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2005-2007 Business Plan City of Edmonton, PI
EDMONTON
2005-2007 Business Plan Planning & Development Department
Planning and Development
LIBRARY The City of Edmonton 375.4a .E3 .E373 2004
TIlE ilionton
October 2004
TABLE OF CONTENTS
1.0 KEY HIGHLIGHTS
2
2.0 DEPARTMENT DESCRIPTION
6
3.0 KEY TRENDS AND CHALLENGES
11
4.0 CORPORATE BUSINESS PLAN AND DEPARTMENT INITIATIVES
13
5.0 PERFORMANCE MEASURES
24
Appendix One: Planning and Development Department Activity Levels and Performance Measures
26
Planning and Development Department 2005 — 2007 Business Plan October 2004
1.0
KEY HIGHLIGHTS
1.1
Year 2004 Accomplishments
The Planning and Development Department is committed to the implementation of Plan Edmonton and achieving the Administration's vision of providing "quality, best value municipal services, satisfied customers and valued employees." To this end, in 2004 the Department focused efforts and resources on implementing its key corporate initiatives identified in Plan Edmonton and the Corporate Business Plan 2004-2006, while maintaining and improving the core customer services related to the Department's legislated and legal obligations, as directed in the Municipal Government Act, the Safety Codes Act and the Edmonton Zoning Bylaw. A major accomplishment for the Department for 2004 is that staff and management were able to accommodate the extra demands of a very busy and productive year as well as meeting our core business services. Highlighted below are some corporate and departmental achievements for 2004, along with some key initiatives under way:
Corporate Initiatives: • •
• • • •
Phase II of the Smart Choices for Developing our Community Strategy was completed, with Council's approval of eight action recommendations. Downtown façade improvement programs that were approved in 2003 are being implemented as part of the continuing implementation of the Capital City Downtown Plan. Council approved the Urban Sustainability Action Plan which encompasses direction on Edmonton's urban form, fiscal strategies and regional strategies. The Fort Road Master Plan was approved and funded for implementation by Asset Management and Public Works. The Industrial Land Strategy implementation program, which was initiated in 2003, is ongoing. The Future School Sites Study, which was approved by City Council and implemented in 2003, is ongoing.
Departmental Initiatives: The first area plan in a long-term program, the Pylypow Industrial Area Structure Plan, was drafted for circulation and review. • Through the Heritage Resources Program, fifteen historic buildings in Edmonton were designated as Municipal Historic Resources. • A three-year project to prepare an inventory of modem architecture historic resources was initiated with a grant from the Alberta Historic Resources Foundation. This project is now in year two.
•
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• •
Urban design plans were prepared for five streetscape projects across the City. Intermunicipal planning work on the Big Lake Management Plan and the Edmonton International Airport Master Plan continued. • The Department's information technology systems were upgraded to Microsoft XP. • A new initiative for zoning applications on the City of Edmonton web-site is scheduled for completion in late 2004. • Initiatives were undertaken to revise our POSSE jobs to accommodate re-engineering initiatives. • Implemented early mail out of Assessment notice for income producing properties, to allow for resolution of complaints to Assessment Review Board within the current year. • Completed consolidation of assessment offices into Chancery Hall. • Successful completion of Provincial ASSET project, meeting the new tightened time frames for provincial reporting and quality standards for assessment. • Addressed convergence of TACS system with ARC Business Solutions and external users of the City's software. • Provided information to City Council on future tax policy. • Improvements to the Zoning Bylaw were made to reflect emerging practices and development trends in consultation with the community and industry stakeholders. • Researched, held public hearings, and prepared reports on performing animals in circuses. • Implemented the call-out centre to follow up on overdue business and pet license payments. • Coordinated stakeholder consultation regarding Accessible Taxi Service. • Conducted satisfaction and bylaw service perception surveys. • Implemented new parking enforcement discretion policies. • Implemented comprehensive smoking bylaw change communication strategy. 1.2
Year 2005 — 2007 Looking Ahead
The 2005 — 2007 Planning and Development Department Business Plan is a strategic document that will direct the Department's resources and operations for the next three years. Economic projections indicate that over the next three years the City will experience continued economic and demographic growth, which will directly increase demands on the Department's core services. Economic activity is also expected to create shifts in the demand for new and recycled space and increased business activity and job creation. Therefore, the majority of the Department's resources will be dedicated to meeting this increased demand on core services, especially those related to legislated and legal obligations. In addition, provincial and federal decisions to increase financing for infrastructure have resulted in emerging land use issues and challenges that were not foreseen during the preparation of Plan Edmonton. Internally, the Department will continue with the implementation of the planning services reengineering of the Planning and Policy Services Branch. The primary focus of re-engineering is to increase efficiencies, improve customer service and accommodate anticipated municipal growth. All branches of the department are focused on continuous evaluation of service delivery in order to improve customer satisfaction. Responding to these challenges while addressing Corporate Business Plan initiatives and the department program initiatives will be a major Planning and Development Department 2005 — 2007 Business Plan October 2004 3
challenge during the next three years. The corporate and department initiatives are derived from Edmonton's Second Century: Sustaining the Vision 2005-07 Corporate Business Plan and from Plan Edmonton. The priority initiatives for the Department during the three years of this business plan will include: Corporate Initiatives: • • • • • • • • • • •
Implement the Smart Choices for Developing Our Community program. Implement the Future School Sites strategy/model. Continue to implement the approved Industrial Land Strategy. Undertake Review of the Downtown Plan. Continue to implement a natural areas conservation program. Plan for suburban growth by preparing amendments to Plan Edmonton. Prepare a terms of reference to undertake a new Plan Edmonton process. Develop, use and promote urban design principles. Create a strategy for annexation and amalgamation. Undertake a new approach to regional planning. Mechanism to effectively deal with inter municipal land use issues.
