1. business and industrial

2014 | City of Vancouver
CORPORATE
BUSINESS PLAN
An overview of the City of
Vancouver’s citizen and
customer service priorities
and delivery strategies.
From the City Manager
This Corporate Business Plan reflects the City of Vancouver’s ongoing
Through the City’s 2013 employee engagement survey, staff expressed
commitment to provide high-quality municipal programs and services
a desire to clearly understand the City’s overall strategic direction and
at the best possible value for the City’s taxpayers and ratepayers. This
key priorities, so they can be better informed about how their daily work
Plan encompasses all City departments, and includes the Vancouver
fits into this larger picture. Every member of the City’s staff can find
Park Board, the Vancouver Public Library and the Vancouver Police
their place in this Plan – some of us are directly involved in the Plan’s
Department. It is an important strategic tool developed by the City’s
short-term priority initiatives, and others are contributing to one or more
Corporate Management Team, designed to help focus and align our
of the Plan’s long-term strategic goals through our work on specific
work in order to achieve City Council’s priorities, continuously improve
projects and/or day-to-day operations. While this Plan is by no means a
service delivery, and ensure that our regulatory obligations are met.
comprehensive list of all the City’s initiatives and priorities, it highlights
those initiatives that the senior management team believes are critical to
Through the work accomplished over the past several years, the City
making progress toward our long-term strategic goals.
has several important long-term directional plans in place, including the
Economic Action Strategy, the Housing and Homelessness Strategy,
I encourage all staff members to review this Plan, and to understand how
the Greenest City Action Plan, Transportation 2040 and the Corporate
each one of us can contribute toward its success, as we continue to strive
Digital Strategy. The focus of this current Plan is to implement the
to make Vancouver a great city of communities that cares about our
highest-priority actions and initiatives from these strategies.
people, our environment and our opportunities to live, work and prosper.
Penny Ballem
City Manager
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Table Of Contents
Purpose of The Corporate Plan
2
Progress on Previous Plan
3
The Corporate Plan Foundation
4
Overview of the Plan’s Long-Term Strategic Goals
6
Goal No. 1: The City Provides Excellent Service
8
Goal No. 2: The City is Financially Healthy and Administratively Effective
10
Goal No. 3: The City Leads the Way on Green Issues
12
Goal No. 4: The City Inspires Excellence in the Workplace and in its Employees
14
Goal No. 5: The City Optimizes Strategic Partnerships and Collaborations
16
Goal No. 6: Vancouver is a Sustainable, Affordable, Liveable and Inclusive City
18
Goal No. 7: Vancouver’s Business Climate is Dynamic and Robust
20
Goal No. 8: Vancouver is a Safe City in Which People Feel Secure
22
Goal No. 9: Vancouver Offers Extraordinary Civic Amenities
24
Goal No. 10: Vancouver’s Assets and Infrastructure Are Well-Managed and Resilient
26
APPENDICES
Appendix 1: City of Vancouver Value-For-Money Planning Process
28
Appendix 2: City of Vancouver Organization Structure
29
Appendix 3: 2012-2021 Corporate Plan Key Achievements
30
Appendix 4: Vancouver Services Review Initiatives
43
Appendix 5: City of Vancouver Long-Term Plans
Appendix 6: City of Vancouver 2014 Corporate Business Plan Overview
51
54
1
Introduction
PURPOSE OF THE CORPORATE PLAN
The City of Vancouver’s Corporate Business Plan lays out the
•benefit from regular Corporate Management Team focus.
organization’s highest priorities, to be initiated and/or completed
This Corporate Plan is one piece of the City’s value-for-money
in 2014. This Plan is one of the key tools used by the City’s senior
approach to planning, a cycle that starts with public priorities and
executive team to ensure Council priorities are delivered, ongoing
the City’s legal requirements driving resource allocation decisions,
work gets done, and regulatory obligations are met.
and includes ongoing financial and service delivery performance
The Plan’s ten long-term goals provide strategic framework that
is used to align all of the City’s programs and projects. In order
to keep the Plan flexible and relevant, the initiatives associated
with each long-term goal are refreshed annually. Those initiatives
selected for inclusion in the Corporate Plan are seen by the
Corporate Management Team as critical to moving forward toward
one or more of the Plan’s long-term strategic goals.
All initiatives included in this Plan must be started,
but not necessarily completed in 2014, and as well, must:
•be a critical enabler of one or more Council priorities,
•be a discrete deliverable, e.g., a strategy or plan, or a new,
amended or expanded service,
•be a highly complex and/or large initiative, with significant
cross-departmental responsibilities and/or impact,
•be high-risk, associated either with undertaking or with not
undertaking the initiative, and/or
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tracking and modification as appropriate (Appendix 1). The
Corporate Plan is an important part of this holistic approach to
resource allocation, designed to ensure that over time, the public
funds in the trust of Vancouver City Council are allocated to top
public priorities, invested effectively and spent efficiently.
PROGRESS ON PREVIOUS PLAN
Significant progress has been made on the last Corporate Plan,
published in January 2012. Some highlights:
•A suite of long-term directional strategy documents are in place,
providing coordinated roadmaps for service planning and delivery,
notably, the Corporate Digital Strategy, the Economic Action
Strategy, the Housing and Homelessness Strategy, Transportation
2040, and the Climate Change Adaptation Strategy.
•The City has hired the first-ever Chief Risk Officer, Chief Digital
Officer and Chief Housing Officer, reflecting a concentrated focus
on these service areas.
•City-wide implementation of weekly organics solid waste collection
from single-family residential properties was successfully launched.
•A modernized, user-centric public website was designed and
deployed.
•A Green Operations Strategy has led to improvements in GHG
emissions associated with City operations, as well as diversion of
almost 70% of waste generated by City operations, up from 15%
prior to this program implementation.
•The City’s first-ever corporate performance development
program was launched, with over 85% of City management staff
•Over 280 new interim housing units, 160 winter response shelter
beds, and 250 supportive housing beds were created.
•A rental standards database was created to help renters
understand the condition of rental buildings, and turnaround time
to address bylaw infractions by owners of rental buildings has
been reduced from 250 days to 125 days.
•The Vancouver building code was updated to align with the City’s
Greenest City Action Plan and other key objectives.
•An updated earthquake preparedness strategy has been put
in place.
•A more detailed exploration of achievements on the previous
having in place a performance plan aligned to the City’s long-
Corporate Plan is shown in Appendix 3, and a full list of long-term
term strategic goals.
directional plans in Appendix 5.
3
I. City of Vancouver’s Mission
The City’s mission is to create a great city of communities that cares
about our people, our environment and our opportunities to live,
work and prosper.
II. Corporate Values
The City’s corporate values describe the way staff collectively
conduct themselves in the workplace.
Responsiveness
Corporate plan
foundation
Excellence
Fairness
Integrity
Leadership
Learning
4
We are responsive to the needs of our citizens
and our colleagues.
We strive for the best results.
We approach our work with unbiased
judgement and sensitivity.
We are open and honest, and honour our
commitments.
We aspire to set examples that others will
choose to follow.
We are a learning workplace that grows
through our experiences.
III. Business Planning Principles
IV. Culture Goals
The City’s business planning principles describe how staff translates
The City’s culture goals direct how staff work together to achieve
the organization’s corporate values into behaviours; they are the
our goals and get our work done.
lens through which staff plan, make decisions and take action.
We align our decision-making and
We are committed to transparent decisionAccountability
Fiscal
responsibility
Long-term
perspective
Economic
perspective
making, engaging our stakeholders, and
Think strategically
behaviours with our long-term goals,
encourage more innovative thinking and
measuring and reporting our performance to
enable measured risks.
the public.
We know how our individual role
We serve as responsible stewards of the
public’s money, ensuring the best value-for-
influences the City’s long-term goals,
Be accountable
behaviour and good judgment, and take
money for the City’s taxpayers and ratepayers.
ownership for our work.
We integrate financial, social, environmental
and cultural sustainability considerations into
our decisions and actions.
are outcome-focused, exercise ethical
We embrace a one-team mindset, build
Act as a team
relationships and access talent across the
organization and celebrate together.
We take into account the impacts on
Vancouver’s businesses and economy when
making decisions and taking actions.
We consider the impacts on and implications
Corporate
for the organization as a whole when we
perspective
make decisions and take actions as individual
departments and agencies.
Innovation and
improvement
We cultivate a progressive and creative
approach to our work, incorporating continuous
improvements into what we do and how we do it.
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people
Cultivate and sustain vibrant,
creative, safe and caring
communities for the wide
diversity of individuals and
families who live in, work in and
visit Vancouver.
+
prosperity
Overview of the
plan’s long term
strategic goals
Provide and enhance the
services, infrastructure and
conditions that sustain a
healthy, diverse and
resilient local economy.
+
environment
Protect and enhance Vancouver’s
climate, ecology, natural
resources and connections to the
city’s remarkable natural setting
for future generations.
6
6. VANCOUVER IS A SUSTAINABLE, AFFORDABLE,
LIVEABLE AND INCLUSIVE CITY: The City strives to
make Vancouver a sustainable, affordable, inclusive
and liveable city with a strong sense of place, through
planning that ensures land use, transportation, energy,
public realm, community amenities, social services, and
food delivery systems are well integrated into our diverse
communities and across the city.
2. THE CITY IS FINANCIALLY HEALTHY AND
ADMINISTRATIVELY EFFECTIVE: The City sustains longterm fiscal health and administrative effectiveness through
responsible financial stewardship and robust internal
administrative structures and processes.
7. VANCOUVER’S BUSINESS CLIMATE IS DYNAMIC AND
ROBUST: The City fosters the relationships and provides
the services and regulatory environment that support a
flourishing local economy, and ensures that the City’s land
use planning reflects the diverse needs of industry and
businesses of all sizes over the long-term.
3. THE CITY LEADS THE WAY ON GREEN ISSUES: The City
develops and maintains the internal corporate systems,
policies, practices and asset-management plans that
emphasize reducing carbon dependency, enhancing
energy resilience, conserving energy and resources,
reducing waste, creating a green corporate culture and
protecting and enhancing the health of the ecosystem.
