Edmonton (Alta.) - 2015 - Come plan with us_using your voice by Edmonton Tower Resource Centre Online Library

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PlanningAcac e my Planning, Building and Living in Edmonton

COME PLA\ WITH US: USI\G YOUR VOICE

PlanningAca d e my Planning, Building and Living in Edmonton

I. Introduction to the Planning Academy What is the Planning Academy? A. What are the objectives of the Planning Academy? B. How will you learn about planning? C.

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Come Plan with Us: Using your Voice

III.

What is public involvement?

IV.

The Public

What is public involvement in the planning and development process?

VI.

What forms can public involvement take?

VII.

When does public involvement occur in the planning and development process?

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VIII. Who is involved and what are their interests? Citizens A. B. Community Leagues C. Special Interest Groups D. The City Planner The Administration E. F. Private Planning Consultants and Developers G. City Council Subdivision and Development Appeal Board H.

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Value of public involvement How we can maximize the value of public involvement A. Participating early in the planning process increases your ability to influence decisions B.

RADAR - An approach to public involvement A. Research - "What's going on?" i. Research Tools Making Community Meetings Effective ii. Analysis - "What does it mean?" B. Tools for anaysis i. C. Design - "What needs doing?" i. Design tools D. Action - "Do it." i. Action Tools E. Review/Revise - "How did we do?"

XI.

Achieving a balance A. City Council i. Presentation Tips from City Council (May 2004) ii. The City Planner and Administration iii. The Developer iv. The Public B. Subdivision and Development Appeal Board

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XII.

References

IX.

3.8

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23 24 25 25 26 27 27

XIII. Appendices Appendix A - CONTACT INFORMATION Appendix B - Community League Planning Sub-Committee Details Appendix C - Interacting with City Council A. Informal Petitions B. Legally-binding Petitions

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Appendix D - Presenting to City Council A. Statutory Public Hearings B. Non-statutory Public Hearings C. Registering to Speak D. Presenting at Public Hearings E. Visual Aids Appendix E - Interacting with the Subdivision and Development Appeal Board A. Presenting to the SDAB B. Frequently Asked Questions i. What happens at an SDAB hearing? ii. What if I don't attend my SDAB hearing? iii. Where can I find out more about Appeal Board meetings? Appendix F - Oral Presentation Tips A. Prepare! B. Tailor to the Audience C. Delivery D. Graphics — make them big and clear E. Respect Appendix G -The Hierarchy of Planning Tools Appendix H - Rezoning Application Process A. Zoning Amendment Process B. Rezoning & Plan Adoption/AmendmentTechnical Review Process Appendix I — Development Permits and their Review Process A. No Permit Required B. Class A — Permitted Developments C. Class B — Discretionary Developments D.

Development Review Process

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List of Tables Table 1.

Public Involvement Continuum

Table 2.

Planning and development activities and legally mandated public involvement

Table 3.

Stakeholder research Questions

Table 4.

Stakeholder Analysis Questions

Table 5.

Stakeholder Design Steps

Table 6.

Stakeholder Action Steps

Table 7.

Development Appeal Process

List of Figures Figure 1. Common Ground

Figure 2.

Processing Procedure for Complex or Major Impact Class B Development Permits

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INTRODUCTION TO THE PLANNING ACADEMY

WHAT IS THE PLANNING ACADEMY?

The Planning Academy is a series of courses, developed by the City of Edmonton, designed to provide participants with a better understanding of the planning and development process in Edmonton. Courses incorporate "real life" activities to assist participants' understanding of the material covered. B.

WHAT ARE THE OBJECTIVES OF THE PLANNING ACADEMY?

•

To provide a service to the public

•

To promote good planning

•

To demonstrate that the City of Edmonton must consider many points of view in the planning and development process

•

To help participants become more effective in planning and development matters by building an understanding of planning

C. How WILL YOU LEARN ABOUT PLANNING?

The City of Edmonton is offering three core, and several optional courses through the Planning Academy. Completion of the three core courses and one elective entitles participants to a Certificate of Completion, which will be presented at a City Council meeting. The first course Land Use Planning: The Big Picture will provide a basic overview of land use planning. The second course Getting a Grip on Land Use Planning will examine the "How" of land use planning in greater detail. The third course Come Plan With Us: Using yourVoice will specifically examine the role of stakeholders in greater detail. Elective courses provide overviews of other planning disciplines, such as transportation planning, and urban design. Participants will also examine specific tools that help facilitate the overall planning process. While we recommend that participants complete all three core courses and at least one elective, we recognize that some participants may not choose to do so. For this reason, each core course has been structured to stand on its own.

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II.

COME PLAN WITH US: USINGYOUR VOICE Did you know...

Planning a city involves the entire community— neighbours, community leagues, planners, businesses, developers and City Council. The City of Edmonton values stakeholder participation in the planning process. This course will help Edmontonians recognize valuable opportunities for public participation in the planning process so balanced and informed decisions are made. At the end of this course, you will be able to: •

Distinguish roles, responsibilities, interests and rights of various participants

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Find, interpret and use information to effectively participate

•

Identify opportunities to become involved in, and influence decisions

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Deliver valid and persuasive presentations to City Council, planning authorities, committees, community groups and other political bodies

The goal of this course is to speak directly to residents, property owners, communities, and developers about the role of public involvement in the planning and development process. •

What does public involvement mean and what form can it take?

•

Where and when can public involvement occur?

•

Who is involved and what are their respective roles?

•

Why does public involvement have value?

•

How can everyone maximize the value of public involvement?

Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.

Margaret Mead (1901 - 1978)

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Attached is an appendix with links, additional information, planning-related terms. Thank you for participating in the planning process.

Edmonton's City Council is made up of 13 elected representatives including one Mayor and 12 City Councillors.

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III. WHAT IS PUBLIC INVOLVEMENT? The City of Edmonton values public involvement; provincial legislation and City policies, bylaws, protocols and practices require it. Public involvement can •

add value to the quality of planning and development

•

decrease conflict between stakeholders

•

build trust between the involved stakeholders

In Edmonton, two factors have led to an increased need for, and interest in, better public involvement in planning and development matters.

Recent growth levels in Edmonton have been fairly high throughout the city, and some people wonder if the development is logical, well conceived, or good for Edmonton. Like other cities, Edmonton is increasingly concerned about urban sustainability —the ability of towns and cities to accommodate development that meets the needs of the present, without compromising the ability of future generations to meet their own needs. This concern led to the development of the Smart Choices program which identifies nine ideas for developing Edmonton. One of the ideas is to improve the consultation process through public education.

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IV. THE PUBLIC "The public is a ferocious beast - one must either chain it up, or run from it." - Voltaire (1694 -1778) The above quote may appear a little harsh. However, Voltaire's observation reflects the notion that the public is difficult to manage. Perhaps this is because "the public" is made of diverse groups each with their own interests, including: •

local residents and landowners

•

community organizations, residents associations, senior citizen organizations, service clubs, and conservation groups

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small business owners and professional and business associations

•

institutional groups

•

public interest groups

V. WHAT IS PUBLIC INVOLVEMENT IN THE PLANNING AND DEVELOPMENT PROCESS? "How much easier it is to be critical than to be correct." - Benjamin Disraeli, (1804 - 1882) Public involvement is

•

a way to create a link between those affected by decisions on planning and development matters and those responsible for making the decisions

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about communicating and sharing information

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sometimes complex and multi-faceted

•

a way for participants to gain a more complete understanding of both the issues and others' perspectives. Each participant is potentially both a learner and a teacher.

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•

Did you know...

a means to identify the concerns, needs and values of participants, and optimally, integrate them into the decision making process

Public involvement is not The mayor is elected by all Edmontonians who vote in the civic election. Councillors are elected by voters in the wards they represent.

