List of Tables Table 2: GIS SWOT Analysis... 11

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2 Contents 1 Background What is GIS and Why Is It Important The Evolution of GPGIS 1 2 Vision and Mission Vision Mission 2 3 Key Services Data and Records Management GIS Data Analyses and Visualization Mapping and Graphics Services Plotting and Large Format Printing GIS Application Design and Development User Support, Education and Customer Service GIS Business Planning Process 4 4 GIS Focus Area Goals, Objectives and Performance Measures GIS Team Strategic Planning Outcomes Resource Requirements Current Resources Additional Resources Performance Measures Projected Current Year End Results Planning Assumptions Program Budgets Operating Budget: Capital Budget: Appendix A: City of Grande Prairie Council Strategy and Business Plan City Council s Guiding Principles City Council s Focus Areas with CLT Strategic Directions 19 List of Tables Table 2: GIS SWOT Analysis List of Figures

3 Figure 1: GIS Users and Stakeholders... 3 Figure 2: GIS Business Planning Process... 5 Figure 3: GIS Organizational Chart Figure 4: Proposed GIS Organizational Chart

4 Introduction This business plan has been prepared for use by the City of Grande Prairie GIS Department. The business plan covers the period and will be used as a framework to develop the annual operating and capital budgets, as well as annual operating plans. This plan is based on information up to the end of July Updates will be made as corporate priorities and operational situations change as well as considering the impacts of GIS-IT industry changes and external factors such as provincial initiatives, guidelines and legislation. 1 Background Based on the GIS team strategic planning workshop and customer feedback it appears that the GIS group has provided good services in the past. It is also apparent that there are several opportunities for the group to enhance the scope of its existing services. With an increased scope comes the need to re-invest in the technology infrastructure, human resources and institutional elements of the operation. The following sections provide context for the role and importance of the GIS technology and services to the City of Grande Prairie. 1.1 What is GIS and Why Is It Important Geographic Information System (GIS) can be considered a computer based tool (set of tools) that provides data creation, data analysis and data visualization via the creation of visual aids (maps). Its importance lies in that it is the only technology that has all its data related to each other which allows for the location based analysis (e.g. what s nearby). For municipalities, it has become an essential tool as over 85% of municipal data is land related and only GIS can create the relationships among all that data. The other highly valuable traits of the tool are its ability to do complex analyses and yet create simple visualizations in the form of maps. Data created and maintained via GIS must be considered a strategic corporate asset and in fact has been noted as such by cities that have undertaken Open Data initiatives. The technology and related services has proven itself to be indispensable to local government since the 1980s and continues to provide excellent value in support of public sector decision making and operational support. 1.2 The Evolution of GPGIS The following summary has been included simply to illustrate that services associated with GIS have evolved as technology enhancements happen and as clients expand the scope of their service requests. This evolution is continuing with a diverse set of goals for the GIS group to address which are both client needs and technology based upgrades. The following is provided as a high level summary of some of the key events in the evolution of GIS Services in the City of Grande Prairie (details may be found on the City s website): 1989: GIS Task Force to develop business case; series of reports and approval to move forward 1993: GIS operations commence with desktop technologies. Focus on data creation and applications such as Pavement and Utility management 1997: Formation of the GIS Department separating from Engineering 1997: First digital orthophoto of the City 1998: Distributed desktop GIS rolled out to organization 1990 s: Full speed ahead with the creation of many data sets, software applications and new technologies 1

