Appendix: View Royal Strategic Plan 2014-2018
The full strategic planning document outlining the town's mission, vision, values, and priority initiatives through 2018.
VIEW ROYAL STRATEGIC PLAN 2014 - 2018
EXECUTIVE SUMMARY
View Royal Council and senior staff have worked together to develop a strategic plan, setting the course for Council’s term which completes in the fall of 2018.
The process included discussions between a consultant and the Chief Administrative Officer and Corporate Officer to develop a workshop and a pre-workshop survey for completion by Council and senior staff. This pre-workshop survey focused on the strengths, weaknesses, opportunities and threats facing the municipality. Survey results were shared at the outset of the workshop held in mid-February 2015.
Council spent significant time on three main themes at the workshop – fiscal sustainability, economic growth, and regional issues. Stemming from these themes, four key strategic priorities were identified.
These key strategic priorities are as follows:
- Financial Sustainability & Service Excellence
- Enhance Liveability
- Community & Economic Growth
- Maintain Strong Relationships with our Neighbours
It is notable that the themes and resultant priorities align with current priorities and activities already underway pursuant to the previous Strategic Plan (2012 – 2014).
Identification of specific projects/initiatives, timelines, and required resources are provided for each of these key strategic priorities.
As is current practice, reporting on the strategic plan will occur quarterly during the term.
STRATEGIC PLANNING SESSION 2015
WHAT DOES THE TOWN OF VIEW ROYAL STAND FOR?
MISSION
TO BUILD A RESILIENT, VIBRANT COMMUNITY THAT FOSTERS AND BALANCES SOCIAL, ENVIRONMENTAL AND ECONOMIC WELL-BEING
VISION
LIVEABLE VIEW ROYAL – SIMPLY THE BEST PLACE TO CALL HOME!
VALUES
THE TOWN OF VIEW ROYAL PURSUES COMMUNITY GOOD THROUGH A CORPORATE CULTURE THAT IS:
- accountable
- respectful
- ethical
- collaborative
- innovative
- proactive
- efficient and effective
ORGANIZATIONAL EXCELLENCE
THE TOWN OF VIEW ROYAL IS COMMITTED TO PROVIDING THE BEST POSSIBLE LOCAL GOVERNMENT FOR OUR RESIDENTS AND BUSINESS COMMUNITY. THIS COMMITMENT DRIVES CONSTANT IMPROVEMENT, WITH PARTICULAR EMPHASIS ON:
- providing strong, strategic policy-based governance
- demonstrating collaborative leadership and effective shared decision-making within the community, with our regional partners, including First Nations
- nurturing productive working relationships at the legislative and executive level
- pursuing excellence founded on core values, approved plans, policies and our commitment to innovation
- decision-making processes to be transparent and responsive
- integrating strategic planning, business planning, budgeting and performance management systems
- embracing evidence-based best practices for professionalism
- enhancing customer service and related communications capacity
- positioning sustainability as the foundation of our municipal culture
STRATEGIC THEMES
Through the online survey and discussion at the workshop, the following themes have been identified. Each “theme” has a series of priorities within it as described on the next page. Finally, specific project/initiatives – with timelines and resource implications – are attributed to each priority. Many of these align with current priorities and activities already underway pursuant to the previous strategic plan.
STRATEGIC PRIORITIES 2014 - 2018
STRATEGIC PRIORITIES 2014 - 2018
FINANCIAL SUSTAINABILITY AND SERVICE EXCELLENCE
Desired Outcomes/Results:
- Optimized corporate efficiencies
- Confidence in the fiscal health and financial sustainability of the Town
- Diversified revenue base
- Predictable property tax and user fee increases
| Actions/Behaviours | Specific Projects/Initiatives | Timing | Resources Required | Status |
|---|---|---|---|---|
| Ensure we are providing quality services to our residents on a cost effective basis | Complete service review to define service levels and resource requirements for each municipal function | 2015/ 2016 | Staff | |
| Complete Fees and Charges Bylaw review to ensure alignment with selected service levels | 2015/ 2016 | Staff | ||
| Focus on Capital Asset Management Program | Complete comprehensive asset plan through three linked steps: | |||
| 1. Complete the update/revisions to master plans for: a) Transportation b) Drainage c) Parks d) Sanitary Sewer Systems |
a) 2015 b) 2015 c) 2015/ 2016 d) 2016/ 2017 |
a) $10,000 b) $55,000 c) $20,000 in 2015 and $20,000 in 2016 d) $50,000 |
||
| 2. a) Establish a Capital Asset Management System that examines all tangible capital assets, including parks, land improvements, municipal buildings, vehicles, machinery and equipment, and engineering structures b) Develop a Long Term Financial Plan and decision making framework for capital projects c) Complete the DCC Bylaw review d) Develop a surplus policy e) Reserve funds review |
2015 - 2017 | Consultant $15,000 for Long Term Financial Plan (initial work); additional budget will be required |
||
| 3. Financial Sustainability Review to project future finance requirements and determine optimum reserve levels and annual contributions | 2017/ 2018 | Consultant $40,000 |
