Board Strategic Plan SERVICES AND SOLUTIONS FOR A LIVABLE REGION

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1 Board Strategic Plan SERVICES AND SOLUTIONS FOR A LIVABLE REGION

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3 Contents Message from The Chair 2 Metro Vancouver Board of Directors 2012 to Metro Vancouver The Region 4 Governance Structure 5 Metro Vancouver Services and solutions for a Livable Region 6 INFORMING SOLUTIONS FOR A LIVABLE REGION Vision 8 Mission & Roles 9 Long-term Plans 10 Strategic Direction for a Livable Region Strategic Priorities 12 Regional Federation 14 Regional Economy 16 Regional Transportation 17 Regional Planning 18 Air Quality 20 Regional Parks 22 Housing 23 Solid Waste 24 Liquid Waste 26 Water 28 Metro Vancouver Board Strategic Plan 1

4 Message from The Chair A livable, prosperous and sustainable region for now and into the future. It is the vision that guides Metro Vancouver. It provides a framework for the decisions we as a board will take to address regional priorities, today and for the long-term. And it informs staff s approach to the delivery of utility services, planning and other activities required so that we remain one of the most desirable places in the world to live and do business. At our planning workshop last November, the board considered the global economic, social and environmental factors affecting our region, exchanged ideas on the opportunities and challenges we face together and set the strategic direction for the organization. This document provides an overview of those discussions. It reflects our general agreement that now is not the time to rest on our laurels. Our region continues to grow, thanks to its desirability as a wonderful place to live, and with that growth come challenges. To address them, we need to continue our work in building a compact metropolitan region where regional services, including transportation, can be provided in an integrated and cost efficient manner. We need to ensure that the air we breathe and the water we drink support both public and ecological health, and we must continue to be on the cutting edge in providing sustainable, integrated and innovative services. In addressing the challenges and grasping the opportunities the future holds, we will need to make decisions based on sound analysis that encompasses financial, technical and environmental factors; an integrative approach to problem solving; strategic planning; and, above all, continued collaboration. As a regional authority, we are becoming more and more aligned with our members, and continue to reach out to other orders of government, businesses and the public to work with us in achieving our vision for the future. Greg Moore Chair, Board of Directors markets housing policy economy water conservation communication, education air quality & outreach climate change strategic planning transportation reduce, reuse, planning for future upgrading governance recycle & recover infrastructure increasing our influence collaboration affordability solidarity full cost analysis regional planning regional & municipal coordination maintaining current systems incentives managing for growth integration resiliency financing & funding building relationships First Nations agriculture & local food energy 2 Metro Vancouver Board Strategic Plan

5 Metro Vancouver Board of Directors 2012 to 2014 Mayor Heather Anderson Anmore Mayor Ralph Drew Belcarra Councillor Andrew Stone Bowen Island Mayor Derek Corrigan Burnaby Councillor Sav Dhaliwal Burnaby Councillor Colleen Jordan Burnaby Councillor Mae Reid Coquitlam Mayor Richard Stewart Coquitlam Mayor Lois Jackson Delta Director Maria Harris Electoral Area A Councillor Gayle Martin Langley City Mayor Jack Froese Langley Township Councillor Steve Ferguson Langley Township Mayor Brenda Broughton Lions Bay Mayor Ernie Daykin Maple Ridge Mayor Wayne Wright New Westminster Mayor Darrell Mussatto North Vancouver City Mayor Richard Walton North Vancouver District Mayor Deb Walters Pitt Meadows Mayor Greg Moore Port Coquitlam Mayor Mike Clay Port Moody Mayor Malcolm Brodie Richmond Councillor Harold Steeves Richmond Councillor Barinder Rasode Surrey Councillor Linda Hepner Surrey Councillor Judy Villeneuve Surrey Mayor Dianne Watts Surrey Councillor Barbara Steele Surrey Chief Bryce Williams Tsawwassen Councillor Kerry Jang Vancouver Councillor Heather Deal Vancouver Councillor Raymond Louie Vancouver Councillor Geoff Meggs Vancouver Councillor Andrea Reimer Vancouver Mayor Gregor Robertson Vancouver Councillor Tim Stevenson Vancouver Mayor Michael Smith West Vancouver Mayor Wayne Baldwin White Rock Metro Vancouver Board Strategic Plan 3