5 : Expanded client base, enhanced GIS services and web based applications that supported not only internal staff but also external clients citizens, businesses and visitors 2001: Shift to paperless office with Digital Library 2001: Public facing GIS viewer via : GIS data service provider role to departments, City projects and corporate initiatives. 2011: Migration from a client based software framework to a web-based open source environment. 2011: Hosting of external GIS solutions for partners 2012: Transition from traditional file based GIS to spatial database of objects 2014: Mobile mapping applications 2014: Open data catalogue for GIS data launched 2014: Lidar data collected for City and immediate surrounding area 2 Vision and Mission As a framework for considering the next business planning cycle, the following vision and mission statements are offered. 2.1 Vision The ubiquitous delivery of leading GIS technology, products and services that provides optimum value to the corporation and local citizens, businesses and institutions. 2.2 Mission To leverage the technical, data and human resources of the City of Grande Prairie to elevate GIS products and services for optimum value through the following: Dynamic business needs definition and agile development; Enterprise approach to all business activities; Expanded partnership and collaboration with internal and external user communities; Fiscally responsible to the City of Grande Prairie and citizens. GIS and Data Management Technology best practices; Integration of geospatial technologies, processes, and business; Ongoing investment in human capital and knowledge transfer; Recognized quality customer service capabilities 3 Key Services In the delivery of GIS products and services, it is important to understand that there are a diverse group of end users and stakeholders in the City. The following figure illustrates one way of categorizing these groups. 2

6 Figure 1: GIS Users and Stakeholders Power GIS Users AutoCad Desktops Trained Data editors and owners Complex analysis and data manipulation Casual GIS Users MapGuide or GIS Lite front end Experienced, some GIS background Ad hoc query, map and reporting tasks Willing to adjust workflow to leverage tools Users of Geographic Information at Grande Prairie Non-GIS Users Purpose-built, purpose designed tools No GIS background, don t want to learn tool Want to adjust tool to fit workflow Focused, repetitive tasks Includes mobile field workers Public & Citizens Simple, web-based or PDA applications Search, find and discover information and data Want it fun and snazzy Fast response Data must be up to date. A summary of the GIS services and client group uses is illustrated in a table on the following page. The services that are referenced in the table may be defined as follows: Data and Records Management GIS is the data steward for all corporate geographic asset records. These corporate records include hardcopy maps, digital computer aided drafting files, as-built and record drawings of many shapes, sizes and formats GIS Data Analyses and Visualization GIS provides the technical expertise and computing capabilities to analyze and update geographic datasets. GIS technology facilitates the use of multiple diverse datasets undertaking complex analyses and yet provides simple map visualizations to support business decision making and operational processes Mapping and Graphics Services GIS is responsible for working with end users in the planning and coordinating, and development of customized map products and series maps that focus on municipal management information. GIS group is the data stewards of the corporate geographic data, drafting standards and requirements Plotting and Large Format Printing GIS provides large format printing and plotting services. We provide engineering size scanning services, permanent corporate mapping retention processes, and online access to our library of corporate records. 3

7 1.5.5 GIS Application Design and Development GIS application design and development activities provide full lifecycle services: business needs definition; technologies options assessment; application, database and systems integration design; application development and testing; user documentation and training; and application updating based on changing needs User Support, Education and Customer Service GIS provides a HelpDesk support function and educational programs for users. Users can sign up for scheduled training, drop-in, phone, or request custom training on GIS applications. GIS also provides geographic data dissemination services to its customers and their contractors for operational and capital projects. 3.1 GIS Business Planning Process The current business planning for the period may be summarized as follows: Background material review. This included review of past plans, recent ITS department client meetings; and current Council and Corporate Leadership team strategic and operating business plans. GIS team strategic planning exercise. One half day session facilitated by an internal business planning facilitator provided outcomes in the SWOT analysis and definition of GIS team business goals. Additional half day sessions were held by department staff to brainstorm over the next 4 year road map of focus areas, as well as team based sessions. Review of Strategic Services and ITS Business Plans. Needs Analysis and Business Plan Development. The above information was utilized to assess the business needs of the organization and the goals that need to be considered by GIS to address those needs. Particular attention was given to the CLT Operational Business Plan

8 Figure 2: GIS Business Planning Process Council Strategic Plan CLT Operational Business Plan GIS Team Strategic Planning GIS Business Goals Customer Feedback Other Internal Technology Plans Environmental Scan - Future Initiative 4 GIS Focus Area Goals, Objectives and Performance Measures In this section, the Department Focus Areas, or those areas where the Department will focus energy and resources on achieving the vision and mission, are defined here. Under each Focus Area, the goals are listed. Under each goal, objectives are listed indicating what the Department will complete in order to achieve the goal. Under each objective, multiple action plans, indicating how the Department will complete the goal, are listed. Council Strategic Business Plan Focus Areas: 1. Optimizing Existing Services 2. Strengthening our Core 3. Exploring New Directions 4. Capitalizing on Growth 1. COUNCIL FOCUS AREA: Optimizing Existing Services 1.1 STRATEGIC DIRECTION: Explore opportunities to partner in municipal service delivery. Goal 1.1.1: Establish partnerships with external organizations 5

