Appendix: Draft Town of View Royal Annual Report 2014

TABLE OF CONTENTS

COMMUNITY PROFILE

A gateway between Victoria's urban core and the growing West Shore municipalities, View Royal is a vibrant community. This year's Annual Report outlines the Town's achievements and major projects for 2014. It shows the progress on our 2014 municipal goals and objectives, highlights financial reporting, and gives insight into plans for the future.

[Image 4a: Small circular inset photo of bridge railings.] [Image 4b: Circular "Welcome to View Royal" sign.]

• INCORPORATED DECEMBER 5, 1988
• 10,714 POPULATION*
• 1,436 HECTARES LAND AREA
• 28KM BIKE LANES
• 70 MUNICIPAL PARKS & 733 HECTARES PARKLAND
• $52M BUILDING PERMITS
• 26KM TRAILS
• 231 BUSINESS LICENSES

*est. as per 2014 BC Stats

View Royal is divided into eight distinct precincts based on such factors as topography, major transportation corridors, natural environment and the age of housing stock. These precincts are:

• Craigflower
• Harbour
• Helmcken
• Hospital
• Thetis
• Burnside
• Atkins
• Wilfert

The municipality encompasses McKenzie, Pike, Prior and Thetis Lakes and portions of Esquimalt Harbour and Portage Inlet and is situated adjacent to the established jurisdictions of the Township of Esquimalt, the District of Saanich and the City of Colwood.

[Image 6a: Photo of Mayor Hill speaking at a podium at the Craigflower Bridge Celebration.] Mayor Hill speaks at the Craigflower Bridge Celebration.

[Image 6b: Photo of Mayor Hill and Mayor Screech shaking hands at a council meeting.] Mayor Hill and Mayor Screech at the inaugural Council meeting.

MESSAGE FROM THE MAYOR

• MAYOR'S MESSAGE IN PROGRESS -

MAYOR & COUNCIL

The 2014 Mayor and Council of the Town of View Royal were elected for a three-year term in the municipal election held in November 2011. Each member is appointed to Town and regional committees.

[Image 8a: Group photo of the five members of the 2014 View Royal Council.]

Mayor Graham Hill (December 2, 2002 - December 2, 2014)

[Image 8b: Portrait of Mayor Graham Hill.]

• Finance & Administration - Chair
• CRD Board/Committee of the Whole
• CRD Hospital Board
• CRD Core Area Liquid Waste Management
• CRD Planning, Transportation & Protective Services
• Greater Victoria Harbour Authority
• Island Corridor Foundation
• Te'Mexw Treaty Advisory Committee
• Tourism Victoria
• Municipal Insurance Association
• Victoria Chamber of Commerce

Mayor David Screech (December 2, 2014 - present)

[Image 8c: Portrait of Mayor David Screech.]

• Finance & Administration - Chair
• CRD Arts Committee - Chair
• CRD Board/Committee of the Whole
• CRD Hospital Board
• CRD Regional Parks
• CRD Core Area Liquid Waste Management
• CRD Planning, Transportation & Protective Services
• CRD Transportation Select
• CRD West Side Wastewater
• CRD Housing Corporation
• Greater Victoria Harbour Authority
• Te'Mexw Treaty Advisory Committee
• View Royal Reading Centre

Councillor Ron Mattson (December 6, 2011 - present)

[Image 9a: Portrait of Councillor Ron Mattson.]

• Public Works & Transportation - Chair
• CRD Housing Trust Fund Commission
• Esquimalt Harbour Advisory Committee
• Victoria Family Court & Youth Justice Committee
• West Shore Parks & Recreation Society

Councillor Heidi Rast (December 2, 2008 - present)

[Image 9b: Portrait of Councillor Heidi Rast.]

• Protective Services & Community Services - Chair
• CRD Climate Action Steering Committee
• Capital Region Emergency Service Telecommunications (CREST)
• Community Policing
• Police Building Liaison Committee

Councillor John Rogers (December 2, 1996 - present)

[Image 9c: Portrait of Councillor John Rogers.]

• Parks, Recreation & Environment - Chair
• CRD Water Supply Commission
• Friends of Cole Island
• Greater Victoria Public Library
• Juan de Fuca Water Distribution Commission

Councillor Aaron Weisgerber (December 2, 2014 - present)

[Image 9d: Portrait of Councillor Aaron Weisgerber.]

