Edmonton (Alta.) - 2008 - Community Services department business plan_2008-10 (2008-04-01)

Community Services Department

2008-10 Business Plan

Co'' unity

... Making a Difference, Every Day Services ej THE ciro OF m

G030 5839 2008

nton

Planning and Develoment

LIBRARY The City of Edmonton

April 1,2008

2008-10 Community Services Business Plan

Onion

Community Services Table of Contents

Community Services

Emergency Medical Services

Fire Rescue Services

Neighbourhood & Community Development

Recreation Facility Services

Operational Services

Strategic Services

Community Services

Message from the General Manager

1

Department Strategic Framework

2

Department Organization Chart

3

Department Business Plan

4

Message from the Chief

6

Branch Strategic Framework

7

Branch Organization Chart

7

Branch Business Plan

8

Message from the Fire Chief

10

Branch Strategic Framework

11

Branch Organization Chart

11

Branch Business Plan

12

Message from the Branch Manager

14

Branch Strategic Framework

15

Branch Organization Chart

15

Branch Business Plan

16

Message from the Branch Manager

18

Branch Strategic Framework

19

Branch Organization Chart

19

Branch Business Plan

20

Message from the Branch Manager

22

Branch Strategic Framework

23

Branch Organization Chart

23

Branch Business Plan

24

Chain of Survival

26

Message from the Branch Manager

28

Branch Strategic Framework

29

Branch Organization Chart

29

Branch Business Plan

30

2008 Operating Budget

32

2008-10 Community Services Business Plan

Community Services Message from the General Manager On any given day, the Community Services Department manages hundreds of activities in its commitment to serving the people of Edmonton. You can all take pride in your contributions to our successes, and in 2007 there were many!

2008 to 2010 will be another exciting time period for Edmonton and for our Department. With the extraordinary growth of our city comes an increasing need for our frontline services — more fire and emergency medical personnel and equipment to protect a growing population — more recreation facilities and programs to accommodate individuals and families with diverse needs and interests — and more concentration on efforts to build great neighbourhoods.

This three-year Business Plan reflects public demand for enhanced community services, City Council's priorities, and corresponding Senior Management Team direction. The Plan outlines Department and Branchspecific strategies that will help us in our work to create a safe, healthy and vibrant city. I encourage you to familiarize yourself with this plan as it serves as our key guide to the future.

Linda D.M. Cochrane General Manager Every day, the Community Services Department makes a difference in the Community Services lives of Edmontonians. I hope you get great satisfaction in knowing that your work has a huge impact on the quality of life in our city. I look forward to the challenges and opportunities that lie ahead for us all.

Wanton

2008-10 Community Services Business Plan

Gimonton

Community Services Department Strategic Framework Vision A front-line partner with citizens and communities, committed to creating a safe, healthy and vibrant city.

Mission To lead in the development and delivery of outstanding neighbourhood, recreation, social, cultural, fire and emergency medical services and facilities.

Values We value ...

1.1 Respect

for citizens, for colleagues and for partners

I. Integrity

honest and ethical behaviour as the basis of trust and respect

•

Trust

that is earned and honoured by all staff

Equity

ensuring every person is treated with dignity

Diversity & Inclusion

we welcome and include everyone

â–Ş

r. Responsibility & Accountability

we are efficient and effective stewards of the resources with which we have been entrusted

Operating Principles The Community Services Department will ...

Place a primary focus on service: wig Be citizen-centered at all times - listening and responding to people's ideas and issues. ms Provide the right service, with the right people at the right time.

Anticipate service needs and establishing clear priorities.

Place a high priority on being a trusted, reliable and respected partner.

Attract and develop motivated and skilled staff, and create a positive workplace that supports and retains them.

Manage our changing environment with flexibility, making timely decisions and developing and implementing effective strategies.

Encourage staff to challenge the status quo and embrace creative approaches.

Make decisions with a focus on outcomes that are based on experience, sound judgments and the best practices, information and data available.

Communicate with citizens, stakeholders and staff in timely and transparent ways.

Work with a constant focus on the safety of citizens and staff.

Recognize and celebrate the great work of staff.

Monitor performance with a view to continuous improvement.

2008-10 Community Services Business Plan

eknonton 3

Community Services Department Organization Chart Community Services

Emergency Medical Services

Operations

Operational Services Capital Development Emergency Communications Fire Rescue Fleet &

Fire Rescue Services

Operations

Clinical & Organizational

Administration &

Effectiveness

Development

Program Development

Public Safety

Neighbourhood & Community Development Community Building East South

Branch Accountability!

Communities of Interest

Targeted Community Services Branch Building

Policy Development Quality Improvement

Valley Zoo

Development

Logistics

Business Planning

Programs & Events!

Kinsmen Sports Centre Business Development!

Neighbourhood

Community Resources

Strategic Services

Stewardship! Stadium

West

Equipment

Technical Services

Recreation Facility Services

Prince of Wales Armouries Recreation & Leisure Centres!

Mill Woods Recreation Centre

External Collaborations

Partner & Facility

& Partnerships

Development!

Fort Edmonton Park Horticultural Facilities!

Muttart Conservatory Access to Recreation Sport

Research & Innovation Support Services

&

4

2008-10 Community Services Business Plan

eiiiionton

Community Services Department Business Plan Council Outcomes Environment

Social and Cultural

Edmonton provides a quality environment through a healthy ecosystem, diverse communities and balanced infrastructure management.

Edmonton promotes vibrant, inclusive and safe communities.

