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2006-08 Department Business Plan Planning and Development

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CITY OF EDMCN1DN PLANNING AND DEVELOPMENT DEFT. LIBRARY Blh FLOOR, 10250 - 101 STREET NW

Eamon, ALBERTA TIN 3134

NOVEMBER 2005

TABLE OF CONTENTS

1.0 KEY HIGHLIGHTS

2

2.0 DEPARTMENT DESCRIPTION

7

3.0 KEY TRENDS AND CHALLENGES

12

4.0 CORPORATE BUSINESS PLAN AND DEPARTMENT INITIATIVES

14

5.0 PERFORMANCE MEASURES

27

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

29

Planning and Development Department 2006 — 2008 Business Plan November 2005

1.0

KEY HIGHLIGHTS

1.1

Year 2005 Accomplishments

The Planning and Development Department is committed to the implementation of Plan Edmonton, City Council's Priorities and achieving the Administration's vision of providing "quality, best value municipal services, satisfied customers and valued employees." To this end, in 2005 the Department focused efforts and resources on implementing its key corporate initiatives identified in Plan Edmonton and the Corporate Business Plan 2006-08, 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 2005 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.

In the Fall of 2005, the creation of a new Corporate Business Planning Department was announced. In addition, staff transfers to Asset Management and Public Works were also announced. The implications of these announcements have yet to be determined.

Highlighted below are some corporate and departmental activities and achievements for 2005: Corporate Activities: •

• •

• • •

•

The Planning and Development Department hosted the first Urban Design Award in October 2005, with nine awards presented in five categories — three Awards of Excellence and six Honourable Mentions. The Urban Design Section of the Planning and Development Department received an Honourable Mention for the 104 Street Streetscape — "Community Improvement Projects category.

Phase III of the Smart Choices for Developing our Community Strategy was initiated with the establishment of the Smart Choices Program Manager position.

Downtown facade improvement programs that were approved in 2003 are being implemented as part of the continuing implementation of the Capital City Downtown Plan, and have been expanded in 2005 to include 10 Business Revitalization Zones.

Participated in the implementation of the Fort Road Master Plan.

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. The interim Future School Sites Study report was sent to Executive Committee in 2005.

Participated as a member of the City of Edmonton Integrated Services Team to complete the Avenue Initiative Revitalization Strategy (118th avenue — NAIT to Northlands).

Departmental Activities:

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• The Smart Choices for Developing Our Community project won the top provincial planning award, the Award of Excellence, from the Alberta Association, Canadian Institute of Planners (AACIP), for a "superb plan that is a credit to the planning profession".

• The 2005 Civic Census was completed.

• 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, five historic buildings in Edmonton were designated as Municipal Historic Resources.

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

• Urban design plans were constructed for three streetscape projects across the City.

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

• Current city zoning for all properties is now available to the public on a specific web site.

• Customers can now apply for and process subdivision applications electronically.

• Initiatives were undertaken to revise our POSSE jobs to accommodate re-engineering initiatives.

• The 2003-2030 Population and Employment Allocation Study was completed.

• Successfully coordinated the 2005 Seniors Homeowner Grant Program approved by City Council through a partnership with the Province.

• Passed the Provincial Safety Codes Audit of Quality Management Plan with a score of 96%.

Implemented improvements to tax collection processes, allowing for the cancellation of • the Annual Property Tax Sale for the first time in at least fifty years.

• Provided support to the Property and Business Tax Structure Review Committee through researching and compiling background information, preparing analyses and impacts of options, and ensuring that recommendations met legislative requirements.

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

• Implemented the call-out centre to follow up on overdue business and pet license payments and required Safety Code Inspections.

• 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.

• Northlands ARP monitoring report is underway.

1.2

Year 2006 — 2008 Looking Ahead

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The 2006 — 2008 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 fmancing for infrastructure have resulted in emerging land use issues and challenges that were not foreseen during the preparation of Plan Edmonton.

