CURRENT PLANNING 2014 Business Plan
Sustainable Development
LIBRARY The City of Edmonton
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OVERVIE Current Planning's 2014 B eo a egt initiatives with the department's goals and Edmonton's strategic , plan (The Way Ahead). It outlines our branch's business philosop overall direction, financial model and strategic framework that include our 2014 priorities and targets. Flip through the pages to learn more about how our projects, programs and services contribute to creating a livable, sustainable and safe Edmontop
OVERVIEW
2
OUR LEADERSHIP
4
BRANCH MANAGER'S MESSAGE
6
ORGANIZATION
7
WHO WE ARE AND WHAT WE DO
7
OUR COMMITMENT
8
2013 ACTIVITY OVERVIEW
9
SHIFTING OUR APPROACH TO BUSINESS
10
2014 FINANCIAL HIGHLIGHTS
12
IMPLEMENTING THE WAYS
14
OUR TEAM
18
LAND DEVELOPMENT
19
CITY WIDE PLANNING
20
PERMITTING
22
DEVELOPMENT AND ZONING
24
LICENSING
26
CURRENT PLANNING SERVICE CENTRE
28
BUSINESS STRATEGY AND OPERATIONS
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SCOTT MACKIE BRANCH MANAGER
BRANCH LEADERSHIP TEAM
OREST GOWDA
ii L CATHY RAFTIS
DEVELOPMENT COORDINATION
CITY WIDE PLANNING
LAURIE MOULTON
EUGENE GYORFI
DEVELOPMENT AND ZONING SERVICES
BUILDING PERMITS AND INSPECTION SERVICES
Afik,A40 MARIA STOPAINIG
NATALIE LA BELLE
CURRENT PLANNING SERVICE CENTRE
BUSINESS STRATEGY El OPERATIONS
GARRY DZIWENKA BUSINESS LICENSING Ea VEHICLE FOR HIRE
BRANCH MANAGER'S MESSAGE Through the expertise and dedication of our employees, the Current Planning Branch delivers great services that support the City of Edmonton in realizing its vision of safe, healthy, attractive, vibrant and sustainable communities. From land development to permitting to licensing, the Branch leads effective approval processes that contribute to Edmonton's livability and sustainability. As part of Transforming Edmonton through The Ways, we support the SCOTT MACKIE
business community and general public and are committed to building a great city together. Our staff strive to continuously deliver improvements to processes and technology that are the foundation to enhancing City services and communication with clients. In 2014, we look forward to advancing innovative ideas and projects that support our City's dynamic vision and growth. We are committed to working with our partners, the business community and residents to provide services and efficiencies to meet the changing needs of our growing city.
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OUR PEOPLE ARE THE HEART OF OUR BRANCH, AND I COMMEND THEM FOR THEIR PASSION AND COMMITMENT TO SUPPORTING THE CITY'S VISION. YOUR CONTRIBUTIONS AND DEDICATION TO GREAT CUSTOMER SERVICE DEFINES OUR BRANCH, AND I LOOK FORWARD TO ALL THAT WE WILL ACHIEVE TOGETHER IN 2014.
Scott Mackie
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ORGANIZATION
CURRENT PLANNING
BUILDING PERMIT & INSPECTION SERVICES
BUSINESS STRATEGY & OPERATIONS
CURRENT PLANNING SERVICE CENTRE
CITY WIDE PLANNING
DEVELOPMENT & ZONING SERVICES
DEVELOPMENT COORDINATION
LICENSING
WHO WE ARE AND WHAT WE DO The Current Planning Branch meets the challenge of translating the City's growth vision into plans and development approvals. The branch shapes a livable, safe and sustainable city by guiding how land is developed, buildings are constructed and businesses operate.
Our branch consists of seven sections and over 300 employees who provide professional planning and specialized services in conducting effective city planning; setting zoning requirements; coordinating land servicing; processing business licensing; and establishing compatible bylaws and ensuring
compliance. We work with residents who are investing in their future in Edmonton. Whether they are opening a business, building a new home, renovating or investing in land development, we help them achieve their goals while contributing to a safe and healthy Edmonton.
GREAT PEOPLE
GREAT SERVICE
GREAT OUTCOMES
Our people are committed to providing residents, developers and industry with professional services related to overall land use, planning, land development, bylaws and business licensing. Our staff is knowledgeable and equipped with the latest resources to provide effective services and guidance on projects. We offer employees a dynamic work environment that encourages collaboration and thoughtful approaches to improving business processes. Our people are the foundation to our City, providing quality services that enable client successes.
Our team is client-focused and aims to provide quality service that supports clients in achieving their personal and professional goals while doing business with the City. We work with residents, developers and industry to understand their needs and values in order to translate these into standards, policies, bylaws and programs that meet City, business and community needs. Current Planning conducts city planning and provides support to diverse client requests that include conducting the approval processes for efficient landuse; ensuring land development follows City bylaws and regulations; inspecting buildings to confirm construction is completed according to safety standards; and providing business licensing.
