Edmonton (Alta.) - 2005 - Smart choices for developing our community_2005 AACIP awards program...

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2005 AACIP a ards p og am

2005 AACIP Awards Program Submission to the Alberta Association Canadian Institute of Planners

for developing our communt y

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Planning and Davolopment

LIBRARY The City of Edmonton

@THE CITY OF

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PLANNING AND DEVELOPMENT

MAILING ADDRESS: 5TH FLOOR, 10250 - 101 STREET NW EDMONTON, ALBERTA T5J 3P4

March 24, 2005

Reference No.:43721113-009

Alberta Association, Canadian Institute of Planners do Bill Shaw, ACP, MCIP Chairman, Awards Committee Parkland Community Planning Services #404 - 4808 Ross Street Red Deer, AB T4N 1X5

Dear Awards Committee: I am pleased to submit the City of Edmonton's Smart Choices for Developing Our Community project for consideration in the 2005 AACIP Planning Awards competition.

The Smart Choices for Developing Our Community project (Smart Choices) exemplifies the high professional standards that AACIP celebrates each year through the Planning Awards. The project demonstrates its value in the areas of research, public participation, vision and consensus building.

The project reflects the dedication of the Smart Choices project team - and the multi-disciplinary talents the team recruited - to addressing the complex challenge of planning for and shaping the growth of a large urban municipality. The project design, management, research, and consultation methods employed, fostered the exploration of innovative planning ideas, while respecting the civic and regulatory environment.

The process of developing and approving the Smart Choices project has profoundly affected the behaviour, attitudes and priorities of civic leaders and industry stakeholders. These changes will have positive and lasting implications for Edmonton's urban form for years to come.

Thank you for your consideration of this work Yours truly,

Robert Caldwell, MCIP, ACP Manager Planning & Policy Services Branch

Enclosure

SrnortCh ices for developing I

PROJECT SUMMARY

2005 AWARDS SUBMISSION • Smart Choices

PROJECT SUMMARY Introduction Edmonton, like many other large Canadian cities, is facing the challenges of economic and population growth. Edmonton is one of the fastest growing cities in Canada, with recent population growth of 1.5% and annual average job growth of 3%. For the past three years, Edmonton's job growth has surpassed Calgary and this is expected to continue.

In response to these growth pressures, intensification, especially residential intensification, is occurring in Edmonton's mature areas and the downtown.

Citizens are not convinced that intensification is, in itself, a good objective and they strongly express concerns that intensification will undermine the quality of life in their communities. At the same time, intensification is supported by Edmonton's development industry and environmental groups. Over the years, processes for approving development proposals in Edmonton's established communities have been reactive, adversarial, disruptive, costly and time consuming.

Edmonton is also facing the fact that due to the lack of resources available through the 1990s and continuing growth pressures the City has fallen behind in its ability to finance and provide infrastructure and services.

Edmonton's Smart Choices for Developing Our Community project tackles the intensification question and brings community interests and industry desires together. Smart Choices offers high-level and long-term solutions for dealing with intensification and growth, with efficient infrastructure use, while sustaining Edmonton's quality of life. The strategic Smart Choices process has resulted in community driven, relevant and accessible proposals that have changed Edmonton's administrative focus and political direction. City Council's approval of the Smart Choices recommendations has changed the frame of reference for City Council, citizens, and the administration; and will ultimately change Edmonton's urban landscape.

A Responsive Process Smart Choices for Developing Our Community evolved from City Council's direction to prepare a "strategy for the intensification of land development". In response to that direction, Planning and Development staff initiated a three stage project.

In stage one, Edmonton's Urban Land Intensification Strategy, a ground breaking document, Edmonton's Intensification Audit (2002) was produced. This was achieved as staff collaborated in all civic departments to benchmark Edmonton's intensification situation and create a common information base. The Audit built the case for reinvestment and intensification, citing the need to build on Edmonton's infrastructure investment to sustain quality of life for citizens, as: • • •

Edmonton owned infrastructure worth $18 billion; In 2001, Edmonton spent $184 million on infrastructure rehabilitation and $169 million on new growth; and The budget forecast showed necessary development and rehabilitation costs would exceed revenues by $3.2 billion over the next ten years.

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2005 AWARDS SUBMISSION • Smart Choices

PROJECT SUMMARY The Audit outlined Edmonton's current development situation and trends, compared Edmonton's intensification situation with other cities, provided community perspectives on intensification, outlined current intensification policies, provided a snapshot of other municipalities' responses to growth pressures and identified Edmonton's intensification opportunities and deterrents.

The Audit culminated in two key findings from the focus groups who contributed to its development: i. the project name creates negative impressions and limited understanding; and ii. drawing or crafting a physical vision for Edmonton would aid the community in making choices for our future.

A responsive administration and council redirected the project's focus to working with the community to make choices about the future of Edmonton to help sustain the quality of life Edmontonians enjoy, in addition to building on municipal and private infrastructure and involving intensification.

Developing Vision Pragmatically Stage two embarked with a new name — Smart Choices for Developing our Community. In this phase, it was vital to make realistic choices. The project was organized to nominate choices for Edmonton's future, to examine the choices, to showcase the choices and to ensure that the community and the corporation supported the choices that would direct Edmonton's future.

A Smart Choices Participation Committee, comprised of representatives of community organizations and city departments and agencies, was created. Their task was to develop a set of smart choice fundamentals and principles for making Edmonton a good place to live.

The committee used the smart choice principles as the basis for identifying ideas/scenarios that represented smart choices for developing our community. Forty-five ideas were submitted and consolidated into thirteen distinct suggestions. Two all-day ACCeSS workshops were conducted with the committee members to examine the ideas; assess their validity as smart choices in the Edmonton context; rate them based on their suitability for detailed analysis and presentation in a smart choices showcase and catalogue of ideas. The workshop participants then added eight new ideas to the original set.

Based on the work of the committee, nine ideas were selected for further examination and presented in a Smart Choices Showcase and the enclosed Smart Choices Catalogue of Ideas (2003). Four consultant firms: EDA Collaborative Inc., IBI Group, The Dagny Partnership, and Urban Revision Land Development and Management were selected to interpret, describe and elaborate on the nine ideas from their perspective for presentation in the Smart Choices Showcase and Catalogue of Ideas. This approach allowed for expression of viewpoints and information that might push the envelope for citizens, administration and Council. To ensure community awareness of the forward thinking work of the administration, four City initiatives (Fort Road Old Town, Creating a Sustainable and Healthy Downtown, Future School Sites Study, Urban Design Framework for Edmonton) were also showcased in the Smart Choices Catalogue

of Ideas.

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2005 AWARDS SUBMISSION • Smart Choices

PROJECT SUMMARY MIL

Building Community Consciousness and Concensus A major focus in stage two was communicating the smart choice ideas to citizens, administration, and Council, and obtaining feedback to the ideas.

The ideas that were presented for feedback were:

Land Use and Mobility • Idea One — Transit Oriented Mixed Use Development • Idea Two — Multi Use Trail Corridors and Mixed Use Development • Idea Three — Walkable City Residential Development in Established Neighbourhoods • Idea Four — Small Scale Ground Oriented Residential Infill • Idea Five — Medium Density Residential Infill Transformation of Business Areas and Neighbourhood Reinvestment • Idea Six — Commercial and Industrial Transformation • Idea Seven — Neighbourhood Reinvestment Strategy Consultation and Redevelopment Processes • Idea Eight — Consultation Process • Idea Nine — Redevelopment Process The 216 page Smart Choices Catalogue of Ideas was distributed to City Council, administration, and the organizations that participated on the Smart Choices Participation Committee, as well as advertised to encourage general distribution.

It and Edmonton's Intensifictaion Audit were placed on the smart choices web page http://www.edmonton.ca/smartchoices .

More interactive communication was promoted through a six day Smart Choices Showcase of Ideas, held in June 2003 at City Hall, open to the public, and staffed by the project team.

Additional public comment on the Smart Choices Catalogue of Ideas was solicited through June to October 2003, with displays, presentations to over 400 people, the Smart Choices webpage, hard copy; web questionnaires, radio, television, print media, direct mail, and electronic mail mediums.

Community and administrative feedback on the nine smart choice ideas was consolidated and forwarded to City Council to contribute to their deliberations as they debated the option of implementing the smart choice ideas. The smart choice ideas resonated positively with a large number of those who attended presentations and made comments.

Once approved, the Smart Choices for Developing Our Community recommendations have been promoted through a very popular brochure, and through participation at Edmonton's World Town Planning Day, presentations and displays at conferences, and continuing media references.

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2005 AWARDS SUBMISSION • Smart Choices

PROJECT SUMMARY A New Direction for Urban Planning On March 23 2004, City Council unanimously approved the Smart Choices for Developing Our Community recommendations (enclosed), fulfilling the goals of sustaining the quality of life Edmontonians enjoy, building on municipal and private infrastructure and achieving intensification. Council directed the administration to: • Develop a Comprehensive Transit Oriented Development Strategy; • Make Walkability a prime consideration in Infrastructure and Development Decisions; • Develop a Neighbourhood Reinvestment Program; • Develop a Small Scale and Medium Density Residential Infill Strategy; • Improve Planning and Development Consultation Processes; • Develop an approach to Redevelopment of Underutilized Commercial and Industrial Lands; • Develop a Comprehensive Growth Scenario with the next Municipal Development Plan review; • Develop Urban Design Guidelines; and • Establish a Smart Choices Communication Strategy.

The level of City Council's support for the Smart Choices for Developing Our Community recommendations was demonstrated as they engaged in the development of an Urban Sustainability Action Plan (excerpt enclosed) through 2004. Their first urban sustainability motion directed that Smart Choices implementation initially focus on Neighbourhood Reinvestment, Transit Oriented Development, Infill Strategy (supported by the elements of walkability and urban design), and development incentives for the infill and transit oriented development strategies.

