Strategies & Plans
The following documents are the outcome of several years of work directed by Council and undertaken by the Planning Department and various consultants to create a new direction and vision for Ambleside.
- Ambleside Village Centre Strategy
- Proposed Policies, September 2007
- Economic Review, November 2006
- Parking Study Executive Summary, December 2005
- Comparison of Local Shopping Districts, April 2005
- Ambleside Town Centre Strategy - Policy Recommendations, December 3, 2007
- Ambleside Town Centre Strategy - Key Issues, September 17, 2007
- Ambleside Town Centre Strategy Working Group Recommendations, July 16, 2007
- Ambleside Streetscape Standards
The Arts & Culture Strategy is a high-level document that sets the stage for more detailed planning for facilities and programs that will be undertaken over five years (2018–2023).
The process of creating the West Vancouver Arts & Culture Strategy began in late 2016 with the formation of a steering committee. In May of 2017, the District embarked on an extensive community engagement process. A Strengths, Opportunities, Aspirations, and Results (SOAR) analysis summarizes what was heard from the community, supplemented by background research and analysis.
Prepared by the Community Grants/North Shore Social Services Working Group.
The Caulfeild Park Management Plan is a detailed plan that outlines specific work to be done to maintain the landscape of this beautiful shoreline park. Rocky shores, sandy beaches, and forested trails co-exist in this unique community space. The plan ensures that the natural environment, views, and walks are protected and maintained.
The plan was created by a task force in the mid-1990s, in consultation with residents and adopted by Council in 1996. Parks department staff are responsible for implementing the plan.
The District of West Vancouver, along with members of the North Shore Congress, confirmed its commitment to children and families by signing the Child and Family Friendly Community Charter in October 2011. Signed by key North Shore decision-makers, including the Mayors of all three North Shore municipalities, the Charter provides guidance for specific strategies and solutions to improve the health and opportunities for children in the community.
Prepared by the Child Care Services Working Group, the plan addresses immediate and long-term child care issues in the community.
The Civic Youth Strategy was created in 2002 to give the youth of our community a chance to directly affect the decisions that matter to them the most and to give them a voice within the community and civic government.
The Civic Youth Strategy is not a project but an ongoing process and guideline for youth, staff, Council and community partners. The strategy is about changing the culture of municipal government, bringing about awareness of the positive contributions youth can make to their community, bringing a youth perspective to civic policy development and planning, and making municipal resources available to all youth. Achieving and maintaining these goals/vision requires a constant and persistent effort.
This Strategy won an award for Excellence for Innovation from the Canadian Parks and Recreation Association in 2005.
It was updated and renewed for the period 2006–2010.
On July 14, 2008, West Vancouver became a Signatory of the British Columbia Climate Action Charter.
The Charter called on BC communities to find ways to tackle the challenges posed by climate change, and to pledge to significantly cut greenhouse gas emissions by 2012.
The Climate Action Working Group was created to prepare and implement a Climate Action Plan for the community and the commercial and municipal operations in West Vancouver.
Guided by the findings and recommendations of The BC Climate Action Charter, the group was challenged to identify and initiate an adoptable set of programs and projects where identifiable reductions take place. West Vancouver has produced an inventory of the District’s GHG emissions, which shows that residents are responsible for 95% of emissions. Therefore, meaningful reductions will require modifying the behaviour and life-styles of residents.
In 2014 the District appointed a citizen working group to develop a Community Energy and Emissions Plan (CEEP). The purpose of the CEEP is to address the twin challenges of climate change and energy security in a manner that maximizes opportunity for residents, businesses and institutions. Key science, resource and policy issues make climate change and energy security important to address today and protect future generations.
The process focused on the following areas:
Buildings and Transportation: The principal sectors from which the vast majority of energy is consumed and greenhouse gas (GHG) emissions are generated.
Land Use: Land use decisions (e.g. building types, sizes, uses and locations) strongly influence transportation and building energy use and supply opportunities. Land use is also the primary area of responsibility for municipalities.
Local Energy Supply: Energy supply opportunities are typically small in BC, however, with technological change and rising energy prices, there will be more renewable energy opportunities for neighbourhoods and individual buildings and lots.
Solid Waste: Waste management has GHG and energy dimensions and is strongly influenced by local government decision-making.
The Strategic Plan Working Group (2010) took the lead in developing a Strategic Plan, supported by a vision and mission statement.