4. THE CITY INSPIRES EXCELLENCE IN THE WORKPLACE
AND IN ITS EMPLOYEES: The City develops and sustains
a dynamic, healthy and safe workplace environment that
consistently attracts and retains top-quality people and
enables them to perform at their best.
5. THE CITY OPTIMIZES STRATEGIC PARTNERSHIPS
AND COLLABORATIONS: The City cultivates
strong intergovernmental relationships and seeks
opportunities to leverage benefits from strategic
partnerships and collaborations.
CITY-BUILDING GOALS
GOVERNANCE GOALS
1. THE CITY PROVIDES EXCELLENT SERVICE:
The City integrates a service focus into all dealings with
citizens and customers, ensures they are appropriately
informed and included in municipal decision-making,
and maintains the corporate knowledge, data and
information in a robust and accessible network of
systems, to ensure the right information gets to the right
people to inform decision-making.
8. VANCOUVER IS A SAFE CITY IN WHICH PEOPLE FEEL
SECURE: The City provides the high-quality and effective
police, fire, emergency preparedness and regulatory
services that make Vancouver safe and enjoyable for
residents, businesses and visitors.
9. VANCOUVER OFFERS EXTRAORDINARY CIVIC
AMENITIES: The City provides high-quality recreational,
social, cultural and lifelong learning amenities that provide
everyone in the city the opportunity to develop and enjoy
themselves, and help attract the talent needed in our city to
maintain a strong economy.
10. VANCOUVER’S ASSETS AND INFRASTRUCTURE ARE
WELL-MANAGED AND RESILIENT: The City plans
for, develops and sustains the low carbon, energy
resilient, environmentally sound, cost-effective, reliable
and safe public works and infrastructure that play an
essential role in making Vancouver a healthy, safe and
prosperous city.
7
GOAL 1
THE CITY PROVIDES
EXCELLENT SERVICE
LONG-TERM STRATEGIC GOAL
The City integrates a service focus into all dealings
with citizens and customers, ensures they are
appropriately informed and included in municipal
decision-making, and maintains the corporate
knowledge, data and information in a robust and
accessible network of systems, to ensure the right
information gets to the right people to inform
decision-making.
MEASURED BY
• Percentage of 3-1-1 calls answered in
30 seconds or less
• Percentage of 3-1-1 calls that meet quality target
• Percentage of 3-1-1 Engineering asset service
requests closed on time
• Major Engineering Services Interruptions Index
8
2014 SHORT-TERM PRIORITIES
1A. Advance City’s Digital
Citizen and Customer Services
1B. Permits and Licences
Transformation Project
1C. Improve Public
Engagement and Outreach
Implement the City of Vancouver
Corporate Digital Strategy
top priorities, with a focus
on (a) developing a standard
and user-friendly customerfacing interface that integrates
the City’s suite of digital
services and online transaction
processing, (b) enhancing
mobile accessibility to City
digital services, (c) advancing
availability of the City’s open
data, and (d) optimizing digital
governance.
Substantially improve the
systems, processes and
customer service associated
with the issue and enforcement
of municipal permits and
licences, bringing the business
processes in line with best
practices, including the
replacement of up to forty
existing systems with a single,
state-of-the-art integrated
system.
Implement the Vancouver
Mayor’s Engaged City Task Force
priorities, with a focus on
(a) operationalizing the City’s
social media strategy,
(b) refreshing the City’s
Development Services’
consultation and communications
approach, including new
notification design, new web
pages, new methods of gathering
input online, standardized
reporting tools for consultation
results, and guidelines for
developers, (c) building
membership and the overall
effectiveness of Talk Vancouver,
the City’s online consultation
platform, and (d) establishing
and operationalizing standards
for internal and public reporting/
information-sharing concerning
public consultation findings.
GM, Community Services
Director, Corporate
Communications
EXECUTIVE SPONSORS
GM, Human Resource
Services
Chief Digital Officer
GM, Planning and
Development Services
Chief Digital Officer
9
GOAL 2
THE CITY IS FINANCIALLY
HEALTHY AND
ADMINISTRATIVELY
EFFECTIVE
LONG-TERM STRATEGIC GOAL
The City sustains long-term fiscal health and
administrative effectiveness through responsible
financial stewardship and robust internal
administrative structures and processes.
MEASURED BY
• City of Vancouver credit rating
• Current quarter net operating surplus/deficit, %
• Projected annual net operating surplus/deficit, $
• Cost of government per capita
10
2014 SHORT-TERM PRIORITIES
2A. Development-Related
Benefits Plan
Improve the alignment of
development-related benefits
with corporate priorities
and processes by (a) using
relevant metrics to optimize
allocation of developmentrelated benefits, (b) evaluating
and planning for the long-term
financial implications of new
development-related benefits,
(c) updating and rationalizing
existing development cost levy
bylaws, and (d) exploring new
tools/approaches to achieve
and manage developmentrelated benefits.
2B. Enterprise Risk
Management and Business
Continuity Planning
Develop and implement an
enterprise risk management
framework, organizational
structure, that assists Council
and staff in strategically
assessing and addressing the
various risks facing the City
over time, including a business
continuity planning function.
2C. Business
Intelligence Program
2D. Warehousing and
Inventory Optimization
Develop and implement a
coordinated strategy for
enhancing internal decision
support and analytic
capabilities, that considers
metric development, business
intelligence tools, internal skills/
capacities, and existing software
system capabilities; deliverables
to focus on public works
planning, land development
planning, human resources and
financial information/data.
Enhance warehouse and
inventory management,
streamlining and standardizing
operations across the City’s
warehouses, and optimizing
site layouts and equipment to
provide a single view of the
City’s inventory operations
and ensure the right supplies
are available and delivered as
needed in the most sustainable
and cost-efficient way.
GM, Financial Services Group
GM, Financial Services Group
EXECUTIVE SPONSORS
GM, Financial Services Group
GM, Financial Services Group
GM, Planning and
Development Services
11
GOAL 3
THE CITY LEADS THE WAY
ON GREEN ISSUES
LONG-TERM STRATEGIC GOAL
The City develops and maintains the internal
corporate systems, policies, practices and assetmanagement plans that emphasize reducing
carbon dependency, enhancing energy resilience,
conserving energy and resources, reducing waste,
creating a green corporate culture and protecting
and enhancing the health of the ecosystem.
MEASURED BY
• Tonnes of GHG emissions from City facilities
and operations
• Share of waste diverted from City facilities and
operations
12
2014 SHORT-TERM PRIORITIES
3A. City Fleet Optimization
3B. Climate Change Adaptation
Implement the City’s Green Fleet
Plan, with a focus on developing
and initiating implementation of
a plan to leverage technology
such as GPS to optimize City
vehicle fleet in terms of cost,
customer service and GHG
efficiencies, with a target of
reducing size of overall vehicle
fleet by 20%.
Implement the top priorities
of the City’s Climate Change
Adaptation Strategy, including
(a) completing a coastal flood
risk assessment, (b) updating
regulated flood construction
levels, (c) developing a back-up
power strategy, (d) developing
an extreme heat response plan,
and (e) developing an integrated
storm water management plan.
3C. Update Solid Waste
Strategies and Services to
Adapt to Changing Landscape
Update the City’s solid waste
strategies and operations to respond
to the changing regulatory landscape
and to operational requirements,
with a focus on (a) developing a
long-term strategy for the Vancouver
Landfill that includes the City’s landfill
gas collection targets, (b) developing
a strategy to respond to Metro
Vancouver’s waste-to-energy plans,
(c) aligning the City’s recycling
collection/disposal operations with
changes arising from new “extended
producer responsibility” legislation,
(d) developing an action plan to
respond to imminent/potential
legislative changes such as the
construction demolition ban,
organics waste ban, and zero waste
legislation, and (e) expand the
City’s compostables collection and
disposal program to include multiunit residential buildings.
3D. Urban Forest Strategy
Develop and implement an
urban forest strategy and
management plan.
EXECUTIVE SPONSORS
GM, Engineering Services
Deputy City Manager
Deputy City Manager
GM, Engineering Services
GM, Engineering Services
GM, Park Board
Deputy City Manager
13
GOAL 4
THE CITY INSPIRES
EXCELLENCE IN THE
WORKPLACE AND
IN ITS EMPLOYEES
LONG-TERM STRATEGIC GOAL
The City develops and sustains a
dynamic, healthy and safe workplace
environment that consistently attracts
and retains top-quality people and
enables them to perform at their best.
MEASURED BY
• Employee absenteeism rate
• Employee workplace injury rate
14
2014 SHORT-TERM PRIORITIES
4A. Employee Engagement
Action Plan and Internal
Communications
Implement the top priority
actions arising out of the
2013 employee engagement
survey aimed at improving
employee engagement,
including development and
implementation of an internal
communications strategy.
4B. Recruitment Strategy
Develop and implement an
updated recruitment strategy
to support City management in
attracting the best talent to work
at the City, including specific
strategies around how to best
leverage technology and social
media for these purposes.
EXECUTIVE SPONSORS
GM, Human Resource
Services
Director, Corporate
Communications
GM, Human Resource
Services
15
GOAL 5
THE CITY OPTIMIZES
STRATEGIC
PARTNERSHIPS AND
COLLABORATIONS
LONG-TERM STRATEGIC GOAL
The City cultivates strong intergovernmental
relationships and seeks opportunities to
leverage benefits from strategic partnerships
and collaborations.
MEASURED BY
• Share of total capital funding provided by
external partners
• Share of total operating funding provided
by external partners
16
2014 SHORT-TERM PRIORITIES
5C. Healthy City Strategy
Partnership with Vancouver
Coastal Health
5D. Municipal Access to Fraser
River Shoreline and Other
Provincial Land
In collaboration with
Vancouver Coastal Health, the
Vancouver Police Department,
and a number of other key
stakeholders, develop an
long-term integrated strategy
that focuses on advancing the
overall health of Vancouver’s
citizens, communities and
local environment, focusing
on mental health issues and
sex trade workers, and aligned
to key strategies such as the
Vancouver Police Department
2012-2016 Strategic Plan, the
City’s Greenest City Action
Plan, the Vancouver Economic
Action Strategy, the Housing
and Homelessness Strategy and
Transportation 2040.