6 Metro Vancouver The Region Metro Vancouver comprises 23 members: 21 municipalities, one treaty First Nation and one electoral area. Village of Anmore Village of Belcarra Bowen Island Municipality City of Burnaby City of Coquitlam Corporation of Delta City of Langley Township of Langley Village of Lions Bay District of Maple Ridge City of New Westminster City of North Vancouver District of North Vancouver City of Pitt Meadows City of Port Coquitlam City of Port Moody City of Richmond City of Surrey Tsawwassen First Nation City of Vancouver District of West Vancouver City of White Rock Electoral Area A *The City of Abbotsford participates in decision-making with respect to the provision of regional park services. In 2011, Metro Vancouver was home to 2.3 million people. The region is expected to continue to experience significant growth with a 50% increase in the number of people and jobs by Planning for this kind of growth while maintaining the quality of life residents expect, supporting long-term prosperity and maintaining natural and ecological qualities the region is known for presents new opportunities as well as challenges. This is particularly true during a time when there are rapid, and sometimes dramatic, social, economic and environmental changes occurring globally and locally. 4 Metro Vancouver Board Strategic Plan

7 Governance Structure Metro Vancouver is a political body that represents residents of the region under four separate legal entities: Greater Vancouver Regional District (GVRD) Greater Vancouver Water District (GVWD) Greater Vancouver Sewerage & Drainage District (GVS&DD) Metro Vancouver Housing Corporation (MVHC) GVWD (1924) GVS&DD (1914) (2007) GVRD (1967) MVHC (1974) The GVRD, GVWD, GVS&DD and MVHC are each governed by a separate Board of Directors composed of elected representatives from the respective members who have chosen to participate in the provision of the service. The number of directors for the GVRD, GVWD, and GVS&DD Boards is determined by the number of members and their municipal populations. For example, the GVRD is composed of 23 members representing 21 municipalities, one treaty First Nation and one electoral area. It is governed by 38 directors. The City of Abbotsford (a member of the Fraser Valley Regional District) participates in the GVRD regional parks function and has two voting members in this service. Metro Vancouver Board Strategic Plan 5

8 Metro Vancouver Services and solutions for a Livable Region Lions Bay North Vancouver District Bowen Island West Vancouver Anmore North Vancouver City Belcarra PLACEHOLDER Port Moody Coquitlam Vancouver Burnaby New Westmin Richmond Surrey Legend MV Park MV Air Quality Monitoring Station Delta MV Drinking Water Services Facility MV Housing MV Solid Waste Facilities MV Waste Water Treatment Facility Metro Vancouver Board Strategic Plan 4 8 Tsawwassen 12 Kilometers

9 Services for a Livable Region PLACEHOLDER Pitt Meadows Port Coquitlam Maple Ridge nster Regional Park/Conservation Area/Reserve Area Regional Solid Waste Facility (Metro Vancouver and City of Vancouver) y Regional Drinking Water Facility Regional Liquid Waste Facility Langley City Langley Township Metro Vancouver Housing Corporation Regional Air Quality Monitoring Station White Rock g:\projects\cp01\00\mxds\mvarea2014.mxd Feb 2014 Metro Vancouver Board Strategic Plan 7

10 INFORMING SOLUTIONS FOR A LIVABLE REGION Vision Metro Vancouver seeks to achieve what humanity aspires to on a global basis the highest quality of life embracing cultural vitality, economic prosperity, social justice and compassion, all nurtured in and by a beautiful and healthy natural environment. 8 Metro Vancouver Board Strategic Plan

11 Mission & Roles In collaboration with our members, Metro Vancouver has three broad roles. 1 Deliver Core Services Mission: Attain the highest possible levels of excellence in meeting our service delivery responsibilities. What we do: Provide core utility services (water, sewerage and drainage, and solid waste management) to members. Provide regional parks and affordable housing directly to residents. 2 Plan for the Future Mission: Develop and use an integrated system of plans to manage all activities within Metro Vancouver s legislated scope of authority towards the achievement of a sustainable region. What we do: Carry out planning and regulatory responsibilities related to the three utilities as well as air quality, regional growth and regional parks. At the board level, develop and implement strategies related to issues of regional interest. 3 Act as Regional Forum Mission: Build and facilitate collaborative processes, including those that engage citizens, to achieve a robust partnership working together for a sustainable region. What we do: Serve as the main political forum for discussion of significant community issues at the regional level. In 2012, the Board adopted the tagline Services and Solutions for a Livable Region to capture the range of Metro Vancouver s activities. Metro Vancouver Board Strategic Plan 9

