CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
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CORPORATE PLAN 2018 An overview of the City of Vancouver’s citizen and customer service priorities and delivery strategies
Message from the City Manager
Fostering a livable, safe and vibrant city is the strategies, including the Healthy City Strategy, the Housing Vancouver
foundation of our work at the City of Vancouver. Strategy, the Greenest City Action Plan, Transportation 2040 and the
Each year, the Corporate Plan helps us map out Renewable City Strategy.
priority initiatives that will enable us to address the
The Plan’s short-term priority initiatives have been selected by the
opportunities and challenges we experience as a
City Leadership Team from a much wider range of work underway,
growing city.
each identified as critical to advancing the City’s long-term internal
We strive to support Vancouver’s communities, to meet the diverse governance and external city-building goals. While the Plan captures
needs of our residents, businesses and visitors, and to ensure that a snapshot, there is a tremendous amount of work underway in 2018
Vancouver is well-positioned for the future. We do so by maintaining that is not highlighted here — projects, programs and day-to-day
quality services, programs and infrastructure, by designing and operations that contribute significantly to the City’s overall success.
enforcing policies and regulations that keep Vancouver safe,
I encourage all staff members to review this Corporate Plan to
prosperous, inclusive, peaceful and sustainable, and by continually
understand how your work fits into the larger picture as part of a
reviewing and refining how we work, with the objective of providing
short-term initiative or a long-term goal, and ultimately contributes to
good value to Vancouver’s taxpayers and ratepayers.
the success of our extraordinary city.
Developed by the City Leadership Team, the 2018 Corporate Plan
highlights our priority initiatives for the year ahead, aligning with Sadhu Aufochs Johnston
Council’s overarching priorities and with the roadmap set out in the City Manager
City’s 2018 Budget and Five-Year Financial Plan. The priorities of
the 2018 Corporate Plan draw from the City’s key long-term service
CONTENTS Purpose of the Corporate Plan 1 2017 Corporate Plan Achievements: Internal Governance Goals 2 2017 Corporate Plan Achievements: External City-Building Goals 3 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 Inspires Excellence in the Workplace and in its Employees 12 Goal No. 4: The City Optimizes Strategic Partnerships and Collaborations 14 Goal No. 5: Vancouver is a Livable, Affordable and Inclusive City 16 Goal No. 6: Vancouver is an Environmentally Sustainable 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 1: City of Vancouver Organization Structure 28 2: Prior-Year Corporate Plan Key Achievements 29 3: City of Vancouver Long-Term Service Strategies 46 4: City of Vancouver 2018 Corporate Plan Overview 58
Purpose of the Corporate Plan
The City of Vancouver’s Corporate Plan sets out the The Plan’s ten long-term goals provide a strategic framework that
organization’s highest priorities for 2018. The Plan is used by the is used to organize and align the City’s programs and projects.
City’s senior executive – the City Leadership Team – to ensure In order to keep the Plan flexible and relevant, the initiatives
Council priorities and regulatory obligations are delivered, the associated with each long-term goal are refreshed annually.
City’s core service responsibilities are met, and service delivery
Those initiatives selected for inclusion in the Corporate Plan are
is continually improved. The Corporate Plan also serves the
seen by the City Leadership Team as being critical to advancing
important function of helping City staff focus on key priorities
one or more of the Plan’s ten long-term strategic goals. All
and understand how their work fits into the larger picture of the
initiatives included in this Plan will be started, but not necessarily
City’s overall long-term goals.
completed, in 2018, and must:
• be a significant 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 impacts,
• be high-risk, associated either with undertaking or with not
undertaking the initiative, and/or
• benefit from regular City Leadership Team focus.
This Corporate Plan is one component of the City’s integrated
planning and performance measurement process, a cycle that
integrates the City’s long-term service strategies and policy
directions, departmental strategic plans and service plans,
emerging priorities and financial planning with performance
monitoring. The Corporate Plan is an important part of this holistic
planning cycle, designed to ensure that over time, the public funds
in the trust of Vancouver City Council and staff are allocated to
top public priorities, invested effectively and spent efficiently.
1
2017 PROGRESS ON INTERNAL GOVERNANCE GOALS
REDUCED MEDIAN
REZONING PROCESSING
185 CITY STAFF
trained on passive
time by 18.5 weeks
via affordable housing pilot house building standards
CRITICAL
20,000 26 INCIDENT
more bags of litter RESPONSE 232 SECURITY RISK
collected through GUIDES assessments completed
expanded street 20,000
for City-owned facilities
cleaning grants program rolled out for City staff
Hired City’s first CHIEF
Published a corporate $2 million direct investment RESILIENCE OFFICER
Decision-Making and IN OPIOID CRISIS MITIGATION
Accountability Toolkit
Over 230 members of the
public and experts engaged
$99 MILLION for zero waste planning
senior government funding
secured for Millennium Line
Broadway Extension
60
300 LOW-INCOME RESIDENTS
In process of installing
provided opportunities to earn
income and develop skills 20,000+
new trees planted
water meters in
through legal vending 60 CIVIC FACILITIES
throughout the city
2
2017 PROGRESS ON EXTERNAL CITY-BUILDING GOALS
21 NEW PUBLIC ART PROJECTS
Over 10,000 people engaged in development
throughout the city supported of the Housing Vancouver Strategy
by the Public Art Boost funding
60 VIVA VANCOUVER PUBLIC Safety improvement
REALM POP-UP EVENTS upgrades to
hosted with 15 partners 100 INTERSECTIONS ENGAGED OVER
4,000
STAKEHOLDERS
21% Over 4,000 people shared
4,000 in discussions
about sea level
their views about the future rise impacts to
of the Arbutus Greenway Fraser River
and Southlands
communities
DECREASE Implemented new Secured funding to deliver
in break and short-term
enter crimes
600 TEMPORARY Completed
rental regulations MODULAR HOUSING UNITS the new
NORTHEAST
FALSE CREEK
Six large-scale AREA PLAN,
temporary 16,000 PEOPLE ENGAGED with a
artworks Launched about the future recommended
commissioned the new of Vancouver’s $1.4 billion
by Indigenous EMPTY parks and in public
artists for HOMES TAX recreation amenities and
Canada 150+ services infrastructure
3
Corporate Plan
Foundation
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 We are responsive to the needs of our citizens
and our colleagues.
