District of North Saanich 1620 Mills Road Committee of the Whole Meeting Monday, February 16, 2015 at 2:00 p.m.

Transcription

1 District of North Saanich 1620 Mills Road Committee of the Whole Meeting Monday, February 16, 2015 at 2:00 p.m. (Please note that all proceedings are recorded) AGENDA PAGE NO. 1. CALL TO ORDER 2. STRATEGIC PLANNING PROCESS (a) Report from the Chief Administrative Officer dated January 26, 2015 Rpt and Strat Plan.pdf ADJOURNMENT

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3 District of North Saanich STAFF REPORT To: Mayor and Council Date: January 26, 2015 From: Re: Rob Buchan CAO Draft Strategic Plan File: RECOMMENDATION(S): That Council: 1) consider the draft Strategic Plan and advise Staff as to any changes, 2) advise staff as to Council's preference for the representation of Strategic Plan priority relationship priorities (ranked or not ranked) INTRODUCTION/BACKGROUND: On January 7 and 8, 2015, Council conducted a Strategic Planning workshop with senior staff and the facilitator, Allison Habkirk. Staff have reviewed the identified strategies and priorities and have suggested time frames and resources required to achieve the strategic plan goals and specific strategies. These are presented in Appendix A. While adopting the strategic plan does not commit Council to have the strategies undertaken or funded, it does give a clear statement of Council's goals, and guidance to staff in preparing the annual budget and departmental work plans. At the January 7 & 8 workshop Council also discussed whether or not to indicate a relative importance between the 5 strategic goals in the Strategic Plan Priorities. In the 2013 plan the priorities are not ranked. In the 2009 Plan the priorities are represented graphically with "Protect and Enhance Rural, Agricultural, Heritage, Marine and Environmental Resources," at the center of the other four priorities as shown below. Note also that the wording of the priorities changed slightly from 2009 to Strategic Plan Priorities (no ranking) Protect and Enhance Rural, Agricultural, Heritage, Marine and Environmental Resources Maintain a Safe and Healthy Community Encourage Compatible Commercial and Local Business Development Build a Strong and Vibrant Community Ensure Strong Leadership, Fiscal Responsibility and Transparent Government Page 3 of 20

4 Rob Buchan, Chief Administrative Officer Re: Page Strategic Plan priorities (ranking) BUILD A STRONG SENSE OF COMMUNITY MAINTAIN A SAFE AND VIBRANT COMMUNITY PROTECT RURAL, AGRICULTURAL, HERITAGE, MARINE and ENVIRONMENTAL CHARACTERISTICS ENCOURAGE SUITABLE COMMERCIAL AND LOCAL BUSINESS DEVELOPMENT ENSURE STRONG LEADERSHIP AND FISCAL RESPONSIBILITY AND TRANSPARENT GOVERNMENT DISCUSSION: Appendix A includes the draft strategic plan goals and general strategies. It also shows for Council's information the responsible department(s), start and finish dates, and notations where staff anticipate the need for additional resources. Council may wish to consider the dates suggested by staff and advise if it would like rev1s10ns. In considering whether or not to indicate relative priority between the five strategic goals, Council should be aware that Section 2.2 of the Official Community Plan establishes the following as the first and cornerstone objective of the plan. "1. Retain the present rural, agricultural and marine character of the community (This vision statement should be considered as the foundation or cornerstone of the principles for OCP direction on land use. It is the vision that supports and guides the other land use visions);" While Council can be silent on this policy in the Strategic Plan in terms of relative priority, restating it is consistent with the OCP and would serve to make the relationship clear. Once Council approves the draft Strategic Plan strategies, staff will finalize the Strategic Plan for printing. This will include the removal of responsible departments and dates from the published version, though those will be kept on file for future reference and reporting purposes. OPTIONS: Council can: 1) approve the Strategic Plan strategies as drafted. Page 4 of 20

