Executive Committee - emrb.caemrb.ca/Website/files/f9/f9a81d14-bf60-4c93-b8eb-ab120c2ddf87.pdf · Executive Committee March 8, 2018, ... Executive Assistant: Guests: ... Mr. Denham

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Executive Committee

March 8, 2018, 8:30 a.m. – 10:00 a.m.

Edmonton Metropolitan Region Board Office

#1100 Bell Tower, 10104 — 103 Avenue

Capital Region Boardroom

1. Opening

1.1 Quorum

Action: Confirmation

Lead: Chair Abbott

1.2 Call to Order Action: Declaration

Lead: Chair Abbott

1.3 Chair’s Opening Remarks

Action: Information

Lead: Chair Abbott

2. Approval of AgendaAction: Approval

Lead: Chair Abbott

3. Approval of MinutesAction: Approval

Lead: Chair Abbott

Page 4 of 59

Recommended Motion: That the Executive Committee approve the March 8, 2018 meeting agenda.

Recommended Motion: That the Executive Committee approve the

January 11, 2018 meeting minutes.

EMRB Executive Committee Mtg Agenda Package March 8/18Page1 of 59

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4. Strategy

4.1 Growth Plan KPI Dashboard Action: Review, Endorsement, and Recommendation

Lead: CEO Bruce/ Mr. Denham

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4.2 Draft Strategic Plan Action: Review, Endorsement, and Recommendation Lead: CEO Bruce/ Ms. Chai

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4.3 Strategic Plan KPIs Action: Review, Endorsement, and Recommendation

Lead: CEO Bruce/ Mr. Chivers

Page 26 of 59

5. Policy

5.1 Transportation Prioritization List Action: Review, Endorsement, and Recommendation Lead: CEO Bruce/ Mr. Sarnecki

Page 30 of 59

6. Advocacy PlanningAction: Review, Endorsement, and RecommendationLead: CEO Bruce/ Ms. Lennon

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7. CEO UpdateAction: Information

Lead: CEO Bruce

Recommended Motion: That the Executive Committee endorse and recommend the Strategic Plan KPIs to the Edmonton Metropolitan Region Board for approval.

Recommended Motion: That the Executive Committee endorse and recommend the Regional Transportation Priorities Evaluation Criteria Update to the Edmonton Metropolitan Region Board for approval.

Recommended Motion: That the Executive Committee endorse and recommend the EMRGP KPI Dashboard to the Edmonton Metropolitan Region Board for approval.

Recommended Motion: That the Executive Committee recommend the Draft Strategic Plan be received for information by the Edmonton Metropolitan Region Board.


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8. Next Meeting

May 10, 2018, 9:00 a.m. – Noon, EMRB Office

9. In CameraAction: DeclarationLead: Chair Abbott

10. AdjournmentAction: DeclarationLead: Chair Abbott

Recommended Motion: That the Executive Committee meeting of March 8 be adjourned.


Executive Committee Meeting Minutes: Thursday, January 11, 2018 Page 1 of 4

Executive Committee

Thursday, January 11, 2018 1:00 p.m. – 3:00 p.m.

Capital Region Boardroom, EMRB Office 1100 Bell Tower, 10104 103 Avenue, Edmonton

Members: Jodi Abbott, Board Chair Bob Young, City of Leduc (Vice Chair) Tanni Doblanko, Leduc County Rod Shaigec, Parkland County Barry Turner, Town of Morinville Michael Walters, City of Edmonton

CRB Staff & Consultants: Malcolm Bruce, CEO Neal Sarnecki, Project Manager Sharon Shuya, Project Manager Loreen Lennon, Communications Manager Leslie Chivers, Operations Manager Taylor Varro, Municipal Planning Intern Amanda Borman, Executive Assistant

Guests: William Choy, Town of Stony Plain (Board Vice Chair) Lindsey Butterfield, City of Edmonton Trevor Duley, City of St. Albert Jordan Evans, Leduc County Larissa Hepp, Sturgeon County Brandy Kelly, City of Leduc Gary Klassen, City of Edmonton Marnie Lee, Strathcona County Avril McCalla, City of Edmonton John Stewart, Town of Beaumont Julie Vizbar, Leduc County

1. Opening

1.1 Quorum

Quorum achieved.

1.2 Call to Order

Chair Abbott called the meeting to order at 1:01 p.m.

1.3 Chair’s Opening Remarks

2. Approval of Agenda

Motion: That the agenda of January 11, 2018 be approved. Moved by: Mayor Tanni Doblanko, Leduc County

Decision: Carried unanimously EC2018-01

Item 3

EMRB Executive Committee Mtg Agenda Package March 8/18 Page4 of 59


3. Governance

3.1 Selection of Vice Chair Motion: That the Executive Committee appoint Mayor Bob Young to the position of Vice Chair.

Moved by: Mayor Barry Turner, Town of Morinville Decision: Carried unanimously

3.2 Executive Committee Terms of Reference

Motion: That the Executive Committee reaffirm and recommend the Executive Committee Terms of Reference to the Edmonton Metropolitan Region Board for approval.

Moved by: Councillor Michael Walters, City of Edmonton Decision: Carried unanimously

3.3 Governance Manual

Motion: That the Executive Committee endorse and recommend the Governance Manual to the Edmonton Metropolitan Region Board for approval.


3.4 Board Information Sessions

Executive Committee members have an open discussion regarding the opportunity for Board information sessions.

4. Strategy

4.1 Strategic Planning Process CEO Bruce outlines the Strategic Planning Process with the Executive Committee members.

4.2 Regional Agriculture Master Plan – Task Force

Ms. Shuya reviews the Regional Agriculture Master Plan Task Force briefing note with the Executive Committee members.

4.3 Regional Context Statement

CEO Bruce provides an overview of the Regional Context Statement for Executive Committee members.

EC2018-03

EC2018-04

EC2018-02



4.4 Metropolitan Region Servicing Plan Project Charter

Motion: That the Executive Committee endorse and recommend approval of the revised Metropolitan Region Servicing Plan Project Charter by the Edmonton Metropolitan Region Board. Moved by: Mayor Tanni Doblanko, Leduc County Decision: Carried unanimously

4.5 Metropolitan Region Servicing Plan Task Force Terms of Reference

Motion: That the Executive Committee endorse and recommend approval of the revised Metropolitan Region Servicing Plan Task Force Terms of Reference by the Edmonton Metropolitan Region Board. Moved by: Mayor Barry Turner, Town of Morinville Decision: Carried unanimously

5. Policy

5.1 Policy G023 – Pay to Participate

Motion: That the Executive Committee recommend the Edmonton Metropolitan Region Board postpone indefinitely Policy G023 – Pay to Participate. Moved by: Mayor Bob Young, City of Leduc Decision: Carried unanimously

5.2 Public Engagement Policy

Open discussion between the Executive Committee members on the Public Engagement Policy, with the Committee directing Administration to come back with an environmental scan on other jurisdictions.

6. CEO Update

6.1 Growth Plan KPIs Update

Mr. Denham provided an overview of new Growth Plan KPI Dashboard to the Executive Committee members.

6.2 Energy Corridors Forum

Mr. Sarnecki provided update on the planning process for the Energy Corridors Forum to the Executive Committee members.

EC2018-07

EC2018-05

EC2018-06



7. Next Meeting

Thursday, March 8, 2018 at 9:00 - Noon, Capital Region Boardroom, EMRB Office

8. In Camera

Chair Abbott reviewed with the Executive Committee members the conditions for going in camera. The Executive Committee members were in support of the addition of in camera sessions and this item is to be brought in front of the Board for consideration.

