CITY OF POWELL RIVER STRATEGIC PRIORITIES
2013‐2014
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Status Report: October 2, 2014
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City of Powell River
2013‐2014 Strategic Priorities The goal of the City of Powell River Corporate Strategic Planning process is to identify and document the priorities of the Corporation for the remaining 2013‐2014 term of Council, and to lay the foundation for the development of detailed longer‐term work plans.
The strategic planning process will help to guide the City’s short term corporate decision‐making, corporate work plan, and the budget implementation processes.
The draft City of Powell River Corporate Strategic Plan was developed at a strategic planning workshop held November 28 and 29, 2012, attended by Council members and key senior staff. The workshop focused on completing a number of key tasks including: Roles and Responsibilities Review Strategic Planning Review – (Establishment of the Corporate Vision Statement, Mission Statement, and Values was not undertaken for this mid‐term assessment, but was discussed relevant to future comprehensive long‐ term strategic plans). Identification of strategic priorities, projects and initiatives; and Initial Prioritization of ongoing and new projects and initiatives. Discussion of community engagement process for strategic planning and next steps.
The 2013‐2014 City of Powell River Corporate Strategic Planning document includes: Corporate Vision Corporate Mission 2013‐2014 Strategic Priorities Summary 2013‐2014 Ranked Project/Initiative List by Strategic Priority Implementation Workbook
This document is a work in progress and represents a first step in setting out Council’s direction regarding a concrete work plan for the remainder of the term. This document is for discussion purposes and requires reduction to a realistic and achievable list of specific objectives and work plans for the remainder of the term. The approved list, including timelines, adequate resourcing and accountabilities should be regularly monitored and adjusted as appropriate.
Appendices: (not enclosed in this Status Report)
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City of Powell River
Corporate Vision Statement A vision statement describes the future desired outcome for the Corporation of the City of Powell River. The participants reviewed the Corporate Vision Statement, as contained in the Corporate Plan, as follows:
Vision Our vision is a sustainable Powell River that provides for: Economic Diversity – a resilient economy. Social Well‐Being – a vibrant, safe and healthy community. Healthy Environment – a diverse and healthy natural environment. To deliver our vision, Council and staff will continue to work together in the spirit of cooperation and respect to provide sustainable high quality services to the Powell River Community.
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City of Powell River
Corporate Mission Statement The mission statement describes the fundamental purpose of the Corporation of the City of Powell River. The participants reviewed a suggested Corporate Mission Statement as follows:
Mission The Mission of the City of Powell River is to ensure the provision of quality services, in a manner that promotes prosperity and economic, environmental and social health and well‐being for current and future generations, while living within our means.
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City of Powell River
Strategic Priorities – Summary
Strategic Priority #1: Live Within Our Means
The City will strive towards long‐term financial sustainability and best practices in internal processes.
Strategic Priority #2: Governance
The City will strive to develop comprehensive governance regimes supporting community cohesion, self‐ sufficiency and an informed and engaged citizenry.
Strategic Priority #3: Economic Revitalization Plan
The City will facilitate, promote and develop community economic resiliency and vibrancy.
Strategic Priority #4: Sustainability
The City will be a leader in increasing our environmental, social/cultural and economic sustainability.
Strategic Priority #5: Asset Management
The City will follow best practices in asset management and seek to maximize capital utilization and stewardship.
Strategic Priority #6: Enhanced Recreational Services
The City will facilitate, encourage and provide enhanced recreational services in the region.
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CITY OF POWELL RIVER STRATEGIC PLAN PROJECT/OBJECTIVES 2013‐2014 The participants generated a comprehensive list of new objectives/work plans (Appendix 3). These projects were then grouped by assigned strategic priority. The results of this process are detailed in the tables below. These strategic priorities and objectives should be viewed as a starting point for future strategic planning efforts, and may need to be added to and revised over the term. The information in the columns (i.e., Status, Timeline, Resources Required and Responsibility) are to be generated by staff for Council consideration and decision‐ making.