Current Planning facilitates planning services for the City's residential, industrial and business community and promotes growth in these sectors. Our branch's work contributes to creating safe, vibrant and sustainable communities that make Edmonton an attractive place to do business and supports the City's strategic plan (The Way Ahead). We collaborate with clients and leverage new technologies to enhance the way we deliver services and our ability to achieve greater outcomes.
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OUR COMMITMENT: BUILDING A GREAT CITY LOOKING AHEAD - WHAT TO EXPECT IN 2014 In order to keep up with the demands of one of the fastest growing cities in Canada, we are improving our services and changing how we communicate. In 2014, our focus will be to enhance the programs and services launched in 2013, by adding new services, continuing to increase efficiencies and enhancing existing services.
2013 ACTIVITY OVERVIEW 57614
LAND DEVELOPMENT APPLICATIONS 100
Total walk-in customers +6% from 2012
75
50
Bylaws and Resolutions Made at Council +7% from 2012
25
0 012012 02
03
04 01 2013 Q2
• Plan and Plan Amendments
• Rezonings
Q3
Q4
V V
• Subdivisions
Safety Code Inspections Completed +8% from 2012
APPLI CATIONSSUBMITTED
SAFETY CODE PERMITS
70cYo
10000 8000
WA-in customers with wait time under 15 minutes.
6000 4000
Target = 75% 2000 0
2012 02
• Electrical
03
04 01 2013 Q2
03
04
• Building • Plumbing & Gas • HVAC
32,079 Business licences issued
HOUSE COMBO PERMITS
+3% from 2012
1600 1200
Median Work Days to Issue House Combo Permits
•
... ......
800
.............
...........
400
-2 days from Q4 2012 Q2
01 12011
2012
03 2013
04 5 yr avg (2008-12)
• 220 Servicing Agreement Submissions +12% from YTD 2012
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SHIFTING OUR APPROACH TO BUSINESS Our business model helps us get feedback on our internal processes and also allows us to benchmark against industry expectations and other municipalities. In 2014 we have established performance measures and targets to help us reach our goals and improve transparency of our services. We are using the qualitative and quantitative data we have collected to date, to establish these performance measures and targets that meet or exceed current industry and peer standards.
We are committed to making smarter decisions together. Serving clients is our priority, and we continue to look for ways to meet client goals, while balancing City priorities. We continue to listen to clients and industry and are committed to transforming our services to make it easier to do business with the City. By implementing a new business model and adding new online services, we are able to provide faster approvals and simpler application processes that meet client needs in a more effective and consistent manner.
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ESERVICES
ESHARE
In 2014 we launched eServices, the gateway to online application services, which provides easier access for clients to make requests and improve our processing times. These new online services empower clients to manage their projects and allow for greater transparency and accountability throughout the application and approval process. Clients will be able to renew business licences online and developers can upload electronic files for the review process.
Having the right tools, resources and proper training is important for our branch to deliver consistent services. Creating a supportive work environment that includes staff training, opportunities for collaboration and appropriate resources is essential to meeting or exceeding service standards. Having a knowledgeable and trained staff is key to our success. In 2014, we will be launching eShare, an online community, that will create the opportunity for staff to learn, share and access reliable resources to support them in their roles.
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2014 FINANCIAL HIGHLIGHTS Total revenues for 2013 amounted to $52.6 million, which is 16% above the projected revenue for the year. This increase in revenue was the result of continued city growth and related development. A few key projects, including Rogers Place, downtown revitalization and the Blatchford redevelopment, are expected to ensure 2014 is another year of growth that should translate into a positive impact on our 2014 revenue.
projections and past trends. The budget also shows an overall 0% change in revenue due to 2014 rate changes. Fees are assessed annually and assigned based on current industry standards. Changes in fees are aligned with costs of delivering services in the current year. To support service volume demands, system enhancements, business systems and eRecords an additional 32 full time staff will be added in 2014. Thirteen of these positions will address the growth within the branch and will be allocated as service levels determine the requirement.
The approved 2014 Current Planning Budget shows a budget increase of $12.4 million based on projected service volume changes. This increase is in line with current growth
APPROVED 2014 BUDGET - BRANCH SUMMARY ($000) 2012 Actual
2013 Bud:et
2013 Actual
2014 Bud:et
5 Change '13-'14
547,889
545,351
552,605
$58,959
$13,608
$1; Change '13-'14
REVENUE & TRANSFERS User Fees, Permits, etc. Grants
12
Transfer from Reserves
Total Revenue & Transfers
30.0
45 2,750
3,054
4,545
1,795
65.3
47,901
48,101
55,705
63,504
15,403
32.0
15.8
EXPENDITURE & TRANSFERS Personnel
22,831
27,990
26,603
32,406
4,416
Materials, Goods &Supplies
1,688
842
2,205
1,529
687
81.6
External Services
4,251
2,206
5,057
4,374
2,168
98.3
Fleet Services
19
12
21
12
Intra-municipal Services
7,261
16,457
15,941
18,807
2,350
14.3
Rebates, Utilities & Other Charges
5,344
912
2,274
6,137
5,225
572.9
Transfer to Reserves Subtotal lntra-municipal Recoveries
Total Expenditure & Transfers NET OPERATING REQUIREMENT
7,220
941
4,293
1,500
559
59.4
48,614
49,360
56,393
64,765
15,405
31.2
(713)
(1,259)
47,901
48,101
(688) 55,705
(1,261) 63,504
5-
5-
5-
259.5
311.5
343.5
(2) 15,403
0.2 32.0
532.0
Note: 2012 actual results have been restated to reflect the 2013 organizational structure of Current Planning.
