Edmonton (Alta.) - 1998 - Encyclopedia of policies and programs_second edition (1998-01-13) by Edmonton Tower Resource Centre Online Library

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Plennin, and Development

LIBRARY The city

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EDMONTON'S•MUNICIPAL•DEVELOPMENT•PLAN

ENCYCLOPEDIA OF POLICIES AND PROGRAMS Second Edition

A Plan Edmonton Work in Progress January 1998

Encyclopedia of Policies and Programs

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TABLE OF CONTENTS

MUNICIPAL GOVERNMENT ACT SECTIONS 632 AND 636

MGA

ECONOMIC DEVELOPMENT

ED-1

SERVICES TO PEOPLE

SP-1

LEADERSHIP AND REGIONAL COOPERATION PLANNED GROWTH

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INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE POLICY COMMITTEES' MAJOR THEMES

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INTRODUCTION Encyclopedia of Policies and Programs, Second Edition, is a one time scan of the City of Edmonton's activities by city staff. The original work and thoughts in the Encyclopedia of Policies and Programs is reorganized in this Second Edition to reflect the current strategic priorities and key results for Plan Edmonton. The Encyclopedia was developed to assist the Plan Edmonton steering committee and city staff in reviewing the outputs of the Plan Edmonton policy committees and assessing future strategic actions. In the spring and early summer of 1997, five Plan Edmonton policy committees were formed, one for each of the five municipal responsibility areas identified by City Council. The policy committees, composed of representatives of organizations representing citywide interests, developed sets of key results statements which would provide a measurement of the City's success in fulfilling municipal responsibilities. The Encyclopedia of Policies and Programs comprises the work of a small group of city staff in assessing the policy implications of the key results developed by the policy committees. This occurred during the summer, 1997, and primarily involved city staff assigned to assist the Plan Edmonton project. City staff responded to the following questions formed around the policy committees' key results: Existing

What bylaws, policies and practices does the City have now that fully or partially accomplishes the key result and what is their status?

Change

What bylaws, policies and practices would the City have to change to achieve the key result?

New

What new frameworks would the City have to create to achieve the key results?

Additional information/implications: What is your best guess on the implications (i.e. feasible timing, resource demands, manpower demands, partnerships, new attitudes) of suggested changes and/or new frameworks? Encyclopedia of Policies and Programs, Second Edition, reorganizes the Encyclopedia's original material to reflect changes made to the strategic priorities and key results throughout the fall and winter, 1997. These revisions aligned the strategic priorities and key results with other policy development activities ongoing within the City.

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INTRODUCTION The Encyclopedia of Policies and Programs, Second Edition, has value as a quick scan of policy implications of the current key results. A limited number of city staff participated in developing the Encyclopedia, therefore some thoughts and suggestions will be missing. However, it serves to identify, on a cursory level, areas where existing policy or direction exists, or where more research is required for Plan Edmonton's development. The Encyclopedia is valuable also as a starting point to share information throughout the corporation as common goals and themes are pursued.

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Municipal Government Act Sections 632 & 636

632. Municipal Development Plan 632

(1) A council of a municipality with a population of 3500 or more must, by bylaw, adopt a municipal development plan. (2)

A council of a municipality with a population of less than 3500 may adopt a municipal development plan.

(3)

A municipal development plan (a)

must address the future land use within the municipality, (ii)

the manner of and the proposals for future development in the municipality,

(iii)

the coordination of land use, future growth patterns and other infrastructure with adjacent municipalities if there is no intermunicipal development plan with respect to those matters in those municipalities,

(iv)

the provision of the required transportation systems either generally or specifically within the municipality and in relation to adjacent municipalities, and

(v)

the provision of municipal services and facilities either generally or specifically,

(b)

(c)

may address (i)

proposals for the financing and programming of municipal infrastructure,

(ii)

the coordination of municipal programs relating to the physical, social and economic development of the municipality,

(iii)

environmental matters within the municipality,

(iv)

the financial resources of the municipality,

(v)

the economic development of the municipality, and

(vi)

any other matter relating to the physical, social or economic development of the municipality,

may contain statements regarding the municipality's development constraints, including the results of any development studies and impact analysis, and goals, objectives, targets, planning policies and corporate strategies,

(d)

must identify the location of sour gas facilities and contain policies related to them that are compatible with the subdivision and development regulations, and

â&#x20AC;˘

(e)

must contain policies respecting the provision of municipal, school or municipal and school reserves, including but not limited to the need for, amount of and allocation of those reserves and the identification of school requirements in consultation with affected school authorities. 1995 c24 595

636. Statutory plan preparation 636 While preparing a statutory plan a municipality must (a)

provide opportunities to any person who may be affected by it to make suggestions and representations,

(b)

notify the public of the details of the plan preparation process and of the opportunities described in clause (a),

(c)

notify the school authorities with jurisdiction in the area to which the plan preparation applies and provide opportunities to those authorities to make suggestions and representations,

(d)

in the case of a municipal development plan, notify adjacent municipalities of the plan preparation and provide opportunities to those municipalities to make suggestions and representations, and

(e)

in the case of an area structure plan, where the land that is the subject of the plan is adjacent to another municipality, notify that municipality of the plan preparation and provide opportunities to that municipality to make suggestions and representations. 1995 c24 s95

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ECONOMIC DEVELOPMENT ED-A

Positive City Profile:

Raise awareness of Edmonton's distinctive strengths as a

smart, vibrant city. ED-B

Key Ambassador Role for Mayor and Council: Strengthen the roles of the Mayor, and Council as key 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:

ED-E

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

ED-F

Active partnerships: Develop active partnerships throughout the community through

Ensure that municipal costs to do business enhance Edmonton's competitive advantages.

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

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

ED-I

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

ED-J

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

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITIES ED-A

Positive City Profile:

Raise awareness of Edmonton's distinctive strengths as a

smart, vibrant City. ED-B

Key Ambassador Role for Mayor and Council: Strengthen the roles of the Mayor, and Council as key 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

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

ED-NB-4

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

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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Positive City Profile (ED-A): Raise awareness of Edmonton's distinctive strengths as a smart, vibrant City. Key Ambassador Role for Mayor and Council (ED-8): Strengthen the roles of the Mayor, and Council as key 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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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 5.6 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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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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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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Status/Comment • •

• EDE Business Plan - Business Environment Objective "Enhance and continue implementation of an integrated #4: • 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."

Implementation program? EDE reports to EDE board & advises Council see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

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 PRIORITIES ED-C

Create an environment which encourages Positive Business Environment: 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-CID-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 business assumptions.

ED-CID-5

The impact of potential policy decisions on business will be evaluated carefully with appropriate input from the business community.

ED-C/D-6

The City's political and administrative culture be oriented toward finding solutions.

ED-CID-7

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

ED-CID-8

Edmonton's natural and park assets and its desirability as a livable City will be communicated and promoted to draw new investment to Edmonton.

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Status/Comment • Direction to the administration •

Edmonton area costs are reasonably competitive

•

see EDE 1996 Annual Report see 1996 EDE 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.

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ECONOMIC DEVELOPMENT 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. 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."

Status/Comment

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

Change • City'97 may change city / departmental functions and will clarify responsibilities. 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. Need some agreement on where the city should be providing "for profit" 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-C/D-3 City policies impacting economic development will be consistent, transparent and sufficiently stable to facilitate long-term planning. Existing • 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.

Status/Comment

• •

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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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 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. New • New Transportation Master Plan. • New Municipal Development Plan with planned growth component.

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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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Status/Comment

• •

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-C/D-6 The City's political and administrative culture be oriented toward finding solutions. 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

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ECONOMIC DEVELOPMENT 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-CID-7 There will be a balanced approach to economic development that reflects the interests of all Edmontonians. Existing • 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 main street/business revitalization, heritage preservation and small business promotion. • GMP Policy 6.A.3 Identify and utilize appropriate measures to encourage ongoing agriculture.

Status/Comment

• •

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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Status/Comment

Change • 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: Moved from Planned Growth.

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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, tourism and conventions and is poised to welcome industry, employment and visitors.

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.

ED-E/F/G-6

Edmonton will be the air traffic and transportation hub for the north-central Alberta, British Columbia, Saskatchewan, and the North West Territories.

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The greater Edmonton area will be recognized as providing an attractive environment for business.

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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, tourism and conventions and is poised to welcome industry, employment and visitors. Existing • 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. • EDE Business Plan - Business Environment, Objective #2(c) "Increase awareness and positioning of the Edmonton Capital Region in regional, national and international markets." • 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

Status/Comment

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

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•

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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Status/Comment

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

•

Change

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ECONOMIC DEVELOPMENT 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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Edmonton

Encyclopedia of Policies and Programs

ID1140N1riNS•MUNICIPAL•DEVELOPMENT,PLAN

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. 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 #1(a): "Continue to maintain, develop and expand collaborative partnerships" • EDE Business Plan - Business Environment, Objective #3(a): "Continue to operate the Business Link in conjunction 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 focus of government activity by maintaining their existing and future office space requirements in the Downtown

Status/Comment

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

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Pe°Edmonton EDI4ONIONV•11UNIaPAIADEVELOMIENT•PIAN

ECONOMIC DEVELOPMENT 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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'pea Edmonton Er*IONTON'S•MUNXIPAL•DEVELOPMENNPLAN

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 • 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 and focus on those industries which offer the best value-added/manufacturing opportunities." • 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 #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 opportunities and strategies to the appropriate businesses/parties."

Status/Comment

• •

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

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pOs' Edmonton EDINONIDNS.litINIC7PAL•DEVI3LOPIANT•PtAN

ECONOMIC DEVELOPMENT 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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EDMMIONS•MUNICIPAL•DEVELOPMENT.PLAN

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

Status/Comment

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

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ECONOMIC DEVELOPMENT •

•

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 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 fulfilment 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 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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Pe°Edmonton EDMONIONS.MUNICIPAL•DEVELOPUENT.PLAN

Status/Comment

Change • status of improvement plans at Edmonton International and City Centre 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: Moved from Leadership and Regional Cooperation

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044Edmonton comormrs.uutaaPAL.DEIVELOVI/ENT•PLAN

-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: Moved from Leadership and Regional Cooperation • 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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ECONOMIC DEVELOPMENT STRATEGIC PRIORITY ED-H

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

Key Results ED-H-1

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

ED-H-2

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

ED-H-3

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

ED-H-4

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

ED-H-5

Edmonton will be among the top three Canadian cities in the number of firms in emerging technologies (e.g., biotechnology).

ED-H-6

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.

ED-H-7

The attractiveness of Edmonton as a head office location of choice for both private and public sector organizations will increase.

ED-H-8

Edmonton will have a reputation as a location for "Centres of Excellence" in a variety of areas including technology, industry, education, research, and health.

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ECONOMIC DEVELOPMENT ED-H-9

A coordinated focus to assist new business starting up or locating in Edmonton will be in place.

ED-H-10

Edmonton will strive for a high rate of job creation.

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044'Edmonton EDMONIONS.MIROCIPAL•DEVEIDIIIENNPLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-1 Existing industry/business sectors with potential to expand existing operations will be identified and targeted for support. Existing • 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 and focus on those industries which offer the best value-added/manufacturing opportunities." • 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."

Status/Comment

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

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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176°Edmonton EDMONTONS•UUNICIPAL•DEVELOPUENT•PLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-2 Industries/businesses that "add value" to products before distribution to customers, will be high priority economic development targets. Status/Comment Existing • 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 • see 1996 EDE sectors and focus on those industries which offer the best Public Opinion value-added/manufacturing opportunities." 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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"Pea°Edmonton EDMONIONS•14UNICIPAIADEVELOPIENP.PLW

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-3 Incentive packages and programs will be in place to support business growth/expansion in targeted areas. Existing • 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 qualifiable economic evaluations."

Status/Comment

• •

see EDE 1996 Annual Report 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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ElAtiONTONS•MUNEOPAL•DEYELOPIAENT•PLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-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(f): "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

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Edmonton

EDMONTONS.MUNICIPAL•DEVELOPMENT•PLAN

ECONOMIC DEVELOPMENT 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: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-5 Edmonton will be among the top three Canadian cities in the number of firms in emerging technologies (e.g., biotechnology). Status/Comment

Existing

Change

New • Could be used as an economic development bench mark.

Additional information/implications: Moved from Panned Growth.

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Pea'Edmonton EDIACINTONS•IdUNKFAL•DBVILOPMENNPLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-6 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. Existing • EDE is responsible for promotion in these areas.

Status/Comment

Change

New

Additional information/implications: Moved from Planned Growth

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Pe°Edmonton EC440141CN'S.MUNICEPAL4DSVPLOPIABTIMPIAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-7 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 5.6.1: "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)

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Pla‘4/Edmonton EDIONIONS•11UNICIPAL•DIEVELOPMENT.PLAN

ECONOMIC DEVELOPMENT Additional information/implications: Moved from Leadership and Regional Cooperation • physical attractiveness of City is important for quality of life attraction • 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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Pe.4*'"Edmonton EDIACNTONS•MUNICIPAL.DIIVELOIMANNPLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-8 Edmonton will have a reputation as a location for "Centres of Excellence" in a variety of areas including technology, industry, education, research, and health. 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."

