2013 Strategic Business Plan

Transcription

1 2013 Strategic Business Plan March 21, 2013

2 BOWEN ISLAND MUNICIPALITY 2013 STRATEGIC BUSINESS PLAN TABLE OF CONTENTS A. THE 2012 BUSINESS PLAN 1. Introduction 3 2. How the Plan Works 3 3. How the Plan is Structured 4 B. KEY COUNCIL PRIORITIES 1. Doing Municipal Business Differently 5 2. Financial Improvement Strategy 6 3. Community Lands 8 4. Snug Cove Improvement Community Centre Economic Development Strategies Mannion Bay Clean-Up Parks, Trails and Recreation Master Plan Tunstall Bay Boat Launch 16 C. KEY ADMINISTRATIVE PRIORITIES 1. Emergency Plan Occupational Health and Safety File Retention and Destruction Bylaw Bylaw Enforcement Strategy Subdivision and Development Services Bylaw Capital Asset Management Service Levels The Old Library Lot on Carter Road 22 D. SUMMARY OF BUDGET DIRECTIONS 1. Introduction Summary Table 23 E. EMERGING PRIORITIES 1. New Fire Hall New / Expanded Works Building 24 F. CONCLUSION 25 2

3 A. THE 2013 BUSINESS PLAN 1. INTRODUCTION The 2013 Strategic Business Plan is the outcome of a new strategic, business planning process for Bowen Island Municipality. The process is based on a number of principles, including: The key Council priorities for the Community set out in this Plan are established in concert with early input from municipal staff; Council priorities will be the basis of the upcoming municipal budget priorities, and will represent the key work program priorities for staff in the coming year; Emerging priorities that are to be brought forward in future years are agreed upon; Departmental priorities that are important to achieving the municipality s objectives and which are shared by Council are documented, and will also drive staff work programs; and Overall, the Plan is focused on implementation key initiatives for the coming year must identify the resources and budget required to implement them, and must be realistically achievable within the timing constraints imposed. It is important to recognize that an annual, strategic business plan is by definition a work in progress. As the municipality s circumstances change, as new issues and challenges emerge, it is important that the Plan remain flexible and that it evolve. In future years, the objective is to complete the Business Plan earlier so that it can be used as an early guide to budget setting that will address Council and community priorities. As experience is gained with this process, the Business Plan will become an increasingly important policy and management tool for Bowen Island. It will ensure a strong partnership between staff and Council in working towards achieving community priorities, will contribute significantly to building awareness of the activities, plans, and priorities at Municipal Hall, and will make the municipality much more efficient and effective in planning and implementing new programs and facilities, and delivery of existing programs and services. 2. HOW THE PLAN WORKS The Business Plan is approved by Bowen Island Municipal Council. As approved, the Business Plan sets out Council s general agreement on what the priorities for 2013 will be; the Plan also sets out for staff the general directions on the policy approach and strategies that Council wishes staff to pursue on particular issues. It is stressed, however, that the majority of actions in the Business Plan still require reports back to Council for specific Council approval. By way of example, Council, through the Plan, may direct staff to include funding for a specific project in the upcoming budget, but the formal approval of the funding does not occur until Council approves the budget. 3

4 The Business Plan represents a significant step forward in managing Council and staff priorities, and ensures that Council direction is acted upon. The content of the Plan is established by Council in discussion with staff. As a result, staff understand what the key projects are that they should be spending time on, and they have direction on what options Council is interested in considering with respect to particular issues. This approach is invaluable to staff in drafting reports that cover the full range of options with respect to an issue and reflect Council s commitment to community priorities. The Plan is particularly valuable to staff when preparing the annual budget, in that Council has already established its priority list of projects or programs that it would like to have included in the budget. Quite simply, it takes the guess work out of the process, and saves significant time for staff and Council. In addition, the Plan is intended to be strategic. Circumstances change financial issues arise or may be resolved, legislation changes, infrastructure needs may arise that are not anticipated that distort priorities, grants may become available, and so on. Thus, the Plan is reviewed each year in advance of the budgeting process with these uncertainties in mind. Finally, it is important to note that the plan focuses on implementation. The objective is to set priorities that are achievable within the limits of resources staff and budgets within the budget year. Over time, this ensures ongoing progress in the achievement of priorities. 3. HOW THE PLAN IS STRUCTURED The 2013 Business Plan is set out in four parts: Key Council Priorities, which represent those priorities that Council has identified as important; these priorities are generally community oriented; Administrative Priorities, which represent priorities that are focused primarily on improving the efficiency or effectiveness of service delivery, or improvements to the management of the municipal organization; A summary of budget directions; and A summary of Emerging Priorities, which will be pursued in 2014 or later. Future plans will also have a summary of departmental priorities attached. There are ongoing projects and programs that municipal departments are striving to improve. 4