Excellence We strive for the best results.
Fairness We approach our work with unbiased
judgement and sensitivity.
Integrity We are open and honest, and honour
our commitments.
Leadership We aspire to set examples that others will
choose to follow.
Learning We are a learning workplace that grows
through our experiences.
4
III. Business Planning Principles IV. Culture Goals
The City’s business planning principles describe how staff translate 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.
Think strategically We align our decision-making and
Accountability We are committed to transparent decision- behaviours with our long-term goals,
making, engaging our stakeholders, and encourage more innovative thinking and
measuring and reporting our performance to enable measured risks.
the public.
Be accountable We know how our individual role
Fiscal We serve as responsible stewards of the influences the City’s long-term goals,
responsibility public’s money, ensuring the best value-for- are outcome-focused, exercise ethical
money for the City’s taxpayers and ratepayers. behaviour and good judgement, and take
ownership for our work.
Long-term We integrate financial, social, environmental
perspective and cultural sustainability considerations into Act as a team We embrace a one-team mindset, build
our decisions and actions. relationships and access talent across the
organization and celebrate together.
Economic We take into account the impacts on
perspective Vancouver’s businesses and economy when
making decisions and taking actions.
Corporate We consider the impacts on and implications
perspective for the organization as a whole when we
make decisions and take actions as individual
departments and agencies.
Innovation and We cultivate a progressive and creative
improvement approach to our work, incorporating continuous
improvements into what we do and how we do it.
5
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
Provide and enhance the
services, infrastructure and
conditions that sustain a
healthy, diverse and
resilient local economy.
+
ENVIRONMENT
Protect and enhance Vancouver’s
Overview of the Plan's climate, ecology, natural
resources and connections to the
Long-Term Strategic Goals city’s remarkable natural setting
for future generations.
6GOVERNANCE 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.
2. THE CITY IS FINANCIALLY HEALTHY AND ADMINISTRATIVELY EFFECTIVE: The City sustains long-term fiscal health and administrative
effectiveness through responsible financial stewardship and robust internal administrative structures and processes.
3. 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.
4. 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
5. VANCOUVER IS A LIVABLE, AFFORDABLE AND INCLUSIVE CITY: The City strives to make Vancouver a livable, affordable and inclusive
city with a strong sense of place, through service delivery, regulation, advocacy, and effective land use planning that integrates housing,
transportation, energy, community amenities, social services and food delivery systems into our diverse communities across the city.
6. VANCOUVER IS AN ENVIRONMENTALLY SUSTAINABLE CITY: The City strives to be an environmentally sustainable city, with an emphasis
on 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.
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.
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.
71 THE CITY PROVIDES EXCELLENT SERVICE
The City integrates a service focus into all dealings with MEASURED BY
citizens and customers, ensures they are appropriately • Resident satisfaction rating for City services, per the
informed and included in municipal decision-making, Budget Public Engagement Satisfaction Survey
and maintains the corporate knowledge, data and
• Business satisfaction rating for City services, per the
information in a robust and accessible network of
Budget Public Engagement Satisfaction Survey
systems, to ensure the right information gets to the
right people to inform decision-making. • Percentage of 3-1-1 calls answered within 60 seconds
• Average number of weeks to issue an outright building
permit for a one- or two-family dwelling
82018 SHORT-TERM PRIORITIES
1A. Safely Improve the Management 1B. Development and Building 1C. Development and Building 1D. Resident Experience Initiative
of Building Assets Permit Service Improvements Regulatory Review Advance the City’s resident
Advance the SIMBA (Safely Improve development permitting, Undertake a cross-departmental experience initiative centred
Improve the Management of with a current-year focus on regulatory review associated around the “Love Where You Live”
Building Assets) project, to include enhancing efficiencies and campaign, with the objectives
with the City's development and
resourcing and capital/operating driving value from the customer’s of improving civic literacy,
planning processes, to include
funding recommendations, with the perspective – reducing permit creating a sense of ownership,
bylaws, regulations, policies,
goal of optimizing building asset timelines, implementing an and strengthening confidence
processes, online tools, public/ in City staff and services among
management, policies, practices expedited permitting pilot
and service delivery, in order to program for low-density housing, stakeholder engagement, and a Vancouver citizens, while at the
reduce facility-related risk, improve implementing an affordable/ review of the mandates/roles of same time creating and sustaining a
facility condition and service green housing priority process advisory committees. customer-centred service approach
responsiveness. pilot, and revising the Vancouver among City staff.
Building Bylaw to align with BC
Building Code.
Accountable Accountable Accountable Accountable
GM, Real Estate and GM, Development, Buildings GM, Planning, Urban Design Director, Corporate
Facilities Management and Licensing and Sustainability Communications
92A. Long-Term Financial
Sustainability Strategy
Evolve the City's five-year financial
planning process and tools to align
to the City's long-term financial
sustainability strategy.