Status/Comment

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: Moved from Leadership and Regional Cooperation • policy to promote, encourage participation with the program of Centres of Excellence • this KRA should be moved to Economic Development

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V644icimonton BDMONIONS•MUNICIPAL•DOIVELOPIANNPLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-9 A coordinated focus to assist new business starting up or locating in Edmonton will be in place. Existing • 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

Change

New • Refer to Existing as well as New Business in Key Results. • Organizational Requirements - re: one-stop, coordinated information dissemination/assistance. Additional information/implications: Moved from Planned Growth

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EDMONTONS•IIUNICIPAL•DEVELOPUENT•PLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Expand the Business Base (ED-H): Nurture existing businesses and attract and support the development of new businesses. KEY RESULT #: ED-H-10 Edmonton will strive for a high rate of job creation. Existing • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. CS • Edmonton Social Plan CS • Strategic Plan for the Special Needs Area CS • Suburban Investment Strategy CS • Innovative Services/Community Based Economic Development CS

Status/Comment •

bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

Change • • • •

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 • 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

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04‘4'Edmonton gr*AONIONS•IfIktlaPAL•DEVELOPIANT•PLAN

ECONOMIC DEVELOPMENT •

Accessibility to City Services-Front Line Response (One Stop Shopping, Face of the Corporation Civic Programs and Service Linkages)

Additional information/implications: Moved from Leadership and Regional Cooperation

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176°Edmonton EDMONIMIS•UUNICIPAL•DEVELOPMENNIAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: ED-I

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

Key Results ED-I-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-l-2

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

ED-l-3

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

ED-l-4

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

ED-l-5

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

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044 'Edmonton EDMONIONS•MUNICIPAL*DEVELOPMENT•PLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Global Perspective (ED-I): Ensure the City's approach to economic development reflects a global perspective while enabling local initiative. KEY RESULT #: ED-I-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. Status/Comment Existing • 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 • see EDE 1996 responsible for supporting arts and cultural activities. Annual Report EDE Business Plan Tourism and Events, Objective • • see 1996 EDE #1(b): "Develop and expand collaborative partnerships. Public Opinion • EDE Business Plan - Tourism and Events, Objective Survey #1(e): "Expand initiatives in primary Canadian, US and International travel trade markets." • EDE Business Plan - Tourism and Events, Objective #1(f): "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.

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Ve4'4Edmonton ED140111MS•ktUNIaPALAXVEAMENT.PLAN

ECONOMIC DEVELOPMENT 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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IMIONTONSWUNICIPAL•DEVEUDPUENT•PIAN

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

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Pea`41Edmonton EDOWNXIMS•LIUNICEPAL•DEVELOIVENT1PLAN

ECONOMIC DEVELOPMENT Additional information/implications: We often take our strengths for granted and do not build or support them.

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044‘Edmonton EDMONTONS.MUNICIPAL.DEVELOPUENNPLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Global Perspective (ED-I): Ensure the City's approach to economic development reflects a global perspective while enabling local initiative. KEY RESULT #: ED-l-3 There will be increased opportunity for local businesses wishing to capitalize on international business opportunities. Status/Comment 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. • see EDE 1996 • EDE Business Plan - Developed Industries, Objective Annual Report #3(e): "Assist Edmonton Capital Region firms with market • see 1996 EDE intelligence leading to increased inbound delegations and Public Opinion outbound sales trips for business growth." Survey • 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." Change

New • EDE to enhance the coordination of international promotional activities with the Federal and Provincial governments. Additional information/implications:

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Encyclopedia of Policies and Programs

Edmonton EDMONIONS.MUNICEPAIADVIELOPMENr•PLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Global Perspective (ED-I): Ensure the City's approach to economic development reflects a global perspective while enabling local initiative. KEY RESULT #: ED-l-4 A current data base of relevant information on international business opportunities will be available to support the international marketing efforts of local business people. Existing Status/Comment • Council's Vision for Economic Prosperity supports international marketing. • Business Link has information on foreign markets • see EDE 1996 • EDE Business Plan - Business Environment, Objective Annual Report #4: "Enhance and continue implementation of an integrated Information Management Strategy (IMS) that recognizes • see 1996 EDE Public Opinion information as a key corporate asset and supports the Survey 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] Change

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Encyclopedia of Policies and Programs

Edmonton EDMONTONS•MUNICIPAL•DEIVELOP,Mtli•PLAN

ECONOMIC DEVELOPMENT New •

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

Additional information/implications:

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044'Edmonton

Encyclopedia of Policies and Programs

EIDMONTONS•MUNICIPAL•DEVELOPINNT•PLAN

ECONOMIC DEVELOPMENT STRATEGIC PRIORITY: Global Perspective (ED-I): Ensure the City's approach to economic development reflects a global perspective while enabling local initiative. KEY RESULT #: ED-I-5 Opportunities will be available for communities to experiment with innovative community-based economic development initiatives and action programs. Existing • 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. • Community Services Innovative Services Team economic development initiatives. • EDE Business Plan - Emerging Industries, Strategic Focus: "Operate and maintain the Edmonton Research Park, 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."

Status/Comment

• •

see EDE 1996 Annual Report see 1996 EDE Public Opinion Survey

Change

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

ThE CITY OF

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P644Edmonton 111)140NION'Sâ&#x20AC;˘MUMaPALâ&#x20AC;˘DECVELOPMENINPPLAN

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

Pe° c 'Edmonton BOMONIONI•MUNKIPAL•DEVELOPAIENT•PLAN

SERVICES TO PEOPLE SP-A

Customer Service: Make it easier for businesses and citizens to "do business" 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 residents' to participate actively in developing 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, and ambulance services for all areas of the City.

SP-E

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

SP-F

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

SP-G

Changing Demographics:

Identify and respond to the municipal services needs

resulting from the City's changing demographics. SP-H

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

VOF

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SP-1

Encyclopedia of Policies and Programs

Edmonton 13DMCWION'Sâ&#x20AC;˘ItUNICIPAIADEVELOPIONT.PLAN

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. Coordination of the City's service providers will 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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PÂ°4 Edmonton EDMONIVN'S.LfUtlICWALâ&#x20AC;˘DEVILOPMENP.PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY SP-A

Customer Service: Make it easier for businesses and citizens to "do business" 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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SP-3

Edmonton

Encyclopedia of Policies and Programs

EID1i4ONIMIS•bakliaPAL*DEVELOMENNP1A14

SERVICES TO PEOPLE STRATEGIC PRIORITY: Customer Service (SP-A): Make it easier for businesses and citizens to "do business" 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, 19962000 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

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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SP-4

Encyclopedia of Policies and Programs

Pea4'Edmonton EDMONTONS*1tUNiaPAL•DEVELOPLENT•PLAN

SERVICES TO PEOPLE • 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 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

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Encyclopedia of Policies and Programs

Edmonton EMIONIONS.ILUNICIPAL•DEVELOPMENT.PLAN

SERVICES TO PEOPLE 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 • •

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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SP-6

Encyclopedia of Policies and Programs

Peavt"Edmonton EIMONTC61.6•MUNKWAL•DHVELOPIENTIPLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Customer Service (SP-A): Make it easier for businesses and citizens to "do business" 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 • • 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, hazard information and medical information maintained by ERD • Some ERD access to property data base from District Station

• Direct service for citizen - basic

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

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PeaQt/Edmonton

Encyclopedia of Policies and Programs

EMONTONS•LCUNICIPAL•DEVELOPIANT•PLAN

SERVICES TO PEOPLE

•

telecommunication •

Technology supports administrative work with: • 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

•

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

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 "Centrex" 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. ThE CITY OF

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Encyclopedia of Policies and Programs

PWEdmonton EDMONIONSeLfUNIaPAL•DEVELOPIABNr•PLAN

SERVICES TO PEOPLE • 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). • General Audio Nideo 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 accohiplish 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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SP-9

Encyclopedia of Policies and Programs

Pea4Edmonton EDIAONTONS•IVUNKVAL.DSVELOPMENT•PiAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Customer Service (SP-A): Make it easier for businesses and citizens to "do business" 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

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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SP-10

Encyclopedia of Policies and Programs

Pea4'Edmonton EDIACt1rONS4111NKVAIADEVELOPLOINT•PLAN

SERVICES TO PEOPLE 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. • 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.

• Generally successful although there is always room for improvement.

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

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Encyclopedia of Policies and Programs

044'Edmonton enktorams•mutactra.ownorinkrotaw

SERVICES TO PEOPLE • 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

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.

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SP-12

Encyclopedia of Policies and Programs

044Edmonton EDMONTONS•11UNICIPATADEVRANUENT.PLAN

SERVICES TO PEOPLE • 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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SP-13

Encyclopedia of Policies and Programs

VW/Edmonton EDMONIONS•ltUNICIPAL.DEVELOPIANT1PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Customer Service (SP-A): Make it easier for businesses and citizens to "do business" 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: • on-going • EPL provides services to the handicapped, sick & those in seniors 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 DAIS 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 • Always difficult to deaf and other languages: has policies for dependent address all adults, the mentally disabled and the handicapped; and, the concerns Cultural Resources Unit encourages understanding, acceptance, and good relationships 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

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SP-14

Encyclopedia of Policies and Programs

PeEdmonton EDMONTONS.UUNKIPAIADENELOPILENT•PLAN

SERVICES TO PEOPLE 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, 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

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Encyclopedia of Policies and Programs

Pe4*'/Edmonton MIONTONS•1111141aPAL•DEVELOPIZEINMPLAN

SERVICES TO PEOPLE 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) • funding to support collection development and staffing to provide related services (EPL)

•

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SP-16

Encyclopedia of Policies and Programs

Pla*i'Edmonton EDMONIONS•IdUNICIPAL•DEVELOPMENr•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

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-2

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

SP-B-3

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

SP-B-4

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

EDIACNICKS•MINICIPALADIVELOWENT•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY:

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 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

Status/Comment

• Very general terms

• •

Ongoing and growing . Started; long way to go

• Ongoing •

Ongoing

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SP-18

Encyclopedia of Policies and Programs

Peel*c'Edmonton EDMONTONSebdUNICTPAL•DSVELOPMENTILAN

SERVICES TO PEOPLE Region." • policies, strategies and programs that provide service or maintenance such as: • Transportation Master Plan (policy) • Horizon 2000 (Policy) • Bicycle Transportation Plan • DAIS 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

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SP-19

Encyclopedia of Policies and Programs

PEdmonton EDVIONICIN'S•MUNIWAL•DEVELOPMEIVT.PLAN

SERVICES TO PEOPLE expectations of the Community need to be established as part of 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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SP-20

Encyclopedia of Policies and Programs

/Peel° Edmonton EMONIONS•111JNICEPAL•DliVELOPMENT•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: 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 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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A Work in Progress - January 6, 1998

SP-21

Encyclopedia of Policies and Programs

04'4/ Edmonton EDMONTONS4ILINICIPMADEVELOPIANT•PLAN

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.

&onion A Work in Progress - January 6, 1998

SP-22

Encyclopedia of Policies and Programs

Pee°Edmonton ErMONTOkstrollUNICIPMADEVELOPMENT•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Service Delivery Roles (SP-8): 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 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 & Fee 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. •

•

ERD service levels are determined by: • 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. Fire and EMS response times meet generally • accepted industry standards.

Status/Comment

. • Very general terms

•

Not specific to Edmonton

•

Not well documented

Service priorities are also identified in: • the Capital Priority Plan • Zero Based Budgeting • Implementation documents for neighbourhood plans which include a sense of priority

efilionton OF

A Work in Progress - January 6, 1998

SP-23

Encyclopedia of Policies and Programs

VeaQi'Edmonton EDMONIONS.MUNIC/PAL.DVELOPLIENT.PLAN

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

the terms of reference for activities Transportation Master Plan (policy) Horizon 2000 (Policy) Bicycle Transportation Plan DAIS 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)

A Work in Progress - January 6, 1996

SP-24

Encyclopedia of Policies and Programs

044Edmonton EDMONTONS•IfUNICIPAL•DEVELOPMENNPLAN

SERVICES TO PEOPLE • 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) • 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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ilitinton

A Work in Progress - January 6, 1998

SP-25

t, Edmonton

Encyclopedia of Policies and Programs

EDIACINICNSWUNICIPAL•DEIVELOMENT•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Service Delivery Roles (SP-8): 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 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

Status/Comment

•

No concerted effort to gain public input

elitiionton A Work in Progress - January 6, 1998

SP-26

Encyclopedia of Policies and Programs

04 Edmonton EDMONTONS.MUNICIPAL*DEVELOPMENr.PLAN

SERVICES TO PEOPLE • Customer Information Phone Lines •

• Very general terms

ERD's service levels are determined by: • Not specific to • The City of Edmonton Fire and Ambulance Edmonton Bylaw, Bylaw 10801, outlines basic • Not well responsibilities of the Department documented • Alberta Safety Codes Act, Alberta Fire Code and the Ambulance Services Act regulate some aspects of ERD operations. • Fire and EMS response times meet generally accepted 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

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A Work in Progress - January 6, 1998

SP-27

Encyclopedia of Policies and Programs

Pea"'Edmonton EDMONIONS•11UNKVAL•DEVELOPUENT•PLAN

SERVICES TO PEOPLE 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) •

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.

ilionton A Work in Progress - January 6, 1998

SP-28

Encyclopedia of Policies and Programs

P64'41Edmonton EDMMUNS•LIUNICIPAL•DEVELOIIMr•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY SP-C

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

Key Results SP-C-1

There will be appropriate 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 Council approved community development priorities and initiatives are supported and implemented effectively.