Departmental Priorities Achieve high standards in environmental management

Performance Measures Branches achieving ISO 14001

Enhance planning and delivery of capital projects

Measure*

Output

Build vibrant and safe neighbourhoods and communities through partnership and innovation

* The measures selected are those identified as key indicators for the Department

Condition of Community Services' facilities

EMS Response Time

Number of capital projects (>$1M)

Citizen Satisfaction with EMS

Number of Community Services facilities

Percentage of Fires Contained in Room of Origin Citizen Satisfaction with Fire Rescue Percentage of community groups who feel Community Services met their needs and expectations Facility User Satisfaction Program Participant Satisfaction Number of Counselling Files opened Number of programs conducted Number of neighbourhood revitalization projects Overall attendance at Recreation Facilities EMS Call Volume Fire Rescue Call Volume

Departmental Strategies Redesign Community Services environmental systems and processes as part of the implementation of ISO 14001

Effectively and efficiently build Community Services' facilities in a period of rising demand, increasing complexity and expanding scope Implement a corporate framework for capital planning in Community Services, including Fire and EMS stations, recreation centres and neighbourhood development

Partner with Capital Health to develop effective strategies to reduce EMS wait times Create a coordinated Community Services approach to community safety and security Develop and implement a corporate framework for a Great Neighbourhood Program Streamline partnership involvement in the development of recreational facilities Recommend and implement legislative changes for a safer community

2008-10 Community Services Business Plan

@Wanton

Community Services

Economic Development

Governance

Edmonton secures a prosperous future through development and maintenance of economic viability, diversity andsustainability.

Edmonton promotes effective governance structures and processes to achieve environmental, social and cultural, and economic success.

Support Edmonton's growth and economic development

Become a performance driven Department

Citizen satisfaction with QOL in Edmonton

Budget variation

Employee Engagement Index

(from Corporate Citizen Satisfaction Survey)

Number of projects in business plans

Workplace injury frequency and severity

Perceived value for tax dollar

Be an employer of choice

Percentage of staff taking non-compulsory department-supported training

(from Corporate Citizen Satisfaction Survey)

Staff Turnover Rate

Work with City Council and communities to implement Corporate initiatives to enhance Edmontonians' quality of life in a period of rapid urban growth Enhance the market driven approach of recreation facilities and other Department opportunities Proactively manage Corporate regional priorities and perspectives

Enhance the effectiveness of and streamline departmental processes (including 311, PACMAN)

Strengthen Department recruitment and retention strategies

Align Department performance measures with Corporate and Community Services' strategic priorities

Develop cross-Departmental initiatives to enhance the work environment and promote staff recognition

Explore new and innovative ways to deliver community services

Develop the next generation of Community Services' leaders

Enhance Community Services' strategic communications (internally and externally)

Engage Department management and supervisory staff in diversity training

5

2008-10 Community Services Business Plan

onton

Emergency Medical Services Message on behalf of the EMS Management Team On behalf of the EMS Leadership Team, I am pleased to introduce the 2008-10 Emergency Medical Services (EMS) Business Plan. This plan outlines the framework for continued provision of industry leading pre-hospital care in Edmonton, and the accountability to the priorities of the Community Services Department. The role EMS plays in our community is integral to the success of reaching our vision of a safe, healthy and vibrant City.

This year will be very exciting as it is my first year as Chief and I will be spending time with the staff, Superintendents, Deputy Chiefs, and internal and external partners to find innovative ways to provide exceptional EMS service in Edmonton. In addition, the EMS Master Plan which outlines five major service delivery outcome areas will go to City Council for their approval in the first quarter of 2008. The Master Plan will provide direction for all planning activities over the next seven years.

Joe Acker Chief The next three years come with a number of opportunities and responsibilities. City Emergency Medical Council has again shown tremendous support for EMS and I know that you will Services continue to perform your important work in a compassionate and professional way.

Thanks to each and every member of Edmonton Emergency Medical Services for continuing to provide outstanding service during this period of significant growth and change.

elitiOnton 7

2008-10 Community Services Business Plan

Emergency Medical Services Branch Strategic Framework Vision Guided by the community, driven by commitment, dedicated to caring, Edmonton EMS embraces the future.

Mission Edmonton EMS will provide outstanding service through: sie Responsive, patient-centred emergency medical care in Committed, healthy staff N. Participation in effective partnerships 1.1 Striving for excellence

Core Functions Provide 24-hour pre-hospital emergency medical care to Edmontonians Operation of deployment and monitoring system Development and delivery of training programs Provide community education programs aimed at preventing injuries and death

Branch Organization Chart Chief Emergency Medical Services Deputy Chief

Deputy Chief

Deputy Chief

Operations

Clinical & Organizational Effectiveness

Program Development

Direct Service

Clinical Quality Assurance & Improvement

Clinical Education

Deployment

System Measurement & Evaluation

Community Education

Dispatch Liaison

Benchmarking & Best Practices

Recruitment & Retention

Special Operations

Patient Services

Fleet, Equipment & Supplies

Safety

Infection Control

Practice Guidelines

Health &Wellness

Technology Integration

Strategic Partnerships

Stations & Facilities

Project Oversight (i.e. EMS Master Plan & Accreditation)

2008-10 Community Services Business Plan

elinionton

Emergency Medical Services Branch Business Plan Council Outcomes

Environment

Social and Cultural

Edmonton provides a quality environment through a healthy ecosystem, diverse communities and balanced infrastructure management.

Edmonton promotes vibrant, inclusive and safe communities.

Departmental Priorities Achieve high standards in environmental management

Enhance planning and delivery of capital projects

Build vibrant and safe neighbourhoods and communities through partnership and innovation

Replace EMS Central Administration Station (Central McDougal) to meet system growth requirements

Develop a coordinated approach with key healthcare partners to address emergency department patient off-load delays

Branch Strategies Participate in ISO 14001 accreditation process Evaluate pilot project of Hybrid EMS Support Vehicles and partner with MES on feasibility of expanding the program

Consolidate EMS administration and support in a single location Implement EMS Facility Plan Explore the Joint Use Agreement to effectively meet short-term facility needs

(EMS Master Plan Strategy 3.2)

Work with Alberta Health and Wellness to change Legislation and ambulance billing regulations to allow for the implementation of the desired service delivery model (EMS Master Plan Strategy 4.1)

Develop partnerships with businesses and stakeholder organizations to increase community engagement Address Communities at Risk in collaboration with Capital Health, Safedmonton and the Community Services Department Collaborate with broader health care system and support agencies to improve system efficiency Participate in regional EMS initiatives Provide leadership for Emergency Medical Services in potential provincial or regional governance changes Endorse the EMS Public Health Emergency Plan Develop an EMS Branch Business Continuity Plan

Performance Measures

Measure

Output Response Time Citizen Satisfaction with EMS EMS Call Volume

eliiionton

2008-10 Community Services Business Plan

Emergency Medical Services

Economic Development

Governance

Edmonton secures a prosperous future through development and maintenance of economic viability, diversity and sustainability.