Department Initiatives: • Initiate a Façade and Storefront Improvement Program. • Engage in a study that would evaluate redevelopment pressures in the 109 Street corridor, and to ensure that re-development is appropriate for the corridor and for adjacent neighborhoods as a whole. • Implement Council approved plans for the revitalization of the inner city. • Develop working relationships with adjacent municipalities and regional service authorities and boards. • Participate in the projects of other departments and ongoing initiatives identified in the Corporate Business Plan. • Develop, implement, and evaluate a Workforce Planning Strategy. • Develop and implement a continuous improvement program for all of our business processes based on our "customer first" focus. • Review and consolidate all enforcement and compliance bylaws. • Preserve historically significant older buildings, structures and areas. • Implement planning services re-engineering of the Planning and Policy Services Branch. • Provide support for local economic development initiatives, including business revitalization zones and community partnership economic initiatives. • Continue to implement improvements and upgrades to the Department's technology infrastructure and business applications. • Implement a program for the development of Industrial Area Structure Plans. • Coordinate infrastructure through a neighbourhood improvement program.
Planning and Development Department 2005 — 2007 Business Plan October 2004
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• • • • •
• •
Develop and extend E-business applications on the City's web portal site including tax search/information services and web access for requests for assessment information. Participate in the review of property and business taxation policy. Continue to develop relationships with other major cities and the province as they pertain to common interests and issues regarding taxation and assessment. Pursue efficiencies by aligning the methodology used for business assessment with the realty assessment. Improve communications to property owners, including an assessment and tax information sheet for purchasers, mail out of assessment details to property owners, and addition of assessment information for non-residential properties to website. Develop and implement standards and processes for assessing and incorporating environmental impacts into the planning approval process. Participate in Integrated Services teams as required (Old Strathcona and West Edmonton Mall).
Planning and Development Department 2005 — 2007 Business Plan October 2004
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2.0
DEPARTMENT DESCRIPTION
2.1
Vision, Mandate and Operating Principles
The operation of the Department is based on its vision, mandate and operating principles which reflect the Department's commitment to: • meeting legislated and legal obligations; • providing responsive and responsible services to customers; and, • belief in the ability of staff to advocate, promote and provide services that contribute to a superior quality of life for the citizens of Edmonton. Vision We are a forward-looking organization, which plans, promotes, and advocates change that creates a superior quality of life for the citizens of Edmonton, our customers. Mandate Provide a long-term, comprehensive vision and related processes to ensure the efficient use of land in creating a community that is safe, healthy, attractive, vibrant, and sustainable, while meeting emerging community priorities and statutory requirements; and, to provide a quality annual tax assessment that ensures the tax base is stable, meets the approved funding requirements of the Corporation, and is consistent with statutory requirements. Operating Principles Operating principles are fundamental statements of what the Department will or will not do as it seeks to fulfill its mandate. These principles set the parameters for organizational behaviour; help to define the Department's culture; and, determine the nature and quality of programs and services, relationships with customers, the manner in which the Department's human resources are managed, and how the Department is led. 2.2
Department Organization
The Planning and Development Department is organized based upon logical groupings of core services and activities, with the focus on how internal and external customers use the Department's services. The Department consists of the Office of the General Manager and three branches: Assessment and Taxation Branch, Development Compliance Branch, and Planning and Policy Services Branch.
Planning and Development Department 2005 — 2007 Business Plan October 2004
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Office of the General Manager
General Manager Planning and Development Department
. Manager Assessment and Taxation Branch
K. Manager Development Compliance Branch
_1
Manager Planning and Policy Services Branch
The Office of the General Manager is responsible for providing strategic direction to the three operating branches and acts as a bridge between elected officials, the City Manager and the Senior Management Team, and its staff members within the Department.
