City of Hamilton
GENERAL ISSUES COMMITTEE
March 08, 2016, 1:00 PM
Council Chambers, Hamilton City Hall, 71 Main Street West
Stephanie Paparella, Legislative Coordinator 905 546-2424 x3993
1.
CHANGES TO THE AGENDA (Added Items, if applicable, will be
noted with **)
2.
DECLARATIONS OF INTEREST
3.
STAFF PRESENTATIONS
3.1
4.
Development of the 2016 – 2025 Strategic Plan – Council
Workshop (CM16003(a)) (City Wide)
ADJOURNMENT
INFORMATION REPORT
TO:
COMMITTEE DATE:
SUBJECT/REPORT NO:
WARD(S) AFFECTED:
PREPARED BY:
SUBMITTED BY:
Chair and Members
General Issues Committee
March 8, 2016
Development of 2016 – 2025 Strategic Plan – Council
Workshop (CM16003(a))
City Wide
Lisa Zinkewich
905-546-2424 Extension 2297
Chris Murray
City Manager
SIGNATURE:
Council Direction:
On February 24th, 2016, as part of Report CM15001(b)/CES15010(b), Council directed staff to
use The Vision for Our Future Hamilton to guide the development of the 2016-2025 Strategic
Plan for the City of Hamilton. In addition, Council received Report CM16003 which outlined
key milestones and engagement activities as it related to the development of the 2016 – 2025
Strategic Plan. Report CM16003 included reference to a Council Workshop that would be held
to discuss the development of the 2016 – 2025 Strategic Plan on March 8th, 2016.
Information:
Identifying why you exist as an organization, defining what success looks like and creating a
strategy to map out how you will achieve success are the Mission, Vision and Priorities of a
strategic plan.
Recommendations for approval of the 2016 – 2025 Strategic Plan will be put before the
General Issues Committee for their consideration on June 1, 2016.
The discussion that will take place as part of Report CM16003(a) will be based on a draft
framework that will be presented by staff during the Special Strategic Planning General Issues
Committee Meeting on March 8th. The draft framework is rooted in the Vision for Our Future
Hamilton and developed through internal consultations with Senior Management Team and
Departmental Management Teams.
Attached to Report 16003(a), to be used as reference during the discussion that will take place
on March 8th, is the City of Hamilton 2012 – 2015 Strategic Plan (Appendix A) and the City of
Edmonton Strategic Plan (Appendix B).
OUR Vision: To be the best place in Canada to raise a child, promote innovation, engage citizens and provide diverse economic opportunities.
OUR Mission: WE provide quality public service that contribute to a healthy, safe and prosperous community, in a sustainable manner.
OUR Values: Accountability, Cost Consciousness, Equity, Excellence, Honesty, Innovation, Leadership, Respect and Teamwork.
CM16003(a) Appendix A
THE CITY OF HAMILTON
STRATEGIC PLAN 2012 – 2015
OUR Vision
To be the best place in Canada to raise a child, promote innovation, engage citizens and
provide diverse economic opportunities.
OUR Mission
OUR Values
WE provide quality public services that contribute to a healthy, safe
Accountability - WE are responsible for our actions, ensuring the
and prosperous community, in a sustainable manner.
efficient, cost-effective and sustainable use of public resources.
Cost Consciousness – WE must ensure that we are receiving value
for taxpayer dollars spent.
Equity - WE provide equitable access to municipal services and treat
all people fairly.
Excellence - WE provide municipal services through a commitment
to meeting and exceeding identified standards.
Honesty - WE are truthful and act with integrity.
Innovation - WE are a forward thinking organization that supports
continuous improvement and encourages creativity.
Leadership - WE motivate and inspire by demonstrating qualities
that foster effective decision making and promote success at all levels.
Respect - WE treat ourselves and others as we would like to be
treated.
Teamwork - WE work together toward common goals, through
cooperation and partnership.
3
OUR STRATEGIC PRIORITIES
STRATEGIC PRIORITY #1
A PROSPEROUS & HEALTHY COMMUNITY
WE enhance our image, economy and well-being by
demonstrating that Hamilton is a great place to live, work,
play and learn.