Edmonton promotes effective governance structures and processes to achieve environmental, social and cultural, and economic success.

Support Edmonton's growth and economic development

Become a performance driven Department

Be an employer of choice

Provide medical planning and support planning to existing and future festivals and events

Develop plans with stakeholders to implement the following EMS Master Plan Strategies:

Develop a short-term strategy for recruitment and deployment of new paramedics to meet and support immediate staffing needs

Maintain a high level of Emergency Medical Services; providing a safe community and a high quality of life for residents in order to attract corporate investment in the community

Provide clinical phone advice for non-urgent calls (EMS Master Plan Strategy 1.2) Leverage call evaluation with additional differentiated responses (EMS Master Plan Strategy 5.1)

Develop differentiated response time benchmarks and clinical benchmarks with continual identification of quality and efficiency opportunities (EMS Master Plan Strategy 5.2)

Develop and implement proactive programs for improved efficiency and effectiveness

Investigate, pilot and implement innovative long-term recruitment strategies Provide professional development and leadership opportunities Implement the corporate principles for diversity and inclusion Implement blended learning program to meet the needs of our staff Develop responsive initiatives from the findings of the 2008 Corporate Employee Engagement Survey

(EMS Master Plan Strategy 5.3)

Develop an effective automated process for EMS scheduling Continue to improve EMS performance on Occupational Health and Safety Develop a Clinical Quality Improvement Program Pursue ambulance service accreditation Implement corporate E-Records management program Implement the recommendations from the accounts receivable review Pilot and implement recommendations from the EMS Master Plan Develop and implement ongoing EMS user satisfaction surveys

Budget variation

Employee Engagement Index

Cost Recovery Ratio

Workplace injury frequency and severity Percentage of staff taking non-compulsory department-supported training Staff Turnover Rate Professional development courses offered or hours of training conducted Hours of Public Education

2008-10 Community Services Business Plan

ellnonton

Fire Rescue Services Message from the Fire Chief On behalf of the Fire Rescue Management Team, I am pleased to present the 2008-2010 Fire Rescue Services Business Plan.

Since 2003, Fire Rescue has been working to upgrade staffing levels on both aerials and single rig stations across the City. Fire Rescue is pleased to announce that both of those programs are now complete with the approval by City Council in the 2008 budget to upgrade the final two aerial apparatus to ladder status, and upgrade the final two single rig stations to 5 firefighters. This is a significant accomplishment for the City of Edmonton and for Fire Rescue Services, as the additional staffing on both ladder apparatus and single rig stations will allow a more effective fire attack and better serve the citizens of Edmonton. Staffing for both the aerials and single rig stations will be in place in 2008.

Other significant Fire Rescue Services initiatives over the next three years include: Continued work with the Provincial government and Fire Commissioner's Office to make changes to the current building codes and address the recommendations for High Intensity Residential Fires; A review of the Insurance Advisory Organization's commercial rating for the City of Edmonton to upgrade the rating; Request for funding for the Ellerslie, Lewis Estates and Windermere Stations; Development of a long term recruitment strategy and training strategy as well as development and implementation of the career-pathing framework for firefighter; and The addition of 8 new Public Education and Fire Prevention Officers in 2008 to develop and implement fire prevention and education programming to at-risk groups (Fire Rescue Master Plan Policy 3.3). Fire Rescue will also seek to add an additional 14 new Public Education and Fire Prevention Officers with Council's approval over the 2008-2010 cycle.

Another significant change to take place in the 2008-2010 planning cycle is the transition to a new Fire Rescue Services Chief in 2009.

During this time, Fire Rescue looks forward to continuing to work with Council, the Community Services Department, partners and stakeholders to make Edmonton a safe and secure City in which to work and live.

h•••••

Randy Wolsey Fire Chief Fire Rescue Services

eimonton

2008-10 Community Services Business Plan

Fire Rescue Services Branch Strategic Framework Mission Fire Rescue serves Edmontonians to protect life, property and the environment by providing excellence in services and public safety.

Branch Organization Chart Fire Chief Fire Rescue Services Deputy Chief

Deputy Chief

Deputy Chief

Operations

Administration & Development

Public Safety

Fire Suppression

Training

Special Operations

Recruitment

Inspections

Hazmat

Joint Health & Wellness

Apartment Upgrade Program

Technical Rescue

Planning

Safe Housing

Fire Prevention

Water Rescue

Long Range Planning

Responsible Hospitality Inspections

CBRNE

Fire Rescue Master Plan

Plan Review

Occupational Health & Safety

Budget

Firefighter lnservice Inspection Program

Coordination to Dispatch, Radio System, MES

Long Range Financial Plan

Fire Investigations

Coordination for SOG & SOP

Strategic Planning

Public Education

New Stations

Enviso & Fire Accreditation Emergency Planning

@Wanton

2008-10 Community Services Business Plan

Fire Rescue Services Branch Business Plan Council Outcomes

Environment

Social and Cultural

Edmonton provides a quality environment through a healthy ecosystem, diverse communities and balanced infrastructure management.

Edmonton promotes vibrant, inclusive and safe communities.

