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Town of View Royal - Annual Report 2022
July 4, 2023Pages 144–15712 sections
Excerpts from the 2022 Annual Report and the 2019-2022 Strategic Plan, documenting progress on municipal projects, environmental goals, and financial sustainability initiatives.
Official Community Plan (OCP) Review contract awarded to EcoPlan on June 15, 2021Active Transportation Network Plan (ATNP) contract awarded to Watt Consulting with sessions held in June 2022Step Code Level 3 implementation effective January 1, 2023Tree Protection Bylaw adopted February 15, 2022Sustainable Infrastructure Replacement Plan (SIRP) presented to Council in December 2022Community Climate Action Strategy completed in June 2022Strategic Goal: Engage community events coordinator by 2023Strategic Goal: Placemaking Urban Design Plan scheduled for 2024-2025
STRATEGIC PRIORITY - ENHANCE LIVEABILITY IN VIEW ROYAL
GOALS:
- Shift primary transport mode within View Royal away from vehicles to walking, cycling and transit
- Access to a broad range of housing options to meet the needs of various ages, family types and incomes
- Proximity to services
- Build strong relationships and engagement through community events and celebrations
| 2022 PROJECTS & INITIATIVES | OUTCOME |
|---|---|
| Engage BC Transit to pursue commitment for a higher level of transit service, including improvements to underserviced areas | • BC Transit is finalizing the detailed design (construction level drawings) of the rapid bus lanes including the new transit stops, expected to be constructed in 2022/2023. • The Ministry of Transportation and Infrastructure are commencing their design of the bus on shoulder lane project along Highway 1, which will include the portion of Highway 1 within the Town of View Royal area. |
| Engage the Ministry of Transportation & Infrastructure to review the feasibility of a Colwood/Victoria commuter ferry and the E&N Corridor | • Engagement with the Ministry of Transportation & Infrastructure Regional Corridor Study has been ongoing. • Engineering staff will be kept apprised of updates from the neighbouring municipalities and Ministry of Transportation regarding feasibility updates. |
| Develop an Active Transportation Network Plan (ATNP) | • The contract was awarded to Watt Consulting with the first stakeholder and public engagement sessions held at the end of June 2022. • The draft ATNP was well underway at year end with anticipated completion by Spring of 2023. |
| Develop a housing affordability strategy | • The housing affordability strategy is identified in the 2023-2027 Financial Plan to be completed in 2024-2025. The purpose of the strategy is to provide a comprehensive review of the existing housing situation in the Town and develop actions to increase access to a broad range of housing options to meet the demographic needs of the community. |
| Include densification around commercial areas or development of commercial areas within current residential zones in Official Community Plan review | • The Official Community Plan (OCP) Review contract was awarded to EcoPlan on June 15, 2021. The OCP project was put on pause until after the municipal election. |
| Develop a Helmcken Centennial Park Master Plan | • The project proposal is included in the 2023-2027 Financial Plan. Staff posted a Request for Proposals in December 2022 on BC Bid. |
[Photo: Cycling on Highland Road]
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STRATEGIC PRIORITY - COMMUNITY & ECONOMIC GROWTH
GOALS:
- Private investment in redevelopment of strategic sites
- Increase skilled employment
- Business retention/attraction
- Strategic investment in public realm
| 2022 PROJECTS & INITIATIVES | OUTCOME |
|---|---|
| Create a map that identifies sites in corridors and gateways that are likely to redevelop based on the difference between assessed land value and value of improvements | • Complete. The Land Economics Study is now complete and can feed into the Official Community Plan review. |
| Update sustainability checklist | • In progress. |
| Review home-occupation business licence program | • The project will commence after the Official Community Plan is complete. |
[Photo: Watching tennis at Helmcken Centennial Park]
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STRATEGIC PRIORITY - ENVIRONMENTAL STEWARDSHIP
GOALS:
- Respond to the declared climate action emergency by reducing greenhouse gas emissions in our community
- Support climate change mitigation and adaptation measures with an emphasis on transportation systems and energy efficient buildings
- Accelerate a transition to low carbon transportation modes within the Town
- Support community preparation for climate change impacts with respect to sea level rise, storm surge, forest fires, food security, and other extreme weather events
| 2022 PROJECTS & INITIATIVES | OUTCOME |
|---|---|
| Update and adopt an amendment to the 2012 Community Climate Action Plan | • Complete. The Community Climate Action Strategy was completed in June 2022. |
| Update Tree Protection Bylaw to recognize loss of tree canopy in land development | • Complete. New Tree Protection Bylaw was adopted by Council on February 15, 2022. |
| By 2022, adopt Step 3 of Step Code for Part 9 buildings and Step 2 of Step Code for Part 3 buildings and transition to Step 5 of Step Code by 2030 | • Complete. Step Code Level 3 to be brought into effect on January 1, 2023. |
| Facilitate Step Code 3 implementation | • Complete. |
| Engage a building energy auditor to assess all municipal buildings and develop a strategy to improve the energy efficiency of the buildings, with supplementary funding from BC Hydro/Fortis | • The Energy Audit was well underway in 2022 with anticipated completion in early 2023. Staff will continue to strategize building efficiency opportunities as part of its capital replacements. |
| Review density bonusing as an incentive to achieve Step Code level in excess of minimum requirement | • Staff will be presenting options for Council in 2023. |
| Develop and implement a municipal fleet and equipment policy to prioritize low-emission vehicles and equipment | • The policy update is in progress. In the meantime, project summary C-031 for Parks vehicle fleet replacement does indicate that staff is do explore the feasibility and viability of utilizing alternative fueled vehicles. |
| 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. |
[Photo: Shoreline Drive Boat Launch]
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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. |
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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. |
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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. |
[Photo: View Royal Public Safety Building]
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LOOKING AHEAD - 2022-2024
[Photo: Portage Park Pathway and Playground]
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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 144–157
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 |
[Photo: Walking in Portage Park]
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COMMUNITY & ECONOMIC GROWTH
Citizens told us they want:
- 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 |
[Photo: View Royal Park Bike Pump Track]
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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 |
[Photo: Charging Station at Helmcken Centennial Park]
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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 |
[Photo: View Royal Town Hall]
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Extracted from: 2023 07 04 Council Agenda - Agenda - Pdf