STRATEGIC PRIORITY #1: Live Within Our Means Desired Long Term Results
Objectives/Work Plan
Year of Action / Status
Strategic Taxation Level The City will strive towards ‐ Catalyst Tax Revitalization long‐term financial sustainability Extension and best practices in internal processes ‐ Business Tax Ratio 2/1
Core Service/Operational Review
Draft Budget by January Annually
Staff Responsibility (Department) Finance Finance
Labour negotiator Existing staff
CAO CAO
Existing staff
Finance
2014 – underway with new CFO Dec 2014
Existing staff
Finance
2013 ‐ In response to City Council direction after Town Hall meeting in April 2013
Existing staff
CAO
2013 ‐ Program to be developed 2014‐ underway with new CFO 2014 ‐ Program to be developed with new CFO
Detailed Financial Plan based upon Asset Management Plan
Resources Required Existing staff Existing staff
2014 ‐ Program to be developed with new CFO 2014 – Program to be developed with new CFO 2014 ‐ underway
Union Negotiations
Deadline
Oct 2014 Dec 2014 Dec 2014
Dec 2014 Dec 2014
Ratification of Corporate Plan
Complete
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STRATEGIC PRIORITY #2: Governance Desired Long Term Results The City will strive to develop comprehensive governance regimes supporting community cohesion, self‐sufficiency and an informed and engaged citizenry.
Objectives/Work Plan Regional Equity ‐ Regional Participation Sliammon Relationship ‐ Completion of Protocol Agreement Repair/Heal Corporate Morale/ Esprit de Corps Community Education/Outreach/ Engagement ‐ Informed Open Decision‐ Making ‐ Effective Communications ‐ Community Group Partnerships
Year of Action / Status 2014 ‐ Included in Core Service / Operational Review 2013 ‐ Ongoing project with PRRD and SFN (version 9 of agreement text with SFN) 2013 ‐ Underway
2014 ‐ Program to be developed
Deadline
Resources Required
Staff Responsibility (Department)
Dec 2014
Existing staff
CAO
Dec 2014
Existing staff and Planning Services municipal solicitors
May 2014
Existing staff
June 2014
Existing staff and Administration external contractor
CAO
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STRATEGIC PRIORITY #3: Economic Revitalization Plan Desired Long Term Results The City will facilitate, promote and develop community economic resiliency and vibrancy.
Objectives/Work Plan Direct Flights to Oil Sands
Tourism
Community Power
Economic Development ‐ Outside Attraction, ‐ Diversity ‐ Jobs ‐ PRREDS Role Build Out Waterfront Smart City Technology Twinning/Sister City
BC Ferries/Home Port
Year of Action / Status
Deadline
Resources Required
Staff Responsibility (Department)
2013 ‐ Mayor’s Task Force on Economic Revitalization 2014‐ Economic Development Advisory Committee in process of forming 2013 ‐ Mayor’s Task Force on Economic Revitalization 2014‐ Economic Development Advisory Committee in process of forming 2014 – Consideration of a full feasibility study by Freda Creek Community Power Advisory Board (Decision not to proceed) 2013 ‐ Mayor’s Task Force on Economic Revitalization 2014‐ Economic Development Advisory Committee in process of forming 2013 ‐ Design concept by Westview Waterfront Project Committee
Complete May 2014
Existing staff
Planning Services
Complete May 2014
Existing staff
Planning Services
Complete May 2014
Existing staff
CFO
Complete May 2014
Existing staff
Planning Services
Complete
Existing staff
Planning Services
2013 ‐ Included in SOCP review 2013 ‐ Researching for decision to participate (Other communities slow to respond to Mayor’s proposal) 2013 ‐ Mayor’s Task Force on Economic Revitalization
Complete Oct 2014
SOCP review Existing staff
Planning Services CAO
Complete
Existing staff
Planning Services
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2014‐ Economic Development Advisory Committee in process of forming 2013 ‐ Included in SOCP review
May 2014
Complete
SOCP review
Planning Services
Beautification
2014 ‐ Development concept
Dec 2014
Existing staff
Airport Technology/Runway
2013 ‐ Mayor’s Task Force on Economic Revitalization 2014‐ Economic Development Advisory Committee in process of forming 2013 ‐ Mayor’s Task Force on Economic Revitalization 2014‐ Economic Development Advisory Committee in process of forming
Complete May 2014
Existing staff
Parks, Recreation and Culture Planning Services
Complete May 2014
Existing staff
Planning Services
Townsite Revitalization
Youth Family Opportunities
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STRATEGIC PRIORITY #4: Sustainability Desired Long Term Results The City will be a leader in increasing our environmental, social/cultural and economic sustainability
Objectives/Work Plan Arts and Culture Education Sports and Recreation Tourism Strategy Smart Growth Alternative Transportation Support Services ‐ Low Income ‐ Challenged SOCP Implementation
Year of Action / Status
Deadline
Resources Required
Staff Responsibility (Department)
2013 ‐ Arts and Culture Initiative 2014‐ Economic Development Advisory Committee in process of forming 2013 – Mayor’s Task Force on Economic Revitalization 2014‐ Economic Development Advisory Committee in process of forming 2013 ‐ Included in SOCP Review 2013 ‐ Included in SOCP Review
Complete May 2014 Complete May 2014
Existing staff Existing staff
Complete Complete
SOCP review SOCP review
2013 ‐ Program to be developed
June 2014
Existing staff
Planning Services Planning Services Parks, Recreation and Culture Planning Services Planning Services Administration
2013 ‐ Included in SOCP Review
Complete
SOCP review
Planning Services
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STRATEGIC PRIORITY #5: Asset Management Desired Long Term Results The City will follow best practices in asset management and seek to maximize capital utilization and stewardship.