SP-C-4

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

SP-C-5

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

SP-C-6

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

elitionton A Work in Progress - January 6, 1998

SP-29

Encyclopedia of Policies and Programs

Veet`4'Edmonton EDMONICNS•kfUNICEPAIADEVELOIPMENTOLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY:

Community Development (SP-C): Encourage residents' to participate actively in developing their neighbourhoods and communities. KEY RESULT #: SP-C-1 There will be appropriate levels of citizen involvement and participation in civic government decision-making. Status/Comment 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 assessment completed 1995/96. Interim needs assessments and develop plans of service strategic plan adopted 1996. • The Library regularly solicits public feedback and input • New strategic plan to be adopted in 1998. via questionnaires, surveys, focus groups, and suggestion boxes • 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 attempts. • Citizens can approach Councillors individually or at a City Council meeting if they have concerns.

, • Tends to involve current issues only • No concerted effort to gain public input • Most people would not use this route

• Continue to work in partnership with established nonprofit 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

@Ironton A Work in Progress - January 6, 1998

SP-30

Encyclopedia of Policies and Programs

Ve4(4/Edmonton EDMONTONS.11UNICIPAL•DEVELOPUENNPLAN

SERVICES TO PEOPLE 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) 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 • 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. •

@ThE fironton A Work in Progress - January 6, 1998

SP-31

Encyclopedia of Policies and Programs

Vee° Edmonton EDMetTIONS•MUNICIPAL•DEVELOPMENT1PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Community Development (SP-C): Encourage residents' to participate actively in developing 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.(1.13.1.) • Allow flexibility in the type of central focus for each •

Ongoing but does not have significant community input Internal input only

@Ironton A Work in Progress - January 6, 1998

SP-32

Encyclopedia of Policies and Programs

f.'

Edmonton

EDMONTONS.MUNICIPAL•DEVELOPInNT•PIAN

SERVICES TO PEOPLE neighbourhood using a range of community and private facilities to serve the residents' needs.(2.6.3.) • Ensure the participation of the existing community in the planning and implementation of revitalization efforts(43.2.) 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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itionton

A Work in Progress - January 6, 1998

SP-33

Encyclopedia of Policies and Programs

PeaQt/Edmonton EDIMONICINS•UUNiCIPAL•DEVELOPMENT•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Community Development (SP-C): Encourage residents' to participate actively in developing their neighbourhoods and communities. KEY RESULT #: SP-C-3 Mechanisms and resources will be in place to ensure Council approved 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 • P&D's Community Planning Section's projects: • Abbottsfield Community Plan • Boyle Street/McCauley ARP • Belgravia/Parkallen/McKernan 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 nonprofit 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

Status/Comment

• on-going

• Internal input only . Internal input only • • Internal input only

tionton A Work in Progress - January 6, 1998

SP-34

Encyclopedia of Policies and Programs

VeaQt/ Edmonton EDVIONIONS•MUNICIPAL•DEVELOPMENT•PLA14

SERVICES TO PEOPLE organizations and neighbourhoods, perhaps expanding this mandate to be the "City's Agents" in the community (fostering stronger relationships with the community) (CS) 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

@ThE

itionton

A Work in Progress - January 6, 1998

SP-35

Encyclopedia of Policies and Programs

171444/Edmonton EDIACWIONS•UUMCIPAL•DINELOPI4ENT•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Community Development (SP-C): Encourage residents' to participate actively in developing their neighbourhoods and communities. KEY RESULT #: SP-C-4 Citizens will have timely access to all available public information the City has, relevant to the issue being considered. Existing • The City adheres to the Right to Information Bylaw #10999 and the Mission Statement • Citizen Action Centre identifies current issues and has information on hand to answer questions Information is provided through: • • Media releases • Department information sharing • 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

Status/Comment • •

on-going Communication on current issues is not consistent. Some departments anticipate problems or issues and send information.

elThE tlionton A Work in Progress - January 6, 1998

SP-36

Encyclopedia of Policies and Programs

044'Edmonton EDMONTON'S.ISUNIC/PAIADEVELOPMENT•PLAN

SERVICES TO PEOPLE 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) 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.

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itionton

A Work in Progress - January 6, 1998

SP-37

Encyclopedia of Policies and Programs

Pee'Q' Edmonton 130140NIONS•11UNICE,AL•DEVELOMIENT•PLAN

SERVICES TO PEOPLE •

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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iiionton

A Work in Progress - January 6, 1998

SP-38

Encyclopedia of Policies and Programs

044'Edmonton EEMONTONTAIIUNICEPAIADAVIIOPIENT•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Community Development (SP-C): Encourage residents' to participate actively in developing their neighbourhoods and communities.

KEY RESULT #: SP-C-5 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 nonprofit 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

@itionton A Work in Progress - January 6, 1998

SP-39

Encyclopedia of Policies and Programs

P e'44'Edmonton EDMONIONS.MUNICIPAIADEVELOPLIENT•rt:AN

SERVICES TO PEOPLE 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: •

itionton A Work in Progress - January 6, 1998

SP-40

Encyclopedia of Policies and Programs

Edmonton

EDMOMONS•MUNICEPAL.DEVELOPIZENT.PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY: Community Development (SP-C): Encourage residents' to participate actively in developing their neighbourhoods and communities.

KEY RESULT #: SP-C-6 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 nonprofit 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

Wanton A Work in Progress - January 6, 1998

SP-41

Encyclopedia of Policies and Programs

1714'4/Edmonton EDMONTONS•MUNICIPAIADEVELOPUENT•PL111

SERVICES TO PEOPLE 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

ilionton

A Work in Progress - January 6, 1998

SP-42

Encyclopedia of Policies and Programs

Pea(4/Edmonton EDMONICNI3•11UNIaPAL•DEVEAPLOINT•PI.AN

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, and ambulance services for all areas of the City.

Key Results SP-D-1

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

SP-D-2

The unique needs of neighbourhoods will be considered in the provision of services.

SP-D-3

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

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iiionton

A Work in Progress - January 6, 1998

SP-43

Encyclopedia of Policies and Programs

'Ft°Edmonton EDMONIENS.IIIINIGIPAL.DEVELOPIENT•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY Safety and Security (SP-D): : Ensure the protection of people and property through the provision of acceptable levels of police, fire, and ambulance services for all areas of the City. KEY RESULT #: SP-D-1 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

Status/Comment

•

• • • • •

•

• •

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

•

(current extent unknown) incorporated in LUB

Ongoing and expanding

• •

Ongoing and expanding • Ongoing

elitionion A Work in Progress - January 7, 1996

SP-44

Encyclopedia of Policies and Programs

Edmonton EDMOtTfON'S.MUNICIPALANIVELOPIENT•PLAN

SERVICES TO PEOPLE • Areas with higher fire incidents targeted for extra educational efforts • Juvenile firesetting program • Injury awareness promotions

• Ongoing, well received • Expanding focus for prevention

Change • offer financial incentives for renovations of existing development to build in smoke detectors & sprinklers (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.

eliiionton A Work in Progress - January 6, 1998

SP-45

Encyclopedia of Policies and Programs

Pt°Edmonton EMONTONS.WROCEPAL•DEVELOPMEW.PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY Safety and Security (SP-D): : Ensure the protection of people and property through the provision of acceptable levels of police, fire, and ambulance services for all areas of the City. KEY RESULT #: SP-D-2 The unique needs of neighbourhoods will be considered in the provision of services. Existing Status/Comment • Neighbourhood Infrastructure Program (traffic safety, • current; defines local fire hydrants, ...) standards • customized planning instruments (Area Redevelopment • selectively applied only 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 •

• upgrading of surveillance equipment in transit facilities and stations

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)

iiionton A Work in Progress - January 7, 1998

SP-46

Encyclopedia of Policies and Programs

Pee° Edmonton ED.AMTIONS•11/UNICIPAIADEVELOME4MPLA4

SERVICES TO PEOPLE • Neighbourhood Foot Patrols act as police resources to selected neighbourhoods. (Policy & Procedure Manual, 10.D.3) • Ownership within Operations: Ownership refers to the static assignment of members to areas where problemsolving is a benefit to the community (Policy & Procedures Manual, 10.D.3) • Through inspections, educational and other initiatives, ERD personnel are in touch with members of the community

• No formalized process to regularly seek community input. • Focus on problem areas

• Areas with high fire incidents or other concerns such as few smoke detectors installed, are targeted for more focused programs 1. 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. Delivers the Federal Residential Rehabilitation Assistance Program-RRAP (CS,); and 3. Participates in development/implementation of interjurisdictional strategic plans to meet priority lowincome and special housing needs, including: • Edmonton Joint Planning Committee on Housing; • Edmonton Coalition on Homelessness; • Greater Edmonton Foundation/City of Edmonton Non-Profit Housing 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).

2. Council has yet to decide whether to continue providing City funding for RRAP. Federal funding continues on a year-to-year basis (scheduled to end Mar. 31, 1998).

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SERVICES TO PEOPLE 4. Designs some dispute resolution/dispute prevention activities to meet specific needs (LTAB) • 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 • Council approval required. from existing branches) • Neighbourhood planning for targeted (in need), i.e. Boyle Street McCauley, Abbottsfield, Central McDougall, Queen Mary Park • 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 A. Participates in the development of periodic Edmonton Coalition on Homelessness Strategic Plans (CS, assisted by community agencies). B. Designs preventative activities to target audiences, private/non-profit/public sector groups and communities where the greatest benefits will result (LTAB)

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

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SERVICES TO PEOPLE

2. 3. 4. •

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; No change recommended; and No change recommended No change recommended. 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 A. No change recommended B. 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, subneighbourhood, family, individual)

New • Community Action Program • A Master Plan for emergency services is needed to give overall direction to the Department. Public input can be sought during this process 1. 2. 3. 4. •

No change recommended; No change recommended; No change recommended. No change recommended Neighbourhood monitoring program to establish indicators

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;

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PO4"Edmonton ECIVICNIONS•UUNIaPAL•DEVELOPUENT•PLAN

SERVICES TO PEOPLE 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); 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. • 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 Young Offender Observation Team, Child at Risk Response Teams, and the Child Lures Program

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SERVICES TO PEOPLE STRATEGIC PRIORITY Safety and Security (SP-D): : Ensure the protection of people and property through the provision of acceptable levels of police, fire, and ambulance services for all areas of the City. KEY RESULT #: SP-D-3 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

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

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

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SERVICES TO PEOPLE

interjurisdictional strategic plans to meet the priority low-income and special housing needs of households and communities including through: • Edmonton Joint Planning Committee on Housing; • Edmonton Coalition on Homelessness • Greater Edmonton Foundation/City of Edmonton Non-Profit Housing Corporation/Capital Region Housing Corporation committee promoting greater interagency co-operation and co-ordination; • Adult Group Housing Project; • 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). 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]); 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); Monitors/analyzes trends and issues in housing and uses these as basis of briefs to appropriate levels of government (LTAB, assisted by CS); 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); Delivers the Federal Residential Rehabilitation

establish levels of stability and conflict in housing do not readily exist. 8. No changes expected. 9. 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); Expected continued gradual reduction in funds available for grants.

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SERVICES TO PEOPLE 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).

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

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SERVICES TO PEOPLE 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. 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 communitybased 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.

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SERVICES TO PEOPLE 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; 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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SERVICES TO PEOPLE STRATEGIC PRIORITY SP-E

Recreation, Culture and the Arts: Facilitate the provision of a broad range of recreational, entertainment and cultural, activities for 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

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

SP-E-3

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

SP-E-4

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.

SP-E-5

Adequate infrastructure, facilities, land, parks and open spaces will be fostered and maintained to enable affordable and easy access to recreational, artistic, cultural, and life-long learning opportunities.