• Planning & Development - Chair
• Joint School District/Municipal Committee
• Parents Advisory Committee
• Westshore Chamber of Commerce

2014 Town of View Royal Organizational Chart

• Mayor & Council
  • Chief Administrative Officer
    • Executive Assistant
    • RCMP Inspector
    • Director of Corporate Administration
      • Deputy Clerk
      • Corporate Services Clerk/Receptionist
      • Archivist/Corporate Records Clerk
    • Director of Engineering
      • Superintendent of Engineering
      • Engineering Technologist
      • Engineering Clerk/GIS Assistant
      • Parks Supervisor
      • Parks Workers (x2)
    • Director of Protective Services
      • Training Officer/Firefighter
      • Fire Prevention Officer/Firefighter
      • Emergency Program Officer/Firefighter
      • Pre-planning/Firefighter
      • Maintenance/Firefighter
      • Fire Department Clerk
      • Building Inspector
      • Bylaw Officer
    • Director of Finance
      • Senior Accountant
      • Accounting Clerk 3
      • Accounting Clerk 2
      • Accounting Clerk 1
    • Director of Development Services
      • Senior Planner
      • Planner
      • Development Services & Licensing Clerk

LIVABLE VIEW ROYAL: simply the best place to call home.

MISSION - WHY WE EXIST

To build a resilient, vibrant community that fosters and balances social, environmental and economic well-being.

VISION - THE FUTURE WE STRIVE TO CREATE

Liveable View Royal - simply the best place to call home.

VALUES - OUR GUIDEPOSTS

The Town of View Royal pursues good community through a corporate culture that is:

• Accountable,
• Collaborative,
• Efficient, and
• Respectful,
• Innovative,
• Effective.
• Ethical,
• Proactive,

COMMITMENT TO 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, and
• positioning sustainability as the foundation of our municipal culture.

[Image 12a: Photo of a small park shelter with people sitting on a bench next to a rail line.] [Image 12b: Photo of the View Royal Town Hall stone sign with flower beds.] [Image 12c: Photo of volunteers clearing brush in a wooded area.]

SUMMARY OF SERVICES & OPERATIONS

The Town of View Royal is responsible for the provision of a wide variety of local services and programs. These include:

• Transportation network (e.g. roads, bridges, street cleaning, sidewalks)*
• Stormwater management
• Garbage/household food waste collection
• Sanitary sewer collection system
• Parks, recreation and cultural facilities
• West Shore Royal Canadian Mounted Police (RCMP)
• Fire protection and inspection
• Emergency preparedness planning
• Land use planning
• Building permits
• Business licensing
• Bylaw establishment and enforcement
• Economic development
• Heritage and revitalization

*excludes Admirals Road, Six Mile Road and the Trans Canada Highway (Highway 1) which are controlled by the Ministry of Transportation & Infrastructure.

Town Services provided by OTHER organizations include:

• School system (Provincial Government and Local School Boards)
• Social and health programs (Provincial Government)
• Hospital care system (Provincial Government)
• Real property assessments (B.C. Assessment)
• Library collection and distribution system (Greater Victoria Public Library; Town is a part owner of the Downtown Branch)
• View Royal Reading Centre (Town provides partial support through a grant-in-aid)
• Planning and the management of public transit (Victoria Regional Transit System)

Town Services provided by the CAPITAL REGIONAL DISTRICT:

• Animal control
• Sewer system management
• Water management
• Recycling

The Town is represented on the following BOARDS AND COMMITTEES, which provide a variety of services to the residents of View Royal:

• Capital Regional District
• Capital Regional District Hospital
• Capital Regional District Housing Trust Fund Commission
• West Shore Parks & Recreation Society
• Greater Victoria Public Library
• Community Policing

[Image 14a: Photo of a small dump truck parked on a path by the water.] [Image 14b: Photo of a new steel bridge structure under construction.] [Image 14c: Photo of a person watering raised garden beds in a community garden.]