Assessment and Taxation Branch
ZEZE]
L,
I
Manager Assessment and Taxation Branch
Director Taxation
Acting Director Audit and Regulatory
Director! City Assessor Assessment Operations
Applications Coordinator
The Assessment and Taxation Branch is responsible for the provision of a quality assessment base, which complies with the Municipal Government Act and ensures that the relative share of the tax base of residential and non-residential property remains stable and meets the approved funding of the Corporation. The Branch's core service responsibilities include: • development and implementation of accurate and fair modeling techniques and criteria to ensure the City meets legislated requirements for market value assessment
Planning and Development Department 2005 — 2007 Business Plan October 2004
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• provision of accurate and fair valuations for property and business owners • development and maintenance of accurate property information, ownership and assessment records • provision of annual assessments for all property and business entities • management and administration of the City's defense of assessment complaints and appeals • response to inquiries and requests for information related to assessment and taxation • provision of accurate annual tax notices to all property owners and business entities and the subsequent collection of taxes • assisting in the preparation of the City of Edmonton Long Range Financial Plan • meeting Provincial requirements for recording and reporting information for Assessment Audit and Equalized Assessment • accounting, collection, and distribution of the Alberta Education Tax
The Development Compliance Branch
eFriTA.; 4
Manager Development Compliance Branch
Ochodc Director Complaints and Investigations
Director Customer Information and Advisory Services
Director Animal Control
Director Safety Codes
Director Permitting and Licencing
The Development Compliance Branch is responsible for implementing bylaws and regulations representing community standards as set by City Council, and for ensuring the health and safety of Edmontonians through the implementation of Alberta Safety Code legislation. Customer Service Focus • operation of an Information Centre for the Department, including general information, inspection scheduling, complaints dispatch and field support • provision of customer assistance related to construction and development activities • development and maintenance of City Help, a corporate information data base of questions and answers to routine customer concerns • management and development of the POSSE system
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Services • negotiation and coordination of land development and servicing agreements with developers and land owners on behalf of the Corporation for all municipal infrastructure that results in the development of serviced lots for citizens • negotiation and issuing of development permits for all Edmonton Zoning Bylaw approvals and building permits for structural/mechanical building plans for all developments, including residential, industrial and commercial (i.e. what can be built and in what manner, technically) • issuance of compliance certificates required by financial institutions for mortgages for the sale of existing buildings and properties • negotiation of encroachment agreements that allow residents to use city-owned land with proper insurance (Note: This is generally tied to the mortgage requirements of financial institutions.) • management of business licensing and related inspections • administration of the Edmonton Taxi Commission Animal Control • management of pet licensing and animal control services, including the City Animal Control Facility Compliance Services • conducting development and building inspections to ensure that what is built conforms with the drawings and safety code requirements • implementation of the Edmonton Zoning Bylaw through the issuing of development permits and responding to complaints by citizens regarding improper use • implementation of 18 general bylaws associated with development and nuisances including weeds, unsightly property, noise and smoking • administration of parking enforcement The Planning and Policy Services Branch
b Cald Manager Planning and Policy Services Branch
Director Corporate Planning and Policy
Director Planning Services North
Planning and Development Department 2005 — 2007 Business Plan October 2004
Director Planning Services South
Director Strategic Area Services
9
The Planning and Policy Services Branch is responsible for the provision of planning advice and services to ensure the efficient and orderly development and use of land to create a community that is safe, healthy, attractive, vibrant, and sustainable. The Branch has reviewed business processes and has made recommendations for further operational enhancements to allow for more proactive planning. The Re-engineering Project will automate some processes, develop electronic circulation for plans, restructure staff, change office space and provide new furniture, improve communication gaps, and create an on-going Community Planning Initiative group for proactive planning. The Branch's core service responsibilities include: • • • • • • • • • •
• • • • • •
development and coordination of the City of Edmonton Municipal Development Plan (Plan Edmonton) strategic corporate issues and special area planning development and implementation of civic policies related to land use and land development development and implementation of regional and/or inter-municipal plans, policies and agreements timely processing of Area and Neighbourhood Structure Plans and plans of subdivision development of and amendments to the Edmonton Zoning Bylaw timely processing of all re-zoning applications socio-economic and population forecasting and impact assessments administration of the Subdivision Authority and provision of assistance as required to the Subdivision and Development Appeal Board (SDAB) development and implementation of statutory and non-statutory plans including Area Redevelopment Plans, Servicing Concept Design Briefs, and the Capital City Downtown Plan coordination of environmental assessments, as required, for subdivision and development approvals development and implementation of the Heritage Policy and Program development and implementation of city policy and procedures related to Business Revitalization Zones development and implementation of urban design projects including neighbourhood and streetscape revitalization and improvement projects processing of road closure applications and bylaws administration of the Names Advisory Committee, street naming and addressing
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3.0
KEY TRENDS AND CHALLENGES
Both external and internal trends and challenges affect the Planning and Development Department. External challenges come from the socio-economic forces of society, legislative and jurisdictional responsibilities, technological advancement and changing expectations of citizens and the business community. Internal challenges focus on responding to the changing external environment while maintaining service levels and responding to the challenges of recruitment and succession planning for department leadership and capability development. Accelerated development of the northern oil sands projects is a key driver of the robust economy. Economic growth caused by continued high energy prices, low interest rates and strong netmigration, will give the City of Edmonton an economic growth rate of 3.6% in 2004 and 2005, and an average growth rate of 3% between 2006 and 2009. This dramatic increase in economic growth comes at a cost, however, as the City of Edmonton's financial situation becomes more constrained as this growth increases demands on existing infrastructure and for new infrastructure. Growth issues, and other urban sustainability and municipal financial issues have emerged through 2004 with City Council's sessions on the Urban Sustainability Action Plan (urban form, regional strategy, and a new fiscal deal with provincial and federal orders of government were also addressed). Population growth is expected to average 1.2% per year, reaching 751,000 by 2009, a gain of 44,000 people between 2004 and 2009. Net-migration will fuel most of this population growth, which will average approximately 6,000 people a year between 2004 and 2009. The majority of this growth centres around the group aged 50 years and over, which is expected to grow by 38,000 people. Increased customer demand for all of our core business services resulting from continued economic and population growth. These core services include policy and land use planning, development compliance, property and business assessment, and bylaw enforcement. In addition, there is an increase in the awareness of citizens in community planning matters and a subsequent increase in demand for more public participation. Demand for new or expanded services such as local economic development initiatives, community plans and planning services, environmental planning initiatives and enhanced urban design increases as Edmonton grows and matures. Also, the need for a new annual civic census is growing in light of Edmonton's recent population and economic boom, and anticipated economic growth for the next five years. An annual civic census, which has not been done by the City of Edmonton since 1999, or the federal government since 2001, would provide valuable information on neighborhood level data for planning and policy initiatives. Increased demand for new modes of access to core services by citizens and the business community is an ongoing challenge. There is an increasing emphasis on electronic service delivery to provide faster, more efficient and convenient service to our customers.
