Edmonton (Alta.) - 2008 - Building the capital city_2008-10 department business plan, Planning and..

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2008-10 Department Business Plan Plann ng and Development

March 2008 Piannins old Dova,,,,Aa ,..

LIBRARY The City of Edmonton

G030 5845 2008

TABLE OF CONTENTS

1.0 KEY HIGHLIGHTS

2

2.0 DEPARTMENT DESCRIPTION

5

3.0 KEY TRENDS AND CHALLENGES

10

4.0 CORPORATE BUSINESS PLAN AND DEPARTMENT INITIATIVES

12

5.0 PERFORMANCE MEASURES

27

Planning and Development Department 2008 —2010 Business Plan March 2008

1.0

KEY HIGHLIGHTS

1.1

Year 2007 Accomplishments

The Planning and Development Dep.' tment is committed to the implementation of Plan Edmonton, City Council's Priorities, and achieving the Administration's vision of providing "quality, best value municipal services, satisfied customers and valued employees." To this end, in 2007 the Department focused efforts and resources on implementing its key corporate initiatives identified in Plan Edmonton, the third and final year of the Corporate Business Plan 2006-08, and Council's newly adopted 2007-2008 Strategic Direction: Focus Areas and Priorities, while maintaining and improving the core customer services related to the Department's legislated and legal obligations, as directed in the Municipal Government Act, the Safety Codes Act and the Edmonton Zoning Bylaw. Staff and management of the Department were able to accommodate the extra demands of a very busy and productive year while meeting our core business services.

The new Corporate Business Planning Department began operation in 2006. The position of Chief Corporate Economist is now located in that Department. The tight labour market continued to result in the loss of Department staff to the private sector. Staff movements will affect the initiatives through 2008 to 2010.

Highlighted below are some corporate and departmental activities and achievements for 2007: Corporate Activities: • • • • • • •

Development of the Smart Choices Planning Principles for Residential Infill, New Model for Large Sites in Mature Neighbourhoods and Transit Oriented Development Plans.

Support City Council's Edmonton Design Committee.

BRZ expansions were approved for Fort Road, Chinatown and Little Italy, and Old Strathcona.

Implementation of the Fort Road Master Plan continued.

The Industrial Land Strategy implementation program, which was initiated in 2003, is ongoing.

Community Knowledge Campus (CKC) Needs Assessment Guidelines were developed.

The Downtown North Edge Study and The Quarters Project are being implemented.

Departmental Activities: • • • •

Through the Heritage Resources Program, ten historic buildings in Edmonton were designated as Municipal Historic Resources.

The inventory of modern architecture historic resources was completed, potentially adding 81 modern resources to the Register of Historic Resources in Edmonton.

Oliver Neighbourhood historic resources inventory was completed, potentially adding 25 additional historic resources to the Register of Historic Resources in Edmonton.

Highland Neighbourhood Inventory for historic resources is underway.

Planning and Development Dept tiiient 2008 —2010 Business Plan March 2008

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• • •

1.2

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

The 2006-2041 Population and Employment Allocation Study is underway.

Liaising with provincial government regarding the details and opportunities for Community Revitalization Levy projects continued.

Year 2008 — 2010 Looking Ahead

The 2008 — 2010 Planning and Development Depai tinent Business Plan is a strategic document that will direct the Department's resources and operations for the next three years. Economic projections indicate that over the next three years the City will experience continued economic and demographic growth, which will directly increase demands on the Depaitinent's core services.

Economic activity is expected to increase business activity and job creation. The majority of the Department's resources will be dedicated to meeting the demand on core services, especially those related to legislated and legal obligations.

All branches of the department are focused on continuous evaluation of service delivery in order to improve customer satisfaction, increase efficiencies, and accommodate anticipated municipal growth. Responding to these challenges while addressing Corporate Business Plan initiatives and the department program initiatives will be a major challenge during the next three years. The corporate and department initiatives are derived from Building the Capital City 2006-08 Corporate Business Plan, Plan Edmonton, and 2007 — 08 Strategic Direction: Focus Areas and Priorities.

The priority initiatives for the Depaitinent during the three years of this business plan will include: Corporate Initiatives: • • • • • • •

Implement the Smart Choices for Developing Our Community program.

Implement the approved Industrial Land Strategy.

Prepare a new Top of Bank policy Complete Focus Edmonton - a new Municipal Development Plan (replacing Plan Edmonton).

Implementation of 311 Participate in Integrated Services teams as required Participate in Edmonton/Strathcona County Joint Planning exercise

Department Initiatives: • • • •

Develop new Heritage Policy and Business Plan.

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

Continue Planning Academy delivery of three core and two elective courses, and develop a third elective on Sustainability.