12 Long-term Plans The Metro Vancouver Board has endorsed regional management plans for its seven areas of legislated responsibility. Supplementing these regional plans are three action plans that support the overall goals of the region. DRINKING WATER REGIONAL PARKS LIQUID WASTE AIR QUALITY SOLID WASTE REGIONAL GROWTH AFFORDABLE HOUSING REGIONAL MANAGEMENT PLANS SUPPLEMENTAL PLANS FOOD SYSTEM CORPORATE CLIMATE CHANGE ECOLOGICAL HEALTH These management plans represent an integrative approach to dealing with the most important issues related to the sustainability of our dynamic metropolitan region. Each plan contains a vision, or commitment statement, and long-term goals that provide direction for Metro Vancouver in its operations and services as well as actions relevant to members and relevant stakeholders. 10 Metro Vancouver Board Strategic Plan

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14 Strategic Direction for a Livable Region Strategic Priorities The Strategic Priorities and Directions captured in the pages ahead articulate the Board s vision and will guide the operations and services of Metro Vancouver and the implementation of the regional management plans. 1. Maintaining Our Reputation as a Livable Region Objectives: Maintain a compact metropolitan region efficiently served by high quality, cost effective utilities. Manage air quality and regional land use to support the development of complete and healthy communities consistent with sustainable mobility options. Support conditions that continue to attract new business investment and talent. 2. Contributing to Regional Prosperity Objectives: Generate jobs and economic opportunities in the region through our strategic investment in infrastructure and programs. Develop the regulatory environment that achieves common public health and environmental objectives while implementing policies that, when possible, support business opportunities. Facilitate the integration of land use and transportation planning to support the efficient and sustainable movement of people and goods in and through the region. 3. Conserving Resources Objectives: Promote the conservation of drinking water, better management of rainwater and implementation of actions that will reduce contaminants in marine and river ecosystems. Reduce waste and toxics at the source. Promote energy efficiency and conservation in our operations and across the region. 4. Treating Waste as a Resource Objectives Divert recyclable/reclaimable/reusable materials and energy from the waste stream. Support the development of markets for recycled materials. Identify clean and sustainable energy sources that can be generated/recovered from our operations and across the region. 12 Metro Vancouver Board Strategic Plan

15 5. Providing Affordable Services through Sustainable and Equitable Financing Objectives Manage regional utilities and other functions in an efficient and accountable manner. Maintain commitment to user/beneficiary pay as appropriate. Continue pay as you go financing for regional infrastructure. Partner with other orders of government for projects that generate benefits beyond the region s boundaries. 6. Regional Collaboration Objectives Align regional and municipal objectives. Address transportation needs from a regional perspective. Enhance working relationships with First Nations. Engage other orders of government in regional objectives. Metro Vancouver Board Strategic Plan 13

16 Regional Federation Over the past two years the Intergovernmental and Administration Committee led an effort to build Metro Vancouver s profile as well as strengthen the collaboration necessary for providing services and solutions for a livable region. The governance model of a regional federation requires a strong and effective working relationship among its members in addition to having other orders of government, stakeholders and the public aware of and engaged in regional priorities. The importance of collaboration is essential in addressing continued population growth, the increasing complexity of policy decisions, and ensuring the continued affordability of Metro Vancouver services. Metro Vancouver delivers services that supplement and complement the services and actions provided by municipal governments. Our shared goal is build a network of complete, resilient and livable communities that provide residents and businesses desirable places to call home. In addition to speaking about efforts to strengthen the regional federation and the ability of Metro Vancouver to be more effective in achieving its mandate, at its strategic planning session Board members discussed its role in both the economy and the delivery of transportation services in the region. Strategic Direction: 1. Pursue Metro Vancouver s vision for a livable and sustainable region without compromising fiscal responsibility. a. Efficiency and value for service will guide Metro Vancouver operations and services. Opportunities to generate new revenues or reduce operating expenses through energy generation and the recovery of heat and materials will be pursued based on a positive triple bottom line business case. b. New capital projects will support the realization of regional objectives and will be financed to provide good value for current or future users of these services. Major projects will be defined through a proactive analysis. Decisions to proceed on significant capital projects will require agreement on cost allocation formulas and assurance of funding from other orders of government. The ability to respond and adapt to change should be incorporated into plans and projects. 2. Strengthen the working relationship and operational effectiveness within Metro Vancouver and with its members through the alignment of municipal and regional objectives. a. Work together on common regional objectives while recognizing that the diversity of lifestyles and economic characteristics of member municipalities is a regional strength. b. Improve regional and municipal coordination of shared utility and planning functions and actions to achieve common objectives including service levels. c. Foster information sharing networks between staff at Metro Vancouver and member municipalities. d. In partnership with members, communicate the fiscal and governance constraints within which local governments operate including: the authority/responsibility dichotomy. the need to manage expectations in the present while mobilizing for change in the future. e. Demonstrate the value-added of regional engagement for work not conventionally under our mandate. 3. In partnership with members, ensure there are sufficient resources for emergency preparedness and that emergency preparedness is regularly reviewed and incorporated into long-term plans. 14 Metro Vancouver Board Strategic Plan