•

about creating conflict and providing criticism - suggestions for improvement have more value and are more likely to motivate a change in positions

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a substitute for technical expertise - public involvement must consider the facts

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necessarily about achieving consensus. While consensus is highly desirable, it's not always possible. When consensus does not occur, public involvement will at least clearly establish the positions of, and differences between, stakeholders for decision makers to consider

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binding upon decision makers

VI. WHAT FORMS CAN PUBLIC INVOLVEMENT TAKE?

Public involvement can take many forms. The form often depends on •

the particular situation, the nature of the issues, and the interests of the participants/stakeholders

•

the knowledge levels of the participants and stakeholders involved

•

the time and money available

•

the commitment and openness of the participants and stakeholders involved

Based on the planning and development issues and application at hand and the interests of the stakeholders, public involvement can •

begin and remain at a low level (e.g. proposed rezoning conforming with an approved Neighbourhood Structure Plan)

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begin at a low level and steadily progress to more intense levels of involvement (e.g. a planning issue or proposal where the City or developer underestimated public interest)

•

begin and remain at a relatively high level (e.g. a proposed rezoning without precedent, and without prior planning direction - Century Park -the old Heritage Mall site)

The various forms of public involvement are part of a progression illustrated below. Information - Supplies information to stakeholders on an issue(s) or a proposal

to build awareness. Supplying information or providing notice is a minimum requirement which sometimes leads to feedback and other forms of involvement. Many planning applications and proposals start and end with this form of public involvement.

Consultation -Uses information and discussion to educate, persuade or negotiate

on issues or proposals between stakeholders. This is the level for some planning applications; usually due to a number of factors including the scale and potential impact.

Table i. Public Involvement Continuum

The increasin level of public involvement in and influence on decision making INFORMATION

ACTIVE PARTICIPATION

CONSULTATION

Public involvement Building Blocks Testing ideas or concepts to build knowledge

Sharing information to build awareness

Collaborating to develop solutions to build commitment

Sharing decision making to build ownership

Delegating decision making to build responsibility

ation sharing is a key aspect of the entire continuum Present information to stakeholders about matters that may affect them

Provide information and receive feedback and comments

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Involve stakeholders in the development of solutions

Partner with stakeholders in the development of

Stakeholders have responsibility for making decisions recommendations

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Did you know...

There are a number of options for you to get involved with the government of your city, and City Council encourages your participation. Council knows the value of a healthy dialogue between the municipal government and its citizens. Input from members of the public enables Council to gain the best possible perspective on the issues under their consideration.

Participation - Directly affected groups become partners in the design and implementation of projects (an extension of consultation). They participate in shaping the project and helping to make some of the decisions. This level of involvement occurs in a few situations including the development of a community plan and where a developer involves local residents and landowners in the design of a development. Note: Final decision-making power for all planning applications and proposals rests with either City Council, Subdivision Authority or the Development Officer.

VII. WHEN DOES PUBLIC INVOLVEMENT OCCUR IN THE PLANNING AND DEVELOPMENT PROCESS?

Public involvement occurs in a variety of situations: •

Responding to requests for input on the operation of Edmonton's local planning system • From time to time the City requests citizen input on the • • • •

•

Municipal Development Plan - the policy document providing overall direction on Edmonton's future the Edmonton Zoning Bylaw - the detailed set of regulations controlling the use of land in Edmonton the Urban Parks Master Plan - the policy document guiding the management of Edmonton's parks and open space system specific citywide issues such as affordable housing or urban design

Resolving community planning problems and issues •

•

Communities or individual members of the public may identify planning and development problems and issues and report them to the City. In consultation with the City, communities and individuals will verify the nature and extent of problems and issues, and the resources (both City and community) available to address them. Communities and the City may jointly participate in establish-

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ing a program to address the verified problems and issues. •

Responding to planning applications •

•

Responding to development permit applications • The City informs communities and surrounding property owners of • • •

all planning applications where the City used discretion (relative to the regulations in the Zoning Bylaw) in granting an approval for a development the public's right to appeal the City's decision

Initiating or responding to local improvement initiatives • •

Developers may contact residents, owners and communities to inform, review and gather feedback on a general or a specific development proposal before submitting a planning application to the City The City informs communities and surrounding property owners of all planning applications and invites contact with the applicant and the City

Communities or individuals may contact the City to petition for a local improvement (e.g. new sidewalks, lane paving, etc.). The City may contact communities and individual property owners to determine the level of support for a local improvement and paying for it.

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Table 2. Planning and development activities and legally mandated public involvement

Notification Methods

Legally mandated public involvement

Decision maker

Statutory plans (MDP, ASPs, etc.) and plan amendments

Notification letter to community league and nearby land owners, newspaper ad

Public hearing Public Meeting*

Council

Non-statutory plans (Outline

Notification letter to community Plan, Land Use Study, SCDB) newspaper ad

Non-statutory public hearing Public Meeting*

Council

Land use bylaw and rezoning

Notice posted on site, notification letter to community league and nearby land owners, newspaper ad

Public Hearing Public Meeting**

Council

Road closure

Notification letter to adjacent land owners and newspaper ad

Public Hearing

Council amends or defeats the bylaw

Subdivision application

Notification letter to adjacent land owners if application is not in a plan area

Planning and Development activity Policy & Area Planning

Implementation Planning

Subdivision appeal

Notification of appeal mailed to land owners in the notification area provincial government dept., or school board. Adjacent landowner can be heard if someone else appeals

Development application (varies for different classes of development permit)

Developer may have to notify community. For Class B permits, the Development Officer's decision is publicized in letter to nearby landowners and the community league or BRZ, the newspaper and on web site.

Development appeal

Notice of appeal mailed to land owners

Limited to applicant and sometimes a municipal council, Appeal Board (SDAB)

Subdivision Authority

Subdivision and Development

Development officer

Appeal hearing

SDAB

in notification area

* Though not legally mandated, City of Edmonton practice is to hold public meetings for most plan adoptions/amendments. ** Though not legally mandated, City of Edmonton may occasionally hold a public meeting for certain rezonings.

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VIII. WHO IS INVOLVEDANDWHATARETHEIR INTERESTS?

A. CITIZENS

•

have a stake in what is planned for, and developed in and around, their residences, place of business, property, neighbourhood and the wider City

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want to protect their investment and quality of life

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want a level playing field with the other stakeholders

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want to be heard and have their input considered by decision makers

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should understand property owners wanting to develop their land have a right to do so

B. COMMUNITY LEAGUES

•

want to provide local representation of community interests in matters affecting the community. A primary focus of community leagues is to provide and coordinate social and recreation opportunities and programming for its members. Increasingly though, community leagues are becoming involved in local planning and development matters.

C. SPECIAL INTEREST GROUPS

•

want to represent the interests of a particular cause

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want to influence decision makers to protect for a cause

•

want to influence the shape of government policy, regulation and process relative to a cause

D. THE CITY PLANNER

•

wants to hear from the public as soon as possible on planning and development proposals and applications to consider and address public input as a part of the process to evaluate and possibly negotiate changes to proposals and applications

•

wants to establish a public involvement scenario that meets the needs of the greatest number of stakeholders possible

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•

wants to achieve a consensus among affected stakeholders if possible. If consensus is not possible, then he or she wants to clearly identify the differences in the positions taken by stakeholders and why

•

wants to assist all parties to understand, evaluate and decide on the application

E. THE ADMINISTRATION

(civic departments with technical input into planning and development proposals and applications) •

relies on the city planner to coordinate public involvement for planning and development applications

•

provides technical support and information to the public involvement process

F. PRIVATE PLANNING CONSULTANTS AND DEVELOPERS

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want to establish and maintain a reputation for good development and for accommodating public involvement

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will sometimes allow citizens to participate in shaping a proposal

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should hear from the public as soon as possible on planning and development applications to identify concerns

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should understand the public has a legitimate interest in planning and development that affects their community and may react strongly to planning applications

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should accept feedback and consult with local citizens and community leagues on planning and development applications

G. CITY COUNCIL

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wants to balance interests between developers, citizens, and different areas of the City

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listens to the views and opinions of stakeholders

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prefers consensus to conflict

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wants to know the process followed was fair and equitable

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should base decisions on a balance of stakeholders' interests including the public interest

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H. SUBDIVISION AND DEVELOPMENT APPEAL BOARD

•

listens to arguments for and against appeals of City's Subdivision Authority (SA) and the Development Officer (DO) decisions

•

wants to ensure that stakeholders were not unfairly impacted by a decision of the SA or DO

•

wants to ensure decisions by the SA and DO followed the regulations both the SA and the DO operate under

•

prefers listening to stakeholders who make rational arguments in case of appeals

All stakeholders should have •

the capacity to participate (the Planning Academy is intended to develop capacity to participate)

•

an understanding of the processes, the interests of other stakeholders, and the potential outcomes

IX. VALUE OF PUBLIC INVOLVEMENT Benefits of public involvement include

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improved communication and understanding

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improved balancing of extreme, overlapping and competing interests

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improved acceptability of decisions