STRATEGIC OBJECTIVE
1.1 Continue to grow the non-residential tax base.
Strategic Actions
(i) Resolution of the Urban and Rural Official Plans appeal at the
Ontario Municipal Board (OMB)
(ii) Complete the new Comprehensive Zoning By-law for commercial and mixed use
nodes and corridors
(iii) Resolution of the Airport Employment Growth District (AEGD) Secondary Plan at the
Ontario Municipal Board (OMB) and undertake implementation of Phase I
(iv) Implement a Land Banking Program with strategic acquisitions
(v) Complete servicing and new road infrastructure at City’s Business Parks
(vi) Develop a Bayfront Industrial Secondary Plan/Redevelopment Strategy
(vii) Take substantive steps towards implementing the new Agricultural Action Plan, as part
of the overall Economic Development Strategy
4
STRATEGIC OBJECTIVE
STRATEGIC OBJECTIVE
1.2Continue to prioritize capital infrastructure projects to
1.3 Promote economic opportunities with a focus on Hamilton’s
support managed growth and optimize community benefit.
downtown core, all downtown areas and waterfronts.
Strategic Actions
Strategic Actions
(i) Update the State of the Infrastructure Report (based on 2011 asset
(i) Expand urban renewal incentives to the six community downtown
analysis)
areas
(ii) Update ten year capital plan delivery prioritization (based on
(ii) Finalize a development and servicing strategy for the west harbour
recommendations from completed Recreation Facility Studies and
lands, with a particular focus on Piers 5, 6, 7 & 8 and the Barton/
updated State of the Infrastructure Report)
Tiffany area
(iii) Development of Biosolids Management Plan and water quality
upgrade plan for the Woodward Wastewater Treatment Plant
(iv) Completion of a Refined Staging of Development Program and
Wastewater Capacity Allocation Policy
(iii) Negotiate the early termination of land leases for Piers 7 & 8 with the
Hamilton Port Authority
(iv) Final resolution and Ontario Municipal Board (OMB) approval of the
Setting Sail Secondary Plan
(v) Ongoing implementation of strategies based on recommendations
(v) Completion of the Waterfront Master Recreation Official Plan
within the Storm Event Response Group (SERG) Study to address
Amendment and the implementation of the Zoning By-law and
flooding issues
financing strategy
(vi) Identify and implement high-priority actions to support the accelerated
revitalization of Hamilton’s Downtown core (vii) Complete implementation plan and financing strategy for Randle Reef
(viii)Complete Request for Proposal (RFP) and make decision on long
term future of HECFI
(ix) Initiate development in the West Harbourfront and Waterfront (this
includes the Bayfront Industrial area) and develop a commercial
business strategy for Confederation Park
(x) Finalize plans for the creation of the Downtown McMaster Health
Campus (MHC) including the consolidation of Public Health Services
5
neighbourhood plans
1.4Improve the City’s transportation system to support
guide how the City of Hamilton will support the implementation of
Strategic Objective
multi-modal
mobility
and
encourage
inter-regional
(ii) Develop a strategy for acquiring land as a result of potential school
closures, to address existing parkland shortages and identified
connections.
outdoor recreation needs
(iii) Complete planning and feasibility studies for proposed facilities/
Strategic Actions
(i) Complete the design and develop an implementation and financial
plan for the delivery of higher-order transportation and enhanced
services in new Pan Am Stadium precinct, and develop a capital
funding strategy
between City of Hamilton and community partners to rationalize
(ii) Implement revised eligibility criteria for DARTS (to ensure compliance
(iv) Develop a mental health and addiction services coordination strategy
transit service, including all-day GO Transit service and rapid transit
existing services and improve access to care (e.g. CREMS, social
with AODA legislation)
(iii) Develop an integrated, multi-modal, public transportation program,
navigator)
care
transportation demand management (TDM) plan
birth weight by targeting smoking, nutrition and access to primary
active transportation (e.g. pedestrian, cycling) and the associated
(v) Develop and implement a maternal health strategy to decrease low
including implementation of rapid transit, conventional transit,
of a single access point initiative
GO Station and along the A and B-line transit corridors
community partners through the development and implementation
implementation plans for the lands surrounding the James Street
(vi) Improve access to children and family services in collaboration with
(iv) Develop a Land Use Strategy, Urban Design Guidelines and
(v) Development of a strategy to enhance conventional transit service
(vii) In support of the Hamilton Roundtable for Poverty Reduction’s action
plan develop a program to improve access to healthy food for those
levels within the A Line and B Line corridors
in greatest need
(viii)Continue to work with the Seniors Advisory Committee, Hamilton
Strategic Objective
1.5Support
the
development
and
implementation
of
neighbourhood and City wide strategies that will improve
Council on Aging and other community partners to develop an Age
Friendly Initiative for Hamilton
(ix) Develop a plan (with cost impacts) to prevent childhood obesity
the health and well-being of residents.
