Shown here is a summary of the key progress and achievement highlights for the previous-year Corporate Plan’s short-term priorities.
APPENDIX 3
Improve the alignment of development-related benefits with corporate priorities and processes by (a) using relevant metrics to optimize allocation of development-related benefits, (b) evaluating and planning for the long-term financial implications of new development-related benefits, (c) updating and rationalizing existing development cost levy bylaws, and (d) exploring new tools/approaches to achieve and manage development-related benefits.
site-specific rezonings, resulting in reduced time and cost of development approvals, and increased certainty and predictability for developers and the community.
- Approval of new inclusionary density bonus zones included in the West End Community Plan and Downtown Eastside Area Plan, allowing additional density in exchange for social and/or rental housing.
- New density bonus zones included in the Marpole Community Plan allow additional density in exchange for “amenity share” contributions, to be applied toward affordable housing and other public benefits identified in the plan’s public benefit strategy.
- City policies and procedures amended to accommodate new extended Development Cost Levy (DCL) rate protection legislation approved by the Province, intended to provide more certainty regarding DCL rates over development process.
- Expanded use of flat rate target community amenity contributions (CACs) to include Cambie Corridor, Norquay Village, Little Mountain Adjacent Area and Marpole neighbourhoods.
2B. Enterprise Risk Management and Business Continuity Planning
Develop and implement an enterprise risk management framework, organizational structure that assists Council and staff in strategically assessing and addressing the various risks facing the City over time, including a business continuity planning function.
• Completed development of the enterprise risk management strategy and supporting tools, and restructured the City’s Risk Management Committee.
• Multi-year implementation of enterprise risk management function designed and underway, for five programs: compliance, risk registers, business continuity, issues management, and project management.
2C. Business Intelligence Program
Develop and implement a coordinated strategy for enhancing internal decision support and analytic capabilities, that considers metric development, business intelligence tools, internal skills/capacities, and existing software system capabilities; deliverables to focus on
• Business Intelligence Strategy Phase 1 completed.
• Corporate Driver Services dashboard designed and implemented.
2D. Warehousing and Inventory Optimization
Enhance warehouse and inventory management, streamlining and standardizing operations across the City’s warehouses, and optimizing site layouts and equipment to provide a single view of the City’s inventory operations and ensure the right supplies are available and delivered as needed in the most sustainable and cost-efficient way.
• Designed and implemented a consolidated organizational structure for Phase 1 warehouses under the Director, Supply Chain Management, based upon leading practice, standardized warehouse and inventory processes and procedures.
• Reduced inventory value for Phase 1 warehouses by approximately 25% over the twelve months ending December 2014.
• Consolidated a number of standalone inventory tracking systems to the City’s enterprise SAP system, including Heavy Urban Search and Rescue and National Works Yard’s non-stock inventory.
3A. City Fleet Optimization
Implement the City’s Green Fleet Plan, with a focus on developing and initiating implementation of a plan to leverage technology such as GPS to optimize City vehicle fleet in terms of cost, customer service and GHG efficiencies, with a target of reducing size of overall vehicle fleet by 20%.
• Completed GPS Initialization Phase, background work required for the incorporation of vehicle telematics into all City-managed fleet units, targeted for 2016.
• Lowered annual City fleet emissions by 3% by the end of Q3/2014 over the same period last year, attributed to idle reduction programs, enhanced route planning, and replacement of end-of-life fleet units with newer, more fuel efficient technologies.
• Notable fleet additions include two hybrid electric garbage collection vehicles, eight electric vehicles and sixty-one VPD patrol vehicles with reduced engine size and idle reduction technology.
3B. Climate Change Adaptation
Implement the top priorities of the City’s Climate Change Adaptation Strategy, including (a) completing a coastal flood risk assessment, (b) updating regulated flood construction levels, (c) developing a back-up power strategy, (d) developing an extreme heat response plan, and (e) developing an integrated storm water management plan.
• Phase 1 of the Coastal Flood Risk Assessment completed, with recommended new flood construction levels, associated building and zoning bylaw
amendments have been enacted.
• Completed Phase 1 of the backup power inventory, and generated VanMap link to map backup power with seismic, soil condition and flood map layers.
• Completed the Extreme Heat Initial Response Guideline in conjunction with the Medical Health Officer, Vancouver Coastal Health and Environment Canada, Cool Building pilot project, using heat island and vulnerability mapping, underway at Simon Fraser University.
• City-Wide Integrated Stormwater Management Plan (ISMP) completed, including a partnership with Musqueam First Nation for the Musqueam Creek ISMP.