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Technical and staff resource levels are stressed as a result of the increased demands listed above. Core staff in the department cannot meet the increased demands and the department increasingly has to rely upon temporary staffing and overtime to provide core customer service. An aging population will bring special demands to the City and the Department with over 50% of the Department's staff eligible for retirement in the next 10 years. Recruitment, succession planning and knowledge transfer is an important aspect of the department's human resources management planning program. There is also a need to develop a flexible and more diverse workforce. The strong real estate market will provide a variety of pressures: • Continued strength in housing starts will require higher levels of residential land servicing, more demand for land development applications, building permits and inspection, and property assessment. • Strong business activity that is expected to keep office vacancy rates at low levels. This higher office space absorption means more demand for business licensing and assessment, and may spur construction activity. • Continued economic strength and a strong construction sector have added increased pressure to develop beyond areas designated for suburban development in the Edmonton area. • Pressure for residential development continues to result in conversion of land allocated for industrial use. Conversion to residential uses limits the use of remaining industrial land and will exacerbate the City's already low non-residential assessment base. • Competing demands on resources, increased demand for planning services and development application activity, is placing a strain on existing planning resources. The long term use of temporary and contract staff to meet ongoing demands can create staffing and performance related issues. Demand for industrial and other business properties in the City's business and employment areas is sustained by our economic growth. Benefits to Edmonton will depend, in part, on the City's capacity to accommodate growth of traditional business sectors while developing and expanding knowledge-based industries. Service requirements from other levels of government place strains on the delivery of departmental core services. The department is asked to contribute to a growing number of corporate, inteununicipal, regional, provincial and federal initiatives. In order to have significant representation of departmental and City interests, the department needs to work on appropriate initiatives at all levels of government. The long term impacts of the Kyoto Agreement on building trends and building design will affect departmental staffing capabilities and capacities.
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4.0
CORPORATE BUSINESS PLAN AND DEPARTMENT INITIATIVES
Edmonton's Second Century: Sustaining the Vision 2005-07 Corporate Business Plan identifies elements, based on Plan Edmonton's Vision, that guide the overall direction of this departmental business plan. The City Administration's Senior Management Team identified the following based on Plan Edmonton, citizen input and recognized factors in urban sustainability: • Keep up Edmonton's quality of life Edmontonians are proud of their city and its quality of life. There is pressure on the City to sustain the quality of life they now enjoy amidst the challenges of rapid growth, aging infrastructure and the need for new facilities and services. • Meet the Challenge Edmonton, like many other Canadian cities, must work on getting a "new deal" with the federal and provincial governments that provides long term, reliable funding to keep it strong and viable and able to meet current challenges. An estimated $85 million worth of services that more properly fit into the province's mandate, and federal responsibilities such as social housing, are being supported by the City of Edmonton. Council's Urban Sustainability Action Plan will help to address what type of city we are trying to build, how we will finance it and how the city fits in with the larger region. • Embrace the Possibilities Both the federal and provincial governments have come forward in support of cities. As a result, new partnerships that can benefit Edmonton are possible. The Government of Alberta's 20-year strategic plan aligns with the City's vision, as does the federal vision of cities as economically sustainable, socially sustainable, environmentally sustainable and culturally sustainable. Highlights of benefits include: • The Government of Canada relieved municipalities of the GST, freeing up $80 million per year for other costs such as roads, sidewalks and transportation. It also confirmed its plan to share the fuel tax with municipalities, beginning in 2005. •
The Government of Alberta announced new police and ground ambulance funding and $3 billion in community infrastructure grants.
The Corporate and Departmental Intitiatives The corporate and departmental initiatives reflect the strategies contained in Plan Edmonton and Edmonton's Second Century: Sustaining the Vision 2005-07 Corporate Business Plan and work towards achieving the Department's vision and mandate.
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The Planning and Development Department will take the lead role in following corporate initiatives: • Prepare and implement "Smart Choices for Developing our Community Strategy" • Implement the Future School Sites strategy/model • Continue to implement the approved Industrial Land Strategy • Continue implementation of the program to enhance Downtown vitality (Capital City Downtown Plan.) • Continue to implement a natural areas conservation program • Plan for suburban growth by preparing amendments to Plan Edmonton • Prepare a terms of reference to undertake an new Plan Edmonton process • Develop, use and promote urban design principles • Review servicing standards for new and redevelopment activities • Cooperatively pursue planning solutions with regional neighbours The Planning and Development Department is an active contributor to many other Corporate Initiatives, led by other departments.