Maintain Planner Toolkit

Planning and Development Department 2008 —2010 Business Plan March 2008 3

• • • • • • • • • • •

• • • •

• •

Complete new Terms of Reference for Suburban Plans Implement online application and processing of rezoning plans, plan amendments, and road closure applications.

Develop online public participation and plan review.

Participate in the projects of other departments and ongoing initiatives identified in the Corporate Business Plan and related to Council's Focus Areas and Priorities.

Implement a continuous improvement program for all of our business processes based on a "customer first" focus.

Review and consolidate all enforcement and compliance bylaws.

Preserve historically significant older buildings, structures and areas.

Provide support for local economic development initiatives, including business revitalization zones and community partnership economic initiatives.

Continue to implement improvements and upgrades to the Depaitnient's technology infrastructure and business applications.

Complete design and construct new Animal Control Facility on land purchased from the Edmonton Humane Society Continue improvements to communications with taxpayers including the development of an assessment and tax information sheet for purchasers, a mail out of assessment details to property owners, and improvements to information mailed out with supplementary property assessment and taxation notices.

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

Enhance E-business applications on the City's web portal site, specifically web access for requests for assessment information.

Develop and implement standards and processes for assessing and incorporating environmental impacts into the planning approval process.

Develop the TACS (Taxation Assessment and Collection System) application to accommodate the provincial requirements for the Community Revitalization Levy regulations.

Develop a strategy to attract and retain staff.

Implement an effective communication strategy to inform stakeholders of the business tax revenue requirement shift to the non-residential property assessment/tax class.

Planning and Development Department 2008 —2010 Business Plan March 2008

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2.0

DEPARTMENT DESCRIPTION

2.1

Vision, Mandate and Operating Principles

The operation of the Department is based on its vision, mandate and operating principles which reflect the Department's commitment to: • • •

meeting legislated and legal obligations; providing responsive and responsible services to customers; and, belief in the ability of staff to advocate, promote and provide services that contribute to a superior quality of life for the citizens of Edmonton.

Vision We are a forward-looking organization, which plans, promotes, and advocates change that creates a superior quality of life for the citizens of Edmonton, our customers.

Mandate Provide a long-term, comprehensive vision and related processes to ensure the efficient use of land through zoning in creating a community that is safe, healthy, attractive, vibrant, and sustainable, while meeting emerging community priorities and statutory requirements; and, to provide a quality annual tax assessment that ensures the tax base is stable, meets the approved funding requirements of the Corporation, and is consistent with statutory requirements.

Operating Principles Operating principles are fundamental statements of what the Department will or will not do as it seeks to fulfill its mandate. These principles set the parameters for organizational behaviour; help to define the Department's culture; and, determine the nature and quality of programs and services, relationships with customers, the manner in which the Department's human resources are managed, and how the Department is led.

2.2

Department Organization

The Planning and Development Department is organized based upon logical groupings of core services and activities, with the focus on how internal and external customers use the Department's services. The Department consists of the Office of the General Manager and three branches: Assessment and Taxation Branch, Development Compliance Branch, and Planning and Policy Services Branch.

Planning and Development Department 2008 — 2010 Business Plan March 2008 5

Office of the General Manager Gary Klassen

General Manager Planning and Development

Phillip Arendt

Rod Risling

Manager/ City Assessor

Manager Development Compliance Branch

Assessment and Taxation Branch

Manager Planning and Policy Services Branch

L

The Office of the General Manager is responsible for providing strategic direction to the three operating branches and acts as a bridge between elected officials, the City Manager and the Senior Management Team, and its staff members within the Department.

Assessment and Taxation Branch Rod Ris 'ng

Manager/City Assessor Assessment and Taxation Branch

Bret Dykstra

Jim Bergla d

Helmut Meuller

Ron Norton

Director Taxation

Director Audit and Regulatory

Director Assessment Operations

Applications Coordinator

The Assessment and Taxation Branch is responsible for the provision of a quality assessment base, which complies with the Municipal Government Act and ensures that the relative share of the tax base of residential and non-residential property remains stable and meets the approved funding of the Corporation. The Branch's core service responsibilities include: • development and implementation of accurate and fair modeling techniques and criteria to ensure the City meets legislated requirements for market value assessment • provision of accurate and fair valuations for property and business owners • development and maintenance of accurate property information, ownership and assessment records • provision of annual assessments for all property and business entities Planning and Development Department 2008 —2010 Business Plan March 2008 6

• • • • • •

management and administration of the City's defense of assessment complaints and appeals response to inquiries and requests for information related to assessment and taxation provision of accurate annual tax notices to all property owners and business entities and the subsequent collection of taxes assisting in the preparation of the City of Edmonton Long Range Financial Plan meeting Provincial requirements for recording and reporting information for Assessment Audit and Equalized Assessment accounting, collection, and distribution of the Alberta Education Tax

The Development Compliance Branch

Mark Garrett

Manager Development Compliance Branch

41111David Aitken

Leada Pitzel

David Leeb

Larry Ochodd

Jeff Price

Director Complaints and Investigations

Director Customer Information and Advisory Services

Director Animal Control

Director Safety Codes

Director Permitting and Licencing

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•••

The Development Compliance Branch is responsible for implementing bylaws and regulations representing community standards as set by City Council, and for ensuring the health and safety of Edmontonians through the implementation of Alberta Safety Code legislation.

