CM90 ATE B,SI 1-39 LA\ CITY OF EDMONTON 2010
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The City eg Edmon-ton
TABLE OF CONTENTS 4
About the Corporate Business Plan
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Vision, Mission and Values
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Corporate Organization
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Goals and Outcomes
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10 11 12 12 13
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Preserve and Sustain Edmonton's Environment Improve Edmonton's Livability Transform Edmonton's Urban Form Shift Edmonton's Transportation Mode Ensure Edmonton's Financial Sustainability Diversify Edmonton's Economy Conditions of Success (Well-Managed City)
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Corporate Priorities
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Proposed Corporate Performance Measures
19
Budget Summary
City of Edmonton 12010 Corporate Business Plan
ABOUT THE CORPORATE BUSINESS PLAN The 2010 Corporate Business Plan was developed by senior management to support the 30-year vision and 10-year strategic goals outlined by City Council in The Way Ahead: City of Edmonton Strategic Plan, 2009-2018. The business plan is presented relative to the six strategic goals, identifying Council initiatives, corporate outcomes, corporate priorities , and corporate measures that contribute to these goals.
Council Initiatives Council initiatives are specific projects initiated and approved by Council with the goal of improving certain aspects of Edmonton's future. Councillors are sponsors for these initiatives. Council initiatives expire with the council term. New Council initiatives will help set direction for the next three years.
Corporate Outcomes During 2009, corporate outcomes were developed by senior management to help bridge operational activities, programs, and services of the City with the 10-year strategic goals. Corporate outcomes show the results the corporation is striving for and collectively serve as a roadmap demonstrating how the operations of the City align to the City's strategic plan. Corporate outcomes are used by departments to establish a fine of sight between their outcomes, outputs and measures and the strategic goals. The corporate outcomes are under development and will be finalized in 2010.
Corporate Priorities Corporate priorities were developed through a series of workshops with senior managers to address key issues facing the city. For each of the three priorities developed, a series of actions are identified. Corporate priorities will help keep the focus on shorter-term actions that are fundamental to achieving longer-term goals and outcomes.
Corporate Measures Corporate outcomes provide the framework for reporting corporate progress. Performance measures are being developed in two phases. The first phase, set out in this corporate business plan, proposes indicators of how well outcomes are being achieved. Work toward establishing targets for each of the measures will take place in the second phase.
Budget Summary Corporate outcomes also lay the foundation for improved integration between planning and budgeting. In this corporate business plan, budgets are aligned to the 10-year strategic goals. In subsequent years, progress will be made towards aligning budgets with the corporate outcomes.
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CITY OF EDMONTON STRATEGIC ROADMAP 10-Year Goals
Corporate Outcomes
Preserve fa Sustain Edmonton's Environment
The impact of City operations on air, land, and water systems is minimized
Citizens are connected to their communities and have pride in their city
Complete communities that are strong, inclusive and have accessible services
Attractive and compact physical design with diverse neighbourhoods and public open spaces
1=11111, People and goods move efficiently through the city
Transportation system is integrated
ON DITIONSOFS UCCE SSW ELL- MA N AG EDCIT Y '
Partnerships are leveraged to improve Edmonton's environmental health
Transform Edmonton's Urban Form
30-Year
Vision
Shift Edmonton's Transportation Mode
The City has sustainable assets and services, and a resilient financial position
Ensure Edmonton's Financial Sustainability
City services support Edmonton as the city of choice for new and established business
Diversify Edmonton's Economy
The City attracts, retains, and grows a diverse, productive, engaged, and talented workforce
Deliver valued services in an efficient manner
Governance supports collaborative decision-making and public engagement
Complementary policies and planning created through strong regional partnerships
NOTE: The corporate outcomes are under development and will be finalized in 2010. City of Edmonton 2010 Corporate Business Plan
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VISION, MISSION AND VALUES
CITY VISO\ CORPORATE MISSION We focus on: • The delivery of effective, efficient and citizenoriented services, • Sound leadership and teamwork, and • Responsible use of resources: financial, people and assets.
