTONS•MUNICIPAL.DEVELOPIJENMPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY

IDM-A

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

Key Results

IDM-A-1

Effective and efficient use will be made of existing infrastructure and systems.

IDM-A-2

Flexible planning horizons will be applied to major infrastructure decisions, based on the specific circumstances of the situations, as well as the needs of the overall system.

IDM-A-3

Service levels which are internally consistent and defined specifically for the needs of Edmonton will be in place by 1998.

IDM-A-4

Affordable and accessible cultural and recreational infrastructure will be fostered and maintained.

IDM-A-5

A "condition rating" system for all major infrastructure will be implace by 2000.

IDM-A-6

Edmonton's infrastructure costs and level of service will be competitive with other cities.

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IDM-2

Encyclopedia of Policies and Programs

04°Edmonton EDMONTCVSAIUNICIMIADEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Approach to Infrastructure (IDM-A): Develop an accurate picture of the costs associated with various infrastructure development, upgrading, and maintenance options; provide a level of infrastructure that is affordable and sustainable and exploit emerging technologies to reduce costs.

KEY RESULT #: IDM-A-1 Effective and efficient use will be made of existing infrastructure and systems.

Existing Status/Comment • C-307 Parkland Utility Installation Policy • Bylaws and • C412 Lease of Utility Lots, Closed Walkways or Remnant policies to remain City-Owned Land for Landscape Purposes as is • C-456 Tree Policy • C-467 Conservation of Natural Sites in Edmonton's Table Lands • C-468 Surplus School Sites Policy • C-109 Joint Use Agreement • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of Recreation Facilities • Partnership Agreements EFCL, YMCA, Soccer, etc.

• Programs/Plans/ • Action On Greening Strategies to • Aquatic Strategy remain as is • Arena Strategy • Edmonton Social Plan • Naturalization Master Plan • Partners in Parks Program • Site Planning Guidelines for Dual Use of School and Park Sites/ Storm Water Management Facilities • Suburban Investment Strategy • GMP policy 1.A.1: "Undertake the renewal of physical environment, housing, infrastructure and community image through a series of coordinated programs."

• City servicing standards Change • Capital Composite Programs • Neighbourhood Improvement Program (NIP) • Facility Conservation Program

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IDM-3

Encyclopedia of Policies and Programs

0

Edmonton

EDMONTONS•MUNIC/PAIADENELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • Sportsfield Strategy • C-200 Financing of Local Improvements • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan • C-211C Community Investment Grants to Organization and Individuals • C-417 Family and Community Services Program • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups

New • Sanitary Servicing Strategy for the City is being undertaken • C-410 Land Management Policy/ Land Sales Policy • Policy 1042 requires formal adoption • Top of the Bank Policy • Encroachment Policy on Parkland • Residential Land Servicing Policy and or Guidelines • Roadway / Neighbourhood Beautification Strategy • Infrastructure! Corridor Development Plans • Economic Development Nodes Enhancement Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • City Environmental Affairs and Sustainable Development Plan • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors • Community Benchmarlcing Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community - Community Services Perspective • Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages)

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IDM-4

Encyclopedia of Policies and Programs

P fr4:-Edmonton EDEIONICNS•MUNICEPAL*DEVELOP/ANT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Approach to Infrastructure (IDM-A): Develop an accurate picture of the costs associated with various infrastructure development, upgrading, and maintenance options; provide a level of infrastructure that is affordable and sustainable and exploit emerging technologies to reduce costs.

KEY RESULT #: IDM-A-2 Flexible planning horizons will be applied to major infrastructure decisions, based on the specific circumstances of the situations, as well as the needs of the overall system.

Existing • • • • • • • • • • • • •

Status/Comment

C-456 Tree Policy C-467 Conservation of Natural,Sites in Edmonton's Table Lands C-468 Surplus School Sites Policy C-109 Joint Use Agreement C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of Recreation Facilities Partnership Agreements EFCL, YMCA, Soccer, etc.

Action On Greening Aquatic Strategy Arena Strategy Edmonton Social Plan Naturalization Master Plan Site Planning Guidelines for Dual Use of School and Park Sites/ Storm Water Management Facilities Suburban Investment Strategy

• Bylaws and policies to remain as is

• Programs/Plans Strategies to remain as is

Change • • • • • • • • • • • •

Capital Composite Programs C-435 The Identification and Acquisition of Land for Social Housing Neighbourhood Improvement Program (NIP) Facility Conservation Program Sportsfield Strategy C-200 Financing of Local Improvements C-201 City Reserves and Surplus Accounts C-203 Debt Management Fiscal Policy C-208 Capital Priorities Plan C-211C Community Investment Grants to Organization and Individuals C-417 Family and Community Services Program C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups

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IDM-5

Encyclopedia of Policies and Programs

Pfr EdrnOntdh EDMONTONS.MUNKVAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE New • C-410 Land Management Policy/ Land Sales Policy • Residential Land Servicing Policy and or Guidelines • Roadway / Neighbourhood Beautification Strategy • Infrastructure! Corridor Development Plans • Economic Development Nodes Enhancement Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • City Environmental Affairs and Sustainable Development Plan • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery)

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IDM-6

Encyclopedia of Policies and Programs

Pfr'EctmcfrhLem EDMONIMS•ISUNICIPAL•DEVELOPMENT.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Approach to Infrastructure (IDM-A): Develop an accurate picture of the costs associated with various infrastructure development, upgrading, and maintenance options; provide a level of infrastructure that is affordable and sustainable and exploit emerging technologies to reduce costs.

KEY RESULT #: IDM-A-3 Service levels which are internally consistent and defined specifically for the needs of Edmonton will be in place by 1998.

Existing Status/Comment • C-467 Conservation of Natural Sites in Edmonton's Table • Bylaws and , Lands policies to remain • C-468 Surplus School Sites Policy as is • C-109 Joint Use Agreement • C-110 City/Community League Relations • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of Recreation Facilities • Partnership Agreements EFCL, YMCA, Soccer, etc.

• Trans. Alta. Lease Agreement • Programs/Plans/ • Action On Greening Strategies to Aquatic Strategy • remain as is • Arena Strategy • Benefits Based Recreation Guide Book • Edmonton's Suburban Neighbourhood Design Principles • Edmonton Social Plan • Naturalization Master Plan • Parkland Deficiency Guidelines • Strategic Plan for the Special Needs Area • Suburban Investment Strategy • City Servicing Standards Manual

Change • C-435 The Identification and Acquisition of Land for Social Housing • Capital Composite Programs • Neighbourhood Improvement Program (NIP) • EFCL Minimum Level Service Guidelines • Facility Conservation Program • Home Base Program

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IDM-7

Encyclopedia of Policies and Programs

poetEdmonton ROMONRINS•11UNKVAIADEVELOPMENT.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • C-200 Financing of Local Improvements • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan • C-211C Community Investment Grants to Organization and Individuals • C-417 Family and Community Services Program • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups • C-167 Edmonton Parks and Recreation Fees and Charge New • Parks Bylaw • Policy 1042 requires formal adoption • Residential Land Servicing Policy and or Guidelines • Roadway / Neighbourhood Beautification Strategy • Update Economic Development Strategy • Business Investment Strategy • City Wide Attractions, Programs and Activities Enhancement Strategy • Infrastructure / Corridor Development Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • Civic Consultation Program and Process • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community- Community Services Perspective • Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages)

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IDM-8

Encyclopedia of Policies and Programs

0°Edmonton EIMONTCKS•MUNICIPAL•DEVELOPMENMPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Approach to Infrastructure (IDM-A): Develop an accurate picture of the costs associated with various infrastructure development, upgrading, and maintenance options; provide a level of infrastructure that is affordable and sustainable and exploit emerging technologies to reduce costs.

KEY RESULT #: IDM-A-4 Affordable and accessible cultural and recreational infrastructure will be fostered and maintained.

Existing Status/Comment • Boulevard Bylaw • Bylaws and • Cemetery Bylaw policies to remain • Accessibility Policy as is • C-307 Parldand Utility Installation Policy • C412 Lease of Utility Lots, Closed Walkways or Remnant City-Owned Land for Landscape Purposes • C-456 Tree Policy • C-458A Percent for Art • C-459 Statuary Policy • C-467 Conservation of Natural Sites in Edmonton's Table Lands • C-468 Surplus School Sites Policy • C-109 Joint Use Agreement • C-110 City/Community League Relations • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of Recreation Facilities • Partnership Agreements EFCL, YMCA, Soccer, etc.

• Trans. Alta. Lease Agreement • Donations Policy • Major Corridors Policy • Tree Donations Policy • Walkway Right of Way Policy • Screen Fence Policy • Programs/Plans/ • Action On Greening Strategies to • Aquatic Strategy remain as is • Arena Strategy • Benefits Based Recreation Guide Book • Commemorative Tree Planting Guide Book • CPTED Criteria

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IDM-9

Encyclopedia of Policies and Programs

96°Edmonton EDISIONION'S•MUNIaPAIADEVELOIVENT.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE CSA Guidelines Design Guidelines for a Safer City Edmonton's Suburban Neighbourhood Design Principles Edmonton Social Plan Naturalization Master Plan Parldand Deficiency Guidelines Parkland Lighting Criteria Partners in Parks Program Ribbon of Green Masterplan Site Planning Guidelines for Dual Use of School and Park Sites / Storm Water Management Facilities • Strategic Plan for the Special" Needs Area • Suburban Investment Strategy • GMP policy 1.C.1: "Maintain and renew, where appropriate, urban infrastructure and community facilities to demonstrate civic commitment to improving the quality of the community environment in the inner city."

