Finance & Administration Report - STRATEGIC PLAN STATUS REPORT – 1st QUARTER

April 8, 2014Pages 45–504 sections

First quarter status update on the town's strategic plan initiatives for 2012-2014.

April 3, 2014Fire Hall Replacement is under constructionLand Use Bylaw update is in progress with a draft preparedView Royal Park Master Plan implementation is ongoing

Finance & Administration Report cover page

Page 45–50

TOWN OF VIEW ROYAL Finance & Administration Report

TO: Committee of the Whole DATE: April 3, 2014 FROM: Julie Crockett, Corporate Services Clerk MEETING DATE: April 8, 2014

Page 45–50

STRATEGIC PLAN STATUS REPORT – 1st 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 first quarter of 2014.

RECOMMENDATION:

THAT this report be received for information.

SUBMITTED BY: J. Crockett, Corporate Services Clerk REVIEWED BY: K. Anema, Chief Administrative Officer

Strategic Priority - Ensuring Financial Sustainability table part 1

Page 45–50

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 an/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.

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	Three linked steps:
systematic consideration of ongoing and related costs as major decisions are made and/or projects approved	1. Evidence based cost projections related to master plans and asset management	2012/2013	$110,000	In process.
position VR as a development friendly town committed to development opportunities identified in the OCP and efficient approval processes	2. Development of Long Term Financial Plan and decision making framework	2013/2014	$25,000 (initial investigation)	Being considered as part of the 2014 budget
ongoing commitment to providing full value for money	3. Financial Sustainability Review	2014	Follows completion of long term financial plan	Will occur after the completion of the long term financial plan

Strategic Priority - Ensuring Financial Sustainability table part 2

Actions/Behaviours	Specific Projects/Initiatives	Timing	Budget Implications	Status
nurture entrepreneurial approach to revenue generation – open to options	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-iniated 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)	Budget not approved.
strong voice at regional level to ensure that affordability is a major factor in cost-shared initiatives	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.

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	Service Review to:	2012/13 for all bullets (do over 12 months); internal, self-managed review	Internal (but may require funds for external work in future)	Bylaw Enforcement review is complete.
communicate service levels, standards and related costs for each municipal function	• define service level expectations and standards			In progress.
commitment to a business model that aligns both services and support functions with the defined levels of service	• align resources accordingly
	• compare baselines/practices with other municipalities
	• explore creative options for service effectiveness and efficiency
manage implications of governance processes and decisions within the capacity of available resources	Performance Management System	On-going; major review 2013/2014	Internal	Dependent on Service Review.
	• based on Service Review findings and decisions
	• focused on desired outcomes and service delivery (level, cost, quality/satisfaction)

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 August 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	Draft Bylaw prepared. Additional revisions required. Will come back to Council early in 2014.
Servicing Standards and Subdivision Bylaws	• bylaw should reflect community character and	2012/2013	$44,000	In Progress. Update given Dec 10, 2013.

Strategic Priority - Critical Projects/Initiatives table part 2

Project/Initiative	Rationale/Significance	Timing	Budget Implications	Status
	values • adopt hybrid of MMCD standards and Town of View Royal specific standards, keeping in mind public realm guidelines			Public Open House spring 2014, to be completed summer of 2014.
View Royal Park	• implement View Royal Park Master Plan	Ongoing	$100,000/yr	In Progress. Annual budget item.

Page 45–50

Extracted from: 2014 04 08 Committee of the Whole Agenda