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increased accountability of decisions

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improved quality of decisions

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improved familiarity and sense of community

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improved ownership of the future

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reduced conflict

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enhanced trust through relationship building

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The public (including community leagues and special interest groups) has an opportunity to • learn more about an issue, situation, process or application • provide local knowledge, perspective and opinion

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• •

provide suggestions for improvement provide a position on a final proposal

•

The planning consultant and developer have an opportunity to • inform the public about an application (its benefits) • learn about local perspective and opinion • learn about possible negatives of the application • gauge support or opposition for the application • understand changes necessary to gain support • obtain suggestions for improvement

•

The City Planner and the Administration have an opportunity to • inform and educate the public about the proposal and how they will evaluate the proposal and how they will make recommendations • learn about local perspectives, opinions and concerns • learn about an undiscovered problem/issue/consideration not previously identified obtain suggestions for improvement • • gauge support or opposition to the application • incorporate public input into the evaluation of the proposal and in the recommendation made to City Council • incorporate best practices, education and professional perspectives

•

City Council has an opportunity to • hear from local constituents, special interest groups and other members of the public to obtain opinions, concerns, perspectives and suggestions prior to deciding on planning and development matters • gauge support for, or opposition to, the application in the affected area • communicate its position on an application relative to individual philosophy, past voting record and proposed and/or existing policy

•

Subdivision and Development Appeal Board has an opportunity to hear from all sides affected by an appeal

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A. How WE CAN MAXIMIZE THE VALUE OF PUBLIC INVOLVEMENT

"Honest differences are often a healthy sign of progress." - Mahatma Gandhi (1869 - 1948) Mahatma Gandhi was a central figure in India's struggle during the first half of the 20th century to gain political independence from Great Britain. Gandhi developed a number of principles and methods to resolve conflict and to eventually convince the British to grant India independence. These principles are generally based on the notion that honesty and integrity are essential to overcoming the opposition of an opponent. While planning and development matters do not operate at the same scale as a fight for national independence, public involvement participants can learn much from Gandhi's methods.

PUBLIC 1100 LVEM ENT

Public involvement often has potential for conflict. Adopting and adapting the following principles will help lessen the potential for conflict and enhance opportunities to create positive outcomes. •

Accept that change will occur - over time land and buildings may be put to a

variety of uses based on a number of factors including the owner's aspirations and rights, and market influences. Accept this, and strive to make the change for the better. •

Accept different agendas - people become involved in planning and

development matters for a variety of reasons, including curiosity, fear of change, financial gain, neighbourliness, sense of duty, protection of interests and establishing contacts. It helps to be aware of people's agendas and to be prepared to address these agendas. •

Accept limitations - no development proposal or public involvement exercise

can be all things to all people. Seeking and obtaining improvements will usually lead to better decisions and better development. •

Accept varied commitment - focus on what you can do and encourage others

to assist, but accept others may not wish to, or have the capacity to commit to public involvement to the same level as others. Everyone has their own priorities in life and you should respect this fact. (This does not apply to the public planner who must maintain a high level of commitment.)

3.6

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Agree and accept rules of engagement - participants should be aware and accept an agreed upon approach to conducting public involvement. Decide on a process, stick to it and then move on to the task of improving the quality of planning and development.

•

Attack problems, not personalities - focus on the issues at hand. Leave discussions about personal behaviors to one-on-one meetings.

•

Avoid jargon - use plain language. Jargon can prevent understanding, and can be interpreted as arrogance or that you are hiding something.

•

Be accessible - if you want involvement, be approachable and available.

•

Be accountable - if you take on responsibility, follow through or arrange for it to be addressed by other means.

•

Be accurate in the information you provide.

•

Be consistent in your position, or explain a change in position.

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Be constructive and positive - couch comments as suggestions for improvement rather than criticisms.

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Be fair - being objective helps to develop understanding.

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Be honest about your agenda, commitment and intentions. Honesty may not generate consensus by itself, but it will build respect and trust and enhance the opportunity to create consensus.

•

Be informed - many public involvement exercises get off to a poor start or are completely derailed because participants didn't take time to educate themselves about the issues at hand, and the motivations and the positions of other participants.

•

Be involved early - your greatest opportunity to impact the shape and form of land use occurs early in the process of planning. This can mean being involved in the formulation of policy that regulations must comply with, or providing input to a developer/builder on the design of a neighbourhood, or a particular building before the design phase is complete and money has been spent.

•

Be on time and allow time - everyone appreciates staying on schedule, but also being given sufficient time to act.

•

Be open to innovation - accept there may be more than one approach or solution to a problem or situation.

•

Be prepared and organized - this helps keep the process on track and

•

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productive. •

Be responsive - demonstrate you are receptive and willing to look at other perspectives. Sometimes you have to give a little to gain a little.

•

Be respectful - never be demeaning, display sarcasm or humiliate

other stakeholders, this undermines trust and understanding. •

Be visionary, yet realistic - push the envelope in terms of

possible solutions, but realize limitations exist in achieving certain solutions. Strike a balance between being visionary and being realistic about the practical options available. •

Demonstrate trust - show faith in others to respond, to perform and to build more positive relationships.

•

Listen to what others have to say - listening is a real skill and is essential to developing understanding. Sometimes we're so focused on our own ideas and positions that we don't listen well enough to others to understand them.

•

Maintain contact and communications - a basic to developing

and maintaining understanding.

B. PARTICIPATING EARLY IN THE PLANNING PROCESS INCREASES YOUR ABILITY TO INFLUENCE DECISIONS

When you decide to get involved in the planning process influences how much impact you can have. Getting involved early in the planning hierarchy can increase your impact. (Please refer to Appendix G: The Hierarchy of Planning Tools.) Generally, planning tools like Area Structure Plans, zoning and development permits fit into a hierarchy. The highest level provides general guidance, and the focus becomes progressively more detailed in the lower levels. The hierarchy is integrated, so planning done at any level must comply with the direction provided in levels above it. So if you get involved at the higher levels, you can potentially have more impact. The flip slide of this is that if you get involved at the lower levels, your impact is likely to be less. For example, if you do not like a particular use on a property, but it is permitted by the zoning you cannot stop it. To influence the use of a piece of property you should consider getting involved at the plan

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approval/amendment stage or at the rezoning stage. The plan for the area/neighbourhood contains a development concept map showing a designated land use category for all the properties within the plan. It might say "Commercial" for a specific property. If you absolutely do not want to have any sort of commercial use there, then this would be the time to get involved. When developers request a property be zoned for commercial use they could request several different kinds of commercial zones, or even a special custom designed zone. This is a rezoning, so if you have a specific concern with a particular commercial use, this is the time to get involved. Figure 1. Common Ground

This graphic shows how it

STAGE

Introduction and Opening

is possible to find common ground between two different positions overtime. At the beginning, the two parties

STAGE 2 ISSUES

Party A's Position

Party B's Position

(Solution A wants)

(Solution B wants)

state their positions, and this

AP'

evolves into a discussion about

(subject of the conflict, the "agenda")

the other party's interests. The parties may discover some mutual interests; this discovery can help pave the way to some sort of agreement.

STAGE 3 Interests

Interests

hopes, fears, values, etc. around each issue

tic

Mutual interests common ground

Creative Options

STAGE 4

41111-

-.Objective Criteria

Agreement

Based on interests, rather than positions, of Party A AND Party B

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RADAR - AN APPROACH TO PUBLIC INVOLVEMENT

"The beginning is the most important part of the work." - Plato (427 - 347 BC) If Plato's observation is true, how and where does the work begin around planning and development matters? The public and developers can each follow the RADAR approach to dealing with planning applications and proposals. The city planner follows a similar process. The process contains five distinct phases: Research, Analysis, Design, Action, and Review. Following this process provides a way to develop awareness, options and action. A. RESEARCH - "WHAT'S GOING ON?"

This phase is very important as the information gathered here forms the basis of the "facts" and "assumptions" you will use later develop a position. If the facts or the assumptions are incorrect, then the basis for your position may be flawed. Be certain of your facts; you cannot afford to go forward on the basis of your perceptions alone. Research the situation and the issue. This phase of RADAR combines stages 1 & 2 of " In Search of Common Ground Model". Find key information. Among other things, identify i. Research Tools

20 City of Edmonton Sustainable Development

•

Notices - read the notices sent to you about planning applications

•

Scan the local newspaper for information on planning and development applications

•

Contact the applicant, owner, city planner, experts in the City (e.g. traffic engineer) or experts in the private sector to inquire about the possible changes and impacts of the application or proposal and the pubic involvement process

•

Visit the City web site - read about the plans in place for the site,

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the meaning of different land use zones, the conditions applied (if any) on an a development permit

Table 3.