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Key Corporate and Department Initiatives SERVICES TO PEOPLE The goal is to attain quality, best value services that contribute to Edmonton's safety, security, well being and enjoyment. piemisimmmi Department Initiatives On an ongoing basis, implement Council approved plans for the revitalization of the inner city
(Plan Edmonton: 1.3.5, 1.5.2, 1.5.3, 1.5.4, 1.5.5) Implement "Smart Choices for Developing our Community" (Plan Edmonton: 1.1.12, 1.1.13, 1.1.18, 1.3.3, 1.3.4, 1.3.5, 4.3.3)
Desired Outcomes •
A marked improvement in the physical quality of the inner city commercial and residential areas
Ongoing
•
Council-approved action plan to intensify and maximize the use of land and resources use of urban land Neighbourhood reinvestment program Transit oriented development implementation strategy A small scale and medium density residential infill strategy Development incentives for Infill and Transit Oriented Development Strategies A coordinated approach to walkability Consultation and Community Education — Planning Academy Commercial and industrial transformation — evaluation, revision to facilitate collaborative approach Comprehensive growth scenarios Urban design principles, guidelines and regulation
Ongoing
Implement the approved strategies for the provision of schools in communities of the future including the development of a needs assessment model and a strategy for the application of the model to the existing planned area of the City
Ongoing
• • • •
• • •
• •
Implement the Future School Sites Study strategy/model
Year of Completion
•
(Plan Edmonton: 1.1.11)
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PLANNED GROWTH The goal is a well planned urban environment. Corporate Business Plan Initiatives Implement the "Industrial Land Strategy" to ensure adequate land for economic growth
(Plan Edmonton: 1.1.4, 1.1.5,1.1.6) Implement a program for the development of Industrial Area Structure Plans, and a monitoring program (Plan Edmonton: 1.1.5)
Desired Outcomes
•
Implement the nine-point Council approved Industrial Land Strategy with the private sector
Ongoing
•
Prepare new industrial area plans and update outdated plans Implement a monitoring program to identify future industrial land planning needs Council approval of new and revised Industrial Area Plans To develop a new Downtown Plan (start 2005) Continued implementation of the Capital City Downtown Plan, focussing on partnership and independent activities related to economic development, arts, culture and entertainment, and local environmental projects A natural areas conservation program is delivered Natural sites are conserved for the citizens of Edmonton to enjoy
Ongoing
•
• Undertake Capital City Downtown Plan Review Continued implementation of the program to enhance Downtown vitality (Capital City Downtown Plan)
•
Implement policies for the conservation of natural sites in Edmonton's table lands and the North Saskatchewan River Valley and Ravine System Plan for Suburban growth
•
•
•
•
•
Plan for the future of Edmonton to guide Council, Administration and the citizens in building the community they desire Develop, use and promote urban design principles and guidelines
Year of Completion
•
•
Planning and Development Department 2005 — 2007 Business Plan October 2004
Prepare amendments to Plan Edmonton to guide planning, development and infrastructure provision Address impact of completion of Anthony Henday Drive in southwest and southeast Edmonton Initiate development of terms of reference and a background research program to undertake a new Plan Edmonton process (start 21006) Promote a high standard of urban design in all of the city
Ongoing
Ongoing
2005
2008
2005
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PLANNED GROWTH Desired Outcomes
Department Initiatives Review or consolidate all enforcement/compliance bylaws
•
Preserve historically significant older buildings, structures and areas (Plan Edmonton: 1.5.5)
•
• Address community planning and land use issues
•
Facade and Storefront Improvement Program Extension
•
109 Street Corridor Land Use Study
•
Planning and Development Department 2005 — 2007 Business Plan October 2004
Bylaws are redesigned for enhanced customer service: (Currently Underway) • Nuisance Bylaw(consolidation) • Smoking Bylaw • Taxi Bylaw • Limousine Bylaw • Escort Licensing • Exotic Entertainment and massage A significant number of historic buildings and structures are preserved Designate Old Strathcona Area as a Heritage Area Improved quality of the urban environment in mature and newly developing neighbourhoods (start 2005) Improved facades and improved streetfronts in eligible business revitalization zones (start 2005) Engage in a study that would evaluate redevelopment pressures in the 109 Street corridor, and to ensure that re-development is appropriate for the corridor and for adjacent neighborhoods as a whole.