Internally, the Department will continue with the implementation of the planning services reengineering of the Planning and Policy Services Branch. The primary focus of re-engineering is to increase efficiencies, improve customer service and accommodate anticipated municipal growth. All branches of the department are focused on continuous evaluation of service delivery in order to improve customer satisfaction. Responding to these challenges while addressing Corporate Business Plan initiatives and the department program initiatives will be a major challenge during the next three years. The corporate and department initiatives are derived from Building the Capital City 2006-08 Corporate Business Plan and from Plan Edmonton.

The specific implications of staff movements to the new depal t nent of Corporate Business Planning and other departments, will affect the initiatives through to 2006 to 2008.

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.

Implement the approved Industrial Land Strategy.

Undertake Review of the Downtown Plan.

Continue to implement a natural areas conservation program.

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

Develop, use and promote urban design principles.

Prepare a strategy for discussion with the province, the City of Leduc and the County of Leduc regarding the amalgamation of the International Airport and surrounding industrial/commercial area along Queen Elizabeth II Highway.

Prepare a strategy for discussion with the province regarding development of a regional land use plan and regional growth strategy for the Alberta Capital Region.

Prepare a 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.

The Needs Assessment Guidelines for Community Knowledge Campuses is underway.

109 Street Corridor Land Use Study - Phase 1 complete, and will request direction for Phase 2 at Executive Committee early November.

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• • • •

Land Use Planning Measures for Affordable Housing Project is underway.

Participation in the preparation of the Public Involvement Policy.

Participation on the preparation of the Public Volunteerism Policy.

Participate in Integrated Services teams as required (implement the Avenue Initiative Revitalization Strategy).

Department Initiatives*: • • • • • • • • • • • • • • • • •

Continuing the Façade and Storefront Improvement Program.

Implement Council approved plans for the revitalization of the inner city.

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

Adoption of Pylypow Industrial ASP and a new IL (Light Industrial) Zone.

Completing the Planner Toolkit Terms of Reference for Statutory Plans - underway with target completion early in 2006 Planning Academy to deliver 3 core courses and a number of elective courses.

The ability to apply online and process rezoning plan amendments and road closure applications.

Online public participation and plan review will be developed.

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

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.

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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.

• Continue to strengthen relationships with other major cities and the provincial government regarding taxation and assessment issues.

• Continued improvements to communications with taxpayers. These include the development of an assessment and tax information sheet for purchasers, a mail out of assessment details to property owners, and improvements to information mailed out with supplementary property assessment and taxation notices.

• Pursue efficiencies by aligning the methodology used for business assessment with the realty assessment.

• Develop and implement standards and processes for assessing and incorporating environmental impacts into the planning approval process. * The Office of the Conservation Coordinator moved from the Planning and Policy Services Branch to the Asset Management and Public Works Department on January 1, 2006.

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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 through zoning 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.

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Office of the General Manager Larry Benowski

General Manager Planning and Development

Michael Chibuk

Mark Garrett

Phillip Arendt

Manager Assessment and Taxation Branch

Manager Development Compliance Branch

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 Michael Chibuk

Manager Assessment and Taxation Branch

Bret Dykstra

Karen Wronko

Stan Dilworth

Ron Norton

Director Taxation

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 2006 — 2008 Business Plan November 2005

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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

Mark Garrett

Manager Development Compliance Branch

David Aitken

Director Complaints and Investigations

Leada Pitzel

Director Customer Information and Advisory Services

David Leeb

Larry Ochocki

Vacant

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. (i.e. what can be built and where on the site.)

• Review and issuance of building permits for structural/mechanical building plans for all buildings including residential, industrial and commercial • 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 Phillip Arendt Manager Planning and Policy Services Branch

Heather McRae

Willard Hughes

Peter Ohm

Kulbir Singh

Director Corporate Planning and Policy

Director Planning Services North

Director Planning Services South

Director Strategic Area Services

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The Planning and Policy Services Branch is responsible for the provision of a long term, comprehensive vision and related processes to ensure the efficient use of land through zoning in creating a community that is safe, healthy, attractive, vibrant and sustainable, while meeting emerging community priorities and statutory requirements. 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 • implement a natural areas conservation program

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3.0

KEY TRENDS AND CHALLENGES

Both external and internal trends and challenges affect the Planning and Development Depaitment. 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 and low interest rates has led to strong employment growth and business investment in the past few years. Strong growth in Edmonton is expected to continue between 2006 and 2010 with an average economic growth rate of 3% per year. However, this strong economic growth comes at a cost, as the City of Edmonton's financial situation becomes more constrained as this growth increases demands on existing infrastructure and for new infrastructure.