•

Survey the site (affected lands) and around the site - take notes, draw maps, take pictures

•

Survey another site with the same or similar development to understand what the proposal might look like and how it might operate

•

Survey area residents - find out what others think about the application or proposal - be wary of an uninformed opinion versus an informed opinion

•

Survey the community to identify resources - e.g. places to meet, people with appropriate backgrounds around the issues (planners, engineers, lawyers, economists, architects, building contractors, etc.), budgets for activities and products

•

Convene a meeting - find out what other people think about the application identify common areas of concern, and of agreement

Stakeholder Research Questions

Public Who is involved - who is the owner of the affected land? the applicant? the city planner? and who makes the decisions? Why are they are involved - what's their interest in the application? what's their role, intent, stake and motivation in the application? When is it proposed to occur - how much time is there to respond? to participate? to act? What stage in the process is it at — what can change? what is already decided? Where is it proposed - what land and buildings are directly affected? what land and building may be affected? Who in the community has expertise on the potential issues - how can that expertise be accessed? • What are my rights and how can I be involved?

Developers / Planning Consultants • History of this community regarding development - has it been positive or negative? • Surrounding property owners - what are their views toward the proposal? what do they like dislike? Why? • Views of the local community league or residents association - what are their views toward the proposal? what do they like and dislike? Why? • Who in the community can speak for the community, discuss issues and negotiate the proposal? • How can I reach out to those most affected by my proposal?

• Who else in my community shares my concern?

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ii. Making Community Meetings Effective Running a successful meeting is an art. People who attend often want to be useful and are contributing their valuable time to help their community. There are a few things you can do beforehand to ensure a positive, worthwhile meeting for all involved. 1. Know how the community wants to grow Find the community league's vision or strategic plan to define long-term goals. 2. Know the meeting's purpose 3. Prepare ahead of time to cut down the length of your meeting Talk to the applicant, planner or community to get answers to questions that may arise in the meeting. Making this information available and establishing a meeting process will help ensure success. 4. Meeting size Large meetings are challenging. If you have a large meeting on a single issue, breaking off into smaller groups may add quality and depth to the discussion. 5. Create a safe environment Conflict is normal and acceptable, but you need to channel it into a productive discussion. 6. Establish ground rules Ground rules clarify expectations, establish structure for the meeting, encourage meeting participants to practice active listening, and respect views from other attendees. 7. Ensure everyone has the opportunity to participate Whenever possible allow each member to voice any final comments before the meeting discussion is ended. 8. Invite appropriate participants Questions can be addressed immediately, and the participants may come up with something everyone can live with. 9. Don't rush through the meeting Revisit points of discussion frequently, summarize your understanding and invite clarification. Seek consensus This means general agreement, not necessarily unanimous consent.

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B. ANALYSIS - "WHAT DOES IT MEAN?"

After gathering information, decide how it fits together and what it means to you. In this phase, all parties should be moving beyond their positions and examining the various interestsJn this phase you should examine the following Analysis sometimes points to information gaps, the need for further research, and the need to recruit help in finding additional information and in interpreting the gathered information. A key to the analysis phase is to understand where the issues or application fits in with current land use planning. •

The public should understand prior planning (e.g. city wide policy, current plans in place) will guide or encourage certain development proposals. As a result, many developers bring forward proposals consistent with prior direction in land use planning. They should also understand regardless of how incompatible or undesirable a proposal may be from their point of view, the applicant has the right to submit and obtain a decision on the application.

•

The developer should understand an application should be consistent with city policy and current plans in place. In other words, the public and other stakeholders will judge a proposal on how well it fits with prior directions in land use planning. If an application is inconsistent with prior planning direction, then the developer should expect to spend time working with other stakeholders to help them understand the merits of the proposal. They should also understand public involvement is a cornerstone to the land use planning process and the public has a right to learn about a particular development proposal regardless of how good it may appear to him or her.

The Community League Planning Sub-Committee The role of this committee is to review and respond to planning applications and development issues as they arise. Many community leagues receive few planning applications each year, so it may not be necessary to establish a fully-functioning planning sub-committee. The league's executive may fulfill the sub-committee role in these situations. The following guidelines will help you establish a planning sub-committee if your community faces numerous proposals for development. The Community League's Executive should establish the committee's mandate. Generally, a planning sub-committee should •

Monitor planning and development within the community and community members' views and opinions

•

Review and respond to planning application circulations from the City's Planning and Development department

•

Respond to general planning and development issues as they arise

A mandate could also include educating other community league members, long-range planning exercises, promoting good development, or providing planning and building information to your members.

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i. Tools for anaysis For the sake of convenience alone, you may wish to obtain the analytical opinion of an expert (e.g. the city planner, city engineers, a private planning or engineering consultant, the proponent, a local resident with the right technical background) about what the proposal means for the public and the developer. It may be worth contacting more than one expert to determine how much their opinions agree or disagree on the issues or proposal. Table 4. Stakeholder Analysis Questions Public

Developer - Planning Consultant

• Does the proposal affect your interests?— how?

• What possible concerns might the local com-

• Is there any common ground? • Does the proposal fit with current trends in land use planning? How?— does it promote a compact city, sustainability, and good quality infill development? • Does the proposal reflect good urban design?—can the design be improved? Are the changes or level of changes (if any) proposed acceptable? - which elements are unacceptable? why? What modifications might allow the application to better address the situation? Do you support the application as is?—with conditions/changes or not at

munity have with the proposal? • Is there any common ground? • How will City Council perceive the proposal?—is it compatible with Council direction on planning and development matters (e.g. Smart Choices)? • How can the proposal be improved in terms of urban design? • What can be done to address concerns raised by either the community or by City Council? • Which elements (e.g. height, bulk, number of units) of the proposal are negotiable?—which

all? Do you want to become involved? — how much? • Do you want to form a committee to represent affected owners and

elements are not? • What mechanism can be established to communicate, consult and negotiate?

residents and to negotiate on the application? • How will I interact with any committees formed?

•

On your own, or with the help of others evaluate • City policy on the proposal • The plans and land use zoning in place for the affected lands - what direction does the plan, if any, provide for the site • The scale of the proposal - how well does it fit in with its surroundings? • Technical studies required or already in existence to support or refute the proposal • The economics of the proposal - costs are always a large factor in the nature of a proposal. Form an action committee to share responsibility and to develop a plan, negotiate for changes, make a presentation

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C. DESIGN - "WHAT NEEDS DOING?"

Did you know... Six behaviours that improve stakeholder relationships 1. Keep promises 2. Be clear about scope

The design phase is about developing a plan of action and potential points of negotiation. If you are a member of the public, your plan may be to support the proposal, to negotiate for changes or to oppose it. If you are a developer, your plan should include some means to address the interests of other stakeholders - if the cost is the same, does it matter a roof is flat or pitched? Developers drive land use change, they should be prepared to explain and defend it. The design phase begins with the questions, "what are my objectives and what action(s) are necessary to achieve my objectives?" i. Design tools

3. Demonstrate a "good service" attitude 4. Keep in touch; verify information

•

City Planner - can help you express what you do and do not like

•

Brainstorming sessions - get the creative juices flowing by exploring different ideas and schemes

•

Design charrettes - require an expert resource to help people become involved in the design process

•

Use drawings, graphics, tables, charts, models and outlines to describe what you don't like or want and what you do like and want.

5. Be accessible 6. Be empathetic

Table 5.

Stakeholder Design Steps

Public establish methods for communication, consultation and possible negotiations with other stakeholders express your interests on the application demonstrate your support for an application demonstrate why the issue needs to be addressed • demonstrate how and why the application is problematic

Developer - Planning Consultant • establish methods for communication, consultation and possible negotiations with other stakeholders • help other stakeholders understand the application - what it does and doesn't mean demonstrate the merits and benefits of the proposal to other stakeholders

• demonstrate how the application could be improved

demonstrate how the proposal can and will

• demonstrate the need for changes or an alternative application

address identified concerns - why changes to the proposal are unnecessary

• negotiate changes/enhancements to the application demonstrate why aspects of the proposal demonstrate why the application should be approved or refused

cannot be changed establish points of negotiation

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•

Obtain pictures (from planning magazines or the internet) or other media to illustrate what you do and do not like

•

Develop a plan with clearly identified resources, steps, timelines to negotiate for changes and how to make your interests known to the decision makers.