• • • • • • • • • •

Change • Land Use Bylaw • Contaminated Sites Guidelines • Capital Composite Programs • Neighbourhood Improvement Program (NIP) • River Valley Bylaw • Weed Control Bylaw • Special Benefits Bylaw • EFCL Minimum Level Service Guidelines • Facility Conservation Program • Home Base Program • Roadway Landscaping Guidelines • Servicing Standards Manual • Sportsfield Strategy • C-200 Financing of Local Improvements • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan • C-211C Community Investment Grants to Organization and Individuals • C-417 Family and Community Services Program • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups • C-167 Edmonton Parks and Recreation Fees and Charges

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IDM-10

Encyclopedia of Policies and Programs

Edmonton EDMONIONS•MUNTaPAL•DEVELOPMENr•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE New • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Parks Bylaw C-410 Land Management Policy/ Land Sales Policy Policy 1042 requires formal adoption Top of the Bank Policy Encroachment Policy on Parkland Municipal Reserve (MR) Policy MR Cash in lieu of Policy MR Policy for DRC's Residential Land Servicing Policy and or Guidelines Roadway / Neighbourhood Beautification Strategy Update Economic Development Strategy Business Investment Strategy " Employment Strategies for the Disadvantaged Training Programs for Unemployed Youth City Wide Attractions, Programs and Activities Enhancement Strategy Infrastructure / Corridor Development Plans Economic Development Nodes Enhancement Plans Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) Civic Consultation Program and Process City Environmental Affairs and Sustainable Development Plan Community Wellness Programs and Process Infrastructure Funding Strategy (For New Development and Redevelopment) Parks and Open Spaces Development Strategy Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and.Utility Corridors Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) Targeting Special Needs in the Community - Community Services Perspective Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages)

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IDM-11

Encyclopedia of Policies and Programs

96°Eo'monton EIZIONIONS•MU'NlaPAL.DEVELOPIGNMPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Approach to Infrastructure (IDM-A): Develop an accurate picture of the costs associated with various infrastructure development, upgrading, and maintenance options; provide a level of infrastructure that is affordable and sustainable and exploit emerging technologies to reduce costs.

KEY RESULT #: IDM-A-5 A "condition rating" system for all major infrastructure will be in place by 2000.

Existing Status/Comment • Facilities • City Policy A1403A provides for the annual inspection and maintenance of City facilities.

• All City facilities are inspected annually for compliance to maintenance standards and a maintenance program is developed to address the facility's needs.

• AM&PW is working on a life cycle costing pilot project on a limited number of facilities to determine the most appropriate approach and to gather experience with the amount of effort and resources required. AM&PW is in the process of engaging a consultant to conduct the pilot project.

Roads • Municipal Pavement Management System • Fully operational • Visual Condition Index (0-10) since 1986 and • Ride Comfort Index (0-10) available for • Structural Adequacy Index (0-10) entire network.

• Pavement Quality Index (0-10) • Capable of • Sidewalk Rating System (0-5) projecting network service level given specific budget or determining required funds to reach a specified service level • Data is updated annually.

Current network service level is 5.81 based on PQI.

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Encyclopedia of Policies and Programs

P frc4Ectmon on EDIIICffitINS.MUNICLPAL•DEVELOPIEtTr•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE Vehicles • A rating system for vehicles already exists to evaluate their In place economic and mechanical lives to prioritise them for capital budget.

Drainage • Drainage Branch has the following rating systems in place for sewers: Standard Sewer Condition Rating System, which contains Sewer Physical Condition Classification Manual, (which covers structural condition and service condition), a Hydraulic Condition Rating, and an Importance Rating.

• An informal ranking system for sewage pump stations is established and revised annually to set priorities for the pump station upgrading program. This is based primarily on the history of problems at stations.

• Priorities for repairs of sewers are established on an informal basis based on the rating system, and other factors such as the economics involved with the condition and replacement of other utilities and roadways. ( for example : Neighbourhood Improvement Projects) Parks • Existing parks condition rating methodology • Programs/Plans/ • Parkland Deficiency Guidelines Strategies to • Suburban Investment Strategy remain as is • GMP policy 1.A.6: "Establish civic priorities on maintenance and upgrading programs for utility, recreation and transportation facilities to demonstrate civic commitment to renewal."

Change • Facilities • The authority for the Asset Management and Public Works Department, Property Management Branch to develop and use condition rating exists within the existing policy and mandates.

Roads • Upgrade to MPMS software currently under consideration.

Vehicles • The models that MES uses to "rate" its fleet of vehicles and equipment needs only

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IDM-13

Encyclopedia of Policies and Programs

Edmonton EDMONTONS•MUNICIPAL•DEVELOPIJENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE minor improvements or changes to accommodate ERD and Transit fleets (to be consolidated with MES' fleet before June, 1998).

Parks • New condition rating systems will be needed for water features, pools, fences, tracks, hard surfacing etc.

• Neighbourhood Improvement Program (NIP) • C-208 Capital Priorities Plan New • Roads • No new initiatives currently On the horizon.

Drainage • To rate all of the assets under Drainage Branch's control would involve the development of rating systems for manholes, storage tanks, pump stations, flow control facilities, etc.

• Parks • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • Infrastructure Funding Strategy (For New Development and Redevelopment) Additional information/implications:

The development of a condition rating system requires the development of a suitable instrument (form), data base, methods and procedures to ensure that consistency in the application of measurement criteria and subsequent evaluation reports result in comparable data. To be effective the condition rating must be consistent across facilities within an assessment period and must produce repeatable results over several assessment periods so that the data may be used in performance measurement. The condition rating process must be established so that bias or variations from individual assessors is minimized to guarantee repeatability of results.

A new data base with supporting resources will be required, as will training to ensure that staff complete the assessment forms appropriately. It is premature to identify staffing requirements, but it is hoped that existing staff could provide the input to the forms and data base during the annual inspections of facilities and other existing maintenance procedures.

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Encyclopedia of Policies and Programs

044 'Edmontom EDMONIONS•MUNICIPAL.DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE Integration of condition ratings between pavements and other utilities occupying road right-of way is necessary to achieve ultimate efficiencies. Management software for this purpose exists (e.g. ITX-Stanley IIMS), but most utilities do not have a fully functional condition rating system.

The other item to keep in mind is that these management systems are very "data hungry". It is important to note that if sufficient resources are not devoted to quality data collection, the output of the management system will be of questionable value.

Resources (consultants) would need to be engaged to develop rating systems for other facilities under Drainage Branch's Control. - Estimate of 6 months - @ $50,000.

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IDM-15

Encyclopedia of Policies and Programs

Pe-Edmonton EDMOINIt1VS•ltrUNICIPAL•DEVELOPIONMPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Approach to Infrastructure (IDM-A): Develop an accurate picture of the costs associated with various infrastructure development, upgrading, and maintenance options; provide a level of infrastructure that is affordable and sustainable and exploit emerging technologies to reduce costs.

KEY RESULT #: IDM-A-6 Edmonton's infrastructure costs and level of service will be competitive with other cities.

Existing

Status/Comment

Change

New • Infrastructure /Corridor Development Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • Infrastructure Funding Strategy (For New Development and Redevelopment)

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IDM-16

Encyclopedia of Policies and Programs

P°4Edrachton EDMONTONS•IdUNICIPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-B

Financing Infrastructure:

Develop and maintain a comprehensive, long-range financial plan that realistically links all City infrastructure development, upgrading and maintenance plans to the resources required for successful implementation. Ensure the most effective and efficient infrastructure development, operation and

maintenance exists in the greater Edmonton area by planning, developing and maintaining it in collaboration with area municipalities.

Key Results IDM-B-1

A strategy will be in place to identify and balance all possible funding sources for infrastructure repair and maintenance.

IDM-B-2

A sufficient level of funding to cover the fully-valued cost of repair and maintenance of existing infrastructure will be in place by fall, 1998.

IDM-B-3

Edmonton will strive to have an ongoing secure funding source for repair and maintenance of existing infrastructure.

IDM-B-4

The City of Edmonton will facilitate the development of infrastructure to attract business and industry to locate and expand in the region.

IDM-B-5

The City will plan for growth based on the most cost-effective City-financed infrastructure corridors, rather than throughout all areas of the City.

IDM-B-6

The public will have access to accurate information in order to understand the full costs and benefits of infrastructure.

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IDM-17

Pe°ficimonton

Encyclopedia of Policies and Programs

ED4ONIONS•11UNIaPAL*DEVELOPKIENNP1AN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Financing Infrastructure (IDM-B): Develop and maintain a comprehensive, long-range financial plan that realistically links all City infrastructure development, upgrading and maintenance plans to the resources required for successful implementation.

Ensure the most effective and efficient infrastructure development, operation and maintenance exists in the greater Edmonton area by planning, developing and maintaining it in collaboration with area municipalities.

KEY RESULT #: IDM-B-1 A strategy will be in place to identify and balance all possible funding sources for infrastructure repair and maintenance.

Existing , • Operating budget (Department GMs) • Capital Priorities Plan (Department GMs) • Municipal Government Act (Alberta Government)

•

• • •

• • •

authority to tax & set user fees Council Policy Council Policy incomplete

•

incomplete

•

incomplete

Debt Management Policy (Corporate Services GM) Reserves and surplus policy (Corporate Services GM) Departmental infrastructure asset inventory, (Department GMs) • Departmental infrastructure maintenance & repair standards, (Department GMs) • Departmental infrastructure condition rating system, (Department GMs) • Departmental infrastructure servicing standards for newly developing areas and redeveloping existing neighbourhoods (Department GMs) • Edmonton's Suburban Neighbourhood Design Principals • Suburban Investment Strategy

Status/Comment

• Programs/Plans/ Strategies to remain as is

Change • Complete the infrastructure facilities inventory (Department GMs, under the direction of the Strategic Planning Group, City Manager's Office) • Complete the establishment of infrastructure maintenance & repair standards (Department GMs, under direction of the Strategic Planning Group, City Manager's Office) • Complete the infrastructure condition rating system and assign ratings to the existing infrastructure (GMs, under direction of the Strategic Planning Group, City Manager's Office)

@iiionton A Work in Progress - August 21, 1997

IDM-18

Encyclopedia of Policies and Programs

P frptiEdmonton EDNIONIONS.MUNICIPAL.DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • Neighbourhood Improvement Program (NIP) • Special Benefits Bylaw • Facility Conservation Program • Home Base Program • C-200 Financing of Local Improvements • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan • C-211C Community Investment Grants to Organization and Individuals • C-167 Edmonton Parks and Recreation Fees and Charge New • Inventory existing funding sources for both capital construction and repairs & maintenance: property taxes (DMFP), local improvements, developer contributions, user fees, grants (Department GMs under direction of the Strategic Planning Group, CMO) • Examine potential for new and or increased funding: taxes, user fees, developers, grants and sharing governmental revenues (Departmental GMs and Strategic Planning Group, CMO) • Examine the Capital Priority Plan to determine if operating costs are being shown as capital; revise definition if required (Strategic Planning Group, CMO) • Re-examine the Capital Priority Plan's ranking system to determine the appropriate mix between rehabilitating/renewing existing infrastructure and constructing infrastructure for new developments (Strategic Planning Group, CMO) • Independent review of infrastructure repair and maintenance standards (Outside contract under auspices of the Strategic Planning Group, CMO) • Results of the Strategic Planning Office reviews, including any decisions to revise infrastructure servicing standards and infrastructure repair and maintenance standards, are to be subsequently incorporated into the Edmonton Plan.