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
APPENDIX 3
to Adapt to Changing Landscape
Update the City’s solid waste strategies and operations to respond to the changing regulatory landscape and to operational requirements, with a focus on
(a) developing a long-term strategy for the Vancouver Landfill that includes the City’s landfill gas collection targets, (b) developing a strategy to respond to Metro Vancouver’s waste-to-energy plans, (c) aligning the City’s recycling collection/disposal operations with changes arising from new “extended producer responsibility” legislation, (d) developing an action plan to respond to imminent/potential legislative changes such as the construction demolition ban, organics waste ban, and zero waste legislation, and (e) expand the City’s compostables collection and disposal program to include multi-unit residential buildings.
resulting in increased financial support for City’s recycling programs.
• Green bin service collecting food scraps and organic waste expanded to include approximately 1,800 multi-family buildings.
- Garbage tonnage decreased by 40%
- Compost recovery increased by 60%
- Overall diversion from landfill of residential solid waste is 60%, up from 55%
in 2013.
• In 2014, Council approved the Construction and Demolition Waste Diversion Strategy, the Building Materials Reuse and Recycling Bylaw and an organics waste ban.
3D. Urban Forest Strategy
Develop and implement an urban forest strategy and management plan.
• Council approved the Urban Forest Strategy, informing the protection, planting and management of the city’s urban forest.
• Approximately 2,100 trees saved annually via amendment to the Protection of Trees Bylaw.
4A. Employee Engagement Action Plan and Internal Communications
Implement the top priority actions arising out of the 2013 employee engagement survey aimed at improving employee engagement, including development and implementation of an internal communications strategy.
• Enhanced the City's leadership development programs, with focus on front-line managers and supervisors, including a new CityLearn leadership framework, delivered almost 1,000 leadership training sessions in 2014.
• Business unit leaders have developed and implemented action plans to address priorities identified in the most recent employee engagement survey.
4B. Recruitment Strategy
Develop and implement an updated recruitment strategy to support City management in attracting
• Implemented centralized recruiting function for Vancouver Board of Parks and Recreation, with substantial improvements in hiring process efficiency and quality of hiring outcome.
5A. First Nations Collaboration Initiative Create an internal organizational structure for
enhancing collaboration among the City and local First Nations leadership both within the local bands and within the urban Aboriginal communities, by tracking and ensuring alignment among relevant initiatives being led by disparate City departments that include External Relations and Protocol Office, City Clerk’s, Office, Engineering Services, Community Services, Vancouver Police Department, and Park Board.
• Vancouver City Council formally acknowledged that Vancouver is on the unceded traditional territory of the Musqueam, Squamish and Tsleil-Waututh First Nations.
• City of Vancouver and the Musqueam entered into a comprehensive services agreement.
• City Council and senior staff were welcomed at a dinner hosted by the Tsleil-Waututh Nation.
• Elected officials and staff involved in a wide range of Year of Reconciliation activities.
5B. Regional Funding Allocation Decisions
Improve the City’s ability to influence key regional funding allocations in order to ensure fair and equitable outcomes, including the Broadway rapid transit project and upcoming Metro Vancouver liquid waste and solid waste capital investments.
• City involved in collaborative development of the Mayors’ Transportation and Transit Plan for Metro Vancouver, a document that identifies a plan for regional transit expansion and associated funding, to be put to a public referendum in 2015.
• City staff and elected officials working with Metro Vancouver to ensure fair and equitable allocations for other major capital works.
5C. Healthy City Strategy Partnership with Vancouver Coastal Health
In collaboration with Vancouver Coastal Health, the Vancouver Police Department, and a number of other key stakeholders, develop an long-term integrated strategy that focuses on advancing the overall health of Vancouver’s citizens, communities and local environment, focusing on mental health issues and sex trade workers, and aligned to key strategies such as the Vancouver Police Department 2012-2016 Strategic Plan, the City’s Greenest City Action Plan, the Vancouver Economic Action Strategy, the Housing and Homelessness Strategy, and Transportation 2040.
• Council approved the City’s first-ever Healthy City Strategy: A Healthy City for All, supported by a public engagement process that included over
10,000 people.
• Established the Healthy City for All Leadership Table, comprised of the City and various partner agencies, with the mandate of advancing the highest-priority recommendations in the Healthy City Strategy.
• Partnered with Vancouver Coastal Health on the Healthy People, Healthy Places Summit.
5D. Municipal Access to Fraser River Shoreline and Other Provincial Land
Engage the BC provincial government to secure long-term recreational and other municipal-purpose access to the north shore of the Fraser River as well as other key locations.
• Negotiations underway with the Province of BC to renew approximately thirty leases and sewer outfalls along the north shore of the Fraser River.