5 Rob Buchan, Chief Administrative Officer Re: Page 3 2) Make amendments to the strategies and ask staff to report back on resource implications. 3) Give direction regarding changes of finish dates within each priority (low, medium and high) and ask for staff to report back on resource implications. Give direction regarding whether or not to show the relative priority of the strategic goal, "Protect and Enhance Rural, Agricultural, Heritage, Marine and Environmental Resources". FINANCIAL IMPLICATIONS: Preliminary budget figures have been identified in Appendix A. Staff will refine these for review and approval during the budget process and financial plan preparation. LEGAL IMPLICATIONS: No legal concerns. SUMMARY/CONCLUSION: The strategic plan workshop and subsequent work is now ready for Council review and direction. Council should consider the draft Strategic Plan and advise Staff as to any changes and advise staff as to Council's preference for the representation of Strategic Plan priority relationship priorities (ranked or not ranked) Cf:?:ed;_ Rob Buchan Chief Administrative Officer Concurrence: Patrick O'Reilly, Director Infrastructure Services Ll6 JA -Sro ( c Mark Brodrick, Director, Planning and Community Services c Kingsley, Manager Corporate Services Page 5 of 20

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7 This Strategic Plan sets out Council's focus and strategic priorities for the next four years and beyond. We believe the Plan's directions and priorities reflect the overall will of the community we serve; the Plan is based on many studies, plans, and public input opportunities over the years. As we learn more from the community, our departments, Commissions and Committees, the Strategic Plan will be enhanced and modified as required by Council. Over time the Plan will be reviewed and updated to ensure consistency with emerging plans and related strategic decision. The Strategic Plan is an "umbrella policy" that sets the context for all that we do and for more specific plans having to do with finance, land use, solid waste, information technology, infrastructure and parks. It also provides the basis for department business plans and annual budget submissions. The Plan focusses on new General Strategies however it is recognized and acknowledged that the vast majority of the District's resources are devoted to its core services, including infrastructure maintenance, planning, parks, trails, fire protection, emergency preparedness, financial services, administration, and information management. Strategic planning is a Council-driven process that is supported by staff. The Strategic Plan is a working document developed with input from each member of Council and senior management. An initial planning workshop is held early in the first year of a newly elected Council and annual update workshops are held each September to review and update the Plan. At the January 2015 Strategic Planning Workshop Council chose to identify the priority of each of the General Strategies. Mayor Alice Final! Councillor Heather Gartshore Councillor Jack Mcclintock Councillor Geoff Orr Councillor Celia Stock Councillor Jack Thornburgh Councillor Murray Weisenberger Page 7 of 20 January 2015 Page 2 of 15

8 Our Focus Vision Council and staff of the District of North Saanich are guided by vision elements that have emerged from significant community review and discussion and are drawn from the Official Community Plan. The future will ensure that: o o o o o o diverse neighbourhoods are respected and supported; rural, marine and agricultural values are preserved, maintained, and enhanced; the needs and priorities of our community are supported; the arts are supported; the community is inclusive, accessible and culturally vibrant; suitable, appropriately located economic activity; is supported; efficient levels of service commensurate with appropriate taxation are established; o o natural environments are protected and a commitment is made to the preservation and enhancement of regionally significant green and blue spaces; and North Saanich is a sustainable community that plans for the potential impacts of climate change. Page 8 of 20 January 2015 Page 3 of 15

9 Mission Leadership and good governance that reflects the community vision and protects, promotes and enhances a safe and diverse community for current and future generations. The Municipal Purposes outlined in the Community Charter, further detail the purposes of the District of North Saanich: Section 7. The purposes of a municipality include (a) providing for good government of its community, (b) providing for services, laws and other matters for community benefit, (c) providing for stewardship of the public assets of its community, and (d) fostering the economic, social and environmental well-being of its community. Page 9 of 20 January 2015 Page 4of15

10 CORE SERVICES We are committed to meeting or exceeding public expectations in each of the following service areas: 1. governance leadership supported by volunteer Commissions/Committees and public consultation; 2. community planning for housing, economic development, heritage, arts and culture, and agriculture; 3. fire, police and emergency preparedness; 4. public works and engineering; 5. parks, trails and preservation of green space; 6. environmental stewardship and protection; 7. joint recreation services with Peninsula Recreation Commission; 8. accountable financial and administrative services with a focus on performance management across all functions; and 9. effective communication with the public. Page 10 of 20 January 2015 Page 5of15