• Municipal Reserve (MR) Policy • MR Cash in lieu of Policy • MR Policy for DRC's • Infrastructure / Corridor Development Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors

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Encyclopedia of Policies and Programs EDMONIIINS•MUNICIPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE Additional information:

At its July 8, 1997, meeting the Utilities and Public Works Committee approved the following recommendation: "That the Administration develop a strategy, based upon the June 19, 1997 City Manager's Office report ... to deal with the infrastructure of the City of Edmonton and the financing required for it and that this report come back to Council prior to the project review stage of the 1999 capital Budget."

Repairs and Maintenance - funding of repairs and maintenance is part of the larger issue that involves the construction and funding of new infrastructure, as well as the refurbishment and replacement of existing infrastructure.

Sufficient Funding - the question of whether funding is judged "sufficient" is subjective and must take into account the ideas of "affordability" and "willingness to pay." A community must have both the fmancial resources to afford a given level of infrastructure and the public must also be prepared to pay for it.

Infrastructure Service Level and Construction Standards - the type and amount of infrastructure a community decides to build for its new communities, as well as the construction standards to which they are built, has a direct impact on annual repair and maintenance costs.

Repair and maintenance standards - there is a optimum level of repair and maintenance which will give, for a facility, the most advantageous blend of low operating costs and longer useful life. This optimum repair and maintenance level should be established for all civic infrastructure because it is the most economic way to maintain, and eventually replace, facilities.

Condition Rating - for any facility, maintaining and repairing it to the accepted standard should produce a predictable "condition" for the infrastructure. The condition should normally decline over the facility's life until it drops below an acceptable level and the facility is replaced, if funds are available. Performing a condition rating check of existing facilities should disclose whether the maintenance and repair standards have been met and whether remedial action is necessary.

Implications:

The independent review of the repairs and maintenance standards will require funding.

The Terms of Reference for the work requested by the Utilities and Public Works

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Encyclopedia of Policies and Programs

Pe',Di e Edmonton EDMONIONS•MUNICIPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE Committee has not been defmed as of August, 1997 and may also require funding to complete.

The amount of work required to complete all aspects of the infrastructure review is significant and completion by the Summer of 1998 may be difficult depending on the assigned priority and resources.

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Ecinfehtoni

Encyclopedia of Policies and Programs

EDMONITIVS•MUNIaPAL•DEVELOPKINT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Financing Infrastructure (IDM-B): Develop and maintain a comprehensive, long-range financial plan that realistically links all City infrastructure development, upgrading and maintenance plans to the resources required for successful implementation. Ensure the most effective and efficient infrastructure development, operation and maintenance exists in the greater Edmonton area by planning, developing and maintaining it in collaboration with area municipalities.

KEY RESULT #: IDM-B-2 A sufficient level of funding to cover the fully-valued cost of repair and maintenance of existing infrastructure will be in place by fall, 1998.

Existing • Operating budget (Department GMs) • Capital Priorities Plan (Department GMs) • Municipal Government Act (Alberta Government)

•

• • •

• • •

authority to tax & set user fees Council Policy Council Policy incomplete

•

incomplete

•

incomplete

Debt Management Policy (Corporate Services GM) Reserves and surplus policy (Corporate Services GM) Departmental infrastructure asset inventory, (Department GMs) • Departmental infrastructure maintenance & repair standards, (Department GMs) • Departmental infrastructure condition rating system, (Department GMs) • Departmental infrastructure servicing standards for newly developing areas and redeveloping existing neighbourhoods (Department GMs) • Suburban Investment Strategy

Status/Comment

.

• Programs/Plans/ Strategies to remain as is

Change • Complete the infrastructure facilities inventory (Department GMs, under the direction of the Strategic Planning Group, City Manager's Office) • Complete the establishment of infrastructure maintenance & repair standards (Department GMs, under direction of the Strategic Planning Group, City Manager's Office) • Complete the infrastructure condition rating system and assign ratings to the existing infrastructure (GMs, under direction of the Strategic Planning Group, City Manager's Office) • Neighbourhood Improvement Program (NIP)

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IDM-22

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0°Edmonton EMACINIONS.MUNICIPAL*DEVELOPIJENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • Facility Conservation Program • Home Base Program • C-200 Financing of Local Improvements • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan • C-167 Edmonton Parks and Recreation Fees and Charge

New • Inventory existing funding sources for both capital construction and repairs & maintenance: property taxes (DMFP), local improvements, developer contributions, user fees, grants (Department GMs under direction of the Strategic Planning Group, CMG) • Examine potential for new and or increased funding: taxes, user fees, developers, grants and sharing governmental revenues (Departmental GMs and Strategic Planning Group, CMG) • Examine the Capital Priority Plan to determine if operating costs are being shown as capital; revise definition if required (Strategic Planning Group, CMG) • Re-examine the Capital Priority Plan's ranking system to determine the appropriate mix between rehabilitating/renewing existing infrastructure and constructing infrastructure for new developments (Strategic Planning Group, CMG) • Independent review of infrastructure repair and maintenance standards (Outside contract under auspices of the Strategic Planning Group, CMG) Results of the Strategic Planning Office reviews, including any decisions to • revise infrastructure servicing standards and infrastructure repair and maintenance standards, are to be subsequently incorporated into the Edmonton Plan.

• Municipal Reserve (MR) Policy • MR Cash in lieu of Policy • MR Policy for DRC's • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • Infrastructure Funding Strategy (For New Development and Redevelopment) • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community- Community Services Perspective Additional information/implications: As described in IDM-B-1

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r.

Edmonton EDMONTONS•MUNKVAL*DEVELOPNO3NT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Financing Infrastructure (IDM-B): Develop and maintain a comprehensive, long-range financial plan that realistically links all City infrastructure development, upgrading and maintenance plans to the resources required for successful implementation.

Ensure the most effective and efficient infrastructure development, operation and maintenance exists in the greater Edmonton area by planning, developing and maintaining it in collaboration with area municipalities.

KEY RESULT #: IDM-B-3 Edmonton will strive to have an ongoing secure funding source for repair and maintenance of existing infrastructure.

Existing • As described in IDM-B-2

Status/Comment •

,

Change • As described in IDM-B-2 New • As described in IDM-B-2 Additional information/implications: Secure Funding Source - Funding for infrastructure repair and maintenance cannot be made "secure". Funding always depends on the community's ability and willingness to pay and to the service priorities established by successive City Councils as they approve the annual capital and operating budgets. People change, the economy changes, technology changes: these factors, and many more, dictate against the achievement of this particular key result.

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Pfr'4'Edmonton ED1O1O1S.1.1UNICIPAL.DEVELOPMENINPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Financing Infrastructure (IDM-B): Develop and maintain a comprehensive, long-range financial plan that realistically links all City infrastructure development, upgrading and maintenance plans to the resources required for successful implementation.

Ensure the most effective and efficient infrastructure development, operation and maintenance exists in the greater Edmonton area by planning, developing and maintaining it in collaboration with area municipalities.

KEY RESULT #: IDM-B-4 The City of Edmonton will facilitate the development of infrastructure to attract business and industry to locate and expand in the region.

Existing • • • • • • • • • • • • • • • • • • • • • • • • •

C-307 Parkland Utility Installation Policy C412 Lease of Utility Lots, Closed Walkways or Remnant CityOwned Land for Landscape Purposes C-456 Tree Policy C-458A Percent for Art C-467 Conservation of Natural Sites in Edmonton's Table Lands C-468 Surplus School Sites Policy C-109 Joint Use Agreement C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of Recreation Facilities Partnership Agreements EFCL, YMCA, Soccer, etc.

TransAlta Lease Agreement Donations Policy Tree Donations Policy Action On Greening Aquatic Strategy Arena Strategy Edmonton's Suburban Neighbourhood Design Principles Edmonton Social Plan Naturalization Master Plan Parkland Deficiency Guidelines Partners in Parks Program Ribbon of Green Masterplan Site Planning Guidelines for Dual Use of School and Park Sites / Storm Water Management Facilities Strategic Plan for the Special Needs Area Suburban Investment Strategy City Servicing Standards Manual

Status/Comment • Bylaws and policies to remain as is

• Programs/Plans!

Strategies to remain as is

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04°Edmonton EIXAONTONS•MUNICPAL*DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE Change • Capital Composite Programs • Neighbourhood Improvement Program (NIP) • River Valley Bylaw • Special Benefits Bylaw • Facility Conservation Program • Home Base Program • Roadway Landscaping Guidelines • Sportsfield Strategy • C-200 Financing of Local Improvements • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fikal Policy • C-208 Capital Priorities Plan • C-211C Community Investment Grants to Organization and Individuals • C-417 Family and Community Services Program • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups • C-167 Edmonton Parks and Recreation Fees and Charges New • Parks Bylaw • C-410 Land Management Policy/ Land Sales Policy • Top of the Bank Policy • Municipal Reserve (MR) Policy • MR Cash in lieu of Policy • MR Policy for DRC's • Residential Land Servicing Policy and or Guidelines • Roadway / Neighbourhood Beautification Strategy • Update Economic Development Strategy • Business Investment Strategy • City Wide Attractions, Programs and Activities Enhancement Strategy • Infrastructure! Corridor Development Plans • Economic Development Nodes Enhancement Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • Civic Consultation Program and Process

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IDM-26

1019K.