Customer Service Focus • operation of an Information Centre for the Department, including general information, inspection scheduling, complaints dispatch and field support • provision of customer assistance related to construction and development activities • development and maintenance of City Help, a corporate information data base of questions and answers to routine customer concerns • management and development of the POSSE system Services • negotiation and coordination of land development and servicing agreements with developers and land owners on behalf of the Corporation for all municipal infrastructure that results in the development of serviced lots for citizens • negotiation and issuing of development permits for all Edmonton Zoning Bylaw approvals. (i.e. what can be built and where on the site.)

Planning and Development Department 2008 —2010 Business Plan March 2008 7

• • •

• •

Review and issuance of building pei wits for structural/mechanical building plans for all buildings including residential, industrial and commercial issuance of compliance certificates required by financial institutions for mortgages for the sale of existing buildings and properties negotiation of encroachment agreements that allow residents to use city-owned land with proper insurance (Note: This is generally tied to the mortgage requirements of financial institutions.) management of business licensing and related inspections administration of the Edmonton Taxi Commission

Animal Control • management of pet licensing and animal control services, including the City Animal Control Facility Compliance Services • conducting development and building inspections to ensure that what is built conforms with the drawings and safety code requirements • implementation of the Edmonton Zoning Bylaw through the issuing of development permits and responding to complaints by citizens regarding improper use • implementation of 18 general bylaws associated with development and nuisances including weeds, unsightly property, noise and smoking • administration of parking enforcement The Planning and Policy Services Branch illip Arendt

Manager Planning and Policy Services Branch

Heather McRae

Director 1 Corp orate Planning and Policy

KEErd Hug Director Planning Services North

Peter Ohm

Vacant

Director Planning Services South

Director Urban Design

The Planning and Policy Services Branch is responsible for the provision of a long term, comprehensive vision and related processes to ensure the efficient use of land through zoning in creating a community that is safe, healthy, attractive, vibrant and sustainable, while meeting emerging community priorities and statutory requirements. The Branch's core service responsibilities include:

Planning and Development Department 2008 — 2010 Business Plan March 2008

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• • • • • • • • • • •

• • • • •

development and coordination of the City of Edmonton Municipal Development Plan (Plan Edmonton - to be replaced by Focus Edmonton in 2008) strategic corporate issues and special area planning development and implementation of civic policies related to land use and land development development and implementation of regional and/or inter-municipal plans, policies and agreements timely processing of Area and Neighbourhood Structure Plans and plans of subdivision development of and amendments to the Edmonton Zoning Bylaw timely processing of all re-zoning applications socio-economic and population forecasting and impact assessments land development tracking and growth analysis and forecasting administration of the Subdivision Authority and provision of assistance as required to the Subdivision and Development Appeal Board (SDAB) development and implementation of statutory and non-statutory plans including Area Redevelopment Plans, Servicing Concept Design Briefs, and the Capital City Downtown Plan coordination of environmental assessments (site, impact, natural area), as required, for subdivision and development approvals development and implementation of the Heritage Policy and Program development and implementation of city policy and procedures related to Business Revitalization Zones development and implementation of urban design projects including neighbourhood and streetscape revitalization and improvement projects processing of road closure applications and bylaws administration of the Names Advisory Committee, street naming and addressing

Planning and Development Department 2008 — 2010 Business Plan March 2008 9

3.0

KEY TRENDS AND CHALLENGES

Both external and internal trends and challenges affect the Planning and Development Department.

External challenges come from the socio-economic forces of society, legislative and jurisdictional responsibilities, technological advancement and changing expectations of citizens and the business community. Internal challenges focus on responding to the changing external environment while maintaining service levels and responding to the challenges of recruitment and succession planning for department leadership and capability development. Continuing accelerated development of the northern oil sands projects is a key driver of the robust economy.

Economic growth caused by continued high energy prices and low interest rates has led to strong employment growth and business investment in the past few years. Strong growth in Edmonton is expected to continue. The growth rate is expected to be 3.5% in 2008 and average 3.8% over the next five years. Strong economic growth comes at a cost, as the City of Edmonton's financial situation becomes more constrained as this growth increases demands on existing infrastructure and for new infrastructure.

