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Urban Planting and Environment Edmonton Sustalnabl
SuVtainable Development
• LIBRARY The City of Edmonton
URBAN PLANNING AND ENVIRONMENT 2013 Business Plan 375.4a .E3 .E37 3 2013
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OVERVIEW
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BRANCH MANAGER'S MESSAGE
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BRANCH ORGANIZATIONAL CHART
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WHO WE ARE E2 WHAT WE DO
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2012 ACCOMPLISHMENTS
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2013 BUDGET HIGHLIGHTS
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LOOKING FORWARD
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IMPLEMENTING THE WAYS
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2013 BRANCH WIDE STRATEGIC INITIATIVES
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UPE STRATEGIC INITIATIVES
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REGIONAL PLANNING
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POLICY
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PLANNING INITIATIVES
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URBAN DESIGN
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PARKS PLANNING
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OFFICE OF BIODIVERSITY
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OFFICE OF ENVIRONMENT
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STRATEGIC PROJECTS
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OFFICE OF BRANCH MANAGER
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OVERVIEW The Urban Planning and Environment (UPE) Business Plan is one of many initiatives the branch is undertaking in 2013 to streamline business planning and operations and further align our branch with the City's vision (The Way Ahead). In the future, our intent is for this plan to be the main source that will guide UPE's yearly goals, strategies and performance measures. CITY OF EDMONTON iliSTAINABLE DEVELOPMENT LIBRARY 5th FLOOR 10250- 101 STREET NW EDMONTON, ALBERTA 15.1',T4
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Flip through the pages to learn about UPE's role in the City, 2012 accomplishments, how UPE supports the Department of Sustainable Development and City's goals, budget highlights, branch initiatives, section priorities and one City approach. 3
BRANCH MANAGER'S MESSAGE
I am pleased to present the 2013 Urban Planning and Environment (UPE) Business Plan. With our employees' expertise, creativity and innovation, we play an important role in creating plans, guidelines, designs, programs and policies that anticipate the City's growth and support the environment vision over the next 30 years . This is an exciting time to be an UPE employee as we anticipate the changing needs of our dynamic city and work on exciting projects such implementing Fresh and developing the infill action plan. The UPE branch adds value to many City projects by putting the basic building blocks in place that guide how the City's form is shaped and provides a framework that guides projects from concept to completion. In 2013 we look forward to a year of progress where we will build upon our strengths, make improvements and continue to advance City goals. In order to refine UPE's business practices and further align with department and City goals, two of our main priorities will be implementing the branch business plan and new strategic framework. To enhance employee culture, employee feedback has been identified as one of five internal initiatives that we will work on together to improve throughout the year. I invite you to read this document to learn more about these initiatives and how they will be incorporated into our business practices.
OUR EMPLOYEES' CONTRIBUTIONS MAKE UPE STEWARDS IN URBAN PLANNING, DESIGN AND ENVIRONMENTAL SUSTAINABILITY NOT ONLY AMONG CANADIAN CITIES, BUT GLOBALLY. Our employees' contributions make UPE stewards in urban planning, design and environmental sustainability not only among Canadian cities, but globally. The UPE branch should be proud of its many achievements in 2012 that were recognized through national and international awards. As well, our branch advanced The Way We Green and The Way We Grow implementation plans that will create the basis of the City's future strategic initiatives. I thank each employee for their hard work and commitment to supporting the City's vision. Your dedication and daily contributions is what makes Edmonton's great places of today and tomorrow. I look forward to working together to achieve many more successes in 2013.
Peter Ohm 4
BRANCH ORGANIZATIONAL CHART
URBAN PLANNING AND ENVIRONMENT OFFICE OF BRANCH MANAGER
"Make no little plans. They have no magic to stir the blood ... Make big plans; aim high in hope and work ..."
POLICY
URBAN DESIGN
PLANNING INITIATIVES
OFFICE OF BIODIVERSITY
STRATEGIC PROJECTS
OFFICE OF ENVIRONMENT
PARKS PLANNING
REGIONAL PLANNING
Daniel Burnham
WHO WE ARE WHAT WE DO The Urban Planning and Environment Branch has eight sections and over 100 employees whose daily contributions shape the appearance and function of our city through land use and environmental planning and urban design. Our branch aims to provide a work environment where employees are valued and develop an understanding of how their work contributes to shaping the future of our city's urban form and achieving the City's vision.
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000 We Listen
We Plan and Design
We Are Stewards
We Serve:
UPE employees engage with City and Regional leaders and residents to understand needs and develop innovative plans, designs, guidelines, programs and policies that anticipate our city's future land use and environmental requirements. Receiving feedback through public consultation and council meetings is key to our branch developing informed plans that translate into creating vibrant places where we live, work and play.
UPE employees play an important role in shaping the city and the region by translating Council's vision into reality. The UPE branch is responsible for developing plans and policies that enhance mature and suburban areas located in residential, commercial and industrial areas, preserve natural areas and heritage, create areas for parks and green spaces, integrate transitoriented developments, and implement strategies to protect our environment. The UPE branch is dedicated to creating a more livable, sustainable and greener Edmonton.
Through our one City approach, the UPE branch supports the City's strategic plan (The Way Ahead), but plays a leadership role in directing: The Way We Grow and The Way We Green. UPE plays an important role as an area that envisions how each project will shape the City's urban fabric, enhance communities and support the City's vision. The UPE branch anticipates the city's growth, changes and needs in the short and long term and promotes best practices in land use, environmental planning and urban design to provide solutions.
