Council’s Strategic Plan 2020–2021
At the beginning of the term, in early 2019, Council worked together to set strategic goals and objectives to accomplish in the first two years, to be reviewed annually.
In March and April 2020, Council reviewed and confirmed the major Strategic Goals from the previous 2019–2020 plan and reviewed and updated the objectives for the next two years.
Major Project Priorities were added, as well as a process for amendment. On May 25, 2020, Council formally adopted the Goals and Objectives, Major Project Priorities and Process for Amendment as Council's Strategic Plan, 2020 – 2021
Our goal is to make West Vancouver a complete community; and one that is liveable, vibrant and inclusive. To accomplish this, we need to attract and inspire a full spectrum of people to live, play and work here. A vibrant economy, diverse housing choices and exciting amenities consistent with the Official Community Plan are also part of Council’s vision.
West Vancouver has the highest average housing costs in the region for both homeowners and renters. This is amplified by the limited diversity of housing and too many vacant homes in our community. Although housing affordability is driven by a number of factors, including market economics and demand, Council can take action to enable the development of desired forms of housing to increase housing options in our community.
Strategic Goal: Significantly expand the diversity and supply of housing, including housing that is more affordable.
1.1 Ensure that 250* housing units are approved per year over the next 5 years, of which approximately 50, are rental units and include accessible housing units.
1.2 Specify targets and provide incentives for 'missing middle' housing types such as mixed-use housing, infill housing, duplexes, coach houses and townhouses.
1.3 Work towards an Area Development Plan for a residential mixed-use neighbourhood in the Upper Lands - Cypress Village.
1.4 Create policies and guidelines for single family residential zones with reference to the findings in the Neighbourhood Character Working Group report.
* These targets will be updated upon completion of the Housing Needs Assessment in the fourth quarter of 2020.
Our businesses are facing a diminishing local market and are having difficulty attracting and retaining staff due to high housing costs and limited transit options. We want to ensure that our residents retain the commercial services they are accustomed to while maintaining the character of our commercial centres. Council can take action by planning land use to support commercial activities through collaboration with the local business community.
Strategic Goal: Create vital and vibrant commercial centres.
2.1 Develop economic recovery plans, and continue to provide economic development support to local businesses.
2.2 Complete the Local Area Plan for Horseshoe Bay.
2.3 Initiate a Local Area Plan for the Ambleside Town Centre.
2.4 Ensure that a vibrant commercial component is included in the neighbourhood development of Cypress Village.
2.5 Strengthen relationships with the business community.
Adapting to a changing climate is one of the greatest challenges our community faces. We contribute more GHG emissions per capita than the regional average. These emissions come from three primary sources: burning natural gas for our buildings, fuel to power vehicles and decomposition of solid waste. We are already experiencing the effects of climate change such as shoreline flooding from sea level rise, storm events, wildfires and summer droughts and these will likely continue. Council can support a resilient community through adaptation measures and policy.
Strategic Goal: Protect our natural environment, reduce our impact on it, and adapt to climate change.
3.1 Achieve yearly targets to reduce energy use and carbon emissions by the community and in District operations, incorporating IPCC targets into yearly targets.
3.2 Address the threats of wildfires and floods.
3.3 Develop an Urban Forest Management Plan and decide whether to amend the Interim Tree Bylaw.
3.4 Integrate natural capital assets into the regular management and budgeting process.
3.5 Reduce community and corporate waste, including single use plastics.
Our community’s topography and low-density neighbourhoods give us little opportunity to expand our existing road network and have contributed to a car-dependent community. Three-quarters of our workforce and one-quarter of our students commute into West Vancouver every day while many of our residents commute out of West Vancouver for employment. The resulting congestion impacts residents’ quality of life, the ability of employers to attract and retain employees, increases road maintenance costs, creates pedestrian safety concerns and increases greenhouse gas (GHG) emissions. Council will strategically address these challenges by working collaboratively with multiple regional partners and our citizens.
Strategic Goal: Improve mobility and reduce congestion for people and goods.
4.1 Collaborating with the North Shore municipalities, First Nations, and regional, provincial and federal agencies to reduce traffic congestion and improve transit options on the North Shore.
4.2 Updating the Strategic Transportation Plan to create a Mobility Plan.
4.3 Diversify, expand, and improving the safety and appeal of active transportation options.
West Vancouver is fortunate to have many residents who contribute their time, expertise and passion in shaping our community, our priorities and our objectives. We also have dedicated and professional staff who are committed to delivering high-quality and efficient programs and services. Council will continue to build on this strong foundation and engage the community to deliver the services that our residents are accustomed to while being fiscally responsible.
Strategic Goal: Deliver municipal services efficiently.
5.1 Reviewing current services and staffing levels in order to ensure District services are appropriate and delivered in an effective and efficient manner.
5.2 Continuing to attract and retain high quality employees.
5.3 Continuing to pursue excellence in community engagement, consultation and communication, leveraging technology.
Our community recognizes the importance of social inclusion, high-quality public facilities and the valuable services provided by our community organizations. West Vancouver is becoming less age diverse as our population ages while at the same time, we are becoming more culturally diverse and have opportunities to celebrate our increasing cultural richness. Council supports our residents’ well-being through the programs and facilities that contribute to a strong social fabric.
Strategic Goal: Enhance the social well-being of our community.
6.1 Developing an interim and long-term solution for Klee Wyck.
6.2 Deciding on a new Arts and Culture Facility.
6.3 Acquiring the two remaining Ambleside Waterfront properties.
6.4 Initiating a volunteer stewardship program to improve our trails.
6.5 Finding a permanent home for the Adult Day Care Centre.
6.6 Improving food security, storage and supply in West Vancouver.
6.7 Creating a Child Care Plan for the District.
6.8 Selecting a permanent home for the Youth Centre.
6.9 Strengthening relationships with First Nations based on respect, equality and meaningful engagement.
6.10 Creating a policy for the preservation of heritage assets.
On March 4, Council considered 13 major projects which are not already funded or underway. Using a voting system, Council prioritized their top three Major Project Priorities:
1. A new Arts Centre
2. A permanent replacement for the Youth Centre
3. A major renovation or replacement for the Seniors’ Activity Centre
There are three projects that were not included in the list of thirteen and Council did not vote on them. These projects already have plans in place and funds allocated:
1. Argyle Property Purchase (remaining two lots)
2. Municipal Hall Seismic Upgrade / Renovation (underway)
3. Place for Sport (new)
Recognizing that they may need to address emerging priorities over the next two years, Council developed a process to amend the Strategic Plan and Major Project Priorities.
At any Council meeting, Councillors interested in amending the Strategic Plan to address an emerging issue, emergency situation or extraordinary opportunity must bring forward a motion, accompanied by a short report, to request a report from staff on the implications of adding a proposed objective.
This report must outline which of the six Strategic Goals the new proposed objective will lead to, as well as the deliverable that the new proposed objective is meant to achieve.
At the next Quarterly Update, staff will provide a brief report to Council outlining what objectives planned for a given year may need to be reconsidered and the implications of doing so.
At the same meeting as outlined in Step 2, Council will vote on whether to move forward with the new objective and deliverable, and what objective(s) may need to be removed from the Strategic Plan.
If Council supports proposed objectives and deliverables that fall outside of the six Strategic Goals, a new section will be added to the plan entitled Emerging Issues, Emergency Situations, or Extraordinary Opportunities.