Departmental Priorities Achieve high standards in environmental management

Enhance planning and delivery of capital projects

Build vibrant and safe neighbourhoods and communities through partnership and innovation

Build, staff and equip Fire Rescue Stations in new and developing neighbourhoods in accordance to the FRS/EMS Station Location Master Plan (Fire Rescue Master Plan 1.3, 1.4, 3.4)

Complete assessment to identify the most effective community risk assessment system

Branch Strategies Maintain ISO 14001 certification Re-design duty gear storage in existing Fire Rescue stations

The current approved Capital Budget includes the following Fire Rescue Stations: Meadows Station (26) Heritage Valley Station (27) Fire Rescue Stations seeking Capital Approval are: Ellerslie Station (2009*) Lewis Estates Station (2009*) Windermere Station (2010*)

(Fire Rescue Master Plan 3.2)

Develop Fire Prevention and Education programs for at-risk groups (Fire Rescue Master Plan 3.21

Work with Operational Services to complete full implementation of on-board computers and electronic mapping for Fire Rescue in 2008 (Fire Rescue Master Plan 1.1, 1.2)

Work with Alberta Municipal Affairs and the Alberta Fire Commissioner's Office on High Intensity Residential Fires and changes to the Alberta Building Code

Big Lake Station (2011 *) Pilot Sound Station (20111 *Indicates year that station will seek Capital Approval from Council and project will begin.

Future Stations: Mistatim Station Magrath Station Palisades Station Wedgewood Station Complete stations in mature neighbourhoods (Fire Rescue Master Plan 1.3,3.4) Lauderdale Station (10) Capilano Station (11) Norwood Station (5) Work with Operational Services in the completion of a Vehicle Storage Facility at Poundmaker

Performance Measures Maintain the ISO 14001 standard Reduction of energy use in Fire Rescue Stations

Measure

Output Percentage of Fires Contained in Room of Origin Citizen Satisfaction with Fire Rescue Fire Rescue Call Volume Number of inspections completed

2008-10 Community Services Business Plan

efriionton

Fire Rescue Services

Economic Development

Governance

Edmonton secures a prosperous future through development and maintenance of economic viability, diversity and sustainability.

Edmonton promotes effective governance structures and processes to achieve environmental, social and cultural, and economic success.

Support Edmonton's growth and economic development

Become a performance driven Department

Be an employer of choice

Apply to IA0 for review and upgrade of Edmonton's Public Fire Protection classification for the City of Edmonton

Monitor service level agreement for apparatus maintenance with MES

Develop Recruitment Strategy to reach out to potential applicants (Fire Rescue Master Plan 2.1)

(Fire Rescue Master Plan 1.4)

Design and implement Career-Pathing framework for firefighters

(Fire Rescue Master Plan 4.1)

Develop a marketing strategy for Fire Rescue E-Learning products with support from Corporate Services

Implement CFAI (Commission of Fire Accreditation International) accreditation

(Fire Rescue Master Plan 2.2)

(Fire Rescue Master Plan 4.1)

Develop Training Strategy for Fire Rescue

Monitor, report and evaluate performance indicators in the Fire Rescue Master Plan and business plans (Fire Rescue Master Plan 4.11

Services (Fire Rescue Master Plan 2.2)

Continue to implement recommendations of the audit of internal communications including FRS Intranet

Develop Health and Wellness measurement criteria

Develop computerized inventory control system to track life-cycle and inventory of FRS equipment

Implement the transition to new Fire Chief in 2009

Implement recommendations of the 2007 Occupational Health and Safety Audit

In 2010, preparation of report to Council in 2011 on the Fire Rescue Master Plan

Budget variation

Employee Engagement Index Workplace injury frequency and severity Percentage of staff taking non-compulsory department-supported training Staff Turnover Rate Health and Wellness measure Hours of training conducted

13

14 2008-10 Community Services Business Plan

@rnonton

Neighbourhood & Community Development Message from the Branch Manager

I am happy to present the 2008-10 Neighbourhood and Community Development (NCD) Branch Business Plan. Numerous opportunities and challenges will face our Branch over the next few years; our work is continuously increasing in priority and scope for Edmonton's City Council and the citizens they represent. As our business plan demonstrates, the work being done by the NCD Branch aligns strongly with all four Council Outcomes and the priorities for the Community Services Department.

Leadership of the corporate approach to Neighbourhood Development will be an integral body of work for the NCD Branch over the next three years and beyond. The "Great Neighbourhoods" program will address the physical, social, and economic improvements for Edmonton's communities in a sustainable manner. The development of this program and its supporting strategies will be key to ensuring that the quality of life in Edmonton is sustained and enhanced.

Kathy Barnhart Over the next three years, the NCD Branch will be focused on meeting the needs of the Branch Manager City's diverse demographic groups. The establishment of the External Collaborations and Neighbourhood & Community Partnerships Section will enhance the coordination of numerous community partnerships. The Office of Next Gen will implement strategies to establish Edmonton as Development a preferred destination for young people to live, learn, work and grow. The Branch will continue to lead and support initiatives that will improve the quality of life for Edmonton's seniors, youth and children. Additionally, the Branch will support the new Community Safety Leadership Council to centrally coordinate crime prevention efforts through the Office of Community Safety.

On behalf of the Neighbourhood and Community Development Branch, I want to thank our staff for their creativity and adaptability while providing outstanding services to the community. As we move forward, we will continue to engage people in the development of their communities, working towards a safe, healthy and vibrant city.

elrhonton 15

2008-10 Community Services Business Plan

Neighbourhood & Community Development Branch Strategic Framework Mission

We enrich community life by working in partnership with others to strengthen individuals and families, support neighbourhood aspirations, and engage people in the development of their communities.