Demand for industrial and other business properties in the City's business and employment areas is sustained by our economic growth. Benefits to Edmonton will depend, in part, on the City's capacity to accommodate this demand Increased customer demand for all of our core business services resulting from continued economic and population growth, which has resulted in high demands on city staff and resources, and has increased the demand for new modes of access to core services by citizens and the business community (such as web-based service). These core services include policy and land use planning, development compliance, property and business assessment, and bylaw enforcement. In addition, there is an increase in the awareness of citizens in community planning matters and a subsequent increase in demand for more public participation.

Demand for new or expanded services as a result of citizens expecting more as Edmonton grows and matures. Planning and Development has responded by developing strategies and programs to address urban design, environmental issues, accountability and economic initiatives.

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

An aging population will bring special demands to the City and the Department with over 50% of the Department's staff eligible for retirement in the next 10 years. Together with the aging population, the strong economy has created a shortage of skilled and unskilled workers in both public and private sectors. Innovative recruitment, succession planning and knowledge transfer is an important aspect of the department's human resources management and planning program.

There is also a need to develop a flexible and more diverse workforce.

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The strong real estate market is contributing to a variety of pressures: • Continued strength in housing starts will require high levels of residential land servicing, more demand for land development applications, building permits and inspection, and property assessment.

• As the average single family home passes the $400,000 mark, affordability becomes a pressing issue, particularly with the rental vacancy rate hovering around 1%.

• Strong business activity that is expected to keep office vacancy rates at low levels. This higher office space absorption means more demand for business licensing and assessment, and may spur construction activity.

• Continued economic strength and a strong construction sector have added increased pressure to develop beyond areas currently designated for suburban development in the Edmonton area.

• Pressure for residential development continues to result in conversion of land allocated for industrial use. Conversion to residential uses limits the use of remaining industrial land and will exacerbate the City's already low non-residential assessment base.

• Competing demands on resources, increased demand for planning services and development application activity, is placing a strain on existing planning resources. The long term use of temporary and contract staff to meet ongoing demands can create staffing and performance related issues.

Planning and Development Department 2008 — 2010 Business Plan .

March 2008

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4.0

CORPORATE BUSINESS PLAN AND DEPARTMENT INITIATIVES

Building the Capital City 2006-08 Corporate Business Plan identifies elements, based on Plan Edmonton's Vision, that guide the overall direction of this depaittnental business plan.

The City Administration's Senior Management Team identified the following based on Plan Edmonton, citizen input and recognized factors in urban sustainability: • Keep up Edmonton's quality of life • Edmontonians are proud of their city and its quality of life. There is pressure on the City to sustain the quality of life they now enjoy amidst the challenges of rapid growth, aging infrastructure and the need for new facilities and services.

• Meet the Challenge • Edmonton, like many other Canadian cities, must work on getting a "new deal" with the federal and provincial governments that provides long term, reliable funding to keep it strong and viable and able to meet current challenges. An estimated $85 million worth of services that more properly fit into the province's mandate, and federal responsibilities such as social housing, are being supported by the City of Edmonton. Council's Urban Sustainability Action Plan will help to address what type of city we are trying to build, how we will finance it and how the city fits in with the larger region.

• Embrace the Possibilities • Both the federal and provincial governments have come forward in support of cities. As a result, new partnerships that can benefit Edmonton are possible. The Government of Alberta's 20-year strategic plan aligns with the City's vision, as does the federal vision of cities as economically sustainable, socially sustainable, environmentally sustainable and culturally sustainable.

In March of 2007, City Council approved 2007-08 Strategic Direction: Focus Areas and Priorities to clarify and consolidate past Council decisions and departmental directional documents. Out of this came a set of focus areas and priorities to guide the planning and implementation efforts of Corporation. The Planning and Development Department's business aligns with the primary focus area of Environment and the secondary focus area of Economic Development, and with the following corresponding focus area priorities and specific department business: Environment: • Minimize the impact of human activities on our air, land, and water systems. Tied to: new municipal development plan/transportation plan, Smart Choices implementation.

• Encourage smart growth through transit-oriented development, improved walkability, reinvestment in mature neighbourhoods, small scale and medium density residential infill, redevelopment of under-utilized commercial and industrial lands, and improved planning and development consultation processes. Tied to: Smart Choices, aggressive industrial land strategy, response to increased service demands.

• Provide adequate land and infrastructure for residential and economic development. Tied to: anticipated needs such as development of new municipal development plan/transportation plan, responding to demand for increased development regulation, improved business practices Planning and Development Department 2008 — 2010 Business Plan March 2008

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•

Revitalize the downtown into a residential, economic, social and cultural area of distinction.