(x) Development of a Comprehensive Rental Housing Licensing
(semi/single detached housing with 8 units or less) and a proactive
(i) Complete the development of neighbourhood plans in selected
Program - which incorporates the licensing of low density housing
Strategic Actions
priority neighbourhoods and complete a funding strategy to
by-law enforcement program.
6
(xi) Implement a ten-year Housing and Homelessness Action Plan
with strategies to support:
•
Increasing the supply of affordable rental and ownership housing
•
Developing a plan to improve housing affordability and geared to
income that includes outlying communities in Hamilton with rising
poverty issues
•
Providing individualized supports to facilitate housing retention
and ownership
•
Providing quality, safe and suitable housing options
Strategic Objective
1.6 Enhance Overall Sustainability (financial, economic,
social and environmental
Strategic Actions
(i) Development of an Environmental Roundtable that, through
collaborative efforts with community partners, would highlight
accomplishments and address issues related to environmental
sustainability
(ii) Development of a Community-based Climate Change Action Plan
(iii) Develop and confirm a community vision that will form the basis
for future strategic plans, re-visiting the role of Vision 2020 and
looking towards overall Sustainability (financial, economic, social
and environmental)
7
STRATEGIC PRIORITY #2
VALUED & SUSTAINABLE SERVICES
WE deliver high quality services that meet citizen needs and expectations,
in a cost effective and responsible manner.
Strategic Objective
2.1Implement processes to improve services, leverage
technology
and
validate
cost
effectiveness
and
efficiencies across the Corporation.
Strategic Actions
(i) Complete a Service Delivery Review, establishing performance
measures and identification of recommended service levels
(ii) Develop and implement a redeveloped website and associated
management plan to provide more on-line transactions
(iii) Implement the call handling review recommendations
(iv) Develop an Information Services governance model and identify
areas for improvement, consolidation and savings
(v) Review the feasibility regarding the implementation of an Employee
Suggestion Program for the City of Hamilton
(vi) Develop and implement a Financial Sustainability Plan
(vii) Implement a Value for Money performance audit program
(viii) Develop a Corporate template for Departmental business plans,
aligning to the 2012 – 2015 Strategic Plan and future budgets
8
Strategic Objective
2.2 Improve the City’s approach to engaging and informing
citizens and stakeholders.
Strategic Actions
(i) Establish a policy and begin to implement a coordinated citizen and
stakeholder engagement program
(ii) Develop a community and corporate engagement plan for key initiatives
(includes Infrastructure Services, Human Services Plan, Community
Visioning & Strategic Planning)
(iii) Develop and implement an Open Data strategy
Strategic Objective
2.3 Enhance customer service satisfaction.
Strategic Actions
(i) Complete the Open for Business review including the development of
metrics/indicators for evaluation purposes, implement recommendations
including enhanced support to the City’s One Stop Business Centre
(ii) Create an online system for the digital submission of applications and
permits
9
STRATEGIC PRIORITY #3
LEADERSHIP & GOVERNANCE
WE work together to ensure we are a government that is respectful towards each other and that the community has confidence and trust in.
deliver its business objectives.
that benefit the City of Hamilton.
a skilled workforce that is capable and enabled to
(IGR) work that will advance partnerships and projects
3.2 Build organizational capacity to ensure the City has
3.1 Engage in a range of inter-governmental relations
Strategic Objective
Strategic Objective
Strategic Actions
(i) Develop an intergovernmental relations strategy to promote
City priorities
(ii) Adopt infrastructure, transportation, housing, downloading
and AODA as initial priority areas relative to intergovernmental
relations advocacy, funding priorities and grant programs
(iii) Develop and maintain a list of priority and “shovel-ready”
projects, across all Departments, in order to more efficiently
present opportunities for collaboration with other levels of
government
Strategic Actions
(i) Implement a workforce management strategy which includes:
• Development of a succession planning program for
• A forecast of workforce supply and skill demands
• A profile of the current workforce, including early retirements
leadership
and critical need positions
• Developing a leadership and management development
plan
• Developing an attraction and retention strategy that fosters a
diverse and inclusive workforce
(ii) Revise the existing performance management system and
implement across organization
10
Strategic Objective
3.3 Improve employee engagement
Strategic Actions
(i) Develop and implement an internal communication strategy
(ii) Enhance the Corporate Employee Recognition Program
(iii) Implement the Healthy Workplace Strategy
Strategic Objective
3.4 Enhance opportunities for administrative and operational
efficiencies
Strategic Action
(i) Leverage technology to streamline workflow processes, enable
better workforce management, and assist in management decision
making through:
• Position Management
• Automated Workflow & Approvals & Employee & Manager Self-Service
• Time, Attendance & Scheduling Technology (KRONOS)
(ii) Implement the Employee Attendance Management Action Plan to
decrease absenteeism
11
For more information please visit www.hamilton.ca/strategicplan
CITY OF EDMONTON STRATEGIC PLAN
THE WAY
AHEAD
2009-2018 (Updated in 2014)
CM16003(a) Appendix B
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
1
CONTENTS
02
Message from the Mayor
03Message from the City Manager
04Introduction
05From Vision to Action
07
Vision
08
Principles
11Goals
12 Transform Edmonton’s Urban Form
13 Enhance Use of Public Transit and Active Modes of Transportation
14 Improve Edmonton’s Livability
15 Preserve and Sustain Edmonton’s Environment
16 Ensure Edmonton’s Financial Sustainability
17 Diversify Edmonton’s Economy
19Outcomes, Measures
and Targets
2
MESSAGE FROM THE MAYOR
On behalf of my colleagues on City Council, I am
pleased to share an update on the City of Edmonton’s
strategic plan, The Way Ahead.
