Appendix
Attachment 'B' Report Card: Projects/Initiatives Completed 2015-2017
February 6, 2018Pages 91–944 sections
A summary of successfully completed strategic goals over the first three years of the Council's term.
Bylaw Enforcement service review completeCanada 150 event annual event complete ($15,000)
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: • Bylaw Enforcement |
Staff | Bylaw Enforcement complete | |
| Complete Fees and Charges Bylaw review to ensure alignment with selected service levels | Staff | Complete | ||
| Focus on Capital Asset Management Program | Complete comprehensive asset plan through three linked steps: | |||
| 1. Complete the update/revisions to master plans for: | ||||
| 1. b) Drainage | 2016/17 | Consultant & Eng staff | Complete | |
| 1. c) Parks | 2016/17 | Student-led (VIU) & Dev staff | Complete | |
| 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 | 2017/18 | Fin & Eng staff | Asset inventory complete. Profiles, conditions and replacement costs of assets to be completed. |
|
| 2. d) Develop a surplus policy | 2016/17 | Complete | ||
| 2. e) Reserve funds review | 2016/17 | Complete |
Page 91–94
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 | Establish an Invasive Species Management Program | 2016 | Consultant/Eng staff | Complete |
| Update Parks Master Plan and explore partnerships with post-secondary institutions in this update work | 2015/17 | Student-led (VIU) & Dev staff | Complete | |
| Ensure key bylaws and policies reflect community’s needs | Review key bylaws: | |||
| b) Business license | 2016 | Dev staff | Complete | |
| g) Subdivision and Development Servicing | 2015/17 | Consultant & Eng staff $8,000 | Complete | |
| Increase community connectivity and engagement | Hold workshop to explore development of heritage inventory and policy | 2017 | Dev staff in partnership with external heritage organization | Complete |
| Identify events to enhance neighbourhood and community connections: | ||||
| Pitch-in Week | 2016 | Admin & Eng staff | Complete | |
| Neighbourhood Nights | 2016 | WSPRS | Complete | |
| Canada 150 – annual event | 2017 | $15,000 | Complete |
Page 91–94
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 | ○ Meet with key property owners | 2016 | Mayor/CAO | Complete |
| Support opportunities for local services and employment | ○ Focus on business retention and explore ways to make doing business in View Royal easier: | |||
| a) Review Business License Bylaw | 2016 | Dev staff | Complete | |
| b) Jointly host evening event at Town Hall with WestShore Chamber | 2017 | Staff & WestShore Chamber of Commerce | Complete |
Page 91–94
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 | 2015/16 | CAO and Eng staff | Complete |
| Participate in discussions about improving regional governance | o Educate our residents on our existing successful shared services o Establish View Royal’s role/participation in governance studies |
2015/16 | Staff Mayor and Staff |
Complete |
| o Ensure Capital Regional District’s RSS meets View Royal’s and region’s needs | 2015/17 | Dev Services | Complete | |
| o Strengthen our relationship with Capital Regional District and First Nations through: MOU for Hallowell with Esquimalt Nation |
2016/17 | Council and Staff | Complete | |
| Upgrade regional transportation system and infrastructure to meet growing needs | Advocate for improvements to regional transportation: ○ Support the formation of regional transportation authority ○ Focus on transit park and ride ○ McKenzie interchange ○ Participate in update to CRD’s Transportation Master Plan |
2015-2017 | Council and Staff | Complete Letters of request sent for reg’l transpt. authority Input provided on park and ride; McKenzie interchange; and CRD Transpt. Master Plan |
Page 91–94
Extracted from: 2018 02 06 Council Agenda - Agenda - Pdf