17 4. Strengthen Metro Vancouver s reputation as a valuable and effective contributor and leader in achieving regional objectives. a. Implement campaigns and projects to encourage behaviour change that will contribute to the achievement of regional objectives. b. Develop a communication strategy to convey Metro Vancouver s vision for the future, accomplishments, and activities. c. Communicate the value of a regional federation and how it translates into a better quality of life for the region s residents. d. Speak with one voice on issues of regional importance. e. Explore the opportunities to work more closely with metropolitan regions in the western U.S. on shared concerns. 5. Enhance relationships between Metro Vancouver and other orders of government as well as adjacent regional districts a. Facilitate effective dialogues on matters of mutual interest and regional priorities with other orders of government. This will involve: Continuing to increase our effectiveness and leverage by communicating our contribution and importance in B.C. s economy. Strengthening the existing intergovernmental strategy to engage the provincial and federal governments, including building connections with MLAs and MPs. b. Endeavour to build good working relationships with adjacent regional districts by the identification of shared objectives and relying on professional communications. c. Explore opportunities to work with more regional planning authorities in B.C. and across Canada, including: Continuing to collaborate with FCM on issues of regional and national importance. Approaching FCM about setting up a regional caucus and chair. 6. Advance working relationships with First Nations. a. Continue to prepare position papers on emerging and important issues relating to matters involving local governments and First Nations. b. Continue to strengthen relations with First Nations within core service delivery areas. c. Coordinate the multiple municipal discussions with First Nations on service agreements. d. Participate in local government - First Nations negotiations on matters related to regional utilities, facilities and functions. 7. Enhance the Board s ability to have informed discussions on issues prior to making decisions a. Use committees to explore, discuss and resolve complex issues. b. Implement venues to facilitate informationsharing between committees including: A Committee in Brief to stay current. An event early in the year for Committees to share their work plans. c. Staff recommendations will be supported by a concise assessment of alternative actions and reports will include: A summary of the triple bottom line business case for major projects. An indication of the long-term solution to be provided if a short or interim action is recommended. Articulation of the implications of a proposed policy on residents, businesses or other affected parties. Metro Vancouver Board Strategic Plan 15

18 Regional Economy Strategic Direction: 1. Contribute to the realization of a prosperous, livable and sustainable metropolitan region. a. Lead a collaborative research initiative to attain a common understanding of the drivers in the regional economy, e.g., transportation, manufacturing, agri-food sector. b. Host events involving the business sector and other stakeholders to discuss issues relevant to developing a prosperous, livable and sustainable region, e.g., the Regional Growth Strategy, transportation. c. Collaborate and develop with members, local Chambers of Commerce and Boards of Trade a messaging framework to promote the region and its livability. d. Collaborate with members to develop an inventory of cultural and sport amenities as well as other regional assets. e. Develop and maintain a website/clearinghouse of regional economic data and information including a municipal business licenses database. f. Provide a forum for members to exchange information on municipal economic strategies. 2. Improve the recognition of the contributions local governments make to the regional economy. a. Develop a clear, concise message about the multiple ways local governments, including Metro Vancouver, contribute to and support the regional economy. b. Identify and use opportunities to communicate this message to the business community and the public. c. Actively engage with Chambers of Commerce and Boards of Trade on regional issues. 3. Promote awareness and profile of Metro Vancouver as an economic leader. a. Explore opportunities for developing a regional economic strategy with member municipalities including: the value of a framework/statement of economic objectives. a marketing plan for communities. a commerce association. b. Facilitate and convene a regional discussion on the potential value of a regional economic strategy. 16 Metro Vancouver Board Strategic Plan

19 Regional Transportation Strategic Direction: 1. Ensure the integration of land use and transportation planning. a. Enable the Board to provide informed input into regional transportation decisions. This will require: Timely and more complete information, including timelines and decision points, from TransLink and other stakeholders in regional transportation. The engagement of Port Metro Vancouver and the Province in the importance of a collaborative and informed approach to integrating land use and transportation planning in the region. b. Develop a comprehensive transportation model that will enable a credible analysis of the financial, economic, environmental and community implications of implementing the Regional Growth Strategy. 2. Increase public accountability in the provision of regional transportation services. a. Continue to advocate for changes in the governance of TransLink that will ensure the Board has a strong role in decision-making. b. Engage other regional transportation stakeholders (i.e., the Province, Port Metro Vancouver, YVR, and rail operators) in regular discussions to ensure that regional objectives are recognized and integrated into their decision-making. 3. Develop long-term, sustainable and sufficient funding for the regional transportation system. a. Engage the Province and the Federal Governments in a discussion of the importance of increasing the mobility of people and goods in and through the region. b. Provide support for the work and deliberations of the Mayors Council. Metro Vancouver Board Strategic Plan 17