9. Adjournment

Motion: That the Executive Committee adjourn the meeting of January 11, 2018 at 2:42 p.m.


Committee Chair, Jodi Abbott

EC2018-08


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Administration Recommendation to the Executive Committee March 8, 2018

Growth Plan KPI Dashboard

That the Executive Committee endorse and recommend the EMRGP KPI Dashboard to the Edmonton Metropolitan Region Board for approval.

Background

There is annual reporting of Key Performance Indicators (KPIs) related to the implementationprogress of the regional Growth Plan

In the past, a white paper report was produced for the 16 KPIs of the original Growth Plan

The Edmonton Metropolitan Region Growth Plan recommends a new list of 26 KPIs to trackregional progress towards this plan’s implementation. This list can be found in the Appendix F of theplan on pages 122-123.

The reporting of these 26 KPIs will now be found in a new interactive and open web dashboard.

Website: www.emrb.ca/kpi-dashboard

Attachments

1. EMRGP Appendix F (Pages 122-123)

Item 4.1


http://www.emrb.ca/kpi-dashboard

Appendix F. Key Performance Indicators The following table contains a detailed list of indicators by policy area that will be collected and monitored by CRB. The recommended geographies, funding sources and frequency may change, depending on the availability of data.

Policy Area Key Performance Indicator Recommended Geographies Potential Source(s) Frequency

Economic Competitiveness and Employment

1. Employment growth, % changeRegion and by planning tier, municipality and major employment area

StatsCan’s Census of Population Every 5 years based on census

2. Employment diversity, job classification (NAICS) Region and by municipality, major employment area and centre

StatsCan’s Census of Population and other StatCan sources

Every 5 years and GP update

3. Employment density within centres By centre StatsCan’s Census of Population Every 5 years based on census

Natural Living Systems

4. Fuel sales and GHG emissions, per capita Region Kent Group Ltd. Annual 5. Ambient air quality, AQHI ratings Region Clean Air Strategic Alliance Annual 6. Amount of and locations of provincial parks, protected

areas and ESAs Region Alberta Environment and Parks As needed or every 5 years

7. Estimated total area of wetland loss by wetland type(and if possible by location for analysis by land usezoning; i.e., zoned agriculture vs. other zoned areas)

Region and by planning tier and municipality

Alberta Environment and Parks (potentially Alberta Merged Wetland Inventory [AMWI]), AltaLIS parcel mapping and municipal land use data

Annual

8. Amount of wetland loss and amount of wetlands saved(conserved) and/or restored


Alberta Environment and Parks and Ducks Unlimited Canada Annual

Communities and Housing

9. Housing mix, housing distribution by structure type Region and by housing sub-region, planning tier and municipality

StatsCan’s Census of Population, municipal censuses and potential regional survey

Every 5 years based on census

10. Housing spending, including housing affordability Region and by housing sub-region and planning tier

StatsCan’s Census of Population (if longform reintroduces it) and potential regional survey

Every 5 years based on census

11. Diversity of land uses in greenfield areas (% of area pergeneralized land use category)

Region, planning tier, municipality and hamlets where land use plans are in effect

Approved land use plans Annual

122 APPENDICES

EDMONTON METROPOLITAN REGION GROWTH PLAN RE-IMAGINE. PLAN. BUILD.

Item 4.1 Attachment 1


Policy Area Key Performance Indicator Recommended Geographies Potential Source(s) Frequency

Integration of Land Use and Infrastructure

12. Total population and dwellings, % changeRegion and by planning tier, municipality and hamlet (where data is available)

StatsCan’s Census of Population and municipal censuses Every 5 years based on census

13. Intensification target (% of new dwelling units approvedin the Built-Up Urban Area)

Region and by planning tier, municipality and centre

Member municipalities (development permit approvals) Annual

14. Planned and as-built densities of greenfield areas

Region and by planning tier, municipality, hamlet (where land use plans in place) and approved land use plans (e.g., ASPs)

Approved land use plans for planned density

Either CRB administration methodology (using municipal and federal censuses) or member municipality methodology for as-built density

Annual for planned density.

Every 5 years for as-built density

15. Residential units constructed within centres and built-upurban areas

Region and by planning tier, municipality and centre

Either CRB Admin methodology (using municipal and federal censuses) or member municipality methodology for as-built density

Every 5 years

16. Residential land supply – unabsorbed and absorbedurban residential and rural (country) residential lands

Region and by planning tier, municipality and hamlet

Municipal land use data and AltaLIS parcel mapping GP Update

17. Industrial land supply – unabsorbed and absorbedindustrial lands By major employment area Municipal land use data and AltaLIS

parcel mapping GP update

Transportation Systems

18. Investments in regional road infrastructure by levelof government Region and by planning tier Federal, provincial and municipal budgets Every 5 years

19. Investments in intermunicipal transit by levelof government Region and by planning tier Federal, provincial and municipal budgets Every 5 years

20. Median commuting duration Region and by municipality StatsCan’s Census of Population and Regional Household Travel Survey (RHTS) Every 5 years (10 years for RHTS)

21. Commuting mode share Region and by municipality StatsCan’s Census of Population and Regional Household Travel Survey (RHTS) Every 5 years (10 years for RHTS)

22. Transit ridership (transit trips per capita) By municipality Canadian Urban Transit Association (CUTA) Annual

Agriculture

23. Total prime agricultural land consumed (LSRStransitioning to CRB tool; subject to outcomes ofAgriculture Master Plan


AltaLIS parcel mapping, Alberta Agriculture and Forestry and CRB (once LESA in place), potentially Alberta Land Institute (UofA)

Annual

24. Distribution of subdivision acres by land class (LSRStransitioning to CRB tool) – mapping


AltaLIS parcel mapping, Alberta Agriculture and Forestry and CRB (once LESA in place), potentially Alberta Land Institute (UofA)

Annual

25. Value of farm receipts Region and by six agricultural sub-regions StatsCan’s Census of Agriculture Every 5 years

Implementation 26. REF Approvals versus Denied or Withdrawn Region CRB Annual

123APPENDICES

EDMONTON METROPOLITAN REGION GROWTH PLAN RE-IMAGINE. PLAN. BUILD. EMRB Executive Committee Mtg Agenda Package March 8/18 Page10 of 59

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Draft Strategic Plan

That the Executive Committee recommend the Draft Strategic Plan be received for information by the Edmonton Metropolitan Region Board.

Background

On October 9, 2014, the Board approved the following strategic priorities in the 2014-2018Strategic Plan:

o Regional Visiono Collaborative Cultureo Regional Growth Plano Global Competitiveness

From August 3 to August 31, 2017, an Environmental Scan Survey was distributed to obtain inputfrom past Board members, Board alternates, and committee chairs, as recommended by the CAOStanding Committee.

On December 14, 2017, the Strategic Planning Process was introduced to the Board.

On February 8, 2018, the Board held a Strategic Planning Retreat to identify new regionalstrategic priorities. Strategic priorities were ranked with the following three being the mostimportant by retreat participants:

o Shared Investment for Shared Benefitso Sustainable Growtho Maintaining Momentum

The Strategic Direction has been enhanced with a proposed Mission Statement, some proposedGuiding Principles, and initial strategy development for the three strategic priorities.