9 Objective To build relationships with private industry and The County of Grande Prairie to improve on existing service and explore potential opportunities Action Plan: Purse regular annual meetings with Aquatera to discuss GIS services and data sharing. - (January 2017) Pursue regular quarterly meetings the County to explore GIS applications and data services and to identify potential opportunities.- (January 2017) Performance measures Stakeholder feedback on new opportunities in GIS with the City of Grande Prairie. Participation in regular meetings Stronger partnerships through participation and attendance Goal 1.1.2: To acquire new data from the County for the Annexation area defined and integrate the spatial information. Objective Effectively plan, manage and oversee the integration efforts of spatial datasets resulting from annexation. Action Plan: Establish project team framework with County of Grande Prairie. - (Implement 2015) Develop a data transfer and quality control plan.- (Implement 2015) Identify best resource opportunities. (2015) Develop a project plan. (2015) Develop a data integration and co-ordination plan of assets. (2015) Participate on a corporate cross-functional annexation team. (2015) Develop a communication Plan. (2015) Performance measures Stakeholder feedback on new annexation information in GIS with the City of Grande Prairie. County and city Participation in regular meetings as part of the planning stage of data transfer All GIS source data and corporate mapping updated Open data includes new annexation datasets (55 data sets) Increase in data requests which include new annexation information 1.A DEPARTMENT STRATEGIC DIRECTION: Build on Team GIS Capabilities Goal 1.A.1 : Influence and Innovation 6

10 Objective 1.A.1.1 Develop plan to promote alignment of GIS technologies and business requirements to leverage the strength of GIS and provide optimum value to the City Action Plan: Develop and enhance existing technology partnerships within the organization Meet with ITS, Call Centre, Parks (Second Quarter 2017) Participate on corporate committees / initiatives to further corporate knowledge and exposure. Strategic Technology Information Management Committee (STIM) - (June 2016) Promote accomplishments within the organization to promote awareness. - (Implemented 2015) Strengthen our corporate GIS culture through inhouse advertising and promotion of GIS services on Cygnet banners and news posts (Implemented 2016) Develop a GIS marketing / communication strategy - (Implemented 2016) Performance measures Regular attendance leadership network events. Increase attendance in gpmap training events Increase in request for attendance in other city department project planning Goal 1.A.2 : Establish GIS succession plan + education opportunities Objective 1.A.2.1 Develop a staff succession plan strategy to avoid loss of knowledge and skills Action Plan: Re-establish task rotation schedule for GIS teams - (February 2016) Setup cross team meetings for project level discussions - (September 2016) GIS department client communication change to include more face to face discussion - (November 2016) Performance measures Signed data sharing agreement identifying minimum bi-annual delivery dates. Increased data accuracy through fire dispatch feedback Increase in data requests specific to Open Data deliveries 3. COUNCIL FOCUS AREA: EXPLORING NEW DIRECTIONS 3.1 STRATEGIC DIRECTION: Explore alternate governance models. Goal 3.1.1: Establish presence on Emergency Operations Centre 7

11 Objective Actively participate on the EOC committee and in times of disaster or emergency offer GIS services Action Plan: GIS Department staff EOC information session with Jennifer Wood (January 2017) Schedule required EOC basic operations training for staff (2017 when training comes available dates will be confirmed) ICS 100 and 200 for staff ( when training comes available dates will be confirmed) ICS 300 GIS Manager (September 2018) Provide updated information for the EOC backup mapping (April 2017) Actively participate in an emergency exercise - (November 2018) Performance measures Staff will demonstrate a more complete understanding of EOC operations. Goal 3.1.2: Regional GIS Opportunities Objective Identify opportunities to develop a sustainable GIS services model to Regional organizations that would provide short and long term benefits to all parties Action Plan: Contact Tyler Selby and Graham Vanderwater from AHS to request data sharing agreement draft. (February 2017) Complete regional Fire 911 Dispatch data sharing agreement with Alberta Health Services - (August 2017) Performance measures Signed data sharing agreement identifying minimum bi-annual delivery dates. Increased data accuracy through fire dispatch feedback Increase in data requests specific to Open Data deliveries 3.2 STRATEGIC DIRECTION: Explore best practices and models. Goal 3.2.1: Open Data and Records Management Objective Continue to assess opportunities and apply Open Governance Open Data practices, where practical, to enhance community engagement and services 8