Action to Shape Our Sustainable Future Stage three was initiated in December 2004 as City Council approved 2005 budgets for implementation of three Smart Choices for Developing Our Community projects — Transit Oriented Development, Neighbourhood Reinvestment, and Residential Infill (supported by walkability and urban design).

As each project is implemented, it will be accompanied by a communication strategy. The approved budget will also sustain the creation of a full-time permanent position for a Smart Choices Program Manager.

The Smart Choices Program Manager will be responsible for: • leading and coordinating the implementation of the Smart Choices recommendations; • providing analysis and advice on matters of a strategic or policy related nature; and • preparing, communicating and promoting Smart Choices policies, plans and projects.

Implementing Smart Choices for Developing Our Community is identified as an initiative of Edmonton's 2005-2007 Corporate Business Plan (enclosed). Funding will continue through 2006 and 2007 for the initial three smart choices projects and funding is proposed to begin in 2006 to implement the remaining recommendations.

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2005 AWARDS SUBMISSION • Smart Choices

PROJECT SUMMARY In the interim, Smart Choices for Developing Our Community is sponsoring initiatives that support the remaining Smart Choices recommendations.

Planning Academy As identified in Recommendation 5, there is a need to improve and change the status quo in terms of how the City communicates planning issues to the citizens of Edmonton. In that spirit, the Planning and Development Department has embarked on developing a Planning Academy, with three core courses and several elective courses which will begin in Fall 2005.

The Planning Academy is designed by the Planning and Development Department for citizens of Edmonton who want to understand and participate more actively and effectively in planning and development decisions. The objectives of the Planning Academy are: • to provide an educational service to the public; • to promote good planning practice; • to help participants understand that more than just their own interests must be addressed in the planning and development process; and • to help participants make their involvement in planning and development matters more effective and less confrontational.

Walkable Edmonton Charrette Edmonton as a walkable city was identified as a priority in Recommendation 2.

A Walkable Edmonton interdepartmental team has been created to communicate the benefits of walkability. A design charrette lead by Walkable Communities, Inc. organized by Walkable Edmonton and co-sponsored by Smart Choices is scheduled to occur April 7-11, 2005. The charette will focus on walkability concerns and community capacity building in two Edmonton neighbourhoods.

Conclusion City Council's approval of the Smart Choices for Developing Our Community recommendations has given a new frame of reference to City Council, developers, citizens, and administration. City Council's institutionalization of smart choices in Edmonton's Urban Sustainability Action Plan and recent approval of a controversial 17 hectare grey field residential intensification project in south Edmonton demonstrate their commitment. New development and redevelopment proposals cite and integrate the smart choices directives. At redevelopment workshops, citizens ask developers to give them the elements presented in the Smart Choices brochure.

Implementation of each of the smart choices recommendations will be done as a corporate, interdepartmental project, while in the administration the smart choices perspective influences decision making. Smart Choices for Developing Our Community is changing the way Edmonton accommodates growth and redevelopment, and will ultimately change Edmonton's urban landscape.

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LETTERS OF SUPPORT

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MAYOR STEPHEN MANDEL

2nd FLOOR, CITY HALL 1 SIR WINSTON CHURCHILL SQUARE EDMONTON, ALBERTA, CANADA T5J 2R7 PHONE (780) 496-8100 FAX (780) 496-8292 EMAIL stephen.mandel@edmonton.ca

CITY OF EDMONTON

January 12, 2005

Alberta Association, Canadian Institute of Planners 2005 Planning Awards P.O. Box 596 Edmonton AB T57 2K8 To Whom It May Concern: I am pleased to give my wholehearted endorsement to the City of Edmonton, Smart Choices for Developing Our Community (Smart Choices) submission to the Alberta Association, Canadian Institute of Planners, 2005 Planning Awards competition.

The Smart Choices project provides the City of Edmonton with an excellent framework for managing growth and building upon the high quality of life Edmonton offers. I am confident that the implementation of the Smart Choices project will contribute to healthy and vibrant communities and will ensure that we are working effectively with Edmonton residents, interest groups and industry representatives.

As Edmonton enters the new millennium, it is proud to be emerging as one of Canada's most exciting and growth-oriented cities. City Council's unanimous approval of the Smart Choices project in March 2003 demonstrates its commitment to shaping future growth and to realizing a sustainable urban form. City Council will continue to monitor and support the implementation of the Smart Choices project in coming years.

Yours truly,

s442.- 4-"44, Stephen Mandel Mayor

ITAC Cily of Edmonton's Infrastructure Technical Advisory Committee

April 29, 2004

Dear City Council:

This is the second submission of the Infrastructure Technical Advisory Committee (ITAC) to City Council's Four Pillars of Urban Sustainability process.

As in our first submission, which dealt with a New Fiscal Deal for Cities and the Strategic Use of Debt, we have approached Urban Form from the perspective of infrastructure management. Our submission is not exhaustive: if City Council should decide that it would like more detail from ITAC on any of its suggestions or comments, we would be pleased to provide the same on request to Council or its designate.

We encourage City Council to acknowledge the existing expertise developed within the City administration on several sustainability issues, especially those staff with the Office of Infrastructure who are responsible for implementing the Infrastructure Strategy, and the staff leading Planning and Development's Smart Choices initiative, particularly as both these efforts apply to Urban Form.

We commend Mayor and Council for embarking on this crucial exercise to articulate a vision for the City in the new century and we look forward to the results of this process.

Should you have any questions, please feel free to contact me directly and I will act on ITAC's behalf.

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Institute of Chartered Accountants of Alberta 580 Manulife Place, 10180 101 Street Edmonton, AB T5J 4R2 Phone: (780) 486-5898 cc:

Konrad Siu, Director of Infrastructure Planning, Office of Infrastructure ITAC members (see next page)

ITAC members Keith Nunas, Alberta Association of Architects Andrew McCready, Alberta Association of the Canadian Institute of Planners David Brown, Alberta Association of Landscape Architects Perry Nishiyama, Alberta Roadbuilders and Heavy Construction Association Alec Waters, Alberta Transportation Dan McCosh, Alberta Transportation Herb Kuehne, Consulting Engineers of Alberta Ben Henderson, Edmonton Federation of Community Leagues Larry Loven, Environmental Advisory Committee (City of Edmonton) Jack H. McMahon, Institute of Chartered Accountants of Alberta Tim McCoy, International Facility Management Association Dr. Allan Warrack, University of Alberta, School of Business Dr. Simaan AbouRizk, University of Alberta, Department of Civil & Environmental Engineering Dr. Mohamed Al Hussein, University of Alberta, Department of Civil & Environmental Engineering Leo Levasseur, Urban Development Institute NOTE: The opinions expressed in this submission are those of the individual members of ITAC and do not necessarily reflect the opinion of their appointing organization.

The Urban Development Institute will also be making an independent submission.

Edmonton Federation of Community Leagues 7103 - 105 Street Edmonton, AB T6E 4G8 Phone: 780-437-2913 Fax: 780-437-4710 e-mail: efcl@telusplanet.net website: www.efcl.org

September 9, 2003 Larry Benowski, General Manager Planning and Development Department City of Edmonton 5th Floor, 10250 101 Street Edmonton, AB T5J 3P4

CITY OF EDMONTON PLANNING & DEVELOPMENT DEPT. GENERAL MANAGER . OFFICE 1 2 2003 RP:FE-IRE/AO / AI ACTION:

COPY TO. INFORMATION

Dear Mr. Benowski: Re: Smart Choices Project

Thank you for the opportunity to participate in this project over the last two years. We are pleased with the work that has been done to date. The EFCL would like to take this opportunity to provide feedback on that work, namely the Smart Choices Catalogue of Ideas.

In our view, the 'Land Use and Mobility' ideas should function as the goals of the implementation. We want our city to develop by way of these integrated, mutually supportive concepts. None of these three ideas can or should be excluded if implementation is to succeed. The Catalogue's other seven ideas should be used as tools to realize Transit Oriented Mixed Use Development, Multi Use Corridors and Mixed Use Development, and Walkable City.

Much of the 'Residential Development in Established Neighbourhoods' section seems to reflect what is already occurring in Edmonton. One problem with the present situation is that while density is carefully controlled through the Zoning Bylaw, the City and the community lack a mechanism to exercise some degree of control over a development's place in the community. In our view, design and neighbourhood function are equally important as density and should be subject to City regulation and community input whether through a design review panel with jurisdiction, design guidelines or otherwise.

In addition, by Edmonton's standards of medium density, the EFCL feels that there is a significant amount of this type of infill. As a result, we only support Medium Density Residential Infill as it serves to realize the 'Land Use and Mobility' ideas and does not interfere with neighbourhood function. Small Scale Ground Oriented Residential Infill should occur with the same goals in mind.

While the. EFCL certainly supports the concepts of business, commercial and industrial transformation and neighbourhood reinvestment, the section of the catalogue leaves us with some reservations. Idea six is lowest on our priority list due to the relative lack of a residential or community component. For idea seven, the goal should be the improvement of neighbourhood quality of life, which includes property value, rather than too heavy a focus on enhancing property value itself. When the latter approach is taken, the result is often gentrification. To avoid this displacement of lower income residents, affordable housing mechanisms and other creative tools must be employed to protect the positive aspects of what presently exists in these communities.

Throughout our discussions of the Smart Choices project, the importance of consultation has always been a central theme. We cannot overemphasize the essential need for consultation to occur with the communities that will experience change as the result of the implementation of any of these ideas. These interactions will ensure a good fit between the development and the community.

In addition, we feel that the City Administration must take an active role in the consultation process. Rather than waiting until a development application is made, the Planning and Development Department, for example, should facilitate community discussion about planning and land development in all parts of the City. One element of this is the Smart Choices Planning Certificate Program, which we support and are willing to assist with its implementation.

In conclusion, we strongly support the vision that is the 'Land Use and Mobility' ideas, which should be implemented with the assistance of the remaining ideas. Similarly, we believe that proper consultation and redevelopment process is critical to the success of this project.