D. ACTION - "Do IT."

Deliver a response and put your design/plan into action. For the public, your plan may be individual and immediate as in making a phone call or writing an e-mail or a letter about the application. Alternatively, your plan might be to participate as part of a larger group and take action over a period of time and through a number of steps or actions. For the developer, your plan may be to minimize stakeholder involvement and push ahead for a decision with as few changes as possible. Or, your plan may be to remain true to the spirit of stakeholder consultation and seek to accommodate other stakeholders to an appropriate extent. Ideally, in this phase you are in stage 4 of the "In Search of Common Ground" model. Mutual interests, creative options and objective criteria lead you to an agreement. Table 6.

StakeholderAction Steps

Public • approach the local community league or the Edmonton Federation of Community Leagues for assistance and leadership to respond on the issues or to proposal • attend public involvement events hosted by the City and or the developer • produce, obtain and communicate technical information (e.g. transportation impact assessment), to support your plan of action develop and suggest alternative designs for the proposed development, or specific suggestions to reduce impact and improve the proposal • establish and communicate your position (for or against) by making a presentation to other stakeholders and the decision makers • engage in negotiations with other stakeholders to effect changes or enhancements to the proposal

Developer - Planning Consultant approach the local community league for assistance and leadership in representing the local constituents produce, obtain and communicate technical information to support your plan of action produce models, site plans, elevations to help other stakeholders understand the issues or the application communicate with other stakeholders to encourage understanding about the application engage in negotiations with other stakeholders to identify and make changes necessary to reduce or eliminate opposition to the application meet with community representatives and decision makers to review technical studies that support the application and present plans and renderings to illustrate the merits of the application

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i. Action Tools •

Develop a position paper on the proposal which contains your argument for or against a proposal.

•

Organize a petition for or against a proposal.

•

Attend a statutory public hearing information in appendix.

E. REVIEW/REVISE - "HOW DID WE DO?"

During or after moving through the first four phases of RADAR, you should reflect on •

the information obtained - was it accurate?

•

the assumptions and positions formed - were they correct?

•

the design formulated - was it appropriate?

•

the actions taken - did they achieve the desired outcome or fulfill the design?

Did you get things right? How effective have you or your group been in expressing your position and interests, in addressing the issues at hand, and in developing understanding and agreement on the proposal? You may be satisfied with your effort, or decide it's necessary to go back to an earlier step and redo part of the process. This can happen because new information is available, information is updated, information is reinterpreted, stakeholders come and go, the position of a stakeholder changes, or some key piece to the puzzle is discovered. The review step is vital to ensuring your efforts to this point remain worthwhile. The review step is where you can learn from the experience and put that knowledge to good use in the future. For more tips and techniques on conducting public involvement throughout the five phases of RADAR, see http://www.coastal.crc.org.au/toolbox/alpha-list.asp.

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XI. ACHIEVING A BALANCE Properly undertaken, public involvement is a way to address issues and to balance competing values between stakeholders before asking decision makers to do their job. Ideally, public involvement will result in a consensus among stakeholders on the issues and/or the parameters of an application. Decision makers want consensus whenever possible because it generally comes with less controversy and makes the decision less contentious. Realistically, consensus does not always happen in land use planning. At times the positions stakeholders take will be some distance apart. In these situations, decision makers will look for areas of common ground and seek to understand the differences between stakeholders. The two land use planning decision making bodies the public and developers will encounter together most often are City Council and the Subdivision and Development Appeal Board (SDAB). A. CITY COUNCIL

In difficult situations, City Council wants to know how much consensus or separation there is between stakeholders, and the nature of the issues involved. Council also wants to know if stakeholders were appropriately engaged in a logical and clear process to address their concerns. Generally, Council does not appreciate extreme stakeholder positions (inflexibility). Ultimately, Council wants to feel comfortable its decision •

is reasonable

•

balances the interests of affected stakeholders

•

is in the best interests of the community as a whole

Three parties have a role to play in addressing this interest of Council:

•

the city planner and administration

•

the developer

•

the public

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i. Presentation Tips from City Council (May 2004) Make sure you're organized and prepared. 2. Check relevant plans to see what they allow. 3. Meet with Councillors before the public meeting. 4. Don't use names of Councillors even if they've helped you. The others may feel left out. 5. Do not repeat yourself or other speakers. 6. Clearly explain how the development affects you. 7. You have a better chance of reaching more of Council by having a couple of people speak for a group and breaking up the key messages. Subsequent speakers can visit any points missed by earlier presenters. 8. Make your point as decisive as possible. 9. Use graphics, photos and charts to supplement your presentation. You may want to provide copies to Council and administration. lo. We need to understand who you represent. If you're representing a community or developer, we need to feel comfortable that you represent the party you say you do. 3.1. Be polite and courteous. 12. Be concise and humble. 13. Computer simulations like traffic movement or sun/shade studies can be helpful. 14. Even if you're giving an oral statement, it helps to provide us with a written statement, which will help us to follow along during the hearing and allow for future reference. 15. Make sure we can understand the presenter. Appoint the person with the most knowledge and clearest voice to represent a group. 3_6. We all may not understand your concern. ..please be patient. 17. Meet with the developer or community beforehand if possible. 18. Present a suggested compromise if possible. 19. We can't change the past, so let's look forward to what you would like to see happen. See the Appendix C for ways you can interact with City Council, and Appendix D for information on Public Hearings and Presenting to City Council.

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ii. The City Planner and Administration The city planner and administration answer to Council to ensure public involvement processes are in place and being followed to address possible concerns. Council expects them to work to resolve the concerns of stakeholders to an appropriate level. The city planner and administration must also provide Council with a well considered recommendation to either support or to refuse planning applications. Council expects the city planner to consider the positions of stakeholders relating to the merits of the application. One of the challenges faced by the city planner is to have stakeholders "come to the table" in a logical, organized and consistent manner. Difficulties encountered include stakeholders who •

distrust other stakeholders, including the city planner and administration

•

come and go without notice

•

change their positions on different issues without notice or explanation

•

fail to communicate with other stakeholders

•

don't follow through on their commitments

iii. The Developer The developer does not answer to Council. However, Council (and the city planner) hopes the developer will follow the principles of proper public involvement as a matter of good business practice. At times, the developer will be wary of public involvement. Among other things, the developer may expect the process to generate opposition, conflict and delay. Developers may experience difficulty with the public involvement process when they

•

propose development that does not comply with previous approved planning direction and is incompatible with the surrounding development

•

fail to understand the public involvement process has value and must be addressed

•

dismiss concerns of other stakeholders regardless of whether they are valid or not

•

fail to engage the public to understand its concerns and then negotiate on aspects of the proposal

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Did you know... ... that in 2006 there were 56 Planning and Development Public Meetings and Open Houses and in 2007 there were 63 up until October?

Developers who rationally and logically demonstrate the merits of their proposal tend to build credibility with Council. They will enhance their creditability if they honestly engage the public and address its concerns in a reasonable manner. Developers who dismiss reasonable public involvement and ignore the valid concerns of the public tend to lose credibility with Council - even if they do a good job explaining the merits of their proposal. iv. The Public Like the developer, the public is not answerable to Council. In fact, many would say it's the other way round. Nonetheless, Council hopes the public will work with the city planner and other stakeholders to identify and address issues and perhaps consider more than its own interests. Like the developer, the public will also be wary of the public involvement process and the intensions of both the developer and the city planner. The public will not maximize the value of the public involvement when it •

fails to understand the rights and interests of other stakeholders

•

fails to consider or understand the facts of the proposal

•

fails to engage consistently

•

focuses solely on the negative aspects of a development application

•

fails to properly express what it wants or will accept and negotiate for change

Members of the public who rationally and logically explain their objections and then, in the same manner, offer suggestions for change and improvement have much greater success with other stakeholders and before Council. Members of the public can enhance that success if they organize themselves to speak and act as one on issues and development proposals. They will experience frustration when they only offer complaints and appear to represent many and sometimes conflicting and ill-informed points of view.