12 Action Plan Develop and implement quality control standards - (Completed 2016) Create and implement GIS spatial data guidelines - (January 2017) Develop spatial data dictionary. - (January 2016) Complete pilot project for open data portal - (Completed 2015) Create open data administrator role - (December 2014) Explore opportunities for records management (November 2016) Objective Expand the current document management library to include Environmental Management Stewardship data Action Plan GIS Support Administrator to Meet with EMS to review scope of work requirements - (First Quarter 2017) Expand Imanage system to include EMS data dictionary. - (First Quarter 2017) Create EMS data administrator role. - (First Quarter 2017) Train EMS staff on data entry and usage of Imanage. - (First Quarter 2017) Performance measures Analytics demonstrate usage Decrease internal data delivery requests Increase in data requests specific to Open Data deliveries Improved data accuracy Expanded use of records management platform Goal 3.2.2: GIS Cloud Services (Mobile Workforce) Objective Continue to assess opportunities and apply Open Governance Open Data practices, where practical, to enhance community engagement and services Action Plan Partner with Strategic Services and ITS Departments on joint opportunities - (July 2017) Continue to research corporate GIS needs - (October 2016) GIS Developers to take ESRI online training (February 2017) Explore cloud based GIS services (March 2017) Pilot a ArcGIS Online cloud initiative - (February 2017) 9

13 Complete pilot project for open data portal - (Completed 2015) Performance measures Increase in GIS integrations to business systems Increased business data analysis Expanded access to corporate data in the field Improved data accuracy 4. COUNCIL FOCUS AREA: CAPITALIZING ON GROWTH Goal 4.1: Identify and implement additional cross-training Objective Improve department relations between teams and to enhance the experience of the customer Action Plan: Include Planning Technician position into the a monthly Geomatics team meeting - (First Quarter 2017) Have Geomatics team mentor the Planning Technician in data structure and project tracking - (Third Quarter 2017) Planning Technician training for Autocad Map 3d - (Second Quarter 2017) Performance measures Staff demonstrate increase in understanding of department projects not just team objectives. Improved project tracking in planning technician tasks Planning Technician regular attendance of Geomatics team meetings 5. CAPITAL PROJECT: ORTHO PHOTO The County of Grande Prairie No. 1 and the City of Grande Prairie in prior years have entered into a partnership to acquire new aerial photography and lidar data for the region. This project builds upon previous successful aerial imagery partnerships between the City and County in 2002, 2006, 2010, Goal 5.1: To partner with the County of Grande Prairie in order to reduce costs in acquiring the new ortho photo and lidar data as part of the 4 year replacement cycle. Action Plan: Establish project team with County of Grande Prairie. - (September 2017) Develop a project plan and identify scope work. (October 2017) 10

14 Work in partnership with the County of Grande Prairie to define the RFP (November 2017) Evaluate RFP submissions to award project contract (December 2017) Develop a communication Plan. (First Quarter 2018) Review submitted sample photos, lidar data, and contour data for quality and accuracy before final completion (Second Quarter 2018) *Completion date for ortho project is weather dependant. Estimated require capital dollars, the forecast for 2015 through 2018 is provided below. Digital Orthophoto Project (2018) $150, GIS Team Strategic Planning Outcomes The SWOT exercise provided valuable insight into the team s perspective on GIS in Grande Prairie. The following figure illustrates the Mind-map created during the SWOT exercise. Table 1: GIS SWOT Analysis 11