Attachments

1. Draft EMRB 2018-2023 Strategic Plan

Item 4.2


2018-2023

Strategic Plan DRAFT MARCH 1, 2018

APPROVED ON XXXX XX, 2018

1100 Bell Tower | 10104 103 Avenue | Edmonton, AB | 780.638.6000 | emrb.ca

Item 4.2Attachment 1


Table of Contents I. Message from the Chair .............................................................................. 2

II. Introduction ................................................................................................. 3

Members

Region

Context

III. 50 Year Vision .............................................................................................. 5

IV. Mission ......................................................................................................... 5

V. Guiding Principles ....................................................................................... 6

Collaboration: Working Together

Innovation: Creative and Nimble

Build Trust: Respect

Unified: One Voice

VI. Strategic Priorities ...................................................................................... 7

1.0 Shared Investment for Shared Benefits

2.0 Sustainable Growth

3.0 Maintaining Momentum

VII. Appendix A: Resource Plan ..................................................................... 11

VIII. Appendix B: Performance Measurement ................................................ 13


EMRB 2018-2023 STRATEGIC PLAN | DRAFT MARCH 1, 2018

Message from the Chair

[Add Message from Chair Abbott]



Introduction

Members

[Add Photos of 13 Members]

Region

[Add Map]



Context

This Strategic Plan identifies the strategic direction of the EMRB for 2018-2023. The strategic direction includes our vision, mission, guiding principles, strategic priorities (what we are trying to accomplish) and our strategies (how we will achieve the strategic objectives).

Our strategic framework enabling the strategic and direction includes the EMRB Regulation, the EMRB Strategic Plan and the EMRB Business Plan. The following illustrates our strategic framework:

Figure 1: EMRB Strategic Framework

Supporting the strategic framework is the Edmonton Metropolitan Regional Board Growth Management Plan which provides the long-term direction to 2044, while the EMRB’s Strategic Plan identifies the strategic priorities for the next five years.

Critical to our strategic success is our alignment with our members (13 local municipalities), the Government of Alberta mandate and numerous stakeholders including the citizens of the Edmonton Metropolitan Region. Our focus is on results and intermediate and long-term outcomes. The outcomes and results from our strategic framework will be reported on through various monitoring, evaluation and performance measurement mechanisms.



50 Year Vision

The Edmonton Metropolitan Region is the dominant hub for northern Alberta and is recognized globally for its economic diversity, entrepreneurialism, leadership in energy development, environmental stewardship and excellent quality of life.

The Region is anchored by a thriving core that is interconnected with diverse urban and rural communities.

The Region is committed to growing collaboratively through the efficient use of infrastructure, building compact communities, and fostering economic opportunities and healthy lifestyles.

Mission

To promote effective regional planning and collaboration for the responsible and sustainable growth of the Region to ensure prosperity and quality of life for all citizens of the Edmonton Metropolitan Region.



Guiding Principles

Collaboration: Working Together

We are committed to working together to achieve our vision.

Innovation: Creative and Nimble

We are leaders that embrace better ways to achieve long term prosperity.

Build Trust: Respect

We will foster heathy relationship and build trust by taking ownership of our results.

Unified: One Voice

We are champions for the region and work toward our shared outcomes.



Strategic Priorities

Our strategic priorities are:

1. Shared Investment for Shared Benefit; 2. Sustainable Growth; and 3. Maintaining Momentum.

Bolded strategies are identified as major resources and efforts for the Board.



1.0 Shared Investment for Shared Benefit

Outcome

The shared and equitable contributions, investments, and efforts by the EMRB result in measurable benefits for the region as a whole.

Shared Investment for Shared Benefit Strategies

Context: Investing in the Edmonton Metropolitan Region is critical to addressing the current and future challenges and opportunities in the Region. Working with Provincial and Federal Governments and collaborating with stakeholders like Edmonton Global to enhance regional investments and contributions will result in benefits for the region and Alberta. These successes may include initiatives like the Airport Accord or an integrated transit system.

1A. Develop and implement a benefits realization model that reflects shared regional interests.

1B. Measure the contributions and investments by the member municipalities.

1C. Identify and assess investments by public and private partners for the shared benefit of the region.

1D. Evaluate the benefits realized by the contributions and other investments in the region.

1E. Provide reporting on the shared contributions, investments, and benefits to the EMRB, key stakeholders, and partners.



2.0 Responsible and Sustainable Growth

Outcome

The efficient and effective planning, decisions, and monitoring by the EMRB of responsible growth of today and tomorrow while enabling future generations to meet their needs in accordance with the Edmonton Metropolitan Region Growth Plan.

Responsible and Sustainable Growth Strategies

Context: The resiliency of the Edmonton Metropolitan Region will be achieved through responsible growth including addressing climate change. Responsible growth will contribute to sustainability of the region by ensuring sound economic, social, and environmental decisions. Understanding the value created in the Region by addressing societal priorities such as broadband and recreation will contribute to the prosperity and quality of life in the region.

2A. Develop and implement the Edmonton Metropolitan Region Servicing Plan.

2B. Develop and implement the Regional Agriculture Master Plan.

2C. Monitor the implementation of the Edmonton Metropolitan Region Growth Plan.

2D. Provide leadership for a regional symposium for education and stakeholder collaboration.



3.0 Maintaining Momentum

Outcome

The EMRB successfully completes major activities and projects, and continually improves programs.

3.0 Maintaining Momentum Strategies

Context: Over the past 10 years, the Edmonton Metropolitan Region Board has gained momentum through collaboration, respect, and trust with the development of growth plans and regional projects and programs. The efforts and contributions toward advocacy and planning have a strong foundation and opportunity. Maintaining this momentum and ensuring sound reporting of results will contribute to improvements in the Region.

3A. Maintain and enhance collaboration amongst Board members to foster healthy relationships.

3B. Maintain the Regional Evaluation Framework (REF).

3C. Maintain and improve the Edmonton Metropolitan Region GIS (EMRGIS).

3D. Maintain and improve advocacy including innovative mechanisms for decision making (e.g., Provincial, Federal, Public Engagement Policies, Indigenous Stakeholders, etc.).

3E. Complete annual regional transportation priorities to advocate to Alberta Transportation.

3F. Update the Integrated Regional Transportation Master Plan (IRTMP).

3G. Maintain visibility and promote an integrated transit system.

3H. Maintain visibility for advocacy on regional energy corridors.

3I. Complete the regional housing plan to develop and monitor priorities in regional housing.



Appendix A: Resource Plan

The implementation of the Strategic Plan requires the allocation of resources by the EMRB. The following tables provide an initial indication of current and new resource requirements and the expected timing for various strategies.

Some strategies reflect current and on-going program activities requiring minor and moderate internal and external support. Other strategies reflect new multi-year intensive efforts and resources requiring moderate and major internal and external support.

1.0 Shared Investment for Shared Benefit Strategies Resource

Requirement Expected

Timing

1A. Develop and implement a benefits realization model that reflects shared regional interests.

Major 2 Years

1B. Measure the contributions and additional investments by the member municipalities. Minor Annually

1C. Identify and assess investments by public and private partners for the shared benefit of the region. Minor Annually

1D. Identify and assess the benefits realized by the contributions generally and other investments in the region as a whole. Minor Annually

1E. Provide reporting on the shared investments and shared benefits to the EMRB, key stakeholders and partners. Minor Annually

2.0 Sustainable Growth Strategies Resource


Timing

2A. Develop and implement the Edmonton Metropolitan Region Servicing Plan. Major 2 Years

2B. Develop and implement the Regional Agriculture Master Plan. Major 2 Years

2C. Monitor the implementation of the Edmonton Metropolitan Region Growth Plan. Moderate Annually

2D. Provide leadership for a regional symposium for education and stakeholder collaboration. Moderate 2 Years



3.0 Maintaining Momentum Strategies Resource


Timing

3A. Maintain and enhance collaboration amongst Board members to foster healthy relationships. Minor Ongoing

3B. Maintain the Regional Evaluation Framework (REF). Moderate Ongoing

3C. Maintain and improve the Edmonton Metropolitan Region GIS (EMRGIS). Moderate Ongoing

3D. Maintain and improve advocacy including innovative mechanisms for decision making (e.g., Provincial, Federal, Public Engagement Policies, First Nations, etc.).

