SUSTAINABLE DEVELOPMENT 2014 Business Plan
• Sustainable Development shapes a livable, safe and 5-u-stainab1e city. We anticipate, plan and lay the foundations for achieving the City vision by driving development that enhances quality of life, economic opportunity, public protection and environmental sustainability.
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SCOTT MACKIE
PETER OHM
BRANCH MANAGER CURRENT PLANNING
BRANCH MANAGER URBAN PLANNING AND ENVIRONMENT
BRANCH MANAGER, REAL ESTATE, HOUSING AND ECONOMIC STABILITY
• Urban Policy + Analysis • Parks + Biodiversity • Regional Planning • City Environmental Strategies • Planning + Design • Strategic Projects
• Civic Accommodation Planning • Economic Sustainability • Housing • Land Services • Leasing and Property Management • Property Acquisitions • Property Sales • Strategic Planning • Urban Renewal
• • • • • • •
Development Coordination City Wide Planning Development and Zoning Services Building Permits and Inspection Services Current Planning Services Centre Business Strategy and Operations Licensing
WALTER TROCENKO
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RICK DAVISS
MARK HALL
EXECUTIVE DIRECTOR DOWNTOWN ARENA AND ENTERTAINMENT DISTRICT
EXECUTIVE DIRECTOR BLATCHFORD REDEVELOPMENT PROJECT
• Arena • Winter Garden • Community rink • LRT connection • Pedestrian corridor
• Diverse housing options • Mixed use town centre • Significant parkland • Access to LRT and public transit • Strong focus on renewable energy • Naturally-landscaped stormwater lake
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GARY KLASSEN MCIP, RPP
Sustainable Development contributes to the goal of making Edmonton a livable, prosperous and sustainable city, and stewards the implementation of the The Way We Grow, The Way We Green and The Way We Prosper. Key responsibilities include: • Land-use planning • Land development • Ecological and environmental planning • Real estate • Housing • Economic sustainability Sustainable Development leads the direction of these portfolios as well as some major transformational projects through its three branches: Urban Planning and Environment, Current Planning and Real Estate, Housing and Economic Sustainability.
OUR DIRECTION Sustainable Development contributes to the success of the City of Edmonton's overarching vision in The Way Ahead strategic plan, and very specifically to three of the directional plans: The Way We Grow (also serving as our Municipal Development Plan), The Way We Prosper, and The
Way We Green. The department has created unity of direction and purpose for its 560 employees by aligning all activities and initiatives with these high-level corporate plans. We have identified four perspectives through which the City's key goals and outcomes will be realized: • The needs of our customers and stakeholders • Our commitment to financial stewardship • The drive for enhanced internal processes • The need to reinforce organizational capacity These are the levers of change that will build Sustainable Development's capacity as an effective and innovative civic administration. Employees at all levels are using them to maximize their personal contribution to the success of the department, and the City, in this endeavour. The next pages provide an overview of the department's alignment with City principles and priorities, as well as the key measures and initiatives that will move us toward our goals.
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SUSTAINABLE DEVELOPMENT BUSINE DEPARTMENT BUSINESS PL
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.
• Transform Edmonton's Urban Form (The Way We Grow) • Shift Edmonton's Transportation Mode (The Way We Move) • Improve Edmonton's Livability (The Way We Live) • Preserve b. Sustain Edmonton's Environment (The Way We Green) • Ensure Edmonton's Financial Sustainability (The Way We Finance) • Diversify Edmonton's Economy (The Way We Prosper)
ISS PLAN 2013-2014 BRANCH BUSINESS PLANS
IMPLEMENTING THE WAYS: Sustainable Development A more sustainable community (livable, prosperous, green)
PERSONAL CONTRIBUTION PLANS
OUR PURPOSE We shape a livable, safe and sustainable city by anticipating, planning and laying the foundation to achieve the City Vision by driving development that balances economic interest, public protection and environmental sustainability. We are innovative, creative, citizen-focused and business oriented as we perform our key functions: • Real-estate development and services • Planning approvals • City planning and policy • Affordable housing and urban renewal • Economic sustainability • Transformational projects
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The strategy map (at right) aligns everything we do with the four core perspectives of Customers & Stakeholders, Financial Stewardship, Internal Processes and Organizational Capacity. They are the levers of continuous improvement and service excellence. They are the foundation of cause-and-effect relationships between what we want to accomplish, how we do it, and how we measure success.
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
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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TRANSFORMING EDMONTON BRINGING OUR CITY VISION TO LIFE
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Customers & Stakeholders
Sustainable Development aligns operational priorities with a strategy map that shows graphically how the department creates value for its customers, stakeholders, and employees.