)5,Ectimon orY

°Peetlit/

Encyclopedia of Policies and Programs

EDMONTON'S•MUNICIPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • • • •

City Environmental Affairs and Sustainable Development Plan Community Wellness Programs and Process Infrastructure Funding Strategy (For New Development and Redevelopment) Parks and Open Spaces Development Strategy Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) Targeting Special Needs in the Community - Community Services Perspective Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages)

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oipleao Eamon toP EDMONTONS•MUNIOPAL*DEVELOPMENP.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Financing Infrastructure (IDM-B): Develop and maintain a comprehensive, long-range financial plan that realistically links all City infrastructure development, upgrading and maintenance plans to the resources required for successful implementation.

Ensure the most effective and efficient infrastructure development, operation and maintenance exists in the greater Edmonton area by planning, developing and maintaining it in collaboration with area municipalities.

KEY RESULT #: IDM-B-5 The City will plan for growth based on the most cost-effective City-financed infrastructure corridors, rather than throughout all areas of the City.

Existing • TransAlta Lease Agreement • Major Corridors Policy • Edmonton's Suburban Neighbourhood Design Principles • Ribbon of Green Masterplan • Site Planning Guidelines for Dual Use of School and Park Sites / Storm Water Management Facilities • Suburban Investment Strategy

Status/Comment • Bylaws and policies to remain as is • Programs/Plans/ Strategies to remain as is

Change • Capital Composite Programs • Special Benefits Bylaw • C-200 Financing of Local Improvements • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan New • Parks Bylaw • C-410 Land Management Policy/ Land Sales Policy • Top of the Bank Policy • Municipal Reserve (MR) Policy • MR Cash in lieu of Policy • MR Policy for DRC's • Residential Land Servicing Policy and or Guidelines

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0°Edmonton EDMONIONS•MUNICPAIADEVELOPIAENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • Roadway / Neighbourhood Beautification Strategy • Update Economic Development Strategy • Business Investment Strategy • Infrastructure / Corridor Development Plans • Economic Development Nodes Enhancement Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors • Community Benchmarldng Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community - Community Services Perspective

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IDM-29

Edmonton

Encyclopedia of Policies and Programs

EDMONTONS•MUNICIPAIADEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Financing Infrastructure (IDM-B): Develop and maintain a comprehensive, long-range financial plan that realistically links all City infrastructure development, upgrading and maintenance plans to the resources required for successful implementation.

Ensure the most effective and efficient infrastructure development, operation and maintenance exists in the greater Edmonton area by planning, developing and maintaining it in collaboration with area municipalities.

KEY RESULT #: IDM-B-6 The public will have access to accurate information in order to understand the full costs and benefits of infrastructure.

Existing

Status/Comment

• • • • • •

• • • •

• • • • • • • •

Operating budget (Departmental GMs) Capital Priorities Plan (Departmental GMs) Financial statements (Corporate Services GM) C-109 Joint Use Agreement C-110 City/Community League Relations C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities Partnership Agreements EFCL, YMCA, Soccer, etc.

Benefits Based Recreation Guide Book CSA Guidelines Design Guidelines for a Safer City Edmonton Social Plan Partners in Parks Program Strategic Plan for the Special Needs Area Suburban Investment Strategy

annual annual annual Bylaws and polices to remain as is

• Programs/Plans/ Strategies to remain as is

Change • • • • • • • • • •

Special Benefits Bylaw EFCL Minimum Level Service Guidelines Home Base Program C-200 Financing of Local Improvements C-201 City Reserves and Surplus Accounts C-203 Debt Management Fiscal Policy C-208 Capital Priorities Plan C-211C Community Investment Grants to Organization and Individuals C-417 Family and Community Services Program C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups

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Peet*fiEdmonton EDMONTONS•MUNICIPAL*DEVELAPIENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE New • Update Economic Development Strategy • Business Investment Strategy • Employment Strategies for the Disadvantaged • Training Programs for Unemployed Youth • City Wide Attractions, Programs and Activities Enhancement Strategy • Civic Consultation Program and Process • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community - Community Services Perspective • Accessibility to City Service-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages) Additional information/implications: Accurate information - this key result was the direct consequence of the comment that the City should build infrastructure at cost and not earn a profit which could then be used to subsidize other civic operations. Demonstrating that the City is not building a profit into infrastructure costs is not something that can be done through the numbers presented in the annual budgets and the annual financial statements. Perhaps, however, it could be stated as a budgeting principle.

The Capital Priorities Plan discloses, in detail, the infrastructure costs by project, along with detailed descriptions, justifications and the effects on departmental operations. It is difficult to see how this public document could be changed to better achieve this particular key result.

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P6°Edmonton EDMONTCPIS•MUNICIPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-C

Movement of People and Goods: Ensure that an improved, integrated transportation system facilitates the safe, effective, sustainable, and efficient movement of goods and people throughout the City and beyond, while appropriately accounting for community concerns.

Key Result IDM-C-1

The Transportation Master Plan will be completed and the desired results integrated into Plan Edmonton.

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1)1°Ectifionton EDMONTONS.MUNICIPAL•DEVELAPMENT•PIAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Movement of People and Goods (IDM-C): Ensure that an improved, integrated transportation system facilitates the safe, effective, sustainable, and efficient movement of goods and people throughout the City and beyond, while appropriately accounting for community concerns.

KEY RESULT #: IDM-C-1 The Transportation Master Plan will be completed and the desired results integrated into Plan Edmonton.

Existing • The City's current Transportation Plan is reflected in Transportation System Bylaw 6707, as amended. It has been the City's practice to ensure that the policies of the Transportation Plan and the policies of the General Municipal Plan are consistent. On a day to day basis all transportation planning and land development proposals are vetted against the existing GMP and Transportation Plan to ensure compliance.

• C412 Lease of Utility Lots, Closed Walkways or Remnant CityOwned Land for Landscape Purposes • C-109 Joint Use Agreement • C-110 City/Community League Relations • Trans. Alta. Lease Agreement • Major Corridors Policy • Walkway Right of Way Policy • Screen Fence Policy • Action On Greening • Design Guidelines for a Safer City • Edmonton's Suburban Neighbourhood Design Principles • Edmonton Social Plan • Naturalization Master Plan • Ribbon of Green Masterplan • Site Planning Guidelines for Dual Use of School and Park Sites / Storm Water Management Facilities • Strategic Plan for the Special Needs Area • Suburban Investment Strategy

Status/Comment

•

Bylaws and polices to remain as is

, • Programs/Plans/ Strategies to remain as is

Change • The existing Transportation System Bylaw will be replaced with an amended bylaw which reflects the Council approved Transportation Master Plan. ( The

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Pei a' 'Edmonton IlDbfONICN'S•MUNICPALADEVELOPIONT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE Transportation and Streets Department will be responsible for the required approval process, while the Planning and Development Department will be responsible for integrating the TMP policies into Plan Edmonton). The Transportation Master Plan is scheduled for completion in December 1997, with the recommended Plan and a revised Transportation System Bylaw scheduled for a statutory public hearing in January, 1998.

• A series of other policies/practices may need to be changed in conjunction with the TMP to permit the recommendations of the Master Plan to be carried out.

Notable amongst them is the Debt Management Fiscal Policy and the Land Management Policy. See the attached tables for the full list.

• Land Use Bylaw • Neighbourhood Improvement Program (NIP) • River Valley Bylaw • Roadway Landscaping Guidelines • C-201 City Reserves and Surplus Accounts • C-208 Capital Priorities Plan New • The main policies and objectives of the Transportation Master Plan will be incorporated into Plan Edmonton and the related Municipal Development Plan Bylaw. ( The Planning and Development Department will be responsible for integrating the TMP into Plan Edmonton and the related bylaw) • THE FOLLOWING TO BE CONSISTENT WITH THE TRANSPORTATION MASTER PLAN • Top of the Bank Policy • Residential Land Servicing Policy and or Guidelines • Roadway / Neighbourhood Beautification Strategy • Update Economic Development Strategy • Business Investment Strategy • Infrastructure / Corridor Development Plans • Economic Development Nodes Enhancement Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • City Environmental Affairs and Sustainable Development Plan • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors

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P frer'Edmonton EDMONTONSRMLINICRAL•DEVELOPMEINT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • •

Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) Targeting Special Needs in the Community - Community Services Perspective

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P6°Edit715118Y EINLONTONS•MUNICIPAL•DEVELOPMENMPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-D

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

Key Results IDM-D-1

Edmonton will be a Green City because people will ensure: •

the Environmental Strategic Plan including a State of the Environment report will be integrated into Plan Edmonton by 2000;

•

the integration of plans such as neighbourhood design, transportation and municipal development plans, with our green environment having significant priority; and,

•

the Capital Priorities Plan will have a review process which places greater weight on the environment (e.g., tree replacement rather than highway improvement).

IDM-D-2

Air The Edmonton Region will adopt, achieve and maintain the highest achievable air quality standard.

IDM-D-3

Water The Edmonton Region, mobilized by efforts to develop the City of Edmonton, will develop a "State of the River" report, will define a measurable, achievable river quality standard, and will define and achieve new, seasonally-based river water quality targets.

IDM-D-4

Land: The river valley, natural areas and habitats within the City and the Region will be protected. Green corridors will be developed in areas currently lacking access to the River Valley and existing natural areas.

IDM-D-5

The people of the City and the Region will be knowledgeable and understanding of City initiatives and policies about the quality of our environment.

IDM-D-6

A regional growth strategy will minimize the undesirable effects of urban sprawl.

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"Pwfarrier

,T" t 91:1

ECIMONTCNS•MTJNICIPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Protection of the Natural Environment (IDM-D): Develop an integrated environmental protection strategy designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces.

KEY RESULT #: IDM-D-1 Edmonton will be a Green City because people will ensure: •

the Environmental Strategic Plan including a State of the Environment report will be integrated into Plan Edmonton by 2000;

•

the integration of plans such as neighbourhood design, transportation and municipal development plans, with our green environment having significant priority; and,

•

the Capital Priorities Plan will have a review process which places greater weight on the environment (e.g., tree replacement rather than highway improvement).

Existing • Environmental Advisory Committee (Citizens & Experts) is in place to help with development of an Environmental Strategic Plan for the City of Edmonton (Office of the Environment).

• Recommendations from the River Water Quality Task Force (RWQTF) report include reviewing the CPP process with respect to increasing weighting for projects with environmental benefits (Office of the Environment).