Year of Completion 2005-2007
Ongoing
Ongoing
2005-06
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ECONOMIC DEVELOPMENT The goal is to create a dynamic, best value business climate. likammuminemmemummuillal
Department Initiative Facilitate and promote opportunities for industrial and business growth and development in the city
Desired Outcomes •
A coordinated program for business and economic development in the city to foster and maintain the positive environment—linked to the implementation of the Industrial Land Strategy
Year of Completion Ongoing
INFRASTRUCTURE AND PHYSICAL ENVIRONMENT The goal is to maintain prudent stewardship of environment, infrastructure and technology. Department Initiatives Consider environmental impact as a factor in the decision making process for land, transportation and infrastructure development
Desired Outcomes •
(Plan Edmonton: 4.4.4)
Extend E-business applications on the City's web portal site
•
(Plan Edmonton: 4.6.1, 4.6.3)
Upgrade customer information services to allow customers direct access to public information
• •
Ensure the City's communications infrastructure can accommodate new information and technologies
•
Council-approved and corporatelyadministered standards and processes which are incorporated into the planning approval process and result in environmentally sound development: • Contaminated Sites Policy • Top of Bank Policy • Review the Conservation of Natural Sites in Edmonton's Table Lands Policy Extend services on the Web portal site. Services will include: • Other development application processes • Tax certificates • School Support Declaration • Requests for Assessment information • Zoning applications Provide better service to the public Improve efficiencies within city departments by reducing the amount of external callers requesting information from various departments Flexible and expandable communications infrastructure
Year of Completion 2005
2005-2007
2005
Ongoing
(Plan Edmonton: 4.6.5)
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LEADERSHIP, REGIONAL COOPERATION AND PLANNING The goal is to be a strong partner in regional affairs. EMEME11111m Corporate Business Plan Initiative Develop a position and strategy for discussion with the Province, the City of Leduc and the County of Leduc regarding the amalgamation of the International Airport and surrounding industrialkommercial area along Highway 2 Investigate and develop position and strategy for discussion with the Province regarding the establishment of a land use board with legislated authority to deal with inter-municipal land use issues Develop a strategy for discussion with the Province regarding the development of a regional land use plan and regional growth strategy for the Edmonton metropolitan area (Urban Sustainability)
Desired Outcomes •
Create a strategy for annexation and amalgamation
2006 projected start
•
A mechanism to effectively deal with inter-municipal land use issues
Scoping analysis unfunded in 2005
•
Agreement on planning and development issues
Ongoing
•
A new approach to regional planning
Option paper unfunded in 2005
Department Initiatives Develop collaborative relationships to resolve issues with adjacent municipalities, but also use various negotiation mechanisms for the quick resolution of issues.
Year of Completion
Desired Outcomes • Implement the issues resolution process adopted by Council in 2000
Year of Completion Ongoing
(Plan Edmonton: 6.1.2, 6.8.2) Encourage ongoing intermunicipal planning to address community planning issues associated with the Edmonton International Airport, in particular, improvements to the transportation system to improve accessibility
• An enacted, updated Airport Vicinity Ongoing Protection Area Regulation
(Plan Edmonton: 6.5.6 4.3.8, 6.2.2)
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LEADERSHIP, REGIONAL COOPERATION AND PLANNING Department Initiatives Participate with other agencies in decisions affecting regional environmental assets, the North Saskatchewan River Valley and Ravine System, and major transportation corridors and other important issues in the Edmonton Capital Region
(Plan Edmonton: 5.1.4, 6.2.2, 6.3.1, 6.5.1, 6.5.8) Cooperate with other agencies and municipalities to obtain Provincial and Federal funding for regional priorities (Plan Edmonton: 5.4.2) Develop strong, effective working relationships with all governments, communities, and regional service authorities and boards in the Edmonton Capital Region (Plan Edmonton: 5.3.1, 5.4.1) Promote and participate in long range planning activities within the Edmonton Capital Region
Cooperate with Alberta Infrastructure on development activity in the Transportation and Utility Corridor
mm••••""ir—'••"11111111111E Desired Outcomes
Year of Completion
•
Effective management of the region's environmental assets, transportation corridors and services
Ongoing
•
Federal and Provincial funding for regional projects and programs, (such as the Regional Geographic Information System) is secured
2005-2007
•
Cooperation between governments, communities, regional service authorities' boards, and the University through the exchange of information
Ongoing
•
Cooperative involvement in planning and development issues such as regional growth management, long term growth options for Edmonton, urban/rural agriculture interface planning, and the review of intermunicipal risk assessment procedures for heavy industry Improved land use compatibility between uses on Provincially-owned lands and adjacent urban development
Ongoing
•
Planning and Development Department 2005 — 2007 Business Plan October 2004
Ongoing
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ADMINISTRATIVE EXCELLENCE The goal is administrative excellence in providing service to the public. 111111MuMNII Department Initiatives Continued implementation of the Department's reorganization, including the planning services reengineering of the Planning and Policy Services Branch, and the continuous review and changes of processes that are required to achieve long-term success and excellence in customer service. (ongoing)
(Plan Edmonton: 3.8.1, 3.8.2, 3.8.3, 3.8.4) Develop, implement, and evaluate a Workforce Planning Strategy to address the areas of performance enhancements, including leadership and capability development and recruitment of technical and professional staff (Plan Edmonton: 3.8.1, 3.8.2)
Desired Outcomes •
•
•
•
•
•
Continually improve business processes to increase the effective and efficient use of resources
•
(Plan Edmonton: 3.8.3)
Planning and Development Department 2005 — 2007 Business Plan October 2004
Continued development and implementation of strategies to improve efficiency, effectiveness and maintain or improve services to the customers Continued development of a strong communications strategy to inform customers of available services Continued implementation of recommendations for the Planning and Policy Services Branch
Year of Completion Ongoing
Accepted and implemented strategies Ongoing to improve workforce performance, including appropriate training and the implementation of performance measurement criteria and benchmarking Recruitment, succession planning and knowledge transfer strategies are developed to obtain and retain new talent A strategy to use overtime and temporary staffing to meet peak department business needs is implemented Development and implementation of Ongoing a program to review and implement continuous improvements to business processes that directly impact the Department's ability to provide quality customer service, including: • Enhancement of the type and volume of information on the Internet • Enhancement of business practices through improvements to Information Technology • Expansion of alternative service provision such as fax-backs, proactive information and communication programs
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ADMINISTRATIVE EXCELLENCE
Department Initiatives
Desired Outcomes •
•
•
Conduct Privacy Impact Assessments (PIA) on all new City databases containing personal information and on existing databases where substantial modifications and changes are being implemented Continue to implement Corporate Business Risk Planning
•
Implement improvements and upgrades to the Department's business process tools (technology infrastructure and business applications.)