Principles

The Branch employs the following 'new public organization' principles: We focus on community Outcomes Our work is accomplished collectively through Teamwork A flat structure to support a Decentralized focus Our Leadership approach is participative rather than directive We accomplish work through internal and external Networks We focus on Capacity Building and seek Innovative Approaches to community needs Partnerships are a key way in which we approach our work We are People Centered, seeking to empower staff, citizens and communities

Branch Organization Chart Branch Manager Neighbourhood & Community Development Community Building

Neighbourhood Development

City-Wide

Community Resources

Communities of Interest East

West

South Neighbourhood Revitalization

Grants Administration

Salute to Excellence

Enhance Interdepartmental

Child Friendly Edmonton

Advisory Board for Persons with

Community Development Organizational Development

Coordination

Social & Recreational Programs

Neighbourhood Planning &

Volunteer Services

Disabilities Youth Council

Reinvestment

Out of School Care Services

Community Economic

Family & Community Support

Development Support

Services

Multicultural NextGen Walkable Edmonton Targeted Community Services

Branch Building

External Collaborations & Partnerships

Seniors Special Needs

Assessment & Short-term

Performance Measurement &

Counselling

Reporting

Spousal Violence Intervention

Branch Business Planning &

Teams

Budgeting

Office of Community Safety Crime Prevention

Elder Abuse Community Development Community Development for the Prevention of Family Violence

Branch Web Management

Disaster Social Services Liaison with Key External Partnerships (EFCL, Arts Council, etc.)

16

2008-10 Community Services Business Plan

@fitonton

Neighbourhood & Community Development Branch Business Plan Council Outcomes

Environment

Social and Cultural

Edmonton provides a quality environment through a healthy ecosystem, diverse communities and balanced infrastructure management.

Edmonton promotes vibrant, inclusive and safe communities.

Departmental Priorities Achieve high standards in environmental management

Enhance planning and delivery of capital projects

Build vibrant and safe neighbourhoods and communities through partnership and innovation

Finalize the new Neighbourhood Park Development Program (NPDP) and support the development of an implementation and transition strategy

Manage three neighbourhood revitalization projects in partnership with neighbourhood stakeholders to ensure the plans address physical, social and economic improvements and the financial strategies for implementing the plans are feasible

Monitor the development of the Edmonton Federation of Community Leagues (EFCL) Long-Term Sustainability Plan for Community League Infrastructure

Through the Office of Community Safety, work in partnership with community stakeholder coalitions and support the work of the new Community Safety Leadership Council to centrally coordinate crime prevention efforts in Edmonton

Branch Strategies

Develop 10 Year Neighbourhood Development Capital Plan to ensure corporate sustainable neighbourhood planning and development

Participate on the Seniors Transportation Steering Committee to support the implementation of some of the recommendations

Participate in the establishment of a corporate strategy to increase wheeled recreation in Edmonton

Provide input and assistance with Edmonton Seniors Coordinating Council's Three Year Review (January 1,2006 - December 31,2008)

Develop a strategy to increase walkability in Edmonton's communities

Create a plan for implementation based on the recommendations from the Aging in Place Study Research, develop and pilot a Child Friendly Business Accreditation Program Provide support to the African community in the development of programs and services at Wellington School Participate in corporate and partner efforts focused on the reduction of homelessness Partner with community groups to develop a domestic violence centre Establish the Office of External Collaborations and Partnerships to enhance coordination of diverse community partnerships (e.g. Neighbourhood EmpowermentTeams) Increase partnerships with Edmonton Public School Board through School Clusters Process resulting in collaboration, identification of barriers and development of strategies to remove barriers

Performance Measures

Measure

Output Percentage of community groups who feel Community Services met their needs and expectations Percentage of clients who feel that Community Services met their needs and expectations Number of community groups supported Number of counselling files opened Number of programs conducted

2008-10 Community Services Business Plan

@Ironton

Neighbourhood & Community Development

Economic Development

Governance

Edmonton secures a prosperous future through development and maintenance of economic viability, diversity and sustainability.

Edmonton promotes effective governance structures and processes to achieve environmental, social and cultural, and economic success.

Support Edmonton's growth and economic development

Become a performance driven Department

Be an employer of choice

Develop a Municipal Multicultural Award and Recognition Program to publicly recognize and reward the positive contributions of individuals and groups in immigrant communities

Manage the development of the Great Neighbourhoods Program outlining the corporate approach for neighbourhood planning and coordinated delivery of civic services provided in neighbourhoods

Implement branch workforce development and succession planning strategies

Lead in the development and implementation of two of the nine recommendations made by the Office of Next Gen: the marketing and promotion of Edmonton and establishing a city-wide architectural policy

Develop a communication plan to ensure NCD information is current in 311 database

Develop clear roles and functions for Community Building Social Worker positions

Support implementation of the Department accountability framework with the completion of performance measures for the Branch

Promote awareness of the NCD staff functions and resources within the Branch

Support innovative and culturally appropriate approaches to welcoming immigrant newcomers and link them to existing services

Develop and implement a Branch workforce establishment strategy (FTE's and establishment numbers)

Review and prioritize branch IT needs

Participate in the corporate Steering and Working Committee's development of the First-time Homebuyers Program, the development of 2 pilot sites and an implementation strategy for the other 18 FTHP sites As part of the Great Neighbourhoods Program, develop strategies and programs to promote economic success of businesses within Business Revitalization Zones

Percentage of CIG applicants satisfied with services provided by Community Services staff Number of community support grants processed

Number of FTEs providing support to neighbourhoods compared to the number of neighbourhoods Number of FTEs in grant administration per $100K of grants administered

Employee Engagement Index Workplace injury frequency and severity Percentage of staff taking non-compulsory department-supported training Staff Turnover Rate

17

18

2008-10 Community Services Business Plan

ellionton

Recreation Facility Services Message from the Branch Manager In 2007, Recreation Facility Services Branch identified the vision of "Creating Vibrant Places."

Our 2008-2010 Branch Business Plan delineates how we intend to fulfill this new vision and mission over the next three years. This plan identifies the key challenges we expect to face in coming years, and outlines the major strategies and initiatives we plan to undertake to ensure that we can meet these challenges and continue to provide quality programs and services. Our business plan also provides a means for evaluating and improving our operations based on progress toward planned initiatives and performance relative to key indicators. Most importantly, this plan supports the Department's Business Plan and demonstrates our accountability to the organization and to the citizens of Edmonton.