Engage the BC provincial
government to secure long-term
recreational and other municipalpurpose access to the north
shore of the Fraser River as well
as other key locations.
GM, Financial Services Group
GM, Community Services
Director, Legal Services
GM, Engineering Services
GM, Park Board
GM, Park Board
Chief Librarian
Deputy City Manager
5A. First Nations
Collaboration Initiative
5B. Regional Funding
Allocation Decisions
Create an internal
organizational structure for
enhancing collaboration
among the City and local
First Nations leadership both
within the local bands and
within the urban aboriginal
communities, by tracking and
ensuring alignment among
relevant initiatives being led
by disparate City departments
that include External Relations
and Protocol Office, City Clerk’s
Department, Engineering
Services, Community Services,
Vancouver Police Department,
and Park Board.
Improve the City’s ability to
influence key regional funding
allocations in order to ensure
fair and equitable outcomes,
including the Broadway rapid
transit project and upcoming
Metro Vancouver liquid
waste and solid waste capital
investments.
EXECUTIVE SPONSORS
City Clerk
Chief Constable
17
GOAL 6
VANCOUVER IS
A SUSTAINABLE,
AFFORDABLE,
LIVEABLE AND
INCLUSIVE CITY
LONG-TERM STRATEGIC GOAL
The City strives to make Vancouver a
sustainable, affordable, inclusive and
liveable city with a strong sense of
place, through planning that ensures
land use, transportation, energy, public
realm, community amenities, social
services, and food delivery systems
are well integrated into our diverse
communities and across the city.
MEASURED BY
• Tonnes of Vancouver residential
garbage collected
• Number of City of Vancouver
housing units committed and
completed/open
2014 SHORT-TERM
PRIORITIES
6A. Refine Policies and Structures
to Advance Housing Availability
and Affordability
Using the City’s Housing and
Homelessness Strategy as a guiding
framework, develop a set of clearly
articulated deliverables associated
with meeting the City’s housing,
affordability and homelessness
objectives, to include (a) evaluating
options for establishing a City of
Vancouver housing development
company that acquires and develops
new homes, (b) exploring how
community amenity contributions
can be leveraged to create more
family-oriented housing, (c) working
to improve the capacity of the nonprofit and co-op housing sectors to
enable them to help meet the City’s
housing availability and affordability
objectives, and (d) regularly reporting
to Council on progress toward
meeting the City’s housing targets.
EXECUTIVE SPONSORS
Chief Housing Officer
GM, Financial Services Group
GM, Community Services
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6B. Support Shift to Transit,
Cycling and Pedestrian
Transportation
Support the goals articulated
in the City’s Transportation
2040 Plan, by focusing on
(a) by working with Translink
to support/optimize Broadway
Corridor rapid transit planning,
(b) implementing a public bike
share system, and (c) developing
a comprehensive parking
strategy for Vancouver.
6C. GHG Reduction Plan for
New and Existing Buildings
Develop and implement an
action plan for achieving the
Greenest City Action Plan goals
of (a) reducing energy use and
GHG emissions from existing
buildings citywide by 20% over
2007 levels, and (b) requiring all
buildings constructed from 2020
onward to be carbon neutral
in operations – articulating the
City’s tactics to achieve these
goals, as well as associated
costs to the City and to building
owners/occupiers.
GM, Engineering Services
Deputy City Manager
GM, Planning and
Development Services
GM, Community Services
6D. Community Planning
Ensure future growth meets
the needs of Vancouver
communities and contributes
to sustainable, affordable,
livable and inclusive
neighbourhoods, by
(a) undertaking GrandviewWoodland, Northeast False
Creek, Eastern Core, South
Shore of False Creek and
Cambie Corridor community
plans, and (b) developing
an enhanced approach to
the conservation of heritage
properties.
GM, Planning and
Development Services
6E. Downtown and Cambie
Corridor District Energy
Working with the appropriate
private industry and public
sector partners, enable the
delivery of (a) the Cambie
Corridor district energy system,
(b) the downtown Vancouver
district energy system, and
(c) the BC Children and
Women’s Hospital district
energy system.
Deputy City Manager
GM, Engineering Services
19
GOAL 7
VANCOUVER’S BUSINESS
CLIMATE IS DYNAMIC
AND ROBUST
LONG-TERM STRATEGIC GOAL
The City fosters the relationships and provides
the services and regulatory environment
that support a flourishing local economy,
and ensures that the City’s land use planning
reflects the diverse needs of industry and
businesses of all sizes over the long-term.
MEASURED BY
• Total floor area from approved building
permits
20
2014 SHORT-TERM PRIORITIES
7A. Vancouver Innovation Hub
7B. Supporting and
Enabling the New Economy
7C. Local Entrepreneur
Proof of Concept Program
Update key City regulations, policies
and infrastructure to help the
creative, digital and green economies
thrive locally, with a focus on and
(a) supporting small business,
(b) modernizing the City’s Sign
Bylaw, (c) creating more job space
in Vancouver’s industrial-use zones,
(d) establishing a “digital district”
in Vancouver that concentrates the
presence digital businesses in order
to enhance visibility, synergies and
collaboration, (e) establishing a “green
enterprise zone” in the False Creek
Flats neighbourhood, designed to
promote research and development
related to environmental sustainability,
to attract “green” research, service
and manufacturing jobs to Vancouver,
and to advance energy efficient
construction, (f) developing and
implementing a public wireless
internet access strategy, including
the Granville Street wifi pilot project.
Launch a program that
supports local innovation
in the rapidly-emerging
clean technology and digital
industries, by leveraging the
City’s assets, infrastructure,
and procurement and
sustainability policies,
in order to assist local
entrepreneurs in proof-ofconcept initiatives, pilot
projects and/or showcasing
new products and services.
GM, Real Estate and
Facilities Management
GM, Planning and Development
Services
GM, Financial Services
Group
CEO, Vancouver Economic
Commission
CEO, Vancouver Economic
Commission
CEO, Vancouver Economic
Commission
Facilitate the establishment of
an early-stage technology and
social enterprise incubator/
accelerator in downtown
Vancouver that is inclusive
and collaborative, and that
complements the existing
local array of business
incubators and accelerators.
7D. Green Jobs Action Plan
Develop and implement an
action plan to address the
City’s Greenest City Action
Plan and Economic Action
Strategy target of doubling
the number of green jobs over
2010 levels by 2020.
EXECUTIVE SPONSORS
CEO, Vancouver Economic
Commission
21
GOAL 8
VANCOUVER IS A
SAFE CITY IN WHICH
PEOPLE FEEL SECURE
2014 SHORT-TERM PRIORITIES
8A. Earthquake Preparedness
Advance the City’s ability to respond
8B. Marine and Shoreline Safety
and Environmental Protection
to an earthquake as articulated in
Monitor, evaluate and respond
the City’s Earthquake Preparedness
to the proposed Kinder-Morgan
Plan, with a focus on (a) seismically
oil pipeline expansion in order
reinforcing vulnerable components of
to ensure that the appropriate
the City’s water distribution system
risk mitigation and emergency
and enhancing post-earthquake
response measures are in place
access to firefighting water supply,
if the project advances, and, in
(b) refining ability to predict
collaboration with Port Metro
consequences by updating the City’s
Vancouver and inner harbour
earthquake hazards map, (c) updating
municipalities, establish a
emergency communications plan and
renewed marine fire response
public education program, targeting
program to replace the existing
• Number of fires with damage per
1,000 population
residents as well as small and medium-
Fireboat Consortium.
• Average dollar loss per fire
options to maintain post-earthquake
LONG-TERM STRATEGIC GOAL
The City provides the high-quality
and effective police, fire, emergency
preparedness and regulatory services
that make Vancouver safe and enjoyable
for residents, businesses and visitors.
MEASURED BY
• Response time to highest priority fire
emergency calls
• Number of medical incidents per
1,000 population
sized businesses, (d) exploring
transportation access to the downtown
peninsula, and (e) developing
community disaster support hubs to
• Average response time of VPD to
highest priority emergency calls
facilitate community-based response.
• Total number of property crimes
reported per 1,000 population
EXECUTIVE SPONSORS
• Total number of violent crimes
reported per 1,000 population
Deputy City Manager
Deputy City Manager
Fire Chief
Director, Legal Services
22
8C. Community-Focused
Policing Initiatives
8D. Crime Reduction Initiatives
Implement the initiatives
8E. Vehicle, Cyclist
and Pedestrian Safety
8F. Fire Hall Renewal Plan
reduction targets through
Meet VPD and Engineering
renewal plan that is formulated
articulated in the Vancouver
the initiatives identified in
Services’ reduction targets for
using evidence-based service
Police Department’s 2012-
the VPD 2012-2016 Strategic
motor vehicle collisions involving
requirement projections, and
2016 Strategic Plan, with a
Plan that entail reducing the
injury or death, through increased
that takes into account factors
focus on developing and
number of violent incidents
enforcement and education for
other than fire hall locations that
maintaining positive working
through preventative
drivers, cyclists and pedestrians,
can impact service levels, such
relationships within the
measures, investigating the
and via collaboration among
as road design.
VPD and between the VPD
violent incidents that do
the VPD, the City of Vancouver
and stakeholder agencies,
occur in an effective manner,
Engineering Department and
providing public educational
communicating as appropriate
ICBC, with a focus on improving
outreach on policing-related
with the public about police
the safety of roadways.
issues, and providing socially
incidents, and meet VPD
responsible programs and
property crime reduction
initiatives that benefit youth.
targets through heightening
Meet VPD violent crime
Create a long-term fire hall
community awareness and
targeting chronic offenders.