• Corporate Planning, Land Use Planning and Regional Planning • Urban Design Principles, Guidelines and Policies • Trend Analysis of Existing Neighbourhoods, Environmental Scans and Future-Focused Forecasts • Natural Areas Protection, Management and Restoration • Environmental Preservation and Sustainability through Partnerships, Plans and Policies • Strategic Projects Formulation and Coordination
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2012 ACCOMPLISHMENTS
PRESERVE & SUSTAIN EDMONTON'S ENVIRONMENT
THE WAY WE GREEN PRESERVE AND SUSTAIN EDMONTON'S ENVIRONMENT AWARDS AND RECOGNITION: • Emerald Award for a Decade of Leadership to Pioneer New Approaches to Conserve Urban Biodiversity • 2012 Minister's Award for Municipal Excellence in the Outstanding Achievement category for The Way We Green environmental strategy • 2012 Canadian Association of Municipal Administrators Environment Award for The Way We Green environmental strategy
APPROVAL OF: • The Green Building Policy • The City Operations Greenhouse Gas Management Plan • Approval of City purchase of green power
COMPLETION OF: • The Way We Green Implementation Plan • The Green Building Plan • The Renewable Energy Task Force Report • The Revised Brownfield Grant Program • Green Conversations-The Way We Green High School Teacher's Guide • Gener8, a two-day high school symposium on energy and climate change • Expression of Interest submission to Climate Change and Emissions Management Corporation for Renewable Energy • Insulation Rebate Incentive Program (April 1,2011 to September 30, 2012) • Master Naturalist Program - 2012 cohort (as of 2012 there are 115 graduates) • Edmonton Urban BioKit: Interactive Nature Guide • Wetland Strategy • Rural Southeast: Wetland Assessment and Crown Waterbody Determination • Natural Areas Indicators Geospatial Analysis User Manual • Goose Management Plan • Zero Discharge Strategy
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TRANSFORM EDMONTON'S URBAN FORM
THE WAY WE GROW TRANSFORM EDMONTON'S URBAN FORM
APPROVAL OF: • Fresh: City-wide Food and Agriculture Strategy • Growth Coordination Strategy • Transit Oriented Development Policy C565 and Guidelines • Strathcona Junction DC1 Rezoning • Designing New Neighbourhoods
COMPLETION OF: • The Way We Grow Implementation Plan • Building Permit Coordination Project • Annual growth monitoring reports published: Residential Servicing Forecasts, Status of Residential Land, Mature Neighbourhood Reinvestment, Developing and Planned Neighbourhoods • The Industrial Land Demand Assessment and Edmonton's Industrial Land Strategy Vacant Industrial Land Supply reports
• Planning Academy course sessions (ten sessions conducted in 2012) • Presentation to Canadian Institute of Planners 2012 Conference. Topics included: Transit Oriented Development Projects, Food Supply and Urban Agriculture, The Value of Investing in Canadian Downtowns, Embracing Edmonton's Heritage Resources, Tools for Engaging Citizens in Local Biodiversity Stewardship, District Based Revitalization and Cost of Growth: Fiscal Impact Analysis
IMPROVE EDMONTON'S LIVABILITY
APPROVAL OF: • 572.0 million in funding for the River Valley Alliance connective infrastructure project from the Federal Government, Provincial Government, City of Edmonton and the River Valley Alliance
COMPLETION OF: • The detailed design for: - Jasper Avenue between 100 Street and 102 Street, construction is underway for completion on 2013 - Stony Plain Road streetscape project, construction to begin in 2013 - Alberta Avenue from 103 Street to 106 Street, construction started in 2012 and will be completed in 2013 - Outdoor Neon Sign Museum, currently being tendered, completion date scheduled for June 2013
- Several 'Percent for Art' projects • Designation of two historic sites and ongoing negotiations for seven additional designations including the Kelly Ramsay Block, Molson's Brewery and the Edmonton Brewery in Rossdale • The heritage inventories for Westmount, Inglewood and Strathcona Phase 3 • Engineering evaluation reports related to the acquisition of the EPCOR Generating Station including structural and building integrity
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2013 BUDGET HIGHLIGHTS UPE's operating budget for 2013 is estimated to be $17.1 million based on the expected expenses and revenues. During the 2011 to 2012 fiscal year, there was a 10.4 % increase in the branch's operating budget; while from 2012 to 2013 the budget decreased by 11.10 %. The biggest changes for the branch, between 2012 and 2013, are due to changes in the Transfer from Reserves, Personnel and Grants, Utilities and other Expenses. The bar graph below shows a comparison of yearly revenue, expenses and the estimated or actual operating budget for 2011, 2012 and 2013. CHANGE IN UPE NET OPERATING BUDGET (5000) 520 $18,015
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$16,598 $15,596
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$16,521
$15,024
$14,754
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12 10 8 6 4 2
$1,767
$1,417
$572
0 2011
2012
2013
II Revenue • Expense • Net (Revenue-Expense)
These charts show a breakdown of the 2013 revenue and expenses: 2013 EXPECTED REVENUE ( 000)
2013 EXPECTED EXPENSES ($000) $1,000
$8
$255 $14
• User Fees, Fines, Permits, etc.