11 VALUES AND OPERATING PHILOSOPHY The District of North Saanich Council and staff will: 1. be ethical, open, honest and fair; 2. provide excellent customer service; 3. collaborate as a strong team and promote constructive relationships at the local and regional level; 4. make decisions that reflect the overall will of our community; 5. be consistent in application of policy, bylaws and regulations; 6. be flexible, innovative and progressive in our efforts to improve results while being tolerant of appropriate risks; 7. ensure outstanding stewardship of public assets and the environment; 8. be supportive of the community's strong volunteer ethic; and 9. be respectful of neighbourhood issues. Page 11 of 20 January 2015 Page 6 of 15

12 Strategic Priorities Strategic Priorities are overarching directions that guide the District's efforts towards realizing our vision. In selecting the five priorities, Council found itself focused on the need to demonstrate our commitment to our rural and marine character, the importance of building a strong sense of community, and the challenges of delivering quality services at a reasonable cost to the taxpayer. The five strategic priorities are listed below, in no specific order of priority; each priority is further detailed on the following pages. Protect and enhance rural, agricultural, heritage, marine and environmental resources Maintain a safe and healthy community Encourage compatible commercial and local business development Build a strong and vibrant community Ensure strong leadership, fiscal responsibility and transparent government Each Strategic Priority is accompanied by a table that details the "Desired Long Term Results" and specific "General Strategies" to be initiated in the Council term. Page 12 of 20 January 2015 Page 7 of 15

13 District of North Saanich Strategic Plan Protect and Enhance Rural, Agricultural, Heritage, Marine and Environmental Resources North Saanich residents are proud and protective of their special place and unique environments. Through our participation with the Capital Regional District we continue to work with the Regional Sustainability Strategy (formerly the Regional Growth Strategy). In concert with the Green/Blue Spaces Strategy, the District is committed to protect and enhance sensitive and significant land and marine environments. Furthermore, the District is committed to protecting and enhancing its rural, agricultural and heritage roots and lifestyle. The District is committed to reducing greenhouse gas emissions and related costs to address climate change. Page 13 of 20 I PCS I medium I Yes I I Sensitive and 1. Develop a template and guidelines for Sept I Dec 2017 significant Environmental Impact Assessments for 2017 environmental areas development proposals. and ecosystems 2. Staff to prepare a report to Council PCS high Yes Jan March protected regarding implementation of the Climate Action Strategy. 3. I Staff to prepare a report regarding PCS medium No 10k Jan March Research overlapping possible roles of the District in the authority and identify Shoal Harbour Migratory Bird Local Government role. Sanctuary. The agricultural 4. Support and facilitate community cs high Yes This will be ongoing until a community preserved efforts to secure a permanent site for a site is secured and enhanced farmers' market. Sensitive marine and 5. Develop trail standards in PCS medium Yes Jan June 2017 inter-tidal habitats Environmentally Sensitive Areas 2017 preserved and protected Mitigation of climate 6. Prepare policies to guide marine and PCS high Partially 50k May Dec 2016 Some future consulting change impacts shoreline development (include 2015 work is anticipated planning for sea level rise). 0 Complete baseline mapping 0 Clear direction on short term actions 0 Next steps January 2015 Page 8 of 15

14 7. I Review District bylaws and policies that PCS high Partially May I Dec 2016 affect waterfront property owners I Bring forward to Council the Marine PCS medium- Yes Feb I Dec 2016 Task Force recommendations and work high 2016 plan. District and Regional 9. Annual review of Parks Master Plan I PW I high I Yes I I I Nov 2015 I Reviewed annually Trail System facilities enhanced & access to and enjoyment of natural and rural assets project priorities. Support advancement of transportation connectors, beach access, trail, and signage projects identified in the North Saanich Parks Master Plan. 10.I Develop communication information PW high I Yes I I I Nov 2015 regarding user friendly trails in North Saanich 11.I Review and update current trail information guide I PW I high I Yes I I I Dec 2015 I Reviewed annually Page 14 of 20 January 2015 Page 9 of 15