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SERVICES TO PEOPLE STRATEGIC PRIORITY: Recreation, Culture and the Arts (SP-E): Facilitate the provision of a broad range of recreational, entertainment and cultural, activities for 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 requirement for City capital projects

Status/Comment • being implemented

• (unknown) • 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 nonprofit umbrella groups) in communication with members of Council regarding municipal strategies to strengthen support for these quality of life areas. 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

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SERVICES TO PEOPLE •

Programs and services offered by all providers (City and others and supported by the City) communicate benefits

Additional information/implications:

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SERVICES TO PEOPLE STRATEGIC PRIORITY: Recreation, Culture and the Arts (SP-E): Facilitate the provision of a broad range of recreational, entertainment and cultural, activities for residents. KEY RESULT #: SP-E-2 Standards will be in place that ensure service consistency, continuity, quality, affordability, and accessibility. Status/Comment 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 • operates on an honour system basis which is those claiming they are unable to pay (intent is to sometimes difficult for enable affordability of and accessibility to Library staff to manage 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 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,

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SERVICES TO PEOPLE continuity, quality, affordability and accessibility. Standards which do not contribute to these outcomes should be evaluated; new standards should be added where necessary

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: • Funding may be required to implement new standards

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SERVICES TO PEOPLE STRATEGIC PRIORITY: Recreation, Culture and the Arts (SP-E): Facilitate the provision of a broad range of recreational, entertainment and cultural, activities for residents. KEY RESULT #: SP-E-3 Sustainable funding will be available to support the provision of recreational, artistic, cultural, and life-long learning opportunities. Status/Comment Existing • As a service to people, • City is the primary funder of EPL, followed by the the Library is an province, and then by fees and fines important contributor to Public libraries across Canada are funded by municipal • quality of life governments. In Edmonton, the 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 non-profit groups to provide programs and operate facility infrastructure

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SERVICES TO PEOPLE 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 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.

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SERVICES TO PEOPLE • 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 STRATEGIC PRIORITY: Recreation, Culture and the Arts (SP-E): Facilitate the provision of a broad range of recreational, entertainment and cultural, activities for residents. KEY RESULT #: SP-E-4 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. Status/Comment 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." 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:

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SERVICES TO PEOPLE •

"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: Recreation, Culture and the Arts (SP-E): Facilitate the provision of a broad range of recreational, entertainment and cultural, activities for residents. KEY RESULT #: SP-E-5 Adequate infrastructure, facilities, land, parks, and open spaces will be fostered and maintained to enable affordable and easy access to recreational, artistic, cultural, and life-long learning opportunities. Existing • Library facilities currently include several branches in city-owned 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.)

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 • 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.) 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 STRATEGIC PRIORITY SP-F

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

Key Results SP-F-1

The City of Edmonton will work in concert with other levels of government and agencies, to contribute to citizens' basic needs for food, clothing, shelter, and safety.

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.

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SERVICES TO PEOPLE STRATEGIC PRIORITY Well-being (SP-F): Deliver and support programming that contributes to the well-being and overall quality of life of residents over time. KEY RESULT #: SP-F-1 The City of Edmonton will work in concert with other levels of government and agencies, to contribute to citizens' basic needs for food, clothing, shelter, and safety. Existing • Safe Housing Committee

Status/Comment • coordinated civic actions

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

• Private nonprofit • ongoing

• Ongoing

• •

Ongoing Ongoing

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SERVICES TO PEOPLE •

•

Special initiatives such as "Safe Housing" and the • Numerous drop"Apartment Upgrading "program upgrade existing off points useful housing units. Provide use of ERD Stations for Food Bank donations, • Ongoing flood relief efforts, Santa's Anonymous donations and several other initiatives 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, 3. Council has yet and indirectly benefiting the citizens of Edmonton as a to decide whether whole (LTAB); 2. Co-ordinates minimum housing standards enforcement to continue City funding for RRAP. through the Safe Housing Committee (SHC) (CS, Federal funding assisted by ERD, P&D, Capital Health Authority); continues on a 3. Delivers the Federal Residential Rehabilitation year-to-year basis Assistance Program-RRAP (CS). (scheduled to end Mar. 31, 1998).

•

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

Change • All ERD programs are continually reviewed to ensure their continued effectiveness

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Edmonton EDMOINTrONS•MUNICIPAL*DEVEUMMENT•PLAN

SERVICES TO PEOPLE 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. 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);

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Pe°Edmonton EDMONIONS.MLINICIPAL•DEIVELOPMENT.PLAN

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); 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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'Pt°Edmonton EDMONTONS•11UNTICIPAIADEVELOPMBNT1PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY Well-being (SP-F): Deliver and support programming that contributes to the well-being and overall quality of life of residents over time. 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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Edmonton

EIDMORION'S.MUNICIPAL•DEVELAPILENr•PLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY Well-being (SP-F): Deliver and support programming that contributes to the well-being and overall quality of life of residents over time. 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 well-being (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.

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Edmonton EDMONICKS•MUNICIPAIADEVELOVIANT.PLAN

SERVICES TO PEOPLE 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 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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EDMONIONSâ&#x20AC;˘MUNICIPAIADEVELOPIANNPLAN

SERVICES TO PEOPLE STRATEGIC PRIORITY SP-G

Changing Demographics:

Identify and respond to the municipal services needs

resulting from the City's changing demographics. Key Results SP-G-1

The value of sustained research to the City's planning and programming will be recognized by Council, city staff and the public.

SP-G-2

The City's commitment to long range research and the availability of data will aid the regular review of policy documents and programs by decision makers and community groups.

SP-G-3

Research products will be meaningful, acessible and affordable.

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earQ1'Edmonton EMONTONS.LIUNIaPAIADSVELOPSANMPIAN

SERVICES TO PEOPLE STRATEGIC PRIORITY SP-H

Volunteer Services:

Support the efforts of volunteers serving the citizens of

Edmonton. Key Results SP-H-1

The significant contribution that volunteers make to Edmonton's economy, citizenship and quality of life will be recognized, valued, encouraged and promoted by Council, City staff and the public.

SP-H-2

Municipal funding programs will assist volunteer community organizations to provide programs and services that benefit the community.

SP-H-3

Volunteer services will be treated as a complement to city services, not as a substitute for city services.

SP-H-4

Appropriate volunteer training, volunteer support and volunteer recognition will be in place.

SP-H-5

City resources will be coordinated to provide volunteer support and recognition.

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f" Edmonton ' EDMONMINS•MUNICfPAL•DEVELOMONT•PLAN

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

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

LRC-D

Provincial and Federal 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.

LRC-F

Public Participation:

Develop a public participation model which identifies the

areas where public participation in decision-making is to be sought, the processes to be used to gather public input, and how this input is to be used to support responsible decision-making. LRC-G

City Goverance Model:

Develop and utilize a governance model that defines

clearly the roles of Council, administration, and advisory boards; ensures effective delegation of responsibility, authority and accountability; and, supports cooperation and teamwork.

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Encyclopedia of Policies and Programs

Pe4‘11/Edmonton •PLAN

EDMONIONS•MUMOPAL

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 such as Intermunicipal Development Plans 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

The Edmonton International Airport will be recognized as a major regional asset that requires successful coordination to achieve efficient and affordable access for citizens within the greater Edmonton area.

LRC-A-4

High levels of inter-governmental and inter-municipal cooperation and planning will ensure effective management of the River Valley.

LRC-A-5

Edmonton will be a trustworthy, fair, and effective proponent of a regional "cooperate to compete" philosophy.

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Encyclopedia of Policies and Programs

P°D 'Edmonton EDMONIONS•MUNIaPAL•DEVELOPMEENIPPLAN

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 such as Intermunicipal Development Plans 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

-EDMONIONS•MUNKIPAL•DEVELOPUICIPPLAN

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 • Practice: Sanitary services are coordinated through legal agreements with the Capital Region Sewage Commission (CRSC) and Strathcona County (SC). Neighbourhood Infrastructure Program (N.I.P.) is a coordinated • program among City's departments and utilities to improve infrastructure for neighbourhoods. • • • •

Status/Comment • Continuing coordination with CRSC and SC • Next N.I.P projects: Riverdale (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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UNIIIIIIMME10111

01111.111111

-11DMONIONS•MUNICIPAL•DEVELOPICKNTIMAN

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 The Edmonton International Airport will be recognized as a major regional asset that requires successful coordination to achieve efficient and affordable access for citizens within the greater Edmonton area. 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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Encyclopedia of Policies and Programs

Edmonton EDMONIONS•MUNICIPAL•DEVELOPMENr*FLAN

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 levels of inter-governmental and 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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04° Edmonton EDMONIONS•MUNICIPAL•DEVELMARNMPLAN

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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- EDMOMONS•MUNICEPAL•DEVELCIPMENT•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 a transportation infrastructure network for the greater Edmonton area will be highly coordinated inter-governmentally and inter-municipally to ensure effective movement of people and goods.

LRC-B-4

Edmonton will pursue initiatives, in partnership with its neighbouring municipalities, to create a comprehensive, integrated plan for the region's river valleys, natural areas and recreation and open space lands.

LRC-B-5

Roles, responsibilities, and financial obligations of participants in various regional initiatives will be defined clearly in contractual relationships that share costs equitably.

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Pea Edmonton EDMONIONSAMINIC/PAL•DIVELOPMENT.NAN

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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Edmonton EDMONION'S•MUNICIPAI,•DEVEIAPUEVT•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-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 re-commence 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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Encyclopedia of Policies and Programs

Edmontoni EDN4ONIONS•MUNIaP4.L•DEVELOPIOXf•P1AN

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 a transportation infrastructure network for the greater Edmonton area will be highly coordinated inter-governmentally and inter-municipally 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 ?

Change

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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Encyclopedia of Policies and Programs

EDMONItt4SeMUNCIPAL•DEVELOrtfINT•PIAN

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 Edmonton will pursue initiatives, in partnership with its neighbouring municipalities, to create a comprehensive, integrated plan for the region's river valleys, natural areas and recreation and open space lands. Existing • no existing comprehensive, regional plans existing • EMRPC had policies, but now defunct • Big Lake Plan available

Status/Comment

Change

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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Encyclopedia of Policies and Programs

PrEdmonton -" - EMONIONS•MUNICIPAL•DEVEWPIMTT•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-5 Roles, responsibilities, and financial obligations of participants in various regional initiatives will be defined clearly in contractual relationships that share costs equitably. 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. • 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 • need to document exsting agreements and contracts (Planning has this information)

Status/Comment • Ongoing negotiations

• There are several existing agreements.

Change • All municipalities need to invest in regional initiatives and have influence according to their investment level • issue may be less the contracts or agreement, but more the strategic directions given to the staff negotiating the contracts or agreements regarding the City's regional interest

New • water has a differential fee structure for consumers outside Edmonton

Additional information/implications: • success depends on the transparency of the motives • equity is important, but hard to define in these situations • issue based and highly controversial for cost sharing formulas • need agreements among municipalities

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Encyclopedia of Policies and Programs

•EDMONIONSiMUNICIPMAINVEUXIAZTr•PLAN

LEADERSHIP AND REGIONAL COOPERATION • • •

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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.=1B1Mair=isiiia MAIONION'S•MUNIaPAL•DEVELOPSOLVT•PIAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-C

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

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

Regional partnerships and initiatives which optimize benefits for residents will be developed and sustained.

LRC-C-4

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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• • EDMONICKS•MUNICIPAL•DEVEIAPMENTr•PLAN

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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Encyclopedia of Policies and Programs

0°4/Edmonton EDLIONIONS•litUNICIPAL•DIEVELOPIONT.PLAN

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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SDICINTONS.11UNIaPAL•DEVELOPIANDILAN

Status/Comment

Change

New

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0444/Edmonton EDLIONTIONS•MUNICIPAL.DEVELOIMENT.PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Relations with Regional Authorities (LRC-C): Maintain constructive and productive relationships with regional services authorities, e.g., Regional Health Authorities, Children's Services and School Boards. KEY RESULT #: LRC-C-4 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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Pe°Edmonton ED44ONTONSAWNICIPAL•DEVELOPIANT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-D

Maintain and enhance Provincial and Federal Government Relations: 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 greater Edmonton 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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EDMONIONSOLUNICIPAIADIEVELOPUENNPLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Provincial and Federal Government 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 greater Edmonton 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 citizens of 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 (CSO) 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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Ve' 4°Edmonton EDIMONIUNSsItUNICIPAL.DEVELMSMINT•PIAN '

Status/Comment

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-22

Encyclopedia of Policies and Programs

Pea"'Edmonton EDIVONPONS•MUNICIPAL*DEVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Provincial and Federal Government 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

Change

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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Pe44' Edmonton BDIONTONS•ILUNICIPAL•DEVELOPISNT•PLAN

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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Peas/Edmonton EDMONTONSWUNKIPAIADEVELOVIANT•PtAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Provincial and Federal Government 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-25

V ea'4'Edmonton

Encyclopedia of Policies and Programs

EDMONTONT0MUNICIPAL•DeVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Provincial and Federal Government 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 • OCM and departments monitor intergovernmental relations

Status/Comment

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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Encyclopedia of Policies and Programs

Pta•Q'Edmonton EDUONIONS.LIUNKIPAL•DEVELOPMEgT•PtAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-E

Capital City Promotion: Promote Edmonton as the Capital of Alberta.

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.

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Encyclopedia of Policies and Programs

Pe°Edmonton EDMONIONIOINNICIPAL•DEVELOPIANT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Capital City Promotion (LRC-E): Promote Edmonton as the Capital of Alberta. 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. 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

Status/Comment

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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LRC-28

Encyclopedia of Policies and Programs

Edmonton 1014ONTONS.111.1NICIPALâ&#x20AC;˘DEVELOPWZNI1PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-F

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

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 and citizen advisory committees will be recognized as vehicles for gathering public input on key issues.