Objectives/Work Plan Library Fire Halls Relocate Museum Surplus Lands ‐ Sale ‐ Lease Accessible City Facilities/Elevator (Preliminary Design and Costing Only) Acquisition of Crown Lots 8 and 9 (east of museum) Truck Routes
Year of Action / Status
Deadline
Resources Required
Staff Responsibility (Department)
2013 ‐ Included in Asset Management Plan development 2013 ‐ Included in Asset Management Plan development 2013 ‐ Included in Asset Management Plan development (dependant upon PRSC Land Acquisition below)
Complete
Existing Staff and Library Board
Library Board
Complete
Fire Protection Services
May 2014
Existing staff and consultants as per 2013 budget To be determined
2014 – Program to be developed 2014 – Program to be developed 2013 ‐ Included in Asset Management Plan development 2014‐ construction 2013 – included in WWPC final report 2014 ‐ acquisition 2013 ‐ To inform SOCP Review and include in Traffic Bylaw
Dec 2014 Dec 2014
Existing staff Existing staff
Complete In 2014 draft budget
Existing Staff and Consultant
Planning Services Finance Infrastructure Services
Dec 2014
Existing staff
Planning Services
Complete Dec 2014
Existing staff
Infrastructure Services
Parks, Recreation and Culture
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PRSC Land Acquisition
Roads Water Remediate Waste Transfer Site (Plan Only) Earthquake Proof City Hall (Structural Review and Costing Only) Trunk Main Haslam Lake (Design Only) Complete Liquid Waste Management Plan
2013 ‐ Negotiations with Catalyst and Sliammon First Nation (delayed due to funding procedures) 2013 ‐ Included in Asset Management Plan development 2013 ‐ Included in Asset Management Plan development 2013 – Work with PRRD staff (being implemented by PRRD) 2014 – program to be developed
September 2014
Existing staff and municipal lawyers
Planning Services
Complete
Existing Staff and consultants as per 2013 budget Existing Staff and consultants as per 2013 budget Existing Staff
Infrastructure Services
Sep 2014
Existing Staff and Consultant
2013 ‐ Included in Asset Management Plan development 2014 ‐ Submission of LWMP Stage 3 – Council referred draft submission to Liquid Waste Management Steering Committee for further work on 17 April 2014
Complete
Existing Staff and consultants as per 2013 budget
Complete
Sep 2014
Dec 2014 Existing Staff and consultants as per budget
Infrastructure Services Infrastructure Services Infrastructure Services
Infrastructure Services Infrastructure Services
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STRATEGIC PRIORITY #6: Enhanced Recreational Services Desired Long Term Results The City will facilitate, encourage and provide enhanced recreational services in the region.
Objectives/Work Plan Enhance recreational services
Year of Action / Status
Deadline
2015 – Develop and implement an action plan in concert with the Municipal Recreation Service Review and the PRRD Regional Recreation Strategy
Oct 2015 (Directed by Council in August 2014)
Resources Required Existing Staff
Staff Responsibility (Department) Parks, Recreation and Cultural; Services
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