Chief Constable
Chief Constable
Chief Constable
GM, Engineering Services
GM, Real Estate and Facilities
Management
Fire Chief
GM, Financial Services
Group
23
GOAL 9
VANCOUVER OFFERS
EXTRAORDINARY
CIVIC AMENITIES
LONG-TERM STRATEGIC GOAL
The City provides high-quality recreational,
social, cultural and lifelong learning amenities
that provide everyone in the city the
opportunity to develop and enjoy themselves,
and help attract the talent needed in our city
to maintain a strong economy.
MEASURED BY
2014 SHORT-TERM
PRIORITIES
9A. Focus Arts
and Culture Support
Refresh the 2008-2018 Culture
Plan for Vancouver, with a
focus on (a) developing new
investment strategies for public
art, (b) proactive sustainability
planning for cultural
organizations, (c) establishing
a new approach to developing
and securing arts and cultural
spaces such as artist production
spaces, and (d) streamlining
• Number of childcare spaces in Vancouver
the City’s cultural grant process,
• Square feet of outdoor parks and
temporary activations space per 1,000
residents
including a pilot project to
process applications online.
• Square feet of indoor library and
recreation space per 1,000 residents
• Total hours of accessible indoor library
and recreation space per 1,000 residents
• Total dollars received/committed from
development cost levies and community
amenity contributions
24
EXECUTIVE SPONSORS
GM, Community Services
9B. Optimize Vancouver Civic
Theatres Business Operations
9C. Enhance the City’s Network
of Community Centres
9D. Vancouver Art
Gallery Relocation
9E. Vancouver Public Library
Digital Inspiration Lab
Implement recommendations
Optimize the development
Undertake the appropriate
Launch the Digital Inspiration
from the 2013 Vancouver
and delivery of recreation
measures to support the
Lab at the Vancouver Public
Civic Theatres (VCT)
programs and services at the
Vancouver Art Gallery’s move to
Library Central Library, with the
business review to enhance
City’s network of community
the Larwill Park site, targeted to
objective of providing access
alignment of theatre
centres in neighbourhoods
take place in early 2015.
to creative digital technology
operations with the City’s
throughout Vancouver, and
and related skills-building
Culture Goals, and to improve
advance plans to redevelop
opportunities for residents,
customer service, revenue-
those community centres
providing a gateway into
generation and efficiencies
scheduled for replacement on
digital expression for residents
for the Queen Elizabeth, the
the near horizon.
and serving as a catalyst for
Vancouver Playhouse, the
community creativity and
Orpheum Theatre and other
capacity building.
VCT venues.
GM, Community Services
GM, Financial Services Group
GM, Park Board
GM, Community Services
Chief Librarian
GM, Planning and
Development Services
25
GOAL 10
VANCOUVER’S ASSETS
AND INFRASTRUCTURE
ARE WELL-MANAGED
AND RESILIENT
LONG-TERM STRATEGIC GOAL
The City plans for, develops and sustains the
low carbon, energy resilient, environmentally
sound, cost-effective, reliable and safe public
works and infrastructure that play an essential
role in making Vancouver a healthy, safe and
prosperous city.
MEASURED BY
• Share of major public works assets in poor
condition
• Share of civic use buildings where detailed
external condition assessment completed
• Value of infrastructure (tangible capital
assets) per capita
26
2014 SHORT-TERM PRIORITIES
FOR
LEASE
10A. Strategy for City-Owned
Property Leased to Non-Profit
Agencies
Implement an effective
business strategy that
establishes a centralized
structure and process for
managing and overseeing the
City-owned property leased to
non-profit agencies.
10B. Capital Projects
Operational Efficiency
Enhance management and
coordination of all capital
projects undertaken by the
City, including public works and
facilities renewal/development,
with the objectives of
maximizing efficiencies and
value-for-money, and minimizing
disruptive impacts on the
public and other stakeholders,
to include development of
project management protocols,
expectations and training, and
a center of expertise in project
management for all of the City’s
major capital projects.
10C. Maintenance, Safety
and Energy Performance
of City-Owned Buildings
Optimize the management
of City-owned buildings, with
a focus on (a) completing
and maintaining condition
assessment data, (b) developing
and implementing a seismic
strategy, and (c) developing and
implementing a facility energy
management plan.
EXECUTIVE SPONSORS
GM, Real Estate and Facilities
Management
GM, Community Services
GM, Financial Services Group
GM, Engineering Services
GM, Real Estate and Facilities
Management
GM, Real Estate and Facilities
Management
27
Appendix 1
CITY OF VANCOUVER VALUE-FOR-MONEY PLANNING PROCESS
INPUTS
This figure shows the City’s value-for-money planning cycle that starts with the various drivers that inform City services and service levels, which
leads to standardized evaluation of new initiatives, through to annual service planning, financial allocations, and performance reviews.
REGULATORY REQUIREMENTS
PUBLIC PRIORITIES
COUNCIL/BOARD PRIORITIES
SERVICE AND FINANCIAL
PLANNING ANALYSIS
DIRECTIONAL
PLANNING
CMT PRIORITIES
CORPORATE BUSINESS PLAN
EMERGING PRIORITY/ISSUES
STRATEGIC ANALYSIS AND VALUE PROPOSITION
LONG-TERM
FINANCIAL
PLAN
SERVICE PLANNING
BUDGET
28
POLICY DIRECTIONS
SERVICE AND PERFORMANCE REVIEWS
Appendix 2
CITY OF VANCOUVER ORGANIZATION STRUCTURE
THE COMMUNITY
MAYOR AND CITY COUNCILLORS
VANCOUVER
LIBRARY BOARD
OFFICE OF THE CITY MANAGER
VANCOUVER
POLICE BOARD
BOARD OF PARKS
AND RECREATION
CITY CLERK'S DEPARTMENT
COMMUNITY SERVICES
CORPORATE COMMUNICATIONS
ENGINEERING SERVICES
FINANCIAL SERVICES GROUP
FIRE AND RESCUE SERVICES
HUMAN RESOURCE SERVICES
LEGAL SERVICES
PLANNING AND
DEVELOPMENT SERVICES
REAL ESTATE AND
FACILITIES MANAGEMENT
29
Appendix 3
2012-2021 CORPORATE PLAN KEY ACHIEVEMENTS
This table shows key progress and achievements since January 2012 on the short-term priorities of the previous Corporate Plan version.
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
1A. Corporate Digital Strategy
• See Appendix 4, Vancouver Services Review Initiatives.
Develop a strategy that unifies the City’s vision and
goals around digital service, considering access to
digital technology, e-government and open data, citizen
engagement and digital community, and supports for a
robust digital media sector and the technology needs of
Vancouver business community.
1B. Public Engagement Strategy
Update the City’s public engagement and consultation
strategies and tactics to ensure the City’s various external
stakeholders are appropriately involved in City decisionmaking, including an enhanced public hearing process.
1C. Corporate Customer Service Strategy:
Permits and Licences Transformation Project
Under the leadership of the VSR Office, substantially
improve the systems, processes and customer service
associated with the issue and enforcement of municipal
permits and licences, specifically (a) move the four
highest-volume, simple permits and licences to a fully
online, self-service system (dog licences, alarm permits,
business licences and residential parking permits) and
(b) bring business processes in line with best practices,
including replacement of up to forty existing systems
with a single, state-of-the-art integrated system.
30
• Established the Mayor’s Engaged City Task Force, published Quick Start report
Q2-2013.
• Several public engagement initiatives underway/completed, including launch
of Talk Vancouver, an innovative online community to broaden and enrich
civic engagement, development, implementation of a corporate Social Media
Strategy, and execution of a pilot project evaluating a new site sign and
notification style designed to improve City communication associated with
property development projects.
• See Appendix 4, Vancouver Services Review Initiatives.
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
2A. Development-Related Benefits Plan
• Standardized DCL rates, resulting in a simpler and more equitable application of
development charges.
Improve the alignment of development-related benefits
(DRBs) with corporate priorities and processes by
(a) using new/emerging metrics from improved DRB
tracking/reporting to improve assessment and allocation
of DRBs, (b) assessing and planning for the long term
financial implications of new DRBs, (c) updating and
rationalizing the existing systems of development cost
levy bylaws, (d) exploring new tools/approaches to
achieve and manage DRBs, (e) integrating with key
corporate initiatives especially the City-wide Land Use
Plan and Social Amenity Plan.
2B. Enterprise Risk Management Function and
Business Continuity Planning
Develop and implement an enterprise risk management
framework, and organizational and operational structure,
that assists Council and staff in strategically assessing
and addressing the various risks facing the City over time,
including a business continuity planning function.
2C. Business Intelligence Program
Develop and implement a coordinated strategy for
enhancing internal decision support and analytic
capabilities, that considers metric development, business
intelligence tools, internal skills/capacities, and existing
software system capabilities; deliverables to focus on
public works planning, land development planning,
human resources and financial information/data.
2D. Corporate Granting Strategy
• Council approved implementation of City-wide development cost levies (DCLs)
in Oakridge-Langara, resulting in improved public benefits delivery in this area.
• Council approved new fixed-rate Community Amenity Contribution (CAC)
targets in Norquay Centre, Little Mountain Adjacent Area and the Cambie
Corridor Phase II Area, with over one-third of all rezonings now processed using
the fixed-rate target approach (90% in Cambie Corridor).
• Enhanced annual reporting and forecasting of the value of DCLs and CACs
secured by the City.
• Hired the City’s first-ever Chief Risk Officer.
• Phase 1 of comprehensive business continuity plan completed, identifying
implications of a business disruption for all business processes.
• Phase 1 of issue management plan completed (requirements assessment).
• Financial BI tool Park Board pilot successfully completed and Phase 1 of financial
BI tool subsequently implemented corporate-wide, has improved management’s
ability to use data to manage business.
• Vancouver Fire & Rescue Services BI tool successfully implemented, has
enhanced management’s ability to optimize staffing, training schedules and
service levels.