20 Regional Planning Context: Metro Vancouver 2040: Shaping our Future We commit to a region of diverse communities where people live, work, and play, aspiring to create a region even more livable for future generations. The pattern and form of development is seen as critical in maintaining harmony with nature, fostering community well-being and ensuring economic prosperity. Local and regional land use plans and transportation services and infrastructure are carefully integrated through inclusive and respectful planning processes. 1. Create a compact urban area. 2. Support a sustainable economy. 3. Protect the environment and respond to climate change impacts. 4. Develop complete communities. 5. Support sustainable transportation choices. Strategic Direction: 1. Continue to guide regional planning decisions and activities in support of complete, resilient, and livable communities. a. Ensure that a broad range of issues, including transportation, agriculture, and other socioeconomic considerations are integrated into regional planning. This could involve: Assessing the risk and implications of the transportation of dangerous goods by rail within the region. b. Evaluate Metro Vancouver 2040 through an economic lens. c. Collaborate in identifying concrete actions that municipalities can undertake in support of Metro Vancouver 2040, including: d. Facilitate discussions between neighbouring municipalities to achieve better integration of their plans. 2. Continue to find effective and innovative ways to communicate and engage with our community. a. Clearly and effectively communicate the future envisioned in Metro Vancouver 2040 and the benefits associated with it.. b. Expand the recognition of Metro Vancouver s role in regional planning through educating and mobilizing the public. This will involve: Using social media approaches and tools to enhance public engagement on important topics and decisions. Providing the business community with venues to learn about the objectives of Metro Vancouver 2040 and to receive their input and advice. 3. Balance local autonomy and growth with regional planning goals. a. Continue to add value to the planning efforts of member municipalities. b. Support an understanding of the regional impacts of local decisions. 4. Provide clarity about the process and results of implementing the Metro Vancouver a. Monitor and communicate the progress in realizing the goals of the Metro Vancouver b. Continue to enhance tools and deliver information about the process of implementing the Metro Vancouver actions that would promote a stronger sense of community. 18 Metro Vancouver Board Strategic Plan

21 c. Clarify and communicate the relationship of regional planning to other key organizations including TransLink, the Province and its ministries, Port Metro Vancouver, and the Agricultural Land Commission. In the short-term this would involve providing input into the provincial review of the Agricultural Land Commission. 5. Build the profile and associated activities of the Regional Food System Strategy a. Ensure that adequate budget is allocated to the Regional Food System Strategy. b. Work with members and provincial ministries to develop a long-term plan to ensure agriculture in the region has access to affordable water of the appropriate quality for their operations. 6. Ensure ongoing integration between Metro Vancouver 2040 and other legislated responsibilities of Metro Vancouver. a. Integrate sustainability objectives, including air quality and greenhouse gas emissions, into a comprehensive implementation plan. Metro Vancouver Board Strategic Plan 19

22 Air Quality Context: Integrated Air Quality and Greenhouse Gas Management Plan We commit to clean, clear and healthy air for current and future generations. 1. Protect public health and the environment. 2. Improve visual air quality. 3. Minimize the region s contribution to global climate change. Strategic Direction: 1. Continue to use an evidence-based approach to improve air quality in the Lower Fraser Valley airshed. a. Publicize a complete analysis of the sources of air pollution from within the Lower Fraser Valley (i.e., industry, marine and air traffic, trains, personal and commercial transportation, small engines) and from nearby jurisdictions. b. Adopt targets for improving visual air quality and reducing smog. c. Based on an analysis of the environmental implications of the discontinuance of the Air Care program, develop a regional response. This could include: A decentralized emissions testing program tied to automotive repair shops. A program testing emissions from commercial trucks tied to safety inspections. Expanded promotion of the Smoking Vehicle Hotline. Examination of the means of facilitating a shift to natural gas, electricity or other cleaner fuel sources in the commercial trucking sector. d. Develop a regional position on wood burning activities and alternative technologies. e. Improve the air quality monitoring network by expanding the number of monitoring stations, redistributing existing stations to identified areas, and enhancing capability of special purpose monitoring (e.g., diesel emissions from trains.) 2. Continue to expand public awareness and understanding of air quality issues. a. Continue to produce and widely distribute the Caring for the Air report, maintaining the use of understandable language. b. Include in new editions of Caring for the Air an explanation of the air monitoring program as well as the sources of air pollution from within the region and from outside the region. c. Include more information on what the air quality program has accomplished in the region over time. 3. Develop, adopt and implement a strategy that achieves the interim and long-term targets for reducing regional greenhouse gas emissions. a. Scope of strategy should include prevention and mitigation of greenhouse gas emissions as well as adaptation to climate change. This could include: Integrating strategy with provincial and municipal plans. Aligning strategy with the corporate climate action plans of Metro Vancouver and member municipalities. Integrating municipal initiatives, e.g., local anti-idling by-laws. Considering the development of a regional LEED-type standard/guideline for new and renovated buildings. 20 Metro Vancouver Board Strategic Plan