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B. SUBDIVISION AND DEVELOPMENT APPEAL BOARD

The Subdivision and Development Appeal Board (SDAB) operates independently of the administration. The SDAB hears appeals from people who have been affected by a decision of the Development Authority under the Zoning Bylaw, and the Subdivision Authority under the Subdivision Authority Bylaw. The Board, appointed by City Council, consists of citizens living in the City of Edmonton. In appeal situations, the SDAB wants to know if the approved or refused development permit or subdivision complies with the applicable zoning regulations and if any conditions imposed or variances granted made sense. The SDAB cannot vary the use opportunities, maximum density or floor area ratio as regulated by the Zoning Bylaw. Ultimately, the SDAB also wants to feel comfortable its decision •

is reasonable

•

balances the interests of the affected stakeholders

•

is in the best interests of the community as a whole

The SDAB normally meets every Thursday in the River Valley Room and Heritage Room on the Main Floor of City Hall. If required, the Board may set additional dates for hearings. See Appendix E to find out more about how you can interact with the SDAB.

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XII. REFERENCES This manual was prepared by the staff of the Planning and Development Department who relied, in part, on the academic writings of: •

Gerald Hodge, "Planning Canadian Communities", Methuen, 2.986;

•

Edward J. Kaiser, David R. Godschalk, and F. Stuart Chapin, Jr., "Urban Land Use Planning", University of Illinois Press, 3_995; and

•

Hok-Lin Leung, "Land Use Planning Made Plain", Ronald P. Frye and Co., 2.999.

Participants wishing to study land use planning further are encouraged to obtain Gerald Hodge's "Planning Canadian Communities" for a comprehensive and very readable overview of land use planning in Canada.

JAL

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XIII. APPENDICES

APPENDIX A.

CONTACT INFORMATION

EFCL Planning and Development Committee

437-2913 www.efcl.org

City of Edmonton

www.edmonton.ca

Citizen Action Centre, City of Edmonton

496-8200

General Inquiries, Planning and Development

496-3100

Planning Services â&#x20AC;&#x201D; North and South

496-6242

Mayor's Office

496-8100

Councillor's Office, Wards i and 5

496-8112

Councillor's Office, Wards 2 and 4

496-8110

Councillor's Office, Wards 3 and 6

496-8111

Office of the City Clerk

496-8178

To speak at a Council meeting, access a 'request to speak' form at www.edmonton.ca/meetings

Subdivision and Development Appeal Board

496-6079 www.edmonton.ca/SDAB

Municipal Government Act is available by calling 427-4952 www.qp.gov.ab.ca/Documents/acts/M26.CFM

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Petition information — Office of the City Clerk

496 - 8178

www.edmonton.ca Online information is available at Select City Government, then select Mayor and Council, and finally select Interact with Council.

www.edmonton.ca Process for Intermunicipal Issue Resolution Select Infrastructure and planning, then select Planning, and finally select Intermunicipal Planning.

APPENDIX B.

COMMUNITY LEAGUE PLANNING SUB-COMMITTEE DETAILS

Committee Structure Based on the experience of many communities, a planning sub-committee should ideally be formed of •

At least one person who has experience related to planning and familiarity with the process from a technical or professional perspective. This person could be an architect or designer, an urban planner, a builder or developer, or a real estate agent.

•

Three to ten people from different areas of the neighbourhood who will represent a range of community members and a variety of perspectives. Do not leave the task of reviewing applications to one person. It may also be useful to invite a local merchant.

If your community has an Area Redevelopment Plan (ARP), invite a member of the ARP committee. This person will be familiar with the type of development consistent with the ARP in your community. In the future, members who have a Planning Academy Certificate. •

Principles for your Planning Sub-committee These suggested principles are general guidelines, and should help the committee fulfill its role in the planning process.

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Come Plan With Us: UsingYourVoice y I r.dinganduv,ng PIanningAc PI2nnin. adem in „n°nton 1. Be informed. Take advantage of educational planning sources available through the Planning Academy. Contact the Edmonton Federation of Community Leagues (www.efcl. org or 437-2913) and ask about the Community Consultation in the Planning and Development Process manual. Another useful resource is the City of Edmonton (www. edmonton.ca or 496-3100). Familiarize yourself with: •

Planning documents that relate to your community

•

Zoning

•

Basic steps within the planning process

•

Effective planning arguments

•

Community profiles found on the City's website (www.edmonton.ca/ Infrastructure and Planning/Demographic)

This information will help you focus your comments, which results in effective participation in the planning process. 2. Be representative. Ensure proper authority is delegated to represent your community league's perspective. The planning sub-committee should have the liberty to respond independently. Remember that you represent the entire community, and your position may differ from individual residents. 3. Be proactive. Edmonton is growing, forcing redevelopment of existing areas as well as new development. Opposing all change in your community may be counter productive. Try to consistently support development compatible with the surroundings and that contributes positively to the overall character of the neighbourhood. Take a team approach to planning by bringing together committee members, neighbours, and applicants. Try to limit emotional confrontation, and look for a winwin solution to any issue. 4. Be consistent. Appoint one contact person to deal with the City or applicants. With community

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support, outline development and community principles to evaluate specific types of development proposals. 5. Be prompt. Deadlines are crucial. Community leagues have three weeks from the mailing date to respond to circulations. If a file manager hears no response from a community within the allotted time, he or she must assume there are no concerns about the development. 6. Communicate back to the entire community league Make sure everyone is informed about what you're doing and why you're doing it.

APPENDIX C.

INTERACTING WITH CITY COUNCIL

City Council values and encourages healthy dialogue with the citizens of Edmonton. Your input allows our municipal leaders to gain a thorough and informed perspective about the issues at hand. Phone your ward councillor, or submit your written concerns to all members of City Council including the Mayor.You may also request to speak or present to a specific committee, public hearing or Council meeting.

Informal Petitions

To address a public concern to Council, you may use an informal petition. City Council is not required to do anything when it receives an informal petition. The petition must be •

legible and coherent

•

written on paper

• signed by at least one person who provides a printed name and address If the petition doesn't meet these basic standards, the City Clerk may file or dispose of it without presenting it to Council.

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Legally-binding Petitions

Legally binding petitions require Council to take action by either a citizen vote or by doing what has been petitioned for. The requirements for these petitions are complex and stringent. The information provided here is for general information only as the law about petitions is complex. If you're submitting a petition to Council under the Municipal Government Act, review the legislation or consult a lawyer.

APPENDIX D.

PRESENTING TO CITY COUNCIL

There are two types of public hearings: 1. statutory (required by law) and 2. nonstatutory. A.

Statutory Public Hearings

What is a Statutory Public Hearing? This type of hearing is required by law. Council must hold a hearing regarding land use matters before the second reading of a bylaw. City Council makes the final decisions on land use plans and rezoning applications. How is the public informed of Statutory Public Hearings? Legal notices are printed twice in the Edmonton Journal. The first should appear approximately three weeks before, and the second, ten days prior to the hearing. These notices will tell you the date, time and place of the hearing. They also usually display a map of the proposed bylaw area, instructions on how to make written submissions and how to make arrangements to appear before Council. Along with the bylaw number, your submission should outline the pros and cons as you see them, and should explain your specific issue with the proposal.

What happens at a Statutory Public Hearing? 1. The Mayor chairs the meeting and explains the public hearing process. 2. The City Clerk calls the bylaws and asks if there is anyone who wishes to speak to the bylaws before Council. 3. The Mayor reads the names of people registered to speak. If you're there to speak, and your name is not called, you must say so at this time.

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4. City staff make a presentation on the bylaw. 5. People in favour of the proposed bylaw speak first, and are allowed five minutes to present. 6. Those opposed speak, and are also limited to five minutes. 7.

Each Councillor can pose questions for up to five minutes to each speaker.

8. After all speakers are heard from, Council asks questions of the city staff. 9. Speakers then have the opportunity to respond to new information. Several things could happen at this point. If Council wishes to do so, they may ask city staff to amend the bylaw or resolution, give the first reading with amendments, or move the resolution and amend. Council must allow a further opportunity for all speakers to respond to the amendments. If Council unanimously supports a bylaw, all three readings may be given at the hearing. Only two readings may be performed, with the third reading on hold until the next Council meeting if support is not unanimous. What is the outcome of a Statutory Public Hearing? Council may decide to approve, amend or defeat the bylaw once it's heard from the public and City Administration.

Non-statutory Public Hearings

What is a Non-statutory Public Hearing? Unlike its statutory counterpart, this type of hearing is not required by statute. Rather, it is an important means for Council to gain valuable input from the public.