• Human resource BI tool successfully implemented, regular corporate-wide
reporting on key HR statistics has enhanced management’s ability to manage
staff scheduling, attendance and job applications.
• Project has been placed on hold due to other priorities.
Develop and implement a corporate granting strategy
that coordinates all City granting programs and initiatives
to align with corporate priorities, leverage external
resources and maximize efficiencies.
31
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
3A. Corporate Climate Change Adaptation Strategy
• Surface heat, social vulnerability, flood hazard and canopy cover mapping
complete.
Work with departments across the organization, with
external partners and other levels of government to
complete the City’s climate change adaptation strategy
and to integrate into City operations and concurrently
manage short term issues arising from the sea level rise
guidelines being developed by the Province.
• Successful Carbon Talks event held on flood resilience, bringing together a
wide range of stakeholders to discuss ideas and opportunities.
• Several flood planning and management initiatives underway/ completed,
including:
-- formal regional collaboration on flood management,
-- increasing required flood construction level by one metre,
-- comprehensive coastal flood risk assessment in partnership with
Port Metro Vancouver, supported by significant third-party funding
(underway), and
-- integrated stormwater management strategy development (underway).
• Urban Forest Strategy recommendations reported to Council in Q4/2013.
3B. Corporate Green Operations Strategy
Develop a corporate-wide Green Operations Strategy
based on the City’s Environmental Framework for
Municipal Operations, focusing on the zero carbon, zero
waste and healthy ecosystems objectives.
• City facilities and operations
-- Upgrades to City of Vancouver facilities have reduced greenhouse gas
emissions by 25% over 1990 levels.
-- Have developed and implemented a Corporate Fleet Plan to reduce the
environmental impact caused by the City’s vehicles and heavy equipment.
-- Sustainable commuting program offers incentives to City employees to
commute via walking, biking or carpooling, funded through employees
parking charges.
• Healthy ecosystems through City operations
-- Action plan for increasing local and sustainably produced food purchased by
City facilities under development.
-- The City is the first Canadian municipality to adopt a 100% post-consumerrecycled copy paper purchasing policy, incorporating sustainable
considerations into procurement processes.
• Diversion of City-generated waste
-- Corporate Zero Waste Plan developed and implemented, referenced in ShortTerm Priority 3D.
32
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
3C. Soil Remediation Strategy
• Established centre of excellence for contaminated sites management under the
GM, Real Estate and Facilities Management, resulting in:
Develop and implement corporate soil contamination
policies and practices that are rational, sustainable,
protective of human health and City infrastructure, and
that facilitate development, while not exposing the City
and its taxpayers to unreasonable levels of financial risk
and liability.
3D. Corporate Waste Diversion Plan
Develop a corporate waste diversion plan that considers
integration of consumption reduction strategies into City
policies and processes, including corporate procurement.
-- enhanced clarity concerning the City’s and the landowners’ roles and
responsibilities regarding contaminated sites, and
-- improved environmental due diligence and reduced risk related to the
purchase, sale, lease, ownership and development of contaminated sites
for the City’s civic use, Property Endowment Fund and Park Board real
estate portfolios.
• Launched the Corporate Zero Waste Program at forty-one civic office and
recreation facility sites, resulting in significant share of City facilities’ waste being
diverted from the landfill (based upon weight):
-- Pre-program: 15%
-- Average 2013: 66%
-- 2015 target: 80%
-- 2020 target: 90%
4A. Employee Engagement Action Plan
Continue implementation of the City’s 2011 Employee
Engagement Action Plan and related measures
aimed at improving employee engagement, including
development of an internal communications strategy
that includes the appropriate governance structure,
tools and tactics supporting a standard, efficient and
effective approach to communicating to staff across the
organization.
• Implemented the City’s first-ever corporate performance development program;
in the first year of the program:
-- 85% of all managers have completed performance plans aligned with the
City’s leadership competency model and long-term strategic goals.
-- performance reviews were completed for 46% of all City staff.
• Completed the City’s second employee engagement survey in Q3/2013, with
over 3,200 employees participating.
• Launched a leadership development program, with approximately 100 mid-level
managers taking part in the first year of the program, with measurable results:
-- participants have reported a 15% increase in their own leadership skills, and
-- managers have reported a 25% increase in their employees’ leadership skills.
• Phase 1 of enhanced internal communications plan completed (needs
assessment).
33
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
4B. Health, Wellness and Safety Program
• Organizational safety achievements include:
Embed the corporate safety management system across
the City's operations, evaluate existing programs and
adjust as necessary to improve effectiveness, improve
outcome reporting and management tools, and bring the
attendance promotion program that has been designed
and implemented by the VSR Office to steady state.
-- Have developed clearly articulated safety goals and quarterly progress
reporting to the Corporate Management Team, developing a workplan for
enhancing safety programs.
-- Corporate injury rate has declined by 16% since 2010 due to improved
awareness and work design.
• Organizational health achievements include:
-- Restructured claims management system to better support stay-at-work and
early return-to-work outcomes.
-- Secured new supplier contracts with key health, wellness and benefits
partners, improved services at a lower overall cost.
-- Successful stay-at-work/early return to work pilot project has demonstrated
reduced injury-related absentee durations by 16% between Q3/2012 and
Q3/2013, organization-wide implementation underway.
-- WorkSafeBC claims duration have been reduced by an average of
seven days.
• Corporate attendance management program is fully implemented, a City-wide
reduction in absenteeism equivalent to 26 FTEs since implementation
5A. Vancouver Charter Stewardship Strategy
• Project has been placed on hold due to other priorities.
Create an internal structure and process for
understanding the strategic potential of the Vancouver
Charter to support the strategic priorities and goals
of the organization as articulated in the Corporate
Business Plan.
5B. First Nations Collaboration Initiative
Create a structure for enhancing collaboration among
the City and local First Nations leadership both within the
local bands and within the urban aboriginal communities.
• Completed City Council dialogue sessions with each of Vancouver’s three host
First Nations.
• City was an active participant in the 2013 Year of Reconciliation programs
and activities.
• City has completed a draft archaeological site construction protocol, tested on
the Point Grey/Cornwall Seaside Greenway project.
34
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
6A. Housing and Homelessness Strategy Priorities
• Resourcing:
Implement the ten priority actions in the City’s 2012-2021
Housing and Homelessness Strategy, with the goal of (a)
increasing the supply of affordable housing,
(b) encouraging a housing mix across all neighbourhoods
that enhances quality of life, and (c) having the City
provide strong leadership and support partners to
enhance housing stability.
-- Hired the City’s first-ever Chief Housing Officer; implemented annual
Housing Report Card report to City Council.
• Addressing homelessness:
-- Purchased or otherwise facilitated creation of new interim housing units,
through conversion of hotels:
* Kingsway Ramada Hotel – 123 rooms
* East Hastings Ramada Hotel – 58 rooms
* Kingsway Howard Johnson Hotel – 100 rooms
-- Enabled 160 winter response shelter beds to accommodate street homeless
individuals
-- Opened 257 new supportive housing beds through the City of VancouverBC Housing Fourteen-Site Partnership
• Protecting renters:
-- Developed a public searchable rental standards database, designed to help
renters understand the condition of rental buildings in terms of outstanding
bylaw infractions; average time to achieve related bylaw compliance has
been cut in half, from 250 days to 125 days.
-- Vancouver Rent Bank established offering short-term funding to families
and individuals at risk of eviction or essential utility disconnection due to a
temporary shortage funds.
• Affordability:
-- Development of land trust underway, to create a consortium of agencies
under the Co-operative Housing Federation of BC, with objective of
creating 355 rental units, 75% below-market rent
-- Have initiated development of 755 incremental non-market housing units
through redevelopment process
-- Have permitted construction of over 1,000 laneway houses
35
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
6B. Transportation 2040 Plan Priorities
• Improvements to the south end of the Burrard Bridge underway, with target
completion of May 2014 will result in safer navigation for motorists, cyclists and
pedestrians.
Complete the development of the City’s Transportation
2040 Plan, and implement key priority actions in the
Plan, with a focus on developing a corporate parking
strategy, implementing a public bicycle sharing system,
and furthering the development of the Broadway
corridor rapid transit line.
• Development of the Seaside Greenway and York Avenue bikeway underway; will
add approximately two km to each of the greenway network and the bikeway
by 2015.
• Created a new “parklet” program, in which businesses and organizations
fund conversion of street parking stalls to public gathering spaces; concept
demonstrated through successfully piloting concept in three locations.
• Design and planning for rehabilitation of False Creek pedestrian/cycling
bridge improvements underway, will result in improved safety and accessibility,
ultimately contributing to higher cycling and pedestrian trips between
downtown Vancouver and the Broadway corridor.
6C. Greenest City Action Plan
Track the implementation and accomplishments of the
Greenest City Action Plan approved in principle by City
Council in July 2011.
• Significant progress made toward GCAP targets through a wide range of
initiatives:
-- Reduction of total solid waste going to the landfill or incinerator by 11% from
2008 and 2012
-- Share of trips via green transportation modes (walk, bike and transit)
increased from 40% to 44% from 2008 to 2012 (10% increase)
-- Overall water consumption reduced by 16% from 2006 to 2012
-- Planted 12,513 new trees planted between 2010 and 2012
-- Installed 88 electric vehicle charging stations (70 public and 18 private) for
City-owned fleet between 2011 and 2013
-- Greenhouse gas down 4% from 2007 to 2012
• Several key strategies related to GCAP underway or completed, including:
-- District Energy Strategy
-- Transportation 2040 Plan
-- Updated Vancouver Building Code
-- Vancouver Food Strategy
-- Climate Change Adaptation Strategy
36
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
6D. Water Conservation Priorities
• Improved lawn sprinkling management via enforcement and education
program, with approximately 900 warnings issued per year, as well as a
small number of bylaw infraction tickets.
Complete the development of a city-wide water
conservation program that addresses the City’s Greenest
City Action Plan targets, and implement this Plan’s
highest priority actions.
• Fifteen public drinking fountains and six water bottle filling stations
created in various high-traffic locations around the City.