CORPORATE VALUES We value: • Positive, motivated attitude • Open communication • Smart and safe work • Customer service • Integrity and ethics • Teamwork • Equality and diversity
A creative description of Edmonton's future, the vision guides our decisions, helps us set direction and encourages us to align our priorities as we work to make Edmonton the city we want it to become in 2040. Take a river boat from one shore of the world's largest urban park to the other, from the university to the legislature. From the water, look up and consider the skyline, the bustling core and the towers and urban villages to the east and west. The people on the sidewalks and trails, from First Nations to new Canadians, linked by a common purpose — to learn, to prosper, to celebrate. Take the LRT in any direction from here and you'll be in the heart of somewhere special. Welcome to Edmonton, the capital of Alberta, a northern city of art and ideas, research and energy. • Edmonton is an energy city. Energy drawn from the ground and from above; from the sun and wind. But the true power of Edmonton is the democratic spark in its people. • Edmonton is a city of design urban design, architectural design, and environmental design. Walk its safe, leafy neighbourhoods, ride its efficient and accessible transportation system. The city has grown up; now we're building smarter.
• Edmonton links the continent with the north and with Asia. This cooperative regional economy is powerful and diverse, oriented toward the future. Visit the universities and colleges, the humming research parks, the downtown office towers: Edmonton is a destination for advanced technologies, health care, and green energy. • Edmonton is a recreation city, an arts city. It is a city that embraces all seasons. Run, ride or ski on its trails and fields, cheer in its arenas and stadiums. Enjoy the museums, galleries, clubs, and theatres. Read its novels, watch its films. Spend an hour or a week in the glorious North Saskatchewan River Valley, the world's largest preserved park. • Edmonton is a city of many cultures, educational opportunities, and all political and social orientations; yet its citizens are inspired by a shared vision and the certainty that this city on a river is one of the most special places on earth.
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CORPORATE ORGANIZATION Through the following organization structure, we deliver our corporate outcomes and priorities to achieve strategic goals. The corporation represents the City of Edmonton administration and consists of the Office of the City Manager and eight departments. Asset Management Public Works • Corporate Properties Drainage Services • Parks • Waste Management
Office of the City Manager
Capital Construction • Building Design & Construction • LRT Design & Construction • LRT Expansion • Road Design & Construction
Community Services Fire Rescue Services Neighbourhood & Community Development • Community Facility Services • Community Strategies
Deputy City Manager • • • • • •
Communications Emergency Preparedness Intergovernmental Affairs Program Management Strategic Management Transformation Management
Corporate Services • Customer Information Services • Fleet Services • Human Resources • Information Technology • Law • Materials Management • Office of the City Clerk
Finance & Treasury • Client Financial Services • Corporate Accounting & Reporting • Financial Strategy & Budget • Infrastructure & Funding Strategy • Policy, Research & Partner Liaison • Treasury Operations
Planning & Development • Assessment & Taxation • Community Standards • Current Planning • Housing • Planning & Policy
Transportation • Transportation Operations • Transportation Planning • Edmonton Transit
City of Edmonton 2010 Corporate Business Plan
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GOALS AND OUTCOMES To achieve the City of Edmonton 30-year vision and 10-year strategic goals, a number of Council initiatives and corporate outcomes are identified below. For each corporate outcome, an explanation of what the outcome means is included. An overarching condition to attaining the strategic goals is managing the City well. A number of outcomes have been linked to this overarching condition and are included below.
Preserve and Sustain Edmonton's Environment Council Initiatives Supporting This Goal: • Environment Corporate Outcomes Supporting This Goal: Partnerships are leveraged to improve Edmonton's environmental health
What It Means: • The City undertakes joint initiatives with stakeholders to move environmental best practices forward within the broader community. Collaboration is used to influence activities not directly within the City's control.
The impact of City operations on air, land, and water systems is minimized
What It Means: • Leading edge practices are utilized in City operations to minimize pollution of air, land and water, consumption of natural resources, loss of natural habitat, and generation of waste.
NOTE: The corporate outcomes are under development and will be finalized in 2010.