LRC-F-3

There will be improved public support for key policy decisions made.

LRC-F-4

The ideas of citizens and stakeholders involved in the public consultation process will be 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 civic affairs.

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Encyclopedia of Policies and Programs

Pea' 'Edmonton IEMONIONS•11UNIaPAL*DEVELOPMENT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Public Participation (LRG-F): Develop a public participation model which identifies the areas where public participation in decision-making is to be sought, the processes to be used to gather public input, and how this input is to be used to support responsible decision-making. 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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LRC-30

Encyclopedia of Policies and Programs

12'ea*t'Edmonton -EDMOMNS.I/UNICIPAL•DINELMIONT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY: Public Participation (LRG-F): Develop a public participation model which identifies the areas where public participation in decision-making is to be sought, the processes to be used to gather public input, and how this input is to be used to support responsible decision-making. KEY RESULT #: LRC-F-2 A network of community stakeholders and citizen advisory committees will be recognized as vehicles for gathering public input on 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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-Pea°Edmonton EDMONTONS•IlUNKIPAIADEVILOPMENT•PLAN

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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LRC-32

Encyclopedia of Policies and Programs

Pe°Edmonton EDMONTOtTS•MUNKIPAL•DIRVELOPLIENNPLAN

Comments from Services to People: • 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 • Customer Information Phone Lines

Status/Comment • Ottewell/Kenilworth Flooding Committee, West Edmonton Business Association Servicing Committee.

•

Needs assessment completed 1995/96. Interim strategic plan adopted 1996. New strategic plan to be adopted 1998. on-going

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Vea`4Edmonton ECMONIONS•11UNICIPAL•DVELOVIANT•PLAN

LEADERSHIP AND REGIONAL COOPERATION Existing 1 Status/Comment • Horizon 2000 Planning Process Student • Student Transportation Liaison Committee • Neighbourhood Traffic Planning Committees • 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) 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 • Utilize technology to establish detailed community bulletin boards

Additional information/implications: • role of statutory and non-statutory hearing processes

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LRC-34

Encyclopedia of Policies and Programs

0Ecimonton B0140NIONS•11UNKVAL•DEVELOIFIA3M•PLAN

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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LRC-35

Encyclopedia of Policies and Programs

Vea`'f'Edmonton EDMONIOWSOIUNIOPAL*DSVELOPMENT.PLAN

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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LRC-36

Encyclopedia of Policies and Programs

Pe4Dt'Ecimonton EDMONIONS•MUNIaPAL•DEVELOPUINT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY LRC-G

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

Note: The following key results refer to a regional context used by the policy committee. Due to Council's subsequent changes, the key results may no longer relate to the strategic priority. 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 a trustworthy, supportive, and cooperative leader in dealing with regional issues.

LRC-G-6

A joint regional growth strategy which minimizes the undesirable effects of urban sprawl will be in place.

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peoEdmonton EDIAONP3N'S.MUNIOPAL•DEVELOPIMT•PLAN

Status/Comment • Active public education and involvement 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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LRC-38

14,

Encyclopedia of Policies and Programs

Edmonton

EDIWOMONS•MWOCIPAL•DEMOMONT*PLAN

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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IXILMONIONS•MUMCPAL•DEVELOPI.WIT.PLAN

Status/Comment

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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LRC-40

Encyclopedia of Policies and Programs

EDMONICtrS•MUNICIPAL•DISVELOPMENT•PLAN

• • • • •

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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LRC-41

Encyclopedia of Policies and Programs

EDMONIONS•MUNICIPAIADEVELOPIGNT•FLAN

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)?

@ifionton A Work in Progress - January 13, 1998

LRC-42

Encyclopedia of Policies and Programs

EDMONION'S•MI)NlaPAL•DEVEIAPUINT•PLAN

LEADERSHIP AND REGIONAL COOPERATION STRATEGIC PRIORITY City Governance Model (LRC-G): Develop and utilize a governance model that defines clearly the roles of Council, administration, and advisory boards; ensures effective delegation of responsibility, authority and accountability; and, supports cooperation and teamwork. Note: The following key result refers to a regional context used by the policy committee. Due to Council's subsequent changes, the key result may no longer relate to the strategic priority. KEY RESULT #: LRC-G-6 A joint regional growth strategy which minimizes the undesirable effects of urban sprawl will be in place. Existing Comments from Infrastructure Development & Maintenance • 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 Comments from Planned Growth • Drainage Branch works closely with the Capital Region Sewage Commission and Strathcona County to provide cost-effective regional sanitary services in the greater Edmonton region. AMPW • MGA

Status/Comment •

Bylaws and policies to remain as is

• Programs/Plans/ Strategies to remain as is

•

Continuing coordination

Change

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Edmonton

EDMONIONS.MUNICEPAL•Dalla0PILDIT•P1AN

LEADERSHIP AND REGIONAL COOPERATION Comments from Infrastructure Development & Maintenance • Sportsfield Strategy • C-417 Family and Community Services Program

Comments from Planned Growth • C-201 City Reserves and Surplus Accounts CS • C-203 Debt Management Fiscal Policy CS • C-208 Capital Priorities Plan CS New Comments from Infrastructure Development & Maintenance • 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 Comments from Planned Growth • Establish regional cooperation - coordination and a "Regional Plan" PD • Growth Management Strategy Additional information/implications:

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LRC-44

Encyclopedia of Policies and Programs

'Edmonton EDMONTONS*MUNKTPAIADEVIILOPIAENNPLAN

PLANNED GROWTH STRATEGIC PRIORITIES PG-A

Land Development Philosophy: Develop and utilize a land development philosophy that meets the City's long-term development needs and achieves the optimal balance between residential, industrial, commercial, institutional and recreational land use. Specific considerations should include: •

providing reasonable choices regarding the types of developments in which people want to live and do business;

•

working co-operatively with neighbouring municipalities to ensure effective development of the City's "fringe" lands;

•

placing a high priority on the effective and efficient use of land;

•

consolidating heavy industrial land while ensuring that an adequate supply of industrial land is maintained;

•

exploring the potential to cluster similar businesses and accommodate home based businesses and services;

•

developing workable alternatives to share the costs of development;

•

ensuring City plans and policies give clear consistent guidelines to people proposing development;

•

focusing on an open, flexible planning process which includes residents in policy development and plans for growth and change;

•

working co-operatively with universities, school boards and the federal and provincial governments to foster the objectives of planned growth; and,

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PG-1

Encyclopedia of Policies and Programs

pedo Edmon oh EDMONIONS•UUNIC/PAL•DEVELOPMENT•PLAN

PLANNED GROWTH •

focusing on urban development which is environmentally and fiscally sustainable in the long term.

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.

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 in ASP's 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 support and link them.

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.

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 to the extent possible.

PG-G

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

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PG-2

Encyclopedia of Policies and Programs

rDe-Edmonton MNWONTIONIOAROCWAI•CGVEUNIONMPLOI

PLANNED GROWTH STRATEGIC PRIORITY Land Development Philosophy (PG-A): Develop and implement a land development philosophy that meets the City's long-term development needs and achieves the optimal balance between residential, industrial, commercial, institutional and recreational land use. Specific considerations should include: •

providing reasonable choices regarding the types of developments in which people want to live and do business;

•

working co-operatively with neighbouring municipalities to ensure effective development of the City's "fringe" lands;

•

placing a high priority on the effective and efficient use of land;

•

consolidating heavy industrial land while ensuring that an adequate supply of industrial land is maintained;

•

exploring the potential to cluster similar businesses and accommodate home based businesses and services;

•

developing workable alternatives to share the costs of development;

•

ensuring City plans and policies give clear consistent guidelines to people proposing development;

•

focusing on an open, flexible planning process which includes residents in policy development and plans for growth and change;

•

working co-operatively with universities, school boards and the federal and provincial governments to foster the objectives of planned growth; and,

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PG-3

Edmonton

Encyclopedia of Policies and Programs

EDIXXVIONSoNM*DCWAL•DEVELOMMENTOLAN

PLANNED GROWTH •

focusing on urban development which is environmentally and fiscally sustainable in the long term.

KEY RESULT #: PG-A-1 Edmonton's Land Use Bylaw will be reviewed and updated in order to provide streamlined regulation and effective and efficient municipal services while planning for growth in a fiscally responsible manner. Status/Comment

Existing

•

Change • Land use Bylaw

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PG-4

Eaimbnfon

Encyclopedia of Policies and Programs

EDteiONION'S.MUNICIPAL.DEVELOPMEtTrâ&#x20AC;˘PLAN

PLANNED GROWTH STRATEGIC PRIORITY PG-B

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.

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PG-5

Pe°€/ ,.en'mont6h

Encyclopedia of Policies and Programs

EDh4ONTTONS•MUNICIPAL•DEVELOPMENNPLAN

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. 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 • 0-437 The Lease or Sale of City Owned Land For Social Housing CS • C-456 Tree Policy CS • C-458A Percent for Art CS • C-459 Statuary Policy CS • Community Based Social Services Programs (Downtown Office) CS • Action On Greening CS • CPTED 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

Change • LUB rewrite to recognize distinctions between downtown, inner city and suburban areas. • 0-435 The Identification and Acquisition of Land for Social Housing CS • 0-436 Site Selection Guidelines for Senior Citizens and Family Social Housing CS • Contaminated Sites Guidelines CS • Capital Composite Programs CS • River Valley Bylaw CS

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PG-6

Encyclopedia of Policies and Programs EDMONIONSOATJTOCIPAL•DEVELOPMENNPIAN

PLANNED GROWTH • • • • •

Special Benefits Bylaw CS 0-200 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. • 0-410 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 • City Wide Attractions, Programs and Activities Enhancement 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

@Ironton A Work in Progress - January 6, 1998

PG-7

Encyclopedia of Policies and Programs

eldr6716 EDMONPONS•MUNIaPAL•DEVELOPMENT•PLAN

PLANNED GROWTH • • • •

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: PD lead.

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PG-8

Vei4°EnfÔ

Encyclopedia of Policies and Programs

EIDMONTONS•IIUMCIPAL•DEVELOPMENT•PLAN

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. 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. Existing • See PG-B1 • Edmonton Social Plan • Downtown Area Redevelopment Plan • Existing MDP Policies 4.A.1. - 4.A.8., 4.6.1. and 4.B.2. • C-458A Percent for Art CS • C-459 Statuary Policy CS • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. 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 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

Status/Comment

•

approved

•

bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

Change • See PG-B1 • Review Edmonton Social Plan • Land Use Bylaw • Capital Composite Programs CS

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Encyclopedia of Policies and Programs

Pe°''Edmonton RDMONIONSOAUNKTPAL•DEVELOPMENT•PLAN

PLANNED GROWTH • • • • • • • • • • • •

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 • Policy 1042 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 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

@Ironton A Work in Progress - January 6, 1998

PG-10

Encyclopedia of Policies and Programs

n o dirreN ED15,401WONS•MUTLICIPAL•DEVELOPMENT.PIAN

PLANNED GROWTH • • • •

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

THE

A Work in Progress - January 6, 1998

PG-11

cimonton

Encyclopedia of Policies and Programs

EDMONTONS•MUNICIPAIADEVELOPMENNPLAN

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. KEY RESULT #: PG-B-3 People will work, live and be entertained in the downtown. Existing • See PG-B1 • Downtown Area Redevelopment Plan • Existing MDP - particularly policies 4.A.1. - 4.A.8., 4.C.1., 4.C.2.,4.C.3., and 4.0.5. • Edmonton Social Plan • C-458A Percent for Art CS • C-459 Statuary Policy CS • 0-187 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. 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 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

Status/Comment •

approved

•

bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

Change • See PG-B1 • 0-435 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

eliffonton A Work in Progress - January 6, 1998

PG-12

Encyclopedia of Policies and Programs

' 'e° g:Ecimonton EDMONPONS•MUNKVAL.DEVEL011.03NT*PLAN

PLANNED GROWTH • • • • • • • • • • • • •

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 • Policy 1042 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 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

@Conlon A Work in Progress-January 6, 1998

PG-13

Encyclopedia of Policies and Programs

Imonton EDMONTONS•MUNICIPAL•DEVELOPMENT. KAN

PLANNED GROWTH • • • •

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

@Milton A Work in Progress - January 6, 1998

meinton

Encyclopedia of Policies and Programs

EDWIONTONS•UUNKTPAL•DEVELOPMENT•PLAN

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. 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.) Existing • See PG-B1 • Downtown Area Redevelopment Plan • C-458A Percent for Art CS • C-459 Statuary Policy CS • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. 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 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

Status/Comment • •

approved bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

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 • C-438 Social Housing Capital and Operating Subsidy Grants CS • Land Use Bylaw CS

eiltionton A Work in Progress - January 6, 1998

PG-15

Encyclopedia of Policies and Programs

dhT67fton

•

EDMOIZONS•MUNICIPAL•DEVELOPMENMPLAN

PLANNED GROWTH • • • • • • • • • • • • •

New • See PG-B1 • Policy 1042 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 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

elitionton A Work in Progress - January 6, 1998

PG-16

Encyclopedia of Policies and Programs

es° Edmonton EDMONIONS•MUNKTPAL•DEVELOPNEIVT•PIAN

PLANNED GROWTH • • • •

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

elTHE

iiionton

A Work in Progress - January 6, 1998

PG-17

Encyclopedia of Policies and Programs EDMONTONS•MUNKIPAL•DEVELOPMENT•PLAN

Status/Comment

Change • See PG-B1 • C-438 Social Housing Capital and Operating Subsidy Grants 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-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 • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS

elitionton A Work in Progress - January 6, 1998

PG-18

Encyclopedia of Policies and Programs

Pe'°€thmonton BDIsiONTONS•MUNICIPAL•DEVELOPMENT•PIAN

PLANNED GROWTH • •

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

elifionton A Work in Progress - January 6, 1998

PG-19

Encyclopedia of Policies and Programs

Pe4°Edmonton EDIACNTONS•MUTOaPAL•DEVELMENr•PLAV

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 in ASP's 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

Edmonton will have an accessible downtown, supported by good pedestrian, bicycle, vehicular, and public transportation linkages.