What happens at a Non-statutory Public Hearing? If you wish to address a Council or committee agenda item that does not require a statutory hearing, you must submit a notice in writing to the City Manager, including the reason you wish to speak. The City Manager will then put the request before Council or a Standing Committee for consideration. Council may •

refer the request to a committee for a hearing

•

hear from the person who made the request

•

refuse to hear from the person who made the request

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A committee must hear from any person referred by City Council, However, they may refuse or accept a direct request to present to that particular committee. Speakers may be paneled, often in groups of twelve, in a non-statutory public hearing. When this is the case, Council or the committee must hear from all members of the panel before asking questions. Each speaker is allotted five minutes to present, and Councillors have five minutes per panel for their questions. How do I learn about Non-statutory Public Hearings? Although there is no legal requirement to do so, the City may advertise a nonstatutory public hearing. Written Submissions for Public Hearings Submissions are accepted when 1. They are printed, typed or written legibly. 2. There are a minimum of 20 copies provided. 3. They are received by the Office of the City Clerk 24-hours prior to the hearing. This ensures added time to distribute the submission to Councillors. You may distribute additional material at the time of the meeting as long as you provide a minimum of 20 copies to the City Clerk. C.

Registering to Speak

You must register to speak at a public hearing. You may register at the time of the hearing at a table outside Council Chambers on the second floor of City Hall. However, speakers are encouraged to register in advance by

•

E-mail: www.edmonton.ca/meetings

•

Phone: 496-8178

•

Visiting the Office of the City Clerk on the third floor of City Hall. Presenting at Public Hearings

Follow the tips below to make your presentation insightful, informed and wellrounded. 1. Contact or meet with affected parties, for example host a community

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meeting and document the outcome by recording minutes. 2. Research relevant planning documents such as Area Redevelopment Plans, Neighbourhood Area Structure Plans, Overlays or design guidelines. 3. Carefully and thoroughly document meetings, discussions and phone calls that take place. 4. Seek advice from the Ward Councillor. 5. Review the administration's report and recommendations to Council on the City website prior to the hearing at www.edmonton.ca/meetings. 6. Discuss questions and clarifications with the file's city planner. 7. Attend a public hearing prior to your presentation to familiarize yourself with procedures. 8. Notify affected residents of their opportunity to present to Council, either in writing or verbally, during the hearing. Recognize community opinions may differ lends credibility to your position. Be sure to include the following points in your presentation 1. An introduction of yourself and who you represent. 2. A description of your or your community's involvement with the applicant and affected residents. 3. Reasons why you or your community support or oppose the proposed bylaw. Each speaker is allowed a five-minute maximum. You'll see a yellow light when you've got one minute left. Council may also ask questions for up to five minutes after each speaker. When requested by the Mayor to address Council, you should 1. Go forward to the podium and speak directly into the microphone. 2. Introduce yourself and explain how you are affected by the proposal. 3. Address the Mayor as "Your Worship" or "Mister Mayor, and Councillors as "Councillor X." When answering a Councillor's question, say "through the Mayor to Councillor X."

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E. Visual Aids Council's Chamber is equipped with audio visual equipment that projects to large screens on either side of the room. PowerPoint presentations are also visible on computer screens directly in front of the Mayor and Councillors. If you plan to use a visual aid during your presentation, you must make arrangements at least 24-hours in advance through the City Clerk at 496-8178. What i f I want to present, but I'll be out of town at the time of the hearing? You may speak at a hearing via speaker phone, ensuring arrangements have been made at least 48-hours in advance through the City Clerk at 496-8178.

APPENDIX E.

INTERACTING WITH THE SUBDIVISION AND DEVELOPMENT APPEAL BOARD

This board consists of Edmontonians who are appointed by City Council. They hear appeals from people affected by a decision of the Development Authority under the Zoning Bylaw, and the Subdivision Authority under the Subdivision Authority Bylaw. The SDAB can consider 1. The MGA, Part 17 2. Land Use Policies 3. Subdivision and Development Regulations 4. Statutory Plans, including the Intermunicipal Development Plan, the Municipal Development Plan, Area Structure Plans and Area Redevelopment Plans 5. Edmonton's Zoning Bylaw, particularly - Compliance with the bylaw - Non-compliance with the bylaw (relaxation granted or not allowed) - Site context - Site layout, parking and traffic - Building mass - Privacy and shadowing - Landscaping

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The SDAB cannot consider: 1. Precedence 2. Business competition 3. Comments regarding a person's character 4. Financial impact on the applicant 5. The applicant's financial status 6. Whether the development is occupied by renters or owners A. Presenting to the SDAB The following tips will help you compile an effective presentation. 1. Review relevant planning documents, such as the Zoning Bylaw, Area Redevelopment Plans, and Area Structure Plans 2. Photograph the site and surrounding area 3. Browse the SDAB website 4. Ask affected parties to - Attend and speak at the hearing - Write letters to outline their position - Sign a clear and concise letter of objection or support 5. Attend an SDAB hearing prior to your presentation to familiarize yourself with procedures 6. Prepare your presentation in writing to ensure all key elements are included. This will also ensure a complete, clear and logical presentation. 7.

Before you submit an appeal, research -The range of uses available on the site -The density, height and form possible - Policy documents that affect the project and explain expectations -The impact of traffic, parking and site activities created by the proposed development -The effect from the height, mass, shadows or other physical features of the proposed development -The development's appropriateness related to the established streetscape pattern of the community.

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The SDAB keeps a public file of all proposed developments. Plans, site photos, Development Officer decisions and any letters regarding the appeal can be reviewed during office hours. You are also welcome to phone our office to find any letters in support or objection.

B. Frequently Asked Questions i. What happens at an SDAB hearing? Depending on the nature of your presentation, you may need to forward information to the Board prior to the hearing. To distribute materials to board members before the hearing, submit the information at least two days in advance. To present materials at the hearing, notify the Chairperson, and the Board Officer will distribute the handouts. Seven copies of the material are required. An overhead projector will be available for your presentation. PowerPoint presentations can also be accommodated. If the hearing is in the River Valley Room, send your slides to Board Administration two days before the hearing. However, if the hearing is taking place in the Heritage Room, administration needs one week notice in order to book a laptop. You may also use photos or other visual aids to illustrate your presentation. Be sure to explain what is shown in photos. •

The appeal will be announced in a waiting area outside the meeting room. If you wish to speak to the appeal, or want to be notified of the decision, you must register with the Board staff.

•

Ensure you are authorized to speak and take a seat at the guest table when it is your turn to address the Board.

•

Introduce yourself, state your position and explain how the appeal affects you

•

Introduce your speakers.

•

Describe your project or interest in a project.

•

Use last names when responding to a Board member's question.

•

Stick to relevant planning issues and support your argument with quantifiable, or measurable, information.

•

Present your opinion about any errors in fact or interpretation.

•

Describe, in detail, issues about the site as they relate to the surrounding

44 City of Edmonton Sustainable Development

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You must leave a copy of your presentation and any other materials with Board administration.

ii. What if I don't attend my SDAB hearing? After consideration of all relevant circumstances, the Board may proceed if it is satisfied that proper notice was provided, and no explanation for the absence was received. iii. Where can I find out more about Appeal Board meetings? The Planning and Development department has a collection of brochures, as well as information posted on the City website (www.edmonton.ca, click on "City Government", then click on "Appeals").You can also contact the SDAB directly.

APPENDIX F.

ORAL PRESENTATION TIPS

A. Prepare! Preparation is the key to any successful presentation. Logically order the content, and focus on priority issues and key messages you'd like to express. Examine your material and edit it at least once. Remember— less is better! As a result of the time being limited, you will only be able to present a few points orally, so decide what the most crucial things are that you want to get across. Good presentations convey the essence of the issue, but don't tell the whole story. An effective way to critique your own presentation is to read it aloud. It may sound different than it reads. This method will help you to practice and become familiar with the words, rhythm and flow of your speech. Watch yourself in a mirror, and limit your gestures to accent, rather than distract from, your presentation. If you plan to use audio-visual equipment, be sure you know how to use it. Practice setting up and using the equipment until you are comfortable with its operation. Arrive early to arrange your notes and familiarize yourself with the layout of the room. This will also give you time to mentally prepare.