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.

Increased customer demand for all of our core business services resulting from continued economic and population growth, which has resulted in high demands on staff and resource levels, and has increased the demand for new modes of access to core services by citizens and the business con-imunity. 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 as a result of citizens expecting more as Edmonton grows and matures. Planning and Development has responded by developing strategies and programs to address urban design, environmental issues, accountability and economic initiatives.

Service requirements from Other Levels of Government. In our environment of change, Planning and Development is given opportunities to participate in a growing number of corporate, inter-municipal, regional, provincial and federal initiatives, and regulatory changes. In order to have significant representation of departmental and City interests, the department needs to work on appropriate initiatives at all levels of government.

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.

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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.

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

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4.0

CORPORATE BUSINESS PLAN AND DEPARTMENT INITIATIVES

Building the Capital City 2006-08 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.

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The Corporate and Departmental Initiatives The corporate and departmental initiatives reflect the strategies contained in Plan Edmonton, City Council's Priorities, and Building the Capital City 2006-08 Corporate Business Plan and work towards achieving the Department's vision and mandate.

The Planning and Development Department will take the lead role in following 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 • Continue implementation of the program to enhance Downtown vitality (Capital City Downtown Plan.)

• Continue to implement a natural areas conservation program • Prepare a temis of reference to undertake a 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 PLANNED GROWTH The goal is a well planned urban environment.

Desired Outcomes

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)

•

•

•

Undertake Capital City Downtown Plan Review

•

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

•

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 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

Planning and Development Department 2006 — 2008 Business Plan November 2005

Continued implementation of the Capital City Downtown Plan, focusing 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

• •

•

• •

Council Priority/Special Initiatives Growth Demands Quality physical environment Growth Demands Quality physical environment

Growth Demands Quality physical environment Vibrant neighbourhoods and a dynamic downtown Growth Demands Quality physical environment Vibrant neighbourhoods and a dynamic downtown Growth Demands Quality physical environment

Year of Completion Ongoing

Ongoing

2006

Ongoing

Ongoing

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PLANNED GROWTH The goal is a well planned urban environment.

---

11 Desired Outcomes

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

•

Develop, use and promote urban design principles and guidelines

•

•

Review or consolidate all enforcement/compliance bylaws

•

Preserve historically significant older buildings, structures and areas (Plan Edmonton: 1.5.5)

•

• Facade and Storefront Improvement Program Extension

•

Planning and Development Department 2006 — 2008 Business Plan November 2005

Initiate development of terms of reference and a background research program to undertake a new Plan Edmonton process (start 2006) Promote a high standard of urban design in all of the city.

Establishment of the Edmonton Design Committee.

Bylaws are redesigned for enhanced customer service: (Currently Underway) • Nuisance Bylaw(consolidation) • Taxi Bylaw • Limousine Bylaw • Escort Licensing A significant number of historic buildings and structures are preserved Designate Old Strathcona Area as a Heritage Area Improved facades and improved streetfronts in eligible business revitalization zones

— Council Priority/Special Initiatives • All priorities

Year of Completion 2008

Growth Demands Quality physical environment

Ongoing

•

A responsible and responsive government

Ongoing

•

Quality physical environment

Ongoing

•

Growth Demands Quality physical environment

Ongoing

• •

•

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

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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

•

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

• •

•

•

• •

•

• • Implement the Future School Sites Study strategy/model (Plan Edmonton: 1.1.11)

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•

Planning and Development Department 2006 — 2008 Business Plan November 2005

Council Priority/Special Initiatives • Quality physical environment

• •

•

•

Year of Completion Ongoing

Growth demands Quality physical environment Vibrant neighbourhoods and a dynamic Downtown

Ongoing

Quality physical environment

Ongoing

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ECONOMIC DEVELOPMENT The goal is to create a dynamic, best value business climate.