PG-C-3

The City will take a leadership role in community revitalization by redeveloping/selling City land holdings within developed areas.

PG-C-4

There will be an intensification of development around transportation corridors and areas with a large employment base.

@ThE

ifionton

A Work in Progress - January 7, 1998

PG-20

Pe°Edmonton

Encyclopedia of Policies and Programs

EDMONMNI•MUNCIPAL•DEVELCIPMECNr.PLAN

• • • • • • • • •

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 Action On Greening CS

Status/Comment

•

drainage documents are to be in place to ensure effective, integrated and orderly land development AMPW bylaws/policies to remain as is

programs/plans/

@ThE

itionton

A Work in Progress - January 7, 1996

PG-21

Encyclopedia of Policies and Programs

Ve64Edmonton EDMONIONSOLUNIaPAL•DIEVILOPMENTOLAN

PLANNED GROWTH • • • • • • • •

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 • River Valley Bylaw CS • Roadway Landscaping Guidelines CS • Servicing Standards Manual CS • Sportsfield Strategy CS • 0-200 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 • Growth Management Strategy PD • Infrastructure Strategy PD • Subdivision of Rural Land Policy PD • additions • 0-410 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

elThE itionton A Work in Progress - January 7, 1998

PG-22

Encyclopedia of Policies and Programs

044'Edmonton EDMONPONS•MUNIaPAL•DHVELOPIGITM1PIAN

PLANNED GROWTH • • • • • • • • • • • •

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 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 - January 7, 1998

PG-23

Edmonton

Encyclopedia of Policies and Programs

EDIEONIONS•itUNKIPAL•DIVELOP/AliNr•PtAN

CPTED Criteria CS CSA Guidelines CS Design 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 • Neighbourhood Improvement Program (NIP) CS

efitionton A Work in Progress - January 7, 1998

PG-24

Encyclopedia of Policies and Programs

044Edmonton EDMONIONS•MUNICIPAL•INVELOPMENT•PLAN

PLANNED GROWTH • • • • • •

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 • Regional Development Strategy- Parks, Open Spaces, River Valley, Highways and Utility Corridors CS Additional information/implications: The production of the Downtown Area Redevelopment Plan has followed an extensive process in a relatively short period of time. The process consisted of four steps: project initiation, issues and ideas, concept plans and policies and plan adoption and implementation. The Plan is now in the plan 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.

elitionton A Work in Progress - January 7, 1998

PG-25

Encyclopedia of Policies and Programs

-pe0Edmonton EDMONrOMS•UUNK:GPAL•DEVEUNIONT•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 in ASP's 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 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 Housing 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 Agreement 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 • Parkland Deficiency Guidelines CS

Status/Comment

•

bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

@iiionton A Work in Progress - January 7, 1998

PG-26

Encyclopedia of Policies and Programs

-F oy' Edmonton IMMONICNS•MUNICIPAL•CSVELOPMENT•PLAN

PLANNED GROWTH • • •

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-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 • Revise Land Management Policy to implement this key result. e.g. Rossdale - Land Management 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 • 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

@ThE

itionlon

A Work in Progress - January 7, 1998

PG-27

Encyclopedia of Policies and Programs

Pe°Edmonton EDMONICINS•MUNICIPAL•DEVELOP103NT•PLAN

PLANNED GROWTH • • •

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

@iiionlon A Work in Progress - January 7, 1998

PG-28

Edmonton

Encyclopedia of Policies and Programs

EDUOi\TIONS•MLNICIPAL•DOVELOPIENr•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 in ASP's 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 There will be an intensification of development around transportation corridors and areas with a large employment base. 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 Housing Development CS • C-467 Conservation of Natural Sites in Edmonton's Table Lands CS • C-468 Surplus School Sites Policy CS • TransAlta Lease Agreement CS • Action On Greening 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 • 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

eiTHE

llionton

A Work in Progress - January 7, 1998

PG-29

Encyclopedia of Policies and Programs

Pe4'4' Edmonton EDMONICINS•MUNIaPAL•DEVELOPIAEINr•PLAN

PLANNED GROWTH 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 New • Revise Land Management Policy to implement this key result. e.g. Rossdale - Land Management 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 • 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

@THE

iiionton

A Work in Progress - January 7, 1998

PG-30

Encyclopedia of Policies and Programs

Edmonton EDIACNIONS•MUNICIPAL•DISVELOPIONr•PLAN

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 support and link them. Key Results PG-D-1

Within one year of adoption of Plan Edmonton, the City will: •

identify and inventory a workable number (5 - 8) of "economic activity centres" in the City;

•

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.

eiThE

llionton

A Work in Progress - January 7, 1998

PG-31

Encyclopedia of Policies and Programs

Pe4°Edmonton EDMONIONS•MUNICIPAL•DINELOPIONTOIAN

City; 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).

Existing • Municipal Development Plan PD • Various Area Plans PD • Existing MDP - 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, multimedia and software, electronics, aerospace, telecommunications and agri-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 technology, labor force skills and market interests, while utilizing common suppliers." EDE • Suburban Investment Strategy CS • Innovative Services/Community Based Economic Development (CS)

Status/Comment

•

programs/plans/ strategies to remain as is

@THE

ilionion

A Work in Progress - January 7, 1998

PG-32

Encyclopedia of Policies and Programs

Edmonton

EMONTOWS.MUMCIPAL•DITVELOPMENT•PLAN

PLANNED GROWTH 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 MDP not one year after. PD • Define centres based on predefined criteria. PD • Transportation, linkage, 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 • Infrastructure/Corridor Development Plans CS • Economic Development Nodes Enhancement Plans CS • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) CS • Civic Consultation Program and Process 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: PD lead.

@itionton A Work in Progress - January 7, 1998

PG-33

Encyclopedia of Policies and Programs

Ve.°Edmonton 13D140kVIONS•MUNIaPAL•DUVELOPIGINIWIAN

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 support and link them. KEY RESULT #: PG-D-2 Barriers to desirable growth will be identified and reduced. 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. AMPW • EDE monitors growth barriers as identified by Edmonton businesses and acts as a facilitator to reduce these barriers. Eg: business cost comparison survey and model EDE • 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 • Innovative Services/Community Based Economic Development CS • 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

Status/Comment

•

bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

@itionton A Work in Progress - January 7, 1998

PG-34

Encyclopedia of Policies and Programs

peoi' Edmonton IMMONIONS•MUNICIPAL•DEVEUXUENT*PLAN

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-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-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-410 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 • Update 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 • 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.

@iffonton A Work in Progress - January 7, 1998

PG-35

Encyclopedia of Policies and Programs

Edmonton PDMONIONSORNICIPAIADEVELOPIENrâ&#x20AC;˘PIAN

PLANNED GROWTH STRATEGIC PRIORITY PG-E

Key Results PG-E-1

Reinvestment in mature neighbourhoods will be an important strategy for creating and maintaining a vibrant and livable City.

PG-E-2

Infrastructure in mature neighbourhoods will be maintained and upgraded.

PG-E-3

Recreation facilities and opportunities in mature neighbourhoods will be redeveloped to meet changing demographics.

@THE

iiionton

A Work in Progress - January 7, 1998

PG-36

Encyclopedia of Policies and Programs

-pea°Edmonton EDIONTONI•MUNICIPAL•DEVELOPSENr•PIAN

PLANNED GROWTH STRATEGIC PRIORITY Reinvestment in Mature Neighbourhoods (PG-E): Invest in the re-development and revitalization of mature neighbourhoods, including appropriate responses to the evolving needs of residents as community demographics change. KEY RESULT #: PG-E-1 Reinvestment in mature neighbourhoods will be an important strategy for creating and maintaining a vibrant and livable City. Existing • Neighbourhood Improvement Program PD • Land Use Bylaw PD • Area Plans PD • Neighbourhood Infrastructure Program (N.I.P.) is a coordinated program among City's departments and utilities to improve infrastructure for neighbourhoods. AMPW • Existing MDP, particularly Objective 1.A. and Policies 1.A.1., 1.C.1, 1.C.3.,1.6.3., 1.B.4., 3.A.6., and 3.D.1. • C-468 Surplus School Sites Policy CS • C-109 Joint Use Agreement 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 • Benefits Based Recreation 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 • 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

Status/Comment

•

Next N.I.P. projects Riverdale (implementation) and Ritchie (planning) AMPW bylaws/policies to remain as is

programs/plans/ strategies to remain as is

@Ironton A Work in Progress - January 7, 1998

PG-37

Encyclopedia of Policies and Programs

04° Edmonton EDMONIONS•11UNKIPAL•DISVELOPICENT•PLAN

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-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 Strategy coordinated with a Growth Management Strategy. PD • C-410 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 • Update 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 • 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

elitionton A Work in Progress - January 7, 1998

PG-38

Encyclopedia of Policies and Programs

EMCNIONS.MUNICIPAL•DISVELOPLIENT•PLATI

PLANNED GROWTH • • • • •

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: TS lead.

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A Work in Progress - January 7, 1998

PG-39

Encyclopedia of Policies and Programs

Pea° Edmonton EDMONTOKS•MUNICIPAL•DEVELOPIONMPLAN

• • • • • • • • • • •

Status/Comment •

C-438 Social Housing Capital and Operating Subsidy Grants 0-468 Surplus School Sites Policy CS • 0-109 Joint Use Agreement CS 0-110 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 Edmonton Social Plan CS Parkland Deficiency Guidelines CS Partners in Parks Program CS • Strategic 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

Change • 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 • 0-201 City Reserves and Surplus Accounts CS

eitionion A Work in Progress - January 7, 1998

PG-40

Encyclopedia of Policies and Programs EDIACCTIONS•MUKKIPAL•DHVELOPIAENTr•PLAN

PLANNED GROWTH • • • • •

0-203 Debt Management Fiscal Policy CS 0-208 Capital Priorities Plan CS C-211C Community Investment Grants to Organization and Individuals CS 0-417 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 • 0-410 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 • Roadway/Neighbourhood Beautification 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 • 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: TS lead.

@Ironton A Work in Progress - January 7, 1998

PG-41

1,644" Edmonton

Encyclopedia of Policies and Programs

EDMONICKS•MUNIaPAL•DEVELOCUENr•PIAN

PLANNED GROWTH STRATEGIC PRIORITY Reinvestment in Mature Neighbourhoods (PG-E): Invest in the re-development and revitalization of mature neighbourhoods, including appropriate responses to the evolving needs of residents as community demographics change. KEY RESULT #: PG-E-3 Recreation facilities and opportunities in mature neighbourhoods will be redeveloped to meet changing demographics. Existing • Existing MDP, particularly Policies 1.C.1 and 1.0.4 • 0-468 Surplus School Sites Policy CS • 0-109 Joint Use Agreement CS • 0-110 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 • Aquatic Strategy CS • Arena Strategy CS • 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

Status/Comment •

bylaws/policies to remain as is

•

programs/plans/ strategies to remain as is

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 • Sportsfield Strategy CS

ektionton A Work in Progress - January 7, 1998

PG-42

Encyclopedia of Policies and Programs

'Peel° Edmonton EDMONIONS•MUNICIPAL•DEVELAPIIENT•PLAN

PLANNED GROWTH 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 • 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: CS lead

@fronton A Work in Progress - January 7, 1998

PG-43

Encyclopedia of Policies and Programs

Edmonton EDMONTONS•MUNIaPAL•DEVELOPICENT•PLAN

PLANNED GROWTH STRATEGIC PRIORITY 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 to the extent possible.

Key Results PG-F-1

The river valley, natural areas and habitats within the city and the region will be protected and a comprehensive, integrated plan for the region's river valley, natural areas and open space lands will be prepared. Green corridors will be developed in areas currently lacking access to the river valley and existing natural areas.

PG-F-2

Priority trail linkages will be planned, developed and funded.