Tied to: a new Downtown Plan, Downtown East project implementation

Economic Development: • Expand and diversity the economic base through business and workforce attraction and by developing an entrepreneurial culture. Tied to: aggressive industrial land strategy, increasing staff to meet service demands, and extended hours for bylaw enforcement.

• Maintain our advantages by managing the impact of growth. Tied to: a new municipal development plan/transportation master plan, Smart Choices implementation.

• Partner with regional municipalities to build a stronger and more diverse regional economy.

Tied to: a new regional planning process

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

The Planning and Development Department will take the lead role in following corporate initiatives: • Implement the "Smart Choices for Developing our Community" program.

• Implement the Future School Sites strategy/model • Continue to implement the approved Industrial Land Strategy • Continue to implement the program to enhance Downtown vitality (Capital City Downtown Plan.)

• Develop a new Municipal Development Plan • Develop, use and promote urban design principles • Review servicing standards for new and redevelopment activities • Cooperatively pursue planning solutions with regional neighbours • Actively contribute to Corporate Initiatives led by other departments.

• Undertake a new Zoning Bylaw.

Planning and Development Department 2008 —2010 Business Plan March 2008 13

Key Corporate and Department Initiatives PLANNED GROWTH The goal is a well planned urban environment.

Corporate Business Plan

Desired Outcomes

Council Priority/Special Initiatives

Initiatives

Implement the "Industrial Land Strategy" to ensure adequate land for economic growth (Plan Edmonton: 1.1.4, 1.1.5, 1.1.6) Implement a program for the development of Industrial Area Structure Plans, and a monitoring program (Plan Edmonton: 1.1.5)

Continued implementation of the program to enhance Downtown vitality (Capital City Downtown Plan)

Develop a new land-based municipal development plan

Implement the nine-point Council approved Industrial Land Strategy with the private sector Development and Redevelopment Plans

• •

Prepare new industrial area plans and update outdated plans Implement a monitoring program to identify future industrial land planning needs Council approval of new and revised Industrial Area Plans Continued implementation of the Capital City Downtown Plan, focusing on partnership and independent activities related to economic development, arts, culture and entertainment, and local environmental projects

Growth Demands Quality physical environment

Consistent framework for development decisions Effective growth management

Planning and Development Department 2008 —2010 Business Plan March 2008

Growth Demands Quality physical environment

Growth Demands Quality physical environment Vibrant neighbourhoods and a dynamic downtown Building the Capital City Growth Demand Quality Physical Environment Vibrant Neighbourhoods Building the Capital City

Year of Completion

Ongoing

2009 Ongoing

Ongoing

2008

14

PLANNED GROWTH The goal is a well planned urban environment.

Desired Outcomes

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

•

new municipal development plan

•

..

Desired Outcomes

Department Business Plan Initiatives a_

Review or consolidate all enforcement/compliance bylaws Preserve historically significant older buildings, structures and areas (Plan Edmonton: 1.5.5) Façade and Storefront Improvement Program Extension Implement Downtown East Plan

•

Bylaws are redesigned for enhanced customer service

•

A significant number of historic 1:, buildings and structures are preserved Designate Old Strathcona Area as a Heritage Area

•

•

• • •

Improved facades and improved streetfronts in eligible business revitalization zones Improve public amenities Incentives for developers and promotion of area Community Revitalization Levy

•

• • • • •

Develop West Rossdale Design Plan

•

•

Urban Design Plan will be developed after archaeological investigation is completed in 2007.

Development guidelines, streetscape improvements, pedestrian routes and entrance features

•

Council Priority/Special Initiatives All priorities

Council Priority/Special Initiatives A responsible and responsive government Quality physical environment

Growth Demands Quality physical environment Quality physical environment Vibrant Neighbourhoods Neighbourhood Revitalization Quality physical environment

Year of Completion 2008

Year of Completion Ongoing

Ongoing

Ongoing

Ongoing

Start 2008

Planning and Development Department 2008 — 2010 Business Plan March 2008 15

PLANNED GROWTH The goal is a well planned urban environment.

Desired Outcomes

Department Business Plan Initiatives Update terms of reference for the preparation of statutory plans

• • • •

Improve entrance corridors to City

•

Clearer direction to consultants preparing statutory plans More efficient application/approval process Improved consistency in resulting plans Improved quality of resulting development Entrance gates on west and east ends of City

• •

• •

Prepare new Top Of Bank Development Policy

•

Prepare new suburban housing mix guidelines

•

Clearer direction to consultants preparing statutory plans, tentative plans of subdivision and those applying for development permits Update of previous guidelines

Planning and Development Department 2008 — 2010 Business Plan March 2008

•

•

Council Priority/Special Initiatives Vibrant neighbourhoods Quality physical environment

Year of Completion 2008

Quality physical environment Building the Capital City Quality physical environment