• Boulevard Bylaw • Cemetery Bylaw • Accessibility Policy • C-307 Parkland Utility Installation Policy • C412 Lease of Utility Lots, Closed Walkways or Remnant City-Owned Land for Landscape Purposes • C-456 Tree Policy • C-458A Percent for Art • C-459 Statuary Policy • C-467 Conservation of Natural Sites in Edmonton's Table Lands • C-468 Surplus School Sites Policy

Status/Comment • Environmental Strategic Plan in discussion stage.

• RWQTF report to Council in the Fall, 1997.

• Bylaws and policies to remain as is

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dmonton

EDMO11ONS•11UNICIPAIADEVELOTIENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • • • • • • • • • • • • • • •

C-109 Joint Use Agreement C-110 City/Community League Relations C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of Recreation Facilities Partnership Agreements EFCL, YMCA, Soccer, etc.

Trans. Alta. Lease Agreement Donations Policy Major Corridors Policy Tree Donations Policy Walkway Right of Way Policy • Programs/Plans/ Action On Greening Strategies to Commemorative Tree Planting Guide Book remain as is Edmonton's Suburban Neighbourhood Design Principals Naturalization Master Plan Parkland Deficiency Guidelines Partners in Parks Program Ribbon of Green Masterplan Site Planning Guidelines for Dual Use of School and Park Sites / Storm Water Management Facilities Suburban Investment Strategy GMP policy 5.A.4: Encourage the identification, appreciation and incorporation of the natural environment in the development process.

Change • Specific timelines for development, implementation and integration with other planning processes of the Environmental Strategic Plan including the State of the Environment Report to meet the year 2000 target need to be determined.

• Land Use Bylaw • Contaminated Sites Guidelines • Capital Composite Programs • Neighbourhood Improvement Program (NIP) • River Valley Bylaw • Weed Control Bylaw • Special Benefits Bylaw • EFCL Minimum Level Service Guidelines • Home Base Program

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0

Edmonton

EDMONIONS•IfUNICIPAL*DEVELOPIANI•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • • •

Roadway Landscaping Guidelines Servicing Standards Manual Sportsfield Strategy C-200 Financing of Local Improvements C-201 City Reserves and Surplus Accounts C-203 Debt Management Fiscal Policy C-208 Capital Priorities Plan

New • Parks Bylaw • C-410 Land Management Policy / Land Sales Policy • Top of the Bank Policy • Encroachment Policy on Parkland • Municipal Reserve (MR) Policy • MR Cash in lieu of Policy • MR Policy for DRC's • Roadway / Neighbourhood Beautification Strategy • Update Economic Development Strategy • Business Investment Strategy • Infrastructure / Corridor Development Plans • Economic Development Nodes Enhancement Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery)

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PlasEdmonton EDMONTONSWUNICIPAL•DEVELOPIANr•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Protection of the Natural Environment (IDM-D): Develop an integrated environmental protection strategy designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces.

KEY RESULT #: IDM-D-2 Air The Edmonton Region will adopt, achieve and maintain the highest achievable air quality standard.

Existing

Status/Comment

•

•

•

• •

•

• • • • • • • • • • • • • •

Overall jurisdiction for air quality and environmental protection is a provincial responsibility. , There are currently no local air quality standards in place, although air quality is monitored at a handful of sites within the city by Alberta Environment. There are a number of industrial and vehicle emission standards in place through federal and/or provincial legislation covering both industrial and vehicular air emissions.

A number of environmental indicators are measured by various City departments, other levels of government and other agencies.

Preliminary discussion on a State of the Environment report which will include environmental indicators for Edmonton has occurred (Office of the Environment).

A strategy for reducing greenhouse gas emissions is currently being prepared (Office of the Environment), Boulevard Bylaw Cemetery Bylaw C412 Lease of Utility Lots, Closed Walkways or Remnant CityOwned Land for Landscape Purposes C-456 Tree Policy C-467 Conservation of Natural Sites in Edmonton's Table Lands C-468 Surplus School Sites Policy C-109 Joint Use Agreement Trans. Alta. Lease Agreement Donations Policy Major Corridors Policy Tree Donations Policy Action On Greening Naturalization Master Plan Ribbon of Green Masterplan

See PG-A-10

•

Report to Council for consideration this Fall • Bylaws and policies to remain as is

• Programs/Plans/ Strategies to remain as is

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P6°Edmonton PDMONIONSWUNICEPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE •

Site Planning Guidelines for Dual Use of School and Park Sites / Storm Water Management Facilities

Change • Stakeholder developed air quality targets need to be determined and agreed upon.

• Land Use Bylaw • Contaminated Sites Guidelines • River Valley Bylaw • Roadway Landscaping Guidelines New • Superior legislation must change to permit the City to regulate air quality.

• Edmonton could adopt policies which strive to reduce emissions which may adversely affect air quality. The City has no legislative authority in this regard, nor does it have control over the practices of its regional neighbours. An inventory of local and regional emissions must be developed as a prerequisite to any air quality standards.

• Additional air quality monitoring sites need to be installed to measure existing and future changes in air quality.

• The City will need to continue to work with the Province of Alberta and its regional neighbours to ensure that actions and legislation evolve towards protection of the Edmonton region's air quality.

• The City could adopt stringent land use and transportation policies and regulations aimed at improving energy efficiency and reducing fossil fuel consumption. Such regulations will invariably conflict with some of the other strategic priorities.VVhere the City does not have the legislative authority to effect such policies, the City could pursue these changes through administrative or political representations to senior levels of government.

• See the attached table for a full list of items affected by this key result and need to change to realise the result.

• Roadway / Neighbourhood Beautification Strategy • City Environmental Affairs and Sustainable Development Plan • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors

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IDM-41

Encyclopedia of Policies and Programs EDNIONIONS•MUN1CIPAL•DEVELOPIONr•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Protection of the Natural Environment (IDM-D): Develop an integrated environmental protection strategy designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces.

KEY RESULT #: IDM-D-3 Water The Edmonton Region, mobilized by efforts to develop the City of Edmonton, will develop a "State of the River" report, will define a measurable, achievable river quality standard, and will define and achieve new, seasonally-based river water quality targets.

Existing • A River Water Quality Task Force has developed a report giving strategic direction for improvement in North Saskatchewan River water quality.

• Recommendations from this report include development of a shared database on river water quality, risk based water quality indicators, and an integrated plan for improving river water quality.

• Alberta Environmental Protection reports annually on the "State of the River" through a water quality index.

• C-467 Conservation of Natural Sites in Edmonton's Table Lands • C-468 Surplus School Sites Policy • C-109 Joint Use Agreement • Action On Greening • Edmonton's Suburban Neighbourhood Design Principles • Naturalization Master Plan • Ribbon of Green Masterplan • Site Planning Guidelines for Dual Use of School and Park Sites / Storm Water Management Facilities • Suburban Investment Strategy • GMP policies 6.B.3: "Ensure that development within the City of Edmonton boundaries is consistent with the protection of the North Saskatchewan River as Edmonton's and other downstream users' sole source of drinking water," and 6.B.4: "participate with other municipalities and the Province to ensure that developments outside Edmonton's boundaries are consistent with protecting the North Saskatchewan River as Edmonton's sole source of drinking water."

Status/Comment • Strategy yet to go to Council for approval.

• Bylaws and polices to remain as is .

• Programs/Plans/ Strategies to remain as is

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"P'Edmonton EDIMONIONS•MUNKTPAIADEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE

Change • Land Use Bylaw • Contaminated Sites Guidelines • River Valley Bylaw

New • Parks Bylaw • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Infrastructure Funding Strategy (For New Development and Redevelopment • Parks and Open Spaces Development Strategy • Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors

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P frc/fitirnontON EDMONIONS.MUNIaPAIADEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Protection of the Natural Environment (IDM-D): Develop an integrated environmental protection strategy designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces.

KEY RESULT #: IDM-D-4 Land: The river valley, natural areas and habitats within the City and the Region will be protected.

Green corridors will be developed in areas currently lacking access to the River Valley and existing natural areas.

Existing • Boulevard Bylaw , • Accessibility Policy • C-412 Lease of Utility Lots, Closed Walkways or Remnant City-Owned Land for Landscape Purposes • C-467 Conservation of Natural Sites in Edmonton's Table Lands • C-468 Surplus School Sites Policy • C-109 Joint Use Agreement • TransAlta Lease Agreement • Major Corridors Policy • Walkway Right of Way Policy • Action On Greening • Edmonton's Suburban Neighbourhood Design Principals • Naturalization Master Plan • Ribbon of Green Masterplan • Site Planning Guidelines for Dual Use of School and Park Sites! Storm Water Management Facilities • Suburban Investment Strategy

Status/Comment • Bylaws and polices to remain as is

• Programs/Plans/ Strategies to remain as,is

Change • Land Use Bylaw • River Valley Bylaw New • Parks Bylaw • C-410 Land Management Policy / Land Sales Policy • Top of the Bank Policy @ThE

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1)ea Edmonton EDMONTONS•MUNIOPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • Municipal Reserve (MR) Policy • MR Cash in lieu of Policy • MR Policy for DRC's • Infrastructure / Corridor Development Plans • Integrated Facility Development Plan ( Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • City Environmental Affairs and Sustainable Development Plan • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors

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PfrcifiEdmon ton EDMONTCNS•MUNICIPAL•DEVELOPMINT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Protection of the Natural Environment (IDM-D): Develop an integrated environmental protection strategy designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces.

KEY RESULT #: IDM-D-5 The people of the City and the Region will be knowledgeable and understanding of City initiatives and policies about the quality of our environment.

Existing • A variety of communication initiatives on environmental issues, initiatives and policies have undertaken on a project by project basis although there has been no coordinated City strategy (various departments).

• Office of the Environment has developed lists of City's environmental initiatives on a project basis (e.g. Greenhouse gas emission reduction strategy)

Status/Comment

Change • Development of a State of the Environment Report for Edmonton would require a strong communication component.

New • Community Wellness Programs and Process • Targeting Special Needs in the Community - Community Services Perspective •

Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkage)

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icfrnonton

EDMONIONS•MUNICIPAIADEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Protection of the Natural Environment (IDM-D): Develop an integrated environmental protection strategy designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces.