Minor Ongoing

3E. Complete annual regional transportation priorities to advocate to Alberta Transportation. Minor Ongoing

3F. Update Integrated Regional Transportation Master Plan (IRTMP). Moderate 1 Year

3G. Maintain visibility and promote an integrated transit system. Minor Ongoing

3H. Maintain visibility for advocacy on regional energy corridors. Minor 1 Year

3I. Complete the regional housing plan to develop and monitor priorities in regional housing. Moderate 1 Year

* Indicates programs and/or projects currently approved in whole or in part in the budget.



Appendix B: Performance Measurement

The key performance measurement mechanism for the Strategic Plan priorities will be annual reporting of Key Performance Indicators (KPIs) to assess progress and results for the Strategic Plan.

The following table is a guide to report on the Strategic Plan.

Strategic Direction Previous Status Current Status Remarks

Shared Investment for Shared Benefit

E.g. A framework for a regional approach is approved and implemented.

Sustainable Growth

E.g. The MRSP is approved and submitted to the GoA by October 2019. E.g. The RAMP is Board endorsed, GoA approved, and implemented in conjunction with the EMRGP.

Maintaining Momentum

E.g. GoA agreement on a process for planning and placement of regional/provincial energy corridors.

Colours – Green significant progress; Yellow a work in progress; Red either yet to be initiated or just started. Arrows – Up progressing according to plan; Sideways no progress started.


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Strategic Plan KPIs

That the Executive Committee endorse and recommend the Strategic Plan KPIs to the Edmonton Metropolitan Region Board for information.

Background

On October 9, 2014, the Board approved the following strategic priorities in the 2014-2018Strategic Plan:

o Regional Visiono Collaborative Cultureo Regional Growth Plano Global Competitiveness

Key measurement of Strategic Plan priorities against Key Performance Indicators (KPIs) is to bereported annually to highlight and assess the Board’s progress.

The 2014–2018 Priorities Measurement Key Performance Indicators will be included in theBoard’s annual report submission to the Government of Alberta

This is the final report before Board adopts new KPIs based on a new Strategic Plan.

Attachments

1. CRB Strategic Plan 2014-2018 Priorities Key Performance Measurement Report

Item 4.3


Page 1 of 3

Strategic Plan 2014–2018 Priorities Measurement Key Performance Indicators (KPI) March 8, 2018

Strategic Priorities

Purpose Key Results Previous Status

Current Status

Progress

1- REGIONAL VISION The Board develops a strong, long-term vision for the whole region based on the desires and dreams of the region’s municipalities and citizens.

KR 1.1: Regional stakeholders and citizens are engaged, and they develop a long term vision for the whole region. KR 1.2: The Board adopts its long term Regional Vision.

- Board approved Edmonton Metropolitan Region Growth Plan (EMRGP) - Developed regional narrative that aligns with Edmonton Metropolitan Region Growth Plan (EMRGP) - New website launched - Edmonton Metropolitan Region Growth Plan materials developed including an interactive online growth plan -The Board is working on a new strategic plan that includes outcome statements for the region - Work starting on a Regional Agriculture Master Plan and a Metropolitan Region Servicing Plan

2 - COLLABORATIVE CULTURE (The How)

The Board’s activity promotes a collaborative culture among members. CRB focuses its efforts on high level issues that impact the region.

KR 2.1: The Board understands the distinctive characteristics and needs of rural and urban members. KR 2.2: CRB improves collaboration and governance practices through education, best practice research, educational speakers and workshops. KR 2.3: CRB members agree on priority high level issues for the region and are validated on a regular basis. KR 2.4: CRB actively pursues partnerships and collaboration with specific regional stakeholder organizations.

Key Result 2.1 - Fifteen REFs approved in the 2017 calendar year. One was not - Province updated the Regulation to include expanded mandate and includes the creation of a Public Engagement Policy - Board Chair and CEO regularly visit member municipalities - More than 60% of the regions municipally elected officials attended Regional 101 Symposium in January 2018 as well as five of the region’s MLAs - Regional transit continues to be discussed

Key Result 2.2 - EMRB Governance Manual complete and approved by the Board Transition to new Regulation, Board membership, governance structure complete and approved by the Board - 2018/19 Budget and Workplan approved with membership contributions

Item 4.3Attachment 1


Page 2 of 3

Strategic Plan 2014–2018 Priorities Measurement Key Performance Indicators (KPI)

March 8, 2018

- Two standing committees and two task forces have been created with the ability to create additional task forces as needed

Key Result 2.3 - Board approved Workplan for 2018/19 including a Regional Agriculture Master Plan, Metropolitan Region Servicing Plan, and a new Strategic Plan,

Key Result 2.4 - CEO update monthly to all member CAOs - Discussions with GOA Ministers and Deputy Ministers about Board business is ongoing - Continue to develop relationships with provincial and federal government (political and administrative)

3 - REGIONAL GROWTH PLAN (The What)

The Board develops and implements a high level, long term growth plan for the region, which is approved by the Government of Alberta.

KR 3.1: A high level growth plan is prepared and adopted by the CRB. KR 3.2: The GoA reviews and approves the Regional Growth Plan. KR 3.3: A process for approving and incorporating the Capital Region Growth Plan into GoA policy environments is developed, negotiated with Government of Alberta and approved by Capital Region Board. KR 3.4: Municipal members ensure that municipal and sub-regional plans conform to the Regional Growth Plan. KR 3.5: Outcomes of the Regional Growth Plan are measured, monitored and reported.

Key Result 3.1 - Board approved Edmonton Metropolitan Region Growth Plan - GIS informs the next iteration of indicators- underway

Key Result 3.2 - Edmonton Metropolitan Region Growth Plan approved by the Province of October 26, 2017

Key Result 3.3 - Discussions advocating for the growth plan at Ministry meeting -Ongoing Board and CEO engagement with individual Ministries

Key Result 3.4 - Updated REF process complete and approved by both the Board and the Province - Municipalities given three years to update Municipal Development Plans - Regional Context Statements as a transitional measure


Page 3 of 3

Strategic Plan 2014–2018 Priorities Measurement Key Performance Indicators (KPI)

March 8, 2018

Key Result 3.5 - Review of KPIs and the new Edmonton Metropolitan Region Growth Plan to begin - Work begun exploring the creation of an online interactive dashboard for KPI delivery

4 - GLOBAL COMPETITIVENESS (The Why)

The Board understands the global situation and positioning of the region and the strategic opportunities to compete globally.

KR 4.1: The CRB explores the regional economic development landscape and identifies opportunities for CRB to add value. KR 4.2: The economic landscape is mapped and understood, and regional stakeholders are educated on our regional strategic advantages. KR 4.3: Through this research on the economy, trust and collaboration increases and mutually agreed new roles evolve. KR 4.4: Development approval processes across the region are improved and streamlined. KR 4.5: A uniform regional site selector tool is developed.

