Staff Report
Strategic Plan Status Report – 3rd Quarter
October 8, 2013Pages 67–747 sections
Update on the status of initiatives and commitments in the 2012-2014 strategic plan 'Moving Forward – Our Intentions'.
Craigflower Bridge project scheduled for opening in Spring 2014Land Use Bylaw update cost estimated at $45,00025th Anniversary Picnic held Sept 14 with approx. 900-1,000 attending
TOWN OF VIEW ROYAL Finance & Administration Report
TO: Committee of the Whole DATE: October 3, 2013 FROM: Jennifer Cochrane, Executive Assistant MEETING DATE: October 8, 2013
Page 67–74
STRATEGIC PLAN STATUS REPORT – 3rd QUARTER
RECOMMENDATION:
THAT this report be received for information.
CHIEF ADMINISTRATIVE OFFICER’S COMMENTS:
I concur with the recommendation.
PURPOSE OF REPORT:
To provide updated information on the strategic plan.
BACKGROUND/DISCUSSION:
The attached strategic plan “Moving Forward – Our Intentions (2012 – 2014)” has been amended by staff to incorporate updates on the status of initiatives and commitments for the third quarter of 2013.
RECOMMENDATION:
THAT this report be received for information.
Page 67–74
Moving Forward – Our Intentions (2012 – 2014)
Council and staff are committed to making a real difference in each of the strategic priority areas by the end of the current three year term. The tables below address each of the priorities:
- providing an overview of the long term outcomes or results desired (beyond the three years)
- describing immediate actions and/or ongoing behaviours that will help deliver these outcomes or results (without additional investment)
- listing specific projects or initiatives that will require significant investment of time and/or financial resources – with initial estimates of budgetary requirements.
Page 67–74
STRATEGIC PRIORITY – ENSURING FINANCIAL SUSTAINABILITY
Desired Outcomes/Results:
- confidence in the fiscal health and financial sustainability of the Town of View Royal;
- diversified revenue base;
- predictable property tax and user fee increases;
- optimized corporate efficiencies.
| Actions/Behaviours | Specific Projects/Initiatives | Timing | Budget Implications | Status |
|---|---|---|---|---|
| * the discipline of focusing on priorities * systematic consideration of ongoing and related costs as major decisions are made and/or projects approved * position VR as a development friendly town committed to development opportunities identified in the OCP and efficient approval processes * ongoing commitment to providing full value for money |
Three linked steps: 1. Evidence based cost projections related to master plans and asset management |
2012/2013 | $110,000 | In process. |
| 2. Development of Long Term Financial Plan and decision making framework | 2013/2014 | $25,000 (initial investigation) | 2013/14 | |
| 3. Financial Sustainability Review | 2014 | Follows completion of long term financial plan | 2014 | |
| * nurture entrepreneurial approach to revenue generation – open to options * strong voice at regional level to ensure that affordability is a major factor in cost-shared initiatives |
Economic Development Strategy a collaborative initiative of Council and staff based on opportunities defined in OCP – focus on hospital precinct, LRT opportunities, neighbourhood nodes, potential town centre, home businesses, Town-initiated rezonings |
Initial, internal work with “quick hits” in 2012; follow-up studies (with external) in 2013/14 | $40,000 in 2013/14 (dependent on scope identified) | Research has begun on types of Economic Development Plans. |
| Tangible Asset Management System – including parks, transportation, sidewalks, infrastructure, equipment, fleet | On-going; major effort 2014 and beyond | To be determined (budget dependent) | Phase 1: updates to Master Plans to be completed. | |
| Reserve Review and Policy | 2012 | Internal | Ongoing. |
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STRATEGIC PRIORITY – RESPONDING TO INCREASING EXPECTATIONS
Desired Outcomes/Results:
- A clear service model defining level of service and resource requirements for each municipal function;
- Community satisfaction within the parameters established in the service model;
- High public confidence in municipal governance.
| Actions/Behaviours | Specific Projects/Initiatives | Timing | Budget Implications | Status |
|---|---|---|---|---|
| * development of an innovation culture that regularly generates suggestions for service improvement * communicate service levels, standards and related costs for each municipal function * commitment to a business model that aligns both services and support functions with the defined levels of service * manage implications of governance processes and decisions within the capacity of available resources |
Service Review to: * define service level expectations and standards * align resources accordingly * compare baselines/practices with other municipalities * explore creative options for service effectiveness and efficiency |
2012/13 for all bullets (do over 12 months); internal, self-managed review | Internal (but may require funds for external work in future) | Bylaw review started. |
| Performance Management System * based on Service Review findings and decisions * focused on desired outcomes and service delivery (level, cost, quality/satisfaction) |
On-going; major review 2013/2014 | Internal | Dependent on Service Review. |
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STRATEGIC PRIORITY – BUILDING COMMUNITY IDENTITY
Desired Outcomes/Results:
- Strong identity – a unique town with its own character and common purpose;
* Clearly defined, well serviced neighbourhoods with local service nodes and gathering places;
* Increased community connectivity and engagement in community events;
* A strong and growing volunteer corps, investing in View Royal.