• Personnel
• Grants
• Materials, Goods Supplies
• Transfer from Reserves
• External Services Fleet Services • Intra-Municipal Services • Grants, Utilities Other Charges • Transfer to Reserves
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LOOKING FORWARD NEW BRANCH INITIATIVES FOR 2013-2014 In order to continue advancing the City's strategic plan (The Way Ahead) and aligning branch priorities with City and department goals, UPE will focus on three main initiaves: • Implementing the UPE business plan • Implementing the new strategic framework • Improving the employee work environment UPE BUSINESS PLAN An annual branch business plan will provide UPE with a standardized way of measuring our objectives and aligning branch priorities with department and City goals. The UPE business plan will combine section initiatives in a single document that will tie into the department plan and can be used as a resource throughout the year to review our branch's direction.
EMPLOYEE FEEDBACK AND WORK ENVIRONMENT IMPROVEMENTS UPE values employee feedback and in 2012, employees participated in employee engagement exercises at the City and branch level to identify areas that require improvement. Feedback was gathered through a city-wide Engagement and Diversity Survey and at employee branch retreats. Based on UPE employee feedback, five areas were identified for improvement as shown in the chart below. Our branch and sections will focus on these areas throughout the year and employees are encouraged to work with leadership to improve our employee work environment and continue providing feedback.
INNOVATION • Launch section-wide innovative pilot projects • Introduce a SharePoint innovation portal
KNOWLEDGE TRANSFER • Create a branch-wide Information sharing system • Introduce a branch-wide knowledge transfer process • Introduce a formal communications standard
SUCCESSION PLANNING • Introduce a formal branch succession planning process • UPE mentor-mentee program
WORKPLACE DIVERSITY • Introduce annual Diversity and Inclusion staff training • Start semi-annual reminders on Workplace Harassment and Discrimination
COLLABORATION • Introduce branch-wide social networking initiatives • Encourage cross-section, branch, and department collaboration
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IMPLEMENTING THE WAYS THE WAY AHEAD
CITY VISION
THE WAY AHEAD
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, ideas, research and energy.
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Transform Edmonton's Urban Form (The Way We Grow)
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Shift Edmonton's Transportation Mode (The Way We Move)
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Improve Edmonton's Livability (The Way We Live)
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Preserve Sustain Edmonton's Environment (The Way We Green)
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Ensure Edmonton's Financial Sustainability (The Way We Finance)
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Diversify Edmonton's Economy (The Way We Prosper)
ALIGNING OUR BUSINESS APPROACH WITH "THE WAYS"- NEW STRATEGIC FRAMEWORK At the beginning of 2013, the Sustainable Development Department introduced a strategic framework to provide further leadership in implementing The Way We Green, The Way We Grow and The Way We Prosper. This new framework creates a standardized way of setting measures, targets and initiatives at the branch level to align with the City's mandate and strategic plans. The new framework will be applied through a Balance Scorecard approach that prioritizes work plans, measures success and initiates continuous process improvements. This initiative will add value and create efficiencies in how we work and support City goals as well as improve measurement.
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DEPARTMENT BUSINESS PLAN
THE WAY WE GROW Edmonton has increased its density and optimized existing infrastructure while maintaining and revitalizing strong, vibrant neighbourhoods; ensuring high standards of urban design; adopting best land use practices and preserving natural areas and public spaces.
THE WAY WE GREEN In partnership with its citizens, businesses and institutions, Edmonton is the nation's leader in setting and achieving the highest standards of environmental preservation and sustainability both in its own practices, and by encouraging and enabling the practices of its partners.
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ANCH BUSINESS PLANS
PERSONAL CONTRIBUTION PLANS
OUR PURPOSE
OUR PRIORITY
We are leaders in place making across the city and region by translating community vision into reality. We create great places by influencing and inspiring long term improvements in livability, quality of life, and urban form. We are future focused, innovative, creative, and citizen-focused as we perform our key functions:
Create great places• Livable • Green • Well designed
• Urban Design and Land Use Planning • Parks and Biodiversity Planning • Environmental Policy and Management
CITY VISION
IMPLEMENTING THE WAYS: THE BALANCE SCORECARD
THE WAY AHEAD 10 YEAR GOALS
STRATEGIC PLANS
TRANSFORM EDMONTON'S URBAN FORM
THE WAY WE GROW
SHIFT EDMONTON'S TRANSPORTATION MODE
IMPROVE EDMONTON'S LIVABILITY
THE WAY WE MOVE
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PRESERVE AND SUSTAIN EDMONTON'S ENVIRONMENT
ENSURE EDMONTON'S FINANCIALSUSTAINABILITY
THE WAY WE FINANCE
DIVERSIFY EDMONTON'S ECONOMY
THE WAY WE PROSPER
The next section highlights UPE's new strategic framework and how it will be applied to our daily business practice through a Balance Scorecard approach. It is based on the Sustainable Development Department framework. The Balance Scorecard can either be read top-down or bottom-up. When reading the chart top-down, one needs to ask the question "How?" at every step. Example 1: How does UPE create great places? By 'Optimizing Capital Infrastructure Investment'. Example 2: How does UPE optimize its capital infrastructure investment? By 'Improving Integrated Decision Making'. A similar exercise can be carried out when reading the chart from bottom-up, but in this direction you need to ask the question "Why?". On the other side of the scorecard the objectives ,description and intended result for each area is explained.