--"Emmim Desired Outcomes

Department Initiative Facilitate and promote opportunities for industrial and business growth and development in the city

•

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

Council Priority/Special Initiatives • Growth demands

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 (Plan Edmonton: 4.4.4)

Desired Outcomes •

Extend E-business applications on the City's web portal site (Plan Edmonton: 4.6.1, 4.6.3)

Planning and Development Department 2006 — 2008 Business Plan November 2005

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

ouncil Priority! Special Initiatives • Quality physical environment

•

A responsible and responsive government

Year of Corn' letion Ongoing

2008

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

Department Initiatives

Desired Outcomes

Upgrade customer information services to allow customers direct access to public information

•

Ensure the City's communications infrastructure can accommodate new information and technologies (Plan Edmonton: 4.6.5)

•

•

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 for the Department.

Council Priority/Special Initiatives • A responsible and responsive government

A responsible and responsive government

Year of Completion Ongoing

Ongoing

LEADERSHIP, REGIONAL COOPERATION AND PLANNING The goal is to be a strong partner in regional affairs. _ ..siolilfilllik Corporate Business Plan Initiatives 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 industrial/commercial area along Queen Elizabeth II Highway.

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 Alberta Capital Region.

IlE Desired Outcomes

Council Priority/Special Initiatives • Growth demands

Year of Completion Unfunded in 2006

•

Create a strategy for annexation and amalgamation

•

A mechanism to effectively deal with inter-municipal land use issues

•

Growth demands

Scoping analysis unfunded in 2006

•

Agreement on planning and development issues

•

Growth demands

•

A new approach to regional planning

Option paper unfunded in 2006

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LEADERSHIP, REGIONAL COOPERATION AND PLANNING The goal is to be a strong partner in regional affairs. ,,,F_

4=MINIMIii_ Desired Outcomes

Department Initiatives

Council Priority/Special Initiatives • Growth demands • A good neighbour and partner

Year of Completion Ongoing

Develop collaborative relationships to resolve issues with adjacent municipalities, but also use various negotiation mechanisms for the quick resolution of issues.

(Plan Edmonton: 6.1.2, 6.8.2)

•

Implement the issues resolution process adopted

by Council in 2000

Encourage ongoing intermunicipal planning to address community planning issues associated with the Edmonton International Airport, in particular, improvements to the transportation system to improve accessibility (Plan Edmonton: 6.5.6 4.3.8, 6.2.2)

•

An enacted, updated Airport Vicinity Protection Area Regulation

•

Growth demands

Ongoing

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)

•

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

•

A good neighbour and partner

Ongoing

Cooperate with other agencies and municipalities to obtain Provincial and Federal funding for regional priorities (Plan Edmonton: 5.4.2)

•

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

•

A good neighbour and partner

2006-2008

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)

•

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

•

A good neighbour and partner

Ongoing

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LEADERSHIP, REGIONAL COOPERATION AND PLANNING The goal is to be a strong partner in regional affairs.

-4MMENENIIIMMINE*1--: Desired Outcomes

Department Initiatives

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

•

Planning and Development Department 2006 — 2008 Business Plan November 2005

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

Council Priority/Special Initiatives • A good neighbour and partner

Growth Demands

Year of Completion Ongoing

Ongoing

22

ADMINISTRATIVE EXCELLENCE The goal is administrative excellence in providing service to the public. _-A1111111F

Desired Outcomes

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.

(Plan Edmonton: 3.8.1, 3.8.2, 3.8.3, 3.8.4)

•

•

•

Develop, implement, and evaluate a Workforce Planning Strategy to address the areas of performance enhancements, including leadership and capability development and recruitment of technical and professional staff (Plan Edmonton: 3.8.1, 3.8.2)

•

•

•

Planning and Development Department 2006 — 2008 Business Plan November 2005

Council Priority/Special Initiatives

Year of Completion

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

•

A responsible and responsive government

Ongoing

Accepted and implemented strategies 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

•

A responsible and responsive government

Ongoing

23

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

Department Initiatives

Continually improve business processes to increase the effective and efficient use of resources (Plan Edmonton: 3.8.3)