CURRENT PLANNING EXPENDITURES: January - December 2013
Material & Equipment 4%
Personnel 51%
External Services General 10% Costs 4%
Corporate wide support 31%
Accommodations 5%
Corporate Support Services 13%
Urban Planning Ea Environment Branch 7%
Transportation Planning 5%
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Real Estate, Housing and Economic Sustainability Branch 0.5%
Other 0.5%
CURRENT PLANNING RESERVE FUND In 2010, Current Planning implemented a long-term financial business model to align with Edmonton's strategic goal and ensure financial stability. This model assures that fees charged reflect the current cost of each service and provides a viable long-term model for conducting business. This model provides continuous revenue and reduces reliance on the City tax levy.
improvements that support planning activities. 3. Fund resource needs during periods of increased service demand. In the final quarter of 2013, the reserve fund balance was at $25.1 million, this is $10 million below the Reserve Fund's target balance. The reserve fund policy sets out to have a minimum balance of 30% and a target balance of 75% of the annual budgeted expenditures. These balances are reviewed regularly to ensure the reserve balance is neither too high, where cash is being held unnecessarily, or too low where funds are insufficient to meet future needs.
Under this model, a Current Planning Reserve Fund was established to: 1. Ensure stable revenues and manage fluctuations in revenues and service improvements. 2. Fund capital expenditures such as business systems and
QUARTERLY BRANCH REVENUE, EXPENDITURES AND RESERVE FUND BALANCE $40
Balance ( SMillions)
$35 $30 $25 $20
•
$15
-
$10 $5 $0 012010 02
03
invA Reserve Balance
0.4 Q12011 02 Revenue
0.3
YEARLY CONSTRUCTION VALUE
Q3
Q4 01 2013 Q2
Q3
Q4
Reserve Target Balance — Service Enhancements
In 2013, we experienced one of the busiest years for building permits. Construction in our city has a direct impact on the local economy, increasing employment, and the need for related materials and services. This increased demand also generates a revenue for our City. New high-rises underway and other significant projects such as Rogers Place, downtown revitalization and the Blatchford redevelopment, are expected to ensure 2014 is another year of growth.
$4.50 Construction Va lues ( Billions)
Q4 01 2012 Q2
Operating Expenditures
$4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $0.00 2011 • Non-Residential
2012
2013 • Residential
Among the approved projects are The Pearl, a 36-storey residence, located at 119 Street and Jasper Avenue; Fox Towers I and II located at 102 Avenue and 104 Street; Ultima Tower, a 31-storey residence, located at 102 Avenue and 103 Street; Edgewater Towers, a 26 and 30-storey tower located at 85 Street and Jasper Avenue; Glenora Skyline, a 16-storey building, located at 102 Avenue and 142 Street; and 102 Street Centre, a 29-storey tower located at 101 Avenue and 102 Street. These projects support the City's strategic plan, The Way We Grow, to create a compact, sustainable and livable city.
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IMPLEMENTING THE WAYS: TRANSFORMING EDMONTON BRINGING OUR CITY VISION TO LIFE
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
Ensure Branch Financial Sustainability
I a.eesrivi.•• t.Geo I j mei ..0. C+1,;nic
In all of your actions
Teamwork
Developing collaborative working relationships
Diversity
Working with people who have different values and background
Interna l Processes
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Improve Efficiency, Consistency and Quality of Service Delivery
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
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CURRENT PLANNING The Current Planning Branch helps the City of Edmonton to realize its vision of safe, healthy, attractive, vibrant and sustainable communities. The branch is leading effective approval processes that contribute to Edmonton's livability and sustainability, as part of Transforming Edmonton through The Ways approved in the City Vision and Strategic Plan. The branch is responsible for ensuring land is developed according to city bylaw regulations, buildings are constructed to recognized safety standards and businesses operate with the correct licences. The branch helps the public by processing building and development permit applications and providing advice and information on planning processes.