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Implementing the Our Purpose TRANSFORMING EDMONTON BRINGING OUR CITY VISION TO LIFE
We are leaders in place making across the c encing and inspiring long term improvement citizen-focused as we perform our key functi • Urban Design and Land Use Planning
Our Values
Attitude
Positive and motivated contributions
Open Communication
Sharing information and actively listening to others
Safe Work
Working smart and responsibly
Customer Service
Delivering prompt and professional service
Integrity and Ethics
In all of your actions
Teamwork
Developing collaborative working relationships
Diversity
Working with people who have different values and background
Interna l Processes
Optimize Capital Infrastru •
Improve Integrated Decision Making
Improve Image and Co
Leadership Principles We are One City We are proud to serve the public As stewards we lead We do as we say I make a difference every day
elitionton 12
Improve Analyti
Ways: Urban Planning and Environment y and region by translating community vision into reality. We create great places by influin livablility, quality of life, and urban form. We are future focused, innovative, creative, and ns: • Environmental Policy and Management • Parks and Biodiversity Planning Enough for everyone, forever....
Create Great Places •Green •Well-Designed •Livable
AMIPM4X Increase Diversification of Non-Residential Land Use
ure Investment
Strengthen Creative Planning and Design IIII
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Improve Environmental Management and Integration
Improve External Pa rtnership Effectiven e ss
munication
Increase Culture of Learning and Innovation
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Customers an Objective Create Great Places (livable, Green, Well Designed)
Description We create great places to attract people and investment through planning and design. We plan for a diverse range of land uses and private places to build a healthy, sustainable and resilient community. We engage the Corporation and communities to create understanding and awareness of methods to limit their environmental fr Great places are vibrant, active, safe, sustainable, provide diverse experiences, are human scale and multi-modal, pedestrian-or provide cultural and recreational opportunities.
Financial Objective Increase Diversification of Land Use Optimize Capit and Operating Effectivene
Description Through enabling plans, policies and guidelines, provide creative, attractive public spaces to support new and existing areas. Create attractive and efficient land use options for a diversity of employment with focus on commercial and industrial uses.
Increase density in urban areas, maximize use of infrastructure in existing or planned location and ensure strategic investment infrastructure for attracting investment. Integrated land use planning and decision, as well as, comprehensive cost-benefit analysis is used in planning and approvals. II operating effectiveness by exploring funding models which create partnerships and reduce operating costs.
Internal Objective Improve Image and Communications
Description Internal and external communications are focused on providing clarity around our purpose and work program while sharing our We are proactive and effective in our messaging to our employees and stakeholders by using the most appropriate communicati mediums to maximize message uptake. We are seen as credible and as having integrity by our Council, citizens, stakeholders, partners, and colleagues. Our judgment? and we are seen as leaders in urban and regional planning, design, and environmental stewardship.
Improve Inte Decision Making Improve External Partnership & Collaboration Effectiveness
UPE collaborates internally to ensure decisions are made with the best information available to support corporate priorities. Th is effective, matching the magnitude of the decision, ensures economic, social and environmental priorities are met, and under parties involved. Cross departmental coordination with internal customers brings the right people to the table to make timely and effective decq focus on corporate priorities. Collaboration and partnerships (formal and informal) will improve a shared sense of purpose and ownership in driving change , programs and practices. Strategically foster external relationships to leverage capacity and resources.
Strengthen Creative Planning and Desig
Create great places with high quality design that meet the needs of the present and future community, achieve social, economi environmental sustainability and provide for a variety of land uses and a range of transportation options.
Improv Environmenta Management and Integration
Ensure the environment is considered in all that we do. Integrate green practices through planning, policy, design and program Enhance management of our ecological assets.
Organizatio Objective Improve Analytic Capacity
Description The Branch increases the ability to obtain and transform data - with a range of tools, processes, models, and methods - into m information to facilitate decision making. Staff has the capacity to make decisions on complex problems creating solutions that withstand scrutiny and create better acc Attract and retain a diverse (education, experience, skills, and age) and resilient workforce that is motivated and highly adaptal enhance our core strengths and fill key gaps.
Increase Workforce Resiliency
Increase Culture of Learning & Innovation
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Build the next generation of leadership through skill and knowledge development. Assist staff in understanding our internal and external customer (those we provide services to) and stakeholders (those with an UPE) needs.
Create a culture of embracing innovation, integration, alignment, and education. Encourage and support learning, innovation, creativity and risk taking. Build a culture of sustainability in everything we do. Employees see the connection between their work and the City's vision.
Stakeholders Intended Result and public i mtprint. riented, and
-• UPE is recognized for progressive urban planning, design and environmental stewardship • Citizens enjoy a safe,walkable and healthy lifestyle in more compact and socially engaged communities • UPE contributes to Edmonton's environmental sustainability
ewardship Intended Result • Create and influence attractive land use options for diverse needs
In crease
• Urban development is coordinated • Timely urban park and open space development • Better utilization of existing infrastructure resources
rocesses Intended Result successes. ton
• UPE is recognized for progressive urban planning, design and environmental stewardship • Stakeholders understand the value and need for change and its impacts on them • Our target audience receives consistent information about our work that is meaningful, timely and accurate
is trusted process • Improve integrated decision making process i . tood by all • Decisions/recommendations reflect the City's goals Social, environmental and economic impacts are clearly communicated ions with a
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• External partnerships and collaborations are well aligned and effective in achieving the intended results • Collaborations and Partnerships expand our ability to reach and impact audiences to facilitate plan and program development, delivery and implementation • Improved regional decisions to support infrastructure needs in Edmonton
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• Plans and designs are viewed positively by communities and stakeholders • Community planning design reflects environmental principles
delivery.