15 STRENGTHS *Ability to bring people together to work towards shared vision *Accessible *Adaptable *Co-operation *Creativity *Excellent customer service *Experience *Flexibility of departmental culture *Highly specialized *Knowledgeable Re: Customers Business *Open for change *Perfection *Positive attitude *Responsible *Varied demographic *Willing to explore new *Improve quality of corporate data *Council Support *Professional development *Latest technology CORE EXPLORING OPTIMIZING ORGANIZATION TECHNOLOGY ORGANIZATION RESOURCES DATA WEAKNESSES *Demands & expectations can create Tension + Challenges *Entrenched (can be) *Integration / on-boarding of new staff *Space allocation + resources *Specialization creates recruitment issues *Turnover can create big gaps *High level of automation can impair your skills *Workaholics THREATS/CHALLENGES *Multiple purposes for data foundation *Annexation *Change in direction with ITS Department OPPORTUNITIES *Consistency with centralized GIS program *Mobile solutions for customers *Open DATA *Opportunity to Pioneer value added DATA set (LIDAR) *Extending Knowledge + Services to other agencies *Retirements at CLT levels * Influence innovation with customers *Training + Education of customers EXPLORING GROWTH OPTIMIZING ORGANIZATION TECHNOLOGY *Corporate understanding of GIS *Directors pending retirement *Lack of influence at midmanagement level *New Council *Perception of Bottleneck *Support for GIS + Innovation *Fast pace of changing technology The GIS Department s SWOT results did not vary too much from the business plan. Major strengths continue to exist within its core/resources, with major threats/challenges being organizational. From the SWOT exercise a number of common themes were discovered forming six different areas of focus for the department staff. The focus areas identified to answer the Department s vision were identified as: 12

16 1. Annexation (New!) 2. Influence (New!) 3. Mobile Applications (New!) 4. Open Data Initiative ( focus area) 5. Regional GIS Opportunities ( focus area) 6. Build on Core GIS Capabilities ( focus area) Service Levels and Service Design Options The GIS department provides; acquisition, implementation, development and maintenance of cost effective GIS solutions. Coordination of user training, quality control, and operations. We pursue collaborative partnerships for potential cost recovery and/or revenue opportunities. We provide users the ability to access our municipal base mapping and associated spatial data. Our services are driven by the following criteria: Centralized service provider to organization Customer service and solutions are provided with quality and in a timely and responsive manner that meets the need and expectations of our customer GIS industry best practises methodology Information management collaboration with business units Integration with business where ever possible Leader in GIS Providing cost-effective solutions to our external customers Providing internal customer solutions at no cost Success in keeping GIS recognized as an important business tool, and as a priority within the City s business processes, plans and operations Success through the practice of continuous strategic planning, that our data and systems integrity is maintained and in sync with one another. Fees are established for public custom mapping request and drafting products and services. 4.2 Resource Requirements Current Resources The GIS Department is currently with a full staff complement of Roles of the various positions within the department include: Manager (1): Provides leadership in the use of G/IT (geographic information systems/information technology) services within all City departments and within the region; manages the GIS Department; and markets the City s G/IT expertise to the world. Analyst/Developer (3): Serve as GIS application specialists and consultants for users; to offer expertise with all aspects of their GIS business requirements from concept design, development, implementation, ongoing operation and maintenance of municipal GIS applications and spatial databases. 13

17 Analyst (0.5): Responsible for providing GIS user support and training, data management services and data analysis/transformation processes. Project manager for data deliveries in support of GIS contractors, corporate projects and GIS customers. Metadata and application documentation, GIS spatial analysis, prepare and tabulate analysis results, and geo-process spatial data and related information for mapping, analytics and GIS applications. Application support for the GIS Development Team. Geomatics Technologist (3): Responsible for planning and coordinating the development of customized map products and series maps that focus on municipal management information. The Geomatics Technologist is the data steward for the corporate geographic data, drafting standards and requirements. Support Technician (0.75): Provides system administration, technical, application and administrative support to the GIS and ITS departments, and IT/GIS users both internal and external. Data steward of corporate geographic records and the corporate IT equipment pool. Health, Safety and Wellness Coordinator, and Web Author. 14