KEY RESULT #: IDM-D-6 Regional growth strategy will minimize the undesirable effects of urban sprawl.

Existing • C-467 Conservation of Natural Sites in Edmonton's Table Lands • C-468 Surplus School Sites Policy • C-109 Joint Use Agreement • Action On Greening • Aquatic Strategy • Arena Strategy • Edmonton's Suburban Neighbourhood Design Principals • Edmonton Social Plan • Naturalization Master Plan • Ribbon of Green Masterplan • Site Planning Guidelines for Dual Use of School and Park Sites! Storm Water Management Facilities • Strategic Plan for the Special Needs Area • Suburban Investment Strategy

Status/Comment • Bylaws and policies to remain as is • Programs/Plans/ Strategies to remain as is

Change • •

Sportsfield Strategy C-417 Family and Community Services Program

New • City Wide Attractions, Programs and Activities Enhancement Strategy • • • • • •

Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) City Environmental Affairs and Sustainable Development Plan Infrastructure Funding Strategy (For New Development and Redevelopment) Parks and Open Spaces Development Strategy Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors

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Edmonton

EDhIONTONSAIUNICIPAL•DEVELOPMENNPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-E

Public Health and Safety Infrastructure: Ensure that the greater Edmonton area infrastructure is developed and maintained in a manner which provides for high levels of public health and safety, now and in the long-term.

Key Results IDM-E-1

Public health and safety concerns will be given high priority when assessing changes in servicing standards and environmental impacts.

IDM-E-2

Edmonton will meet or exceed standards set by senior levels of government in design, maintenance and operation of infrastructure.

IDM-E-3

Edmonton will be aware of and proactive in addressing emerging health risks and demographic shifts.

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Pe44:Ecifitetbn EDMONIC615.1.1UNIC1PAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Public Health and Safety Infrastructure (IDM-E): Ensure that the greater Edmonton area infrastructure is developed and maintained in a manner which provides for high levels of public health and safety now and in the long-term.

KEY RESULT #: IDM-E-1 Public health and safety concerns will be given high priority when assessing changes in servicing standards and environmental impacts.

Existing • River Water Quality Task Force report has recommended that a risk based approach be used for development of water , quality indicators.

• The development of an Environmental Management System (EMS) for City operations continues (Environmental Steering Committee).

• The Medical Officer of Health is consulted on environmental impacts.

• The Capital Health Authority should be consulted on changes in servicing standards.

• The Municipal Advisory Committee brings together the Mayors of Edmonton, Strathcona and St. Albert.

• Cemetery Bylaw • C-467 Conservation of Natural Sites in Edmonton's Table Lands • C-468 Surplus School Sites Policy • C-109 Joint Use Agreement • C-110 City/Community League Relations • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of Recreation Facilities • Partnership Agreements EFCL, YMCA, Soccer, etc.

• Trans. Alta. Lease Agreement • Tree Donations Policy • Action On Greening • Aquatic Strategy • Arena Strategy • Benefits Based Recreation Guide Book • CPTED Criteria • CSA Guidelines • Design Guidelines for a Safer City

Status/Comment • Report to be considered by Council this Fall.

• Bylaws and policies to remain as is

• Programs/Plans/ Strategies to remain as is

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044'Edmonton EDMONTONS•MUNIC/PAL*DEVELOPMENNPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • Edmonton's Suburban Neighbourhood Design Principles • Edmonton Social Plan • Naturalization Master Plan • Partners in Parks Program • Ribbon of Green Masterplan • Site Planning Guidelines for Dual Use of School and Park Sites / Storm Water Management Facilities • Strategic Plan for the Special Needs Area • Suburban Investment Strategy Change • More integration and consultafion between municipalities and the Capital Health Authority are needed.

• Land Use Bylaw • Contaminated Sites Guidelines • Capital Composite Programs • River Valley Bylaw • Weed Control Bylaw • EFCL Minimum Level Service Guidelines • Facility Conservation Program • Home Base Program • Roadway Landscaping Guidelines • Servicing Standards Manual • Sportsfield Strategy • C-200 Financing of Local Improvements • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan • C-211C Community Investment Grants to Organization and Individuals • C-417 Family and Community Services Program • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups

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Ectmoriton EDMO4IONS4IUNICIAL*DEVELOPIO4I1PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE New • Parks Bylaw • Residential Land Servicing Policy and or Guidelines • Roadway / Neighbourhood Beautification Strategy • Employment Strategies for the Disadvantaged • Training Programs for Unemployed Youth • City Wide Attractions, Programs and Activities Enhancement Strategy • Infrastructure / Corridor Development Plans • Economic Development Nodes Enhancement Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • Civic Consultation Program and Process • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors • Community Benchmarlcing Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community - Community Services Perspective

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Peet44/Ecimontoli EDI4N7DN'S.MUNICIPAL.DEVELOPIENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Public Health and Safety Infrastructure (IDM-E): Ensure that the greater Edmonton area infrastructure is developed and maintained in a manner which provides for high levels of public health and safety now and in the long-term.

KEY RESULT #: IDM-E-2 Edmonton will meet or exceed standards set by senior levels of government in design, maintenance and operation of infrastructure.

Existing Status/Comment • C-468 Surplus School Sites Policy • Bylaws and • C-109 Joint Use Agreement polices to remain • C-187 Agreements with Non-Profit Organizations for the Coas is operative Operation of Recreation Facilities • Partnership Agreements EFCL, YMCA, Soccer, etc.

• TransAlta Lease Agreement • Action On Greening • Programs/Plans/ • Aquatic Strategy Strategies to remain as is • Arena Strategy • Benefits Based Recreation Guide Book • Edmonton Social Plan • Naturalization Master Plan • Parkland Deficiency Guidelines • Parkland lighting Criteria • Partners in Parks Program • Ribbon of Green Masterplan .

• Site Planning Guidelines for Dual Use of School and Park Sites/ Storm Water Management Facilities • Strategic Plan for the Special Needs Area • Suburban Investment Strategy Change • Contaminated Sites Guidelines • Capital Composite Programs • Neighbourhood Improvement Program (NIP) • Weed Control Bylaw • EFCL Minimum Level Service Guidelines • Facility Conservation Program • Home Base Program

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Pe°4:Edmonton EMIONTON'S•MUNICIPAL•DEVELOPMENT.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • •

Roadway Landscaping Guidelines Servicing Standards Manual Sportsfield Strategy C-211C Community Investment Grants to Organization and Individuals C-417 Family and Community Services Program C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups

New • City Wide Attractions, Programs and Activities Enhancement Strategy • Infrastructure / Corridor Development Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Reinvestment Strategy for Mature Neighbourhoods (Community Development and Infrastructure Plans) • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community- Community Services Perspective

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-1)fritt' Eciebfitoen EDMONPONS*MUNICIPAL*DEVELOPIANT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY Public Health and Safety Infrastructure (IDM-E): Ensure that the greater Edmonton area infrastructure is developed and maintained in a manner which provides for high levels of public health and safety now and in the long-term.

KEY RESULT #: IDM-E-3 Edmonton will be aware of and proactive in addressing emerging health risks and demographic shifts.

Existing Status/Comment • C-110 City/Community League Relations • Bylaws and • C-187 Agreements with Non-Profit Organizations for the Copolicies to remain operative Operation of recreation Facilities as is • Partnership Agreements EFCL, YMCA, Soccer, etc.

• Aquatic Strategy • Programs/Plans/ • Arena Strategy Strategies to • Benefits Based Recreation Guide Book remain as is • Design Guidelines for a Safer City • Edmonton's Suburban Neighbourhood Design Principles • Edmonton Social Plan • Partners in Parks Program • Strategic Plan for the Special Needs Area • The Capital Health Status report is sent to all Mayors and Councillors

Change • C-435 The Identification and Acquisition of Land for Social Housing • C-438 Social Housing Capital and Operating Subsidy Grants • Weed Control Bylaw • Sportsfield Strategy • C-211C Community Investment Grants to Organization and Individuals • C-417 Family and Community Services Program • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups • More integration with the Capital Health Authority at staff level is needed.

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914,:Edmonton EDMONTON'S•MUNICIPAL•DEVEL.OPIZENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE New • Business Investment Strategy • Employment Strategies for the Disadvantaged • Training Programs for Unemployed Youth • City Wide Attractions, Programs and Activities Enhancement Strategy • Civic Consultation Program and Process • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community - Community Services Perspective • Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages)

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Pe4sidmohtoh EDMONIONS•MUNIaPAL•DEVELOPUENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-F

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

Key Results IDM-F-1

Waste collection, management and disposal will remain the responsibility of the local municipal authorities in the Region.

IDM-F-2

The City of Edmonton will continue to regulate waste disposal user fees.

IDM-F-3

A flat rate user fee system for all users will be based on the cost of providing the service.

IDM-F-4

A target date will be set for commissioning of the new waste management facility.

IDM-F-5

The user pay system will replace hidden property tax "fees", thereby increasing awareness of waste management costs and fees, by the year 2000.

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peofiEdmonton EDMONIONS•MUNICIPAIADEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Waste Disposal Infrastructure (IDM-F): Achieve the objectives of the approved City of Edmonton's Thirty Year Waste Management Strategic Plan.

KEY RESULT #: IDM-F-1 Waste collection, management and disposal will remain the responsibility of the local municipal authorities in the Region.

Existing • Section 7 of the MGA establishes the municipality's responsibility to ensure that adequate waste management services are available in the community.

• The mission statement as stated in the Waste Management Strategic Plan is: "To provide waste management services for the City of Edmonton with due regard to preservation of resources, the protection of the environment and the financial capabilities of the City."