Key Result 4.1 -Economic development incubation resulted in the Creation of Edmonton Global, a Part 9 Not-For-Profit owned and funded by 15 of the region’s municipalities - New Economic Competitiveness and Employment policy area included in the GP

Key Result 4.2 - GIS content expansion continues with an updated site recently launched - Link created between Edmonton Global MOU and the Edmonton Metropolitan Region Growth Plan - Ongoing support of Edmonton Metropolitan Region Growth Plan implementation

Key Result 4.3 - ‘Promote the economic well-being and competitiveness of the Edmonton Metropolitan Region’ added to the Board mandate

Key Result 4.5 - GIS is work contributing to regional site selector - Informative Discussions occurring with other regions through the world

Legend:

Colours – Green significant progress; Yellow a work in progress; red either yet to be initiated or just started

Arrows – Up progressing according to plan; side ways no progress started


Page 1 of 2


Regional Transportation Priorities Evaluation Criteria Update

That the Executive Committee endorse and recommend the Regional Transportation Priorities Evaluation Criteria Update to the Edmonton Metropolitan Region Board for approval.

Background

Following the Province’s 2013 approval of the Integrated Regional Transportation Master Plan (IRTMP), the Board has annually approved a prioritized list of regional transportation projects. The projects are evaluated using criteria based on the principles and policies of the Growth Plan and IRTMP.

The introduction of the Edmonton Metropolitan Region Growth Plan required revisiting the IRTMP guiding themes, principles and policies, and the evaluation criteria used to assess and prioritize regional transportation projects to ensure the implementation of the master plan is consistent with the new policy framework.

A Working Group of subject matter experts in Transportation, Planning, and Transit was established to assist in the review and update of the criteria. The Working Group, comprised of approximately 26 representatives from 10 member municipalities and the province, met on two occasion in the fall of 2017 and revised and updated the evaluation criteria, weighting categories and final weighting factors.

Revisions

Evaluation Criteria Existing criteria revised to align with the new growth plan i.e. with Metropolitan Structure Tiers,

Climate Change analysis and mitigation Criteria deemed no longer applicable were deleted i.e. PGA criteria New criteria introduced and/or existing criteria were parsed i.e. Addresses a safety issue,

Agriculture criteria, Multi-modal separated into goods movement and people movement.

Weighting Categories The weighting categories, originally based on the principles in the IRTMP, were replaced with the

policy areas from the EMRGP.

Weighting Factors A new category comparison - or pair wise - weighting exercise was undertaken to differentiate and

assign weighting to the categories. The pair wise exercise was conducted by the Working Groupusing voting software technology to calculate the final weightings. The weighting of the categories issimilar to the original and continues to demonstrate the ongoing importance of the economy andinfrastructure in identifying transportation priorities.

Item 5.1


Page 2 of 2

Administration Recommendation

to the Executive Committee

March 8, 2018

Next Steps A preliminary EMRB administration scoring of all projects identified in the 2017 Transportation Priorities Report using the new criteria has revealed that there would be little change to the overall rankings. The few changes will be due to the enhanced Economic Competitiveness and Employment criteria and related higher weighting factor. However, the preparation of the 2018 Transportation Priorities Report has yet to be commenced and the projects will undergo a rigorous evaluation process with the Working Group later this spring. Attachments

1. Regional Transportation Priorities: Updated Evaluation Criteria & Category Weighting


Draft February 26, 2018 1

Integrated Regional Transportation Master Plan

REGIONAL TRANSPORTATION PRIORITIES

Updated Evaluation Criteria & Category Weighting

1. Introduction

The annual identification of the Edmonton Metropolitan Region transportation priorities over thepast several years is one of the most successful collaborative efforts conducted by the membermunicipalities of the Edmonton Metropolitan Region Board (EMRB).

Following the approval of the Integrated Regional Transportation Master Plan (IRTMP) by theProvince in 2013, the Board has annually prepared and approved a list of the Region’s toptransportation priorities. The Regional Transportation Priorities Report is sent to AlbertaTransportation to inform the preparation of the Provincial 3-Year Transportation ConstructionProgram. The Report is used by Alberta Transportation to support the provincial funding anddevelopment of projects in the Edmonton Region. A recent example is the funding of the NortheastRiver Crossing Functional Planning Study – the highest ranked road project on the list of regionalfunctional plan projects by the EMRB.

The IRTMP policy themes and principles were based on the Land Use Plan principles and policies ofthe former Capital Region Growth Plan, which were then distilled into criteria used to evaluateregional transportation projects. In the fall of 2017 a new growth plan was approved for the Regionby the Province - the Edmonton Metropolitan Region Growth Plan (EMRGP).

The EMRGP is a substantial update from the previous growth plan and expands into areas, such asEconomic Competitiveness and Agriculture, that were not significantly addressed before. To ensurefuture transportation priorities are reflective of the updated Growth Plan principles, policies anddirection, a review of the existing evaluation criteria was undertaken by Board staff in consultationwith a working group of member municipal and provincial staff representing the transportation,planning and transit fields.

The Working Group met on two occasions in the fall of 2017 to review and update the methodology,criteria and weighting used to assess and score regional transportation projects with the principlesand policies of the new regional growth plan.

2. Current Evaluation Criteria

The evaluation criteria developed to assess transportation projects from 2014 thru 2017 was basedon the Guiding Policy Themes in the Integrated Regional Transportation Master Plan (IRTMP). Thethemes were drawn from the Land Use Plan Principles and Policies of the 2010 Capital RegionGrowth Plan.

Guiding Policy Themes

The regional transportation system is well-integrated with the Capital Region’s Growth Plan. The Region’s transportation system provides transportation choices. The Region’s transportation system minimizes environmental degradation. The Region’s transportation plans are efficiently coordinated across and between

jurisdictions.

Principles and policies were developed based on the themes to direct and manage the implementation of the IRTMP in the Region. Those Principles and Policies were the foundation of the current evaluation criteria, which can be found in Appendix A.

Item 5.1 Attachment 12



3. Edmonton Metropolitan Region Growth Plan

The EMRGP is a substantive revision of the 2010 Growth Plan. The EMRGP represents a significant shift from the four distinct and separate plans that comprised the original growth plan – Land Use, Intermunicipal Transit, Housing, and GIS – to one integrated plan with six connected policy areas including:

1. Economic Competitiveness and Employment

2. Natural Living Systems

3. Communities and Housing

4. Integration of Land Use and Infrastructure

5. Transportation Systems

6. Agriculture

The introduction of a new Growth Plan required revisiting the IRTMP guiding themes, principles and policies, and evaluation criteria to ensure the implementation of the master plan is consistent with the new Growth Plan policy framework.

In this regard, Appendix B compares the new policy framework in the Growth Plan with the current framework in the IRTMP. It demonstrates that the IRTMP policy framework, for the most part, is consistent with the new Growth Plan. However, there are gaps, such as Agriculture Policy recognition, and updates, such as the change from Priority Growth Areas to the tiered metropolitan structure, that need to be addressed in revising the criteria to fully align with the Edmonton Metropolitan Region Growth Plan. The following map – Schedule 2 from the EMRGP – depicts the new tiered regional structure.



4. Updated Evaluation Criteria

The updated evaluation criteria have been categorized into the six policy areas of the EMRGP. Most of the previous criteria remains applicable, with minor updates and additions to reference and align with the new Growth Plan. The following table includes the final proposed criteria for review.

Table 1: Proposed Criteria

EMRGP Principles IRTMP Theme(s) Proposed Criteria - “The Project…”

Economic Competitiveness & Employment Promote global economic competitiveness and regional

prosperity.

The regional transportation system is well-integrated with the Capital Region’s Growth Plan.

a. Improves a major goods movement route b. Connects or provides direct access to a Major Employment Area

in the EMRGP c. Improves a major commuter route d. Improves a high load/heavy load/long combination vehicle

corridor e. Improves a major external economic corridor f. Improves connections between modes (Road/Rail/Air) for goods

movement g. Is adjacent to and/or improves access to the Edmonton

International Airport

Natural Living Systems Protect natural living systems and environmental assets.