Accountable
GM, Finance, Risk and
Supply Chain Management
THE CITY IS FINANCIALLY HEALTHY
2
2B. Community Amenity
Contribution Review
AND ADMINISTRATIVELY EFFECTIVE Initiate a comprehensive review
of the City’s Community Amenity
Contribution (CAC) Policy, including
implementation guidelines, with the
The City sustains long-term MEASURED BY
objective of updating the policies
fiscal health and administrative • City of Vancouver credit rating and processes concerning CACs.
effectiveness through responsible
• Debt service as percentage of total
financial stewardship and robust
operating revenue
internal administrative structures
Accountable
and processes. • Year-over-year percent tax and utility
GM, Planning, Urban Design and
fee increase
Sustainability
102018 SHORT-TERM PRIORITIES
2C. Corporate Sponsorship and Revenue Strategy 2D. Regulatory Compliance Framework 2E. Business Commitment Management
Optimize the City’s strategic approach to Develop and socialize the City's enhanced Develop a set of policies, procedures, tools and a
revenue generation, with a current-year focus on regulatory compliance program, with a current- supporting organizational structure to optimize
developing an updated corporate sponsorship, year focus on refining internal compliance the City's contract management and oversight
donations and naming rights strategy and processes and tracking/reporting systems, functions.
related policies, initiating the next phase of and on enhancing compliance training, with
comprehensive fee reviews, and evaluating the objective of supporting health, safety and
potential new revenue sources. payment card industry (PCI) compliance.
Accountable Accountable Accountable
GM, Finance, Risk and Supply Chain GM, Finance, Risk and Supply Chain GM, Finance, Risk and Supply Chain
Management Management Management
2F. Comprehensive City-Building Framework 2G. Information Technology Resilience
Initiate the development of a Comprehensive Advance the City’s technology security
City-Building Framework that meaningfully and resilience, with a current-year focus on
informs and aligns the City's capital planning enhancing the City’s data centre redundancy,
and city-building functions, to encompass the improving the City’s cyber security, and
City’s capital and operating budget planning, assessing the City’s mission-critical operational
community and neighbourhood planning, public technologies.
benefits strategies, service and benefits delivery
models, and regulatory and advocacy activities.
Accountable Accountable
GM, Planning, Urban Design and Sustainability Deputy City Manager
11THE CITY INSPIRES EXCELLENCE IN THE
3 WORKPLACE AND IN ITS EMPLOYEES
The City develops and sustains a dynamic, healthy MEASURED BY
and safe workplace environment that consistently • Percent staff turnover in first year of employment,
attracts and retains top-quality people and enables excluding Vancouver Police Department and Vancouver
them to perform at their best. Public Library staff
• Average corporate employee absence rate
• Number of corporate training participants per year
122018 SHORT-TERM PRIORITIES
3A. Talent Strategy 3B. Employee Health and Safety 3C. Equity, Diversity and Inclusion
Develop and deliver a City of Vancouver talent Enhance the City's health, wellness and safety Create and begin the implementation of an
strategy, with a focus on senior leadership practices, with a current-year focus on updating action plan for the leadership representation
succession planning, and establishing a the City's Safety Plan and associated processes. component of the City’s recently-developed
workforce planning approach. Women’s Equity Strategy, implement the City’s
Trans* and Gender Variant Inclusion Strategy,
and continue to execute the City’s cultural
competency training program.
Accountable Accountable Accountable
Chief Human Resources Officer Chief Human Resources Officer Chief Human Resources Officer
13THE CITY OPTIMIZES STRATEGIC
4 PARTNERSHIPS AND COLLABORATIONS
The City cultivates strong intergovernmental MEASURED BY
relationships and seeks opportunities to leverage • Share of total City capital funding provided by external
benefits from strategic partnerships and partners
collaborations.
• Share of total City operating funding provided by external
partners
• Dollar value of cultural grants awarded by the City per year
• Dollar value of social policy grants awarded by the City per year
142018 SHORT-TERM PRIORITIES
4A. Smart Cities Challenge 4B. Senior Government Partnerships 4C. Mental Health and Addiction 4D. Social Equity and Inclusion
Participate in Infrastructure Canada’s Actively work with the federal and Align City departments, Vancouver Working closely with the senior
Smart Cities Challenge, a pan- provincial governments to secure Coastal Health, other senior governments and other key
Canadian competition encouraging senior government funding, policy government agencies and key partners, advance the City’s
municipalities, regional governments and regulatory changes to support partners to develop a five-year key social equity and inclusion
and Indigenous communities to the City’s priority policy objectives, mental health and addictions action initiatives, with a current-year focus
adopt a smart cities approach to services and capital projects. plan, with a focus on addressing on developing the City’s Social
improving the lives of their residents the overdose/addictions crisis, and Infrastructure Plan, the Vancouver
through innovation, data and the development of a dedicated Poverty Reduction Plan, and the
connected technology. Indigenous healing and wellness Age-Friendly Action Plan.
space in the Downtown Eastside.
Accountable Accountable Accountable Accountable
Deputy City Manager City Manager GM, Arts, Culture and GM, Arts, Culture and
Community Services Community Services
4E. Downtown Eastside and 4F. City of Reconciliation
Chinatown Initiatives Initiatives
Advance various inter-related Develop a City of Reconciliation
Downtown Eastside initiatives, corporate workplan that states
exploring opportunities for additional relevant goals for each City
social housing, health centres, open department, with current-year
spaces and public amenities, and work to include naming the Queen
embarking on a transformative Elizabeth Theatre Plaza and
approach in Chinatown, leveraging a Vancouver Art Gallery north lawn,
number of policy and programming advancing the Locarno Area Midden
tools, and exploring opportunities Management Plan, and creating
for a UNESCO World Heritage Site several new Indigenous planning and
designation. engagement staff positions.