• Plans, policies and programs contribute to environmental sustainability • Corporate awareness of environmental impacts
Capacity Intended Result eaningful eptance. )Ie to
interest in
r • Data analytics and modelling are developed in house and shared broadly • Increased access to data within and external to the corporation • Staff have access to tools that provide them the capacity to efficiently solve complex problems • • • • • •
Increased cross-functional and cross-sectional knowledge and skills Knowledge and experience from consultants is gained and shared Our staff understand who are our customers and stakeholders and how we need to be regarded to have effective relationships There are a diverse range of leaders across the Branch Quality employees are retained within the City External consultants are used to build knowledge and capacity to support the Branch
• Increased understanding of corporate priorities and strategies • Staff are empowered to create innovative solutions • Prioritize meaningful training and development of staff
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THE WAYS
TRANSFORM EDMONTON'S URBAN FORM
IMPROVE EDMONTON'S LIVABILITY
PERSPECTIVES
Customers & Stakeholders
STRATEGIC OBJECTIVES
• TOO Implementation Strategy • Sustainable Neighbourhood Framework • Infill Action Plan • The Way We Green Implementation • City-wide Natural Area Plan • Streetscape/public realm planning and design
Increase Diversification of Land Use
• Leduc Annexation • Food & Agriculture Strategy Implementation • Industrial Land Strategy
Optimize Capital and Operating Effectiveness
• Standardized process for reporting and collecting infrastructure information (cost of growth reported in plans) • New park capital development • TOD Implementation Strategy • Sustainable Neighbourhood Framework • Infill Action Plan • 2013 Branch Strategic Plan Implementation
Improve Image and Communications
• Branch Communications Plan • Award submissions • Conduct annual survey with City Council on our work • Develop UPE public event tracking protocol • Develop UPE presentation event tracking protocol
Improve Integrated Decision Making
• Develop a sustainability lens • Develop an integrated decision making process • Develop a UPE project management toolkit • Sustainable Neighbourhoods Framework • Growth Coordination Strategy Implementation
Improve External Partnership g2 Collaboration Effectiveness
• Identify key partners • Conduct internal partnership satisfaction survey • Building Edmonton Together Symposium (partnership between UDI and CoE) • Regional planning & CRB relations
Strengthen Creative Planning and Design
• Kick start section-wide innovative pilot projects • Sustainable Neighbourhood Framework • Infill Action Plan • New Neighbourhood Design Guidelines • Deliver urban design & review
Improve Environmental Management and Integration
• Energy Transition Plan • Sustainability Lens • Implement ISO 14001 in UPE • The Way We Green Implementation plan
Improve Analytic Capacity
• Gap analysis for information, needs and tools • Develop employees use of tools (skills) • UPE IT Strategy
Increase Workforce Resiliency
• Create succession plans • Introduce annual 'Diversity and Inclusion' staff training • Start semi-annual reminders on workplace harassment and discrimination
Increase Culture of Learning & Innovation
• Add innovation component to Personal Contribution Plans and performance reviews • Develop a career training plan • Introduce branch wide social networking initiatives • Introduce a SharePoint Innovation Portal
Financial Stewardship
SHIFT EDMONTON'S TRANSPORTATION MODE
41,
DIVERSITY EDMONTON'S ECONOMY
Internal Processes
°IP PRESERVE &SUSTAIN EDMONTON'S ENVIRONMENT
ENSURE EDMONTON'S FINANCIAL SUSTA INABILITY
Organizational Capacity TRANSFORMING EDMONTON THROUGH ORGANIZATIONAL EXCELLENCE
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STRATEGIC INITIATIVES
Create Great Places (livable, Green, Well Designed)
PROGRESS
TARGET
PERFORMANCE MEASURERS • Cumulative percent of TWWGrow and TWWGreen implementations
TBD
TBD
• Ratio of land use mix
TBD
TBD
• % of mature neighbourhoods growth • Count of dwelling units within 400 metres of existing LRT Stations and Transit Centres • Commercial and institutional floor area within 400 metres of existing LRT stations and transit centres • Density (dwellings/ha) change • Gap in time between new neighbourhoods built and new park constructed • Ratio of external investment in partnership projects: infrastructure, land, parks
TBD
TBD
• # of awards received • Participation in public events/conferences (including invited guest speaker) • Citizen Satisfaction Survey on Plans/public involvement process
TBD
TBD
• of Council Reports requiring"Others Reviewing" •# of Branches involved in Projects
TBD
TBD
• Partnership/City mandate matrix • Internal partnership satisfaction survey •% satisfaction - Partnership index score
TBD
TBD
• % of citizens who agree Edmonton is a well designed, attractive city based on an annual survey of citizens perceptions.