Edmonton is transforming into an increasingly vibrant,
sustainable city. There is a rediscovered pride in our
city and a growing consensus that we are a creative,
confident city – ready to lead, innovate, inspire and
build something great. At the core of all this is The Way
Ahead, our bold, citizen-built vision for what Edmonton
will be in 2040. It defines 10-year goals to transform
Edmonton, and includes measures to ensure we remain
accountable to citizens.
Cities are constantly in an ongoing process of change.
As we work toward our dream for Edmonton’s future,
we continue to strengthen the plan, adjusting to new
opportunities and challenges that arise. As a result of
this ongoing challenge, City Council reviewed all six
10-year strategic goals and revised the transportation
goal to reflect the need to create a more integrated
transportation system that offers greater travel
choices for Edmontonians.
We have also approved corporate outcomes, measures
and targets to make sure we keep on track to achieving
our vision. I look forward to continuing to work with
Council to support citizens in building the city we all
aspire to.
Mayor Don Iveson
City of Edmonton
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
3
MESSAGE FROM THE CITY MANAGER
In 2008​,​thousands of Edmontonians came together
to imagine a common vision for our future. The result
of their conversation was The Way Ahead.
As we have worked to bring this plan to life, our
understanding of what the goals mean to our city has
grown deeper and clearer. Our new City Council elected
in 2013 has brought the insight of their constituents
to The Way Ahead, which has greatly enhanced our
strategic road map.
Simon Farbrother
City Manager
Over these years, the City of Edmonton has
accomplished a great deal in building the new facilities
outlined in the plan and in re-focusing our efforts
and shifting our resources to Council’s priority areas.
Our Administration continues to build a corporate
culture that year by year grows more collaborative
and responsive to our changing world. We believe that
encouraging innovation and creativity among our staff
is essential to ensuring our valuable budget dollars are
effectively invested.
In 2009, The Way Ahead was a unique plan among
municipalities and as we refine our outcomes and
measures, we continue to lead the way in municipal
strategic planning.
The City of Edmonton’s Administration is proud to
serve the people of Edmonton and to work together
with our citizens to build a great city.
4
The City of Edmonton strategic
plan, The Way Ahead, captures
the City’s vision for Edmonton
in 2040 and establishes six
10-year strategic goals to
provide a clear focus for the
future. This strategic plan forms
the foundation for the strategic
work of the City and guides us
in our everyday commitment
to enhance the quality of life
for Edmontonians.
Established in 2008 and updated in 2011, The Way Ahead
was re-examined by the newly elected City Council in 2014.
City Council confirmed their commitment to the strategic
plan and reviewed the 10-year strategic goals, corporate
outcomes, measures and targets.
Revisions to one goal and a number of corporate
outcomes, measures and targets are captured in this
updated document.
Significant revisions include the following:
• a revised transportation-related 10-year strategic goal,
• a revised set of corporate outcomes that relate to many
10-year strategic goals rather than a set of outcomes
per goal, and
• a revised set of outcome measures and targets.
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
5
FROM VISION
TO ACTION
The journey toward the long-term vision
is supported by deliberate and purposeful
planning to build a great city and create the
community in which Edmontonians strive
to work, live and play.
Vision and Goals
Measures and Targets
In the fall of 2007, City Council began the strategic
planning process by calling on Edmontonians to share
their vision of Edmonton in 2040. With this extensive
public input, City Council created a long-term vision for
Edmonton and identified six 10-year strategic goals
that direct long-term planning for the City.
In order to understand how successful the City is in
meeting set outcomes, City Council established
measures and targets. Measures provide evidence that
the City is making progress in achieving set outcomes.