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Improve Edmonton's Livability Council Initiatives Supporting This Goal: • Arts • Aboriginal Initiative • Multiculturalism • Affordable Housing • Avenue Initiative
• • • • •
Jasper Place Revitalization McCauley Revitalization River Valley Safe Edmonton/Drug Strategy Seniors Issues
• The Quarters Downtown • Winter City/Winter Festival • Youth Initiatives
Corporate Outcomes Supporting This Goal: Citizens are connected to their communities and have pride in their city
Citizens are healthy and active with increased capacity
Complete communities that are strong, inclusive and have accessible services
Safe and clean city
What It Means: • Citizens are involved in their community and social organizations by volunteering their time and/or participating in community events/activities. • Citizens are satisfied with their community and would recommend the city to others. • Newcomers to the city feel welcomed by the community and have the support they require. What It Means: • City structures, infrastructure and services support improving personal health and wellness. • Individuals have access to diverse opportunities and services which improve their skills and knowledge. • Community organizations have increased capacity to provide services. What It Means: • The city is made up of complete communities that provide a physical and social environment where residents can live, learn, work and play. These communities are fully developed and meet the needs of the local residents through an entire lifetime. Complete communities provide certainty to residents on the provision of amenities and services and include a range of housing, commerce, recreational, institutional and public spaces. • Communities are sustainable, vibrant and active for businesses and individuals. • City services and programs are affordable and available to meet the needs of diverse individuals and groups. What It Means: • Citizens have available the necessary support required during emergency events and when they require City-provided personal or fire-related services. • City infrastructure is designed and maintained to promote a safe place to live, work and play. • Waste services are provided; litter and graffiti are reduced or minimized. NOTE: The corporate outcomes are under development and will be finalized in 2010. City of Edmonton 12010 Corporate Business Plan
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Transform Edmonton's Urban Form Council Initiatives Supporting This Goal: • Sports and Recreation Corporate Outcomes Supporting This Goal: Attractive and compact physical design with diverse neighbourhoods and public open spaces
Sustainable civic infrastructure
What It Means: Land-use development, transportation, parks/public open spaces and other infrastructure plans promote intensification, design excellence, and meet a range of community needs. What It Means: The design and redesign of infrastructure supports the principles of urban sustainability. Some key dimensions of infrastructure sustainability include: • infrastructure renewal • long-term analysis of infrastructure, e.g. life-cycle analysis, ecological foot-printing • assessment of infrastructure for environmental impacts • protection of existing infrastructure from environmental degradation, e.g. preservation of historical buildings • material selection for sustainability - quality, durability and energy conservation • better use of waste water and materials • remediation of damaged or contaminated soils and waters.
NOTE: The corporate outcomes are under development and will be finalized in 2010.
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Shift Edmonton's Transportation Mode Council Initiatives Supporting This Goal: • Transit • Traffic Safety Corporate Outcomes Supporting This Goal:
Transit and active modes of transportation are preferred
What It Means: Transit and active transportation are preferred by citizens. Citizens choose public transit and transit ridership grows as the city population grows. Transit is accessible and affordable to citizens. Active transportation is used by citizens; citizens walk and bike to work. Commuters use smart transportation programs, such as carpools and bike paths.
People and goods move efficiently through the city
Transportation system is integrated
What It Means: Goods and services vehicles move efficiently throughout city boundaries. Businesses are satisfied with accessibility to major routes and to rail, airports, and highways. Traffic congestion is managed. What It Means: Citizens have many options to choose a variety of transportation modes for a trip on an interconnected transportation system.
NOTE: The corporate outcomes ore under development and will be finalized in 2010. City of Edmonton 2010 Corporate Business Plan
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Ensure Edmonton's Financial Sustainability Corporate Outcomes Supporting This Goal: The City has sustainable assets and services, and a resilient financial position
What It Means: Reliance on property tax is reduced through broadened revenue sources. Rates of return on investment are maintained at, or above, established levels. Sound understanding of the City's obligation to sustain infrastructure and approved programs is demonstrated through establishment of long-range fiscal plans.
Diversify Edmonton's Economy Council Initiatives Supporting This Goal: • Northern Strategy • Biotech Value-Added • Expo 2017 • Port Alberta • Circumpolar Project • Northeast Edmonton Industrial Development Strategy Corporate Outcomes Supporting This Goal: City services support Edmonton as the city of choice for new and established business
What It Means: Edmonton is the home of leading education and research institutions, fostering a young, educated, skilled and available workforce. The city's land enterprise and eco-industrial focus is attractive to established and emerging"green economy" business initiatives. Edmonton and region leverage their position to service Asia and the North.
NOTE: The corporate outcomes are under development and will be finalized in 2010.
