TOWN OF QUALICUM BEACH CORPORATE STRATEGIC PLAN 2015-2018

September 30, 2015 Town of Qualicum Beach #201-660 Primrose Street Qualicum Beach

Town of Qualicum Beach

2015-2018 Corporate Strategic Plan The Town of Qualicum Beach has a well-developed strategic planning process that transitions smoothly from one year to the next and from one Council to the next. The strategic planning process and the resulting corporate strategic plan guides the Town’s short- and long-term corporate management, decision-making and implementation. The goal of the 2015-2018 Town of Qualicum Beach Corporate Strategic Plan is to update the previous corporate strategic planning work and to integrate the priorities of the new Council into the strategic planning from the 2012-2014 Council term. The 2015-2018 Strategic Plan was developed during strategic planning sessions th th held January 18, 19 & 20, 2015 with follow up sessions on February 4 and 6 , 2015. The workshop style sessions focussed on completing a number of key tasks including:     

Review of the Corporate Mission, Vision & Values; Review of the 2012-2014 Corporate Strategic Plan; Completion of a 2015 Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis; Review and discussion of completed, ongoing and potential new projects and initiatives; and Prioritization of ongoing and new projects and initiatives.

The 2015-2018 Town of Qualicum Beach Strategic Plan document includes:       

Corporate Mission Corporate Vision Corporate Values Strategic Goals Core & Supplemental Activities 2015-2018 New directions, projects and initiatives by Strategic Goal Implementation steps.

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Town of Qualicum Beach

Corporate Mission Statement The mission statement describes the fundamental purpose of the Corporation of the Town of Qualicum Beach. It answers the question, “Why does the Corporation exist?” At the January 18, 19 and 20, 2015 planning sessions Council reviewed and reaffirmed the Corporate Mission Statement, making only minor amendments. “The purpose of Council and Administration of the Town of Qualicum Beach is to exemplify collaborative governance and sound management through the provision of high quality facilities and services, that provide opportunities for continuous improvement to the quality of life for people of all ages that we serve.”

Town of Qualicum Beach

Corporate Vision Statement The vision statement describes the future desired outcome for the Corporation of the Town of Qualicum Beach. Council reviewed and modified the Corporate Vision Statement. “We strive to provide effective, caring, and collaborative community leadership.”

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Town of Qualicum Beach

Strategic Goals The Strategic Goals represent overarching high level goals for the key functional areas of corporate responsibility. In the 2015 Council discussions, seven goals were added to the strategic plan. Community Engagement Council will ensure that the community is involved and engaged in Town processes. Financial Management Council will ensure that Town finances are sound through responsible, controlled, transparent and well-managed, financial practices. Community Planning Council seeks to include the community in developing and embracing visionary long-term planning to leave a legacy we will be proud to pass on to future generations. Quality Infrastructure Council is committed to providing, updating and maintaining community infrastructure through well-managed asset planning. Protected Environment Council seeks to be an innovator in protecting and securing the environment. Emergency Preparedness Council is committed to having a robust, cost-effective emergency plan for optimal preparedness and community safety and security. Corporate Capacity Council will oversee and maintain a vibrant, well-equipped, efficient, and effective, organization.

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Town of Qualicum Beach

Core Values The core values describe enduring, collective beliefs that Council and Staff put into action. At the 2015 session, Council reviewed and modified the Core Values, adding two additional values: Quality of Life Continue to ensure that the Town is a great place to live, raise a family, operate a business, retire, and enjoy recreational and cultural activities. Communication We value open, frequent, effective, timely, constructive, dialogue in an approachable environment. Team Work We value collaboration, cooperation, trust, confidence, and mentoring. Respect We value respect in all of our work and interactions. Ethics We value integrity, honesty, and transparency. Empowerment We value creativity, innovation, and participatory management. Acknowledgement We value recognition and appreciation for effort and achievement. Professional Development We value education, training, and development of knowledge, skills, and best practices. Service Excellence We value innovation and excellence in the method and timeliness of service delivery. Healthy Workplace We value a safe, fair, and healthy workplace. Community Pride We value pride in our community and in our work.

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Town of Qualicum Beach

Core & Supplemental Activities The work of local governments can be divided into two categories: core and supplemental activities. Core activities are described as those activities that are routine, ongoing activities such as day to day administration, preparation of Council meeting agendas, road maintenance, sewer and water system maintenance, permitting, and building inspection. These activities generally comprise the vast majority of work (80%90%) undertaken by staff of a municipality. Supplemental activities are those activities that are not routine or ongoing, but rather one of a kind, or periodic activities, such as construction of significant capital works, updating of an official community plan, or development of a new significant policy initiative, such as a secondary suite policy. It is important to distinguish between these two types of activities, so that the Town can plan and resource the core activities on a routine basis, and secondly, so that supplemental activities can be planned for and resourced appropriately.