Corporate Outcomes
City Council then established a set of corporate
outcomes for the 10-year strategic goals. These
outcomes are City Council’s priorities and describe
how Council defines success in the journey to achieving
the 10-year strategic goals.
Targets identify how far and how fast the City will
proceed to deliver on the corporate outcomes within
a specified time horizon. Targets guide the City in
allocating resources for programs and services and
facilitate decision-making related to resource allocation.
Outcome measures and targets will be reported annually
and will be used to adjust planning and budgeting.
6
Strategies and Tactics
To identify strategies to achieve the 10-year strategic
goals, the City developed directional plans, also called
Ways plans:
•
•
•
•
•
•
The Way We Grow: Municipal Development Plan
The Way We Move: Transportation Master Plan
The Way We Live: Edmonton’s People Plan
The Way We Green: Edmonton’s Environmental Plan
The Way We Finance (underway for 2015)
The Way We Prosper: The City of Edmonton’s
Economic Development Plan.
Collectively with The Way Ahead, these plans form
Council’s strategic plan for the City of Edmonton.
To identify tactics to move forward directional plans,
the City created implementation plans. These plans
outline corporate and departmental actions to be
undertaken to achieve the Ways plans.
Conditions of Success
Because much of the success of this strategy depends
on the City’s operational environment, the City strives
to enhance the following areas:
•Organizational capacity (for example, fiscal
and human)
•Sound management practices and process
•Enabling infrastructure (for example, information
technology) and
•Effective communication.
Term of the Strategic Plan
The strategic plan is intended to guide and inform
planning for a 10-year planning horizon. New issues,
challenges, trends and opportunities will emerge
throughout the 10-year life of the strategy. In addition
to City Council’s annual review of the progress of
implementation, an extensive review and update of
the plan occurs every four years to reflect changes in
the operating environment and to ensure City Council
priorities are addressed.
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
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VISION
A creative description of Edmonton’s future,
the vision guides our decisions, helps us set
direction and encourages us to align our
priorities as we work to make Edmonton the
city we want it to become in 2040.
Take a river boat from one shore of the world’s largest
urban park to the other, from the university to the
legislature. From the water, look up and consider the
skyline, the bustling core and the towers and urban
villages to the east and west.
The people on the sidewalks and trails, from First
Nations to new Canadians, linked by a common purpose
— to learn, to prosper, to celebrate. Take the LRT in
any direction from here and you’ll be in the heart of
somewhere special. Welcome to Edmonton, the capital
of Alberta, a northern city of art and ideas, research
and energy.
•Edmonton is an energy city. Energy drawn from the
ground and from above; from the sun and wind. But
the true power of Edmonton is the democratic spark
in its people.
•Edmonton is a city of design — urban design,
architectural design, and environmental design.
Walk its safe, leafy neighbourhoods, ride its
efficient and accessible transportation system. The
city has grown up; now we’re building smarter.
•Edmonton links the continent with the north and
with Asia. This cooperative regional economy
is powerful and diverse, oriented toward the
future. Visit the universities and colleges, the
humming research parks, the downtown office
towers: Edmonton is a destination for advanced
technologies, health care, and green energy.
•Edmonton is a recreation city, an arts city. It is a city
that embraces all seasons. Run, ride or ski on its
trails and fields, cheer in its arenas and stadiums.
Enjoy the museums, galleries, clubs, and theatres.
Read its novels, watch its films. Spend an hour or
a week in the glorious North Saskatchewan River
Valley, the world’s largest preserved park.
•Edmonton is a city of many cultures, educational
opportunities, and all political and social
orientations; yet its citizens are inspired by a
shared vision and the certainty that this city on a
river is one of the most special places on earth.
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PRINCIPLES
Four principles underpin the development
and implementation of this strategic plan.
Integration
Livability
A holistic view of strategic planning that acknowledges
the interrelated and interdependent reality of complex
urban environments.
A set of interrelated factors that influence people
in choosing where they live and reinforce their sense
of well-being.
Goals and priorities for different elements in urban
planning reflect interrelated ecosystems and are
considered in terms of how they impact, support and
drive each other.
The concept of livability is based on the knowledge
that the economic and social life of the community is
intimately linked to its natural and built environment,
and together these elements impact social and
cultural goals. Livability is the culmination of many
components and experiences. All of these contribute
to creating the highest quality of life that all citizens
aspire to. Livability factors include:
Sustainability
A way of living that meets the needs of the present
and does not compromise the ability of future
generations to meet their own needs.
Urban planning takes an integrated, holistic view
of urban environments and defines sustainability
in the context of interrelated ecosystems
encompassing economic, social, environmental
and cultural sustainability.