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Conditions of Success (Well-Managed City) Supporting Council Initiatives: • Capital Health/Post-secondary Relationships • Government Relationships • Provincial MLA Relationships
• Public Involvement in the Planning and Development Process • Regional Initiatives • Transforming Edmonton
Supporting Corporate Outcomes: The City attracts, retains, and grows a diverse, productive, engaged, and talented workforce
Deliver valued services in an efficient manner
What It Means: Employees are viewed as an investment, fostered in personal development for the future benefit of the City. A supportive and safe working environment which respects the contribution of each member is maintained. Employee engagement programs which give the participant an effective means to positively influence their work environment exist. What It Means: The quality of services and the resulting benefits are always prioritized with cost and operational efficiencies in mind.
Governance supports collaborative decision-making and public engagement
What It Means: The City has a truly collaborative approach, in which public and stakeholder involvement is a continuous process, and genuinely influences decision-making. Capacity exists through processes, programs, personnel and public awareness to achieve the goals of the strategic plan. Long-term priorities are set and implemented.
Complementary policies and planning created through strong regional partnerships
What It Means: Regionalization is a means to an end rather than an end in itself. By working with our neighbours we can more effectively achieve a number of the strategic goals in The Way Ahead including "Transform Edmonton's Urban Form" and "Shift Edmonton's Transportation Mode." Complementary policies on the other side of our boundary support and enhance what we are trying to achieve within our boundaries.
NOTE: The corporate outcomes are under development and will be finalized in 2010.
City of Edmonton 2010 Corporate Business Plan
CORPORATE PRIORITIES Corporate priorities contribute to the achievement of the 10-year strategic goals and corporate outcomes. Through a series of workshops, senior management identified three priorities to help keep the focus on actions that are fundamental to achieving longer-term goals and outcomes. These priorities provide direction to the corporation over the next year. A set of actions describing how the corporation will undertake its priorities is included, along with an identification of linkage to strategic goals.
In identifying corporate priorities, the following key issues were taken into consideration: Economic realities - Economic difficulties are likely to continue for the next several years. The gap between municipal financial resources and expectations continues to grow. Economic recovery in the Edmonton region will be directly linked to the resumption of growth in the world economy. Growth in world economic activity will result in an increase demand for commodities and also cause commodity prices to increase. Eventually, this will lead to higher investment levels, employment and output. Regional governance - Emergence of a regional governance structure has created opportunities for Edmonton and the region to strengthen their abilities to compete globally. Achieve balance and sustainability - Commitments made today need to balance a range of economic, social, and environmental priorities as well as be affordable to future generations. Diversified/sustainable municipal revenue streams - Developing sustainable revenue streams is critical to supporting long-term planning and investments in periods of economic volatility. Redefine provincial relationships - Large urban municipalities face unique issues and challenges. No formalized regular process exists to discuss and address large urban centre issues. Implement mobility and new urban form - Changing Edmonton's urban form is critical to long-term sustainability, but the benefits of this form are not understood and supported by all key stakeholders. Build community capacity and spirit - Supporting communities to work among themselves to build resiliency and respond to community needs is key to developing capable, spirited, engaged communities.
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PRIORITY 1: Implement longer-term financial management ACTIONS:
Continue to work with the Province to obtain the ability/authority to pursue new sources of revenue Implement longer-term financial management, including development of The Way We Finance and the Integrated Infrastructure/Service Management planning, by the end of 2010 Determine long-term funding sources for Light Rail Transit (LRT) development Continue to build understanding and promote the social, environmental, and financial benefits of a transit-oriented, compact urban form to Edmonton
This priority and set of actions links to strategic goals and associated corporate outcomes: Transform Edmonton's Urban Form, Shift Edmonton's Transportation Mode and Ensure Edmonton's Financial Sustainability.
PRIORITY 2: ACTIONS:
Optimize regional opportunities Work to ensure the regional plan is actioned within the provincial government and participating municipalities Utilize agencies, boards and authorities to demonstrate collaboration of services Identify and pursue regional service delivery opportunities Maintain organizational focus on regional work
This priority and set of actions links to strategic goals and associated corporate outcomes: Preserve and Sustain Edmonton's Environment, Ensure Edmonton's Financial Sustainability and Diversify Edmonton's Economy.