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Town of Qualicum Beach

2015-2018 Strategic Goals & Projects/Initiatives The tables which follow list all of the projects and initiatives under the heading of the relevant Strategic Goal. The tables also include columns where specific strategies and actions can be listed, along with resources, estimated completion date and a status column. These columns represent the key information that Council will need from staff in order to affirm its priorities and continue with its oversight of the progress being made on the initiatives.

COMMUNITY ENGAGEMENT Council will ensure that the community is involved and engaged in Town processes. Throughout the 2015 Strategic Planning discussions, Council repeatedly and consistently emphasized the importance and value of involving and engaging the community in Town processes. The high voter turnout in the 2014 municipal election, high attendance at all candidates meetings and high levels of participation in Town open houses and information meetings, speak to the high level of interest in Town processes. The community engagement goal articulated in this strategic plan should be considered, to the greatest extent possible, in any significant work that the Town engages in. Further, Council and staff could consider including in staff reports related to significant work, a recommendation or indication of what community engagement will or could be undertaken. In order for this goal to have traction and to move from a goal to action, Council will need to direct staff to make recommendations regarding specific actions that the Town should take to achieve the goal, and direct staff to consider and include public engagement in significant initiatives of the Town. Further, Council will need to be alerted to opportunities where it can engage the public in both specific initiatives of the Town and through practices such as town hall meetings and regular communications with the public.

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Community Engagement Council will ensure that the community is involved and engaged in Town processes. Goal/Project/initiative

Strategies/Actions

- Research, pilot and implement new community engagement approaches and forums.

Open and meaningful community engagement

- Create tools and policies that promote consistent and effective outreach approaches.

- Make better use of existing resources and infrastructure for the purposes of engagement.

Explore possible partnerships with key stakeholders and government entities

- Partnerships should include, but need not be limited to: First Nations, Oceanside Initiatives, and private sector partners for hosting discussion forums (e.g., coffee shops, restaurants, etc).

Projected Completion Date

Objectives

Timeline Status

- Consider differing stakeholders internal and external to the organization. - Include communication and outreach as an area for consideration in all staff reports. - Encourage staff to explore and pilot concepts such as electronic voting, small group discussion forums, focus or task groups, etc. - Generate a report on what options and frameworks exist. - Explore options for presenting decision matrices to the public with regard to key community decisions. - Implement the streaming of Open Council meetings (including Committee of the Whole meetings). - Identify options for improving the current use of web sites, social media and community information boards (digital or other). - Identify and implement training and development opportunities with staff and community volunteers.

- Consider key stakeholders and community partners in the collection and direct distribution of information.

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FINANCIAL MANAGEMENT Council will ensure that Town finances are sound through responsible, controlled, transparent and well-managed financial practices. Throughout the 2015 Strategic Planning discussions, Council emphasized its responsibility to manage the financial and capital resources of the Town responsibly and prudently. The initiatives below suggest that there is significant interest on the part of Council in exploring ways for the Town to increase its revenues from sources other than taxation. Over the course of this Council’s term staff can make recommendations to Council regarding opportunities that may exist to support this goal. Financial Management Council will ensure that Town finances are sound through responsible, controlled, transparent and well-managed financial practices. Goals/Project/initiative

Strategies/Actions

Investigate new revenue sources

- Explore partnerships with the private sector and other levels of government

Explore new approaches to operational efficiencies

- Review partner services

Projected Completion Date

Objectives

2016 - Review and report on services provided to Qualicum Beach by other levels of government and/or agencies.

- Complete the Asset management plan

Undertake asset management planning

- Review software and other relevant implementation platform options.

Minimize Town debt through prudent financial management Develop business plans for areas of strategic interest Resist taking on services from other levels of government

Timeline Status

November 2015

Report to be delivered in January of 2016

2016 - Review available software platforms - Confirm during May conference - Report to CAO & Council

June 2015

Done

ongoing - Airport - Digital Media Studio - Special events, Recreational, Tourism, Arts and Culture facilities.

2015/2016

Airport tender to be issued in October 2015

Ongoing

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COMMUNITY PLANNING Council seeks to include the community in developing and embracing visionary long-term planning to leave a legacy we will be proud to pass on to future generations. The goals/projects/initiatives listed under the Community Planning were consistently endorsed by members of Council. There were many discussions regarding this topic and there is little doubt that this is a key priority area for this Council. Community Planning Council seeks to include the community in developing and embracing visionary long-term planning to leave a legacy we will be proud to pass on to future generations. Goal/Project/initiative

Review and update OCP/undertake quality of life survey

Manage growth in a manner that ensures the maintenance of the character and the quality of the Town

Strategies/Actions

- Plan for the utilization of the old Fire Hall and bus garage sites. - Undertake a quality of life survey. - Review Boundary options to rationalize land use decisions. - Encourage economic initiatives though village centre density and clean industry. - Develop an Active Transportation Plan to identify, prioritize and enhance infrastructure such as: sidewalks, trails, lanes and signs. - Develop a strategic lands inventory and engagement strategy. Focus on identifying and leveraging lands to contribute towards key strategies, where and when possible (e.g., Youth Attraction and Retention, Affordable housing, etc).