IMPLEMENTING THE WAYS: SUSTAINA
Interna l Processes
OUR STRATEGY MAP
Improve External Partnership Effectiveness
Improve
BLE DEVELOPMENT We shape a livable, safe and sustainable city by anticipating, planning and laying the foundation to achieve the City vision by driving development that balances economic interests, public protection and environmental sustainability. We are innovative, creative, citizen-focused and business-oriented as we perform our key functions: • Economic sustainability • Real estate development and services • City planning and policy • Affordable housing and urban renewal • Transformational projects • Planning approvals
A More Sustainable Community
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• Livable • Prosperous • Green
Attract Investment and Increase Diversification of Tax Base
Optimize Capital and Operating Effectiveness
Creative and Innovative Community Design
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Improve Integrated Internal Decision Making
Improve Image and Reputation
Improve Efficiency, Consistency and Quality of Service
ommunications
Improve Business Systems
Enhance Workforce Diversity
Increase Staff Capabilities
• • • • • • • • • •
Improve Alignment and Empowerment Around Our Purpose
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2014 BUSINESS INITIATIVES The four perspectives shown in our strategy map on page 10 and 11 are the foundation for our high-level 2014 business plan (at right). Further details of implementation are seen in the branch-level business plans. At the departmental level, each perspective supports one or more strategic objectives. Performance measures for each objective are spelled out. Finally, high-level strategic initiatives designed to "move the needle" against those measures are identified.
PERSPECTIVES
STRATEGIC OBJECTIVES A More Sustainable Community (livable, prosperous, green)
PERFORMANCE MEASURES Number of building permits issued for new residences in the downtown Annual count of new City-enabled inclusive housing units created and available for occupancy
Customers & Stakeholders
Attract Investment & Increase Diversification of the Tax Base
Maintain or increase non-residential assessment Positive financial position of Land Enterprise Increased assessment value for land developed by the City
Financial Stewardship
Optimize Capital & Operating Effectiveness
% of budget vs. actual expenditures and revenues Factor by which City leverages investments from third parties
These measures and initiatives underpin branch-level planning, ensuring comprehensive alignment with corporate values and goals throughout our organization.
Creative & Innovative Community Design
% of citizens who agree Edmonton is a well designed, attractive city based on an annual survey of citizens perception
Improve Efficiency, Consistency and Quality of Services
% of shared service profile targets achieved (Shared Service SLAs)
Internal Processes
Quality of reports to Council Branch results on "Improve Efficiency, Consistency and Quality of Service" Improve External Partnership Effectiveness/Leverage
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Partnership Index
2014 STRATEGIC INITIATIVES Advance implementation plans to Council, continue to implement and track progress on The Way We Grow, The Way We Prosper and The Way We Green plans Implement the Corporate Leadership Team approved principles and protocols for identifying, aligning and communicating Transformational Projects Policy and program development for inclusive housing opportunities Effective delivery and support of key projects to advance the City Vision, including: •
Arena
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Blatchford Capital City Downtown Plan
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Rossdale including re-purposing Epcor, Walterdale bridge
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The Quarters Downtown Plan
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Big City Charter
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LRT
Create turnkey heavy industrial opportunities that will facilitate global scale investment Lead the annexation process to help ease growth challenges by increasing and balancing employment and residential areas to build sustainable communities Complete analysis and policy revision to review the governance model of Land Enterprise
Deliver and optimize return on investment of Current Planning's Future State Effective execution of key Corporate stewardship projects: •
Advance Civic Accommodation
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Implementation of three Community Revitalization Levy plans
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Develop and execute a department strategy for the corporate "2% innovation" initiative
Improve capital budget planning, project cash flow and management Continue to advance the design and redevelopment of the City: •
Implement Designing New Neighbourhoods (Guidelines for Edmonton's Future Communities)
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Infill Action Plan
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Undertake Transit Oriented Development planning work
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Develop Blatchford Master Plan
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Plan and implement Downtown catalyst projects
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Develop the Arena and Entertainment District
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Develop The Quarters
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Develop Boyle Renaissance
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Implement the Rossdale Urban Design Plan
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Strengthen and build our regional partnerships
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Implement stewarding great neighbourhoods business intelligence tool
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CITYlab startup
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Develop eco-industrial hub in the Edmonton Energy and Technology Park (EETP)
Align and leverage Business Partners strategic planning activities to further support and advance Sustainable Development agenda Implementation of Current Planning Branch Future State with focus on performance management, data analysis and quality of intake Oversight of department communications needs and programs
Strengthen industry and community partnerships Identify and define key partnerships needed to advance City goals
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2014 BUSINESS INITIATIVES
PERSPECTIVES
STRATEGIC OBJECTIVES Improve Image and Reputation