Sincerely,

Don Kuc. -lyma, Presid t Cc: Mary-Ann McConnell-Boehm, Planning and Development Department

Urban Development Institute (UDI) Greater Edmonton Chapter Submission to the Four Pillars of Urban Sustainability — Urban Form Session, May 20 & 21, 2004

Partnerships UDI values the close working relationship it shares with the City Administration and Council. As "Partners in Growth" we have a long-standing history of working together on the challenges facing our growing and prosperous city.

In addition to UDI and the City's successful initiatives, such as the Sanitary Servicing Strategy and the Arterial Roadway Assessment, UDI is closely aligned with the City's Planning & Development Department, collaborating on many areas, such as, their groundbreaking work on mature neighbourhood intensification, entitled Smart Choices.

Choice Affordability, range and competitiveness of choice, locational attributes and lifestyle choices are considerations made when selecting where to live. We believe a city must provide choice to its residents, both in an inner city and suburban setting. We must also provide the broad spectrum of housing choices from multi-family product, small lot starter homes to estate properties. In addition to master-planned suburban communities, UDI members are also responding to infill opportunities like Railtown and Riverdale, providing master-planned developments in our inner city. Unfortunately, opportunities like Railtown and Riverdale are limited and can offer only a small percentage of total new growth.

Benefits of Growth Homeowners are responding to this choice of locations. A recent city report entitled "Urban Sprawl' reported that "housing developed between January 1, 2000 and December 31, 2002 represents just 6% of the total single family housing stock yet paid nearly 30% of residential property taxes."

Edmonton's Socio Economic Outlook reports that housing starts in 2003 reached 8,956 in the City of Edmonton. In fact, total building permits issued in 2003 were valued at a record setting $1.075 billion leaving the city in an enviable position of having a total property tax projection for 2004 of $15.98 million from new growth. Tax revenue that is needed to support the demands of a growing city.

Other positive results from growth include the expansion of the University and other post secondary educational facilities like Norquest College and Grant MacEwan; increased opportunities for employment for young people; and more and better facilities like the Anthony Henday Drive.

Competitiveness in the Region Edmonton City Council is to be applauded for their willingness to review and right size small lot product for starter homes and duplexes. Only 8 short years ago the City of Edmonton's share of single family housing starts in the Edmonton Capital Region had

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dipped below 50% to an all time low of 48%. This was down from the heady days of 1984 when it sat at a high of 78% of the region. Today, Edmonton has regained a large share of that market at 61% in 2003 primarily because, unlike some of its neighbours, it allowed the development of starter product that enabled young individuals and families to more affordably own than rent a home. Interest rates are still at a historic low, continuing the trend to first home ownership.

Housing starts are expected to fall to 8,000 in 2004 and average 6,000 through 20062009. While lower than 2004, still robust numbers for the future. These new residents will be looking for homes and jobs within the competitive Edmonton Capital Region.

Housing choices, affordability and lifestyle will still be the determining factors in where to locate. Edmonton, with its wide choice of product in every quadrant of the city and at every price point is well poised to take advantage of the lion's share of this growth.

Smart Choices for Growth & Development Proper planning is the single largest element in creating a successful, long-term sustainable community. It cannot occur without the collaboration of the development industry, municipalities, residents and businesses.

Innovative strategies that are being deployed in the region and have proven successful include: developing pedestrian access to shopping; smaller scale town centres in different communities translating to increased accessibility; and integrating business and residential, providing more options for citizens to work and live within their immediate community. The introduction of jobs within a community contributes to its sustainability and quality of life, while reducing commuting time, traffic levels and impacts on the environment.

Smart Choices builds upon these concepts. Many new communities already allow for public transit corridors (LRT or bus). Transit oriented development and pedestrian linkages enhanced by the Multi-Use Trail Corridor are some of the practices already incorporated into developing new communities and translate well into inner city redevelopment. The use of specific plans for inner city areas identified for intensification will provide the certainty needed by the community to garner community buy-in and for the developer wishing to make an investment. This will ensure that opportunities for redevelopment can be achieved.

UDI members are creating new communities throughout the Edmonton Capital Region that are more compact and community focussed and where residents are within walking distance to services, green spaces and public transportation. The City of Edmonton is the major centre in the region and it is important that they continue to support the policies that provide for growth in all areas of the city — whether the downtown, inner city, mature or new suburban neighbourhoods. We welcome the opportunity to work with you and your administration to ensure that Edmontonians continue to have the ability to choose where and how they live and Edmonton remains a sustainable and affordable city in which to live.

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Sent: Thursday, March 25, 2004 11:24 PM To: urban.sustainability@edmonton.ca Subject: urban form

Greetings I'm delighted to see that your are engaging public discourse on urban form - this is a timely and important topic.

Edmonton must focus on strengthening its urban form in developing downtown as a vibrant, healthy and dynamic living city. Downtown Edmonton is coming to life. More emphasis on the importance of Downtown to our Economic future.Sustainable urban form depends on implementing many of the Smart Choices policy recommendations - and more ! Sustainble urna form balances the needs of the human social and natural environment, accounting for environmental function as well as aesthetics of form.

The Smart Choices report should be implemented in its entirety, as soon as possible. Intensification should start with downtown. The City has a significant investment in infrastructure in the Urban core - and yet much of our land between 95th street and 124th street is dedicated to asphaltcovered parking lots. The City's first priority should be to strengthen downtown. This may require reduced "powercentre" or "box store" developments. A moratorium on big-box developments for about a 5year period should be considered, to allow the downtown to re-develop.

Urban form is linked to infrastructure needs, including water, sewer, roads and related systems. By making the most use of existing infrastructure, we create both an economic and architectural powerhouse. Edmonton is at a crossroads - and the time is now, to focus on the importance of urban form and outstanding architecture and design to the health and well-being of our community.

Smarteh• ices COUNCIL APPROVAL IN

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PLANNING A,".:CI DEVEL CiPMF-N I

CITY COUNCIL MINUTES Tuesday, March 23, 2004

EA.c.

Smart Choices for Developing Our Community - Recommendations

MOVED M. Phair — E. Gibbons: 1. That recommendations 1 to 8 as outlined in Attachment 1 of the February 18, 2004, Planning and Development Department report 2004PDP006, be approved.

Planning & Development

2. That Administration bring forward 2005 budget requests to implement the approved recommendations.

3. That the Smart Choices team report back on a yearly basis on the progress of the recommendations as approved by Council.

4. That the Smart Choices Catalogue of Ideas (conveyed via memo June 9, 2003), Implementing the Ideas (Attachment 1 of the February 18, 2004, Planning and Development Department report 2004PDP006), and Consultation and Public Relations (Attachment 2 of the February 18, 2004, Planning and Development Department report 2004PDP006) be received for information.

5. That Administration prepare a Smart Choices communication strategy for Council's consideration.

R. Caldwell and L. Benowski, General Manager, Planning and Development Department, answered Council's questions.

CARRIED FOR THE MOTION:

B. Anderson, J. Batty, A. Bolstad, T. Cavanagh, E. Gibbons, R. Hayter, L. Langley, K. Leibovici, S. Mandel, J. Melnychuk, M. Phair, D. Thiele.

ABSENT:

B. Smith.

City Council Meeting Minutes March 23, 2004

Agenda Item No.: E.1.c.

Smart Choices for Developing Our Community - Recommendations

Recommendations: 1. That recommendations 1 to 8 as outlined in Attachment 1 of the February 18, 2004, Planning and Development Department report 2004PDP006, be approved.

2. That Administration bring forward 2005 budget requests to implement the approved recommendations.

3. That the Smart Choices team report back on a yearly basis on the progress of the recommendations as approved by Council.

4. That the Smart Choices Catalogue of Ideas (conveyed via memo June 9, 2003), Implementing the Ideas (Attachment 1 of the February 18, 2004, Planning and Development Department report 2004PDP006), and Consultation and Public Relations (Attachment 2 of the February 18, 2004, Planning and Development Department report 2004PDP006) be received for information.

Report Summary This report assesses the nine ideas presented in the Smart Choices Catalogue of Ideas, summarizes the community and administrative feedback and recommends implementation actions.

Previous Council/Committee Action • At the March 19, 2002, City Council meeting, the following motion was passed: That the January 30, 2002, Planning and Development Department report (Smart Choices for Developing Our

Routing: Delegation: Written By: February 18, 2004 File: 2004PDP006

Community) be received for information. • At the March 20, 2001, City Council meeting, the following motion was passed: That the Terms of Reference for the Industrial Land Strategy, Attachment 1 (of the February 27, 2001 Planning and Development Department report), and the Urban Land Intensification Strategy, be approved, subject to funds being approved by City Council.

Report The Project The Smart Choices project evolved from City Council's direction to prepare a strategy for the intensification of land development and Council approved a three-stage project.

Stage One In this stage, Edmonton's intensification situation was assessed. Edmonton's Intensification Audit was published in 2002.

It created a common information base, established benchmarks and suggested that the focus of the project evolve to making smart choices for developing our community.

Stage Two In this stage, the Smart Choices Participation Committee, comprised of community organization, City department and agency representatives, identified nine smart choice ideas for developing our community. Consultants explored and described the ideas in the Smart Choices Catalogue of Ideas. Public comment on the Catalogue's ideas was solicited through

Executive Committee, City Council L. Benowski/R. Caldwell M. McConnell-Boehm/J. Anderton Planning and Development Depai Eziient (Page 1 of 6)

Smart Choices for Developing Our Community - Recommendations

June to October 2003 - with displays, presentations to over 400 people, the Smart Choices webpage (www.edmonton.ca/smartchoices), questionnaires and information distributed through radio, television, and print media, direct mail and email mediums (Attachment 2).