2008

Vibrant neighbourhoods

2008

2008

16

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

Department Initiatives

Desired Outcomes

On an ongoing basis, implement Council approved plans for the revitalization of the inner city (Plan Edmonton: 1.3.5, 1.5.2, 1.5.3, 1.5.4, 1.5.5)

A marked improvement in the physical quality of the inner city commercial and residential areas Downtown North Edge Study Implementation

Implement "Smart Choices for Developing our Community" (Plan Edmonton: 1.1.12, 1.1.13, 1.1.18, 1.3.3, 1.3.4, 1.3.5, 4.3.3)

Council-approved action plan to intensify and maximize the use of land and resources Neighbourhood reinvestment program Transit oriented development implementation strategy A small scale and medium density residential infill strategy Development incentives for Infill and Transit Oriented Development Strategies A coordinated approach to walkability Consultation and Community Education — Planning Academy Commercial and industrial transformation — evaluation, revision to facilitate collaborative approach Comprehensive growth scenarios Urban design principles, guidelines and regulation Improved public access to planning services Dedicate technical and human resources to community groups Improved citizen awareness of the planning and development process More effective public participation in planning decisions

Implement Public Involvement Initiatives

Administrate the Planning Academy public education initiative

Council Priority/Special Initiatives

• •

• • •

•

Year of Completion

Quality physical environment Building the Capital City

Ongoing

Growth demands Quality physical environment Vibrant neighbourhoods and a dynamic Downtown Neighbourhood Revitalization

Ongoing

Responsible and responsive government

Ongoing

Responsible and responsive government

Ongoing

Planning and Development Department 2008 —2010 Business Plan March 2008

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

AiMiiiiMiMM Corporate Initiatives

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

EMEMEMM

Desired Outcomes

Implement the approved strategies for the provision of schools in communities of the future

Council Priority/Special Initiatives Quality physical environment

Year of Completion Ongoing

ECONOMIC DEVELOPMENT The goal is to create a

dynamic, best value business climate.

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

Desired Outcomes •

Planning and Development Department 2008 — 2010 Business Plan March 2008

A coordinated program for business and economic development in the city to foster and maintain the positive environment— linked to the implementation of the Industrial Land Strategy

•

Council Priority/Special Initiatives Growth demands

Year of Completion

Ongoing

18

INFRASTRUCTURE AND PHYSICAL ENVIRONMENT The goal is to maintain prudent stewardship of environment, infrastructure and technology. __ Department Initiatives Consider environmental impact as a factor in the decision making process for land, transportation and infrastructure development (Plan Edmonton: 4.4.4)

Implement the Community Revitalization Levy

Desired Outcomes •

• •

•

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

•

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

• •

Council-approved and corporately- administered standards and processes which are incorporated into the planning approval process and result in environmentally sound development: Contaminated Sites Policy Development of TACS (Taxation Assessment and Collection System) application Financial vehicle to spur development in areas which would otherwise not develop to potential Extend services on the Web portal site. Services will include: • Other development application processes • School Support Declaration • Requests for Assessment information • Zoning applications

•

Provide better service to the public Improve efficiencies within city departments by reducing the amount of external callers requesting information from various departments

Council Priority/Special Initiatives Quality physical environment

Year of Completion Ongoing

Vibrant Neighbourhoods and a dynamic Downtown Neighbourhood Revitalization

2008

•

A responsible and responsive government

2008

•

A responsible and responsive government

Ongoing

•

•

Ongoing

Planning and Development Department 2008 —2010 Business Plan March 2008 19

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

Department Initiatives

Desired Outcomes

Upgrade Parking Enforcement Program

•

Enforcement of Accessible Taxi Bylaw Provide Application Software Support

Ensure the City's communications infrastructure can accommodate new information and technologies (Plan Edmonton: 4.6.5) Ensure that animal control facility serves expanded animal control fwaction mandated by City Council

• • •

•

•

•

Planning and Development Department 2008 —2010 Business Plan March 2008

Additional service to school zones, special events, neighbourhood restricted parking programs Bike Patrol Program Service to new accessible taxis in operation Support for TACS interface with CASE system of the Assessment Review Board

• •

Flexible and expandable communications infrastructure for the Department.

New facility to bring all aspects of services related to pets under one roof.

Improved customer service, better care for strays, and more effective and efficient use of staff.