Status/Comment

• C-467 Conservation of Natural Sites in Edmonton's Table Lands

• Bylaws and policies to remain as is • Programs/Plans Strategies to remain as is

• Design Guidelines for a Safer City • Edmonton's Suburban Neighbourhood Design Principals • Edmonton Social Plan • Naturalization Master Plan • Suburban Investment Strategy

•

Change • Land Use Bylaw • Contaminated Sites Guidelines • Servicing Standards Manual New • Parks Bylaw • C-410 Land Management Policy / Land Sales Policy • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Community Wellness Programs and Process

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Pe6QffEcimonton EDMONTONS0MUNICWAL•DEVELOPIAENIMPIAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • •

Infrastructure Funding Strategy (For New Development and Redevelopment) Parks and Open Spaces Development Strategy Regional Development Strategy - Parks, Open Spaces, River Valley, Highways and Utility Corridors

Additional information/implications: •

The Waste Management Strategic Plan is the total system concept that integrates all of the components of waste management in the most effective manner to satisfy four basic objectives: control inevitable future cost increases, secure a new waste management facility, resolve an inequity of service with multifamily residents and to meet national waste reduction targets.

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PfrQiidmonton EDMONTON'S•MUNICEPAL•DEVELOPLIENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Waste Disposal Infrastructure (IDM-F): Achieve the objectives of the approved City of Edmonton's Thirty Year Waste Management Strategic Plan.

KEY RESULT #: IDM-F-2 The City of Edmonton will continue to regulate waste disposal user fees.

Existing

Status/Comment

•

Section 7 of the MGA establishes the municipality's responsibility to ensure that adequate waste management services are available in the community.

• The City can set fees for services it provides, and does so through Bylaw 6903, the Solid Waste Bylaw. Rates are stabilized over 5 year periods.

• C-110 City/Community League Relations

• Bylaws and policies to remain as is

Change • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan New

Additional information/implications:

•

Due to the July 22, 1997 AEUB ruling, the means of establishing the fees to be collected from multi-family complexes must be changed, requiring a change to Bylaw 6903. This is an administrative change; and does not limit the City's ability to collect fees, only changing the billing method with which fees are collected.

• The City's ability to regulate waste disposal fees is limited to its ability to set fees for municipal services, which are available to the residential sectors only, and to set fees for general disposal at the City's landfill. Individuals and businesses not having access to municipal services must either haul their own waste or pay collection companies fees as set by a private agreement.

• City Council has not approved the entry of the City into the commercial waste collection business and therefore has no authority in the regulation of these fees.

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Ectmontoht EDMCWTONS*ISUNICIPAIADEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Waste Disposal Infrastructure (IDM-F): Achieve the objectives of the approved City of Edmonton's Thirty Year Waste Management Strategic Plan.

KEY RESULT #: IDM-F-3 A flat rate user fee system for all users will be based on the cost of providing the service.

Status/Comment

Existing • • • • • • • • • • • • •

City Council approved a new financing system on July 12, 1994.

Bylaw No. 11015 (an amendment to Bylaw 6903) was approved on May 9, 1995.

The new financing system was implemented in June 1995 Cemetery Bylaw • Bylaws and C-438 Social Housing Capital and Operating Subsidy Grants policies to remain C-110 City/Community League Relations as is C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of Recreation Facilities • Programs/Plans/ Partnership Agreements EFCL, YMCA, Soccer, etc.

Aquatic Strategy Strategies to Arena Strategy remain as is Benefits Based Recreation Guide Book Edmonton Social Plan ,

Change • • • • • • • •

EFCL Minimum Level Service Guidelines Home Base Program Sportsfield Strategy C-201 City Reserves and Surplus Accounts C-211C Community Investment Grants to Organization and Individuals C-417 Family and Community Services Program C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups C-167 Edmonton Parks and Recreation Fees and Charge

New • • • •

City Wide Attractions, Programs and Activities Enhancement Strategy Civic Consultation Program and Process Community Wellness Programs and Process Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery)

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0

Edmonton

EDMONIONS•MUNICEAL•DEVELOPIZENrePLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • •

Targeting Special Needs in the Community - Community Services Perspective Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages)

Additional information/implications: •

The flat rate user fee system is in place and is based on the cost of providing the service.

•

Due to the July 22, 1997 AEUB ruling, the means of establishing the fees to be collected from multi-family complexes must be changed, requiring a change to Bylaw 6903. This is an administrative change; and does not limit the City's ability to collect fees, only changing the billing method with which fees are collected.

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Edmonton

EDVICNICKS.MUNICIPAL•DEVELOPMENT.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Waste Disposal Infrastructure (IDM-F): Achieve the objectives of the approved City of Edmonton's Thirty Year Waste Management Strategic Plan.

KEY RESULT #: IDM-F-4 A target date will be set for commissioning of the new waste management facility.

Existing Status/Comment • The key components of the Cloverbar Waste Management Centre, the compost plant and recycling plant, are to be commissioned by December 31, 1999.

• Bylaw 6903, the Solid Waste Bylaw, and its amendments establish the City's control ,of waste streams which will feed the plants and establish the required rate structure to finance the facilities. (A.B. Maurer) • Strategy to remain • Suburban Investment Strategy as is Change • Land Use Bylaw • Contaminated Sites Guidelines • Capital Composite Programs • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan New • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Civic Consultation Program and Process • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Infrastructure Funding Strategy (For New Development and Redevelopment) Additional information/implications: •

Due to the July 22, 1997 AEUB ruling, the means of establishing the fees to be collected from multi-family complexes must be changed, requiring a change to Bylaw 6903. This is an administrative change; the facilities will proceed irrespective of the details of the fee structure.

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04'4'Edmonton EDMONIONS.MUNICWALADEVELOPMENT•PLAW

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • •

With the startup of the new facilities, an aggressive communications program is required to educate citizens about the new facilities, the related changes to the waste collection system, and the responsibilities of citizens in setting out waste.

The new collection system will ultimately evolve to a hybrid system collecting waste and recyclables in one truck, requiring staged replacement of the current fleet over a number of years. Waste collection contractors will change their fleets as well.

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04'4/Edmonton EDMONMNS•MUNICIPALONVELOPMEIVT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Waste Disposal Infrastructure (IDM-F): Achieve the objectives of the approved City of Edmonton's Thirty Year Waste Management Strategic Plan.

KEY RESULT #: IDM-F-5 The user pay system will replace hidden property tax "fees", thereby increasing awareness of waste management costs and fees, by the year 2000.

Existing Status/Comment • City Council approved a new financing system on July 12, 1994.

• Community related services are still funded by property taxes and disposal related services are funded by the monthly user fee.

• Bylaw No. 11015 (an amendment to Bylaw 6903) was approved on May 9, 1995.

• The new financing system was implemented in June of 1995.

• Strategy to remain • Suburban Investment Strategy as is Change • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan New

•

Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management)

Additional information/implications: •

Due to the July 22, 1997 AEUB ruling, the means of establishing the fees to be collected from multi-family complexes must be changed, requiring a change to Bylaw 6903. This is an administrative change; and does not limit the City's ability to collect fees, only changing the way the assessment is calculated.

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Edmofton EDMONIONSOAUNICCPAL•DEVELOPMENI•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-G

Communications Infrastructure: Use advanced technology to deliver City services more effectively; and influence and facilitate the development by the private sector of a networked, "smart" City.

Key Results I DM-G-1

The City of Edmonton will be a leader in developing and utilizing communications technology by 2000 and will provide City operations and services electronically wherever appropriate.

IDM-G-2

The City of Edmonton will host a "Connecting the greater Edmonton area" conference to foster discussion and action between all the key players by fall, 1998.

I DM-G-3

Guidelines for timely access and proprietary rights to City "rights-of-way" and other "public land" will be developed and implemented in conjunction with a defined group of key players by fall, 1998.

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0°‘/Edmonton EDMONION'S•MLINIC/PAL*DEVELOPFANMPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Communications Infrastructure (IDM-G): Use advanced technology to deliver City services more effectively; and influence and facilitate the development by the private sector of a networked, "smart" City.

KEY RESULT #: IDM-G-1 The City of Edmonton will be a leader in developing and utilizing communications technology by 2000 and will provide City operations and services electronically wherever appropriate.

Existing Status/Comment • EDE Business Plan, Emerging Industries, Objective #1: "Build and foster knowledge-based and innovative industry sectors that have the greatest 'potential for development: healthcare products and services, biotechnology, multi-media and software, electronics, aerospace, telecommunications and agri-food."

• EDE Business Plan, Emerging Industries, Objective #2(b): "Attract investment to further develop the commercialization of technology."

• Existing city initiatives include: corporate computer plan • Strategy to remain and database communications network; intern& home page; as is winter cities; Business Attraction Information System; cooperation with TELUS on multimedia trial.

• Suburban Investment Strategy Change • Would require direction and budget from Council to have all departments adopt this as a principal.

• Changes would be required to achieve tighter interconnectivity between networks with quasi-public boards (Library, Northlands, etc.); interconnectivity with business.

• C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan New • Update Economic Development Strategy • Business Investment Strategy • Economic Development Nodes Enhancement Plans

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P fr 'Edmonton EDMONMITS•MUNICIPAL*DEVELOPMENT.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE •

Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Infrastructure Funding Strategy (For New Development and Redevelopment) • A corporate wide business plan for automation; a city project manager to meet all departments' and public's needs; ensure security of existing databases is maintained; develop one stop shop for information; submit applications and permit requests on the internet.

• City Council's Smart City initiative • Develop a one stop shop for information on City programs and policies.

• Parks and Open Spaces Development Strategy

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P6°Ecimont6rh EDMONIMIS•MUNICIPAL*DEVELOPIVINT•PIAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Communications Infrastructure (IDM-G): Use advanced technology to deliver City services more effectively; and influence and facilitate the development by the private sector of a networked, "smart" City.

KEY RESULT #: IDM-G-2 The City of Edmonton will host a "Connecting the greater Edmonton area" conference to foster discussion and action between all the key players by fall, 1998.

Existing Status/Comment • EDE Business Plan, Emerging Industries, Objective #1: "Build and foster knowledge-based and innovative industry sectors that have the greatest-potential for development: healthcare products and services, biotechnology, multi-media and software, electronics, aerospace, telecommunications and agri-food."

• EDE Business Plan, Emerging Industries, Objective #2(b): "Attract investment to further develop the commercialization of technology."

Change • Given the resources, EDE could consider taking the lead in hosting this type of conference.