TBD
TBD
TBD
TBD
TBD
• Engagement Survey - Do you have the tools to do your job •4 of staff trained on using new and existing tools
TBD
TBD
• Employee skills matrix
TBD
TBD
TBD
TBD
TBD
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UPE SECTION INITIATIVES The following is an overview of the 2013 UPE Section priorities that are based on three metrics involving the department's success, the branch's future success and/or a mandate/legislation of City Council.
REGIONAL PLANNING
Gord Jackson is the director of the Regional Planning Section that is responsible for representing the City of Edmonton at the Capital Region Board on land use and infrastructure planning. Regional Planning works closely with neighbouring municipalities to undertake coordinated and integrated planning and conflict resolution. The exponential growth of the city and its role within the capital region has made municipal boundary adjustment (annexation) a priority. Regional Planning also provides advice and support for the implementation of policies, provincial regulations and industry best practices for oil and gas facilities, pipelines and abandoned wells within Edmonton.
REGIONAL PLANNING ORGANIZATIONAL CHART
REGIONAL PLANNING
INTERMUNICIPAL PLANNING
ANNEXATION
REGIONAL PLANNING 2013 TOP STRATEGIC INITIATIVES
REGIONAL PLANNING
INTER-MUNICIPAL PLANNING
• Review Regional Evaluation Framework Plan in accordance with the Capital Region Growth Plan
• Review planning and development applications identified in Municipal Development Plan
• Assist City Council on the Capital Region Board and Land Use Committee • Support Capital Region Board in regional plan administration, review and update of Capital Region Growth Plan • Represent Edmonton on the Edmonton International Airport Noise Committee and the City-Region Studies Centre speaker series 18
• Coordinate and plan integrated high impact development and major entryway designs with neighbouring municipalities • Engage neigbouring municipalities in intermunicipal dispute resolution processes
ANNEXATION
OIL AND GAS LIAISON
• Forecast future land requirement
• Administer and Review Edmonton's Oil and Gas Facilities Policy (C515)
• Develop concept plans • Conduct public engagement • Prepare documents for Municipal Government Board hearing • Provide support to negotiate annexation agreements
• Advise and support implementation of policy, provincial regulation and industry best practices for oil and gas facilities • Make recommendations to Alberta Utility Commission, Energy Resource Conservation Board (ERCB) and National Energy Board (NEB)
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POLICY
Kalen Anderson is the acting director of the Policy Section that is responsible for developing and coordinating the City's Municipal Development Plan. The Policy section analyzes land development trends in established and developed neighbourhoods and maintains and implements the industrial land planning program. This section coordinates environmental assessments (site, impact, and natural area) for subdivisions and development approvals. The Policy Section also develops civic policies, statutory and nonstatutory plans related to land use, land development and redevelopment and also contributes to Edmonton's socio-economic and population forecasting.
EN ANDERSON
POLICY ORGANIZATIONAL CHART
POLICY
GROWTH ANALYSIS
INDUSTRIAL AREA AND ENVIRONMENTAL PLANNING
STRATEGIC PLANNING
POLICY 2013 TOP STRATEGIC INITIATIVES
GROWTH
INDUSTRY ANALYSIS
• Growth monitoring
• Building City Together Symposium
• Land Development Application Review • Performance measures • Growth Coordination Committee • Open Data Project • 2011 Federal Census Analysis • 2012 Civic Census Analysis by neighbourhood • Develop monitoring to address emerging initiatives • Support for branch initiatives (Jasper Place District, Jasper Place Area Redevelopment Plan, Sustainable Neighbourhood, and Regional Neighbourhood) 20
CORPORATE INFORMATION • Great Neighbourhood Corporate Projects
CORPORATE DATA INTEGRATION • Corporate Forecast Ez Data Management SLIM SVG Federal Census Consultation
SUPPORT ANALYSIS • Integrated Infrastructure Management Plan Drainage Plan
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INDUSTRIAL LAND STRATEGY
RIVER VALLEY
• Update Industrial Land Strategy
• Amendment to River Valley Bylaw
• Medium industrial overlay for Maple Ridge 6 Winterburn Area Structure Plan
• Review of River Valley Projects
• Monitor Vacant Industrial Lands, Supply and Absorption • Develop Eco-Industrial Approach • Wagner LRT Area Planning Framework • Industrial Plans Neighbourhood Levels • Priorities for Industrial Area Redevelopment Plan
ENVIRONMENTAL REVIEW • Review of Environmental Site Assessments for contaminated sites • Participation in contaminated gas station task force
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PLANNING INITIATIVES Mary Ann McConnell-Boehm is the director of the Planning Initiatives Section that is responsible for preparing and implementing area redevelopment and station area plans to facilitate development and re-development that creates livable and complete communities throughout Edmonton. Planning Initiatives conducts land use studies and develops land use policies and guidelines to achieve Edmonton's goal of increasing housing unit growth downtown, in mature neighbourhoods and areas surrounding LRT stations. This section facilitates and supports city-led initiatives that contributes to the City's vision of a more compact and sustainable Edmonton. This section also provides a series of courses through the Planning Academy to educate residents about the planning and development process in Edmonton.