PRIORITY 3: Implement the Great Neighbourhoods initiative to foster growth in community capacity and coordination of City services ACTIONS:
Coordinate service delivery to neighbourhoods to optimize efficiency and effectiveness Use a City integrated service approach to citizen engagement as it relates to service delivery Review the City's partnerships with community organizations to build community capacity Clarify City, partner, agencies, and community stakeholder roles, responsibilities and resources in neighbourhoods Engage stakeholders through a process to build understanding and support of the City's Strategic Plan
This priority and set of actions links to strategic goals and associated corporate outcomes: Improve Edmonton's Livability, Preserve and Sustain Edmonton's Environment, and Ensure Edmonton's Financial Sustainability.
City of Edmonton12010 Corporate Business Plan
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PROPOSED CORPORATE PERFORMANCE MEASURES Corporate outcomes provide the framework for reporting corporate progress. Performance measures are being developed in two phases. The first phase, set out in this corporate business plan, proposes indicators of how well outcomes are being achieved. Work toward establishing targets for each of the measures will take place in the second phase. Below is a draft corporate outcomes scorecard. Work is underway to finalize measures and collect data. PRESERVE & SUSTAIN EDMONTON'S ENVIRONMENT Measure 1.0 1.0.0 1.0.1
1.1 1.1.0 1.1.1 1.1.2 1.1.3
Status
Trend
2010
2009
A (to target)
A%
Target
Status
Trend
2010
2009
A (to target)
A%
Target
Partnerships are leveraged to improve Edmonton's environmental health Active participation by all stakeholders - residents, businesses, governmental and non-governmental agencies (in development) (AMPW) Sustainable fleet and purchasing measure (in discovery) (Corporate Services) The impact of City operations on air, land, and water systems is minimized Air Quality Measure(s) (in development) (AMPW) % available acquired land within corporate limits that remains natural River Water Quality Index (in development) (AMPW) Carbon footprint measure (in discovery) (DCMO)
liv.1PROVE EDMONTON'S LIVABILITT Measure 2.0 2.0.0 2.0.1 2.0.2 2.1 2.1.0 2.1.1 2.1.2 2.1.3 2.2 2.2.0 2.2.1
Citizens are connected to their communities and have pride in their city % citizens who volunteer for civic events (in development) (Community Services) % citizen who are members of community leagues, groups or associations (in development) (Community Services) Overall citizen satisfaction Citizens are healthy and active with increased capacity % Community Services department clients/users with improved health & wellness % Community Services department clients/users with improved skills & knowledge Communities and organizations increased capacity to provide services measure (in development) (Community Services) Parks measure (in discovery) (AMPW) Complete communities that are strong, inclusive and have accessible services Program affordability measure (in development) (Community Services) Complete communities measure (in discovery) (Community Services/ /Great Neighbourhoods)
2.3 2.3.0
Safe and clean city % of fire events that meet full first alarm response time target
2.3.1
(14 firefighters in <8 minutes) Graffiti/litter measure (in development) (Planning & Development/
Community Services) 2.3.2 Waste services measure (in discovery) (AMPW)
Status Description
LEGEND
• •
Trend
Measure is meeting or exceeding established target Measure is moderately off of established target Measure is not meeting established target
Description Measure is trending up over last reporting period Measure has not changed over last reporting period Measure is trending down over last reporting period
✓
TRANSFORM EDMONTON'S URBAN FORM Measure 3.0
Attractive and compact physical design with diverse
3.0.0 3.0.1 3.0.2 3.0.3 3.0.4
neighbourhoods and public open spaces Average density of Edmonton's housing stock % growth of affordable housing units within city limits % developed land available that is planned/zoned for public open spaces % new developments meeting city design criteria World class city measure (in discovery) (Planning Development)
3.1 3.1.0 3.1.1 3.1.2 3.1.3 3.1.4
Status
Trend
2010
2009
A (to target)
A%
Target
Status
Trend
2010
2009
A (to target)
A%
Target
Status
Trend
2010
2009
A (to target)
A%
Target