The principle of sustainability includes financial
sustainability, ensuring urban planning recognizes
and addresses resource constraints and capacities.
•
Welcoming place:
Residents are active and engaged
in urban life. People feel safe, connected and alive
in a vibrant urban centre that values its people,
places and activities.
•
Public spaces: Public spaces are generous,
magnetic, transformative and alive with activity.
•
Diversity: Parks, recreation, arts and cultural
events meet the rich diversity of citizens, the result
of productive partnerships between residents and
the city in creating projects and programs.
• Amenities: A clean and well-designed community
that supports a range of lifestyle choice, includes
open and green spaces, respect for historic
elements and fosters a sense of pride in place.
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
9
•
Economic prosperity: Sustainable economic
employment and lifelong learning opportunities
that build on the skills and contributions of its
diverse local and global workforce.
•
Access & Affordability: The ability of people of all
incomes to have access to affordable housing, food,
transit and core social services. The recognition as
well that the affordability of amenities affects the
overall competitiveness of the city in attracting and
retaining residents.
•
Safety: A sense of personal and community safety
and overall social order.
•
Caring: Communities that reach out to include
all of their citizens in community life to help each
individual have the optimum opportunity to reach
their potential.
•
Community capacity: Needs of low income,
vulnerable, and at-risk residents are met by building
individual and community capacity so that all
residents are better able to address current and
future issues and chart their own future course.
•
Environment: An environment that is sustainable for
current and future generations through responsible
social, fiscal and environmental practices. Clean
air and water, access to local food supply and
the healthy coexistence of natural and
urban environments.
•
Participation: Political and democratic processes
that provide for public participation in the
decisions that affect residents and ongoing
transparency of local government.
Innovation
A planning approach and operational culture within a
municipality that encourages and enables continuous
improvement and the exploration and adoption of
new techniques, technologies, products and ways
of operating in order to improve results and lead
progressive change.
10
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
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GOALS
The following six 10-year strategic
goals provide a clear focus for
the future and direct long-term
planning for the City of Edmonton.
12
10-YEAR STRATEGIC GOAL
TRANSFORM
EDMONTON’S
URBAN FORM
Edmonton has increased its density and optimized existing infrastructure while
maintaining and revitalizing strong, vibrant neighbourhoods; ensuring high
standards of urban design; adopting best land use practices and preserving natural
areas and public spaces.
ELABORATION
In setting the goal to transform Edmonton’s urban form, the City recognizes the
realities of the changing economics of urban service delivery. A more balanced use
of dwelling densities, mixed-use, and place making which recognizes the strategic
importance of building neighbourhoods differently is envisioned. This goal implies
Edmonton’s role should be shifting to more of an urban centre within a thriving
region and a prioritization of the placement of natural and public spaces.
APPROVAL DATE
The Way We Grow / MAY 2010
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
13
10-YEAR STRATEGIC GOAL
ENHANCE USE OF
PUBLIC TRANSIT &
ACTIVE MODES OF
TRANSPORTATION
Enhancing public transit and other alternatives to single-occupant vehicles
will provide Edmonton with a well-maintained and integrated transportation
network. Increased use of these options will maximize overall transportation
system efficiency and support the City’s urban planning, livability, financial,
economic and environmental sustainability goals.
ELABORATION
Through this goal, the City recognizes that a transportation system that is
designed to support a range of travel options will increase the number of people
and the amount of goods that can move efficiently around the city, while supporting
the City’s goals for livability, urban form, financial, economic and environmental
sustainability. Creating this 21st century sustainable and globally-competitive city
means offering choice. It will allow Edmontonians of all ages and abilities to safely walk,
bike, ride transit, ride-share or drive to the places they need to go. The trade-offs needed
to achieve this vision will create an integrated transportation system with greater travel
choices for Edmontonians.
APPROVAL DATE
The Way We Move / SEPTEMBER 2009
14
10-YEAR STRATEGIC GOAL
IMPROVE
EDMONTON’S
LIVABILITY
Edmonton is one of Canada’s most livable cities because it is welcoming to all;
is safe and clean; fosters its heritage and supports its arts and multicultural
communities; encourages active lifestyles through recreational opportunities
and engages its citizens in the City’s vision and directions.
ELABORATION
To improve Edmonton’s livability, the City intends to focus on the people concerns
associated with improved livability by concentrating efforts on prevention and
getting to the root causes or barriers that are in the way of achieving a more livable
city. This goal is focused specifically on the strategic areas of welcoming, safety
perception, cleanliness and aspects important to the notion of urban village creation.