ANN MCCONNELL-BOEHM
PLANNING INITIATIVES ORGANIZATIONAL CHART
PLANNING INITIATIVES
NEIGHBOURHOOD PLANNING
TRANSIT ORIENTED DEVELOPMENT PLANNING
COMMUNITY PLANNING STRATEGIES
PLANNING INITIATIVES 2013 TOP STRATEGIC INITIATIVES I
STATION AREA PLANNING • Mill Woods Station Area Plan • McKernan/Belgravia Station Area Plan • Bonnie Doon Station Area Plan • Wagner Station Area Plan
COMMUNICATION PROMOTION EDUCATION
AREA REDEVELOPMENT PLANNING
• Station Area Plan Implementation
• Planning Academy
• 109 Street Area Redevelopment Plan
• LRT Engineering Liaison • Transit Oriented Development Implementation Strategy • Transit Oriented Development Zoning Changes • Blatchford/South Campus, others
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TRANSIT ORIENTED DEVELOPMENT (TOD) IMPLEMENTATION
• Building Edmonton Together Symposium • Rollout New Neighbourhood Design Guidelines • Communicating about infill • Award Submissions/ Teaching
• Jasper Place Area Redevelopment Plan •
Learning Scenarios
• McCauley Urban Design Connection • Church Street/96th Street Support • Area Redevelopment Plan Program Outline
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SUSTAINABLE NEIGHBOURHOOD FRAMEWORK
INFILL ACTION PLAN
• Indicator Sets
• Infill Guideline Stewardship
• Knowledge Collection
• Regulatory Change
• Collaboration
• Marketing
• Pilot Proposal/ Recommendation
• Reporting
STRATEGIC IMPLEMENTATION PROJECTS
GREAT NEIGHBOURHOOD SUPPORT
• New Neighbourhood Design Guidelines
• Co-chair • Co-teams
• Commercial Strategy Motion
• Walkability Strategy Support • Co-projects • Elevate Assignments
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URBAN DESIGN
Ossama Elgalali is the director of the Urban Design Section that is responsible for preparing urban design guidelines and studies in specific areas. Urban Design develops and implements city-wide and neighbourhood-level urban design projects. It also implements the Heritage Resources Management Plan and Heritage Program that preserves historic buildings and structures. In addition to heritage preservation and urban design, the section is also responsible for coordinating and supporting the branch and department geographic information system and providing cartographic services.
URBAN DESIGN ORGANIZATIONAL CHART
URBAN DESIGN
HERITAGE CONSERVATION
GIS AND CARTOGRAPHY
URBAN DESIGN
URBAN DESIGN 2013 TOP STRATEGIC INITIATIVES
URBAN DESIGN
G.I.S. 8 CARTOGRAPHY
HERITAGE CONSERVATION
• Cartography Geospatial Analysis services
• Implementation of the Historical Resources Management Plan
• Training/Mentoring in Corporate Geographic Information Systems
• Designate and Mantain Municipal Historic Resouces
• Urban Design Plan • Public Realm Improvement Design • Urban Design Principles, Guidelines and Policies • Urban Design Review • 'The Percent'for Art Policies/ Art Ea Design in Public Places • Urban design consulting • Graphic design • Urban design promotion (c./ education • Urban design awards program • Business Revitalization Zone Maintenance 24
• Identify and enhance heritage character areas
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PARKS PLANNING
Bob Priebe is the director of the Parks Planning Section that is responsible for planning the future of parks in Edmonton. Parks Planning reviews land development applications and advises on municipal parkland requirements during the zoning and subdivision process. This section also directs the budget for acquisition and development of new parkland and provides parkland property services. Parks Planning coordinates the review and approval of agreements and developer landscape drawings for open space development and inspects and approves landscape construction on City land. This section also ensures landscape assets are sustainable at the time of handover to the City's Community Services department that maintains these sites after they are constructed.
PARKS PLANNING ORGANIZATIONAL CHART
PARKS PLANNING
LAND PLANNING
DEVELOPMENT SERVICES
PARKS PLANNING 2013 TOP STRATEGIC INITIATIVES
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TRANSFORMATIONAL PROJECTS
GUIDELINES AND STANDARDS
(Arena, LRT, Rossdale, City Centre Airport, NE Energy Park, The Quarters/Boyle Renaissance
• Design and Construction Standards Review
• Circulate responses that add value to information within required timelines
• Standards and Guidelines Development (limited policy development)
REVIEW OF LAND DEVELOPMENT APPLICATIONS • Identification of a functional and sustainable open space system network • Core Business Joint Use Partner Support and Relationship Building and Maintenance
LAND ASSEMBLY • Table Land school, park and natural area acquisitions • Environmental stewardship and acquisition (primarily in the river valley)
NEW PARK DEVELOPMENT
INVENTORY ASSET MANAGEMENT
• Parks Urban Design Institute Development Partnership Program
• Core Business from Community Services
• New Park Capital Program Management • Inspection of developer contributed assets • Inspection of green landscaping on roadway boulevards, public utility lots, greenways
• Other corporate business review and contribution • Participation on other corporate initiatives (Area Redevelopment Plan, McCauley Urban Design, land management policy reviews and other policy reviews, etc.) • Core business Joint Use Partner Support 27
OFFICE OF BIODIVERSITY
Grant Pearsell is the director of the Office of Biodiversity that is responsible for Long range planning of the City's park system and coordinating biodiversity protection for the City. This office works with other departments, partners, and members of the community to define our future park system so that it meets the needs of our growing community. The Office is also responsible to protect, restore and manage a functioning ecological network of natural area, and that opportunities exist for community members to be engaged in the stewardship of natural areas.