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B. Tailor to the Audience Pay attention to the entire event, listening to other presenters and to questions asked. You may need to adjust your presentation. If all your points have been raised, you need not use up your entire allotted time — if you wish, you could say something like: "Almost everyone speaking tonight is of the same opinion. Instead of repeating what has already been said, I would like to simply go on record as also being in support of the bylaw as proposed and urge you to follow our opinion." On the other hand, if previous speakers have communicated inaccurate or misleading information, you may decide to replace one or two of your main points with a rectification of the facts. Courtesy suggests you not question the motives or intelligence of the previous speaker, but only the incorrect points that were made.

C. Delivery Remember — the message your voice communicates is just as important as the words you speak. The tone and style of your presentation may vary depending on the nature of the meeting, so keep the following pointers in mind. •

Project your voice consistently.

•

Vary the tone of your voice. The audience will not lose interest if you emphasize key points and vary delivery.

•

Speak at a moderate rate —too slow will bore the audience, and too fast will limit their understanding of the presentation.

•

Avoid gestures that cover your face or distract the audience. Only gesture to accentuate a point.

•

Do not wear flashy or noisy jewelry that will distract the audience.

•

Dress for the occasion and wear comfortable clothes.

•

Make eye contact with your listeners.

•

Do not read your presentation. If you're using a slide presentation, do not read the information to the audience. Rather use the slides as reference points to expand on the key elements of your presentation.

•

Read reaction from the audience. If it seems like you're losing them, you may want to shorten the presentation.

The quality, clarity and style of your presentation will influence the audience's understanding of your message. An effective presentation will highlight key

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information at least three times. 1. Open by telling the audience what you're going to tell them 2. Tell them 3. Summarize what you've told the audience. Be careful that this style does not lead to a repetitive presentation.

D. Graphics â&#x20AC;&#x201D; make them big and clear Graphics are an important vehicle for your story, particularly when dealing with an issue that could have a visual impact on a community. However, graphics should support your objective, so use key points, photos, maps or drawings to enhance the message.

E. Respect You have a right to participate in public hearings and are entitled to be shown respect by members of hearing bodies. Consequently, you should never feel intimidated by board members' body language, attitude or questions. Respect works in both directions: you must also be considerate of the hearing body and not exhaust their patience.

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APPENDIX G.

THE HIERARCHY OF PLANNING TOOLS

Approval Responsibilities at Various Levels of the Planning and Development Process • Building Permits Planning and Development Department Administered by Development Compliance Branch

• Development Permits Planning and Development Department Administered by Development Compliance Branch

• Servicing Agreements Approved by General Manager, Planning and Development Department or Executive Committee

• Subdivision Approved by Subdivision Officer or Subdivision Authority

• Rezoning/Road Closures Approved by City Council

• Local Plans (all authorized and approved by City Council)

• Area Structure Plan • Neighbourhood Area Structure Plan • Neighbourhood Structure Plan • Servicing Concept Design Brief • Area Redevelopment Plan • Corridor/Special Land Use Study

• Municipal Development Plan Approved by City Council

City of Edmonton Sustainable Development

Opprotunities to Participate

For DC2 Rezoning, Applicant conducts pre-application consultation

Planning and Development notifies Ward Councillors, Adjacent Property Owners, Community League(s) and Business Revitalization Associations(s)

Planning and Development advertises Bylaw going to Council in newspapers Approved

â&#x20AC;˘ Applicant erects sign as required

Applicant submits Rezoning Application

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Land Rezoning - Process for Application and Approval

Plann ng and Development reviews / discusses with applicant and interested parties to resolve issues

Planning and Development prepares report and Bylaw material for Council

Council holds Public Hearing

V Planning and Development circulates to other Departments and Agencies*

Planning and Development notifies Adjacent Property Owners, Community League(s) and Business Revitalization Zone Association(s) of Bylaw going to Council Minimum 60 - 120 days

Applicant applies for Development Permit

Council action on Bylaw

IL=

Applicant can apply again in one year

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Planning and Development Department

gr.

•

DOES WHAT

WHY

• Undertakes pre-application consultation with surrounding property owners (within minimum of 6o m) and the affected Community League for DC2 applications

To inform interested parties regarding their proposed rezoning, and solicit input for inclusion in developing the rezoning application materials.

• Submits an application to amend the Zoning

To change the land uses, development rights and regulations for a site

• Circulates the application to Civic Departments and agencies

To obtain feedback regarding concerns (if any) regarding the application

• Notifies Ward Councillors, appropriate Cornmunity Leagues, and property owners within a minimum of 6om of the receipt of the application

To provide interested parties with information regarding the proposed rezoning, it's compliance with the plan in effect for the area (if applicable), and a contact number for inquiries and/or comments.

• Reviews the feedback from the circulation and public

To identify any concerns or opportunities to address through the application process

• May also hold a public meeting

Ir.

• Discusses outstanding issues or concerns with the applicant

To allow the opportunity to resolve any outstanding issues prior to proceeding with the application

• Prepares the Council Report and Bylaw material for Council

To provide Council with the legal tools and available information with which to make an informed decision

• Notifies Ward Councillors, appropriate Cornmunity Leagues, and property owners within a minimum of 6om of the date, time and location for the Public Hearing before City Council

To provide the opportunity for interested parties to be aware of and attend the Public Hearing, or alternately provide comments regarding the proposed amendment

• Advertises the Public Hering in the Edmonton Journal on two weekends before the Hearing Date

To advise the general public regarding the upcoming Public Hearing Bylaw

• Holds a Public Hearing regarding the proposed amendment

To provide all interested parties with the opportunity to be heard before making an informed decision regarding the amendment

• Considers Three Readings of the Bylaws

To legally pass or defeat the Plan Amendment Bylaw

City Council

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Identifies opportunities for public input

N.B. The Zoning Amendment Process or Rezoning Application Process has similar steps to other applications.You can see the processes on the City's website, www.edmonton.ca . Click on "Infrastructure and Planning", then click on "Planning", then choose either "Plan Amendments", "Road Closures" or "Subdivisions".

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Application Received

Technical Review by City Departments & Agencies

Notice Sent to Affected Property Owners

Public Meeting Ongoing Revision Preparation of Bylaws

Notice of Public Hearing

Public Hearing

Decision by Council

N.B. The stars represent points of involvement for the public. The first small star represents consultation done by a developer/applicant before submitting an application. The only time a developer/applicant is required to engage in this consultation is when they are applying for a rezoning to a Direct Control Provision.

City of Edmonton Sustainable Development 51

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APPENDIX I.

DEVELOPMENT PERMITS AND THEIR REVIEW PROCESS

Development Permits are grouped into three development classifications to reflect the impacts or intensity of the proposed development or use:

No Permit Required

For minor types of construction such as minor repairs or fences under a certain height, no DP is required.

Class A - Permitted Developments

This class of permits is for applications involving Permitted Uses that comply with all Zoning Bylaw regulations. Examples include residential garages, decks, patios, and minor home occupations.

Class B - Discretionary Developments

This class includes all developments that are classified as Discretionary Uses, or for any development that requires a variance to the Zoning Bylaw regulations, and applications within direct control districts.

Development Review Process •

Review and decision-making time length depends upon complexity of the application and work volumes.

•

Review and decision can be done at the counter or take months.

•

Major applications are circulated to other civic departments for review and comment.

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Figure 2. Processing Procedure for Complex or Major Impact Class B Development Permits

If appealed, forwarded to SDAB

Deve oprnent Officer approves/ refuses

Planning and Development circulates special information to appropriate Civic Departments/agencies* for comment

Planning and Development determines the need for and requests special information requirement(s)

Permit issued

0-1

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Table 7.

Permit Type

14 days

Development Appeal Process Notification of Decision

Pre-Application Consultation

Uses

Ability to Appeal

Class A

For Permitted Uses that comply with all Zoning Bylaw regulations

None

Yes. Appeal must be filed within 14 days of a Development Officer's decision

Class B

For Discretionary Uses, for Permitted Uses requiring a variance, and for applications within Direct Control districts

None — unless the Mature Neighbourhood Overlay applies and application does not comply with overlay regulations

Approval includes written notice:

Yes. Appeal must be filed within 14 days of a Development Officer's decision

• within 7 days to: - surrounding property owners - president of community league -

president of Business Revitalization Zone

• within 10 days — a notice in the Edmonton Journal*

* The notice in the Edmonton Journal describes the development proposal, the development officer's decision, and the right of appeal.

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