Desired Outcomes

•

•

•

•

Planning and Development Department 2006 — 2008 Business Plan November 2005

Development and implementation of 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 faxbacks, proactive information and communication programs Establishment and review of performance standards and "best practices" Improved One-Stop Shopping customer service and associated information systems Improved customer access to data mapping and information products and services through the following: • Regional GIS • Demographic Data Project • SLIM Zoning Project • E-business initiatives

Council Priority/Special Initiatives • A responsible and responsive government

Year of Completion Ongoing

24

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

Council Priority/Special Initiatives

Desired Outcomes

Department Initiatives

Year of Completion

Conduct Privacy Impact Assessments (PIA) on all new City databases containing personal information and on existing databases where substantial modifications and changes are being im lemented Continue to implement Corporate Business Risk Planning

•

Compliance with privacy provisions of the Freedom of Information and Protection of Privacy Act (FOIP)

•

A responsible and responsive government

Ongoing

•

•

•

A responsible and responsive overnment A responsible and responsive government

Ongoing

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

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

•

Planning and Development Department 2006 — 2008 Business Plan November 2005

•

2008

25

ADMINISTRATIVE EXCELLENCE — Desired Outcomes

Department Initiatives

• •

Participate in the review of property and business taxation policy

•

Asset/Permit data feeds (Assessment and Taxation) Enhanced Internet access to customer services and information, including: • Access to various assessment and tax forms, on-line tax searches and certificates and Zoning information.

Competitive, stable, fair and equitable levels of taxation

Council Priority/Special Initiatives

• •

Implement projects for E-business

•

Planning and Development Department 2006 — 2008 Business Plan November 2005

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 • Requests for information for property valuation purposes • Tax searches and certificates

•

Growth demands A responsible and responsive government A responsible and responsive government

Year of Completion

Ongoing

2008

26

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.

Long I, Term Targets

Explanation

2003

2004

145,265

178,008

75%

86%

137,168

139,227

Maintain/Reduce

3.0%

3.7%

Maintain/Reduce

Counter Inquiries — Assessment and Taxation Call Centre

19,286

18,274

Maintain/Reduce

Average Phone Calls per day during notice period — Assessment and Taxation Call Centre

1,123

1,074

Maintain/Reduce

3,803 24,108 51,698 40,298

4,353 25,076 53,432 42,160

Market Driven

271 7002 120 161 103

235 4817 39 138 67

Market Driven Market Driven Market Driven Market Driven

Performance Indicators 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

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.

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

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 2006 — 2008 Business Plan November 2005

27

Performance Indicators

2003

2004

Long Term Targets

Explanation

Assessment and Taxation Branch Business Tax Collection Rate Realty Tax Collection Rate New Development (growth) in Property Assessment (in millions) % increase 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

99.4% 98.2%

98.5% 97.5%

$1,385 3.49%

$2,103 4.66%

4,009 622

4,659 574

Maintain Maintain

Maintain/Reduce

Maintain/Reduce 490 5 853.242m $2.838m 6,395

360 6 857.640 2.202 7,113

$228,659 228,852 17,879 22,631

$305,319 236,670 18,313 22,590

18,789

20,281

14,629 4,476

14,864 4,236

8,160

8,936

22 9,622

29 11,488

7 21

8 18

Maintain/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.

LEARNING AND GROWTH Lost Time Accidents Total Worker's Compensation Claims

Planning and Development Department 2006 — 2008 Business Plan November 2005

Reduce Reduce

28

Appendix One — Planning and Development Department Activity Levels and Performance Measures ITEM DESCRIPTION 2003 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

VOLUME ACTIVITY' 2004 % change

2003

SERVICE LEVELS2 2004

% change

46% 33% 49% 46% Appr. 13%4

145,265

178,008

29,114

27,038

110

92

-16.4

107

104

-2.8

7002 87 38 120 18 74 161

4817 57 43 39 18 87 138

-31.2 -34.5 13.2 -67.5 0 17.6 -14.3

5275 52 42 50 19 2088 126

5580 54 30 39 9 4776 122

6.4 3.8 -28.6 -22.0 -52.6 128.7 -3.2

38

42

10.5

25 284 401

22 287 349

-12.0 1.1 -13.0

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

PERFORMANCE MEASURES3 2003 2004 % change

"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 I

2

Planning and Development Department 2006 — 2008 Business Plan November 2005

29

SERVICE LEVELS'