Accountable Accountable
GM, Planning, Urban Design and City Manager
Sustainability
155A. Housing Policy and Regulation
Initiate top-priority actions of the Housing
Vancouver Strategy related to affordable housing
policy and regulation, with a current-year focus
on enabling new forms of housing and diverse
ways of living in lower-density neighbourhoods,
developing new approaches to limiting the
impacts of speculation in the local housing
market, developing a financial plan to support
strategy implementation, and establishing a
methodology for tracking and reporting progress
against the City’s Housing Vancouver goals.
Accountable
VANCOUVER IS A LIVABLE, GM, Planning, Urban Design and
5 AFFORDABLE AND INCLUSIVE CITY
Sustainability
The City strives to make MEASURED BY
Vancouver a livable, • Cumulative number of City-facilitated
affordable and inclusive city childcare spaces 5B. Affordable Housing on City Land
with a strong sense of place,
• Share of trips in Vancouver undertaken Through the Vancouver Affordable Housing
through service delivery, Agency (VAHA), work with private sector, senior
via walking, biking or transit
regulation, advocacy, and government, non-profit and Indigenous partners
effective land use planning • Cumulative number of social housing to facilitate the delivery of new affordable
housing units on both City-owned and third
that integrates housing, units committed by property
party land, to include the identification of sites
transportation, energy, developers under the 2012-2021 in Vancouver for 600 temporary modular unit
community amenities, social Housing and Homelessness Strategy homes and the development of tenanting plans
services and food delivery for these units.
• Cumulative number of secured market
systems into our diverse rental housing units committed by
communities across the city. property developers under the 2012-2021 Accountable
Housing and Homelessness Strategy
City Manager
162018 SHORT-TERM PRIORITIES
5C. Short-Term Residential 5D. Empty Homes Tax 5E. Rental Housing Stock
Rental Regulation Complete the first full cycle of the City’s new Undertake a set of actions identified in the
Implement the City's new short-term rental empty homes tax, evaluate effectiveness Housing Vancouver Strategy to increase
regulation and policies, and evaluate the against the City’s stated policy objectives, affordable rental housing stock and enhance
efficiency and effectiveness of the associated review the effectiveness and efficiency of the tenant security, including updating the City’s
processes and outcomes against the City’s established billing, collection, audit, review and Tenant Relocation and Protection Policy,
stated objectives. reporting processes, and identify/implement reviewing the City’s Rate of Change regulations
any appropriate process and/or regulatory and rental incentive programs and policies, and
improvements. refining the City’s Interim Rezoning Policy to align
rezoning opportunities with the City’s affordable
housing goals.
Accountable Accountable Accountable
GM, Development, Buildings and Licensing GM, Finance, Risk and Supply Chain GM, Planning, Urban Design and
Management Sustainability
5F. At-Risk Building Preservation and 5G. Central Waterfront Review 5H. Broadway Corridor Land Use Planning
Enforcement In collaboration with the Vancouver Fraser Initiate the Broadway Corridor community
Develop and implement the City’s Single Resident Port Authority and TransLink, build upon planning process to identify the opportunities
Occupancy Revitalization Plan to proactively the City’s 2009 Central Waterfront Hub and constraints for redevelopment along this
enhance and better coordinate inspection and Framework to explore the waterfront corridor between the Great Northern Way
enforcement functions with troubled single room interface with the Port Lands, Vancouver
Campus and Arbutus Street, in order to best
occupancy building operators, with the objective Convention Centre activities and regional rail
leverage the proposed Millennium Broadway Line
of improving building condition and affordability, connections, with a focus on the northern
Extension, and undertake a planning process for
and ensuring tenants have access to adequate shore of the downtown waterfront.
the six new station areas along the proposed
support.
Millennium Broadway Line Extension route.
Accountable Accountable Accountable
GM, Development, Buildings and Licensing GM, Planning, Urban Design and Sustainability GM, Planning, Urban Design and Sustainability
17VANCOUVER IS AN ENVIRONMENTALLY
6 SUSTAINABLE CITY
The City strives to be an environmentally sustainable MEASURED BY
city, with an emphasis on reducing carbon • Percentage of Vancouver Landfill gas collected
dependency, enhancing energy resilience, conserving • Total litres of water consumed per capita
energy and resources, reducing waste, creating
• Number of metric tonnes of solid waste and recyclables
a green corporate culture and protecting and
collected via the City’s residential collection programs
enhancing the health of the ecosystem.
• Total greenhouse gas emissions from the City fleet
• Total greenhouse gas emissions from City-owned buildings
182018 SHORT-TERM PRIORITIES
6A. One Water Strategy 6B. Zero Waste Strategy 6C. Zero Emissions Building Plan
Develop the City of Vancouver’s One Water Complete the City's Zero Waste 2040 Strategy Launch a Zero Emission Building Centre of
Strategy to optimize and align the City's goals and implement priority early actions, including Excellence to support the local building industry
concerning water conservation, storm sewer evaluating the business case and feasibility of in advancing zero emission building practices and
infrastructure, green infrastructure, shoreline options to increase waste recovery and diversion to foster the voluntary development of near-zero
protection and infrastructure resiliency. at the Vancouver Transfer Station and Vancouver emission buildings, and update the Vancouver
Landfill, and developing/implementing the City's Building Bylaw and General Policy for Higher
Single-Use Item Reduction Strategy. Buildings to ensure new and renovated buildings
are comfortable, healthy and achieve near-zero
GHG emissions.