15 Maintain a Safe and Healthy Community North Saanich residents expect their municipal government to take steps to ensure public and environmental safety and health issues are addressed through provision of appropriate infrastructure and services such as water quality, liquid and solid waste management, safe roads, police, fire and emergency medical services. The key challenge in a small municipality with extensive rural areas is to determine the appropriate balance amongst owner provision of services (e.g. sep ic systems}, partnership provision with neighbouring jurisdictions (Saanich Peninsula Unified Sewer Treatment, RCMP, Peninsula Emergency Measures Organization, Panorama Recreation}, and direct municipal provision (North Saanich Volunteer Fire Department). Loss of life and Staff to prepare a policy for I ES I high I yes I Feb I March property minimized emergency planning training for staff and Council. 13. I Complete work on the Emergency ES high no 100K Depending on municipal Operations Centre (generator & hall repair or partial wiring). replacement schedule 14. I Prepare a Fire Department ES high yes None for Jan 2015 End Feb Depending on Council's Operational Preparedness Plan. planning 2015 decisions could have budget impact 15. I Develop a strategy to address the ES medium yes None to Jan 2015 Mid Depending on Council's recommendations of the Royal Develop February decisions could have Roads Report concerning strategy 2015 budget impact emergency preparedness. 16. I Revisit Interface Fire Hazard Policy ES/ medium yes Mar End April and Regulations. PCS Active/healthy 17. Improve road, bike path (Cycling IS medium Grants I Ongoing lifestyles encouraged Plan), pedestrian and trail systems required and supported to support people powered travel within the District. Page 15 of 20 January 2015 Page 10of15

16 Encourage Compatible Commercial and local Business Development Local government has been given the mandate to foster the economic, social and environmental well-being of its community. The vision that guides this strategic plan makes it clear that North Saanich is only interested in economic development that complements our rural and marine characteristics and our commitment to protection of the natural environment. Our motivators are to support our agricultural economy, encourage appropriate development at the Airport and facilitate limited commercial development desired by our neighbourhoods. In addition, we must ensure the economic viability of the District through a balanced, sustainable tax base. I cs I medium I Yes I An operating 18. Staff to arrange an annual meeting of Feb I I Annual Event environment Council and the Chamber of 2016 supportive of local Commerce to discuss matters of business mutual interest. A vibrant and 19. Staff to prepare a report for PCS high No 15k April I Sept 2016 sustainable Council regarding reconsideration 2016 agricultural economy advanced and potential implementation of the Agriculture Economic Development Strategy (AEDS). 20. Consider and determine the future I cs I high I 20k Use local food and use of Sandown. I I I I Agricultural community groups to conduct process, CAO is lead Page 16 of 20 January 2015 Page 11 of 15

17 Build a Strong and Vibrant Community North Saanich is comprised of established neighbourhoods: the South-East Quadrant/Dean Park, Ardmore, Lands End/Cu rtis Point and Deep Cove. We need to develop a sense of pride and purpose in the community that includes respect for dive rsity, support for the unique requirements of each neighbourhood, and celebration of the quality of the life we share together. Page 17 of 20 A strong sense of 21. Implement the Jubilee Year CS/PCS high 30 to 55k Jan 2015 Dec k only if parks pride, identity and Celebration development is included. belonging in North 22. Continue to support the North cs high lok Jan 2015 Dec 2015 Run by CRFAIR under Saanich Saanich and Peninsula Flavour Trail contract Events. 23. I Explore benefits of and consider cs medium Yes Jan 2016 March I This is a future budget joining the CRD Arts function implementation 24. I Staff to prepare a terms of cs low yes May July 2017 reference and cost estimates for a 2017 Community Promotion Strategy An engaged Staff to prepare a report on cs high Yes Jan 2015 March community remaining priorities in the District 2015 Communications Strategy. 26. I Staff to explore ways to improve 1 cs 1 high J Yes J Apr 2016 J July 2016 communication and engagement with the community e.g. newsletter, neighbourhood meetings and public engagement on significant issues. 27. I Review the advisory committee cs low Yes Jan 2017 Mar framework Recognize and 28. Establish policies and practices that cs low Yes Mar July 2017 respect the diversity encourage appropriate 2017 of neighbourhoods January 2015 participation, feedback and dialogue with established Page 12of15