CO&onion A Work in Progress - January 7, 1998

PG-44

Encyclopedia of Policies and Programs

Peet° Edmonton EIMONTIONS•MUNICIPAL•DEVELOPMENT•PLAN

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 to the extent possible. KEY RESULT #: PG-F-1 The river valley, natural areas and habitats within the city and the region will be protected and a comprehensive, integrated plan for the region's river valley, natural areas and open space lands will be prepared. Green corridors will be developed in areas currently lacking access to the river valley and existing natural areas. 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 MDP - particularly Policy 4.D.3. • Boulevard Bylaw CS • Cemetery 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 • TransAlta Lease Agreement CS • Major Corridors Policy CS • Walkway Right of Way Policy CS • Action On Greening CS

Status/Comment • Report going to Council this summer.

•

bylaws/policies to be left alone

•

programs/plans/ strategies to remain as is

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PG-45

Encyclopedia of Policies and Programs

Ftee#41Edmonton EDMONIONS•MUNICIPAL•DEVELOPINNTOLAN

PLANNED GROWTH • • • • •

Benefits Based Recreation Guide Book CS Commemorative Tree Planting Guide Book CS 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-167 Edmonton Parks and Recreation Fees and Charge CS New • Integrate 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 • City Environmental Affairs and Sustainable Development Plan CS

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PG-46

Encyclopedia of Policies and Programs

P ee14'Edmonton tiDMONTONS•HUMCIPAL•DEVELOESOW•PLAN

PLANNED GROWTH • • • •

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

@Ironton A Work in Progress - January 7, 1998

PG-47

Encyclopedia of Policies and Programs

EDMONIONS•MUNICIPAL•DEVELOPMENTr•PLAN

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 to the extent possible. KEY RESULT #: PG-F-2 Priority trail linkages will be planned, developed and funded. Existing • 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 • 0-468 Surplus School Sites Policy CS • 0-109 Joint Use Agreement CS • 0-110 City/Community League Relations CS • TransAlta Lease Agreement CS • Donations Policy CS • Major Corridors Policy CS • Walkway Right of Way Policy CS • OPTED Criteria CS • CSA Guidelines 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

Status/Comment • bylaws/policies to be left alone

•

programs/plans/ strategies to be left alone

Change • Capital Priorities Plan • MDP • Transportation Bicycle & Pedestrian Policy • Ribbon of Green

Otifonton A Work in Progress - January 7, 1998

PG-48

Encyclopedia of Policies and Programs

Pea*f 'Edmonton 13DMONTONI•MUNIaPAL•06VILOPMINT•NAN

PLANNED GROWTH • • • • • • • • •

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 0-208 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 • MR Cash in lieu of Policy CS • MR Policy for Deferred Reserve Caveats CS • Residential Land Servicing Policy and or Guidelines CS • 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 • 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: CS lead.

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Encyclopedia of Policies and Programs

EDMONDONS•MUMCIPAL•DIEVELOPMENT•PIAN

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.

Key Results PG-G-1

The rate of development of municipal facilities and services will be matched appropriately to growing demand.

PG-G-2

An increased number of citizens will live and work in the downtown area.

@Ironton A Work in Progress - January 7, 1998

PG-50

Encyclopedia of Policies and Programs

044'Edmonton EDIONIONS•MUNKIPAL•DEVIELOPICEINPPLAN

PLANNED GROWTH STRATEGIC PRIORITY Population Growth: Plan for a population base in the range of 800,000 to 900,000 residents by the year 2020. KEY RESULT #: PG-G-1 The rate of development of municipal facilities and services will be matched appropriately to growing demand. Existing • 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 • C-468 Surplus School Sites Policy CS • C-109 Joint Use Agreement CS • C-187 Agreements with Non-Profit Organizations for the Cooperative Operation of recreation Facilities CS • Partnership Agreements EFCL, YMCA, Soccer, etc. CS • Action On Greening CS • 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

Status/Comment

•

bylaws/policies to be left alone

•

programs/plans/ strategies to be left alone

•

Change • Capital Priorities Plan PD • Debt Management Policy PD • Operating and Maintenance Budgets • Municipal Reserves • C-435 The Identification and Acquisition of Land for Social Housing CS

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PG-51

Encyclopedia of Policies and Programs

pe0Edmonton EDMCCTIDN'S. MUTaaPAL •INIVEIOPMENT. RAN

PLANNED GROWTH • • • • • • • • • •

Capital Composite Programs CS Facility Conservation Program CS Home Base Program CS Sportsfield Strategy CS 0-201 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 0-417 Family and Community Services Program CS 0-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups CS

New • Growth Management Strategy PD • Infrastructure Strategy PD • 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 • 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: AMPW lead

@Ironton A Work in Progress - January 7, 1998

PG-52

Encyclopedia of Policies and Programs

Pe°Edmonton EDMONIONS•MUNICEPAL•DEVELOPMENr•PLAN

PLANNED GROWTH STRATEGIC PRIORITY Population Growth: Plan for a population base in the range of 800,000 to 900,000 residents by the year 2020. KEY RESULT #: PG-G-2 An increased number of citizens will live and work in the downtown area. Existing • Downtown Area Redevelopment Plan • Existing MDP - particularly Objective 4.0. • 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 C-438 Social Housing Capital and Operating Subsidy GrantsLand Use Bylaw CS 0-201 City Reserves and Surplus Accounts CS C-203 Debt Management Fiscal Policy CS 0-208 Capital Priorities Plan CS

New • Growth Management Strategy PD • Business Investment Strategy 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

@iirconton A Work in Progress - January 7, 1998

PG-53

Plai

. 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 Needs 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 Pegs. 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

May Need Changes May Need Changes Implement Needs Changes May Need Changes May Need Changes

Page 1

Pla

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 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

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 Transit Shelter Program Pararamp Construction Program

May Need Changes

Page 3

Plat

Growth

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.

0°4/Edmonton EDMONTONS.MUNICIPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE SUMMARY The following document provides a list of the policies, programs and practices which would be impacted in order to achieve the key results identified by the Infrastructure Development and Maintenance Committee. The major themes identified through these key results are: •

Infrastructure planning. The need for a co-ordinated plan for all physical infrastructure across the city for existing and future requirements.

•

Financing of infrastructure. In conjunction with the infrastructure plan the development of a financial plan to address the capital and operating costs related to all physical infrastructure requirements.

•

Cost effective growth management. A strategy to facilitate and co-ordinate all new development in Edmonton in a manner most cost effective to the growth of the city.

The major policies and practices of the city which these themes impact are: • • • • •

Debt Management Fiscal Policy. Capital Priorities Plan. Operating Budget. Infrastructure asset inventory, condition rating and maintenance and repair standards. Suburban neighbourhood design principles.

Encyclopedia of Policies and Programs

EIMONTONS•MUNKIPAL•DEVELOPUDIT•PLAN

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, safe and sustainable; and employ 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.

IDM-C

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

IDM-D

Protection of the Natural Environment:

Develop an integrated environmental

protection strategy in partnership with the province and neighbouring municipalities, designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces. IDM-E

Waste Disposal Infrastructure:

Achieve the objectives of the approved City of

Edmonton's Thirty Year Waste Management Strategic Plan. IDM-F

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

elticionton A Work in Progress - January 13, 1998

IDM-1

Encyclopedia of Policies and Programs

frt

Edmonton

EDMONIONSâ&#x20AC;˘MUNKIPALâ&#x20AC;˘DIEVELOPIIINT.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY

IDM-A

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 will be reviewed and defined specifically for the needs of Edmonton.

IDM-A-4

A "condition rating" system for all major infrastructure will be in place by 2000.

IDM-A-5

Edmonton's infrastructure costs and level of service will be competitive with other cities.

IDM-A-6

Public health and safety concerns will be given high priority when assessing changes in servicing standards and environmental impacts.

IDM-A-7

Edmonton will meet standards for design, maintenance and operation of infrastructure.

IDM-A-8

Edmonton will be aware of and proactive in addressing emerging environmental health risks.

eiTHE tifonton A Work in Progress -January 13, 1998

IDM-2

Encyclopedia of Policies and Programs

EDMONItINS•MUNICIPAIADEVEAPMENT•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, safe and sustainable, and employ emerging technologies to reduce costs. KEY RESULT #: IDM-A-1 Effective and efficient use will be made of existing infrastructure and systems. Existing • 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-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 • 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

Status/Comment • Bylaws and policies to remain as is

• Programs/Plans/ Strategies to remain as is

Change • Capital Composite Programs • Neighbourhood Improvement Program (NIP) • Facility Conservation Program • Sportsfield Strategy • C-200 Financing of Local Improvements

@iiionton A Work in Progress - January 13, 1998

IDM-3

Encyclopedia of Policies and Programs

EDMONECKS•MUNICIPAL•DEVELOPMENT.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • •

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 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-4

Encyclopedia of Policies and Programs

EDMONTONI•MUNICIPMADSVELOPMELNT•PLAN

Status/Comment • 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

itionton A Work in Progress - January 13, 1998

IDM-5

Encyclopedia of Policies and Programs

044Edmonton EDMONIONS•MUNKIPAL•DEVELOFIVINTT•PLiN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE Groups 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)

@Ironton A Work in Progress - January 13, 1998

IDM-6

Encyclopedia of Policies and Programs

EDMONICINS•MUNICIPAL•DEVELOMONT•PLAN

Status/Comment • Bylaws and policies to remain as is

• Programs/Plans/ Strategies to remain as is

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 • C-200 Financing of Local Improvements • C-201 City Reserves and Surplus Accounts

elTHE ifionton A Work in Progress-January 13,1998

IDM-7

Encyclopedia of Policies and Programs

EDMONTCM.kfUNKIEPAL•DEVELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • •

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

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)

@THE nionton A Work in Progress-January 13, 1998

IDM-8

Encyclopedia of Policies and Programs

EDMONTICWS•MUNICIPAL•DSVELOMILNTrePLAN

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, safe and sustainable, and employ emerging technologies to reduce costs. KEY RESULT #: IDM-A-4 A "condition rating" system for all major infrastructure will be in place by 2000. Status/Comment Existing • 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. Vehicles

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IDM-9

Encyclopedia of Policies and Programs

04°Edmonton EDMONIONS•MUNICIPAL•DEVEUXVILNIT•RAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE •

•

• • •

A rating system for vehicles already exists to evaluate their 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 Parkland Deficiency Guidelines Suburban Investment Strategy

In place

• Programs/Plans/ Strategies to 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 minor improvements or changes to accommodate ERD and Transit fleets (to be consolidated with MES' fleet before June, 1998).

eliiionton A Work in Progress - January 13, 1998

IDM-10

Encyclopedia of Policies and Programs

EDMONTONS•MUNICIPAL.DEVELOPMINT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE •

Parks New condition rating systems will be needed for water features, pools, fences, tracks, hard surfacing etc.

• •

Neighbourhood Improvement Program (NIP) 0-208 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. 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.

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IDM-11

Encyclopedia of Policies and Programs

04°Edmonton EDMONIONS•MUNICIPAL•DEVELOPMEW.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE 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.

eltionton A Work in Progress - January 13, 1998

IDM-12

Encyclopedia of Policies and Programs

Pe°Edmonton EDMONIONS•MUNX:IPAL•DEVELOPMENTP,P1AN

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-13

Encyclopedia of Policies and Programs

EDMONTON'S•MUNICIPAL•DSVELOPICDMAAN

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, safe and sustainable and employ emerging technologies to reduce costs. KEY RESULT #: IDM-A-6 Public health and safety concerns will be given high priority when assessing changes in servicing standards and environmental impacts. Existing Status/Comment • River Water Quality Task Force report has recommended • Report that a risk based approach be used for development of considered by water quality indicators. Council Fall 1997. • 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. • Bylaws and • Cemetery Bylaw policies to remain • C-467 Conservation of Natural Sites in Edmonton's Table as is 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 • Programs/Plans/ • Action On Greening Strategies to • Aquatic Strategy remain as is • Arena Strategy • Benefits Based Recreation Guide Book • CPTED Criteria • CSA Guidelines • Design Guidelines for a Safer City

@Ironton A Work in Progress - January 13, 1998

IDM-14

Encyclopedia of Policies and Programs

EDMONTIONS•MUNICIPAL•DEVELOPMDMPLAN

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 Areas Suburban Investment Strategy

Change • More integration and consultation 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 • 0-417 Family and Community Services Program • 0-423 Leases to Sports & Social Clubs, Non-Profit Organizations and Community Groups

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IDM-15

Encyclopedia of Policies and Programs

EDMONTONS•MUNIQPALONVEU3PtaNrePLAN

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 Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community - Community Services Perspective

@ifionton A Work in Progress - January 13, 1998

IDM-16

Encyclopedia of Policies and Programs

Edmonton BOMONIONS•MUNICIPAL•DEVELOPIONT•PLAN

Status/Comment • Bylaws and polices to remain as is

• Programs/Plans/ Strategies to remain as is

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 • Roadway Landscaping Guidelines • Servicing Standards Manual

&Ironton A Work in Progress - January 13, 1998

IDM-17

Encyclopedia of Policies and Programs

044Edmonton EDMONICN'S.MUNKIPAIADSVELOPIENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • •

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

eklionton A Work in Progress - January 13, 1998

IDM-18

Encyclopedia of Policies and Programs

‘41Edmonton EDMONTONS•MUNICIPAL•DEVELOPUENTT•PLAN

Status/Comment • Bylaws and policies to remain as is • Programs/Plans/St rategies to remain as is

• 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. •

New • Business Investment Strategy

elitionton A Work in Progress - January 13, 1998

IDM-19

Encyclopedia of Policies and Programs

Pe41°Edmonton EDMONION'S*MUNIaPAL.DEVELOPILINr.PL.N

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • • • • •

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)

@nionton A Work in Progress - January 13, 1998

IDM-20

Encyclopedia of Policies and Programs

EDMONIONS•MUNICIPAL•DEVEIXXMINTT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-B

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.