PERFORMANCE MEASURES Council approvals CRM Ea Council inquiries
CONTINUED Improve External Communications
Department vvebsite visitor stats Media coverage includes Sustainable Development messaging
Internal Processes continued
Targeted communications Improve Integrated Internal Decision Increased % of initiatives (new programs and projects) supported by business Making cases Employee satisfaction with Department communications Increase % favourable - In general, information in the City is communicated well Increase % satisfaction with strategic framework as a tool and improved departmental communication Improve Business Systems
Increase %favourable "I have the materials and equipment I need to do my job effectively" Business satisfaction pulse check (quarterly and annually) Desktop software versioning Systems vs. industry versioning
Enhance Workforce Diversity
Age and Tenure by job classification
Increase Staff Capabilities
Decrease % turnover rate of employees in their first 2 years Increase % favourable "I receive enough training to do my job effectively"
Organizational Capacity
Land gamification from Current Planning Branch Increase % favourable" My career aspirations can be achieved at the City" Improve Alignment and Empowerment Around our Purpose
Increase %favourable" I can see clear link between my work and the City's long-term vision" Increase % favourable - Staff Engagement index Employee understanding (Focus group) Department newsletter readership statistics
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2014 STRATEGIC INITIATIVES Develop and execute the Sustainable Development 2014 Awards Plan Create department-wide business plan with branch alignments Establish quarterly and annual report aligned to accountability and accomplishments Revise and update department and branch website content to meet customer needs Public engagements (speeches, presentations) are strategically planned and timed to increase public and industry confidence and understanding of the City Vision, Sustainable Development's mandate and our stewardship role in TWWG, TWWP, and TWWG
Expand the use of SharePoint as department primary communication tool Implement'One Voice' initiative and culture
Implement Corporate IT strategy Incorporate Real Estate and Economic Sustainability strategies to complete the department's strategic planning framework Standardize desktop office tools throughout the department Implement the corporate "2% innovative initiative" with structured process and priority setting, and continuous review and enhancement of internal practices and processes
Implement Culture Plan through Sustainable Development Cultural Ambassador program Implement the Sustainable Development People Management Plan to develop and nurture a high performance and supportive workplace including: •
annual performance reviews of all staff by Dec 31,2014
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initiate the update of position descriptions for all staff
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continued support for Supervisor 101 / Leadership Effectiveness Initiative
Targeted investment in staff training, including project management, facilitation and professional development Implement Phase 1 of the Real Estate and Economic Sustainability Knowledge Transfer Initiative.
Create and implement a plan for the deliberate, consistent series of projects and events targeted at staff understanding of Sustainable Developments mandate including; •
newsletter
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Extended Leadership Team events
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business, plans, annual and quarterly reports,
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branch events
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OFFICE OF THE GENERAL MANAGER GEORGE MATTEOTTI DIRECTOR, PROJECT AND BUSINESS LIAISON OFFICE TELEPHONE: 780-442-0812 EMAIL: george.matteotti@edmonton.ca
George Matteotti leads work in the General Manager's Office to reinforce alignment between the department's operational processes and the City's corporate strategic planning, budgeting and performance efforts. His team provides advice, direction and coordination to Sustainable Development branches on corporate and departmental programs and processes including budget preparation and forecasting, information technology, and Council and Committee reports.
RAJA BAJWA SENIOR BUSINESS CONSULTANT TELEPHONE: 780-496-5017 EMAIL: raja.bajwa@edmonton.ca
Raja's role as Senior Business Consultant involves coordinating and collaborating across various branches to ensure that department and corporate level operational business needs are met.
GREG HEATON DIRECTOR, TRANSFORMATIONAL PROJECTS
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TELEPHONE: 780-496-7834 greg.heaton@edmonton.ca
Greg is the Director of Transformational Projects, supporting the General Manager in his leadership of major projects that will change the face of our City. His current role involves providing strategic and governance advice to the teams on the Transformational Projects. As well, he leads the Department's Employee Engagement strategy.
LINDA KEYES SENIOR STRATEGIC COORDINATOR, OFFICE OF GENERAL MANAGER TELEPHONE: 780-442-5392 EMAIL: Einda.keyes@edmonton.ca
Strategic business planning includes providing leadership in the creation, direction and department alignment to Corporate strategic planning and performance measurement. Linda liaises with business partners to ensure alignment and planning for the expertise and capacity to fulfill the service levels required to achieve Department strategic plans. She leads the Department Leadership Team strategy meetings and implementing strategic directions and policies approved by Department Leadership Team. 14
2014 BUDGET HIGHLIGHTS SUSTAINABLE DEVELOPMENT OPERATING BUDGET $160
$152,951 $145,103
$142,990
140 120
$23,631
$22,600
100 -7,-
:2
$17,611
80
$88,660
$83,586
60 40
$42,432
$40,660
$38,917
$8291
20 I.
0 2012
2014
2013
External Revenue • Internal Revenue • Expense • Net Operating Requirement (Expense-Revenue)
2014 EXPECTED REVENUE ($000)
2014 EXPECTED EXPENSES ($000) $5,035
User Fees, Fines, Permits, etc.
Personnel
• Grants
III Materials, Goods &I Supplies
• Transfer from Reserves
• External Services
• Intra-Municipal Recoveries
• Fleet Services
• Intra-Municipal Services • Grants, Utilities Other Charges • Transfer to Reserves
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For more information, please contact: MIX
GEORGE MATTEOTTI Director, Office of the General Manager Sustainable Development I City of Edmonton 780-442-0812 I george.matteotti@edmonton.ca
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