Ensure Development of a Sustainable Community • Livable • Prosperous • Green
Attract and Grow Business and Industry
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Optimize Long-Term Infrastructure Costs
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Improve Customer and Stakeholder Collaboration
Advance Sustainable Design
Improve Communications
Improve Business Systems
Increase Staff Capabilities and Empowerment
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Encourange Innovative Solutions Aligned to Vision
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Customers and Description
Objective
Promote Development We coordinate the planning and implementation of safe, livable, and sustainable communities, taking into account economic, social, environmental, and financial considerations. We contribute to our citizens' quality of life through our management of land of a Sustainable development, permitting and licensing applications Community
Financial Objective
Description
Ensure Current Planning Financial Sustainability
Maintain a reserve fund that provides financial stability through the economic cycles. The reserve fund also allows us to enhance service delivery through capital investment and to act upon unique business opportunities, and to support services of other departments that assist in the planning processes. In order to increase our tax base, we need to support growth in existing businesses and attract new businesses and industries to the City. To do so, we need to consider their needs, and in line with City Vision, make fair consistent business friendly decisions based which consider the long and short-term risk to the City. We need to continuously examine design standards, regulations, approvals and processes to ensure they are cost-effective for the businesses and industries we are trying to attract and be open to innovative design concepts and that we contribute to a strong economic environment and a more livable city.
Attract and Grow Businesses an Industry
Description
Objective Improve Efficiency, Consistency and Quality of Servic Delivery
In order to better serve our customers, we need to better execute our processes around service delivery. This may include modifications to by-laws, policies, standards, and procedures, as well as to cross-departmental processes. We need to be more efficient (quicker for the client and more cost-effective for COE), consistent, and transparent (client knows what to expect), accurate, and user-friendly. And we need sound and agreed upon expectations regarding service delivery standards. We need to partner with our clients better inform applicants to develop higher quality applications and decision-making. Deliver clear, timely, accurate, consistent messages to target audiences (internal and external) to enhance understanding, provide III client education, manage expectations and improve key relationships.
Improve Communications Improve Customer and Stakeholder Collaboration
We provide predictable, accessible and transparent service delivery options to customers and stakeholders. We encourage and facilitate early collaboration on all types of current planning applications and client-facing business processes. We collaborate within and nn,nng departments to ensure decisions and processes are effective: We proactively communicate our business decisions and changes, continuously improve the City's image and reputation, and foster a relationship of trust. Promote long term cost effective and innovative City design (and servicing) that promotes efficient use of infrastructure, is buildable, safe, sustainable (social, economic, environmental, financial) and livable.
Advance Sustat
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Organizational Objective Improve Business Systems
Increase Staff Engagement and Retention
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Description Efficient and effective business systems (tools, technology and processes) are developed, implemented, and maintained to support the service delivery needs of the Branch and Corporation. Business systems meet customer and stakeholder expectations and improve process efficiency. Tools, technology and processes are streamlined to eliminate unnecessary, outdated, or redundant business systems. The Current Planning branch relies on a skilled, diverse and engaged workforce. The branch will focus on improving staff engagement and job satisfaction, and thus reducing staff turnover. The branch will provide a professional and progressive environment that establishes a sense of direction and understanding of how work contributes to the City vision, inspiring staff to be involved. Emphasize career progression opportunities and flexible work arrangements to enhance workforce diversity and increase staff retention within the City of Edmonton.
Staff are encouraged to use creativity and innovation when making decisions and finding solutions that reflect the City's Vision. Staff
Encourage Innovative are encouraged and empowered to recognize and pursue new business opportunities, make sound decisions, develop innovative Solutions Aligned with solutions, and take mindful, calculated risks. Vision
Increase Staff Capabilities and Empowerment
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Foster human capital intelligence by providing timely, comprehensive and interactive tools, training, and mentorship programs to support succession planning and to build capacity. Ensure that staff has a clear understanding of their role and expectations, as well as their authority level and risk tolerance as related to decision-making. Ensure that employees are empowered to make decisions within their scope of responsibility understand the appropriate issue resolution steps when decisions are outside of their authority. Recognize and hold staff accountable for outcomes and results.