OFFICE OF BIODIVERSITY ORGANIZATIONAL CHART
OFFICE OF BIODIVERSITY
URBAN ECOLOGY
PARKLAND POLICY
OFFICE OF BIODIVERSITY 2013 TOP STRATEGIC INITIATIVES I
URBAN ECOLOGY • Ecological Mapping Project • Wetland Strategy • City Wide Natural Area Management • Ecological Information System • Ecological Monitoring Program
COMMUNITY ENGAGEMENT
STRATEGIC PLANNING
UPMP IMPLEMENTATION
• Biodiversity Plan
• Downtown Parks and Public Spaces Master Plan
• Greenways Review
• Biodiversity Communication, Education, Public Awareness Plan • Master Naturalist Program
RIVER VALLEY STRATEGIC PLANNING • Policy preparation plans review
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OFFICE OF ENVIRONMENT
Mark Brostrom is the director of the Office of Environment that is responsible for managing The Way We Green Policy. This section coordinates and facilitates environmental activities that are interdepartmental or interagency in order to collaborate and find efficiencies to improve the City's environmental footprint. The Office of Environment supports and facilitates the operation of the Environmental Policy Leadership Committee and the Environmental Advisory Committee.
OFFICE OF ENVIRONMENT ORGANIZATIONAL CHART
OFFICE OF ENVIRONMENT
COMMUNITY AND EMPLOYEE ENGAGEMENT
CORPORATE ENVIRONMENTAL MANAGEMENT
OFFICE OF ENVIRONMENT 2013 TOP STRATEGIC INITIATIVES I FACILITATE ENVISO AND ENVIRONMENTAL EFFORTS THROUGHOUT THE CORPORATION
ESTABLISH UPLE ENVIRONMENTAL MANAGEMENT SYSTEM
• Establish / Implement/ Maintain documents records
• Gap Analysis: Office of Environment, Office of Biodiversity and Parks Planning
• Update legal protocols
• Execute implementation plan
• Environmental release reporting
• Gap Analysis: Remaining areas of branch
• Internal audits
IMPLEMENT THE WAY WE GREEN • Approve Measures Implementation Plan • The Way We Green Annual Report • Support school education programs • Develop community engagement programming
• Green Office Team • Corporate Sustainability Program
• Develop The Way We Green Communication Strategy • Engaging community, national, and international partners
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AIR QUALITY PROTECTION ENHANCEMENT • Lead City of Edmonton re: Particulate Matter Response Plan
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LAND PROTECTION AND ENHANCEMENT
ENERGY CLIMATE CHANGE SUSTAINABILITY / RESILIENCE
• Develop Contaminated Sites Plan
•
Develop Edmonton's Energy Transition Plan
•
Implement Renewable Energy Plan
• Brownfields: Strategy implementation grants
• Green Buildings - Produce Home Guide
•
Implement City Operations Greenhouse Gas Management Plan
• Support: Land Development Application Review Process Project
• Green Building - Develop Advertising Program • Green Building - Develop Labeling Program • Green Building - Incentive Framework •
Develop Renewable Energy Plan
• City Operations GHG Inventory (enhance) • Community GHG Inventory (enhance) • Manage the Energy Management Revolving Fund • Administer City Grant Programs 31
STRATEGIC PROJECTS
Rob Marchak is the director of Strategic Projects Section that is responsible for the implementation of key projects associated with the River Valley and West Rossdale neighbourhood. The projects included in this section are the development, design and construction of the River Valley Alliance projects; the River Crossing Project, acquisition and redevelopment of the historic Rossdale Power Plant; and the coordination and implementation of the West Rossdale Urban Design Plan.
STRATEGIC PROJECTS 2013 TOP STRATEGIC INITIATIVES I
RIVER VALLEY ACCESS (RVA) • Mechanized River Valley Access "Touch the Water" • West End Trails •
East End Trails
• Terwilliger Park Bridge •
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Docks Launches
r
WEST ROSSDALE •
Arterial Road Streetscaping
•
Ortona Armoury
EPCOR RE-PURPOSING • Building Acquisition •
Mobility 8 Parking Study
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OFFICE OF BRANCH MANAGER
Brian Murray is the strategic coordinator for the Office of Branch Manager that is responsible for spearheading UPE's branch wide initiatives. Office of Branch Manager develops branch-wide strategic plans, plans branch budgets and creates UPE's annual business plan. It also champions branchwide initiatives related to employee engagement, IT and other business needs. As well, the Office of Branch Manager ensures that the day-to-day administrative functions for the branch manager, section directors and branch are met.
OFFICE OF BRANCH MANAGER'S 2013 TOP STRATEGIC INITIATIVES I
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IT
HR
FINANCE
• Branch Business Plan
• Leadership Engagement
• Succession Planning
• Variance Reporting
• SharePoint Management
• Professional Contribution Plan Coordination
• Branch tc.z Department Budget
• Hardware/Software Management
• Staff Engagement
• Branch Change Management • Civic Accommodation Planning • Business Process Improvements • Corporate and Branch • Performance Measurements
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STRATEGIC PLANNING
• Google Implementation • Open Data Catalogue
• Staff Training Initiatives • Records Management
For more information, please contact:
BRIAN MURRAY Strategic Coordinator Urban Planning and Environment, Sustainable Development brian.murray@edmonton.ca
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