• Water-efficient retrofits:
-- Successfully completed pilot project replacing approximately 250
toilets and 100 shower heads in select City-owned low-income rental
buildings, demonstrating a resulting 25%-30% reduction in water
consumption.
-- Partnership between City of Vancouver and Concert Properties
underway, will retrofit approximately 1,500 toilets within ten multifamily rental buildings.
6E. Zero Waste Priorities
Develop and implement detailed plans and programs
which address the Highest Priority Zero Waste
Short Term Actions identified in the Greenest City
Zero Waste Plan, with a focus on implementing an
expanded compostable pickup service for single-family
residences and development of a multi-family residence
compostable service strategy.
• Successfully launched city-wide implementation of weekly organics solid waste
collection from single-family residential properties.
• Have completed evaluation of options for transferring responsibility for
single-family recycling collection to the private sector, in response to
upcoming legislation that will make the private sector responsible for the
lifecycle management of a designated set of products (“extended producer
responsibility”).
37
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
7A. Vancouver Economic Action Strategy Priorities
• In collaboration with the provincial government and a number of other Lower
Mainland municipalities, launched the Multi-City Business Licences pilot program
in October 2013, significantly improving customer service by allowing various
construction tradespeople to operate in six municipalities under a single
business licence (Vancouver, Burnaby, New Westminster, Surrey, Delta and
Richmond).
Support the Vancouver Economic Commission staff
in implementing the highest-priority actions identified
in the Vancouver Economic Action Strategy, to
(a) leverage Vancouver’s core strengths to enhance the
quality of the local business environment, (b) enhance
existing business attraction, business retention and job
creation activities, and (c) support the attraction and
retention of human talent.
• Attracted ten visual effects studio openings between 2010 and 2012.
• Hosted a number of significant economic development programs, including:
-- Cities Summit 2012 brought together approximately 500 local, national
and international business and policy leaders for a dialogue on leveraging
technology and innovation to optimize city-building.
-- Created a marketing and outreach program that leveraged the world’s
largest gathering of digital media and graphic companies at Vancouver’s
2011 SIGGRAPH conference, efficiently and effectively communicating to
this key audience why Vancouver is a compelling and competitive business
destination.
-- The London 2012 Olympic Business Program connected over 300 business
executives and officials from London, the UK and the European Union with
approximately thirty Vancouver companies, in order to promote Vancouver
as a business destination; has generated $2 million of announced trade
arrangements in the film and visual effects (VFX) industry, and another
$93 million underway.
7B. Municipal Regulation Review
Work with the Vancouver Economic Commission
to create and implement a plan to optimize major
municipal policies and regulation vis-à-vis their impact
on local businesses and economic development, with a
focus on land use planning, permits and licences, and
other regulatory areas identified as highest priority for
the business community.
38
• Project has been placed on hold due to other priorities.
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
7C. Property Tax Policy Strategic Analysis
• Property Tax Policy Review Commission launched April 2013, stakeholder
dialogues completed, final report delivered to City Council Q4/2013.
Undertake a strategic analysis of the City’s property
tax policy as part of long term financial planning and
revenue strategy that recognizes the critical importance
of property taxes as a municipal revenue source,
and considers senior government fiscal capacity, tax
distribution among property classes, tax volatility and
implications for economic development.
8A. Earthquake Preparedness Strategy
Create a governance structure to oversee the
development and implementation of (a) the City’s
earthquake preparedness strategies, to include public
awareness, urban search and rescue response, special
operations and emergency exercises, and (b) a corporate
plan that prioritizes seismic enhancement of civic
facilities and infrastructure.
• Earthquake Preparedness Strategy presented to City Council in Q4/2013.
• Seismic upgrades to First Avenue viaduct, Burrard and Granville Street
bridges.
• Prioritized demolition of Vancouver City Hall East Wing building to address
significant seismic concerns.
• Operationalized six disaster staging areas, pre-defined locations where
emergency responders, volunteers, equipment and other resources are
assembled in the case of an emergency.
• Have put in place a structure and toolset to facilitate post-earthquake
command and control, damage assessment and coordination of field staff.
• Conducted a large functional exercise including activation of the emergency
operations center, area command posts in the field, and a pilot of new public
mustering points for earthquake response.
• VF&RS leading the way on the development of the Vancouver Volunteer
Corps volunteer program, to be deployed in the case of an earthquake or
other large-scale emergency.
39
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
8B. Community-Focused Crime Prevention Initiatives
• Per capita crime rates down in following key areas between 2010 and 2012:
Achieve the community-focused goals articulated in
the VPD’s 2012-2016 Strategic Plan, to (a) develop
and maintain positive working relationships, including
sharing information, within the VPD and with stakeholder
agencies in the community, (b) provide public
educational outreach on policing and police related
issues, and (c) provide socially responsible programs and
initiatives that benefit youth.
-- Violent crime down by 6.7%
-- Property crime down by 3.6%
-- Drug crimes down by 21%
• Personal safety of women has been advanced through educational efforts
such as the Women’s Safety Fair, and the “Don’t Be That Guy” Campaign in
partnership with BarWatch; safety of women in the Downtown Eastside has
been advanced via SisterWatch program.
• VPD’s Neighbourhood Crime Alert, Block Watch, Citizens Crime Watch, business
liaison programs and increased social media presence have actively worked
alongside community policing centres to educate and engage the community
and businesses about safety issues, including property crime and nuisance
behaviour.
• Various efforts to divert youth from gangs and other criminal behaviour include
athletic events involving police and youth participants via the Police Athletic
League and student challenge programs.
8C. 2011 Stanley Cup Riot Report Recommendations
Enhance the City’s emergency response capabilities
by prioritizing key recommendations from the various
reports on the 2011 Stanley Cup riot and ensure they
are being implemented, and work with partners
including emergency response agencies to track the
implementation of recommendations.
• Clearly articulated plan in place for future playoff celebrations, addressing
issues identified in the various 2011 Stanley Cup riot review reports (City of
Vancouver, VPD, Ottawa Police Service and Province of BC).
• Have addressed over 90% of all recommendations from the four 2011 Stanley
Cup riot review reports, concerning alcohol availability and movement, event
planning and public safety, emergency response, communication and CCTV,
media messaging, and the role of volunteers.
• Key achievements: Formalized event management toolkit, improved special
events planning process, training exercises with other key public safety agencies,
regional policing partners special events MOU.
40
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
9A. City-Wide Land Use and Comprehensive
Social Amenity Plan
• Project has been placed on hold due to other priorities.
Develop a City-Wide Land Use Plan that integrates
the City’s environmental sustainability, affordability,
liveability goals, and within this context develop a
comprehensive social amenity plan that establishes a
long-term strategic framework and sets standards for
planning social infrastructure such as libraries, childcare,
neighbourhood houses, sports and recreation facilities
and community centres.
9B. City of Vancouver Culture Plan and
Civic Theatres Review
Using the City’s Culture Plan (2008-2018) as a
foundation, identify the City’s key cultural strategies that
advance the long-term sustainability of Vancouver’s
arts and cultural sector, and within this context, review
the business model and develop a strategic plan for the
Vancouver Civic Theatres facilities that optimizes the
recently-upgraded facilities and supports the long-term
sustainability of the local performing arts sector.
• Added significant number of new artist production spaces, including the
Arts Factory (281 Industrial Avenue, 21,000 square feet), two new studio
spaces awarded to emerging and established professional visual artists, as
well as an innovative program that transformed twelve Parks Board field
houses sited in City parks into artist production space.
• Restored the hundred year old, 365-seat York Theatre on Commercial Drive,
adding to the city’s performing arts venue inventory.
• Reported focused set of five-year Cultural Plan strategic directions to City
Council in Q4-2013.
• Established the Arts and Culture Policy Council, a set of experts and
stakeholders that report directly to City Council, with a mandate to advise
Council and staff on all civic programs that relate to arts and culture.
• Regulatory changes to facilitate arts and culture include the introduction
of a one-stop arts event licence, and allowance of artist studios in industrial
zones.
• Have identified a City-owned site in downtown Vancouver for the new
Vancouver Art Gallery.
• Civic Theatres Business Review targeted completion December 2013.
41
2012-2021 CORPORATE PLAN SHORT-TERM PRIORITY
ACHIEVEMENTS SINCE JANUARY 2012
10A. Corporate Asset Management Strategy
• See Appendix 4, Vancouver Services Review Initiatives.
Develop a corporate asset management strategy that
includes the governance structure, data, tools, and tactics
required to support effective planning, maintenance,
rehabilitation and replacement of the City’s capital assets,
with a focus on City-owned public works infrastructure
and civic/Property Endowment Fund facilities.
10B. Strategy for City-Owned Property Leased
to Non-Profit Agencies
Implement an effective business strategy that
establishes a centralized structure and process for
managing and overseeing the City-owned property
leased to non-profit agencies.
10C. Combined Sewer Overflow Regulatory
Target Strategy
Update and refine the strategy to ensure the City meets
its regulated combined sewer overflow 2050 regulatory
requirements as cost effectively as possible.
10D. Public Works Operational Efficiency Plan
Develop a strategic, integrated approach to planning and
scheduling public works projects in order to minimize
disruption to citizens and environmental impacts, and to
maximize efficiencies gained from economies of scale
and shared resources, with the objective of creating
an outside utilities coordinating committee and, where
appropriate, integrating the public works projects of the
City and other agencies.
• Completed condition assessment of 26 of the 70 City-owned properties
(400,000 of 1.4 million square feet) that are leased to non-profit agencies,
remaining conditions assessments are underway.
• In Q4/2012, completed comprehensive sewer separation plan aligning
forecasted sewer asset replacement requirements to regulatory requirements
concerning 2050 combined sewer overflow targets.
• In Q3/2013, initiated development of city-wide and Musqueum integrated
stormwater management plans.
• Successful completion of West 4th Avenue pilot project evaluating an innovative
approach to road and infrastructure work that reduced construction time by
approximately 40%, from eight to five months, and significantly reduced impact
on local businesses, residents and traffic.