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
APPENDIX 3
Advance Housing Availability and Affordability Using the City’s Housing and Homelessness Strategy as a guiding framework, develop a set of clearly articulated deliverables associated with meeting the City’s housing, affordability and homelessness objectives, to include
(a) evaluating options for establishing a City of Vancouver housing development company that acquires and develops new homes, (b) exploring how community amenity contributions can be leveraged to create more family-oriented housing, (c) working to improve the capacity of the non-profit and co-op housing sectors to enable them to help meet the City’s housing availability and affordability objectives, and (d) regularly reporting to Council on progress toward meeting the City’s housing targets.
achieved:
- 65% of the City’s 2014 non-market housing target, - 86% of the City’s 2014 supportive housing target, - 189% of the City’s 2014 market rental target, and - 90% of the City’s 2014 suites and laneway homes target.
• Established the Vancouver Affordable Housing Agency, a corporation owned by the City of Vancouver with the mandate to serve as the City’s agent in enabling the development and delivery of new affordable housing units in Vancouver.
6B. Support Shift to Transit, Cycling and Pedestrian Transportation
Support the goals articulated in the City’s Transportation 2040 Plan, by focusing on (a) by working with Translink to support/optimize Broadway Corridor rapid transit planning, (b) implementing a public bike share system, and (c) developing a comprehensive parking strategy for Vancouver.
• The Mayors' Council on Regional Transportation, representing twenty-one municipalities, came together to develop a ten-year plan for enhancing Metro Vancouver’s transit and transportation system and for funding these enhancements, significant progress on Broadway SkyTrain extension project.
• Contextual work for parking strategy completed, including a cruising for parking study to better understand how long it takes to find a parking space, a meter compliance survey, and on-street residential parking best-practices research.
6C. GHG Reduction Plan for New and Existing Buildings Develop and implement an action plan for achieving the Greenest City Action Plan goals of (a) reducing energy use and GHG emissions from existing buildings citywide by 20% over 2007 levels, and (b) requiring all buildings constructed from 2020 onward to be carbon neutral in operations – articulating the City’s tactics to
• The Energy Retrofit Strategy for Existing Buildings approved by Council, external implementation funding secured.
• Vancouver Building Bylaw amended to include higher energy performance requirements for residential and commercial buildings.
• An external network of certified energy advisors established to verify compliance with new energy requirements for one- and two-family homes.
6D. Community Planning
Ensure future growth meets the needs of Vancouver communities and contributes to sustainable, affordable, livable and inclusive neighbourhoods, by (a) undertaking Grandview-Woodland, Northeast False Creek, Eastern Core, South Shore of False Creek and Cambie Corridor community plans, and (b) developing an enhanced approach to the conservation of heritage properties.
• Grandview-Woodland Citizens’ Assembly established, comprised of approximately fifty local residents that will be involved in shaping the Grandview-Woodland Community Plan.
• Completed the Eastern Core Area Profile.
• Public hearing for Concord 5B West in Northeast False Creek underway.
6E. Downtown and Cambie Corridor District Energy Working with the appropriate private industry and public sector partners, enable the delivery of (a) the Cambie Corridor district energy system, (b) the downtown Vancouver district energy system, and (c) the BC Children and Women’s Hospital district energy system.
• Established agreement with FortisBC to develop neighbourhood energy implementation plan for North Cambie.
• Established agreement with Creative Energy to supply neighbourhood energy to Northeast False Creek and Chinatown, and to develop neighbourhood energy implementation plan for South Cambie.
• Commenced feasibility study and planning for conversion of downtown Creative Energy steam system, including identification of new energy centre site.
• Completed feasibility study for neighbourhood energy supply to South Downtown neighbourhood.
7A. Vancouver Innovation Hub
Facilitate the establishment of an early-stage technology and social enterprise incubator/
accelerator in downtown Vancouver that is inclusive and collaborative, and that complements the existing local array of business incubators and accelerators.
• Secured Vancity Community Foundation as the lead tenant of the proposed technology and social enterprise incubator, responsible for undertaking base building upgrades, establishing and operating the Centre in consultation with the City and the Vancouver Economic Commission, and for providing programming and property management services.
• Construction, lease, programming, and property management agreements under development.
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
APPENDIX 3
Update key City regulations, policies and
infrastructure to help the creative, digital and green economies thrive locally, with a focus on and (a) supporting small business, (b) modernizing the City’s Sign Bylaw, (c) creating more job space in Vancouver’s industrial-use zones, (d) establishing a “digital district” in Vancouver that concentrates the presence digital businesses in order to enhance visibility, synergies and collaboration, (e) establishing a “green enterprise zone” in the False Creek Flats neighbourhood, designed to promote research and development related to environmental sustainability, to attract “green” research, service and manufacturing jobs to Vancouver, and to advance energy efficient construction, (f) developing and implementing a public wireless internet access strategy, including the Granville Street wifi pilot project.
the success of small business.