2014 MUNICIPAL HIGHLIGHTS

ADMINISTRATION DEPARTMENT

• Staff spent much of the latter half of 2014 working on the November 15, 2014 local government election. Logistics required coordination for nomination package preparation, vote counting machine acquisition, venue booking, ballot printing, and poll clerk training. The advance preparations resulted in a successful, open and fair voting process where 2,136 votes were cast — a 28.1% voter turnout — over the three voting days (thirty-six hours total). This voter turnout is slightly higher than the 27.9% from the 2011 municipal election.
• View Royal successfully had seventeen parcels of parkland that were previously shown as Provincial property vested into the name of the Town.
• Administration coordinated the recruitment of a full complement of parks staff for the seasonal summer parks work program, successfully backfilled the Senior Accountant position (due to a one-year leave) and filled the Accounting Clerk position due to an internal transfer.
• 2014 saw a real estate company engaged to assist with the disposition of the former Fire Hall site (280 Island Highway).
• Staff acquired a small road dedication (119.8m²) at the corner of Island Highway and Helmcken Road from the Province without a land purchase cost. This land had been "leftover" from survey work many years before.
• Staff responded to 30 Freedom of Information requests with a majority of those requests being for building/property information. 2014 saw an increase in requests for strata building plans due to a new requirement for depreciation reports.
• The Business Continuity Plan was approved by Council in October. This project — a joint initiative of the Protective Services and Administration Departments — was identified in the strategic plan to ensure a safe and protected community. All of the Town's Departments participated in populating its content. This living document was tailored to meet View Royal's operational needs and will be invaluable in the event of an emergency that could impact Town Hall.

VIEW ROYAL ARCHIVES

The Archives held an accessioning event on October 18, 2014 where the volunteers worked together on photo identification for some of the collection's more mysterious photos. New information was discovered and recorded with the help of the volunteer team.

ENGINEERING & PARKS DEPARTMENT

• Began the View Royal portion of the E&N Rail Trail; to be completed in summer of 2015.
• Completed the Watkiss Way Pedestrian Crossing, including installation of a pedestrian crosswalk, lighting, curbs and signage to improve the safety of pedestrians in this neighbourhood.
• A new pump station was installed at Heddle Avenue to retrofit and replace lift pumps and all integral infrastructure.
• Parks staff assisted a group of volunteers to complete the Portage Park trail improvements.
• Construction of the Craigflower Bridge was completed and opened to vehicle traffic on May 2, 2014. An opening celebration of the bridge was held in late April 2014. The Bridge was honoured by the Canadian Institute of Steel Construction with an award for Outstanding Steel Structure.
• A new playground was installed in Portage Park, including new equipment and pathways.
• Chilco Trail development continued with installation of trails and a viewing platform in Edwards Park.
• Improvements at the Welland Legacy Park included installation of irrigation, pathways, a composting toilet, shed and covered area as well as a new connection to the Galloping Goose Trail.
• New trails and a viewing platform were installed at Mellor Park.
• After a trial gardening season in 2013, the View Royal Community Garden successfully opened at View Royal Park in the spring of 2014. The Garden consists of 30 garden plots featuring accessible raised beds and a garden shed. An expansion of the garden has been proposed for the 2015 gardening season.

NEW PORTAGE PARK PLAYGROUND

The new playground equipment installed in Portage Park gets two thumbs up! Located in the large grass area just off the Island Highway entrance, the new playground includes a structure for 2-5 year olds, another for 5-12 year olds, as well as swings and other equipment.

CRAIGFLOWER BRIDGE REPLACEMENT PROJECT COMPLETED

• All went well with final construction on one of the Town's largest capital projects to replace the 80 year old Craigflower Bridge. A joint project with the District of Saanich, the replacement of the bridge now includes three vehicle lanes, bike lanes, widened sidewalks and enhanced lighting. Residents and businesses alike will now benefit from an improved, and safer, significant transportation route.
• The project also included several upgrades to Admirals Road, between Island Highway and Gorge Road, such as the construction of new sidewalks, bike lanes and safety features, stormwater treatment facilities and rain gardens, as well as the replacement of sanitary sewer lines, storm drains and water mains and a complete road reconstruction.
• A well-attended pre-opening celebration ceremony was hosted by View Royal on the bridge on April 26, with representatives from the federal, provincial and municipal governments, as well as Songhees and Esquimalt First Nations, in attendance.
• The completed project cost just over $15.5 million, and was made possible thanks to nearly $14 million through the federal Gas Tax Fund, over $1.2 million from the Town of View Royal and $320,000 from the Insurance Corporation of British Columbia.
• The bridge was opened to pedestrians and cyclists in early April and to vehicular traffic on Friday, May 2, 2014.