Objectives -

Create team Implement facilitation training Develop outreach plan Public engagement Draft report for council consideration and propose actionable next steps.

Projected Completion Date

Timeline Status

July 2015

October 2015

2016 - Part of the OCP review process.

2016

- review existing policies and incentives - analyze the impacts of existing policies and propose new options and incentives for consideration.

2016

2017

- develop land inventory (public and private) - consider range of short and long term options for land in light of guiding policies. - analyze option and develop engagement strategy.

2015/2016

December 2015 to March 2016

Strengthen and beautify the Village core

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QUALITY INFRASTRUCTURE Council is committed to providing, updating and maintaining community infrastructure through well-managed asset planning. Council identified several key priorities for improving and supporting the Town’s infrastructure. Goals such as improved storm water management, the waterfront Master Plan and transportation infrastructure were frequent topics of discussion and will remain key priorities of this Council. Quality Infrastructure Council is committed to providing, updating and maintaining community infrastructure through well-managed asset planning. Goal/Project/initiative

Implement the AgeFriendly Traffic Study

Projected Completion Date

Timeline Status

- Update project list of Age-Friendly Transportation Plan - Provide cost estimates and preferred project approaches (e.g., Build, Design – Build, P3, etc.)

June 2015

To be discussed during Budget process 2015, with a final report in January 2016

- Complete literary review - Complete infrastructure review - Identify gaps in infrastructure - Propose actionable steps.

Part One (Memorial) May 2015 Part Two April 2016

Part One for December 2015

September 2015

Rescheduled to commence in November 2015

Strategies/Actions

Objectives

- Provide a status report focusing on completed projects and possible priorities for the 2015 to 2018 fiscal years.

Explore new ways to move people (e.g. shared transit, shuttle bus, etc.) - Develop a plan for Review storm water infrastructure Implement phase 2 of the Waterfront Master Planning process

completing storm water management infrastructure that incorporates best practices (e.g., water gardens, etc.)

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PROTECTED ENVIRONMENT Council seeks to be an innovator in protecting and securing the environment. Aside from the Implementation of the Waterfront Management Plan which is listed under the Quality Infrastructure strategic goal, the goal of Protected Environment recognizes the role and responsibility of the Town and its citizens, with regard to sustainability. There was discussion by Council around the pillars of sustainability – social, financial and environmental, sometimes referred to as the triple bottom line. Over the course of this strategic plan implementation, staff will be encouraged to integrate the use of triple bottom line in the Town’s cost benefit analyses. Protected Environment Council seeks to be an innovator in protecting and securing the environment. Goal/Project/initiative Sustainability – social, environmental, financial Protection of sensitive areas and steep bank vegetation management

Strategies/Actions

Projected Completion Date

Objectives

- Include triple bottom line consideration in the review and analysis of Town lead projects. - Review and report on current practices, policies, as well as our corporate ability to effectively address steep bank vegetation management. - Review and analysis of current practices, policies as well as the effectiveness of relevant infrastructure (e.g., storm water). Are they ready for the influences of climate change?

- Understand the Town’s ability to endure highwater or storm events.

Prepare for Climate Change – Beach and Other - Understand the Town’s ability to support food security and enhance the agricultural sector within our boundaries.

Timeline Status

Ongoing

2016

2016/2017

Review and analysis of existing infrastructure with aim to establish possible quantifiable performance measures; Literary review of current research summarized under part one of the Waterfront Master Plan; Present report for Council consideration. - Literary review - define areas of influence, direct/indirect - inventory assessment

2015/2016

First report in December 2015 2015/2016

- Identify/develop pertinent relationships (e.g. RDN, First Nations) and common in and out of boundary objectives (e.g., Hamilton Marsh).

2016/2017

- Explore the possible value of rd benchmarking or of 3 party evaluations.