• Significant progress made regarding Sign Bylaw enhancements.
• Digital economy objectives incorporated into the Downtown Eastside Local Area Plan that includes the Railtown neighbourhood.
• Significant progress toward establishment of a green enterprise zone, including comprehensive stakeholder and expert consultation.
• Convened a discussion on textile waste collection and the circular economy among business leaders.
• Completed Granville Street wifi pilot project, implementing plan to launch free public wifi access in select community centres and various other locations throughout the city.
7C. Local Entrepreneur Proof of Concept Program Launch a program that supports local innovation in the rapidly-emerging clean technology and digital industries, by leveraging the City’s assets, infrastructure, and procurement and sustainability policies, in order to assist local entrepreneurs in proof-of-concept initiatives, pilot projects and/or showcasing new products and services.
• Green and Digital Demonstration Program launched, designed to provide support to entrepreneurs in Vancouver’s clean technology and digital sectors by providing temporary access to City-owned buildings, streets and vehicles for technology demonstrations and proof-of-concept trials.
7D. Green Jobs Action Plan
Develop and implement an action plan to address the City’s Greenest City Action Plan and Economic Action Strategy target of doubling the number of green jobs over 2010 levels by 2020.
• Green Jobs Report published by the Vancouver Economic Commission (VEC) shows 20,000 green jobs in Vancouver, up 19% since 2010, and accounting for 4.9% of jobs in the city.
• Green Jobs Roadmap developed by VEC, identifies highest-impact programs and policies for achieving the City’s green jobs targets.
• Green and Digital Demonstration Program anticipated to contribute to green
8A. Earthquake Preparedness
Advance the City’s ability to respond to an earthquake as articulated in the City’s Earthquake Preparedness Plan, with a focus on (a) seismically reinforcing vulnerable components of the City’s water distribution system and enhancing post-earthquake access to firefighting water supply, (b) refining ability to predict consequences by updating the City’s earthquake hazards map, (c) updating emergency communications plan and public education program, targeting residents as well as small and medium-sized businesses,
(d) exploring options to maintain post-earthquake transportation access to the downtown peninsula, and (e) developing community disaster support hubs to facilitate community-based response.
• Enhanced City’s ability to respond during an emergency, including:
- Created robust structure to manage volunteers via the City’s Vancouver Volunteer Corps.
- Developed Downtown Peninsula Evacuation and Shelter-in-Place Guideline.
- Developed mobile operations centre kits.
- Significant emergency response staff training, approximate numbers of staff trained in brackets: disaster staging area (60), rapid damage assessment (100), and Emergency Operations Centre (100).
• Enhanced emergency communications, including:
- Developed a comprehensive emergency communications plan.
- Enhanced City’s emergency preparedness website and established backup server for delivering information to the public during an emergency.
- Distributed an earthquake preparedness video to the public during Emergency Preparedness Week.
8B. Marine and Shoreline Safety and Environmental Protection
Monitor, evaluate and respond to the proposed Kinder-Morgan oil pipeline expansion in order to ensure that the appropriate risk mitigation and emergency response measures are in place if the project advances, and, in collaboration with Port Metro Vancouver and inner harbour municipalities, establish a renewed marine fire response program to replace the existing Fireboat Consortium.
• Successfully applied as an intervener in the National Energy Board hearings regarding the proposed Kinder Morgan oil pipeline expansion, activities included conducting community engagement, developing a comprehensive evidence package, and submitting approximately 400 information requests.
• Updated marine fire response service and purchase of two new fireboats approved by Council, service implementation underway.
8C. Community-Focused Policing Initiatives
Implement the initiatives articulated in the Vancouver Police Department’s 2012-2016 Strategic Plan, with a focus on developing and maintaining positive working relationships within the VPD and between the VPD and stakeholder agencies, providing public educational outreach on policing-related issues, and providing socially responsible programs and initiatives that benefit youth.
• Founded the VPD Cadet Program, offering high school students the
opportunity to learn about police work, train with police officers and develop leadership skills, over sixty youth to graduate in spring 2015 in the inaugural class.
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
APPENDIX 3
Meet VPD violent crime reduction targets through the initiatives identified in the VPD 2012-2016 Strategic Plan that entail reducing the number of violent incidents through preventative measures, investigating the violent incidents that do occur in an effective manner, communicating as appropriate with the public about police incidents, and meet VPD property crime
Meet VPD violent crime reduction targets through the initiatives identified in the VPD 2012-2016 Strategic Plan that entail reducing the number of violent incidents through preventative measures, investigating the violent incidents that do occur in an effective manner, communicating as appropriate with the public about police incidents, and meet VPD property crime