The Ideas Assessment background report integrates citizen and stakeholder input and administrative review of the ideas. The Ideas Assessment contains an overview of the ideas, overall feedback, geographic suggestions for implementation of the ideas, action suggestions for moving forward on the ideas and potential implementation teams.

The recommendations proposed in this report, and detailed in Implementing the Ideas (Attachment 1), build on the original nine ideas outlined in the Smart Choices Catalogue of Ideas and the feedback from stakeholders, community and administration. The presentation of these recommendations concludes Stage Two.

Stage Three With Council's approval of the recommendations in this report, Stage Three will commence.

Recommendations Three principles guided the preparation of implementation recommendations. They were to: • build on community and administration support for an idea; • build on current administrative projects and initiatives; and,

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use an integrated team approach to build on existing capacities and create implementation synergies.

Recommendations 1 through 6 build on the original nine ideas outlined in the Smart Choices Catalogue of Ideas.

Recommendations 7 and 8 are put forward in response to feedback to the ideas received from stakeholders, the community and administration, and they support implementation.

Recommendation 1: That a comprehensive Transit Oriented Development (TOD) implementation strategy be developed, based on the experience gained from the Fort Road Old Town Master Plan implementation, to promote residential/commercial intensification around existing LRT stations or bus transit centre areas. The strategy would apply to LRT station areas and selected bus transit centre areas. The implementation strategy should: • include options and funding mechanisms for stimulating the market for TOD, •

ensure the necessary TOD urban design elements are achieved,

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include parking and access management plans, be coordinated with the efforts and direction of the High Speed Transit Study, and

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identify areas with the greatest opportunities for TOD success.

Cost Estimate: 2005: P&D - $100,000; T&S -$50,000

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Smart Choices for Developing Our Community - Recommendations

Estimated FTEs: 2005: P&D - 1 temporary FTE or equivalent consultant; T&S - 1/2 temporary FTE or equivalent consultant

Recommendation 3: That a neighbourhood reinvestment program be developed to identify and prioritize neighbourhoods for reinvestment. The program will:

Recommendation 2: That a coordinated approach be taken to make walkability a prime consideration in infrastructure decisions and the review of new development, redevelopment and plan proposals. The approach will focus on: • capital planning for maintenance, upgrading and installation of pedestrian infrastructure, • planning for pedestrian routes and pedestrian design guidelines in new suburban and urban planning documents, • streetscape, site design, and architectural design requirements for a pedestrian supportive environment for new development, major redevelopment and rezoning applications, • development of pedways in the downtown, at LRT stations and major transit centres, • development of pedestrian linkages enhanced by the Multi-Use Trail Corridor, with a focus on integrating the corridor with adjacent development, • continuing support of development of the entire Multi-Use Trail Corridor concept, and • public education and programming that communicates the benefits of walking.

•

identify and prioritize neighbourhoods with potential for reinvestment, building on opportunities available in the neighbourhoods and capitalizing on infrastructure opportunities for reinvestment,

•

outline an approach for undertaking comprehensive community based land use, community economic development and social planning,

•

include, as a major component, the preparation of an implementation plan for reinvestment in public infrastructure and private structures, and

•

address housing options for existing residents.

Cost Estimate: 2005: T&S - $50,000, Community Services - $100,000 Estimated FTEs: 2005: T&S - 1/2 temporary FTE or equivalent consultant, Community Services 1 FTE or equivalent consultant

Cost Estimate: 2005: P&D - $100,000; AMPW- $100,000, Community Services $100,000 Estimated FTEs: 2005: P&D - 1 temporary FTE or equivalent consultant, AMPW — 1 temporary FTE or equivalent consultant, Community Services - 1 temporary FTE or equivalent consultant Coordinating the neighbourhood evaluation and prioritization activities of Planning and Development, Community Services and Asset Management and Public Works will ensure complementary action is taken.

Recommendation 4: That a small scale and medium density infill strategy be developed to encourage infill and enhance certainty in redevelopment situations for communities

(Page 3 of 6)

Smart Choices for Developing Our Community - Recommendations

and development proponents. The strategy will investigate better ways to align community and developer expectations by: • identifying characteristics that indicate strong small scale or medium density redevelopment potential, • identifying geographic areas that meet those characteristics or neighbourhoods facing significant redevelopment pressure (or invite neighbourhoods to identify themselves), • undertaking community development or education exercises to raise community awareness of potential redevelopment activity, to discuss community expectations and to inform the community about urban design options for redevelopment that lessen the negative impacts on the community, and • developing neighbourhood specific urban design principles for potential redevelopment projects from those exercises.

Cost Estimate: 2005: P&D - $100,000 Estimated FTEs: 2005: P&D - 1 temporary FTE or equivalent consultant Recommendation 5: That the planning and development consultation process be improved through the establishment of the Planning Academy community education program. The program will increase community awareness of the planning and development framework and the rights, responsibilities, scope and limitations inherent in the land development process.

The Academy will be supplemented through the implementation of an information process that includes education and

information exchange on planning and development proposals on the City web site.

Funding: 2004: within P&D budget 2005: request to be determined FTEs: 2004: P&D - 1/2 temporary FTE The Academy should be offering courses in fall, 2004.

Recommendation 6: That policy and procedures for redevelopment on under utilized commercial and industrial lands be developed in order to facilitate a collaborative approach to redevelopment.

Funding request to come forward with 2006 budget.

This will result in collaborative redevelopment of underutilized commercial/industrial parcels.

Recommendation 7: That the terms of reference for the preparation of the next municipal development plan will include the development of a comprehensive growth scenario developed by assessing a series of growth scenarios based on different land use and economic activity projections. The scenarios should: • provide direction to plan for the cumulative impacts of growth on City services and infrastructure provision (transportation impacts, effects on the delivery of emergency response, provision of amenities etc.), and • re-evaluate guidelines for the ratio of single to multi-family housing that would apply to the preparation of statutory planning documents throughout

(Page 4 of 6)

Smart Choices for Developing Our Community - Recommendations

the city, in order to develop new density targets or guidelines for new suburbs.

The comprehensive scenario will be supported by the development of guidelines and protocols for the use of direct and indirect financial incentives, and infrastructure for encouraging specific types of development, or development in specific locations.

Funding: 2005 request to be prepared.

This will result in policies to direct growth.

Recommendation 8: That urban design principles and guidelines be developed through community consultation to apply, through regulation, to all public and private spaces and built form impacted by land use planning, redevelopment and new development. The regulations will be communicated in graphic and visual mediums.

Funding. 2005 request to be prepared.

Regulation through a visual medium will provide certainty for design and built form at street level.

Summary Action on the recommendations will give clear direction on Council's priorities and ensure consistent approaches are taken across the administration.

Implementing these recommendations will have significant impacts. Capital Priority Plan funds will need to be budgeted for increased servicing and infrastructure to

support the direction of the recommendations. Both the development community and neighbourhood communities will experience adjustment periods as these recommendations shape how Edmonton's growth will be accommodated.

Justification of Recommendation

1. Council's approval of the Smart Choices recommendations will give clear direction on Council's priorities and initiate teams that will develop specific implementation policies, programs and projects.

2. Initiation of approved recommendations is dependent upon providing budgets in 2005.

3. An annual report will allow Council to monitor the implementation and progress of the individual recommendations.

Background Information Attached

1. Implementing the Ideas 2. Consultation and Public Relations Background Information Available on Request

1.

2.

3.

4.

Idea Assessments Smart Choices Questionnaire Smart Choices Catalogue of Ideas Smart Choices Participation Committee membership 5. Edmonton's Intensification Audit 6. Terms of Reference for the Urban Land Intensification Strategy Others Approving this Report

•

(Page 5 of 6)

W. D. Bum, General Manager, Asset Management and Public Works

Smart Choices for Developing Our Community - Recommendations

• D. Kloster, General Manager, Emergency Response and Community Services • R. Millican, General Manager, Transportation and Streets • J. Tustian, General Manager, Corporate Services

(Page 6 of 6)

Attachment 1 Smart Choices for Developing Our Community — Recommendations

Implementing the Ideas As the Smart Choice Catalogue of Ideas was received and assessed by the community and administration it became apparent that Smart Choices implementation will hinge upon a coordinated approach to land use, transportation policy and community design, with the ultimate objective of sustaining Edmonton's quality of life. Implementation will require short-term initiatives directed to tangible, achievable opportunities within a comprehensive long-term policy perspective.

Implementation of Smart Choices will occur in tandem with the growth the City is experiencing, and may provide opportunity to shape the form of growth.

The nine ideas are not mutually exclusive. The greatest success will occur with inter-dependent idea implementation undertaken through planning, programming and actions of interdepartmental teams. The following pages contain the implementation recommendations coming from the Smart Choices project. The 2005 cost estimates, implementation team leaders, and outcomes for each recommendation are outlined in Chart 1 at the end of this attachment.

Report 2004PDP006 - Attachment 1 - Page 1 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations

Transit Oriented Mixed Use Development (TOD) Smart Choices Idea One Action on this smart choice idea should have priority as this idea has the greatest level of community support and it is an opportune time to build on the strong support of current administration activities.

Transit oriented mixed-use development takes a more aggressive approach than transit supportive development and the distinction must be noted. Integration of elements from the other smart choice ideas, such as medium density infill, reinvestment and consultation will be appropriate as the transit oriented mixed use idea is implemented. Administration is currently working on several projects that can incorporate TOD concepts and move action forward. Projects include the High Speed Transit Strategic Review, Fort Road Old Town Master Plan implementation and pre-application consultation for Heritage Mall redevelopment.

Recommendation 1: That a comprehensive Transit Oriented Development (TOD) implementation strategy be developed, based on the experience gained from the Fort Road Old Town Master Plan implementation, to promote residential/commercial intensification around existing LRT stations or bus transit centre areas. The strategy would apply to LRT station areas and selected bus transit centre areas. The implementation strategy should: • include options and funding mechanisms for stimulating the market for TOD, • ensure the necessary TOD urban design elements are achieved, • include parking and access management plans, • be coordinated with the efforts and direction of the High Speed Transit Study, and • identify areas with the greatest opportunities for TOD success, such as one of the existing LRT stations.