Accountable Accountable Accountable
GM, Engineering Services GM, Engineering Services GM, Planning, Urban Design and Sustainability
6D. Green Fleet Initiatives 6E. Renewable City Action Plan 6F. Electric Vehicle Ecosystem
Advance the City’s green fleet initiatives with the Implement the top priority actions of the City’s Implement Vancouver’s Electric Vehicle Ecosystem
objective of reducing corporate use of fossil fuels Renewable City Action Plan to advance toward Strategy, with the objective of providing electric
and GHG emissions, with a current-year focus the goal of Vancouver using 100% renewable vehicle charging infrastructure that is integrated
on lowering the emissions of the City’s medium energy, with a current-year focus on refining into neighbourhoods and residents’ lifestyles,
and heavy duty truck fleet, advancing the City’s building regulations concerning GHG emissions and incorporating electric vehicle infrastructure
renewable fuel strategy, and enabling business while supporting the building industry through this planning into the City’s core planning processes.
transformation and fuel consumption reduction of transition, developing a retrofit strategy to support
all non-emergency fleet vehicles through GPS and the reduction of GHG emissions from existing
telematics analytics. buildings, updating the City’s Sustainable Large
Sites Policy to ensure it aligns with Renewable City
Action Plan objectives, and developing the City’s
corporate carbon pricing policy.
Accountable Accountable Accountable
GM, Engineering Services GM, Planning, Urban Design and Sustainability GM, Planning, Urban Design and Sustainability
19VANCOUVER’S BUSINESS CLIMATE
7 IS DYNAMIC AND ROBUST
The City fosters the relationships and provides the MEASURED BY
services and regulatory environment that support a • Square feet of new residential and non-residential floor
flourishing local economy, and ensures that the City’s area in approved building permits
land use planning reflects the diverse needs of industry
• Number of business licences issued, excluding vehicles
and businesses of all sizes over the long term.
for hire
202018 SHORT-TERM PRIORITIES
7A. City Core 2050 7B. Employment Lands and
Initiate the development of a vision Economy
for the economic, social and cultural Initiate development of the City’s
future of Vancouver's city core, with employment lands and economy
current-year activities focused on strategy and action plan, to ensure
reviewing existing relevant policies, that the beneficial use of all
initiating a public conversation, employment lands across Vancouver
establishing a set of core principles – including office, retail and industrial
to guide the evolution of this area, uses – is maximized over time.
and developing a framework to
implement the vision.
Accountable Accountable
GM, Planning, Urban Design GM, Planning, Urban Design
and Sustainability and Sustainability
7C. Supporting Local Retail and 7D. Playland Redevelopment
Small Business Undertake detailed evaluation and
Undertake a set of actions to planning to transform Hastings
enhance the City’s support of local Park into a greener, year-round
retail and small businesses, including entertainment destination, with a
completing a retail business study to current-year focus on developing an
identify key issues and opportunities, implementation plan for the Council-
and refining policy and regulatory approved Hastings Park-PNE Master
support for small retail businesses in Plan that includes the expansion of
local shopping districts, to include a Playland and the development of
review of civic property tax policy. additional park lands.
Accountable Accountable
GM, Planning, Urban Design City Manager
and Sustainability
21VANCOUVER IS A SAFE CITY IN WHICH PEOPLE
8 FEEL SECURE
The City provides the high-quality and effective MEASURED BY
police, fire, emergency preparedness and regulatory • Vancouver Police Department call response time at the 90th
services that make Vancouver safe and enjoyable for percentile
residents, businesses and visitors.
• Average Vancouver Police Department response time to Priority
1 emergency calls
• Vancouver Fire and Rescue Services call response time at the
90th percentile
• Crime Severity Index, total crimes within Vancouver
• Number of Vancouver residents trained in personal emergency
preparedness
222018 SHORT-TERM PRIORITIES
8A. Marijuana Policy and Regulation 8B. Earthquake Preparation and Resilience 8C. Vancouver Fire and Rescue
Based on direction from the federal and Undertake a set of initiatives to enhance seismic Services Strategic Plan
provincial governments, collaborate with the resilience across Vancouver, with a current-year Develop an updated Vancouver Fire and Rescue
City’s key partners and stakeholders to update focus on implementing the City’s new emergency Services Strategic Plan that is based on a
and implement City policy and regulations management information system, advancing comprehensive and evidence-based assessment
related to the legalization of marijuana. planning for a major earthquake response of Vancouver’s longer-term fire and rescue
exercise in 2019, assessing options to address service needs.
seismic risks associated with Vancouver’s private
building stock, and launching a neighbourhood
resilience program pilot.
Accountable Accountable Accountable
GM, Development, Deputy City Manager Fire Chief
Buildings and Licensing
8D. Fight Violent Crime 8E. Improve Road Safety 8F. VPD Mental Health Initiatives
Continue to fight violent crime, with a current- Work with partner agencies to improve road Using an integrated and collaborative approach
year focus on addressing online crimes safety for pedestrians, cyclists and drivers, among the VPD, the City and community
including cyber-bullying and child exploitation, with a current-year focus on intelligence-led partners, work to address gaps in the health
collaborating with partner agencies to disrupt enforcement targeting unsafe driving behaviour care system that affect people with mental
and prevent criminal gang activity, and that includes distracted driving, speeding and health and addiction issues, and help to protect
undertaking proactive interventions targeting impaired driving, and ongoing public education individuals with mental health issues from
at-risk youth. campaigns and community presentations. predatory crimes.