akeholders Intended Result Edmonton is a great place to live, work and play
Stewardship Intended Result Maintain reserve fund in accordance with approved policy Balanced budget that meets service level needs
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More applications approved Increased commercial and industrial tax assessments
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Processes Intended Result Efficient application processing, leading to reduced overall processing time and reduced cost (effort) per application Consistent application processing, leading to reduced variability in processing times and decisions Quality application processing, leading to reduced errors and increased approvals that advance the City's goals Focus on value-added services and processes
Target audiences are informed and engaged (two-way dialogue). The Branch is perceived as fair, effective, accurate, reliable, and transparent Communications are planned, timely, purposeful, and measurable Reduced iterations in an application process Increased customer satisfaction Recognized as easy to do business with Employees act as City ambassadors, providing a one-stop and seamless service experience for all customers and stakeholders Better quality creative long term sustainable infill development and greenfield neighbourhood design More creative solutions encouraging industrial/business employment development Improved attractive and desirable community design Reduced environmental impact
Capacity Intended Result Business needs drive system improvements to ensure customers' needs —L— are iiiefe e6 MId lL y Efficient and effective business processes and technology support the work we do Unneeded, outdated, or redundant systems are removed/replaced Tools support efficient internal processes, knowledge sharing, and collaboration
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Increased job satisfaction Increased employee sense of purpose, involvement, and belonging Decreased voluntary turnover of valued staff members Branch hires right people/skills for right positions, allowing for development and growth Branch has adequate compliment mix (FTEs) to support the business Workforce that sees its future with COE Clear advancement opportunities with defined educational, demonstrated skill and succession requirements A culture of flexibility, innovation and creativity Employees are engaged in thinking outside the box Staff is recognized, supported and rewarded for innovation Key processes and other systems evolve based on innovations Staff understand their job description, duties, authority and decision-making risk tolerance Staff receive the appropriate mentoring and support to achieve their job description Workforce is fully skilled and knowledgeable to execute the task at hand to execute job duties and goals with quality, accuracy and timeliness. Knowledge is accessible, documented, and up to date. The Branch has clear succession plans in place Staff implement their authority, reducing unnecessary approval-seeking and escalation of customer issues. Staff has an improved ability to respond to customer inquiries with informed and sound decisions Staff is recognized and accountable for outcomes and results
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OR TEAV DELIVERING GREAT SERVICES
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OREST GOWDA DIRECTOR DEVELOPMENT COORDINATION TELEPHONE: 780-496-6037 EMAIL: orest.gowda@edmonlon.co
LAND DEVELOPMENT
CITY WIDE PLANNING + DEVELOPMENT COORDINATION Our team in Land Development plays important roles in determining the way our neighbourhoods are planned, transformed and grow over time. We work with residents, industry and developers during the planning and development process to ensure that projects are developed with our environment and communities in mind. Our City Wide Planning staff review applications to build new subdivisions, modify existing neighbourhood plans, process road closures and rezone land within the city. Planners in our area prepare bylaws for City Council consideration, assist in discussions between developers and communities and facilitate public consultation. We are responsible for reviewing area structure plans, neighbourhood structure plans, subdivision plans and coordinating city-wide land development applications. We administer the Subdivision Authority, providing assistance as required to the Subdivision and Development Appeal Board (SDAB). Our staff also coordinates street naming and addressing so that it meets City standards, and provides administrative assistance to the Edmonton Design Committee. Our Development Coordination team works with City departments and private industry to coordinate the development of land into serviced lots. We play an important role in negotiating and coordinating land development and servicing agreements with developers and landowners for municipal infrastructure. These servicing agreements provide for construction of municipal improvements such as water mains, storm and sanitary sewers, roads, sidewalks, curbs and gutters, power and more. rt
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DEVELOPMENT COORDINATION
•
SUBDIVISION PLANNING
CENTRAL AREA
NORTHEAST
CITY WIDE PLANNING
NORTHWEST
SOUTHWEST
DEVELOPMENT COORDINATION DEVELOPMENT COORDINATION
JIM WOOD
NANCY DOMIJAN
LEAD DEVELOPMENT ENGINEER
LEAD DEVELOPMENT ENGINEER
TELEPHONE: 780-496-6042
TELEPHONE: 780-423-5348
EMAIL: jimmood@edmonton.ca
EMAIL: nancy.domijan@edmonton.ca
CITY WIDE PLANNING
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TIM FORD
KIM PETRIN
SENIOR PLANNER
SENIOR PLANNER
CHIEF DEVELOPMENT OFFICER
TELEPHONE: 780-496-6120
TELEPHONE: 780-496-6116
TELEPHONE: 780-496-8485
EMAIL: tirn.ford@edmonton.ca
EMAIL: kim.petrin@edmonton.ca
EMAIL: peter.odinga@edmonton.ca
MICHELLE OUELLETTE
BEATRICE MCMILLAN
BLAIR McDOWELL
PETER ODINGA
SENIOR PLANNER
SENIOR PLANNER
CHIEF SUBDIVISION OFFICER
TELEPHONE: 780-423-7454
TELEPHONE: 780-496-6177
TELEPHONE: 780-496-6197
EMAIL: michelle.ouellette@edmonton.ca
EMAIL: beatrice.mcmillan@edmonton.ca
EMAIL: blair.mcdowell@edmonton.ca
PRIMARY FUNCTIONS • Provides a wide range of planning services across the city. • Process land development applications including area structure plans, neighbourhood structure plans, plan amendments, rezoning, road closures and subdivisions. • Coordinates and/or provides support for special projects
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PERFORMANCE TARGETS construction is complete. • Negotiate corporate policies with the land development industry and facilitate discussions and coordinate updates to Edmonton's Design and Construction Standards. • Investigate and supply detailed information about servicing agreements and land development to Councillors, consultants, solicitors, land developers, real estate agents and the general public.