APPROVAL DATE
The Way We Live / JULY 2010
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
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10-YEAR STRATEGIC GOAL
PRESERVE
& SUSTAIN
EDMONTON’S
ENVIRONMENT
In partnership with its citizens, businesses and institutions, Edmonton
is the nation’s leader in setting and achieving the highest standards of
environmental preservation and sustainability both in its own practices,
and by encouraging and enabling the practices of its partners.
ELABORATION
With the goal to preserve and sustain Edmonton’s environment, the City
intends to leverage existing strengths and new innovations to improve the
environment in a sustainable way and minimize the ecological footprint of the
City. Striving to preserve natural resources as City building partners and the
municipal corporation deliver services to citizens, emphasis will be placed on both
preservation and sustainability.
APPROVAL DATE
The Way We Green / JULY 2011
16
10-YEAR STRATEGIC GOAL
ENSURE
EDMONTON’S
FINANCIAL
SUSTAINABILITY
Edmonton is financially sustainable, with the revenue resources required
to support its plans and provide the infrastructure performance and services
citizens need.
ELABORATION
In ensuring Edmonton’s financial sustainability, the City recognizes the tie between
demands on the City and the limited means to address these demands. The City will
work to diversify revenue sources while maintaining the obligations the City has to
its citizens. This goal relies on the revenue benefits that could be realized from the
other goals, such as Economic Diversity and Urban Form transformation.
APPROVAL DATE
The Way We Finance / UNDER DEVELOPMENT FOR 2015
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
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10-YEAR STRATEGIC GOAL
DIVERSIFY
EDMONTON’S
ECONOMY
Edmonton is recognized as an economic powerhouse, maximizing
the diversity of its economic advantages, including its location
as Port Alberta and as a portal to the north; as the urban centre
of regional industrial development; as a knowledge and innovation
centre for value-added and green technologies and products, and as a
place that attracts and supports entrepreneurs.
ELABORATION
To diversify Edmonton’s economy, the City recognizes its economic
advantages are its existing strengths. Leverage points include Edmonton’s
physical locale, centres of excellence and industrial/entrepreneurial
comparative advantage with local, northern and Asian opportunities.
Specific target areas are logistics, eco-industry and environmental technology.
In establishing this goal, the City recognizes the separate roles of Edmonton
Economic Development Corporation and the Municipal Corporation and envisions
the City’s role to be that of an enabler.
APPROVAL DATE
The Way We Prosper / MARCH 2013
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C I T Y O F E D M O N T O N S T R AT E G I C P L A N
19
OUTCOMES,
MEASURES
& TARGETS
Corporate outcomes describe how
City Council defines success in the
journey to achieving the 10-year
strategic goals. Measures provide
evidence of success in achieving the
outcomes. Targets identify how far
and how fast the City will proceed to
deliver on the corporate outcomes
within a specified time horizon.
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OUTCOME
1.
Edmonton is attractive and compact
MEASURE
LAST ACTUAL
TARGET*
1.1(% of) New Residential Units in Mature Areas
14% (2013)
25%
1.2Edmontonians’ assessment: Well-designed,
attractive city
38% (2013)
55% positive survey
responses
OUTCOME
2.
The City of Edmonton has sustainable
and accessible infrastructure
MEASURE
LAST ACTUAL
TARGET
2.1Infrastructure density (Edmonton’s population/
total kilometers of infrastructure)
53.44% (2012)
Increase over previous year
2.2Edmontonians’ assessment: Access to amenities
and services that improve quality of life
69% (2013)
70% positive survey responses
OUTCOME
3.
Edmontonians use public transit
and active modes of transportation
MEASURE
LAST ACTUAL
TARGET
3.1
101.2 rides/capita
(2012)
105 rides/capita
23.7% (2012)
25.9%
Transit ridership
3.2Journey to Work Mode (sum of % survey
respondents who select “auto passenger,”
“transit,” “walk,” “cycle” or “other” as commute
to work mode)
*Targets are for 2018 unless otherwise noted.
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
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OUTCOME
4.
Goods and services move efficiently
MEASURE
LAST ACTUAL
TARGET
4.1Business satisfaction: Goods and services
transportation
49.5% (2011)
53% positive survey
responses
4.2Travel time and reliability for goods and
services movement (average travel time and
travel time variance during peak period along
key travel routes)
68.0 +/4.1 sec/km
(2012)
< 75 +/- 7sec/km
(subject to revision in 2015)
OUTCOME
5.