The Region’s transportation system minimizes environmental degradation.

a. Enhances or improves the functionality of the natural feature (water life, fish habitat, ecological connectivity)

b. Includes a climate change impact analysis and mitigation strategy as part of the project’s planning

c. Modeling estimates GHG emissions will be reduced based on implementation of project

Communities & Housing Recognize and celebrate the diversity of communities and promote an excellent quality

of life across the Region.

The Region’s transportation system provides transportation choices.

The Region’s transportation plans are efficiently coordinated across and between jurisdictions.

a. Is located in the Metropolitan Core or Metropolitan Area b. Improves connections between modes (Road/Rail/Air/Transit/

Active) for people movement c. Includes an active transportation component d. Provides a viable alternative to the private automobile e. Addresses a safety issue

Integration of Land Use & Infrastructure Achieve compact growth that optimizes infrastructure

investment.


a. Supports intensification within the Metropolitan Core or a Built Up Urban Area

b. Improves an existing link c. Improves a Transit Priority Corridor or is a Park and Ride on a

Transit Priority Corridor d. Is a new transit facility or extends a transit corridor or LRT e. Supports multiple infrastructure uses (utilities, pipelines, etc.)

Transportation Systems Ensure effective regional mobility.



a. Is a new link or adds redundancy within the Metropolitan Core and/or Metropolitan Area

b. Increases efficiencies in person carrying capacity (i.e. HOV Lane/Transit Priority, etc.)

c. Reduces congestion, bottlenecks, or transportation conflicts (i.e. street level rail crossings, ITS, etc.)

d. A definitive agreement is in place between jurisdictions to undertake and/or complete the project

Agriculture Ensure the wise management of prime agricultural resources.


a. Minimizes fragmentation of agricultural land in the Rural Area by utilizing existing facilities/rights-of-way

b. Includes supportive infrastructure that serves to maintain and improve transportation access and facilities for the agricultural sector outside of the Built-up Urban Area

5. Criteria Scores

Assigning scores to each of the criteria allows for the comparison and ranking of projects. Each of the criteria is given a value. The current method is to give a score of 1 where a project meets the criteria and 0 where it does not. The Working Group consensus was to maintain the current scoring method after discussions of various alternative scoring methods, such as a sliding scale, increasing the score of certain criteria, etc.

The following table describes the scoring and how it is applied in the evaluation of projects.



Table 2: Evaluation Criteria & Scoring 1. Economic Competitiveness & Employment Score Description of how scoring is applied a. Improves a major goods movement route

0 or 1 1 if it improves a major goods route. (See Map 1*) Note -HOV/Transit Priority, Park & Ride and LRT is rated 0 even if on route.

b. Connects or provides direct access to a Major Employment Area in the EMRGP

0 or 1 1 if it is immediately adjacent to, within or provides direct access to a Major Employment Area as identified on Map 2*.

c. Improves a major commuter route 0 or 1 1 if it is located on a regional road within the Commuter Shed as identified on Map 3*.

d. Improves a high load/heavy load/long combination vehicle corridor

0 or 1

1 if it improves an existing or potential high load corridor or long combination vehicle route as identified on Schedule 10C* of EMGRP.

e. Improves a major external economic corridor 0 or 1

1 if it improves a Hwy as depicted on Map 4*. Note - HOV/Transit Priority, Park & Ride and LRT is rated 0 even if on corridor.

f. Improves connections between modes (Road/Rail/Air) for goods movement

0 or 1

1 if there is a component that improves connection between two or more modes which enhances the mobility of goods. Ie. road improvements next to intermodal yard. See Map 5*

g. Is adjacent to and/or improves access to the Edmonton International Airport

0 or 1 1 if it is adjacent to and/or improves access to the Edmonton International Airport. See Map 6*

2. Natural Living Systems a. Enhances or improves the functionality of the natural

feature (water life, fish habitat, ecological connectivity)

0 or 1 1 if there is provision for improving or enhancing an existing or historical natural feature and/or the functionality of a natural living system.

b. Includes a climate change impact analysis and mitigation strategy as part of the project’s planning

0 or 1 1 if it includes a climate change impact analysis and/or mitigation strategy in planning phase.

c. Modeling estimates GHG emissions will be reduced based on implementation of project

0 or 1

1 if it includes documentation and/or modeling that estimates reduced GHG emissions as a result of the project.

3. Communities & Housing a. Is located in the Metropolitan Core or Metropolitan

Area 0 or 1 1 if it is located within the Metropolitan Core or Metropolitan Area as

identified on Schedule 2* of EMRGP.

b. Improves connections between modes (Road/Rail/Air/Transit/ Active) for people movement

0 or 1

1 if there is a component that improves connection between two or more modes which enhances the mobility of people. Ie. LRT to EIA

c. Includes an active transportation component 0 or 1 1 if it includes provision for active transportation development (i.e. walking, cycling, etc.).

d. Provides a viable alternative to the private automobile 0 or 1 1 if it includes provision for HOV/Transit Priority Lane, Park & Ride or LRT.

e. Addresses a safety issue 0 or 1

1 if it addresses a community transportation safety issue (i.e. high accident location, pedestrian safety, etc.).

4. Integration of Land Use & Infrastructure a. Supports intensification within the Metropolitan Core

or a Built Up Urban Area

0 or 1 1 if it is within the Metropolitan Core or it supports redevelopment and/ or infill within the Built Up Urban Area as shown on Schedule 2* of EMRGP.

b. Improves an existing link 0 or 1 1 if the link currently exists.

c. Improves a Transit Priority Corridor or is a Park and Ride on a Transit Priority Corridor

0 or 1 1 if it improves a Transit Priority Corridor or is a Park and Ride as identified on Schedule 10B* of EMRGP.

d. Is a new transit facility or extends a transit corridor or LRT

0 or 1 1 if it is a new transit facility, or extends an existing transit or LRT corridor as identified on Schedule 10B* of EMRGP.

e. Supports multiple infrastructure uses (utilities, pipelines, etc.)

0 or 1 1 if other forms of regional linear infrastructure are to be supported within the corridor right-of-way (i.e. multi-use corridors).

5. Transportation Systems a. Is a new link or adds redundancy within the

Metropolitan Core and/or Metropolitan Area

0 or 1 1 if it is a new link (or essentially replaces an existing road) or adds redundancy to the transportation network in the Metropolitan Core and/or Metropolitan Area as identified on Schedule 10B* of EMRGP.

b. Increases efficiencies in person carrying capacity (i.e. HOV Lane/Transit Priority, etc.)

0 or 1 1 if it includes HOV/Transit Priority Lane, LRT or Park & Ride.

c. Reduces congestion, bottlenecks, or transportation conflicts (i.e. street level rail crossings, ITS, etc.)

0 or 1 1 if it will reduce congestion and/or bottlenecks and/or a transportation conflict (rail grade separation, interchange replaces signals, etc.)

d. A definitive agreement is in place between jurisdictions to undertake and/or complete the project

0 or 1

1 if an agreement has been defined between two or more jurisdictions to collaborate to complete the project (i.e. between member municipalities and/or Alberta Transportation).

6. Agriculture a. Minimizes fragmentation of agricultural land in the

Rural Area by utilizing existing facilities/rights-of-way

-1 or 0 or 1 1 if it is a new link that utilizes existing road allowance or improves an existing regional road in the Rural Area Tier. Project loses 1 if new link does not use existing right-of-way and fragments land in the Rural Area.