18 Figure 3: GIS Organizational Chart Staff Establishment: GIS Department (8.25) Updated: July 2014 GIS Manager (1) Geomatics Technologist (3) Analyst/Developer (3) Administrative Support Technician (0.75) Analyst (0.5) Geomatics Technologist (1.0 Temp) Document Management Support (1.0 Temp) Additional Resources GIS is requesting the following positions conversions (total of 1.25): Document Management Technician (1): This position has been filled in a temporary fulltime capacity since Responsibilities includes the overall safeguarding corporate mapping records, scanning, microfilming, profiling the maps into a document management system, and eventually purging based on an existing retention process with Legislative Services. o A 1.0 FTE is requested to convert this temporary position to permanent. Support Technician (0.25): This is an existing position split 75/25 between GIS and ITS Departments. Due to the volume of work in the area of records managements GIS and ITS have agreed to convert this position to 100% GIS. o A 0.25 FTE is requested to make this position 100% GIS. 15

19 Figure 4: Proposed GIS Organizational Chart The proposed GIS organizational structure and staff complement to support the business plan is illustrated below. Proposed Staff Establishment: GIS Department 2015 = 8.5 FTE, 2016 = 9.5 FTE Updated: July 2014 GIS Manager (1) Geomatics Technologist (3) Analyst/Developer (3) Administrative Support Technician (1.0) (0.25 Conversion 2015) Analyst (0.5) Document Management Support (1.0 FTE Conversion 2016) Geomatics Technologist (1.0 Temp) Analyst (0.30 Temp) 16

20 5 Performance Measures Overall GIS departmental performance measures to determine program success includes: Indicator Application Downtime (GIS Department controlled only) Corporate Mapping Updates Measure < 1% downtime Monday-Friday (830am-430pm) This varies with each data type. Goal is that when records are received from the user/agency, City updates start within 2 weeks of receipt. Cost Savings Tangible cost savings for City projects through the provision and expansion of corporate geographic datasets available. Customer Demand External Steady growth in Google Analytics Numbers Customer Demand Internal Increase number of GIS application integrations to business applications Customer Requests (Response Time) Non Critical = < 2 weeks Critical = <24 hours Customer Satisfaction Bi-Annual survey with goal of maintaining 80% Resource Development, Training and Education Software Training overall customer satisfaction Staff have completed all training required to complete their jobs and the strategic requirements of City initiatives (ie; Health and Safety.) Software updates are current to the most stable release Facilitate a minimum of six GIS training sessions annually for the organization. 5.1 Projected Current Year End Results GIS forecasts a balanced budget. 5.2 Planning Assumptions Planning Assumptions and Considerations: Additional resources (1.25 conversion positions) will be approved Annexation will be approved Cross functional technology initiatives will include GIS Demand for information integration will continue to drive GIS innovations GIS continues as a centralized service Gov 2.0 and Open Data will continue to be a strategic priority Increased technology needs, automation and relevant training will be required Mobile technology will progress steadily Regional partnerships are a strategic priority 17

21 5.3 Program Budgets Operating Budget: The GIS Department is a centralized resource for all City Departments. There are no cross charges for any GIS services listed within this business plan. All corporate mapping, drafting, GIS application projects are encouraged to use the GIS Department services and not pay outside vendors for this work. Budget information is attached for the following program GIS Program GIS Departmental operating budget GIS Engine/Software Capital Budget: For initiatives that require capital dollars, the forecast for 2015 through 2018 is provided below. Digital Orthophoto Project (2018) $150,000 6 Appendix A: City of Grande Prairie Council Strategy and Business Plan The following material is included to provide the high level strategic context. The following text is a précis of Council s Strategic Business Plan which may be found in its entirety on the City s website: The stated mission of the City was defined as follows: Together, building a community that we are all proud of. We will contribute to the continued progress of our community by: Encouraging and initiating partnerships Working to provide excellent service Openly discussing challenges and developing solutions Initiating innovative opportunities to achieve our vision 6.1 City Council s Guiding Principles Advocacy We are proactive and advocate on behalf of our citizens to the other orders of government. Diverse Economy We are focused on improving the vitality and diversity of our economy. Engaged Citizens We strive to be transparent, clear, accurate, and timely. We encourage residents to take an active role in their community. Exceptional Service We are citizen-centered and use a customerfocused approach to provide services. Family Focused We are a family-friendly community and our services reflect our demographics. Fiscally Responsible We are accountable and strive to be sustainable. Healthy Environment 18