I look forward to the next three years of continued improvement in meeting service challenges and expanding recreation opportunities for citizens of all ages and abilities, and I encourage all Branch staff to spend a few moments to review this three-year plan. Our continued success is dependent on your understanding of where we're headed and how the Recreation Facility Services Branch will continue to focus on our mission of developing, managing, animating and preserving recreation facilities for the future benefit of all our residents.

Rob Smyth Branch Manager Recreation Facility Services

2008-10 Community Services Business Plan

@monton

Recreation Facility Services Branch Strategic Framework Vision Creating Vibrant Places

Mission We develop, manage, animate and preserve recreation facilities.

Values We value: Staff and Volunteers

Respect

Innovation

Inclusiveness

Stewardship

Well-being

Integrity

Accountability

Safety and Security

The Environment

1. Service

Branch Organization Chart Branch Manager Recreation Facility Services Stewardship /

Programs & Events /

Business Development /

Branch Accountability!

Stadium

Kinsmen Sports Centre

Valley Zoo

Prince of Wales Armouries

Emergency Preparedness

Active Living &Wellness

Customer Services

Business Plan Development

Sales & Sponsorship

Manage Enterprise Portfolio

Experiences Environmental Management Capital Programs

Skill Development Client &Vendor Services Events & Leisure Experiences

Commonwealth Stadium Operation

Valley Zoo Operations

Model CLASS Database Administration

City Archives / Educational

Attendance / Data Reporting

Experiences

Systems

Kinsmen Sports Centre

Operating Budget Integration

Operations Branch Pricing Methodology

Recreation & Leisure Centres!

Partner & Facility Development!

Horticultural Facilities!

Mill Woods Recreation Centre

Fort Edmonton Park

Muttart Conservatory

Arena Operations Aquatic Operations

Southwest Community

Access to Recreation & Sport

Cemeteries Operations

City-Wide Sport Support Team

Golf Course Operations

Facility Booking Unit

Muttart Conservatory Operations

Community Services

Recreation Centre Fort Edmonton Park Development Plan

Department Call Centre Facility Development Plan Development

20

2008-10 Community Services Business Plan

eliiionton

Recreation Facility Services Branch Business Plan Council Outcomes Environment

Social and Cultural

Edmonton provides a quality environment through a healthy ecosystem, diverse communities and balanced infrastructure management.

Edmonton promotes vibrant, inclusive and safe communities.

Departmental Priorities Achieve high standards in environmental management

Enhance planning and delivery of capital projects

Build vibrant and safe neighbourhoods and communities through partnership and innovation

Develop the Master Plan for North Central Community Recreation Centre and Joe Clarke Athletic Grounds

Develop the Cemeteries Master Plan

Branch Strategies Immediate Develop an Artificial Turf Plan

Develop the Golf Courses Revitalization Plan Update and implement a Branch Facility Booking Model Develop and implement the City Policy for Enhancing Public Recreation Facility Services through Partnerships Conduct the Queen Elizabeth Pool Feasibility Study

Medium Term Implement the Environmental Strategic Plan, including Enviso (ongoing) and implementation of energy management initiatives into recreation facilities

Build the Southwest Community Recreation Centre

Review and implement a new Operating Model for Fort Edmonton Park

Establish an Operational Plan for the Southwest Community Recreation Centre

Develop the Kinsmen Sports Centre Master Plan

Develop a 10-Year Capital Development Strategy for Leisure Centres

Develop Facility-Based Business Plans

LongTerm Explore opportunities for a regional approach to recreation facilities Develop a Sport Policy Implement recommendations to improve safety and security in recreation facilities Develop and coordinate the Gymnasium Strategy

Performance Measures

Measure

Output

Percentage of Recreation Facilities rated Good or Very Good for:

Citizen satisfaction with Recreation Facilities (COE Citizen Survey)

Demand/Capacity

Recreation Facility user satisfaction

Functionality

Leisure Access/Fee reduction program admissions Attendance at Recreation Facilities Number of facility bookings Number of programs conducted Number of program participants

2008-10 Community Services Business Plan

elnionton

Recreation Facility Services

Economic Development

Governance

Edmonton secures a prosperous future through development and maintenance of economic viability, diversity and sustainability.

Edmonton promotes effective governance structures and processes to achieve environmental, social and cultural, and economic success.

Support Edmonton's growth and economic development

Become a performance driven Department

Be an employer of choice

Business Development — increase market share, increase attendance and establish cost recovery targets through innovative processes and tools Evaluate the Enterprise Portfolio / Future of the Reserve Develop a Recreation User Fee Policy

Implement Staff Recruitment and Retention Initiatives — Ensure the wellbeing of staff through attraction, retention, and recruitment strategies, and by building a sustainable culture Implement Branch Recognition Program Initiatives

Tax Levy variance

Lost Time Injury Frequency Rate

Employee Engagement Index

Revenue variance

Lost Time Injury Severity Rate

Lost time injury severity and frequency

Expense variance

Staff Turnover — Permanent

Cost Recovery ratio

Staff Turnover — Temp/Provisional

Percentage of staff taking non-compulsory department-supported training Staff Turnover - permanent Staff Turnover - temporary/provisional

21

22 2008-10 Community Services Business Plan

@Mew

Operational Services Message from the Branch Manager On behalf of the Operational Services Branch Management Team, I am pleased to present the 2008-2010 Operational Services Business Plan.

In 2008, Operational Services will take on a larger role in the Community Services Department as the coordinator and lead for the department's capital development through the creation of a Capital Development section. The section will be responsible for increasing the capacity of the Community Services Department to develop the long term plans for capital planning and meet corporate reporting project management standards. The Capital Development section will continue to work closely with other Community Services Branches and City Departments including Asset Management and Public Works to manage and lead the Community Services Department's new capital projects and existing infrastructure including Fire Rescue stations and apparatus, EMS Stations, pools, arenas, leisure centres, and neighbourhood services.