Joint implementation by: Transportation and Streets Planning and Development

Timeframe: Initiation - January, 2005

Support from: Asset Management and Public Works Corporate Services Community Services Edmonton Public Library

Cost Estimate: 2005 - $150,000 (P&D - $100,000; T&S - $50,000)

Potential implementation areas (suggestions from consultation): • Future LRT Station at the South University of Albert Campus • Future High Speed Transit stops

Report 2004PDP006 - Attachment 1 - Page 2 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations

Walkable City Smart Choices Ideas Two (Multi Use Trail Corridors and Mixed Use Development) and Three (Walkable City) Pedestrian friendly design and infrastructure that results in successful walkability can support vibrant neighbourhoods, community health, transit, education and public services and is related to mixed uses and medium and higher densities. Community support for this idea was strong and several supportive administration activities are underway. These include implementation of the Walkable Edmonton Charter and the upcoming preparation of the Sidewalk/Bicycle Strategic Plan. As the Multi-Use Trail Corridors and Mixed Use Development idea aligns closely with the objectives and actions for walkability, action on walkability will include the multi-use trail corridor. Transportation and Streets is currently implementing the development of the Multi-Use Trail Corridor Strategy, which includes trails that accommodate walkways, trails and bikeways and complements the Walkable City approach. Aggressive implementation of the walkable idea may require a shift in current approaches and may result in increasing funding requests to repair, provide or design infrastructure to enhance walkability.

Recommendation 2: That a coordinated approach to making walkability a prime consideration in infrastructure decisions and the review of new development, redevelopment and plan proposals, be taken, with a focus on: •

capital planning for maintenance, upgrading and installation of pedestrian infrastructure,

•

planning for pedestrian routes and pedestrian design guidelines in new suburban and urban planning documents,

•

streetscape, site design, and architectural design requirements for a pedestrian supportive environment for new development, major redevelopment and rezoning applications,

•

development of pedways in the downtown, at LRT stations and major transit centres,

•

development of pedestrian linkages enhanced by the Multi-Use Trail Corridor, with a focus on integrating the corridor with adjacent development,

•

continuing support of development of the entire Multi-Use Trail Corridor concept, and

•

public education and programming that communicates the benefits of walking.

Joint implementation by: Transportation and Streets Planning and Development Community Services

Timeframe: Initiation — January, 2005

Support from: Asset Management and Public Works Corporate Services

Cost Estimate: 2005 - $150,000 (T&S - $50,000, Community Services $100,000)

Potential implementation areas (suggestions from consultation): • At and around LRT stations and bus transit centre areas • Downtown and mature neighbourhoods • Newly developing areas

Report 2004PDP006 - Attachment 1 - Page 3 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations

Neighbourhood Reinvestment Smart Choices Idea Seven There was general community agreement about the benefits of implementing this idea. Maintaining and improving socio-economic and housing diversity in Edmonton's neighbourhoods increases location and housing choices for all citizens. Current integrated administration projects (Fort Road Old Town Master Plan and the recently approved North Edge Infrastructure Project) provide an impetus for reinvestment activities while other programs (implementation of High Priority Neighbourhoods Charter and the initiation of the Edmonton Police Service Quality of Life Index) provide support for this idea.

Coordination of efforts was supported. As reinvestment is encouraged, the existing social make up neighbourhoods should be maintained and diversified. It is noted that affordable housing strategies are important to reinvestment but this is currently a parallel activity that will be incorporated at every opportunity.

Recommendation 3: That a neighbourhood reinvestment program be developed to identify and prioritize neighbourhoods for reinvestment. The program will: •

identify and prioritize neighbourhoods with potential for reinvestment, building on opportunities available in the neighbourhoods and capitalizing on infrastructure opportunities for reinvestment,

•

outline an approach for undertaking comprehensive community based land use, community economic development and social planning,

•

include, as a major component, the preparation of an implementation plan for reinvestment in public infrastructure and private structures, and

•

address housing options for existing residents.

Joint implementation by: Planning and Development Community Services Asset Management and Public Works

Timeframe: Initiation — January, 2005

Support from: Transportation and Streets Corporate Services Edmonton Police Service

Cost Estimate: 2005 - $300,000 (P&D - $100,000; AMPW - $100,000, Community Services - $100,000)

Potential implementation areas (suggestions from consultation): • Boyle Street and McCauley neighbourhoods • Norwood • Queen Mary/Central McDougall redevelopment areas

Report 2004PDP006 - Attachment 1 - Page 4 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations

Small Scale and Medium Density Residential Infill linked with Redevelopment Process Smart Choices Ideas Four (Small Scale Ground Oriented Infill), Five (Medium Density Residential Infill) and Nine (Redevelopment Process) Strong support for encouraging small scale and medium density infill in specific geographic areas was provided by both the community and administration. Although implementation of the transit oriented development and neighbourhood reinvestment recommendations will result in infill, there is pressure for infill investment throughout the City, both in mature neighbourhoods and new suburban neighbourhoods.

A successful infill example is the row house project west of the Prince of Wales Armoury — previously vacant land is being used and the neighbourhood school and park are supported by the new residents.

Enhanced certainty for communities and development proponents could be provided through the identification of areas and/or criteria where infill can be supported in mature and new neighbourhoods. A redevelopment process that provides prior awareness of potential for redevelopment will aid neighbourhoods in understanding how the community may receive future redevelopment proposals. The earlier that communities and development proponents consult, the better the potential for success from the perspective of both community and development proponents.

Recommendation 4: That a small scale and medium density infill strategy be developed to encourage infill and enhance certainty in redevelopment situations for communities and development proponents. The strategy will investigate better ways to align community and developer expectations by: • identifying characteristics that indicate strong small scale or medium density redevelopment potential, • identifying geographic areas that meet those characteristics or neighbourhoods facing significant redevelopment pressure (or invite neighbourhoods to identify themselves), • undertaking community development or education exercises to raise community awareness of potential redevelopment activity, to discuss community expectations and to inform the community about urban design options for redevelopment that lessen the negative impacts on the community, and • developing neighbourhood specific urban design principles for potential redevelopment projects from those exercises.

Implementation by: Planning and Development

.

Support from: Transportation and Streets Asset Management and Public Works Community Services

Timeframe: Initiation — January, 2005 Cost Estimate: 2005 - $100,000 (P&D)

Potential implementation areas (suggestions from consultation): • inner city and mature neighbourhoods supported by transit and in proximity to large employment areas, services and facilities • land parcels along "major roads"

Report 2004PDP006 - Attachment 1 - Page 5 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations

Consultation and Community Education Smart Choices Idea Eight (Consultation Process) There was strong community and administration agreement that an improved consultation process specific to the planning and development process is required to aid communities and development proponents as the City grows and redevelops. This type of consultation may be distinct from consultation the City may engage in for city initiated projects, as the consultation exercise is initiated due to private development applications. The consultation experience can be improved though understanding of the regulatory environment, and the rights and limitations inherent in the development process. The Planning and Development Department has taken steps to improve consultation for planning and development through the Engaging the Public program and the fledgling Planning Academy project.

Recommendation 5: That the planning and development consultation process be improved through the establishment of the Planning Academy community education program. The program will increase community awareness of the planning and development framework and the rights, responsibilities, scope and limitations inherent in the land development process. The Academy will be supplemented through the implementation of an information process that includes education and information exchange on planning and development proposals on the City web site.

Implementation by: Planning and Development

Support from: Transportation and Streets Asset Management and Public Works Community Services

Timeframe: Initiation — immediate Community education sessions to commence in fall, 2004 Budget: 2004: within P&D budget 2005: to be determined

Report 2004PDP006 - Attachment 1 - Page 6 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations

Commercial and Industrial Transformation Smart Choices Idea Six This was considered a valuable objective for the City, however it was not seen to be an immediate priority. Many suggestions for action focused on lands adjacent to major arterial roads and older commercial strips. These areas could benefit from an approach that aids transformation and enhances adjacent neighbourhoods, either through replacement of aging buildings with newer commercial or industrial buildings or residential infill. The City can contribute to transformation through its treatment of public land, public rights of way, and public infrastructure and through the development agreement process. The administration could collaborate with interested landowners that wish to initiate the transformation process on larger blocks of land.

Recommendation 6: That policy and procedures for redevelopment on under utilized commercial and industrial lands be developed in order to facilitate a collaborative approach to redevelopment.

Implementation by: Planning and Development Asset Management and Public Works Transportation and Streets Support from: Community Services

Timeframe: Initiation — 2006

Budget: 2006 budget request to be prepared

Potential implementation areas (suggestions from consultation): • Calgary Trail • Stony Plain Road • 118 Avenue

Report 2004PDP006 - Attachment 1 - Page 7 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations

New Recommendations As the Smart Choice Catalogue of Ideas was received and assessed by the community and administration, the concerns of both community and administration aligned. Both groups conveyed the perspective that a comprehensive approach to Edmonton's growth was required.

This would allow citizens to understand the approach Edmonton is taking to its growth. A comprehensive approach to growth would also assist the administration to act consistently to achieve Edmonton's growth objectives.

A strong voice regarding the necessity of urban design to support smart choices came both through the consultant's work on the nine ideas, and through community and administrative responses. Urban design will provide certainty to citizens and development proponents and ensure that the built form and amenities that come with redevelopment and growth fulfill the needs of Edmonton's citizens.

Report 2004PDP006 - Attachment 1 - Page 8 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations

Comprehensive Growth Scenarios New recommendation

Through the Smart Choices consultation process it became apparent that an understanding of Edmonton's future growth expectations that goes beyond what is currently in Plan Edmonton is needed. Citizens want to know what Edmonton should look like and how growth will be accommodated. A series of growth scenarios could build upon the recommendations provided in this report but could also provide direction for future decisions. This will complement the proposed Four Pillars of Urban Sustainability initiative and build upon it.