23 b. Assess the options available for Metro Vancouver to expand its authority and responsibilities in reducing regional greenhouse gas emissions. c. Develop a communications strategy to engage industry and the public in the strategies and plans of local governments to achieve the regional greenhouse gas emission targets. Elements of this strategy should include: 4. Engage the business sector in the reduction of greenhouse gas emissions. a. Expand efforts to support small and medium size businesses interested in improving their energy efficiency and reducing their carbon footprint. b. In partnership with members, identify opportunities to discuss regional objectives with major developments applicants. Understandable language in public materials. Descriptions of the plans, policies and projects of local governments. Promotion of non-infrastructure solutions like carbon offsets, decentralized work sites, and telecommuting. A presentation of potential climate impacts, such as changes in weather patterns. d. Develop a 5-10 year strategy for expanding charging stations for electric vehicles. Analyze likely fuel sources used for electricity in charging stations. Assess Metro Vancouver s role in the future of charging stations. Ensure that the distribution of charging stations supports planned development. e. Connect policy development on climate change to emerging and proven science on the topic (i.e. methane, phosphates). 5. Use our authority to manage regional air quality to better integrate transportation plans and infrastructure into regional objectives. a. Identify and promote expanded investment in improved mobility for people and goods in and through the region. Key to realizing this regional objective is: Distributing transportation nodes across the region to accommodate and shape traffic patterns. Expanding the transit system to facilitate the transition from single occupancy vehicles. Exploring the replacement of diesel buses with trolley technology. Analyzing the full implications of limited tolling. b. Provide timely input, supported by strong research and analysis, into regional transportation decisions. Metro Vancouver Board Strategic Plan 21

24 Regional Parks Context: Regional Parks Plan We commit to supporting healthy parks - healthy people. 1. Promote ecological health. 2. Promote outdoor recreation for human health and wellness. 3. Support community stewardship, education and partnerships. 4. Promote funding partnerships and economic opportunities. The October 2011 Regional Parks Plan identifies a series of strategies for accomplishing its goals; these are listed below. These strategies are subject to change depending on the outcome of the Board directed Park Service Review which will be brought to the Board in the coming months. Strategic Direction: Protect regional landscapes with high ecological value or regional significance. Increase outdoor recreation opportunities and experiences of regional residents. Promote the physical and mental health benefits of parks and outdoor recreation. Provide safe and well maintained outdoor recreation facilities to park visitors. Provide educational programs in regional parks to foster stewardship, health and wellness, personal safety and social responsibility. Seek partnerships to improve program delivery. Implement adaptive reuse of acquired heritage resources where appropriate. Partner with business and organizations to provide enhanced services for visitors. Encourage philanthropy. Manage Regional Parks to protect and improve ecological health. 22 Metro Vancouver Board Strategic Plan

25 Housing Context: Affordable Housing Strategy We commit to work collaboratively to increase the supply of modest cost housing for owners and renters and to eliminate homelessness in the region. 1. Increase the supply and diversity of modest cost housing. 2. Eliminate homelessness across the region. 3. Meet the needs of low-income renters. Strategic Direction: 1. Continue to advocate for funding and programs to improve the affordability of housing in the region. a. Engage with other orders of government who have the resources to address homelessness and expand affordable housing options. These efforts can include: Liaise with the FCM to develop and support national initiatives consistent with the perspective of local governments. Support the call for a National Housing Strategy with appropriate funding for its implementation. Advocate for re-instating co-op housing programs. 2. Update Metro Vancouver s Affordable Housing Strategy. a. Include a definition of affordability in the regional context and acknowledge the variety of housing needs and requirements across the region. b. Focus on the role of rental housing in housing affordability. c. Articulate the limits of Metro Vancouver s responsibility and authority in addressing housing affordability and homelessness challenges. d. Produce a timely and effective plan for implementing the Strategy. 3. Consider modifications to the mandate of Metro Vancouver Housing Corporation (MVHC). a. Evaluate the implications of expanding the distribution and number of MVHC complexes in the region. This would include: An assessment of the means for doing so including partnership arrangements with members. Evaluating the business case for the purchase of new buildings/complexes. b. Participate and support research into the effectiveness and potential role of marketbased initiatives/private sector incentives (e.g., corporate tax breaks, property tax exemptions) in creating affordable housing. Metro Vancouver Board Strategic Plan 23