2017

First report in December 2015

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EMERGENCY PREPAREDNESS Council is committed to having a robust cost-effective emergency plan for optimal preparedness and community safety and security. There was considerable support for ensuring that the Town is adequately prepared and resourced for emergencies, and Council has indicated that it is committed to ensuring this is the case. Emergency Preparedness Council is committed to having a robust cost-effective emergency plan for optimal preparedness and community safety and security. Goal/Project/initiative

Strategies/Actions

Objectives

- Complete an inventory of equipment, - Complete an analysis of the Towns current capacity – including equipment, training, infrastructure, volunteers and/or committees - Review and update current Emergency Preparedness Plan

Improve emergency preparedness

training, infrastructure, volunteers and committees. - Analyze existing capacity and identify capacity thresholds based on current inventory. Propose actionable next steps for Council consideration.

- Review existing plan; consider regional context and local resources (human, financial, and other)

Projected Completion Date

Timeline Status

November 2015

February 2016

March 2016

May 2016

December 2015

- Revisit approaches to volunteerism: Appreciation, availability, capacity and training.

2016

- Explore neighbourhood preparedness models (e.g., Eaglecrest Residents’ Association model).

2016/2017

- Create a schedule for mock situational trainings to include staff, differing community volunteers, groups and/or neighbourhoods.

2017 and 2018

- Develop a Community education and engagement plan.

September 2015

November 2015

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CORPORATE CAPACITY Council will oversee and maintain a vibrant well-equipped, efficient, and effective organization. Council indicated that it is important that the bylaws and policies of the town are current, consistent and enable a robust reporting structure. Further, Council is committed to ensuring that its bylaws and policies do not present barriers to investment in the community. Corporate Capacity Council will oversee and maintain a vibrant well-equipped, efficient, and effective organization. Goal/Project/initiative

Undertake a review of bylaws and policies with a view to creating consistency, benchmarking and investment strategy

Strategies/Actions

Objective

Projected Completion Date

Timeline Status

Review and report on identifying priority policy areas for review and timelines for the review. (A) Town Infill - DCC policy, density, land use, setbacks, works & services, height.

(A) Town Infill – DCC policy.

November 2015

January 2016

(B) Tourism – facility, gaps, franchises, services to support tourism gaps (hotels, pubs).

(B) Tourism – review and report on facilities, gaps, services opportunities to support tourism gaps (hotels, pubs).

March 2016

(C) Age-Friendly Transportation Plan– conduct annual reviews of effectiveness of structures and continue to implement priorities.

Key priorities: Core town infill, tourism, age friendly transportation. - Review analyze and report on current practices, policies as well as the effectiveness of relevant infrastructure (e.g. storm water). Are they ready for the influences of climate change?

(C) Age-Friendly Transportation Plani) Review priorities annually ii) Establish and report on completed structure effectiveness, upcoming priorities and implementation schedules.

March 2015

Review complete report to follow in May 2015 - DONE

January 2016

- Literary review of policies and summary of practices; - Review and analysis of existing infrastructure with aim to establish possible impact, and performance measures; - Present report for Council consideration.

February 2016

- Review of and report on benefits and challenges within existing fire bylaw.

May 2015

- Redraft and adoption of amended Bylaw.

TBD

- Perform a gaps analysis.

Review Fire Bylaw

- Review of existing Bylaw, with a view to improve bylaw effectiveness based on current community needs.

December 2015

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Town of Qualicum Beach

Implementation The Town of Qualicum Beach has committed considerable resources to Strategic Planning over the last two decades. The result is a highly focused Council and Staff with significant capacity to carry out and complete multiple complex tasks and projects in a Council term. To continue and further the Town’s success, it is recommended that a number of steps follow, to move the plan and projects forward. Identify tasks and actions In a number of cases, the goals/projects/initiatives listed in the plan require additional detail. Staff should bring forward to Council recommendations regarding the ways and means that some of its priorities can be achieved. Identify required resources The next step in the process is for Staff to detail the resources necessary to carry out each of the initiatives identified by Council. This step should include identification of both Staff and funding sources. Council review Council, in conjunction with the budget process, should review the goal/project/initiative list and required resources. This review may result in reassessment of the timing of various projects. Adoption of the plan by Council Once Council is satisfied that the priority projects are appropriately resourced and scheduled, then Council should adopt the plan by resolution. Progress Updates As has been past practice, Staff should provide regular monthly or quarterly progress updates to Council on the status of the goal/projects/initiatives outlined in the plan. Annual Strategic Plan Review An annual review of the plan should be undertaken by Council to ensure that appropriate adjustments are made and that emerging issues are addressed. Maintenance of the Corporate Strategic Plan Document In order to make the information and direction contained in the Corporate Strategic Plan accessible to Council, Staff and the public, it is important that a single, clear, and comprehensive Corporate Strategic Plan document be maintained. This will help to ensure that the direction and expectations of Council are clear and the institutional memory of the Town and the Corporation’s work is maintained. It will also ensure that annual updating and maintenance of the plan is made relatively straightforward.

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