Recommendation 7: That the terms of reference for the preparation of the next municipal development plan will include the development of a comprehensive growth scenario developed by assessing a series of growth scenarios based on different land use and economic activity projections.

The scenarios should: • Provide direction to plan for the cumulative impacts of growth on City services and infrastructure provision (transportation impacts, effects on the delivery of emergency response, provision of amenities etc.)

• Re-evaluate guidelines for the ratio of single to multi-family housing that would apply to the preparation of statutory planning documents throughout the city, in order to develop new density targets or guidelines for new suburbs.

The comprehensive scenario will be supported by the development of guidelines and protocols for the use of direct and indirect financial incentives, and infrastructure for encouraging specific types of development, or development in specific locations.

Implementation by: Planning and Development

Timeframe: Initiation — 2005 Budget: 2005 budget request to be prepared

Report 2004PDP006 - Attachment 1 - Page 9 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations

Urban Design New recommendation Throughout the consultation exercise and assessment of the ideas, the need for clear urban design direction throughout the redevelopment process and land use planning became apparent. Communities are interested in and affected by what happens, built form and design at street level in their neighbourhoods. Clear direction will sustain quality of life and enhance certainty for the community and development proponents.

Recommendation 8: That urban design principles and guidelines be developed through community consultation to apply through regulation to all public and private spaces and built form impacted by land use planning, redevelopment and new development. The regulations will be communicated in graphic and visual mediums.

Implementation by: Planning and Development

Timeframe: Initiation — 2005 Budget: 2005 budget request to be prepared

Report 2004PDP006 - Attachment 1 - Page 10 of 11

Attachment 1 Smart Choices for Developing Our Community — Recommendations Chart 1 — Cost Estimates, Implementation Teams and Outcomes for Recommendations Recommendations

Implementation/ Lead Departments

2005 Cost Estimates

Initiation Date

Outcome

Recommendation 1 (Idea One) Comprehensive Transit Oriented Development (TOD) implementation strategy Recommendation 2 (Ideas Two and Three) Coordinated Approach to Walkability

Joint T&S, P&D

Upon approval

Consistent implementation approach

Upon approval

Principles, capital planning, and coordinated approach

Recommendation 3 (Idea Seven) Neighbourhood Reinvestment Program

Joint P&D, Corn.

Services, AMPW

Upon approval

Coordinated and comprehensive approach and implementation plan

Recommendation 4 (Ideas Four, Five and Nine) Small Scale and Medium Density Residential Infill strategy linked with Redevelopment Process Recommendation 5 (Idea Eight) Consultation and Community Education — Planning Academy community education program Recommendation 6 (Idea Six) Commercial and Industrial Transformation — evaluation, revision to facilitate collaborative approach

P&D

$150,000 (P&D $100,000; T&S $50,000) $150,000 (T&S $50,000.00; Com.Serv. $100,000) $300,000 (P&D $100,000; AMPW $100,000, Corn. Serv. $100,000) $100,000 (P&D)

Upon approval

Principles and recommendations for infill

2005 budget to be determined (currently within 2004 budget) 2006 budget request

Immediate

Community education and enhanced understanding

2006

Policy, protocol and procedures for collaboration

Recommendation 7 (NEW) Comprehensive Growth Scenarios Recommendation 8 (NEW) Urban Design Principles, Guidelines and Regulation

P&D

2005

MDP terms of reference will include growth scenarios as major deliverable Principles, guidelines and regulations

Joint T&S, P&D, Corn. Services

P&D

Joint P&D, T&S, AMPW

P&D

2005 budget request to be prepared 2005 budget request to be prepared

2005

Report 2004PDP006 - Attachment 1 - Page 11 of 11

Smart for developing

ices

COMMUNICATIONS

-

PLANNING AND DEVELOPMENT

2005 AWARDS SUBMISSION

Smart Choices

COMMUNICATIONS

Part of the success of Smart Choices for Developing Our Community can be attributed to the communications work and continuing stakeholder engagement undertaken throughout the project.

Initially, stakeholder groups were engaged through participation in focus groups for Edmonton's Intensification Audit. These stakeholder groups and others continued to participate on the Smart Choices Participation Committee to develop and assess the Smart Choices Catalogue of Ideas. As implementation occurs, these groups will continue to be involved.

Citizen attention was focused to encourage community feedback with the Smart Choices Showcase held at City Hall (June 23-28, 2003) and a Smart Choices Catalogue of Ideas. The catalogue was made available on the project web site (www.edmonton.ca/smartchoices), at Edmonton public libraries, to the Smart Choices Participation Committee, and others on request.

From June to October 2003, over 400 people attended interactive powerpoint presentations to interested groups of citizens throughout the city. Questionnaires were distributed at presentations, displays, and made available on the project website. Hard copy and electronic information on the project was distributed through radio, television, print media, direct mail and email mediums. The feedback received through these efforts was used to develop the Smart Choices for Developing Our Community recommendations.

The Smart Choices brochure, outlining the approved Smart Choices for Developing Our Community Recommendations, and the placement of a direct link to Smart Choices for Developing Our Community on the City of Edmonton's main web page are the main communication vehicles at this time. Stakeholder involvement and public consultation will continue to be of primary importance in subsequent phases of project implementation.

Some communication samples and details of the consultation and public relation activities are summarized on the following pages.

2005 AWARDS SUBMISSION • Smart Choices

COMMUNICATIONS

Smart Choices Participation Committee Representation • Alberta Environmental Network Society • Alberta Infrastructure • Alberta Municipal Affairs • ATCO Gas • Canadian Mortgage and Housing Corporation • Capital Heath Authority - Public Health Division • City of Edmonton Environmental Advisory Committee • Council of Business Revitalization Zones • Downtown Business Association • Downtown Edmonton CommunityAssociation • Edmonton Building Owners and Mangers Association • Edmonton Chamber of Commerce • Edmonton Catholic Schools • Edmonton Downtown Development Corporation • Edmonton Federation of Community Leagues • Edmonton Public Schools • Edmonton Real Estate Board • Edmonton Social Planning Council • Edmonton Transit Advisory Board • EnvironmentalAdvisory Committee • Grant MacEwan Community College • EPCOR- Water • Greater Edmonton Home Builders Association • Grant MacEwan Community College • Northern Alberta Institute of Technology • Shaw Cable • Society for the Retired and Semi Retired • TELUS Communications • Urban Development Institute • University ofAlberta Capital and Strategic Planning • University ofAlberta Students' Union • West Edmonton Business Association

2005 AWARDS SUBMISSION • Smart Choices

COMMUNICATIONS Media and Displays Advertising • Edmonton Journal — June 2003 • Edmonton Sun —June 2003 • Edmonton Examiner —June 2003 • Edmonton Journal Office of the Environment Insert— June 2003 • Edmonton Journal's Key to the City — June 2003 Articles Referencing Smart Choices • Bill Smith's Urban Agenda, Edmonton Journal, November 1, 2003 • Six Ideas to Improve Edmonton, Edmonton Journal, - Sept 9, 2003 • Big Effort Needed to Battle Obesity — August 17, 2003 Newsletters • Urban Development Institute—July 2003 • Review of Infrastructure—July 2003 • City Link — August 2003 • Edmonton Federation of Community Leagues — September 2003 • City of Edmonton Monthly Economic Review — September 2003 • Edmonton Real Estate Board — September 2003 Interviews • CJSR Radio —June 2003 • Shaw TV —June 2003 Websites with Smart Choices Articles or Information • • •

Edmonton Federation of Community Leagues — www.efcl.org City of Edmonton Internet — www.edmonton.ca/smartchoices City of Edmonton Intranet — Al's Message — http://cityn et/

Displays • • • • • • • • •

Displays at Edmonton Public Libraries, June 23 — September 22, 2003 Strategies for Urban Sustainability Conference, Shaw Conference Centre, September 8 tit 9, 2003 University ofAlberta Week of Welcome, September 3-5, 2003 Alberta Association Canadian Institute of Planners Reception, September 7, 2003 World Town Planning Day Outlook Tower, November 8,2004 Alberta Urban Municipalities Association Conference, From Survival to Sustainability, November 17-20, 2004 AlbertaAssociation Canadian Institute of Planners Conference, Common Futures, September 23-25, 2005 City Council's Swearing-In Ceremony, October 26, 2004 On Your Mark Symposium, March 17- 18, 2005.

Showcase • Smart Choices Showcase, City Hall, June 23-28, 2003

2005 AWARDS SUBMISSION • Smart Choices -r•-jf

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presents smart choices for developing our community I ike many North American

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Catalogue of Ideas.

The Smart Choices Catalogue of Ideas identifies some of the impacts of growth and aging infrastructure, as well as ideas joy solutions.

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' EDMONTON - A controversial $500-million plan to build Edmonton's biggest condominium project on the 17-hectare Heritage Mall site has won

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"What a great month we have had! The reason say that is City Council approved our recommendations on two, landmark. projects.

Most will know that I am referring to the Downtown North Edge and the Heritage Mall or Century Park projects. These projects are a great start on defining the style of development of the City for many years to come - and they have reinforced our policy directions from Smart Choices. Transit Oriented Development is alive and well as both a development concept and a reality in Edmonton.

In addition to being good reinforcement of policy, these projects also are benchmarks for how and when we plan, what our toolkit. consists of when dealing with development and they may have even elevated the level of urban and architectural design. Not a bad start to 2005!..."

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Original Message From: Juliet Anderton Sent: Thursday, June 19, 2003 12:28 PM To: Ossama Elgalali; Om Sharma; Willard Hughes; Doug Kostashuk; Ken Johnson (P&D); Adam Farr Subject: Smart Choices Project Update - Internal Initiatives

The Smart Choices Catalogue of Ideas has been published and forwarded to City Council and the City's Senior Management Team.

