Appendix
Attachment 'A' Strategic Plan Priorities 2018
February 6, 2018Pages 87–904 sections
Tabular update of specific projects and initiatives for 2018 across municipal functions.
$45,000 for Sanitary Sewer Systems master plan$285,000 for Island Hwy road design
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: Communications – with both development community and general public |
2018 | Staff | 2018 |
| 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 | 2016/18 | $10,000 | Summer 2018 – staff reviewing draft. | |
| b) Sanitary Sewer Systems | 2017/18 | $45,000 | Spring 2018 | |
| 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 | 2018 | Fin & Eng staff | Asset inventory complete. Profiles, conditions and replacement costs of assets to be completed. | |
| b) Develop a Long Term Financial Plan and decision making framework for capital projects | 2019 | $75,000 for long term financial plan | To follow completion of master plans and asset review. | |
| c) Complete the DCC Bylaw review | 2017/18 | $40,000 | Summer 2018 | |
| 3. Financial Sustainability Review to project future finance requirements and determine optimum reserve levels and annual contributions | 2019 | Consultant $40,000 | Timing is based on Capital Asset Management System (see 2. a)). |
Page 87–90
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 | Plan trails in parks | 2018 | Consultant & Dev staff | Sub-committee of PREAC convened |
| Ensure key bylaws and policies reflect community’s needs | Review key bylaws: | |||
| a) Streets Traffic | 2016/18 | Eng & Admin staff | 2018 | |
| c) Public Places | 2017/18 | Dev staff $8,000 | 2018 | |
| d) Noise | 2019 | Dev staff | 2019 | |
| e) Sign | 2017/18 | Dev staff | 2018 | |
| f) Voting | 2018 | Admin staff | 2018 | |
| Tree canopy: Amend Tree Protection Bylaw | 2018/19 | Eng staff | Fall 2018/19 |
Page 87–90
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 | ○ Engage a consultant to research current land economics based on possible OCP densities ○ Identify development barriers for key redevelopment sites ○ Identify missing local services in neighbourhoods and significant lands where new business might consider locating ○ Identify possible “carrots” and “sticks” to encourage redevelopment of key sites |
2019 | Consultant & Dev staff $60,000 x 2 years | Proposal received Sept. 2017 and deferred in Jan. 2018 to 2019. |
| 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 (design for Helmcken to Colwood interchange) | 2018 | Consultant $285,000; this is road design, may need additional funds | 2018; pending budget approval. |
Page 87–90
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 |
|---|---|---|---|---|
| Participate in discussions about improving regional governance | o Strengthen our relationship with Capital Regional District and First Nations through: Initiating C2C dinners with Esquimalt Nation and Songhees Nation |
2018 | Council & staff | Songhees Nation dinner booked for 2018 01 24 at PSB. |
| o Advocate for resolution of issues at WestShore Parks and Recreation | 2018/19 | Council & staff | 2018/19 |
Page 87–90
Extracted from: 2018 02 06 Council Agenda - Agenda - Pdf