| Actions/Behaviours | Specific Projects/Initiatives | Timing | Budget Implications | Status |
|---|---|---|---|---|
| * look for opportunities to expand residential and business volunteerism * supporting community-driven events that bring View Royal residents together * commitment to on-going development of parks and trails * build alliances with community service organizations * on-going commitment to recognize our heritage |
Formalize/finalize TVR Branding: * Public realm standards for TVR and developers (streets, lighting, sidewalk furniture, etc.) |
2012/2013 | Budget dependent | Subdivision Control & Development Bylaw review in process. |
| * Public realm guidelines for development of each node (common themes to reinforce VR identity) | 2014 | Budget dependent | 2014 | |
| 25th Anniversary Celebrations | 2013 | $25,000 | 25th Anniversary Committee continues to meet regularly. The 25th Anniversary kickoff was held May 25 (pancake breakfast) with approx. 300 residents attending. 25th Anniversary Picnic in the Park was held Sept. 14 with approx. 900 – 1,000 attending. Final event to be Dec. 3 (Council meeting with reception in Town Hall foyer to follow). | |
| Heritage Assets: * Identify and protect heritage assets |
Ongoing | Lime Kiln Conservation Plan adopted. Phase 1 work on conservation of Lime Kiln near complete. Budget request to be considered for 2013 budget to do Phase 2. Craigflower Manor and Schoolhouse Conservation Plan in progress. | ||
| Volunteer Support Program: * recruitment, placement, training, supervision, recognition/celebration feasibility study of Volunteer Bureau |
Ongoing; 2013 | Councillor Mattson | In process. | |
| Town Profile: * for TVR and neighbourhoods * overview of basic facts, characteristics, services, parks, trails, etc. * to inform residents and attract appropriate development * note application for other strategic priorities as well (economic development, community identity) |
Begin in 2012; on-going | $20,000 (over census period), including graphic design and printing | Census data released. Working with CRD to define neighbourhood areas for analysis. |
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STRATEGIC PRIORITY – CRITICAL PROJECTS/INITIATIVES
The final strategic priority addresses projects that will consume significant financial and staff resources over the next three years. They are priorities on their own merits, reflecting:
- commitments made in Council-approved plans and reports
- projects already underway
- legislated or regulatory requirements
- fiduciary obligations of Town Council to provide for social, environmental and economic well-being of the community.
The list below does not include many more specific projects that have been identified through the OCP Action Plan, various master plans (transportation, parks, sidewalks, sewers), and the asset management system. These will be presented to Council by staff as part of the annual budget development and review process.
| Project/Initiative | Rationale/Significance | Timing | Budget Implications | Status |
|---|---|---|---|---|
| Fire Hall Replacement | * need previously identified and confirmed * land acquired * initial planning complete |
2012/2013 | Expected within budget. | Construction has begun. To be complete April 2014. |
| Craigflower Bridge | * current bridge requires replacement for safety reasons * opportunity to upgrade a key Town access point |
2012 | $190,000 land acquisition costs | In progress. Scheduled for bridge opening Spring 2014. |
| Land Use Bylaw | * critical step in implementation of Official Community Plan * align Land Use Bylaw with completed master plans * provide foundation for appropriate development (both residential, commercial, business) |
2012/2013 | $45,000 | Contract awarded to Urban Systems. Work has commenced on Zoning Bylaw. Council approved an additional $15,000.00 for 2013 budget for this project. Draft Bylaw to be presented at Open House on September 26, 2013. |
| Servicing Standards and Subdivision Bylaws | * bylaw should reflect community character and values * adopt hybrid of MMCD standards and Town of View Royal specific standards, keeping in mind public realm guidelines |
2012/2013 | $44,000 | In progress. Public meeting November 2013. |
| View Royal Park | * implement View Royal Park Master Plan | Ongoing | $100,000/yr | Complete for 2013 budget year. |
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Extracted from: 2013 10 08 Committee of the Whole Agenda