Sustainable civic infrastructure % of total built area infrastructure that is in poor and very poor condition % of new civic buildings that are registered for LEED silver or greater certification %building maintenance budget to total buildingvalue (in development)(AMPW) % city neighbourhoods with infrastructure in good and very good condition Great Neighbourhoods measure (in discovery) (Community Services)
C-.^1
SHIFT EDMONTON'S TRANSPORTATION MODE Measure 4.0 4.0.0 4.0.1 4.1 4.1.0 4.1.1 4.2 4.2.0 4.2.1 4.2.2 4.2.3 4.2.4
Transit and active modes of transportation are preferred Mode split (higher level of overall system use characteristics and covers all modes not just transit) Transit ridership per capita People and goods move efficiently through the city Transportation satisfaction number from business survey Travel times in goods and services corridors Transportation system is integrated Proportion of total planned kilometres of sidewalk constructed in existing residential and commercial areas Proportion of total planned kilometres of shared-use pathways constructed Proportion of total planned kilometres of on-street cycling facilities constructed Vehicle registrations per capita Transportation system integration measure (in development)(Transportation)
ENSURE EDMONTON'S FINANCIAL SUSTAINABILITY .1•=4
Measure 5.0 5.0.0 5.0.1 5.0.2 5.0.3 5.0.4 5.0.5
The City has sustainable assets and services, and a resilient financial position City of Edmonton investment grade credit rating (in discovery) (Finance &Treasury) % City-owned infrastructure renewal programs that have an identified funding source (in discovery) (Finance Ea Treasury) % of rate of return of investment portfolio compared to benchmark (in discovery) (Finance Ea Treasury) City of Edmonton debt per capita (in discovery) (Finance Fa Treasury) City of Edmonton cost recovery ratio (in discovery) (Finance & Treasury) % total revenue from Federal and Provincial grants (in discovery) (Finance Ea Treasury)
City of Edmonton 2010 Corporate Business Plan
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DIVERSIFY EDMONTON'S ECONOMY Measure 6.0 6.0.0
City services support Edmonton as the city of choice for new and established business %growth in non-residential (new properties) tax-assessment revenue
6.0.1
(in discovery) (Finance & Treasury, Planning ga Development) Land enterprise related measure (in discovery) (AMPW)
Status
Trend
2010
2009
A (to target)
A%
Target
Status
Trend
2010
2009
A (to target)
A%
Target
CONDITIONS OF SUCCESS (WELL-MANAGED CITY) Measure 7.0 7.0.0 7.0.1
The City attracts, retains and grows a diverse, productive, engaged and talented workforce % voluntary employee turnover Corporate employee engagement score
7.1 7.1.0 7.1.1
Deliver valued services in an efficient manner TBD TBD
7.2
Governance supports collaborative decision-making and public engagement % increase in awareness and participation in public involvement activities (in development) (DCMO) TBD
7.2.0 7.2.1 7.3 7.3.0 7.3.1
Complementary policies and planning created through strong regional partnerships TBD TB D
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BUDGET SUMMARY The following charts represent a high-level allocation of the 2010 operating and capital budgets to the six 10-year strategic goals. The charts are provided for illustrative purposes only to show the City's operating and capital investments by goal. Higher or lower investment percentages do not mean higher or lower priorities.
% 2010 OPERATING BUDGET EXPENDITURES ALLOCATED BY STRATEGIC GOAL Diversify Edmonton's Economy....3%
Preserve and Sustain Edmonton's Environment....20%
Ensure Edmonton's Financial Sustainability. 15%
Shift Edmonton's Transportation Mode. 20%
Improve Edmonton's Livability....38%
Transform Edmonton's Urban Form....4%
Note: % 2010 Operating Budget Expenditures Allocated By Strategic Goal chart does not include budget allocations to the conditions of success (well-managed city). In addition, the allocation reflects budget for core services as well as initiatives that move the strategic goals forward.
% 2010 CAPITAL BUDGET EXPENDITURES ALLOCATED BY STRATEGIC GOAL Diversify Edmonton's Economy. 5% Ensure Edmonton's Financial Sustainability....3%
Preserve and Sustain Edmonton's Environment....14%
Shift Edmonton's Transportation Mode....20%
Improve Edmonton's Livability....28%
Transform Edmonton's Urban Form....30%
City of Edmonton 2010 Corporate Business Plan
Information on the City of Edmonton is available through the internet www.edmonton.ca Inquiries may also be directed to: The City of Edmonton Deputy City Manager's Office Strategic Management 12th Floor, Tower 1, Scotia Place 10060 Jasper Avenue Edmonton, Alberta T5J 3R8
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