• Implemented PlanIT, a map-based online tool for medium-term road and
infrastructure project planning, facilitating coordination of projects within the
City and with other agencies responsible for underground infrastructure (e.g.,
energy utilities and telecomm companies), to ensure that project schedules are
appropriately aligned in order to minimize the impacts of public works on local
businesses, residents and traffic at a single site, to the greatest extent possible.
• Projects with similar traffic impacts are now coordinated to occur around the
same period to reduce the duration of impacts.
• Developed draft construction signage for review to inform public of the benefits,
impact and schedule.
42
Appendix 4
VANCOUVER SERVICES REVIEW INITIATIVES
The Vancouver Services Review (VSR) is the City of Vancouver’s program management office. The tables below list current and completed
VSR projects. The projects are a combination of strategic priorities for the City, business transformation initiatives, as well as some crossdepartmental and departmental priorities. While championed by the Corporate Management Team and senior leaders across the organization,
the Directors of the Vancouver Services have primary responsibility for executing these initiatives.
PROJECTS UNDERWAY
VSR INITIATIVE
DEPARTMENT
KEY ACHIEVEMENTS TO DATE
SCHEDULED
COMPLETION
DATE
1. Sign Bylaw
Planning &
Development
Services,
City-Wide & Regional
Planning
• Significant progress has been made in revising the sign bylaw
March 2014
Park Board
• Implemented OneCard, a universal access pass to Vancouver
recreation facilities, over 86,000 cards issued as of Dec 2013
Modernize the sign bylaw
and administrative processes
to promote better signage,
reduce non-compliance and
increase consistency
2. Community
Centre Associations
Amalgamate the facilities
design and management
functions across the
organization
• Evaluated applicability of outcome-based regulation
June 2014
• Interim agreement reached between Park Board and
collaborating Community Centre Associations in June 2013
Increase equity, access,
operational sustainability and
accountability for community
centre operations
3. Consolidated
Facilities Services
• Completed small-scale compliance study
• Negotiations underway with collaborating Community Centre
Associations regarding a Joint Operating Agreement
Real Estate & Facilities
Management
• City’s current facilities planning and development function
deemed leading practice against Canadian comparators by
independent consultants
October 2014
• Based on leading practices, realigned key facilities
operations as well
as management and administrative functions
• Deployment underway of an enhanced enterprise approach
to work flow management
43
PROJECTS UNDERWAY
VSR INITIATIVE
DEPARTMENT
KEY ACHIEVEMENTS TO DATE
4. Financial Shared Services
Financial Services
Group, Financial
Planning & Analysis
and Financial Services
• Created a comprehensive budget and service plan for 2014
Amalgamate the financial
management and support
functions across the
organization, consolidate
transactional services and
enhance strategic business
support
5. Asset Management
Conduct detailed condition
assessments of the ~ 500
City-owned facilities (totalling
8 million square feet) which
supports long-range capital
planning and maintenance
6. Legal Services
Transformation
Provide a single view of the
City’s inventory operations
and ensure the right supplies
are available and delivered
as needed in the most
sustainable and cost-efficient
manner
44
December
2014
• Created a City-wide metrics master list for all services
• Conducted a Business Intelligence (BI) report pilot
Real Estate & Facilities
Management,
Facilities Planning &
Development
• Completed condition assessments of over 200 buildings based
on their priority, representing 50% of total square footage
June 2015
• Have initiated development of a long-term plan for major
building system repair and replacement in City-owned
buildings
• Completed risk-based evaluation concerning seismic risk to
City-owned buildings, action plans to address highest risks
under development
Legal Services
• Project is currently in pre-planning
June 2015
• Goal is to stabilize technology architecture currently in use and
develop future state vision and transformation strategy
Support the evolution of
Legal Service’s service model
through updated technology
7. Warehousing and
Inventory Optimization
• Consolidated departmental finance managers into one group
SCHEDULED
COMPLETION
DATE
Financial Services
Group, Supply
Chain Management,
Warehouse &
Logistics
• Phase 1 of the project is underway, focusing on warehouse
and inventory operations at Central Stores, Evans Yard Stores,
National Yards Stores and HUSAR (Heavy Urban Search and
Rescue)
September
2015
PROJECTS UNDERWAY
VSR INITIATIVE
DEPARTMENT
KEY ACHIEVEMENTS TO DATE
SCHEDULED
COMPLETION
DATE
8. Permits and Licences
Planning &
Development
Services, Community
Services and
Engineering Services,
Street Use
• Reduced wait times for one- and two-family dwelling permits
by 60% (from 15-18 weeks to 6-8 weeks)
December
2015
Transform the process
of submitting, tracking,
reviewing, issuing and
enforcing permits and
licences issued by the City,
with a focus on improved
customer service
9. Inspection Services
Transformation
Transform inspections
through organizational
changes, enhanced service
leveraging technology and a
risk-based approach
10. Library and Archives
Co-locate the City of
Vancouver Archives and
Vancouver Public Library’s
Special Collections
Department
• Most used licences and permits, dog, business, security alarm
and residential parking, are now available online
• Improvements to business processes and online services for
remaining complex permits are underway
• In the process of reducing business licence types from
approximately 650 to less than 100
Community
Services, Licences &
Inspections
• Restructured Inspections Division
Vancouver Public
Library and City
Clerk’s, City of
Vancouver Archives
• Renovations to VPL Central Library levels 7-9 approved in
principal
June 2016
• Reduced inspector travel time
• Plans underway to leverage new technology for risk-based
inspections
June 2018
• Funding to be requested through 2015-2017 Capital Plan for
levels 7 and 8, and fundraising for level 9
45
PROJECTS UNDERWAY
VSR INITIATIVE
DEPARTMENT
KEY ACHIEVEMENTS TO DATE
SCHEDULED
COMPLETION
DATE
11. Waste Management and
Resource Recovery
Engineering Services,
Waste Management &
Resource Recovery
MURB
2015
i. Multi-Unit Residential
Buildings (MURB): Meet
Metro Vancouver’s statutory
ban on compostable organics’
disposal at the landfill by 2015,
and move as many of the
1,342 City-serviced MURBs
into the Green Bin Program
with minimized contamination
ii. Extended Producer
Responsibility (EPR):
Implement an expanded
printed paper and packaging
(PPP) collection and recycling
program by May 2015 in
accordance with provincial
regulation, and negotiate a
mutually agreeable contract
with MMBC that enables the
City to continue providing
recycling services to
Vancouver residents
46
• Developed a food scraps source separation program and
implementation plan
• Contacted property contacts, conducted site assessments for
Green Bin program eligibility
• Launch expected February 2014
EPR
• Completed financial, legal and operational analysis of MMBC
contract
• A five-year contract between the City and MMBC was reached
November 2013 in which the total estimated revenue to the City
for program operations is $42 million
PROJECTS COMPLETED
VSR INITIATIVE
DEPARTMENT
KEY ACHIEVEMENTS TO DATE
1. Sanitation Services
Engineering Services,
Vancouver Sanitation
Services
• Combined residential and park sanitation services
Financial Services
Group, Financial
Services, Revenue
Services
• Wait times reduced from two years to two and a half months
Financial Services
Group, IT
• Created single point of contact through a City-wide IT
Help Desk
Merge Engineering Services
and Park Board sanitation
services and reduce route
duplication
2. Bylaw Adjudication
Improve the process for
disputing parking tickets
and the collection of unpaid
parking tickets
3. Information Technology
Services
Optimize and centralize the
sourcing and procurement of
goods and services
December
2010
• Cumulative operational savings are $26 million
May 2011
• Since implementation, 3,040 hearings held with 89% of
tickets upheld
• 80% of tickets now voluntarily paid
May 2011
• Consolidated IT management and staff
Consolidate IT functions
across the organization
including help desks, network
services, data centres and
applications development
4. Supply Chain Shared
Services
• Maximized green opportunities by reducing vehicle routes
SCHEDULED
COMPLETION
DATE
• Implemented new IT policy and standards framework
• Generates $1 million in annual operating savings
Financial Services
Group, Supply Chain
Management and
Financial Services
• Launched new procurement policy
January 2012
• Centralized procurement and accounts payable services and
updated technology platform
• Reduced the value of sole sourced contracts, now 97% through
competitive bid
• Over $32 million cumulative savings through strategic sourcing
5. Capital Program
Optimize the City’s
investment in and
management of capital assets
Financial Services
Group, Financial
Services, Long-Term
Financial Planning
• Created City’s first Ten-Year Strategic Outlook
February 2012
• Conducted City-wide inventory of capital assets and initial
condition assessment
• Reduced borrowing and capital from revenue for 2012-14
Capital Plan
47
PROJECTS COMPLETED
VSR INITIATIVE
DEPARTMENT
KEY ACHIEVEMENTS TO DATE
SCHEDULED
COMPLETION
DATE
6. Attendance Management
Human Resource
Services,
Organizational Health
• Implemented City-wide attendance management approach
March 2012
Develop strategies, tools and
tactics to reduce employee
absenteeism
7. Electronic Pay Notices
Move employee pay
statements from print to
electronic
8. Communications
Shared Services
Optimize communications
functions across the
organization to create a
centre of expertise
48
• Achieved a City-wide reduction in absenteeism equivalent to
26 full-time employees’ year over year
• In 2013, the department piloted a stay at work/early return to
work approach in Parks Board that supported a 16% reduction
in absenteeism in one year, approach being implemented Citywide in 2014
Financial Services
Group, Financial
Services, Payroll
Department
• Cumulative savings of 6,553 kgs of paper and 122 trees
Corporate
Communications
• Aligned policies and procedures across the City
April 2013
• 98% employee participation
• Approximately $100,000 annual operating savings, totalling
approximately $0.5 million to date
• Consolidated communications staff and created an internal
communications team
May 2012
PROJECTS COMPLETED
VSR INITIATIVE
DEPARTMENT
KEY ACHIEVEMENTS TO DATE
9. Digital Strategy
Human Resource
Services, Digital
Services
• Created Canada’s first municipal digital strategy, approved by
Council April 2013
Build a roadmap for
Vancouver to become an
open, connected and digitallyenabled city
10. Parks and Public
Works Consolidation
Identify opportunities for
streamlining public works
services within the City
(Including parks)
11. Web Redevelopment
Redevelop the City’s website
to allow for enhanced
online information delivery,
transactions and stakeholder
consultation
SCHEDULED
COMPLETION
DATE
October 2013
• Extensive consultation including crowd-sourcing, Mayor’s
Digital Leaders Roundtable and an External Advisory Council
• Recruited City’s first Chief Digital Officer in October 2013
Park Board and
Engineering Services,
Streets Division
• Identified key opportunities for streamlining
November
2013
Human Resource
Services, Digital
Services
• Launched new website - vancouver.ca in August 2012
December
2013
• Reduced website from over 60,000 to approximately
4,000 pages
• Implemented improved navigation and new visual design and
enhanced citizen engagement
• Centralized website management
• Optimized content for mobile devices expected June 2014
49
50
Appendix 5
CITY OF VANCOUVER LONG-TERM PLANS
This appendix lists the City’s key longer-term strategy direction documents, along with the top-level goals associated with each.