New • City Wide Attractions, Programs and Activities Enhancement Strategy • Infrastructure / Corridor Development Plans • Economic Development Nodes Enhancement Plans • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Civic Consultation Program and Process • City Environmental Affairs and Sustainable Development Plan • Community Wellness Programs and Process • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors

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e I° Edmonton EDMONTONS•MUNKIPAL*DEVIELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Communications Infrastructure (IDM-G): Use advanced technology to deliver City services more effectively; and influence and facilitate the development by the private sector of a networked, "smart" City.

KEY RESULT #: IDM-G-3 Guidelines for timely access and proprietary rights to City "rights-of-way" and other "public land" will be developed and implemented in conjunction with a defined group of key players by fall, 1998.

Existing • Management of road right of way is currently scattered across a number of departments. As per the "City'97"civic restructuring, all elements within city road right of way will be rationalised and managed within the Transportation Planning Branch of Transportation and Streets Department.

• Boulevard Bylaw • C-307 Parkland Utility Installation Policy • C412 Lease of Utility Lots, Closed Walkways or Remnant City-Owned Land for Landscape Purposes • C-467 Conservation of Natural Sites in Edmonton's Table Lands • C-468 Surplus School Sites Policy • C-109 Joint Use Agreement • Trans. Alta. Lease Agreement • Major Corridors Policy • Walkway Right of Way Policy • Action On Greening • Benefits Based Recreation Guide Book • Design Guidelines for a Safer City • Edmonton's Suburban Neighbourhood Design Principles • Naturalization Master Plan • Ribbon of Green Masterplan • Site Planning Guidelines for Dual Use of School and Park Sites / Storm Water Management Facilities • Strategic Plan for the Special Needs Area • Suburban Investment Strategy

Status/Comment • Implementation of City'97 is pending.

• Bylaws and policies to remain as is

.

• Programs/Plans Strategies to remain as is

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PEdmonton EDMONRWS•MUNICTPAL.DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE Change • See above. Details of new process are as yet undetermined. A number of current policies and processes relating to the design, operation, maintenance and management of road and other rights of way are likely to change as a result. The Land Management Policy is a key policy, likely to need change.

• See the attached table for a full listing of practices, policies and procedures which will likely need changing.

• River Valley Bylaw • Sportsfield Strategy • C-201 City Reserves and Surplus Accounts • C-203 Debt Management Fiscal Policy • C-208 Capital Priorities Plan • C-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups New • Implement the City'97 restructuring; adopt new policies and processes as needed.

• Parks Bylaw • C-410 Land Management Policy / Land Sales Policy • Top of the Bank Policy • Encroachment Policy on Parkland • Municipal Reserve (MR) Policy • MR Cash in lieu of Policy • MR Policy for DRC's • Infrastructure / Corridor Development Plans • City Environmental Affairs and Sustainable Development Plan • Infrastructure Funding Strategy (For New Development and Redevelopment) • Parks and Open Spaces Development Strategy • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery)

@Ironton OF

A Work in Progress - August 21, 1997

IDM-70

InfrastruLture D & M

PLAN EDMONTON Strategic Priorities Infrastructure Development and Maintenance Key Result IDM-C-1 The Transportation Master Plan will be completed and the results integrated into Plan Edmonton

Key Result IDM-D-2 Air: The Edmonton Region will adopt, achieve and maintain the highest aehievable air quality standard.

A. Superior Legislation National Transportation Act (NTA) City Transportation Act (incl. ATU Regs. re Grants) Municipal Government Act Highway Traffic Act Motor Transport Act Other Superior Legislation

City does not have jurisdiction; superior legislation will need to be changed to give Edmonton the legal authority to create its own standards.

B. City Of Edmonton Bylaws General Municipal Plan Bylaw Transportation Systems Bylaw

Needs changes Needs changes

Page 1

Needs changes Needs changes

Key Result IDM-G-3 Guidelines for timely access and proprietary rights to City "rights-ofway and other "public land" will be developed and implemented in conjunction with a defined group of key players by fall, 1998.

Infrastructure D & M

PLAN EDMONTON Strategic Priorities Infrastructure Development and Maintenance Key Result IDM-C-1 The Transportation Master Plan will be completed and the results integrated into Plan Edmonton

North Saskatchewan River Valley Bylaw ASP/NSP/ARP Bylaws Landuse Bylaw Capital City Downtown Plan Bylaw Traffic Bylaw 5590 Speed Bylaw 6894 Transit Bylaw 8353

Key Result IDM-D-2 Key Result IDM-G-3 Air: The Edmonton Guidelines for timely access and Region will adopt, proprietary rights to City "rights-ofachieve and maintain the way and other "public land" will be highest achievable air developed and implemented in quality standard. conjunction with a defined group of key players by fall, 1998.

May need changes May need changes May need changes May need changes May need changes

Needs changes Needs changes

May need changes May need changes May need changes

C. City Policy/Strategy Documents Plan Edmonton - Framework and Priorities Transportation Master Plan (policy) Horizon 2000 (Policy) Bicycle Transportation Plan DATS Strategic Plan Ribbon Of Green Master Plan Debt Management Policy

Complete and Adopt

Implement Implement

Adopt CompleteTMP; will have to include significant auto travel disincentives Implement Implement

May need changes Needs changes

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May need changes

InfrastruGture D & M

PLAN EDMONTON Strategic Priorities Infrastructure Development and Maintenance Key Result IDM-C-1 The Transportation Master Plan will be completed and the results integrated into Plan Edmonton

Land Management Policy Policy On Conservation of Natural Sites in Edmonton's Table Lands Canadian Declaration On Climate Change and the Urban Environment Pavement Investment Strategy Bridge Investment Strategy Suburban Investment Strategy Urban Traffic Noise Policy Transit Policy 451C (Fares, Fines etc.)

Snow and Ice Clearing Policies CPP - Capital Priorities Program

Key Result IDM-D-2 Key Result IDM-G-3 Air: The Edmonton Guidelines for timely access and Region will adopt, proprietary rights to City "rights-ofachieve and maintain the way and other "public land" will be highest aahievable air developed and implemented in quality standard. conjunction with a defined group of key players by fall, 1998.

May need changes May need changes

Needs to be actively adhered to in all sectors.

May need changes May need changes May need changes May need changes May need changes May need changes

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Needs changes to fund additional monitoring, inventory development and public information

Infrastructure D & M

PLAN EDMONTON Strategic Priorities Infrastructure Development and Maintenance

Key Result IDM-C-1 The Transportation Master Plan will be completed and the results integrated into Plan Edmonton

Key Result IDM-D-2 Air: The Edmonton Region will adopt, achieve and maintain the highest athievable air quality standard.

An emissions inventory must be developed to determine types, sources and baseline volumes of emissions in the Edmonton region.

Additional air quality monitoring stations need to be setup in the city and region.

Environmental Initiatives

D. Governing Design Codes and Standards Transportation Association of Canada (TAC) Roadway Design Guidelines TAC Street Lighting Design Standards Institute, of Transportation Engineers Canadian Capacity Guide Manual of Uniform Traffic Control Devices

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Key Result IDM-G-3 Guidelines for timely access and proprietary rights to City "rights-ofway and other "public land" will be developed and implemented in conjunction with a defined group of key players by fall, 1998.

Infrastructure D & M

PLAN EDMONTON Strategic Priorities Infrastructure Development and Maintenance Key Result IDM-C-1 The Transportation Master Plan will be completed and the results integrated into Plan Edmonton

Key Result IDM-D-2 Air: The Edmonton Region will adopt, achieve and maintain the highest aC'hievable air quality standard.

Neighbourhood Design Guidelines

May need changes

City Of Edmonton Servicing Standards Manual PWI ( Pedestrian Warrant Index) Neighbourhood Improvement Program Retrofit Sidewalk Construction Program Transit Shelter Program Pararamp Construction Program

May need changes May need changes May need changes

May need changes to improve energy efficiency May need changes

Key Result IDM-G-3 Guidelines for timely access and proprietary rights to City "rights-ofway and other "public land" will be developed and implemented in conjunction with a defined group of key players by fall, 1998.

E. Design and Service Level Standards

May need changes May need changes May need changes

F. Right of Way Management Policies/Practices and Control Mechanisms City'97: Consolidation of corporate row of way management under Transportation and Streets Department Top of Bank walkway policy

Implement as per City'97

May need changes

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May need changes

Infrastructure D & M

PLAN EDMONTON Strategic Priorities Infrastructure Development and Maintenance

Key Result IDM-C-1 The Transportation Master Plan will be completed and the results integrated into Plan Edmonton

Key Result IDM-D-2 Air: The Edmonton Region will adopt, achieve and maintain the highest a6hievable air quality standard.

Sidewalk CafĂŠ Licences Licenses of occupation Public utility lots Line assignments Road closures Walkway lots Street Furniture placement G. Public Communications/Consultation.

Mechanisms Public Meetings/Community Meetings Public Hearings (Statutory and Non-Statutory) Communication w/ Community Leagues and other community orgs Communication with Edmonton Region Municipalities Communication w/ other levels of government Advisory Boards/Working Stakeholder Groups:

May Need Changes Needs changes

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Key Result IDM-G-3 Guidelines for timely access and proprietary rights to City "rights-ofway and other "public land" will be developed and implemented in conjunction with a defined group of key players by fall, 1998.

May need changes May need changes May need changes May need changes May need changes May need changes May need changes

Infrastructure D & M

PLAN EDMONTON Strategic Priorities Infrastructure Development and Maintenance Key Result IDM-C-1 The Transportation Master Plan will be completed and the results integrated into Plan Edmonton

DATS Working Group TMP Citizen Advisory Group EFCL (Timeline Agreement) Cyclist Education Committee U of A Campus Planning Coordinating Committee Various Business Organizations, BRZ's Edmonton Public School Board Edmonton Catholic School Board Student Transportation Liaison Committee Neighbourhood Traffic Planning Committees Customer Information Phone Lines Web Pages Printed Materials - Maps/Charts

Educational materials need to be produced to raise public awareness and aid in modifying behaviour.

Traffic Bulletins

bi-

Key Result IDM-D-2 Air: The Edmonton Region will adopt, achieve and maintain the highest athievable air quality standard.

ill E.'iss'i•gqL Page 7

Key Result IDM-G-3 Guidelines for timely access and proprietary rights to City "rights-ofway and other "public land" will be developed and implemented in conjunction with a defined group of key players by fall, 1998.