Other significant initiatives for Operational Services in the 2008-2010 planning cycle include: Initiating planning for ERCC relocation including evaluating location, size and technology requirements; Working with EMS to develop and implement the EMS Master Plan Strategies; Continuing to design, locate and build FRS and EMS stations working with the new capital approval process; and Work with Recreation Facility Services in the development of a 10 Year Capital Development Strategy for Leisure Centres.

The 2008-2010 planning cycle is expected to bring significant changes to Operational Services, the Community Services Department and the City of Edmonton as a whole with many high profile capital projects, creation of the Capital Development section, a new corporate Capital Budget process as well as the transition to a new EMS Chief in 2008, and the transition to a new Fire Rescue Chief in 2009.

Devon Card Branch Manager Operational Services

2008-10 Community Services Business Plan

@iiiOnton

Operational Services Branch Strategic Framework Mission To ensure that Edmonton's community services operate efficiently and effectively. This will be accomplished through the provision of industry leading emergency communications, public safety technology, and logistical resources to meet the needs of our citizens.

Branch Organization Chart Branch Manager Operational Services Capital Development

Capital Development

Emergency

Fire Rescue Fleet

Communications

& Equipment

Standards Capital Projects Existing Infrastructure

Technical Services

Emergency Call

Fire Rescue Apparatus

EMS, Fire Rescue &

Computer Assisted

Response

Maintenance

Operational Services

Dispatch

Infrastructure Planning Project Management

Logistics

Professional Development & Certification

Vehicle Design & Equipment Mobile Equipment Services - Service Level Agreement

Land & Buildings Equipment & Supply

Emergency Response Technology Systems

Acquisition & Maintenance

External Training Fire Rescue &

Special Projects

Operational Services Departmental Capital Planning & Budget

23

24

eiiiionton

2008-10 Community Services Business Plan

Operational Services Branch Business Plan Council Outcomes

Environment

Social and Cultural

Edmonton provides a quality environment through a healthy ecosystem, diverse communities and balanced infrastructure management.

Edmonton promotes vibrant, inclusive and safe communities.

Departmental Priorities Achieve high standards in environmental management

Enhance planning and delivery of capital projects

Build vibrant and safe neighbourhoods and communities through partnership and innovation

Coordinate and provide leadership on capital projects for the CSD through creation of Capital Development section

Continue work with EMS and Capital Health on

Branch Strategies Work towards 150 14001 certification

Develop and present 2009-2011 Capital Budget requests in line with the FRS/EMS Station Location Master Plan: EMS Stations seeking Capital Approval: Eaux Claires Station (2009") Lewis Estates Station (2009*) Aspen Gardens Station (2010*) Rutherford Station (2010") Gorman Station (2011") Wedgewood Station (2011*)

Dispatch strategies to reduce EMS wait times Install I-Mobile on EMS ALS ambulances and FRS apparatus in 2008 Work with FRS to develop computerized inventory control system to track life-cycle and inventory of FRS equipment

Fire Rescue Stations seeking Capital Approval: Ellerslie Station (2009*) Lewis Estates Station (2009*) Windermere Station (2010") Big Lake Station (2011*) Pilot Sound Station (2011")

"Indicates year that stadon will seek Capital Approval from Council and project will begin.

Locate, design and build EMS station in new and mature neighbourhoods Meadows Post Station (co-located facility) Norwood Post Station (co-located facility) North-West Shift Change Station Ellerslie Shift Change Station Pylypow leased Post Station Bonaventure Station Ellwood Station Locate, design and build Fire Rescue stations in new and mature neighbourhoods Lauderdale Station (10) Norwood Station (5) Capilano Station (11) Meadows Station (26) Heritage Valley Station (27) Build Vehicle Storage Facilities for FRS and EMS Initiate planning for ERCC relocation including location, size and technology requirements Work with Recreation Facility Services in the development of a 10 Year Capital Development Strategy for Leisure Centres

Performance Measures

Measure

Output

Condition of Community Services facilities

Communications time —fire calls

Number of capital projects (>$1M)

Communications time — medical calls

Number of Community Services facilities

AMPDS Compliance SSM Compliance

Total call volume

2008-10 Community Services Business Plan

@fifonton

Operational Services

Economic Development

Governance

Edmonton secures a prosperous future through

Edmonton promotes effective governance structures and processes to achieve environmental, social

development and maintenance of economic

and cultural, and economic success.

viability, diversity and sustainability.

Support Edmonton's growth and economic

Become a performance driven Department

Be an employer of choice

development

Partner with educational institutes to enhance

Partner with educational institutes to create

capacity of development programs for

training programs and work experience

communications specialists

opportunities

Develop plans with EMS to implement the following EMS Master Plan Strategies: Provide clinical phone advice for non-urgent calls Enhance the measurement of phone evaluation accuracy to patient disposition and patient outcomes

Budget variation

Employee Engagement Index Workplace injury frequency and severity Percentage of staff taking non-compulsory department-supported training Staff Turnover Rate

25

2008-10 Community Services Business Plan

@monton

Operational Services Chain of Survival (Edmonton)

• Public Education Public Awareness • Staff Training & Re-Certification

Public Awareness & Employee Training

Bystander Intervention

0- First Aid, CPR, PAD • Alarm Activation • Evacuation

• Emergency Issue Identification

Emergency Response Communications Centre

Dispatch Services Evaluation & Dispatch

Emergency Medical Services

Fire Rescue Services

Emergency Medical Services Dispatched

Fire Rescue Services Dispatched

Fire Attack, Rescue, Scene Management, First Medical Responders

• Call Evaluation 0- Pre & Post Arrival Instructions

Cross Support Ali

Patient Treatment & Transport to Acute Care Facility

Run Report Reviews Major Incident Reviews Patient Care Report Reviews Outcomes Monitoring

Enhanced Public Awareness & Employee Training \.