18 municipality neighbourhood and community organizations. 29. Explore community support for PCS low Yes Jan 2017 Sep 2017 Mark says Feb 2015 and neighbourhood planning. Housing policies 30. Staff to prepare a report for PCS high May Sept that support local Council on previous research and and regional initiatives policy work regarding housing in the District. 31. Staff to keep Council apprised of I PCS I high I Yes I I I Dec 2015 progress on the CRD Housing Gap Analysis research and to bring forward the completed report to April You say Jan I 2017 and Sept 2017?? Council's for consideration. 32. I Staff to prepare an interim policy to PCS Very Yes Feb 2015 May Council is reconsidering assist in managing housing high 2015 Area 1 & Area 2. In the development applications while options for Bylaw 1352 are being considered. 33. I Staff to prepare a report outlining I PCS I very I Yes Feb 2015 May options for addressing Council's high I I 2015 concerns regarding Bylaw I Finalize and implement options for PCS high Yes May Sept secondary suites interim Council encourages applicants not to apply until decisions are made. Page 18 of 20 January 2015 Page 13 of 15

19 Ensure Strong Leadership, Fiscal Responsibility and Transparent Government Our municipal mission and operating. philosop.hy statements call for progressive leadership, service excellence, and outstanding stewardship of public assets. Efficient and cost 35. Staff to prepare a report regarding I cs effective the Municipal Hall condition and I high I I TBD I Jan 2015 I Jan 2016 management of implement improvements corporate assets 36. Implement a corporate asset IS/ FS management plan 37. I Examine the District's infrastructure IS/ FS gap, develop a program and policies to ensure replacement capacity, and ensure reserves are adequate for future needs. 38. I Develop a vehicle and equipment FS/ replacement policy. Efficient and 39. Implement the corporate records cs effective management and document PW high high high I high T $80,000 estimated $0 Phase 1 $50,000 Phase 2 $0 T s120,ooo Consultant needed to develop Except for Buildings. Will I 2015 I 2015 I 2015 I 2017 need $50,000 (estimate) to review all the buildings. End date for buildings administrative and regulatory processes. management system. 40. Develop a business continuity strategy for the District office and services in case of emergencies or I FS I low I I Consultant needed I Jan 2017 I April 2017 business interruptions. 41. I Bring forward to Council the report PCS regarding development approval high Yes Feb 2015 April 2015 Page 19 of 20 January 2015 processes. 42. I Review and revise regulatory bylaws CS/ which are 10 or more years old PCS/ IS I medium I Yes I 5k Page 14 of Dec 2016 I There will be some associated legal fees

20 43. I Staff to prepare a policy regarding I cs semi-annual strategic planning I high I Yes I I Sep 2015 I Dec 2015 Effective governance and leadership promoted and review/update sessions. 44. I Develop policy for Section 57 I PCS notices that speaks to clarity and continuity of the bylaw. 45. I Staff to bring forward the Energy I PCS Efficiency DP area report. 46. Staff to develop policy to include emergency operations information for early new Council Orientation. I ES I medium I Yes I medium I Yes I low I YES I 2k I April 2015 I Feb 2015 I Aug 2015 I I Aug 2015 I Legal review Sept I Dec practiced 47. Develop a strategy to deal with the cs amalgamation study. 48. Complete library service review. cs 49. Address NavCan issue. cs Positive and 50. Hold Community to Community cs high high high medium Yes Yes TBD 5k May Sept Jan 2015 TBD Jan 2016 Dec 2016 I Led by Library Board constructive (C2C) meetings with First Nations. relations with First 51. Explore ways to enhance I cs Nations communications through the First I medium I Yes I I Sep 2016 I Dec 2016 Nation's Council liaison. 52. I Develop service agreements with CS & First Nations. ES high 15k Feb 2015 TBD Need legal and consulting service Page 20 of 20 January 2015 Page15of15