•

• • •

•

•

Council Priority/Special Initiatives Safe Community Vibrant neighbourhoods

Year of Completion Ongoing

Culturally rich and welcoming society Administrative Excellence Enhanced business and citizen access to service and information A responsible and responsive government

Ongoing

Responsible and Responsive Government Safe Community

2008

Ongoing

Ongoing

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

-1‘INII

IIIIMIlf illElif-

Department Initiatives

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

Desired Outcomes

Implement the issues resolution process adopted by Council in 2000

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

Year of Completion Ongoing

(Plan Edmonton: 6.1.2, 6.8.2) Encourage ongoing intermunicipal planning to address community planning issues associated with the Edmonton International Airport, in particular, improvements to the transportation system to improve accessibility

An enacted, updated Airport Vicinity Protection Area Regulation

Growth demands

Ongoing b b

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

A good neighbour and partner

Ongoing

Federal and Provincial funding for regional projects and programs is secured

A good neighbour and partner

2006-2008

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

A good neighbour and partner

Ongoing

(Plan Edmonton: 6.5.6 4.3.8, 6.2.2) Participate with other agencies in decisions affecting regional environmental assets, the North Saskatchewan River Valley and Ravine System, and major transportation corridors and other important issues in the Edmonton Capital Region

(Plan Edmonton: 5.1.4, 6.2.2, 6.3.1, 6.5.1, 6.5.8) Cooperate with other agencies and municipalities to obtain Provincial and Federal funding for regional priorities

(Plan Edmonton: 5.4.2) Develop strong, effective working relationships with all governments, communities, and regional service authorities and boards in the Edmonton Capital Region

(Plan Edmonton: 5.3.1, 5.4.1)

Planning and Development Department 2008 — 2010 Business Plan March 2008 21

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

-— Department Initiatives

Desired Outcomes

Promote and participate in long range planning activities within the Edmonton Capital Region

•

Cooperate with Alberta Infrastructure on development activity in the Transportation and Utility Corridor

•

Participate in Joint Planning with Strathcona County to meet terms of agreement regarding heavy industrial land use interface and general boundary issues

• •

•

Planning and Development Department 2008 —2010 Business Plan March 2008

Cooperative involvement in planning and development issues such as regional growth management, long term growth options for Edmonton, urban/rural agriculture interface planning, and the review of intermunicipal risk assessment procedures for heavy industry Improved land use compatibility between uses on Provincially-owned lands and adjacent urban development Joint planning for Yellowhead East Corridor Joint Planning Study for Edmonton/Strathcona County boundary Long range joint plan approved by both Councils.

Council Priority/Special Initiatives

Year of Completion

•

A good neighbour and partner

Ongoing

•

Growth Demands

Ongoing

•

A good neighbour and partner Responsive and Responsible government Quality physical environment

2008

•

•

22

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

Department Initiatives

Continued implementation of the Department's reorganization, including the planning services reengineering of the Planning and Policy Services Branch, and the continuous review and changes of processes that are required to achieve long-term success and excellence in customer service.

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

Desired Outcomes

•

•

•

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

•

•

•

Continued development and implementation of strategies to improve efficiency, effectiveness and maintain or improve services to the customers Continued development of a strong communications strategy to inform customers of available services Continued implementation of recommendations for the Planning and Policy Services Branch Accepted and implemented strategies to improve workforce performance, including appropriate training and the implementation of performance measurement criteria and benchmarlcing Recruitment, succession planning and knowledge transfer strategies are developed to obtain and retain new talent A strategy to use overtime and temporary staffnag to meet peak department business needs is implemented

Council Priority/Special Initiatives • A responsible and responsive government

•

A responsible and responsive government

Year of Completion Ongoing

Ongoing

Planning and Development Department 2008 —2010 Business Plan March 2008 23

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

111111

111111111

Department Initiatives

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

Desired Outcomes

•

•

•

•

•

Planning and Development Department 2008 — 2010 Business Plan March 2008

Development and implementation of a program to review and implement continuous improvements to business processes that directly impact the Department's ability to provide quality customer service, including: • Enhancement of the type and volume of information on the Internet • Enhancement of business practices through improvements to Information Technology • Expansion of alternative service provision such as faxbacks, proactive information and communication programs Establishment and review of performance standards and "best practices" Improved One-Stop Shopping customer service and associated information systems Improved customer access to data mapping and information products and services through the following: • Regional GIS • Demographic Data Project • SLIM Initiatives • E-business initiatives Improved Addressing through SLIM

_ANIL Council Priority/Special Initiatives • A responsible and responsive government

Year of Completion Ongoing

24

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

Department Initiatives

Conduct Privacy Impact Assessments (PIA) on all new City databases containing personal information and on existing databases where substantial modifications and changes are being

Desired Outcomes

•

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

•

Integrate the IT Strategy into the departmental business planning and project management processes Upgrade Oracle for TACS Maintain and improve business process and service levels to both internal and external customers through: • Continued application and enhancement of the POSSE application/system — POSSE Upgrade Phase III • Review existing document/information management practices • Shift to paperless environment through use of scanned documents and existing information systems Assessment and Taxation data collection and storage system(s), including enhancements to modeling techniques for the mass appraisal market value assessment system