• Prepare and negotiate terms and servicing requirements for all servicing agreements between landowners and developers on behalf • Respond to landowners' requests to of the City and private utility companies. remove caveats on their property title by • Coordinate the review and approval of land the City. developers'engineering design drawings between • Help planners evaluate the conditions City departments and private utility companies. of subdivisions or land developments • Uphold, track and administer the terms and z - to verify whether the conditions can be conditions of all servicing agreements until enforced through the servicing agreement.
DEVELOPMENT COORDINATION TARGETS Permit Category
Targets
Engineering Drawings Review
100 Business Days
CITY WIDE PLANNING
CATHY RAFTIS DIRECTOR CITY WIDE PLANNING TELEPHONE: 780-496-6096 EMAIL: cathy.raftis@edmonton.ca
2014 SERVICE ENHANCEMENTS
COLLABORATORS
• eServices - ePlan
EXTERNAL: Canadian Home Builders Association Urban Design Institute Building Owners and Managers Association Commercial Real Estate Development Association Alberta Survey Association Edmonton Federation of Community Leagues Next Gen Edmonton Chamber of Commerce Property Owners Community Leagues General Public
• Process improvements • Automation of certificate processes • Enhanced performance reporting
INTERNAL: Transportation Drainage Services EPCOR Waste Management Services Fire Rescue Services
WI/ TRANSFORM EDMONT ON 'S URBAN FORM
PRESERVE &SUSTAIN EDMONTON'S ENVIRONMENT
ENSURE EDMONTON'S FINANCIAL SUSTAINABILITY
DIVERSITY EDMONTON'S ECONOMY
SHIFT EDMONTON'S TRANSPORTATION MODE
416
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PERMITTING
BUILDING PERMITS AND INSPECTION SERVICES + DEVELOPMENT AND ZONING SERVICES We work with residents, developers and private industry to promote safe development through issuing permits, conducting inspections and managing and ensuring compliance with Edmonton's Zoning Bylaws. Our skilled staff in Building Permits and Inspection Services play an important role in ensuring projects conform to approved drawings, safety requirements and zoning guidelines during the construction of buildings (commercial, residential and industrial).
Our dedicated team in Development and Zoning Services develop, maintain and amend the Edmonton Zoning Bylaw, as well as negotiate and issue development permits for all Edmonton Zoning Bylaw approvals. We review and issue development permits for new construction, renovations, new businesses and changes to building use. Our role also includes processing all zoning applications within the city, investigating zoning bylaw complaints and providing customer assistance related to construction and development activities.
DEVELOPMENT & ZONING SERVICES
BUILDING PERMITS & INSPECTION SERVICES ELECTRICAL PERMITTING & INSPECTIONS
HVAC PERMITTING & INSPECTIONS
BUILDING PERMITS & INSPECTIONS
BUILDING REGULATIONS
DEVELOPMENT APPROVALS UNIT
DEVELOPMENT COMPLIANCE UNIT
ZONING BYLAW IMPLEMENTATION UNIT
1 GAS PERMITS & INSPECTIONS
BUILDING PERMITS PERMITS AND INSPECTION SERVICES
ROGER CLEMENS
BRIAN MAGEGA
LINDA GIRARD
CHIEF BUILDING SAFETY CODES OFFICER
CHIEF ELECTRICAL SAFETY CODES OFFICER
ACTING CHIEF MECHANICAL SAFETY CODES OFFICER
TELEPHONE: 780-944-0080
TELEPHONE: 780-442-5384
TELEPHONE: 780-496-8468
EMAIL: roger.clemens@edmonton.ca
EMAIL: brian.magega@edmonton.ca
EMAIL: linda.girard@edmonton.ca
MARK BRODGESELL BUILDING REGULATIONS ADMINISTRATOR TELEPHONE: 780-496-5992
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EMAIL: mark.brodgesell@edmonton.ca
EUGENE GYORFI DIRECTOR PERMITS AND INSPECTION SERVICES TELEPHONE: 780-944-0670 EMAIL: eugene.gyorfi@edmonton.ca
DEVELOPMENT AND ZONING
DEVELOPMENT AND ZONING SERVICES
JAIME DOYLE
GAIL HICKMORE
CRAIG THOMAS
SENIOR PLANNER
GENERAL SUPERVISOR
SENIOR PLANNER
TELEPHONE: 780-944-0114
TELEPHONE: 780-496-3143
TELEPHONE: 780-423-5347
EMAIL: jaime.doyle@edmonton.ca
EMAIL: gail.hickmore@edmonton.ca
EMAIL: craig.thomas@edmonton.ca
HARRY LUKE
PAUL KOZAK
LIVIA BALONE
SENIOR PLANNER
SENIOR PLANNER
DIRECTOR
TELEPHONE: 780-496-3148
TELEPHONE: 780-442-5300
EMAIL: livia.balone@edmonton.ca
EMAIL: harry.luke@edmonton.ca
EMAIL: pauLkozak@edmonton.ca
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PRIMARY FUNCTIONS
PERFORMANCE TARGETS
• Review plans and issue permits for Developments, Building, Plumbing and Gas, Heating Ventilating and Air Conditioning and Electrical.