VOLUME ACTIVITY'

ITEM DESCRIPTION 2003

2004

% change

Development Compliance Branch Compliance Certificate Applications

11,152

11,332

1.6

Building Safety Code Inspections

80,444

81,729

1.6

Business Licenses Issued

24,108

25,076

4.0

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

1,828 40,298 51,698 7,172

2,117 42,160 53,432 7,261

15.8 4.6 3.4 1.2

$46.2 Billion $396.3M $82M

$53.6 Billion $433.4 $86.9

16.0% 9.4% 6.0%

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 Planning and Policy Services Branch Expenditures s 6

2003

2004

PERFORMANCE MEASURES' % change

% change

2003

2004

98.2% 99.4% 6th lowest among 24 cities surveyed. Lfh lowest of 10 municipalities in the Edmonton Region

4,009

97.5% 98.5% 4th lowest among 25 Canadian cities surveyed.

Stood at the middle among 11 municipalities in the Edmonton Region surveyed..

4,659

16.2

490

360

-26.5

20,281 14,684

25,350 14,803

25.0 0.8

-0.7 -0.9

$4,476

$4,236

4,476

4,236

-5.36

$8,160

$8,936

8,160

8,936

9.5

"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.

"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.

30

Planning and Development Department 2006 — 2008 Business Plan November 2005

ITEM DESCRIPTION

SERVICE LEVELS6

VOLUME ACTIVITY5 2003

Assessment and Taxation Branch - Revenues Assessment and Taxation Branch Expenditures LEARNING AND GROWTH Lost Time Accidents Total Worker's Compensation Claims

Planning and Development Department 2006 — 2008 Business Plan November 2005

2004

% change

2003

2004

PERFORMANCE MEASURES7 % change

2003

2004

29 11,608

293 11,488

7 21

5 18

% change 910.3 1.0

31

Look at you Edmonton ...

EDMONTON

051

1

j11,111111! *L';iatillres.

Edmonton: the Capital City Edmonton's 70,152 hectares stretch along both sides of its source of intense pride: the North Saskatchewan River Valley parks system.

From small fur-trading post to dynamic urban setting, now home to 712,000 citizens and serving a regional population of one million, Edmonton is the capital city of Alberta and the sixth largest metropolitan centre in Canada.

The Edmonton of today cherishes its history - from booming fur trade centre, through wars, depression, economic upswings to late 20th century financial down turns - these are the events that shaped and strengthened the city and its people.

Living good Edmonton citizens enjoy one of the most favorable qualities of life of any city in Canada - indeed the world - with high personal incomes, no provincial sales tax and the lowest housing prices among western cities. Government-funded education and health care also help keep the cost of living low.

Its citizens take pride in their city with its 30-plus major festivals, dynamic arts and music scene, professional and do-ityourself sports, world-class attractions, and reputation as a first-class host. 97 per cent of Edmontonians rate the quality of life as very good or good.

Edmonton also boasts one of the world's most cost-competitive business environments. And business is good: more than $80B in regional investment is planned over the next 10 years.

Serving this great community is the City of Edmonton, a $1.6 B corporation considered a Canadian leader in municipal best practices. The City takes its direction from City Council's vision for Edmonton: Building the Capital City. This theme underlies all activities and initiatives the City undertakes.

For more information on Edmonton, visit: www.edmonton.ca

Citizens City Council Community Services Committee

Office of the City Auditor

Executive Committee

EPCOR Utilities

Transportation & Public Works Committee

Police Commission

Other Council Committees

Edmonton Public Library Board Other Commissions, Agencies, Authorities, Boards

City Administration City Manager Office of Intergovernmental Affairs

.1111•1•171

Office of the City Clerk

Asset Management & Public Works

Corporate Services

Community & Emergency Services

Planning & Development

Transportation & Streets

This corporate business plan covers the activities of the City Administration, those business areas reporting to the City Manager. Other civic agencies report independently to City Council.