Council Priority/Special Initiatives • A responsible and responsive government

Year of Completion Ongoing

implemented

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

• •

A responsible and responsive government

2008

Planning and Development Department 2008 —2010 Business Plan March 2008 25

ADMINISTRATIVE EXCELLENCE Department Initiatives

Desiredi Outcomes

• •

Participate in the review of property and business taxation policy

•

Implement projects for E-business

•

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

Competitive, stable, fair and equitable levels of taxation

Expand Internet access for the following services: • subdivision applications

Council Priority/Special Initiatives

• •

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

Year of Completion

Ongoing

2008

Ongoing • Eliminate Business Tax

•

Planning and Development Department 2008 —2010 Business Plan March 2008

Land Development Applications Competitive, stable, fair and equitable levels of taxation

Competitive, Cooperative Government

2011

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5.0 PERFORMANCE MEASURES The Planning and Development Department's business operations are largely market driven. As a result, performance indicators focus on business volumes, service levels and where applicable, are measured by "number of days" to issue/process a bylaw, permit and/or agreement. The Department monitors business activity on a monthly basis, including customer service levels. If required and feasible, the Department reallocates resources to meet emerging needs and maintain service levels. The following chart shows the highlights of the Department's performance indicators.

Performance Indicators

2005

2006

2007

Long Term Targets

Explanation

264 188,995

308 180,478

303 181,959

Increase Maintain or reduce based on web-based services

92%

97.8%

First offered in 2005 Try to manage through expanded online service delivery. This service will be shifted to the 311 Call Centre for 2008 and will no longer be reported on.

This service will be shifted to the 311 Call Centre for 2008 and will no longer be reported on.

29,045

28,101

32,560

146,501

157,662

149,906

Maintain/Reduce

4.0%

4.0%

5.9%

Maintain/Reduce

17,293

16,230

14,440

Maintain/Reduce

1,127

1,173

1,338

Maintain/Reduce

5,346 27,243 54,543 35,023

5,506 28,040 56,418 37,894

3,069 28,547 63,607 42,222

Market Driven

196 4943 62 161 73

195 4521 59 156 56

242 6407 78 154 70

Market Driven Market Driven Market Driven Market Driven Market Driven

CUSTOMER RESULTS Planning Academy course attendance Phone Calls — DCB Customer Information Centre for the Planning and Development Department

Phone Calls — DCB Planning and Development Depaitment Call Centre— Answer all calls within 2 minutes

Customers Served at DCB Front Counter Phone Calls — Assessment and Taxation Call Centre Phone Calls — Assessment and Taxation Call Centre — Abandonment Rate Counter Inquiries — Assessment and Taxation Call Centre Average Phone Calls per day during notice period — Assessment and Taxation Call Centre

Stats for 2007 not available due to Pilot Project with new software that was not successful

Try to manage through expanded online service delivery Improved information and services to public (assessment data) Improved information/services to public (web-site, e-commerce) Maintain current service levels; improved service to customers through intemet capabilities, etc.

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

Planning and Policy Services Branch Subdivision Applications Approved Residential Lots Applied for Industrial Lots Applied For Rezoning Applications Statutory and non-statutory plans Planning and Development Department 2008 —2010 Business Plan March 2008

27

2005

Performance Indicators

2006

Long Term Targets

2007

Explanation

Assessment and Taxation Branch Business Tax Collection Rate Realty Tax Collection Rate New Development (growth) in Property Assessment (in millions) % increase Complaints Assessment Review Board Realty Business Appeals to the Municipal Government Board RealtyBusiness Supplementary Assessments (millions) Supplementary Tax Revenue (millions) Number of Supplementaries Number of Accounts - PROP (Res/FL/other res) (NR) - BUSINESS

97.8% 98.5%

99.1% 99.3%

100.3% 98.4%

$2,692 4.7%

$3,486 5.4%

$5,007 6.2%

4,873 425

3,732 1,147

2,487 814

Maintain Maintain

Maintain/Reduce

Maintain/Reduce 275 8 987.8 2.98 7,223

383 0 1,123.6 4.85 8,282

353 7 1,234.7 5.35 11,186

248,750 18,467 22,671

259,494 18,492 24,283

270,526 18,766 18,792

25,431

29,070

38,180

15,794

17,497

22,189

3,895

5,553

5,033

11,039

11,778

12,678

85

63

14

12,518

13,618

15,087

3 8

6

4

FINANCIAL RESULTS (Actuals $`000s) Development Compliance Branch Revenues Development Compliance Branch Expenditures Planning and Policy Services Branch Revenues Planning and Policy Services Branch Expenditures Assessment and Taxation Branch Revenues Assessment and Taxation Branch Expenditures

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

Planning and Development Department 2008 -2010 Business Plan March 2008

Reduce Reduce

28