BUILDING PERMIT TARGETS
• Issue permits for new construction, renovations, alterations and use changes. • Follow up on citizen complaints regarding Zoning Compliance safety issues.
Permit Category
Targets
Row Housing 1-2 Units
75% within 25 days
Residential, Minor
75% within 1 day
Semi Detached
75% within 25 days
DEVELOPMENT PERMIT TARGETS Permit Category
• Consider and issue development permits and compliance certificates, support front counter service, oversee development compliance, and prepare amendments to the Zoning Bylaw. 24
Targets
Semi Detached, Class A (non-MNO)
75% within 5 days
Semi Detached, Class B (non-MNO)
75% within 15 days
Semi Detached, Complex App (MNO)
75% within 55 days
Multi-Family (3-4 dwellings, non-MNO)
75% within 55 days
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lifijrri. AURIE MOULTON ACTING DIRECTOR DEVELOPMENT AND ZONING SERVICES TELEPHONE: 780-496-5480 EMAIL: laurie.moulton@edmonton.ca
COMBINATION PERMIT TARGETS Permit Category
Targets
House Combo, expedited
75% within 10 days
House Combo, NonExpedited (NonMNO)
75% within 30 days
MNO House Combos
75% within 85 days
2014 SERVICE ENHANCEMENTS • External training (and networking) sessions • Safety codes officers discipline specific administration
COLLABORATORS • Development and Zoning
• Transportation Services
• Alberta Health Services
• ATCO
• Drainage Services
• Alberta Municipal Affairs
• Fire Rescue Services
TRANSFORM EDMONTON'S URBAN FORM
PRESERVE &SUSTAIN EDMONTON'S ENVIRONMENT
SHIFT EDMONTON'S TRANSPORTATION MODE
• 114 ENSURE EDMONTON'S FINANCIAL SUSTAINABILITY
DIVERSITY EDMONTON'S ECONOMY
IMPROVE EDMONTON'S LIVABILITY
25
LICENSING
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ILA
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GARRYIDZIVVENKA • DIRECTOR, LICENSINe VEHICLE FOR HIRE TELEPHONE: 780-496-52/
irry.dziwenka@edrponton.ca
Our staff's role in Licensing contributes to Edmonton's public safety and growth by regulating businesses through issuing licences and ensuring compliance with City Bylaws. In 2013, in order to provide enhanced services, Business Licensing and Vehicle for Hire merged into one section. We offer services that support individuals running and establishing businesses in our City, and contribute to making Edmonton a desirable place to do business and enhance its economic prosperity. Our role in Business Licensing is to regulate most businesses within Edmonton and ensure they have the correct business licence for their category and receive correct permits. Our Vehicle for Hire staff works with taxi, limousine and shuttle businesses to provide proper licensing and ensure compliance with bylaws.
LICENSING
26
BUSINESS LICENSING
VEHICLE FOR HIRE
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PRIMARY FUNCTIONS
PERFORMANCE TARGETS
• Identify and categorize different business operations.
BUSINESS LICENSING TARGETS Permit Category Targets
• Ensure public safety by regulating and monitoring business activities and owners, including prohibiting businesses that are not operating in the public interest.
Licence, No Referrals
75% within 1 Business Day
• Provide compliance support in response to industry demands for enforcement.
Licence, Fire Referral
75% within 11 Business Days
2014 SERVICE ENHANCEMENTS
COLLABORATORS
• Online business licence renewals
• Edmonton Police Service
• Two year Vehicle for Hire city driver's licence
• Alberta Health Services
MIA TRANSFORM EDMONTON'S URBAN FORM
PRESERVE & SUSTAIN EDMONTON'S ENVIRONMENT
ENSURE EDMONTON'S FINANCIAL SUSTAINABIL IT
DIVERSITY EDMONTON'S ECONOMY
SHIFT EDMONTON'S TRANSPORTATION MODE
• Alberta Gaming and Liquor Commission • Community Services • Health Canada
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CURRENT PLANNING SERVICE CENTRE The Service Centre is part of the Current Planning Branch supporting Sustainable Development at the City of Edmonton. We partner with other areas of the City to deliver a wide variety of quality services to our customers. We are committed to ensuring licences and permits move efficiently through each stage of the City's processes from the initial application to payment to approval and records management. Our team is proud to contribute to the City's vision of a vibrant and sustainable community.