0 or 1

1 if it has a component that improves a regional road outside of the Built-up Urban Areas as depicted on Schedule 2* of EMRGP.

*All applicable Maps and Schedules are found in Appendix C



6. Category Weighting

The current weighting of criteria categories is based on the seven transportation principles found in the IRTMP as shown in the following table.

Table 3: Current Category Weighting

The evaluation criteria categories have been updated to reflect the new EMRGP Principles and Policy Areas. Given the differing levels of importance that the region may apply to each of the Principles and Policy Areas, a pair wise weighting exercise was used to differentiate the categories in order to emphasize scoring in a certain direction. The pair wise exercise was conducted by the Working Group with 26 participants using voting software technology to calculate the final weightings. The ranking of the categories is similar to the original and continues to show the ongoing importance of the economy and infrastructure in identifying transportation priorities.

Table 4: Weighting of EMRGP Principles/Policy Area Categories

B C D E F EMRGP Principles/Policy Areas Score

Weighting factor Rank

A A 2 A 2 A 1 A 3 A 3 A Economic Competitiveness & Employment 11 36.7% 1

B C 2 D 2 E 2 B 1 B Natural Living Systems 1 3.3% 5

C D 1 E 1 C 2 C Communities & Housing 4 13.3% 4

D D 2 D 3 D Integration of Land Use & Infrastructure 8 26.7% 2

E E 3 E Transportation Systems 6 20.0% 3

F F Agriculture 0 0.0%* 6

Totals 30 100.0%

Ranking EMRGP Principles/Policy Areas are the criteria categories that need to be compared

1

Low Score is the total number of points for each element

2

Medium Weighting Factor is the relative numerical value of each attribute

3

High Rank is the order of importance of the elements or alternatives

*A factor of 1 has been applied to the Agriculture category in the project weighting table (see Project Scoring below)



7. Urgency Factor

To further differentiate the projects and ensure that the most pressing projects rise to the top of the rankings an additional factor to address urgency is applied to the overall weighted score. The overall weighted score is multiplied by the following applicable urgency factor:

Table 5: Urgency Factors

Factor Urgency Description

1 Low The project is a low priority of the member municipality and is projected to be a least 10 or more years from being needed.

2 Medium The project is a priority of the member municipality but is projected to be a least 5-10 years from being realized.

3 High The project is a high priority of the member municipality and is currently planned within the next 5 years.

8. Project Scoring & Ranking

Over the past few years the Region has identified approximately 90 transportation projects, road and transit. New projects are added to the master list as they arise. Each project is reviewed by the Working Group and scored in accordance with the evaluation criteria. Once the scoring is completed, the weighting and urgency factors are applied and the projects are sorted by their overall total weighted score, transportation type (road or transit), and project status – Ready for Construction, Engineering Design Phase, and Functional Planning/Study Phase. The result is three priority lists each for road and transit projects. Figure 1: Weighted Score Calculation For Each Category Criteria

Project Examples

The following pages are examples of the project scoring and weighting factors functionality.

Note: The examples below demonstrate the methodology and are not intended to be final assessments of any one particular project.

Weighted Score = Score x weighting factor

# of criteria in category

Example:

Project: Highway 16 interchange at Hwy 830

Category: 1. Economic Competitiveness & Employment

Category Weight = 36.7%

Criteria: a. Improves a major goods movement route

Criteria Score = 1

# of criteria in category = 6

6.1 = 1 x 36.7

6



Example Projects

Example 1: Highway 16 interchange at Hwy 830

1. Economic Competitiveness & Employment (36.7%) Score Weighted

Score

a. Improves a major goods movement route 1 6.1

b. Connects or provides direct access to a Major Employment Area in the EMRGP 0 0.0

c. Improves a major commuter route 1 6.1

d. Improves a high load/heavy load/long combination vehicle corridor 1 6.1

e. Improves a major external economic corridor 1 6.1

f. Improves connections between modes (Road/Rail/Air) for goods movement 0 0.0

g. Is adjacent to and/or improves access to the Edmonton International Airport 0 0.0

Category Weighted score 24.4

2. Natural Living Systems (3.3%)


0 0.0

b. Includes a climate change impact analysis and mitigation strategy as part of the project’s planning 0 0.0

c. Modeling estimates GHG emissions will be reduced based on implementation of project 0 0.0


3. Communities & Housing (13.3%)

a. Is located in the Metropolitan Core and Metropolitan Area 0 0.0

b. Improves connections between modes (Road/Rail/Air/Transit/Active) for people movement 0 0.0

c. Includes an active transportation component 0 0.0

d. Provides a viable alternative to the private automobile 0 0.0

e. Addresses a safety issue 1 2.7


4. Integration of Land Use & Infrastructure (26.7%)

a. Supports intensification within the Metropolitan Core or a Built Up Urban Area 0 0.0

b. Improves an existing link 1 5.3

c. Improves a Transit Priority Corridor or is a Park and Ride on a Transit Priority Corridor 0 0.0

d. Is a new transit facility or extends a transit corridor or LRT 0 0.0

e. Supports multiple infrastructure uses (utilities, pipelines, etc.) 0 0.0


5. Transportation Systems (20%)

a. Is a new link or adds redundancy within the Metropolitan Core and/or Metropolitan Area 0 0.0

b. Increases efficiencies in person carrying capacity (i.e. HOV Lane/Transit Priority, etc.) 0 0.0

c. Reduces congestion, bottlenecks, or transportation conflicts (i.e. street level rail crossings, ITS, etc.) 1 5.0

d. A definitive agreement is in place between jurisdictions to undertake and/or complete the project 0 0.0

Total Weighted score 5.0

6. Agriculture (1%)

a. Minimizes fragmentation of prime agricultural land in the Rural Area by utilizing existing facilities/rights-of-way

1 0.5


1 0.5


Total Weighted Score 38.4

Urgency Factor 3

Overall Total Weighted Score 115.2



Example 2: Yellowhead Trail 50 st to 97 st – Upgrade to free flow


Score











0 0.0
























6. Agriculture (1%)


0 0.0


0 0.0



Urgency Factor 3

Overall Total Weighted Score 159



Example 3: Hwy 60 (Hwy 16A to Hwy 16) – Twinning & Rail-Grade Separation


Score











0 0.0
























6. Agriculture (1%)


0 0.0


0 0.0



Urgency Factor 3




Example 4: EIA/City of Leduc/Leduc County Transit Study


Score











0 0.0
























6. Agriculture (1%)


0 0.0


0 0.0



Urgency Factor 1




Example 5: West LRT (Downtown to Lewis Estates)


Score











0 0.0
























6. Agriculture (1%)


0 0.0


0 0.0



Urgency Factor 2




9. Conclusion

A preliminary EMRB administration scoring of all projects identified in the 2017 Transportation Priorities Report using the new criteria has revealed that there would be little change to the overall rankings. The few changes will be due to the enhanced Economic Competitiveness and Employment criteria, and related higher weighting factor. However, the preparation of the 2018 Transportation Priorities Report has yet to be commenced and projects will undergo a rigorous evaluation process with the Working Group later this spring.

As a living document, the Growth Plan must change and adjust to keep up with the ever evolving future of the Region. So too must the tools used to implement the Plan. This update to the evaluation criteria is one of those critical adjustments that ensures the Region’s planning remains current and enduring. The implementation of the Regional Transportation Priorities has been one of the most successful initiatives undertaken by the Edmonton Metropolitan Region Board and represents a tangible example of regional collaboration and decision-making.