22 We consider the impact of our actions on the environment and lead by example. Informed We make informed decisions based on reliable evidence. Innovative We are an incubator of excellence and encourage entrepreneurial thinking in an innovative culture. Partnerships We encourage partnerships to get things done. We are effective in utilizing collaboration and coordination. Winter City We are flexible and adapt our policies and guidelines to be reflective of our northern climate. 6.2 City Council s Focus Areas with CLT Strategic Directions City Council s strategic directions fall within four focus areas. These focus areas have been expanded by CLT with their strategic direction for the organization. 1. Optimizing Existing Services 2. Strengthening our Core 3. Exploring New Direction 4. Capitalizing on Growth Focus Area #1: OPTIMIZING EXISTING SERVICES 1.1 Strategic Direction: Explore opportunities to partner in municipal service delivery. Strategy: Develop collaborative relationships with neighbouring communities Explore options for Economic Development. 1.2 Strategic Direction: Partner with community groups Develop a clear and transparent funding and reporting process Explore business cases for further partnerships Develop evaluation criteria for partnerships with community groups Partner with other organizations to deliver community services. 1.3 Strategic Direction: Explore issues around affordability Explore the Living Wage Report for ways to improve affordability Examine options for siting of Seniors Lodges 1.4 Strategic Direction: Enhance tourism Explore opportunities for implementing the Grande Prairie Regional Tourism Enhancement Proposal Enhance airport services. 19

23 FOCUS AREA #2: STRENGTHENING OUR CORE 2.1 Strategic Direction: Develop a vision and plan for an energetic downtown Prepare a Council-driven vision and high level concept plan Update the Downtown Area Redevelopment Plan Develop policies and processes to support the plan Ensure the Crystal Centre is a hub of activity and its use is maximized. 2.2 Strategic Direction: Enhance community mobility Promote other means of mobility other than the car Ensure Transit service is effective and efficient Create connectivity and barrier free access 2.3 Strategic Direction Promote residential development Develop Core Residential Infill Design Regulations Review infrastructure condition assessments and capacities. 2.4 Strategic Direction: Explore alternative models of land development. Strategy: Conduct feasibility study Develop and analyze options Prepare implementation plan. FOCUS AREA #3: EXPLORING NEW DIRECTIONS 3.1 Strategic Direction: Explore alternate governance models Explore options for boards and agencies Explore regional opportunities. 3.2 Strategic Direction: Explore best practices and models. Strategy: Explore alternative franchise agreement models Review services in relation to guiding principles. 3.3 Strategic Direction: Balance residential and non-residential development Implement Industrial Attraction Strategy Develop a Subdivision and Development Fiscal Model 3.4 Strategic Direction: Develop residential infill strategies Examine incentive opportunities Look for opportunities to partner with industry. FOCUS AREA #4: CAPITALIZING ON GROWTH 20

24 4.1 Strategic Direction: Ensure planning considers full spectrum of services provided by the City Increase cross-departmental planning. 4.2 Strategic Direction: Use best practice models to take advantage of industry trends Add environmental stewardship standards to Request for Proposals Create a City Community Energy and Emissions Plan Review the Municipal Sustainability Plan Explore feasibility of multi-year contracts. 4.3 Strategic Direction: Invest in infrastructure to meet burgeoning demands and future needs Enhance opportunities for development of the Northwest quadrant of the City. 4.4 Strategic Direction: Increase the length and depth of our planning documents in order to better prepare for the future Engage a futurist or demographic expert or program to help look at possible future scenarios and projections Explore modelling software (tourism, economic development, subdivisions, school boards, etc.) Utilize the Strategic Planning Leadership Advisory Team to engage employees in dialogue on trends. Department Contact Information: Kent Bowman, C.E.T., GIS Manager kbowman@cityofgp.com 21

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