CALLUM KEN NAWAY
MANAGER, OPERATIONS
MANAGER, OPERATIONS
TELEPHONE: 780-496-3972
TELEPHONE: 780-423-6849
EMAIL: sharon.henry@edmonton.ca
EMAIL: callum.kennaway@edmonton.ca
PRIMARY FUNCTIONS
2014 SERVICE ENHANCEMENTS
Facilitates the processing for the following City services:
• Digitization and management of records
• Licences - Pets - Business - Vehicle for Hire - Personals
28
SHARON HENRY
• Permits - Development - Building
- Heating and Ventilation - Plumbing and Gas - Electrical - Street Vending • Restricted and Meter Parking • Compliance Certificates • Zoning Confirmation
• Encroachment Agreements • Inspection Scheduling • File and Report Searches • Current Planning Library • City of Edmonton Payments
• Enhanced performance reporting
MARIA STOPAINIG DIRECTOR CURRENT PLANNING SERVICE CENTRE TELEPHONE: 780-442-5390 EMAIL: maria.stopainig@edmonton.ca
COLLABORATORS • 311 • Animal Control
1;1 TRANSFORM EDMONTON'S URBAN FORM
PRESERVE & SUSTAIN EDMONTON'S ENVIRONMENT
SHIFT EDMONTON'S TRANSPORTATION MODE
• Transportation Services • Traffic Tag Administration • Bylaw Enforcement
• ENSURE EDMONTON'S FINANCIAL SUSTA INABIL IT Y
DIVERSITY EDMONTON'S ECONOMY
IMPROVE EDMONTON'S LIVABILITY
29
BUSINESS STRATEGY AND OPERATIONS
Al L 'RECTORBUSINESS STR (5. OPERATIONS TELEPHONE: 780-496-5 83 EMAIL: natalie.labelle@e monton.ca
Our team works behind the scenes in Current Planning to promote innovative projects and create processes that enable our team to help others achieve successful outcomes. Our section helps facilitate and support the work of other sections; leads customer and industry relations; coordinates business strategies; and organizes the branch's business systems. We connect with a wide range of clients including City staff, industry professionals and residents. Our role often includes coordinating and managing complex projects that span many City departments to ensure its progress and timely completion.
BUSINESS STRATEGY & OPERATIONS
OPERATIONAL READINESS
CLIENT LIAISON UNIT
Collaboration with IT
FUTURE STATE PROJECT
CUSTOMER RELATIONS
FUTURE STATE SUSTAINMENT
BUSINESS STRATEGY AND OPERATIONS
JULIE MASON
MIKE CHONG BUSINESS STRATEGIST TELEPHONE: 780-496-1652
PROGRAM MANAGER, CUSTOMER RELATIONS
EMAIL: mike.chang@edmonton.ca
TELEPHONE: 780-944-0743 EMAIL: julie.mason@edmonton.ca
I
PRIMARY FUNCTIONS • Coordinate partners and approvals to ensure complex projects move across the City in an efficient and predictable manner. • Relationship building with City departments, business partners and the development industry. • Escalate related development issues to the appropriate department as required.
• Ensure decisions are timely and result in appropriate outcomes. • Business partner liaison • Financial management • Fee development • Process (re)design • Business system support
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2014 SERVICE ENHANCEMENTS
COLLABORATORS
• eServices
• Comparable Municipalities
• Customer Relations
• City Council • Industry &Developers
• Industry and Staff Training • Performance Reporting
TRANSFORM EDMONTON'S URBAN FORM
PRESERVE & SUSTAIN EDMONTON'S ENVIRONMENT
ENSURE EDMONTON'S FINANCIAL SUSTAINABILITY
DIVERSITY EDMONTON'S ECONOMY
SHIFT EDMONTON'S TRANSPORTATION MODE
• Client support/ facilitation
31
BUSINESS STRATEGY AND OPERATIONS
JULIE MASON
MIKE CHONG BUSINESS STRATEGIST TELEPHONE: 780-496-1652
PROGRAM MANAGER, CUSTOMER RELATIONS
EMAIL: mike.chang@edmonton.ca
TELEPHONE: 780-944-0743 EMAIL: julie.mason@edmonton.ca
I
PRIMARY FUNCTIONS • Coordinate partners and approvals to ensure complex projects move across the City in an efficient and predictable manner. • Relationship building with City departments, business partners and the development industry. • Escalate related development issues to the appropriate department as required.
• Ensure decisions are timely and result in appropriate outcomes. • Business partner liaison • Financial management • Fee development • Process (re)design • Business system support
I
I
I
2014 SERVICE ENHANCEMENTS
COLLABORATORS
• eServices
• Comparable Municipalities
• Customer Relations
• City Council • Industry &Developers
• Industry and Staff Training • Performance Reporting
TRANSFORM EDMONTON'S URBAN FORM
PRESERVE & SUSTAIN EDMONTON'S ENVIRONMENT
ENSURE EDMONTON'S FINANCIAL SUSTAINABILITY
DIVERSITY EDMONTON'S ECONOMY
SHIFT EDMONTON'S TRANSPORTATION MODE
• Client support/ facilitation
31
For more information, please contact: MIX
SCOTT MACKIE Branch Manager Current Planning, Sustainable Development scott.mackie@edmonton.ca
FSC
responsible sources
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