A. Vancouver’s Housing and Homelessness Strategy,
2012-2021
• Increase the supply of affordable housing
• Encourage a housing mix across all neighbourhoods that
enhances quality of life
• Provide strong leadership and support partners to enhance
housing stability
B. Greenest City 2020 Action Plan, July 2011
• Green economy: To secure Vancouver’s international reputation
as a mecca of green enterprise
• Climate leadership: Eliminate dependence on fossil fuels
• Green buildings: Lead the world in green building design and
construction
• Green mobility: Make walking, cycling and public transit
preferred transportation options
• Zero waste: Create zero waste
• Access to nature: Vancouver residents enjoy incomparable
access to green spaces, including the world’s most spectacular
urban forest
• Lighter footprint: Achieve a one-planet ecological footprint
• Clean water: Vancouver will have the best drinking water of any
city in the world
C. Economic Action Strategy, December 2011
• A healthy climate for growth and prosperity: Expanding
the City’s global brand on liveability, by strengthening and
promoting a prosperous business climate
• Support for local business, new investment and global trade:
Promoting business growth and new investments that drive
employment, exports and global trade.
• Attracting and retaining human capital: Boosting efforts to
attract and retain the human capital that powers the future.
D. Vancouver Board of Parks and Recreation Strategic Framework,
June 2012
• Parks and recreation for all: Accessible, diverse and quality
amenities and services that encourage participation and
meet current and future needs.
• Leader in greening: Through our actions we demonstrate
leading green and horticultural practices and preserve,
protect and create green space.
• Engaging people: Working openly together to understand
and achieve goals and strengthen relationships.
• Excellence in resource management: Use existing resources
effectively and efficiently, and be innovative in developing
additional resources to deliver best value for money and
meet community needs.
• Clean air: Breathe the cleanest air of any major city in the world
• Local food: Vancouver will become a leader in urban food systems
51
CITY OF VANCOUVER LONG-TERM PLANS
This appendix lists the City’s key longer-term strategy direction documents, along with the top-level goals associated with each.
E. Climate Change Adaptation Strategy, July 2012
• Increase in intensity and frequency of heavy rain events:
Increased surface water flooding, sewer back-ups and
combined sewer overflows due to heavy rainfall.
• Sea level rise: Increased flooding, storm surge damage,
saltwater intrusion and erosion to the coastline. impacts to
gravity drainage of low lying storm sewers and potential
impacts to groundwater levels.
• Increased frequency and intensity of storms and weather
extremes: Increased public safety and health risks; increased
resources required to respond and recover following events.
• Transit: Support transit improvements to increase capacity and
ensure service that is fast, frequent, reliable, fully accessible,
and comfortable.
• Motor vehicles: Manage the road network efficiently to improve
safety and support a gradual reduction in car dependence.
Make it easier to drive less. Accelerate the shift to low-carbon
vehicles.
• Hotter, drier summers: Water supply shortages in late summer,
increasing respiratory illness, health and safety risks for
vulnerable populations.
• Goods, services and emergency response: Support a thriving
economy and Vancouver’s role as a major port and AsiaPacific gateway while managing related environmental and
neighbourhood impacts. Maintain effective emergency
response times for police, fire, and ambulance.
• Overall changes: Maladapted buildings; decrease in durability
and lifecycle of infrastructure; increase in impacts to urban
forests, green spaces and trees; changing pests, vectors for
disease and air quality.
• Education, encouragement and enforcement: Encourage
sustainable transportation choices and educate all road users
to promote safe and respectful behaviour. Support legislation
and enforcement practices that target dangerous conduct.
• Organizational adaptive capacity: Incorporation of climate
change in risk management and project planning across
departments.
F. Transportation 2040, October 2012
• Land Use: Use land use to support shorter trips and sustainable
transportation choices.
• Walking: Make walking safe, convenient, comfortable, and
delightful. Ensure streets and sidewalks support a vibrant
public life and encourage a walking culture, healthy lifestyles,
and social connectedness.
52
• Cycling: Make cycling safe, convenient, comfortable, and fun for
people of all ages and abilities.
G. Vancouver Food Strategy, January 2013
• Support food-friendly neighbourhoods
• Empower residents to take action
• Improve access to healthy, affordable, culturally diverse food
for all residents
• Make food a centrepiece of Vancouver’s green economy
• Advocate for a just and sustainable food system with partners
and at all levels of government
H. Corporate Digital Strategy, April 2013
• Engagement and access: Improve delivery of high demand
services through the use of digital tools
• Infrastructure and assets: Optimize digital infrastructure and
physical assets
• Economy: Develop, attract and retain talent and business in the
digital sector
• Organizational digital maturity: Develop a culture that
empowers City staff to innovate with digital technologies
I. Vancouver Mayor’s Engaged City Task Force Quick Starts,
May 2013
• Engagement at a neighbour level
• Improve civic education
K. Vancouver Police Department 2012-2016 Strategic Plan
• Crime reduction goals: Reduce violent crime, reduce property
crime, disrupt organized crime, combat low-level crimes and
problems that impact perceptions of neighbourhood safety,
reduce motor vehicle collisions
• Community-focused goals: Develop and maintain positive
working relationships, including sharing information, within the
VPD and with stakeholder agencies in the community, public
outreach on policing issues, socially responsible initiatives that
benefit youth
• Organizational development goals: Career development and
succession planning within VPD, appropriate human resources
and training, employee wellness, streamline administrative
processes, leverage technology and infrastructure to assist
officers in the investigation and enforcement of crime
• Improve the development process
• Social media for civic events
L.Vancouver Public Library 2013-2015 Strategic Plan
• Inspire and support a community of learning
J. Earthquake Preparedness Strategy, December 2013
• Connect people with each other and our city
• Assess risk
• Provide engaging spaces to create and share our stories
• Reduce risk
• Nurture a strong organization
• Prepare to respond/recover
53
Appendix 6
City Of Vancouver
2014 Corporate Business Plan Overview
54
SHORT-TERM PRIORITIES
GOAL 1.
EXCELLENT SERVICE
A. Advance City’s Digital
Citizen and Customer
Services
B. Permits and Licences
Transformation Project
C. Improve Public
Engagement and
Outreach
GOAL 2.
FINANCIALLY HEALTHY
A. Development-Related
Benefits Plan
B. Enterprise Risk
Management and
Business Continuity
Planning
C. Business Intelligence
Program
GOAL 3.
LEADS THE WAY
ON GREEN ISSUES
A. City Fleet Optimization
B. Climate Change
Adaptation
C. Update Solid Waste
Strategies and Services
to Adapt to Changing
Landscape
GOAL 4.
WORKPLACE AND
EMPLOYEE EXCELLENCE
A. Employee Engagement
Action Plan and Internal
Communications
B. Recruitment Strategy
A. Refine Policies and
Structures to Advance
Housing Availability and
Affordability
B. Support Shift to Transit,
Cycling and Pedestrian
Transportation
C. GHG Reduction Plan
for New and Existing
Buildings
D. Community Planning
E. Downtown and Cambie
Corridor District Energy
GOAL 7.
DYNAMIC
BUSINESS CLIMATE
D. Urban Forest Strategy
GOAL 8.
SAFE CITY WHERE
PEOPLE FEEL SECURE
GOAL 9.
EXTRAORDINARY
CIVIC AMENITIES
A. Earthquake
Preparedness
A. Focus Arts and Culture
Support
B. Supporting and Enabling
the New Economy
B. Marine and
Shoreline Safety
and Environmental
Protection
B. Optimize Vancouver
Civic Theatres Business
Operations
D. Green Jobs
Action Plan
B. Regional Funding
Allocation Decisions
D. Municipal Access to
Fraser River Shoreline
and Other Provincial
Land
A. Vancouver
Innovation Hub
C. Local Entrepreneur
Proof of Concept
Program
A. First Nations
Collaboration Initiative
C. Healthy City Strategy
Partnership with
Vancouver Coastal
Health
D. Warehousing and
Inventory Optimization
GOAL 6.
SUSTAINABLE,
AFFORDABLE, LIVEABLE,
INCLUSIVE CITY
GOAL 5.
PARTNERSHIPS &
COLLABORATIONS
C. Community-Focused
Policing Initiatives
C. Enhance the City’s
Network of Community
Centres
D. Crime Reduction
Initiatives
D. Vancouver Art Gallery
Relocation
E. Vehicle, Cyclist and
Pedestrian Safety
F. Vancouver Public Library
Digital Inspiration Lab
GOAL 10.
WELL-MANAGED ASSETS
& INFRASTUCTURE
A. Strategy for City-Owned
Property Leased to
Non-Profit Agencies
B. Capital Projects
Operational Efficiency
C. Maintenance, Safety and
Energy Performance of
City-Owned Buildings
F. Fire Hall Renewal Plan
55
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