[Image 17a: Wide photo of the new Craigflower Bridge over the water.] [Image 17b: Photo of officials cutting the ribbon at the bridge opening.] [Image 17c: Photo of a celebratory cake with the text "Welcome Across the Bridge".] [Image 17d: Photo of a large crowd gathered for the bridge celebration.]

FINANCE DEPARTMENT

• Staff began the development of an Information Technology strategic plan. A consultant was hired and worked with various department staff to understand current challenges and future demands for Information Technology, including an objective for reduced paper.
• Staff implemented an Electronic Funds Transfer (EFT) process for frequent, low dollar vendors. Testing, documentation and the new program was rolled out to vendors with payments under $25,000. Paying these vendors through EFT rather than cheques saves the Town time and money.

DEVELOPMENT SERVICES DEPARTMENT

• Staff published a new Parks & Trails Guide highlighting walking trails, water access, view points, playgrounds and sports facilities.
• Restoration of the lime kiln on Hart Road continues. A grant from Council is supporting the work being done by masonry experts and others. Vegetation on site was cleared and it is anticipated that workshops will be planned for Spring 2015 on the site. The majority of the tree roots were removed and the base of the kiln stabilized.
• The adoption of Zoning Bylaw No. 900 represented a key implementation action from the Official Community Plan project that was completed in 2011. This project saw broad consultation with the community and strategic changes to the regulations for secondary suites, home based business and the implementation of floor space ratio as the measuring tool for density.
• The Eagle Creek Village rezoning and development permit applications were concluded to facilitate development of this $100-million mixed-use development at Helmcken Road and Watkiss Way.
• 2014 represented the first major reporting year for greenhouse gas emissions from municipal operations. This means that for 2013 the Town was carbon neutral in its operations and is meeting its obligations under the Climate Action Charter. The Town also achieved carbon neutral status for 2014 and had to purchase few offsets than in 2013.
• There were 231 business licenses issued in 2014 (107 commercial).
• The old firehall site was rezoned in preparation for sale. The future use of the site will be residential.
• Town staff presented at three of the LGLA sessions for newly elected officials on the topic of planning basics. Staff developed the presentation and PowerPoint that were delivered at all of the sessions across the province.
• Planning staff continued to be deeply engaged in the review of the Regional Growth Strategy in 2014. Staff also participated in climate action work with the CRD and Bicycle and Pedestrian way finding projects.

CHILCO TRAILS PHASE 1 & 2 COMPLETE

Chilco Trails phases 1 and 2 were constructed, including a viewing platform at the top. This trail provides a pedestrian linkage between View Royal and Langford and a stunning view of the Esquimalt Harbour. Future trail segments will provide a great recreation and alternative transportation opportunity for residents.

NEW PUBLIC SAFETY BUILDING NEARING COMPLETION

• Construction continued on the new Public Safety Building, which began in August 2013. Progress included the installation of civil, mechanical and electrical infrastructure, roofing, building envelope and interior/exterior finishes.
• Staff worked to ensure both contract compliance as well as a quality product at the end of the project.
• The new centrally located fire hall includes drive-through apparatus bays, teaching and training areas and volunteer space for the Firefighters' Association. The building will also serve as an administrative base and Emergency Operations Centre.

[Image 19a: Photo of the exterior of the new Public Safety Building, showing fire hall doors and "FIRE RESCUE" signage.] [Image 19b: Photo of the interior of the fire hall under construction.] [Image 19c: Photo of the building's exterior from a different angle, showing a multi-story tower.]

PROTECTIVE SERVICES DEPARTMENT

• As a result of the service review of the Development Services Department, the Bylaw Enforcement and Building Inspection Services were transferred to the Protective Services Department. As a result, the Bylaw Enforcement Officer and Building Inspector were relocated from Town Hall to the Fire Hall.
• Plans are in place for the physical move from the old fire hall building to the new Public Safety Building. A transition plan is in place to ensure a seamless switchover and to maintain uninterrupted service.
• The construction value of building permits issued totaled $52,011,850.
• A ShakeOut BC exercise was held on October 16, 2014 with Town staff fully participating. The ShakeOut event included an extended Emergency Operations Centre (EOC) exercise. The exercise included activation of the EOC, and a series of plausible emergency scenarios to test organizational response including ham radio participants. The event identifies opportunities for learning and overall improvement of the EOC operation.
• Town Hall staff completed training as part of the roll out of the Business Continuity Plan.