Accountable Accountable Accountable
Chief Constable Chief Constable Chief Constable
239A. Arbutus Greenway
Seek Council approval of the conceptual design
and commence detailed design of the Arbutus
Greenway, 42 acres of open space over nine
linear kilometres, to be developed as a corridor
for walking, cycling and future light rail transit.
Accountable
GM, Engineering Services
VANCOUVER OFFERS
9 EXTRAORDINARY CIVIC AMENITIES
The City provides high- MEASURED BY
quality recreational, social, • Annual attendance at Vancouver 9B. Park Board Concession Renewal
cultural and lifelong learning Civic Theatres facilities Supported by public and stakeholder
amenities that provide • Number of registrants in
consultation, develop a renewal strategy for the
Park Board food and beverage concessions, that
everyone in the city the community centre programs takes into consideration potential new business
opportunity to develop and operated by the Park Board models, locations and concepts that enhance
enjoy themselves, and help customer experience and increase revenue
• Number of Vancouver Public
attract the talent needed in generation.
Library in-person and website
our city to maintain a strong visits
economy.
• Share of Vancouver residents
who live within a five-minute walk
Accountable
to green space
GM, Park Board
242018 SHORT-TERM PRIORITIES
9C. City Archives and Central Library 9D. Public Library Upgrades 9E. Parks and Recreation Citywide Strategies
Co-Location Undertake redevelopment planning for Marpole, Develop Vancouver’s Playbook, a master plan
Relocate the City of Vancouver Archives to Britannia and Oakridge library branches, to guide the development and renewal of parks
the Vancouver Public Library Central Branch, and with the financial support of the VPL and recreation amenities and facilities over
implement the plan to create an optimized Foundation, initiate planning for the revitalization the next 25 years, and the VanSplash Aquatics
Archives service delivery model, and of the Central Branch’s main entry level, third Strategy, to inform the renewal and innovative
modernize the archives location management floor and Children’s Library. growth of the Park Board’s aquatic system
system. including pools, beaches and spray parks.
Accountable Accountable Accountable
Chief Librarian Chief Librarian GM, Park Board
9F. Vibrant Public Spaces 9G. Creative City Strategy
Advance placemaking, livability and In consultation with key stakeholders and
sociability of the public environment through strategic partners, develop Vancouver’s Creative
the development of the Places for People City Strategy that articulates a vision for culture
Downtown Strategy and the Plaza Stewardship and creativity in Vancouver, addresses current
Strategy, and through a number of initiatives and emerging challenges and opportunities,
enabling public space activation and innovation, while reflecting Vancouver’s culture and history,
including VIVA Vancouver, filming and special and aligning/integrating with the City’s other
event activities, street patios and street-to- related long-term service strategies and policies.
plaza conversions.
Accountable Accountable
GM, Engineering Services GM, Arts, Culture and Community Services
GM, Planning, Urban Design and Sustainability
25VANCOUVER'S ASSETS AND INFRASTRUCTURE ARE
10 WELL-MANAGED AND RESILIENT
The City plans for, develops and sustains the low MEASURED BY
carbon, energy resilient, environmentally sound, • Percentage of major public works assets owned by the
cost-effective, reliable and safe public works and City of Vancouver in poor condition
infrastructure that play an essential role in making
• Number of 3-1-1 engineering asset service requests
Vancouver a healthy, safe and prosperous city.
• Percentage of facilities maintenance demand orders
completed
262018 SHORT-TERM PRIORITIES
10A. Northeast False Creek Planning 10B. Property Endowment Fund Strategy 10C. City Hall Campus Planning
Advance Northeast False Creek (NEFC) planning Develop a long-term strategy for the City’s Advance City Hall Campus planning to meet
and design, with a current-year focus on real estate investment portfolio – the Property the objectives of enhancing service to the
developing the NEFC Plan and public benefits Endowment Fund (PEF) – that will guide future public, providing civic amenities such as
strategy, advancing four significant rezonings and investment and asset management decisions public gathering spaces, addressing seismic
associated Official Development Plan amendments, over the next 30 years to best achieve a risks, and reducing the City’s reliance on
developing the conceptual design of new and reasonable rate of return, while at the same time leased work space.
renewed parks and open space, and substantially supporting the City’s priority policy objectives.
completing all streets and utilities design.
Accountable Accountable Accountable
GM, Engineering Services GM, Real Estate and Facilities Management GM, Real Estate and Facilities Management
10D. Non-Profit Lease Management 10E. Millennium Line Broadway Extension 10F. Climate Change Adaptation Strategy
Establish a centralized structure and robust Coordinate with key partners to advance the first Update the City’s Climate Change Adaptation
end-to-end process for managing City property phase of the Millennium Line Broadway Extension Strategy and implement related priority projects,
leased to non-profit agencies, to include the – the SkyTrain tunneled to Arbutus Street, with with a current-year focus on the Fraser River
establishment of a decision framework to inform a current-year focus on supporting TransLink in Flood Management Plan, integrating coastal
how subsidized property is allocated, and the the selection of a design-build contractor, and flood protection into the East Fraser Lands and
development of a standardized approach to lease securing senior government project funding. Northeast False Creek projects, and supporting
negotiation, ongoing lease management, and efforts to address impacts of increased rainfall
lease renewal decisions. events and heat events.