26 Solid Waste Context: Integrated Solid Waste and Resource Management Plan We commit to protect the environment and public health by minimizing the generation of waste, and maximizing reuse, recycling and the recovery of materials and energy from the waste that remains. 1. Minimize waste generation. 2. Maximize reuse, recycling and material recovery. 3. Recover energy from the waste stream after material recycling. 4. Dispose of all remaining waste in landfill after material recycling and energy recovery. Strategic Direction: 1. Support the efforts of the National Zero Waste Council in waste prevention. a. Promote the value of the cradle to cradle and circular economy concepts. b. Focus on initiatives to reduce waste associated with the food industry and new residential and commercial development. c. Convene regional discussions on expanding Extended Producer Responsibility actions/ legislation. 2. Continue expansion and effectiveness of reuse, recycling and material recovery programs and policies in the region. a. Continue to promote the value of source separation. b. Harmonize recycling requirements across the region (e.g., Metro Vancouver s sample municipal by-law for recycling from demolition sites.) c. Enable information-sharing amongst members about the success of their respective recycling programs and the challenges encountered. d. Advocate that members implement mandatory recycling of materials by residents and businesses. e. Implement actions to ensure the success of the ban of organics from the waste stream. This will include: Identifying a target for organics diversion. Clarifying the timing and objectives for the organics ban. Identifying and assessing the potential markets for locally produced compost (e.g., agriculture) and other products (e.g., biofuels, animal feed) from processed organics. 24 Metro Vancouver Board Strategic Plan

27 f. Implement actions to ensure the success of the ban of wood waste from the waste stream. This will include: Identify a target for wood waste diversion. Clarify the timing and objectives of the wood waste ban. Identify the potential markets and demand for reclaimed wood. g. Assess the market for other materials recovered from the waste stream. This could include: 3. Expand the recovery of energy from solid waste. a. Identify customers for energy derived from the solid waste stream (e.g., district heating systems). b. Expand science-based communications on the value of waste-to-energy. c. Ensure meaningful consultation on the development of new waste-to-energy capacity. Playing a more active role in the development of markets for recovered or reclaimed materials. Promoting and supporting the reengineering of recycled materials. h. Evaluate the effectiveness of disposal bans in changing behaviour. This may involve: Assessing a range of methods to improve the effectiveness of disposal bans. Metro Vancouver Board Strategic Plan 25

28 Liquid Waste Context: Integrated Liquid Waste and Resource Management Plan We commit that all elements of liquid waste will be efficiently recovered as energy, nutrients, water or other usable materials or else returned to the environment as part of the hydrological cycle in a way that protects public health and the environment. 1. Protect public health and the environment. 2. Use liquid waste as a resource. 3. Effective, affordable and collaborative management. Strategic Direction: 1. Continuous improvement in sewerage and drainage initiatives that will maintain healthy ecosystems and improve water quality. a. In partnership with members, reduce contaminant loadings through a stronger and expanded source control program. This could include: Initiating source control bylaw changes to reduce contaminants from industrial and commercial sources. Developing a regional position on the use of food grinders, food digesters, and similar technologies based on an analysis of the impacts of their use in relation to the goals of managing solid waste and liquid waste in the region. 2. Continue to use a triple bottom line business case to analyze opportunities to expand energy and resource recovery from the sanitary sewage system. a. Expand viable heat recovery and energy generation projects. b. Identify phosphorous and other nutrient recovery opportunities. c. Continue to examine opportunities for use of reclaimed water in the region. 3. Expand public awareness of and support for local government Liquid Waste services and invest in programs to change behaviour. a. Promote a greater awareness of the urban water cycle and an appreciation of the linkage between the use of drinking water and the return of treated wastewater within that cycle. This could include: Implementing an education, outreach and communications strategy about the value of source controls targeting the residential and commercial sectors. b. Initiate a regional conversation on Liquid Waste issues and objectives. b. In partnership with members, expand rainwater absorption strategies across the region (i.e., expansion of permeable surfaces). 26 Metro Vancouver Board Strategic Plan