IDM-B-3

The City will plan for growth based on the most cost-effective infrastructure corridors, rather than throughout all areas of the City.

IDM-B-4

Municipal infrastructure required to attract and sustain economic development and growth within the City and sustain Edmonton's quality of life will be in place.

IDM-B-5

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

@iticinton A Work in Progress - January 13, 1998

IDM-21

r .

Encyclopedia of Policies and Programs

Edmonton

EDMONTONS•MUNICIPMADEVELOPIAINT•FLAN

• •

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 Principle Suburban Investment Strategy

Status/Comment

• • •

authority to tax & set user fees Council Policy Council Policy incomplete

•

incomplete

•

incomplete

•

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) • Special Benefits Bylaw • Facility Conservation Program

@Ironton A Work in Progress - January 13, 1998

IDM-22

Encyclopedia of Policies and Programs

Pea'"Edmonton EDMONION'S•MUNICIPAL•DEVELOPMDIT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • • •

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 Charges

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

A Work in Progress - January 13, 1998 •

IDM-23

Encyclopedia of Policies and Programs

PWEdmonton EDMONIONSâ&#x20AC;˘MUNICIPALâ&#x20AC;˘DEVELOPMENTPPLAN

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 financial 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.

einionton A Work in Progress - January 13, 1998

IDM-24

Encyclopedia of Policies and Programs

l'e‘ i. Edmonton EDMONTON'S•MUNIaPAL•DEVELOPLOLVT*PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE 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 Committee has not been defined 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.

elinofrton A Work in Progress - January 13, 1998

IDM-25

P644 'Edmonton

Encyclopedia of Policies and Programs

EDMONITCNS•MUNKIPAL•DEVELOMOIr•PLAN

•

;

Status/Comment

• • •

authority to tax & set user fees Council Policy Council Policy incomplete

•

incomplete

•

incomplete

•

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) • Facility Conservation Program • Home Base Program • C-200 Financing of Local Improvements

eiiiionton A Work in Progress - January 13, 1998

IDM-26

Encyclopedia of Policies and Programs

EDMONTONS•MUNICIPAL•DEVELOMOST.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • •

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, 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 • 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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IDM-27

Encyclopedia of Policies and Programs

044Edmonton EDMONION'S.MUNICIPAL•DEVELOPUENTr•PIAN

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/St rategies to remain as is

Change • Capital Composite Programs • Special Benefits Bylaw • 0-200 Financing of Local Improvements • 0-201 City Reserves and Surplus Accounts • 0-203 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 • Roadway / Neighbourhood Beautification Strategy • Update Economic Development Strategy • Business Investment Strategy • Infrastructure / Corridor Development Plans

€filionton A Work in Progress - January 13, 1998

IDM-28

Encyclopedia of Policies and Programs

EDMONTONS•IdUNICIPAL•DEVELOPIAINT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • • • • • • •

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) Targeting Special Needs in the Community - Community Services Perspective Sanitary Servicing Strategy for the City

ilionton A Work in Progress -January 13, 1998

IDM-29

Encyclopedia of Policies and Programs

‘41Edmonton EDMONTIONS•MUNICIPAL•DSVELOPIANT•PIAN

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. KEY RESULT #: IDM-B-4 Municipal infrastructure required to attract and sustain economic development and growth within the City and sustain Edmonton's quality of life will be in place. Status/Comment Existing • 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. • see 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 [Shaw Conference Centre], Objective #3: "Maintain and Survey 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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IDM-30

Encyclopedia of Policies and Programs

04‘4Ea'monton EDMONIONS•MUNIOPAL•DEVELOPICLNT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE 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 among 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

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IDM-31

P464°Edmonton

Encyclopedia of Policies and Programs

EIVONICINI•MUNIaPAL•DEVELOPLONPILAN

Status/Comment •

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 program 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?

ellifonton A Work in Progress - January 13, 1998

IDM-32

Encyclopedia of Policies and Programs

EDMONTCNS.MITNICIPALONVELOPUrirâ&#x20AC;¢PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-C

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

Key Result IDM-C-1

The Transportation Master Plan will be completed and the desired results integrated into Plan Edmonton.

IDM-C-2

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.

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IDM-33

Encyclopedia of Policies and Programs

EDMONION'S•MUNICIPAL•DEVELAMCDMPLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Movement of People and Goods (IDM-C): Ensure that an integrated transportation system facilitates the safe, effective, and efficient movement of goods and people throughout the City and beyond. 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 City-Owned 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 Transportation and Streets

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EDMONIONS•MUNICIPAIADEVELCOENT.PIAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE

•

• • • • • •

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 • Community Benchmarking Initiative (Neighbourhood Needs and Civic Services Delivery) • Targeting Special Needs in the Community - Community Services Perspective

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EDMUNITONS•MUNKIPAL•DEVELOPIANT*PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Movement of People and Goods (IDM-C): Ensure that an integrated transportation system facilitates the safe, effective, and efficient movement of goods and people throughout the City and beyond. KEY RESULT #: IDM-C-2 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) TS • 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)TS • See PG-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 • 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

Status/Comment • implemented • implemented • implemented • under revision • under implement. • implemented • implemented • implemented • implemented • implemented • implemented

•

bylaws and policies to remain as is

•

programs/plans/ strategies to remain as is

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EDMONTONS•MINICIPAL•C€VELOPMENT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE •

Sites/Storm Water Management Facilities CS Suburban Investment Strategy CS

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 • 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 • Change key 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 • 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

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r Edmonton 'Edmonton EDMONIONS•MUNKIPAL•EGVE1OPUENTT*PIAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE Additional information/implications: The Transportation Master Plan is nearing the final planning stages and is expected to be complete in early 1998. TS lead.

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IDMONPON'S•MONMPAL•DEVELOPIGENTT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-D

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

Key Results IDM-D-1

Water: The Edmonton Region, mobilized by the efforts of 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, seasonallybased river water quality targets.

I DM-D-2

The people of the City and the Region will be knowledgeable and understanding of City initiatives and policies about the quality of our environment.

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Edmonton

EDMONPONSeASUNICIPAL•DEVELOPUENTOLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Protection of the Natural Environment (IDM-D): Develop an integrated environmental protection strategy in partnership with the Province and neighbouring municipalities, designed to improve air and river water quality, promote conservation, and ensure effective preservation and management of the City's green spaces. KEY RESULT #: IDM-D-1 Water: The Edmonton Region, mobilized by the efforts of 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. • 0-467 Conservation of Natural Sites in Edmonton's Table Lands • 0-468 Surplus School Sites Policy • 0-109 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 6.6.3: "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 6.6.4: "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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EDMONTON'S. MUNICIPAL•DEVELMIENT•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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Pee Edmonton EDMONIONS.MUNICIPMADEVELOPMDTMIATI

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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04A4Edmonton EDMAVICVS•MUNICIPMADEVELOMENr•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-E

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

Key Results IDM-E-1

Waste collection, management and disposal will remain the responsibility of the local municipal authorities in the Region.

I DM-E-2

The City of Edmonton will continue to regulate waste disposal user fees.

IDM-E-3

A flat rate user fee system for all users will be based on the cost of providing the service.

IDM-E-4

A target date will be set for commissioning of the new waste management facility.

IDM-E-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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04°Edmonton

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EDMONIMS•MUNICIPMADEVELOMNr•PIAN

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-E-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

• • • • •

Design Guidelines for a Safer City Edmonton's Suburban Neighbourhood Design Principle Edmonton Social Plan Naturalization Master Plan Suburban Investment Strategy

•

Bylaws and policies to remain as is Programs/Plans Strategies to remain as is

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 • Infrastructure Funding Strategy (For New Development and Redevelopment)

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EDMONTONI•MUNICIPAL•DEVELOPLONr*PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • •

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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EDMONION'S•MUNKIPAL•DEVELOPIONT•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-E-2 The City of Edmonton will continue to regulate waste disposal user fees. Existing • 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

Status/Comment

• 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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EDMONIONS•MUNICIPAL•DEVELOPMENTOPLAN

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-E-3 A flat rate user fee system for all users will be based on the cost of providing the service. 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 • C-438 Social Housing Capital and Operating Subsidy Grants • 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. • Aquatic Strategy • Arena Strategy • Benefits Based Recreation Guide Book • Edmonton Social Plan

Status/Comment

• Bylaws and policies to remain as is • Programs/Plans/ Strategies to remain as is

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

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Pe6‘4/Edmonton EDMONTCNS•MUNKIPAL•DEVELOPUINT.PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • •

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)

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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Pea*ftEdmonton

Encyclopedia of Policies and Programs

EDMONICNS•MUNMPAL•DEVELOVMENT*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-E-4 A target date will be set for commissioning of the new waste management facility. Existing • 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) • Suburban Investment Strategy

Status/Comment

•

Strategy to remain 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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l'°4'Edmonton EDiktONMNS•MUNIaPAL.DEVECAP11/041WLAN

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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Pe°tEdmonton EDMONTONSOIUNiaPAL•DEVEIAMINT•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-E-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 • 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. • Suburban Investment Strategy

Status/Comment

•

Strategy to remain 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: •

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INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY IDM-F

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

Key Results IDM-F-1

The City of Edmonton will be a leader in developing and using communications technology and will provide City operations and services electronically wherever appropriate.

IDM-F-2

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.

I DM-F-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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EDMONTONS•MUNKIPAL•DEVELOPMENT•PLAN

Status/Comment

•

Strategy to remain as is

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 • Integrated Facility Development Plan (Asset Management Strategy Linked to Growth Management) • Infrastructure Funding Strategy (For New Development and Redevelopment)

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P°4Edmonton EDMONIONS•MUNICIPAL•DEVELOPIALW•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE •

• • •

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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1764 Edmonton EDMONTONS•MUNIOPAL•DEVELOMENTr•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Communications Infrastructure: Use advanced communications technology to deliver City services more effectively and efficiently and enhance our City's status as a "smart" City. KEY RESULT #: IDM-F-2 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. 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 • 0-109 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

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.

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Edmonton

EDMONIONS•MUN/CIPAL•DEVELOPMEM,PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE • • • • • • •

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)

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EDMONTPWS•MUNICIPAL•INVELOPIANT•PLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE STRATEGIC PRIORITY: Communications Infrastructure: Use advanced communications technology to deliver City services more effectively and efficiently and enhance our City's status as a "smart" City. KEY RESULT #: IDM-F-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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Pe44 Edmonton EDMONICNS•MUNICPAL•CEVELOPUILIIWLAN

INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE New • Implement Council's Smart City initiative with education & business partners. Additional information/implications:

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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.

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.

Infrast.

Jre 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 Air: The Edmonton Region will adopt, achieve and maintain the highest achievable air quality standard. 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

Page 3

Needs changes to fund additional monitoring, inventory development and public information

Infrastkâ&#x20AC;&#x201D;ure 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 aChievable 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 May May May May

May need changes to improve energy efficiency May need changes

E. Design and Service Level Standards

need need need need need May need

changes changes changes changes changes 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

Page 5

May need changes

Infrashâ&#x20AC;&#x201D;gure 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

Key Result IDM-D-2 Air: The Edmonton Region will adopt, achieve and maintain the highest aChievable air quality standard.

Educational materials need to be produced to raise public awareness and aid in modifying behaviour.

Traffic Bulletins

Page 7

EDMONTONSâ&#x20AC;˘MUNICIPALâ&#x20AC;˘DEVELOPME2JT0PLAN

Policy Committees' Major Themes The work of the Plan Edmonton Policy Committees identifies seven major themes for Plan Edmonton. They are: 1. Regional and inter-municipal cooperation is critical to the City's success. 2. High priority must be placed on economic development and growth to sustain Edmonton's high quality of life. 3. Economic development and overall quality of life is supported by appropriate, cost effective infrastructure and services to citizens. 4. Our environment is strategically important to the future of our city and region. 5. Effective fiscal stewardship, based on a growth and infrastructure development strategy, will position the City for future prosperity. 6. Clearly defined City roles and responsibilities and a framework for consultation are fundamental to improved communications and improved services to citizens. 7. A consistent set of operating principles should be the foundation for City policy and action.

Projects/MDP/Policy Committees/Policy Committee Major Themes