Accountable Accountable Accountable
GM, Real Estate and Facilities Management GM, Engineering Services GM, Planning, Urban Design and
Sustainability
27APPENDIX 1 – ORGANIZATION STRUCTURE
THE COMMUNITY
VANCOUVER
MAYOR AND CITY COUNCILLORS
LIBRARY BOARD
VANCOUVER
OFFICE OF THE CITY MANAGER
POLICE BOARD
BOARD OF PARKS ARTS, CULTURE AND
CORPORATE COMMUNICATIONS
AND RECREATION COMMUNITY SERVICES
DEVELOPMENT,
ENGINEERING SERVICES
BUILDINGS AND LICENSING
FINANCE, RISK AND
FIRE AND RESCUE SERVICES
SUPPLY CHAIN MANAGEMENT
HUMAN RESOURCES LEGAL SERVICES
PLANNING, URBAN DESIGN REAL ESTATE AND
AND SUSTAINABILITY FACILITIES MANAGEMENT
28APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS
This appendix contains a summary of progress and achievement highlights for the 2017 Corporate Plan’s short-term priorities.
1. THE CITY PROVIDES EXCELLENT SERVICE
1A. Data-Driven Decision-Making
• Advanced the City’s performance measurement culture and data-driven decision-making by delivering a corporate performance
measurement program.
• Established performance metrics to measure major operating budget investments and associated 2017 outcomes.
• Evolved short-term focus metrics reporting for key operational areas, such as permit processing and street cleaning, with an emphasis on
continuous process improvement.
• Established a set of service, finance and human resources metrics to be included in the corporate quarterly performance measurement review.
• Initiated development of a performance measurement benchmarking strategy to compare the City of Vancouver to other cities.
1B. Development and Building Service Improvements
• Reorganized the development permit process to drive workflow efficiencies, resulting in faster application processing for two-thirds of all
applications, and a reduction in the low-density housing permit application backlog.
• Expedited single-storey laneway permit processing, with some completed in seven days.
• Completed the discovery phase of an expedited permit pilot program for high-quality applications.
• Launched the Small Business Commercial Renovation Centre to assist small business owners in navigating the City’s land use regulations
and permitting process, and engaged over 750 clients in 2017.
• Launched a one-year Affordable Housing Pilot Project focused on process efficiencies and prioritizing affordable housing permit
applications, with median rezoning processing time decreased from 45 weeks in 2016 to 26 weeks for 2017 pilot project applications.
• Created a process to expedite affordable modular housing development on City land or private property, as well as a system for
evaluating, building upon, and improving this process over time.
1C. Development and Building Regulatory Review
• Completed several foundational work components for the development and building regulatory review, including condensed and
simplified RT-5 and 6 zones, creation of new zones to remove the requirement for rezoning (e.g., in Joyce-Collingwood and the False
Creek Flats), and finalized zoning amendments for the Character Home Zoning Review in RS neighbourhoods.
• Completed the thematic framework, heritage register gap analysis, and strategic plan framework for the City’s Heritage Action Plan
(HAP), and launched the final phase of the HAP.
29APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS
1D. Public Realm Cleanliness
• Awarded an incremental $250,000 in street cleaning
grants, which collectively resulted in an incremental
20,000 bags of litter collected, and 45,000 low-threshold
employment hours.
• Expanded the City’s on-street recycling program, adding 16
stations located downtown and in Stanley Park.
• Launched a comprehensive anti-litter campaign focused on
behaviour change, communicated through billboards, transit
hub and bus panels, social media, and outreach teams.
2. THE CITY IS FINANCIALLY HEALTHY AND
ADMINISTRATIVELY EFFECTIVE
2A. Long-Term Financial Sustainability Strategy
• Substantially completed the City’s preliminary
30-year vision, forming the foundation of the City’s new
Comprehensive City Building planning process, integrating
community planning and capital planning.
• Substantially completed an updated version of the City’s
10-Year Capital Strategic Outlook.
2B. Corporate Revenue Review and Sponsorship Strategy
• Completed a comprehensive fee review for development,
building, rezoning and other related permit fees,
significantly improving alignment between costs to
revenues for these fee-based services.
• Advanced the first phase of a multi-year fee adjustment
strategy for planning and development fees, to support the
City’s ongoing effort to enhance permitting service levels
and to ensure user fees continue to be set at rates that
reflect cost recovery.
• Completed the asset valuation and policy gap analysis
components of the City’s updated sponsorship, donation
and naming rights strategy.
30APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS
2C. Information Technology Performance and Resilience
• Completed an IT isolation test to ensure that all key City applications and services can run from the City’s primary data centre, and
initiated a similar test of the City’s secondary data centre.
• Completed Phase 1 of developing an IT security operating model, co-developed by the Chief Technology Officer and the Chief Risk
Officer.
• Completed Phase 1 of an operational technology review for the Engineering Services and Real Estate and Facilities Management business
units.
2D. Regulatory Compliance Framework
• Hired a dedicated Corporate Compliance Manager, and developed a regulatory compliance framework that has been endorsed by
Deloitte.
• Initiated compliance reviews in various business units, including Real Estate and Facilities Management, Human Resources, Community
Services, Urban Forestry and Driver Services, and improved business unit programs to meet compliance requirements and to address
compliance-related risks.
2E. Development Cost Levy Review
• Completed the City-Wide Development Cost Levy Update, the first major update since 2003, introducing new rates, a new rate category
for utilities, and revised allocations ratios informing how development cost levy funds are spent over time.
• Completed Phase 1 of the City’s Community Amenity Contribution (CAC) policy review, focusing on simplifying rental housing rezoning
CAC approaches, and on the development of a “linkage fee” for new commercial development that will eliminate the need for negotiated
CACs associated with commercial rezonings.