On behalf of the project team, I would like to thank you for all your contributions. In the next week, we will be forwarding your project manager a CD of the Catalogue. The catalogue is also available on the Smart Choices web site (wvvw.edmonton.ca/smartchoices) and at all branches of the Edmonton Public Library.

The project team is now heading into the public consultation phase of the project. From Monday, June 23, 2003 to Saturday, June 28, 2003 we will be hosting the Smart Choices Showcase of Ideas at City Hall. The Showcase features the nine Smart Choice ideas prepared by the four consultants, and is designed to generate community discussion and comments (a copy of the newspaper ad is attached). The internal initiatives (Fort Road Old Town, School Sites Study, Sustainable Downtown, and the Urban Design Framework) are listed on the Showcase display panels but no further details are provided. The intention is to focus attention on the consultant ideas.

Opportunities for public and stakeholder feedback will continue through to September 22, 2003. Stakeholder and citizen comments on the ideas will assist in the preparation of a report to City Council this fall. The report will recommend the development of implementation strategies for some or all of the nine ideas.

Please do not hesitate to contact Mary Ann McConnell-Boehm, Senior Planner (4966063), or myself if you have any questions or concerns.

Smart Choices Ad.pdf

Juliet Anderton, M.PL, M.C.LP. Planner, Corporate Planning & Policy Planning & Policy Services City of Edmonton, Planning & Development Department Ph:(780) 496-6214 Fx:(780) 401-7066

EDMONTON

SrnartChoices for developing our communit

Showcase of Ideas The City of Edmonton invites you to City Hall to view a showcase of ideas for the city's future growth and redevelopment. The showcase features the work of four Edmonton consultants presenting nine ideas for discussion.

The showcase summarises the "Smart Choices Catalogue of Ideas", which is available at all Edmonton Public Library branches and on the City of Edmonton web site at www.edmonton.ca/smartchoices.

These ideas were prepared to invite community discussion and comment.

Questionnaires will be available at the showcase, Edmonton Public Library branches and on the web site. Please comment by September 22, 2003.

Comments on the ideas will be forwarded to City Council for their discussion on implementing these ideas.

View the showcase Dates: Monday, June 23, 2003 to Saturday, June 28, 2003 lime: Monday - Friday 8:00 a.m. to 10:00 p.m.

Saturday 9:00 a.m. to 3:00 p.m.

(City staff will be in attendance from 11:30 a.m. to 2:00 p.m. daily and on Thursday and Friday evening from 5:00 p.m. to 8:00 p.m. to answer questions) Place: City Room, Edmonton City Hall, 1 Sir Winston Churchill Square For More information Web page: www.edmonton.ca/smartchoices Fax: 401-7066 Call: 496-6063 or 496-6214 Or write to: Corporate Planning and Policy Section Planning and Development Department 5th Floor, 10250-101 Street, NW Edmonton, AB T5J 3P4

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PLANNING AND DEVELOPMENT

for developing Like many North American cities, Edmonton is growing at a rapid pace. New infrastructure must be built and maintained; increased demands are put on existing infrastructure and services; and redevelopment pressure occurs in older areas.

Although the problems associated with growth are not yet as serious as those of some of Canada's other large cities, the choices we make now will affect the quality of life of Edmontonians for years to come.

Over the past year, stakeholders, community representatives, City staff and consultants have worked to explore ideas for accommodating the city's future growth and redevelopment.

The Smart Choices Catalogue of Ideas presents background on the project, identifies some of the impacts of growth, and aging of infrastructure and buildings that Edmonton is facing and features the work of four Edmonton consultants who present their ideas for: • • • • • • • • •

Idea One — Transit Oriented Mixed Use Development Idea Two — Multi Use Trail Corridors and Mixed Use Development Idea Three — Walkable City Idea Four — Small Scale Ground Oriented Residential Infill Idea Five — Medium Density Residential Infill Idea Six — Commercial and Industrial Transformation Idea Seven — Neighbourhood Reinvestment Strategy Idea Eight — Consultation Process Idea Nine — Redevelopment Process

The Smart Choices Catalogue of Ideas is available at all Edmonton Public Library branches and on the City of Edmonton web site at www.edmonton.ca/smartchoices.

The Catalogue of Ideas is also available for sale on CD-ROM or in print at the Planning and Development Maps and Publications Desk. To order copies please call 496-6160.

The ideas were prepared to invite community discussion and comment. Questionnaires are available at Edmonton Public Library branches and on the project web site.

Comments are invited until September 22, 2003.

Comments on the nine ideas will be forwarded to City Council to contribute to discussion on the implementation of the ideas.

For More Information: Contact: Mary Ann McConnell-Boehm at 496-6063 or Juliet Anderton at 496-6214 or check out the web site at www.edmonton.ca/smartchoices

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Developing Our Community program visit the Smart Choices website at: wvvvv.edmonton.ca/smartchoices

5th Floor, 10250-101 Street Edmonton, AB T5J 3P4 Phone: (780) 496-6160 Fax: (780) 496-8450 Email: smartchoicesgedmonton.ca

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for developing our community

Managing growth and preserving quality of life in Edmonton

SmartChoices for

developing our commum

Edmonton is changing how it will grow and redevelop. The goal of Smart Choices is to build vibrant communities and a sustainable future.

Commercial Redevelopment How can deteriorated commercial areas be improved?

In March 2004, City Council approved the following Smart Choices initiatives:

Transit Oriented Development illorAmpr -L /4050"—

How can we build communities that give residents more transportation choices?

Edmonton currently has a high quality public transit system, including Light Rail Transit (LRT) and bus transit. Encouraging the construction of housing and business areas, close to key transit stations, will give residents and visitors convenient transit access with

Residential Infill How can we provide more housing choices?

The City will develop a strategy to encourage town homes and low rise apartments in a way that is sensitive to the needs and functions of mature neighbourhoods. Areas will be identified where this kind of development can add to the vibrancy of a neighbourhood.

Urban design can add to the quality of our communities.

Neighbourhood Reinvestment

Urban Design Guidelines will

How can we meet the needs of older neighbourhoods?

Some of Edmonton's older neighbourhoods have had little investment in new housing and home renovations over the years. In many of these same neighbourhoods public infrastructure (roads, sidewalks, etc.) is also deteriorating. Planning for reinvestment will occur for the neighbourhoods with the greatest needs.

Consultation and Education How can we share knowledge about the planning process?

A public Planning Academy program will teach the basics of the development process and present land use planning knowledge. Everyone is welcome to

Urban Design

less reliance on the use of a car to meet daily needs.

Some commercial and industrial areas along our major road corridors are run down. They are highly visible to visitors and affect the character of adjacent neighbourhoods. Redeveloping these areas will bring back their vibrancy.

participate.

Planning for Growth

be developed to shape the look,

What does our future hold?

feel and function of new buildings and public spaces.

In the next few years, the Municipal Development Plan

Walkable City How can we create a more walkable city?

The City will look at areas where sidewalks or pathways are missing or deteriorated, and develop financing strategies to upgrade these areas.

Making new communities walkable will also be considered.

EtImonton's Municipal Development Plop

will be reviewed. How Edmonton could grow, and the impacts of different patterns of development on City services and infrastructure, will be reviewed.

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IMPLEMENTATION

City Council's Urban Sustainability Action Plan

To ensure a vital, healthy future for the City of Edmonton

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Urban Sustainability Action Plan

Background

The Urban Sustainability Action Plan

To ensure a vital, healthy future for the City of Edmonton, City Council held a series of workshops on the four pillars of urban sustainability in the spring of 2004. The topics were Regional Strategy for Edmonton, Fiscal Deal, Urban Form and Debt Strategy. The workshops were designed to capture ideas and concepts from the successful Strategies for Urban Sustainability Conference hosted by the City of Edmonton in September 2003.

Following the workshops, City Council approved 20 motions, providing direction to the Administration for developing an urban sustainability action plan.

The action plan is designed to improve the quality of life through urban form and infrastructure development, ensure adequate and sustainable funding into the future and maintain a healthy relationship with regional neighbours and other orders of government. A number of initiatives require further research before they are started. Others are already under way but are in the action plan because City Council considers them important to overall urban sustainability. The action plan outlines the initiatives/programs, current status, proposed activities, potential start date and the required resources to achieve the motions approved by City Council.

On August 31, 2004, City Council approved the Urban Sustainability Action Plan and its initiatives for further analysis and detailed costing and for inclusion in upcoming business plans and budgets.

On August 31, 2004, City Council also approved a motion for the Administration to report back with a strategy through which the City will promote smart growth initiatives in suburban areas. This report will be presented to City Council in December 2004.

Three Themes of Urban Sustainability The Urban Sustainability Action Plan is organized around three themes set out by City Council: 1. Urban Form — what kind of city we are trying to build? .

2. New Fiscal Deal — how can we finance it?

3. Regional Strategy — how can we co-exist with our neighbours in the greater Edmonton region?

Focusing on these three themes will help ensure a vital and healthy future for the City of Edmonton.

Implementation The action plan provides direction for the Administration to address urban sustainability issues. Initiatives from the action plan will be incorporated into the City's Corporate and Departmental business planning and budgeting process for 2005 and beyond. This ensures the action plan initiatives are incorporated into ongoing business activity.

Because the action plan is comprehensive and many of the initiatives cross department lines, it requires a collaborative

Page 1

Urban Sustainability Action Plan

approach to implementation. A sponsor department is identified to coordinate each initiative.

Monitoring and Evaluation The Administration will provide annual progress reports on the implementation of the Urban Sustainability Action Plan. This regular reporting will allow Council to review the progress of the initiatives and provide input and direction for further implementation.