10. Acknowledgements

Representatives from all member municipal administrations and Alberta Transportation were invited to participate on the Working Group that reviewed and updated the evaluation criteria and category weightings. In addition to representation from Alberta Transportation the following municipalities participated in the evaluation process:

City of Edmonton

City of Fort Saskatchewan

City of Leduc

City of Spruce Grove

City of St. Albert

Leduc County

Strathcona County

Sturgeon County

Town of Beaumont

Town of Morinville

Town of Devon



Appendix A

Current Evaluation Criteria



Appendix B

EMRGP vs IRTMP Principles, Themes, and Objectives Comparison

EMRGP Principles and Objectives Related IRTMP Themes & Principles

Guiding Principle Promote global economic competitiveness and regional prosperity.

The regional transportation system is well-Integrated with the Capital Region’s Growth Plan.

1.1: Promote global economic competitiveness and diversification of the regional economy

Develop a Transportation System that supports the Region’s Economy

Support Multi-Modal Transportation Facilities

Effective Coordination of Infrastructure between all jurisdictions

1.2: Promote job growth and the competitiveness of the region’s employment base


Effective Coordination of Infrastructure between all Jurisdictions

1.3: Enhance competitiveness through the efficient movement of people, goods and services to, from and within the Region

Maximize Use of Existing Infrastructure

The region’s transportation system shall develop and strengthen transit facilities and services to provide a viable alternative to private automobile travel



Support Active Transportation


1.4: Promote the livability and prosperity of the Region and plan for the needs of a changing population and workforce






Minimize environmental Impacts associated with the Transportation Network

Guiding Principle Protect natural living systems and environmental assets.

The Region’s transportation system minimizes environmental degradation.

2.1: Conserve and restore natural living systems through an ecological network approach




2.2: Protect regional watershed health, water quality and quantity




2.3: Plan development to promote clean air, land and water and address climate change impacts




2.4: Minimize and mitigate the impacts of regional growth on natural living systems






EMRGP Principles and Objectives Related IRTMP Themes & Principles

Guiding Principle Recognize and celebrate the diversity of communities and promote an excellent quality of life across the

Region.



3.1: Plan and develop complete communities within each policy tier to accommodate people’s daily needs for living at all ages

Preserve the Integrity of Priority Growth Areas






3.2: Plan for and promote a range of housing options Preserve the Integrity of Priority Growth Areas

3.3: Plan for and promote market affordable and non-market housing to address core housing need


Guiding Principle Achieve compact growth that optimizes infrastructure investment.


4.1: Establish a compact and contiguous development pattern to accommodate employment and population growth




Develop a Transportation System that supports the Region’s economy




4.2: Enable growth within built-up urban areas to optimize existing infrastructure and minimize the expansion of the development footprint







4.3: Plan and develop greenfield areas in an orderly and phased manner to contribute to complete communities


4.4: Plan for and accommodate rural growth in appropriate locations with sustainable levels of local servicing


4.5: Plan and develop mixed use and higher density centres as areas to concentrate growth of both people and jobs







4.6: Prioritize investment and funding of regional infrastructure to support planned growth








EMRGP Principles and Objectives Related IRTMP Themes & Principles Support Active Transportation


4.7: Ensure compatible land use patterns to minimize risks to public safety and health







Guiding Principle Ensure effective regional mobility.



5.1: Develop a regional transportation system to support the growth of the Region and enhance its regional and global connectivity







5.2: Encourage a mode shift to transit, high occupancy vehicles and active transportation modes as viable alternatives to private automobile travel, appropriate to the scale of the community




5.3: Coordinate and integrate land use and transportation facilities and services to support the efficient and safe movement of people, goods and services in both urban and rural areas





5.4: Support the Edmonton International Airport as northern Alberta’s primary air gateway to the world





5.5: Ensure effective coordination and alignment of regional transportation policies and initiatives between all jurisdictions


Guiding Principle Ensure the wise management of prime agricultural resources.


6.1: Identify and conserve an adequate supply of prime agricultural lands to provide a secure local source of food security for future generations





6.2: Minimize the fragmentation and conversion of prime agricultural lands to non-agricultural uses




6.3: Promote diversification and value-added agriculture production and plan infrastructure to support the agricultural sector and regional food system






Appendix C

Transportation Priorities Maps and EMRGP Schedules used to score projects with the evaluation criteria




















Page 1 of 2

Briefing Note to Executive CommitteeMarch 8, 2018

Advocacy Planning

Background

In the development of the new EMRB governance structure, the functions of Advocacy, Communications, and Government Relations, which formerly were overseen by an Advocacy & Monitoring Committee

(AMC), were placed within the Executive Committee.

AMC’s Terms of Reference mandated the Committee to, among other functions: Oversee, monitor and report on the Board’s progress in education, communications, advocacy

and relationship building as set out in its approved advocacy and communications plan Provide Policy Advice - Formulate and recommend any positions and responses to provincial

and federal issues (legislative, policy and program) affecting the CRB Lead Intergovernmental Relations and Advocacy - Inform and provide recommendations

regarding legislative, policy and program issues and opportunities affecting the Board’s mandateand priorities to key federal and provincial government departments

An Advocacy Retreat was held in April 2014 to frame out a strategy for CRB advocacy and shape a Three Year Advocacy and Communications Plan.

Targeted advocacy activities undertaken on behalf of the Board by the AMC included: Election Readiness Strategy in advance of 2015 provincial elections CRB Introductory Brunch for newly elected MLAs of the Region in 2015 Meetings with Ministers on specific files, e.g. Transportation Prioritization, Transit, Housing,

Agriculture, Growth Plan, and regular engagement with Minister of Municipal Affairs Targeted meeting with Cabinet members to introduce the Edmonton Metropolitan Region Growth

Plan

On February 8, 2018 the Board passed the Executive Committee Terms of Reference with the following responsibilities:

Advocacy and Communications Provide strategic leadership in the development, and overseethe implementation, of the Board’s Advocacy and Communication Plan to improve keyrelationships to enable the achievement of the Board’s goals with:

o Regional Stakeholderso Other Orders of Governmento Municipal Councilso Media

Inform and Provide Recommendations regarding Legislative, Policy, and Program issues andopportunities affecting the Board’s mandate and priorities to other orders of government

Public Engagement Oversee the development of criteria and a process for public engagement tomeet the requirement of the Board’s Regulation.

Item 6


Page 2 of 2

Briefing Note to Executive CommitteeMarch 8, 2018

On February 8, 2018 the Board held a Retreat to begin the process of creating a Strategic Plan. The Board Strategic Plan is scheduled to come before the Board for approval in June 2018.

Advocacy Prioritization

The Executive Committee is now tasked to review, prioritize and direct execution of advocacy, communications and government relations for this new term. Administration will bring forward a draft advocacy plan that is aligned or guided by the strategic plan. In the meantime government relations strategies will move forward in relation to key areas identified by the Board.

Next Steps

1. Using the draft Strategic Plan, 2018/19 Budget, and Workplan as guides, Administration will consultwith members of the Executive Committee to further develop a draft Advocacy and CommunicationsPlan.

2. To that end, and in preparation for prioritizing activity, it is important to discuss and look for alignmenton: How to speak with One Voice How to stay consistent in messaging, eliminating personal interpretation and bias Who speaks when, with what urgency, on what subject

3. Update all interim materials upon the approval of the Strategic Plan, expected in July.


Documents

Executive Committee - emrb.caemrb.ca/Website/files/f9/f9a81d14-bf60-4c93-b8eb-ab120c2ddf87.pdf · Executive Committee March 8, 2018, ... Executive Assistant: Guests: ... Mr. Denham