Chain Repeats

• Enhancements based on Lessons Learned

2008-10 Community Services Business Plan

Operational Services

• Monton

27

28 2008-10 Community Services Business Plan

elnionton

Strategic Services Message from the Branch Manager I am pleased to present the Strategic Services 2008-2010 Branch Business Plan. This Plan highlights the key Branch and Departmental initiatives for the next three years. It identifies how the Strategic Service branch will support the new Community Services Department Strategic Framework. Our Branch business plan will guide the work of the branch as we continue to deliver client service excellence.

It is my expectation that the Branch reorganization will further enhance our ability to deliver high quality products and services while maintaining fluidity and flexibility during this transitional period.

Through 2008-2010, we will remain committed to meeting Council and Department priorities in areas including: Achieving high standards in environmental management; Enhancing the planning and delivery of capital projects; Building vibrant and safe neighbourhoods and communities through partnership and innovation; Supporting Edmonton's growth and economic development; Becoming a performance driven Department; and Being an employer of choice.

As I am sure you are aware, over the course of last year, the Department began development of a refined mandate for Community Services and initiated a number of activities to help animate it across the branches. The strategic framework is intended to provide a long-term direction for this organization and contextualize the work of our diverse, yet interlinked, branches. As we move through 2008 and beyond, I encourage you to live the spirit of this framework as it charts a new direction for this Department.

Given this and the other work ahead, I look forward to another exciting year and to the many accomplishments and successes that will follow. Thank you again for your continued service excellence and your passion and dedication to the Department, to the City of Edmonton, and to its citizens.

Heather McRae Branch Manager Strategic Services

2008-10 Community Services Business Plan

ekno — aton

Strategic Services Branch Strategic Framework Mission Strategic Services provides leadership and expertise to achieve departmental and branch outcomes through corporate and departmental alignment, research, planning and policy development, managing department processes, and measurement and evaluation.

Core Functions Corporate and Departmental Alignment Research Planning and Policy Development Managing Department Processes Measurement and Evaluation Department Support Services

Branch Organization Chart Branch Manager Strategic Services Business Planning

Policy Development

Quality Improvement

Research & Innovation

Support Services

Long Range, Business &

Policy Research, Analysis

Performance Measure

Data Collection &

Departmental

Operational Planning

& Development

Reporting Systems

Analysis

Administration

Business Plan / Budget

Issue Identification

Business Process

Research & Literature

Improvement

Reviews

Proposal Integration Policy & Program Corporate Business Liaison Leadership Skill

Web

Recommendations

Pilot Projects

Strategic Initiative

Participant Learnings

Records Management Management

Development Strategic Linkages Environmental Scan

FOIP

Reception Building Liaison School Boards Relationships First-time Homebuyers Program Implementation

29

30

ehlionton

2008-10 Community Services Business Plan

Strategic Services Branch Business Plan Council Outcomes

Environment

Social and Cultural

Edmonton provides a quality environment through a healthy ecosystem, diverse communities and balanced infrastructure management.

Edmonton promotes vibrant, inclusive and safe communities.

Departmental Priorities Achieve high standards in environmental management

Enhance planning and delivery of capital projects

Build vibrant and safe neighbourhoods and communities through partnership and innovation

Branch Strategies Explore innovative solutions to land and building planning for school sites declared surplus by the school districts Manage the transition of the new operating model for the First-Time Homebuyers Program

Enhance relationships with key school partners Support the development and implementation of the Great Neighbourhoods program Implement the Social Enterprise Fund as part of Community Economic Development Support Council's direction on multicultural initiatives Develop a unified vision for the arts and culture for the next 10 years with the Edmonton Arts Council Seek improvement in Edmonton's Fire Public Fire Classification

Performance Measures

Measure

Output

2008-10 Community Services Business Plan

ebi'onton

Strategic Services

Economic Development

Governance

Edmonton secures a prosperous future through development and maintenance of economic viability, diversity and sustainability.

Edmonton promotes effective governance structures and processes to achieve environmental, social and cultural, and economic success.

Support Edmonton's growth and economic development

Become a performance driven Department

Develop a city policy regarding space for not-for-profit organizations and other community groups

Be an employer of choice

Implement the new Branch working model Work with front-line Branches to respond to City Council priorities and other emerging priorities Represent the Department in the Corporate redevelopment of Web services Align Department performance measures with Corporate and Community Services' strategic priorities Implement the Strategic Framework Ensure the wellbeing of staff through attraction, retention, and recruitment strategies and by building a sustainable culture Support CSLT in the development of the next generation of Community Services' leaders Engage Department management and supervisory staff in diversity training Implement the Envision Edmonton initiative

Personnel Budget variance

Employee Engagement Index

Services budget variance

Sick time as percentage of available hours

Overall budget variance Amount of leveraged funding

Percentage of staff taking non-compulsory department-supported training

Project sponsor satisfaction

Staff Turnover Rate

Projects completed on time/on budget Community Services Leadership Team satisfaction with: Strategic advice Reports, plans, briefings Timeliness Overall satisfaction

31

- 32

2008-10 Community Services Business Plan

Community Services 2008 Operating Budget

(

Tax-Supported Operations Net Expenditure Revenue

L—

Tax Levy

FTEs (#)

($1,000)

($1,000)

($1,000)

36,721

28,570

8,151

333.6

130,519

1,442

129,077

1,037.5

Neighbourhood & Community Development

49,722

16,591

33,131

254.1

Recreation Facility Services

58,858

31,865

26,993

553.6

275,820

78,468

197,352

2,178.8

Community Services Emergency Medical Services

L—.

Fire Rescue Services *

Department Total

* Includes $2,628,000 (22.1 FTEs) subject to the Education Tax Room.

L