Page 2

Urban Sustainability Action Plan URBAN FORM Smart Choices: That Smart Choices implementation shall initially focus on the following priority areas: • • • •

Neighbourhood Reinvestment, Transit Oriented Development, Infill Strategy (supported by the elements of walkability and urban design), and Development incentives for the Infill and Transit Oriented Development Strategies, and that Administration shall take a balanced approach and initiate projects to take advantage of opportunity, beginning in the next year in conjunction with development proposal or proactively by Administration.

Initiatives Initiative 1 SMART CHOICES Initiative la Neighbourhood Reinvestment

Sponsor Dept.

P&D

New Initiative

P&D

New Initiative

Current Status

Implementation Activities

Undertake corporate project, following budget approval

Start Date

Resources Required 2005 budget proposal of $400,000

2005

Approved as part of the Smart Choices program (March 2004) Will be integrated with other initiatives, such as Community Services' High Priority Neighbourhoods project, Transportation & Streets' Neighbourhood Infrastructure Renewal Program and Police Services' Quality of Life Index

Sponsor Department (for the purpose of coordination of the initiatives): AMPW — Asset Management and Public Works Department Corp Serv — Corporate Services Department ERD — Emergency Response Department OCM — Office of the City Manager T&S — Transportation and Streets Department

CS — Community Services Department P&D — Planning and Development Department

Page 3

Urban Sustainability Action Plan URBAN FORM

Initiatives Initiative lb Transit Oriented Development

Initiative lc Infill Strategy (supported by the elements of walkability and urban design)

Initiative id Development incentives for the Infill and Transit Oriented Development Strategies

Sponsor Dept.

P&D

Current Status New Initiative

Implementation Activities

Start Date

Undertake corporate project, following budget approval

2005

Undertake corporate project, following budget approval

2005

Undertake in tandem with Transit Oriented Development (Initiative lb) and Infill Strategy (Initiative 1c)

2005

Resources Required

Approved as part of the Smart Choices program (March 2004)

P&D

Will be coordinated with initiatives, such as High Speed Transit implementation and the Fort Road Master Plan implementation New initiative Approved as part of the Smart Choices program (March 2004)

P&D

Will be coordinated with the forthcoming inquiry "Effect of Infill on Surrounding Communities — Smart Choices," the Walkable Edmonton project and the work of the Trails, Paths and Routes Advisory Committee New initiative Relates to the forthcoming inquiry "Cost Effective Urban Development" Will be incorporated with the preparation of Initiatives lb and lc

ISponsor Department (for the purpose of coordination of the initiatives): I AMPW — Asset Management and Public Works Department Corp Serv — Corporate Services Department ERD — Emergency Response Department OCM — Office of the City Manager I T&S — Transportation and Streets Department

CS — Community Services Department P&D — Planning and Development Department

Page 4

Edmonton's Second Century: Sustaining the Vision 2005-07 Corporate Business Plan 100 years old and going strong Edmonton's second century as a municipality kicks off on an optimistic beat.

Edmontonians are proud of their city and its quality of life.

They say the City of Edmonton does a good job in providing services and physical necessities, and feel they get good value for their tax dollar.* * 2003 Citizen Satisfaction Survey, independent 2004 citizen focus group sessions Sustain: keep going continuously - The Concise Oxford Dictionary of Current English

They increasingly acknowledge the pressures on the City to sustain the quality of life they now enjoy. The message that the City needs a new deal is out there, and citizens expect City Council to deal with it.

"Dealing with it" is the central focus in the City of Edmonton's 2005-07 Corporate Business Plan.

The case for change Edmonton and other Canadian cities are working to get a "new deal" with the federal and provincial governments that assures long-term, reliable funding to keep the country's municipalities strong and viable.

Cities across Canada have a common challenge: their revenue sources are not keeping up with their obligations to citizens.

Federal and provincial governments have seen their revenues grow 25 per cent from 1996 to 2001, while cities saw revenue increases of only 14 per cent in the same period.

The funding gaps in municipal budgets are not going away.

The City of Edmonton has used a number of strategies to narrow its operating and infrastructure gaps. Over the past decade, a focus on efficiencies and new revenue opportunities added up to more than $100 million in savings. This is significant, but the City also needs new, reliable sources of funding to carry on.

2005-07 Corporate Business Plan

1

hsurance & Pension Contribution Food 5% Recreation 10% 7% Clothing 4% :hold Operation 4%

Meeting the challenge In cities across Canada, councils and administrations are Transportation 15%

asking how to sustain their communities' quality of life into the future.

Edmonton City Council has posed three specific questions about this city's future: What kind of City are we trying to build?

How will we finance it?

How can our city co-exist within the larger region?

Shelter 16%

Other 17% Federal Income Tax 15% Provincial Income Tax 6% City Property Tax 1% Average Household Spending in Edmonton Source: Statistics Canada

Answers to these questions are forthcoming through Council's Urban Sustainability Action Plan. The plan initiatives, included in the business plan, focus on Council's three questions, dealing with urban form, a new fiscal deal and a regional strategy.

Business plan highlights Infrastructure, in the municipal context, means everything from roads and playgrounds to fire stations and sewers. The City of Edmonton considers infrastructure as all the physical assets developed to support the community's social and economic activities.

The 1990s were a particularly difficult time for Canada's municipalities. As part of their plans to cut back spending, the federal and provincial governments passed some of the pain down in the form of reductions in grants. If that wasn't enough, municipalities were asked to take on added responsibilities, both directly, through downloading, and indirectly, through other governments vacating certain service areas.

- Mind the Gap: Finding Ways to Upgrade Canada's Aging Public Infrastructure TD Economics Special Report

Among the initiatives in the Corporate Business Plan, the following are high priority for the community: • A process to divest ground ambulance responsibility to Capital Health.

• Continued partnership work to increase the supply of affordable housing and safe housing.

• A strong focus on the neighbourhood investment and urban development strategies in the Smart Choices program.

• Expansion of the LRT and implementation of high speed transit corridors.

• Continued work to reduce the city's impact on river quality.

• Basic road renewal in mature neighbourhoods.

• An aggressive set of regional initiatives, based on Council's Urban Sustainability Action Plan, including a regional strategy, annexation and amalgamation plans, a regional land-use strategy and a review of the City relationship with the Alberta Capital Region Alliance.

• And perhaps most critical to Edmonton's future, a New Deal with other orders of government.

A new deal for cities The City of Edmonton is encouraged that cities and their concerns have been promoted to a topic of national interest.

2005-07 Corporate Business Plan

2

our communities, our towns, our cities are key to our social goals and our economic competitiveness. Large and Small, urban and rural, Canada's communities are facing nchallenges, Our communities, our towns, our cities are key to our social goals and our economic competitiveness. ... often without sufficient resources or the tools they need. ... the Government of Canada is committed to a new deal for Canada's municipalities ... a new deal that delivers reliable, predictable and long-term funding."

-Speech from the Throne, Feb. 2, 2004

The federal vision that sees cities as economically sustainable, socially sustainable, environmentally sustainable and culturally sustainable complements the City of Edmonton's vision. The Government of Alberta's 20-year strategic plan also aligns with the City's vision. That plan focuses on strong communities, achieved through strategies the City supports and practises: unleashing innovation, leading in learning and competing in a global marketplace, with the target of making Alberta the best place to live, work and visit.

Progress toward a new deal for cities is happening. The Government of Canada this year relieved municipalities of the GST, which in Edmonton's case means about $12 million per year that can go toward roads, sidewalks and transportation.

The federal government confirmed its promised to share the fuel tax it collects with cities Oct. 4 in the Speech from the Throne. The sharing will begin in 2005 and, by reasonable estimates, work out to about $470 billion total over 10 years.

In its 2004-05 budget, the Government of Alberta announced new police and ground ambulance funding, and later announced plans to spend $3 billion on community infrastructure needs.

The City of Edmonton is ready to work with other orders of government to secure long-term, reliable sources of revenue for the community ... to develop new partnerships and investments strategies ... to lead the way in sustaining Canada's "economic engines" ... the country's cities.

That is the vision the City aims to achieve.

2005-07 Corporate Business Plan

3

Visioning a More Walkable Highlands Is Highlands pedestrian friendly?

Does your neighbourhood support year round walking and active healthy living?

Can you help make your community more walkable?

Highlands is a great neighbourhood! It has good people, quality housing, mature yards and gardens, and distinct borders. It is close to downtown and the beautiful river valley. It's an area with fine schools, parks, stores, churches and other amenities.

In addition to the many benefits the Highlands area has to offer, there are some challenges. This is an opportunity to discuss issues around walkability and pedestrian safety.

Dan Burden, international expert on walkability, is coming to Highlands for four days in April!! Together with a team of City staff and Community leaders, Dan Burden will help us to envision a more walkable community.

Watch your mailbox for information on specific opportunities for you and your neighbours to get involved during Dan's visit to Highlands, April 8 - 11th.

What do we hope to achieve?

Who is Dan Burden?

• Develop short and long term strategies to build a more walkable pedestrian friendly neighbourhood.

• Build a strong and open relationship with all the stakeholders.

• Enhance the strengths and sense of community that already exists.

Come and share your concerns, your hopes and your vision! Plan to participate in one or more of the public input sessions scheduled from April 8- 11, 2005. Together we can explore the possibilities and make change happen!

For more infonnation please call Walkable Edmonton, Kate Gunn at 496-4889 or Becky Redford at 496-7380.

Visit: www.edmonton.ca/WalkableEdmonton For more information on Dan Burden visit: www.walkable.org

Dan Burden, Executive Director of Walkable Communities, Inc., is an international authority on pedestrian and bicycle facilities and programs and is often referred to as the "pied piper of walkability". He criss-crosses North America helping communities take back their streets for walking. A former State of Florida pedestrian and bicycle coordinator, Dan integrates many disciplines and issues (street design, public safety, bicycling and greenways) into a holistic vision for creating health, pedestrian and bicycle - friendly communities.

Watch for details on how you can take part corning soon!

Sponsored by the City of Edmonton in partnership with the following organizations committed to making communities more walkable and supportive of active living:

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