ENHANCE LIVEABILITY IN VIEW ROYAL
Desired Outcomes/Results:
- Stewardship of valued parkland
- Alignment of community values with enforcement tools
- Build relationships and engagement through community events
- A strong and growing volunteer corps, investing in View Royal
| Actions/Behaviours | Specific Projects/Initiatives | Timing | Resources Required | Status |
|---|---|---|---|---|
| Proceed with parks improvements in accordance with the Parks Master Plan | Update Parks Master Plan and explore partnerships with post-secondary institutions in this update work | 2015/ 2016 | Student-led $20,000 in 2015 and $20,000 in 2016 |
|
| Establish an Invasive Species Management Program | 2015 | Consultant/Eng staff $10,000; additional $4,400 for Portage Park | ||
| Ensure key bylaws and policies reflect community's needs | Review key public safety related bylaws: a) Streets & Traffic; b) Business Licensing c) Public Places d) Noise |
a) 2015 b) 2016 c) 2016 d) 2017 |
a) Dev and Eng staff b) Dev Services staff c) Dev Services staff $8,000 d) Dev Services staff |
|
| Review Subdivision and Development Services Standards Bylaw | 2015 | Consultant/Eng staff $33,300 | ||
| Develop tree canopy and urban forestry policy | 2016 | Consultant/Eng staff $10,000 | ||
| Increase community connectivity and engagement | Identify events to enhance neighbourhood and community connections (e.g. Neighbourhood Nights by WSPRS; Music in the Park; Community Clean-up Day/Pitch-in Week; Community Celebration Day) | 2015/ 2016 | Eng staff $15,000 in 2016 for Pitch-in Week; pre-planning in 2015 |
WSPRS’s N’hood Nights in progress |
| Recognize and support the volunteer sector in View Royal | Council | |||
| Explore the development of a heritage policy | 2016 | Dev Services staff |
COMMUNITY AND ECONOMIC GROWTH
Desired Outcomes/Results:
- Private investment in the redevelopment of strategic sites on significant community corridors and at gateways to View Royal because Town seen as desirable place to be
- Engagement with business community to understand how the Town can support economic development
- Diversified revenue base
- Strategic municipal investment in the public realm
- Continued implementation of the Official Community Plan (2011)
| Actions/Behaviours | Specific Projects/Initiatives | Timing | Resources Required | Status |
|---|---|---|---|---|
| Explore creative ways to encourage redevelopment of existing lands | o Engage a consultant to research current land economics based on possible OCP densities | 2015/ 2016 | Consultant $15,000 | |
| o Identify development barriers for key redevelopment sites | 2016/ 2017 | Dev Services staff | ||
| o Identify possible “carrots” and “sticks” to encourage redevelopment of key sites | 2015/ 2016 | Dev Services staff | ||
| o Meet with key property owners | 2015/ 2016 | Dev Services staff | ||
| Lead by example through investing in a high quality public realm | Work toward completion of Island Hwy. Project including the establishment of a timeline for Island Hwy. redevelopment | 2016 - 2018 | Consultant $150,000-$200,000 for design | |
| Upon completion of review of Subdivision and Development Services Standards Bylaw, develop urban design standards to support municipal investment in the public realm | 2016/ 2017 | Consultant for urban design plan $75,000 | ||
| Support opportunities for local services and employment | o Focus on business retention and explore ways to make doing business in View Royal easier | 2015/ 2016 | ||
| o Identify missing local services in neighbourhoods and significant lands where new business might consider locating | 2015/ 2016 | |||
| o Develop an Economic Development Strategy, including tourism opportunities | 2017 |
MAINTAIN STRONG RELATIONSHIPS WITH OUR NEIGHBOURS
Desired Outcomes/Results:
- Continue to be a “bridge” between the “core” and “western” communities
- Respected participant in the region
- Recognized as a progressive and innovative municipality
| Actions/Behaviours | Specific Projects/Initiatives | Timing | Resources Required | Status |
|---|---|---|---|---|
| Work with others to identify cost effective sewage solutions | Complete Westside/Eastside Solutions program for sewage treatment | 2015 | CAO and Eng staff; this project will take significant time away from regular responsibilities of staff | |
| Participate in discussions about improving regional governance | o Educate our residents on our existing successful shared services | 2015/ 2016 | Staff | |
| o Establish View Royal’s role/participation in governance studies | Staff | |||
| Ensure CRD’s RSS meets View Royal’s and region’s needs | 2015/ 2016 | Staff | ||
| Strengthen our relationship with Capital Regional District and First Nations through: o MOU for Hallowell with EFN o Develop relationship protocol agreements |
2015 - 2017 | Council and staff | ||
| Upgrade regional transportation system and infrastructure to meet growing needs | Advocate for improvements to regional transportation: o Formation of regional transportation authority o Focus on transit park and ride o McKenzie interchange o Participate in update to CRD’s Transportation Master Plan |
2015 - 2017 | Council and staff |
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