•
•
•
Planning and Development Department 2005 — 2007 Business Plan October 2004
Establishment and review of performance standards and "best practices" Improved One-Stop Shopping customer service and associated information systems Improved customer access to data mapping and information products and services through the following: • Regional GIS • Demographic Data Project • SLIM Zoning Project • E-business initiatives Compliance with privacy provisions of the Freedom of Information and Protection of Privacy Act (FOIP)
Business risk is managed; risks affect achievement of business objectives Integrate the IT Strategy into the departmental business planning and project management processes Maintain and improve business process and service levels to both internal and external customers through: • Continued application and enhancement of the POSSE application/system • Review existing document/information management practices • Shift to paperless environment through use of scanned documents and existing information systems • Assessment and Taxation data collection and storage system(s), including enhancements to modeling techniques for the mass appraisal market value assessment system
Year of Completion
Ongoing
Ongoing
2005 — 2007
22
ADMINISTRATIVE EXCELLENCE *MIMI= Department Initiatives
Desired Outcomes • •
Participate in the review of property and business taxation policy Implement projects for E-business
• •
Planning and Development Department 2005 — 2007 Business Plan October 2004
Asset/Petmit data feeds (Assessment and Taxation) Enhanced Internet access to customer services and information, including: • Online assessment information for all property classes and access to various assessment and tax forms and Zoning information Competitive, stable, fair and equitable levels of taxation Expand Internet access for the following services: • subdivision applications • inspection requests • cash payment • garage sale permits • electrical inspections • portable sign applications • fully-fledged development permit application • Pet Licenses • Business Licenses • Compliance Certificates
Year of Completion
Ongoing 2005-2007
23
5.0
PERFORMANCE MEASURES
The Planning and Development Department's business operations are largely market driven. As a result, performance indicators focus on business volumes, service levels and where applicable, are measured by "number of days" to issue/process a bylaw, permit and/or agreement. The Department monitors business activity on a monthly basis, including customer service levels. If required and feasible, the Department reallocates resources to meet emerging needs and maintain service levels. The following chart shows the highlights of the Department's performance indicators. A complete listing is provided in Appendix One.
Performance Indicators
2002
2003
158,211
145,265
Approx. 80 %
75%
131,513
137,168
Long Term Tar gets
Explanation
CUSTOMER RESULTS Phone Calls — DCB Customer Information Centre for the Planning and Development Department Phone Calls — DCB Planning and Development Department Call Centre— Answer all calls within 2 minutes Phone Calls — Assessment and Taxation Call Centre Phone Calls — Assessment and Taxation Call Centre — Abandonment Rate
2.7%
Counter Inquiries — Assessment and Taxation Call Centre
17,231
Average Phone Calls per day during notice period — Assessment and Taxation Call Centre
1,075
(2002 figure is for 10 months only as the tracking system changed)
Maintain/Reduce
3.0% Maintain/Reduce
19,286
Maintain/Reduce
Improved information and services to public (assessment data) Improved information/services to public (web-site, e-commerce) Maintain current service levels; improved service to customers through intemet capabilities, etc.
1,123 Maintain/Reduce
INTERNAL RESULTS Development Compliance Branch New Single Family Houses Business Licenses Issued Pet Licenses Issued Bylaw & Animal Complaints Investigated
4,421 24,661 69,933 30,983
3,803 36,268 51,698 40,298
Market Driven
187 8,628 123 185 82
271 7,002 120 161 99
Market Driven Market Driven Market Driven Market Driven
Planning and Policy Services Branch Subdivision Applications Approved Residential Lots Applied for Industrial Lots Applied For Rezoning Applications Statutory and non-statutory plans
Planning and Development Department 2005 — 2007 Business Plan October 2004
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Performance Indicators
2002
2003
Long Term Targets
Explanation
Assessment and Taxation Branch Business Tax Collection Rate Realty Tax Collection Rate Complaints Assessment Review Board Realty Business Appeals to the Municipal Government Board Realty— Business Supplementary Assessments Supplementary Tax Revenue Number of Supplementaries Business Tax Write-offs Number of Accounts - PROP (Res/FL) (NR) - BUSINESS
99.5% 96.6%
99.4% 98.2%
6,173 509
4,009 622
Maintain Maintain Maintain/Reduce
Maintain/Reduce 2,394 14 551.879m $1.676m 4,432
490 5 853.242m $2.838m 6,395
$295,336 222,313 17,770 22,920
$228,659 228,852 17,879 22,631