2014 MUNICIPAL GOALS & OBJECTIVES

The 2012 - 2014 Strategic Plan provides an opportunity to step back, look at the bigger picture and identify a few key areas or opportunities that require special attention or emphasis. Three Strategic Priorities have been identified for 2014:

• Ensuring FINANCIAL SUSTAINABILITY,
• Responding to INCREASING EXPECTATIONS, and
• Building COMMUNITY IDENTITY.

The reality and importance of ongoing work related to the core and fiduciary responsibilities of the Town — work that requires significant investment of time and dollars over and above the flow of regular duties - is also identified:

• Critical PROJECTS AND INITIATIVES.

ENSURING FINANCIAL SUSTAINABILITY

STRATEGIC PRIORITY:

• Systematically consider ongoing and related costs as major decisions are made and/or projects are approved;
• Position View Royal 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;
• Nurture entrepreneurial approach to revenue generation; and
• Be a strong voice at the regional level to ensure that affordability is a major factor in cost-shared initiatives.

DESIRED OUTCOMES:

• Confidence in the fiscal health and financial sustainability of the Town of View Royal;
• Diversified revenue base;
• Predictable property tax and user fee increases; and
• Optimized corporate efficiencies.

2014 INITATIVES:

[Image 22a: Photo of a forested trail winding through trees and mossy rocks.] [Image 22b: Photo of a new wooden viewing platform on a hill overlooking a valley.] [Image 22c: Photo of the entrance to Portage Park with a wooden sign over a staircase leading into woods.]

RESPONDING TO INCREASING EXPECTATIONS

STRATEGIC PRIORITY:

• Develop an innovation culture that regularly generates suggestions for service improvement;
• Communicate service levels, standards and related costs for each municipal function;
• Commit 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.

DESIRED OUTCOMES:

• 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.

2014 INITATIVES:

[Image 24a: Photo of a trail in Edwards Park with a sign and tall grass.] [Image 24b: Photo of a wide asphalt road with a new intersection, traffic lights, and crosswalks near an Econo Lodge.] [Image 24c: Photo of the community garden with numerous raised garden beds and a person tending to them.]

BUILDING COMMUNITY IDENTITY

STRATEGIC PRIORITY:

• Look for opportunities to expand residential and business volunteerism;
• Support 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.

DESIRED OUTCOMES:

• Build alliances with community service organizations;
• 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.

2014 INITATIVES:

[Image 26a: Photo of the Public Safety Building under construction, exterior view with orange sheeting in door bays.] [Image 26b: Photo of the new bridge from the water, showing multiple concrete arches.] [Image 26c: Photo of the community garden with many wooden raised garden beds.]

CRITICAL PROJECTS & INITIATIVES

STRATEGIC PRIORITY:

The final strategic priority addresses projects that will consume significant financial and staff resources. Each are priorities on their own merits, reflecting:

• Commitments made in Council-approved plans and reports;
• Projects that are already underway;
• Legislated or regulatory requirements;
• Fiduciary obligations of Town Council to provide for social, environmental and economic well-being of the community.

2014 INITATIVES:

LOOKING AHEAD

A new Strategic Plan has been created for 2014 - 2018. Four new themes have been identified with each theme containing a series of priorities for the Town. Specific projects and initiatives — with timelines and resource implications — are attributed to each priority. These align with current priorities and activities already underway pursuant to the previous strategic plan.

ENHANCE LIVEABILITY IN VIEW ROYAL

• proceed with parks improvements in accordance with Parks Master Plan;
• ensure key bylaws reflect community needs;
• increase community connectivity and engagement.

FINANCIAL SUSTAINABILITY AND SERVICE EXCELLENCE

• ensure we are providing quality services to our residents on a cost effective basis;
• focus on a Capital Asset Management program.

COMMUNITY AND ECONOMIC GROWTH

• explore creative ways to encourage redevelopment of existing lands;
• pursue investment in a high quality public realm within the Town;
• support opportunities for local services and employment.

MAINTAIN STRONG RELATIONSHIPS WITH OUR NEIGHBOURS

• work with others to identify cost effective sewage solutions;
• participate in discussion about improving regional government;
• upgrade regional transportation system and infrastructure to meet growing needs.