Edmontonians are connected to the city
in which they live, work and play
MEASURE
LAST ACTUAL
TARGET
5.1
75% (2013)
≥ 75%
41% (2013)
45% positive survey
responses (2017)
Reported volunteer rate
5.2Edmontonians’ assessment:
Connected to community
OUTCOME
6.
Edmontonians use facilities and services
that promote healthy living
MEASURE
LAST ACTUAL
TARGET
6.1Health and wellness (% of surveyed City of
Edmonton registered program participants
who indicate program has increased their
health and wellness)
87% (2013)
90%
6.2Recreation facility and library attendance
11.7 attendance/
capita (2013)
≥ 12 attendance/capita
6.3City park usage
81% (2013)
83%
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OUTCOME
7.
Edmonton is a safe city
MEASURE
LAST ACTUAL
TARGET
7.1Fire rescue events
8 per 1000
4
population (2013)
Decrease from previous
3-year average
7.2Edmontonians’ assessment: Safe city
66% (2013)
68% positive survey responses
7.3Edmonton Crime Severity Index
93.34 (2013)
2.0 point annual decrease from
2013 baseline of 93.34
OUTCOME
8.
The City of Edmonton’s operations are
environmentally sustainable
MEASURE
LAST ACTUAL
TARGET
8.1
40,272 CO2
3
equivalent tonnes
(2012)
178,700 CO2 equivalent tonnes
(equivalent to a 42% reduction
from 2008 levels)
6.6 (fair)
(2013)
7.8 (good)
City operations greenhouse gas emissions
8.2Watershed Contaminant Reduction Index
(index of contaminants released to North
Saskatchewan River)
OUTCOME
9.
Edmonton is an environmentally
sustainable and resilient city
MEASURE
LAST ACTUAL
TARGET
9.1
17,250,000 CO2
equivalent tonnes
(2013)
Downward trend
Community greenhouse gas emissions
9.2Ecological footprint
7.67 hectare/capita
Maintain or decrease
(2012)
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
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OUTCOME
10.
The City of Edmonton has a resilient
financial position
MEASURE
LAST ACTUAL
TARGET
10.1City of Edmonton credit rating
Standard and
Standard and Poor’s credit
Poor’s credit rating
rating AA+
AA+ (2013)
10.2City Asset Sustainability (actual expenditure
on capital infrastructure compared to required
expenditure)
1.07 (2013)
1.0
OUTCOME
11.
Edmonton has a globally competitive
and entrepreneurial business climate
MEASURE
LAST ACTUAL
TARGET
11.1Edmonton Economic Diversity Index
new measure
0.9 (to be revised with
Edmonton data in 2016)
11.2 Edmonton small to medium-sized business
32,744 (2013)
Increase from previous year
OUTCOME
12.
Edmonton region is a catalyst for industry
and business growth
MEASURE
LAST ACTUAL
TARGET
12.1 Edmonton Region gross domestic product
$83,565 (2013)
$98,750 (2007 $ in millions)
12.2Edmonton Region non-residential permit value
$1,992 (2013)
$2,130 ($ in millions)
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THE BRAND
AND THE VISION
The pyramid-shaped logo mirrors the pyramid
landmark at City Hall. Just as the pyramid sits atop
City Hall, Transforming Edmonton sits atop the City of
Edmonton’s strategic planning initiatives. The pyramid
represents the apex, the culmination of all of the other
plans; the pyramid structure represents stability and
cohesiveness, with a clear upward focus.
The spectrum of coloured streams that originate on
the right side of the pyramid represent the spectrum
of the City of Edmonton’s planning initiatives. The blue
stream at the top represents the City Vision, while
the rest of the colour spectrum represents the full
complement of the City’s plans. The blending of colours
in the right corner of the pyramid represents the
integration of the plans in their development. As the
colour streams move outward they take on their own
identities with no end point in sight.
The grey streams that originate on the left side of the
pyramid represent the public. As each grey stream
intersects with each coloured stream, so does each citizen
of Edmonton interact with the City’s planning initiatives.
Both the grey streams and the coloured streams
extend past their natural boundaries to show
progression beyond the 10-year planning cycle and the
ongoing and infinite outcomes that they’ll produce. As
strategic plans, their effects will be felt beyond any
fixed period of time.
Overall, the design is meant to reflect the integration
of the City of Edmonton’s planning initiative, and
invoke feelings of purpose and possibility.
C I T Y O F E D M O N T O N S T R AT E G I C P L A N
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Direct Inquiries:
The City of Edmonton
Financial Services and Utilities
5th Floor Chancery Hall
#3 Sir Winston Churchill Square
Edmonton, AB T5J 2C3
780-496-4944
www.edmonton.ca