18,789
20,281
14,629
14,864
4,613
4,476
7,412
8,160
22 9,622
29 11,488
7 21
5 18
Reduce
FINANCIAL RESULTS (Actuals) Development Compliance Branch — Revenues Development Compliance Branch — Expenditures Planning and Policy Services Branch — Revenues Planning and Policy Services Branch Expenditures Assessment and Taxation Branch Revenues Assessment and Taxation Branch Expenditures
2003 includes one-time costs: renovations; lawyer, etc. 2002 reflects expenditure under budget (11,253) [vacancies, renovations not commenced]
LEARNING AND GROWTH Lost Time Accidents Total Worker's Compensation Claims
Planning and Development Department 2005 — 2007 Business Plan October 2004
Reduce Reduce
25
Appendix One — Planning and Development Department Activity Levels and Performance Measures ITEM DESCRIPTION 2002 CUSTOMER RESULTS Corporate Customer Satisfaction Survey (Very to Somewhat Satisfied) with: Land Use Planning Permit and Inspection Services Bylaw Enforcement Assessment and Taxation Phone Calls — DCB Customer Information Call Centre DCB Counter Inquiries INTERNAL RESULTS Planning and Policy Services Branch Total Subdivision Applications by Subdivision Officer Total Subdivision Applications by Subdivision Authority Residential Lots Multiple Family Lots Commercial Lots Industrial Lots Other Lots Condominium Applications/Units Rezoning Application Plan and Plan Amendments Applications Road Closure Applications Total Bylaws/Resolutions to Council Subdivision and Development Appeal Boards
VOLUME ACTIVITY' 2003 % change
2002
SERVICE LEVELS2 2003
PERFORMANCE MEASURES3 2002 2003 % change
% change
46% 33% 49% 46% Appr. 13%4
100,183
145,265
-9.02
21,147
29,114
+4.04
116
110
-5.2
91
-10.8
150
107
-28.7
96
+47.7
8,628 67 63 123 55 63 185 82 29
7002 87 38 120 18 80 161 99 38
-18.8 +29.9 -39.7 -2.4 -67.3 +27.0 -13.0 +20.7 +31.0
6,390 43 31 24 22 1,758 154 53 20 268 376
5245 52 40 50 19 2088 126 63 25 284 401
+2% +3% -1% +1% +100.00
-17.9 +20.9 +29.0 +108.3 -13.6 +18.8 -18.2 +18.9 +25.0 +6.0 +6.6
"Volume Activity" means the number of applications the department received in a year "Service Levels" means the number of applications processed/issued in a year. For example, number of bylaws to Council and number of permits/licenses issued. 3 "Performance Measures" indicates how well the activity is performed such as the abandonment rate in terms of phone calls, the number of days in terms of applications, and collection rate in terms of tax collection. 4 Abandonment Rate l
2
26
Planning and Development Department 2005 — 2007 Business Plan October, 2004
ITEM DESCRIPTION
VOLUME ACI1VITY5 2002
2003
SERVICE LEVELS6
% change
Development Compliance Branch Compliance Certificate Applications
11,136
11,152
0.1%
Building Safety Code Inspections
69,401
80,444
15.9%
Business Licenses Issued
24,661
36,268
47%
Taxi Driver Licences Issued Bylaw Complaints Investigated Pet Licences Issued Animals Admitted to the Animal Control Facility Assessment and Taxation Branch
1,843 30,983 69,933
1828 40,298 51,698
-0.8% 30% -26%
6,698
4,010
-40%
$39.7 Billion $379.3M $76.2M
$45.1 Billion $396.3M $82M
13.6% 4.5% 7.6%
Total value of all taxable property Total Realty Tax and Grant in Lieu Revenue Total Business Tax Residential Property Tax Survey
Number of Assessment Review Board Appeals Completed (Realty) Number of Municipal Government Board Appeals Completed (Realty) FINANCIAL RESULTS Development Compliance Branch — Revenues Development Compliance Branch — Expenditures Planning and Policy Services Branch — Revenues
2002
2003
PERFORMANCE1VJEASURES7 % change .
2002
2003
% change -33.33
-3.33
96.6%8 99.5%9 99' lowest among 26 cities surveyed. 4th lowest of 11 municipalities in the Edmonton Region
+1.6 -0.1
6,173
98.2% 99.4% 4th lowest among 25 Canadian cities surveyed. Stood at the middle among 11 municipalities in the Edmonton Region surveyed in 2003. 4,009
-35.1
2,394
490
-82.9
18,789 14,629
20,281 14,864
+9.0 +1.6
4,613
4,476
-2.97
"Volume Activity" means the number of applications the department received in a year "Service Levels" means the number of applications processed/issued in a year. For example, number of bylaws to Council and number of permits/licences issued. 7 "Performance Measures" indicates how well the activity is performed such as the abandonment rate in terms of phone calls, the number of days in terms of applications, and collection rate in terms of tax collection. 8 Collection Rate 9 Collection Rate 5
6
Planning and Development Department 2005 — 2007 Business Plan October, 2004
27
ITEM DESCRIPTION
VOLUME ACTIVITY5 2002
Planning and Policy Services Branch Expenditures Assessment and Taxation Branch - Revenues Assessment and Taxation Branch Expenditures LEARNING AND GROWTH Lost Time Accidents Total Worker's Compensation Claims
28
2003
% change
SERVICE LEVELS6 2002
2003
PERFORMANCE MEASURES' % change
2002 7,412
2003 8,160
% change +10.1
22 9,622
29 11,488
+31.8 +19.4
7 21
5 18
Planning and Development Department 2005 — 2007 Business Plan October, 2004