29 4. Ensure the long-term financial and structural resilience of the regional sewage and drainage system. a. On a regular basis, review and update the long-term plan for managing, maintaining and expanding the regional sewerage and drainage system. This review should include: Assessing how changing climatic conditions will affect the regional sewerage and drainage system. Incorporating seismic upgrades and other emergency management measures into the system. b. From a long-term perspective, adopt a strategic plan for prioritizing projects. This should include: Continuing to develop triple bottom line business cases for all major projects. Continuing to model regional growth patterns. c. Ensure the financing model continues to be equitable and sustainable, this will include Assessing different funding models, including updating Development Cost Charges (DCCs) to fund the growth-driven wastewater projects in the region. Building the financial reserves for system repair and maintenance. Aligning funding from other orders of government with plans and timelines for wastewater treatment facility upgrades to secondary. This would include a review the timeline for Iona Island WWTP Upgrade. d. Identify the potential implications of new transportation, port and energy infrastructure projects on the regional sewerage and drainage system and work with other orders of government and appropriate agencies to mitigate the impact of these projects on Metro Vancouver liquid waste service delivery. Metro Vancouver Board Strategic Plan 27

30 Water Context: Drinking Water Management Plan We commit to provide clean, safe drinking water and ensure its sustainable use. 1. Provide clean, safe drinking water. 2. Ensure the sustainable use of water resources. 3. Ensure the efficient supply of water. Strategic Direction: 1. Ensure water resources are conserved and efficiently used throughout the region. a. In partnership with members, develop and implement communication, public awareness and social marketing campaigns that promote efficient and appropriate use of drinking water, including: Producing communications that foster a greater understanding of the critical importance of Metro Vancouver s role in the provision and protection of the region s drinking water. Comparing regional per capita water usage rates to similar jurisdictions. Identifying the challenges associated with aligning the seasonal nature of water demand with the region s hydrologic cycle including climate change projections. Articulating the cost of providing clean, safe drinking water Publicizing the current target to reduce peak day per capita water use by 5% by 2015 from the 2010 level and identify additional targets. b. In partnership with members, implement policies and tools that promote water conservation and efficient use of water resources. This could include: Basing new policies and tools on an analysis of the effectiveness of sprinkling regulations, metering, and low flow/ water efficient appliances and fixtures on reducing per capita use. Communicating how the design of new residential and commercial developments as well as the lawns and gardens of existing residences can reduce the need for irrigation and sprinkling. c. Expand on the success of the Tap Water Campaign. 2. Ensure the long-term financial and functional resilience of the regional drinking water system. a. On a regular basis, review and update the long-term plan for managing, maintaining, operating, and expanding the drinking water system. This review should include: Revising the water demand forecast based on current and projected water consumption trends. Evaluating the buffer between system capacity (i.e., storage, treatment and transmission capacity) and projected water use in a growing region. Assessing how changing climatic conditions will affect the region s water supply and demand. Evaluating the triple bottom line implications of future supply alternatives. Continuing to implement seismic upgrading projects and other emergency management measures for the drinking water utility. b. In the context of this long-term perspective, adopt a strategic plan for prioritizing projects. Continuing to develop triple bottom line business cases for all major projects. 28 Metro Vancouver Board Strategic Plan

31 Continuing to model regional growth patterns. c. Maintain user pay approach for financing the regional drinking water system. This will involve: Evaluating alternatives to the current model for assigning costs associated with growth, including consideration of regional DCCs for water. Assessing how effective financial incentives, including metering, are in reducing water use. 3. Engage other stakeholders in realizing the goals of the Drinking Water Management Plan. a. In coordination with members, enhance existing mechanisms to deliver water, maintain water quality and promote conservation. b. Identify the potential implications of new transportation, port and energy infrastructure projects on the regional drinking water system and work with other orders of government and appropriate agencies to mitigate the impact of these projects on Metro Vancouver service delivery. c. Implement and fund projects to ensure the protection of the region s drinking water supply. d. Maintain and enhance relations with regional public health authorities to support the provision of continuously high quality drinking water. e. Engage water research organizations in a forward-looking research agenda related to the region s water resources. Metro Vancouver Board Strategic Plan 29

32 Notes 30 Metro Vancouver Board Strategic Plan

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34 Notes 32 Metro Vancouver Board Strategic Plan

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36 SERVICES AND SOLUTIONS FOR A LIVABLE REGION Metro Vancouver Board Strategic Plan 2014 metrovancouver.org 4330 Kingsway, Burnaby BC V5H 4G8 1424_CAO