2F. Corporate Security Plan
• Completed security risk assessments for 232 City facilities, and developed work plans for high-risk areas to implement operational
enhancements through security services and/or physical security upgrades.
• Completed a Corporate Security Management Plan, articulating a revised organizational structure and key functional areas for the City’s
Corporate Protective Services (previously called Corporate Security) group.
• Completed a redesign of the City’s corporate security model and associated implementation plan, including a set of processes and tools
to structure the business relationship between Corporate Protective Services and internal customers.
• Amended agreement terms with outside contractors that will result in approximately $500,000 annual savings, beginning in 2018.
31APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS
3. THE CITY LEADS THE WAY ON GREEN ISSUES
3A. Zero Emissions Building Policy for City-Owned Buildings
• Provided Passive House building standards training to 185 staff.
• Achieved Passive House certification for four City-led development projects.
3B. Civic Water Use Reduction
• Identified 60 priority civic facilities for water meter installation, installed meters in 11 of these facilities, and secured resources to complete
the 2018 water efficiency work plan.
• Retrofitted a single-pass ice machine at the City’s National Works Yard, and completed design drawings for more complex retrofits of 10
single-pass units in three other City-owned facilities.
• Identified non-recirculating fountains owned by the City and Park Board, turned off five non-recirculating fountains, and issued a request
for proposal for the design of a recirculation system for four other non-recirculating features.
3C. Vancouver Landfill Gas Capture
• Completed the business case analysis to support viability of the new Fortis Landfill Renewable Natural Gas Project, and secured City
Council approval to move forward with the project, with conditions to appropriately mitigate risks.
• Secured joint agreement to key terms between the City and Fortis for the proposed new Fortis Landfill Renewable Natural Gas facility,
for submission to the BC Utilities Commission for final approval.
3D. Biodiversity Strategy
• Created 1.75 hectares of new inter-tidal and marine riparian habitat as part of the restored New Brighton Park salt marsh, in partnership
with Vancouver Fraser Port Authority.
• Enhanced pollinator habitat on the Arbutus Greenway, New Brighton Park, Everett Crowley Park, and the Fifth and Pine pop-up park.
• Planted approximately 8,500 native trees in Vancouver parks and over 20,000 trees across the city.
• Increased support for environmental stewardship in Vancouver parks and on other City-owned land through a Neighbourhood Matching
Fund, and the implementation of a new park stewards initiative.
3E. Zero Waste Strategy
• Substantially completed the foundational work for the City’s new Zero Waste 2040 Strategy, including the vision, objectives, approach
and key opportunity areas, supported by significant stakeholder, public and industry expert consultation.
32APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS
• Finalized a consultation summary report articulating the
input of over 230 representatives of residents, businesses,
non-profit organizations and other levels of government
concerning the opportunities and challenges associated
with a zero waste goal in Vancouver.
• Initiated the development of a Single-Use Item Reduction
Strategy, and associated stakeholder and public
consultation.
4. THE CITY INSPIRES EXCELLENCE IN THE
WORKPLACE AND IN ITS EMPLOYEES
4A. Decision-Making and Accountability
• Published the corporate Decision-Making and Accountability
Toolkit, supporting widespread use of the DARCI
Accountability Matrix to help define and adhere to decision-
making roles over the life of a project.
• Finalized a standard Delegation of Authorities and Policy
Framework, and completed updates to delegation of
authority policies for both the Human Resources and Real
Estate and Facilities Management business units.
4B. Employee Health and Safety
• Developed and rolled out 26 critical incident response
guides to help staff identify and effectively respond to and
mitigate risks related to emotional and psychological health,
occupational safety, and security risks and threats.
• In partnership with the Vancouver Fire and Rescue Services
(VFRS), Vancouver Fire Fighters’ Union Local 18 and
Homewood Health, developed and implemented a VFRS/
City-specific post-traumatic symptoms and depression care
program, which provides first responders with treatment
options, quick access to mental health services, and rapid
specialized psychological intervention.
• Implemented a cloud-based incident reporting tool
that enables operational unit management to report
occupational injury claims to the City’s Organizational
Health department electronically, enhancing process
efficiencies.
33APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS
• Moved from a labour-intensive paper-based process to a
cloud-based system for incident investigations, improving
the City’s ability to comply with the Workers Compensation
Act within required timelines.
4C. Diversity and Inclusion
• Formed an implementation team for trans*, gender variant
and two-spirit inclusion initiatives and provided a progress
update to Council in July 2017.
• In consultation with the Women’s Advisory Committee,
reviewed progress against the City’s 2005 Gender Equality
Strategy, and developed the Women’s Equity Strategy,
2018-2028.
4D. Employee Engagement
• Revised and refreshed the City’s staff engagement survey
approach, with a new roll-out planned for 2019.
5. THE CITY OPTIMIZES STRATEGIC
PARTNERSHIPS AND COLLABORATIONS
5A. Mental Health and Addiction
• Demonstrated leadership in responding to the opioid
crisis by supporting the Mayors’ Task Force to highlight
local issues and potential solutions, and the Federation of
Canadian Municipalities’ Mayors’ Task Force on the Opioid
Crisis, to advocate for solutions at a national level.
• Supported the City’s response to the opioid crisis with an
innovative data coordination system, with collaboration
among the City, Vancouver Fire and Rescue Services, and
the Vancouver Police Department.
• Provided approximately $1 million in grants to over 21
organizations to address immediate needs associated
with response to the opioid crisis, and a $1 million capital
contribution to the St Paul’s Hospital Mental Health Hub
that includes a state-of-the-art rapid access addictions
clinic.
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