Appendix
ACCESSIBLE BRITISH COLUMBIA ACT [SBC 2021] CHAPTER 19 (Attachment Copy)
July 18, 2023Pages 268–27710 sections
Duplicate copy of the Accessible British Columbia Act included as an attachment to the March 29 staff report.
SBC 2021 CHAPTER 19
STRATEGIC PRIORITY - ENVIRONMENTAL STEWARDSHIP (CON’T)
| 2022 PROJECTS & INITIATIVES | OUTCOME |
|---|---|
| Work with car-share companies to establish presence in View Royal | • Staff initiated contact with MODO and met in August 2021. Issues identified in successful co-op implementation include density, and avoiding gaps in service areas. |
| Develop a sea-level rise and storm surge mitigation and adaptation policy | • Initial policy was developed and approved by Council. Additional refinement of the policy is likely in response to the latest IPCC report. Developing a Coastal Adaptation Plan was an approved project in the 2023-2027 Financial Plan. • In November 2022, staff applied for a Disaster Risk Reduction – Climate Adaptation grant administered by UBCM to conduct data collection and mapping flood risk in the Town. |
| Update the wildfire interface zone assessment and update development permit area guidelines accordingly (concurrent with OCP) | • Did not receive grant approval from UBCM; will re-apply in 2023. |
| Develop and implement a fuel load management program for wildfire interface zones | • In progress for 2023 implementation. |
Page 268–277
STRATEGIC PRIORITY - FINANCIAL SUSTAINABILITY & SERVICE EXCELLENCE
GOALS:
- Confidence in the fiscal health and financial sustainability of the Town
- Diversified revenue base
- Predictable property tax and user fee increases
- Citizen satisfaction with services and value
| 2022 PROJECTS & INITIATIVES | OUTCOME |
|---|---|
| Complete an Asset Management Plan, considering options to minimize infrastructure deficit | • The development of an asset management strategy is included in the 2023-2027 Financial Plan. The asset management strategy will be a roadmap to deliver the Town’s corporate objectives with respect to asset management and will formally enact the Town’s Asset Management Program. |
| Develop Long-term Financial Plan that incorporates implications of Asset Management Plan and funding choices | • A long-term financial plan titled the Sustainable Infrastructure Replacement Plan (SIRP) was presented and received by Council in December of 2022. A project to integrate the data used to develop the SIRP back into the Town’s asset registry is included in the 2023-2027 Financial Plan. |
| Continue to improve relationships with the business community to build business friendly reputation - annual business mixer; Island-wide mobile business licence; online business licence renewals and applications; consider expanded Home Occupation definition; engage with South Island Prosperity Project annually | • Online business licence search and renewal functionality was launched in November 2020. Staff participate in the Vancouver Island Inter-Community Business License Working Group. • A business mixer event with the Westshore Chamber of Commerce is planned for early 2023 to engage local businesses and promote networking. |
| Include projected new market construction estimates in tax revenue for all years of the five-year budget, based on development projections (View Royal) (primarily building permits) | • This is included in the budget planning process. |
| Include future staffing level requirements for all five-years in the financial plan | • This is included in the 2023-2027 Financial Plan. |
Page 268–277
STRATEGIC PRIORITY - GOOD GOVERNANCE
GOALS:
- Strong and active citizen participation in community engagement in Town of View Royal meetings, open houses, survey, budget development
- Strong constructive relationships with neighbouring municipalities, Songhees Nation, Esquimalt Nation, and in relations at the CRD
- Respectful, constructive Council relationships
| 2022 PROJECTS & INITIATIVES | OUTCOME |
|---|---|
| Explore partnership with West Shore Parks & Recreation (WSPR) for programming in View Royal’s parks and neighbourhoods | • Delayed due to COVID-19 and competing priorities in 2022/2023. Staff will reach out to WSPR regarding partnership options in 2023/2024. |
| Host at least one Council to Council event with each First Nation | • In progress. Project Summary - Truth and Reconciliation N-068 was supported at February 16, 2022 Financial Plan workshop. |
| Arrange intermunicipal events celebrating park connections between Colwood, Esquimalt, Langford, Saanich, CRD Parks and View Royal | • Tabled due to COVID-19. Staff will reach out to neighbouring municipalities regarding future opportunities. |
| Host community training re. First Nations relationships, history and protocols | • In progress. Project Summary - Truth and Reconciliation N-068 was supported at February 16, 2022 Financial Plan workshop. |
Page 268–277
STRATEGIC PRIORITY - COMMUNITY SAFETY & SECURITY
GOALS:
- A real and perceived safe community
- Prepared for emergencies
| 2022 PROJECTS & INITIATIVES | OUTCOME |
|---|---|
| Require every employee to complete at least one Justice Institute of BC Emergency Operations Centre course or equivalent | • Delayed due to COVID-19. Training opportunities to resume in-person for Town staff with two sessions scheduled for early 2023. |
| Update Business Continuity Plan | • Project Summary - Information Security Management System N-088 was supported at the February 16, 2022 Financial Plan workshop. The information technology component of the Business Continuity Plan is complete and will be included in the next update of the overall Plan. |
Page 268–277
LOOKING AHEAD - 2022-2024
Page 268–277
Strategic Plan 2019-2022
We’re working together to make View Royal better everyday by focusing on what’s important to the citizens of our community, constantly improving how we do business and ensuring we plan for our future to build a strong, healthy, and thriving View Royal.
The Strategic Plan details what we heard from citizens about what is important to them and what they want the Town to do on their behalf.
The Strategic Plan outlines six key result categories, which describe the focus areas of our work to help us prioritize our efforts and resources, setting out specific goals with measures, targets, and planned timing for the work.
Page 268–277
ENHANCE LIVEABILITY
Citizens told us they want to:
- Be able to move around the community efficiently;
- Have a range of housing options close to services;
- Participate in community events and have a sense of belonging;
- Celebrate View Royal’s unique history.
| Key strategic goals to Enhance Liveability in View Royal: | Timing: |
|---|---|
| Engage a community events coordinator to enhance current events and/or devise new community-building initiatives | 2023 |
Page 268–277
COMMUNITY & ECONOMIC GROWTH
Citizens told us they want to:
- Controlled growth;
- Implications of growth considered.
| Key strategic goals to enhance Community and Economic Growth in View Royal: | Timing: |
|---|---|
| Placemaking Urban Design Plan to facilitate distinct identity for View Royal’s public realm | 2024-2025 |
Page 268–277
ENVIRONMENTAL STEWARDSHIP
Citizens told us they want to:
- Focus on community action around climate change.
| Key strategic goals to enhance Environmental Stewardship in View Royal: | Timing: |
|---|---|
| Update and adopt an amendment to the Corporate Energy and Emissions Plan | 2024 |
| Develop an Urban Forest Strategy | 2023 |
Page 268–277
FINANCIAL SUSTAINABILITY & SERVICE EXCELLENCE
Citizens told us they want to:
- Receive good value for tax dollars;
- Fund the continuation of current service levels through taxation;
- Fund future large projects through putting aside funds annually.
| Key strategic goals to Financial Sustainability & Service Excellence: | Timing: |
|---|---|
| Develop an investment program (policy, contracts, relationships (Municipal Finance Authority)) to increase return on investments | 2023 |
Page 268–277
Extracted from: 2023 07 18 Council Agenda - Agenda - Pdf