5 B. KEY COUNCIL PRIORITIES 1. DOING MUNICIPAL BUSINESS DIFFERENTLY One of Council s key successes over the past year has been to strengthen the qualifications and experience of staff, and to develop a strong partnership between staff and Council. The objective has been to create an organization that functions professionally and effectively in delivering services to the citizens of Bowen Island. A strong and positive relationship between staff and Council is fundamental to a well-functioning organization. The administration is guided by Council policy and it is necessary to have a shared vision, philosophy and approach. Part of the success of this Business Plan will be to now focus the work of staff and Council on achieving, together, our key priorities, addressing the current financial challenges facing the municipality, creating a climate within which local businesses can continue to prosper, meeting our needs as a community, and providing opportunities for people to both live and work on Bowen Challenges: To achieve our objectives means working on two fronts: Bringing a consistent set of values to the delivery of services; and Developing a consistent approach to the funding and implementation of priority projects and programs. The strategic directions to be pursued in the implementation of our key priorities are set out in the following pages. The key values that will be used to evaluate our strategies are noted below, and focus on: The kinds and levels of services that are offered by the municipality; How services are delivered; How much is charged for services; and How we can do municipal business in a more businesslike manner Strategies for Doing Business Differently: Bowen Island has seen a reduced level of financial growth, yet the community has the same or increased expectations for the delivery of municipal services. Declining property values and the cost of commuting off-island highlight the need for a self-sustaining local economy. In order to meet the expectations of Island residents and support economic opportunities without increasing costs, a new direction is needed that will: Focus on how to increase the earning potential of Bowen Island without relying solely on tax increases; Provide the opportunity for Bowen Island residents to work on Bowen Island by creating a climate for the private sector to do business in a way that generates local economic development; 5

6 Find ways to help our local businesses thrive; this includes creating ways for businesses to deal with potential development ideas in a timely way, and have certainty about municipal processes and timing; and, Take advantage of assets and opportunities that the community has, such as the Community Lands and its natural assets. Specific strategies that will be pursued to address this new direction, and which are discussed in more detail in this Business Plan, include: Building the foundation by developing new bylaws and policies such as a Subdivision and Development Servicing bylaw, through business licencing, and by updating existing bylaws in order to recoup costs and help the business community with an understandable and level playing field; Ensuring the appropriate distribution of the costs of providing services between user pay fees and property taxes; Providing for services in a way that reflects our community Bowen Island is a spatially dispersed municipality which increases the cost of providing many services over what the per capita costs would be in an urban municipality; Building community pride and creating a positive image of Bowen Island; Building on what already exists in the community; and Laying the foundation for business/entrepreneurial opportunities and creating an atmosphere where Bowen Island Municipality will enable this to happen. 2. FINANCIAL IMPROVEMENT STRATEGY 2.1. Issues: As part of its overall strategy to do business differently, Council is working towards a comprehensive Financial Improvement Strategy. This strategy focuses on areas where the municipality can raise revenue to cover its cost of doing business, where it can find additional revenue producing initiatives, and improve staff efficiency through the updating of bylaws, procedures and practices General Policy Initiatives in the Financial Improvement Strategy: The Financial Improvement Strategy entails a number of policy initiatives that staff have been asked to pursue. These initiatives include the following: Developers to pay for costs of services relating to development: The municipality will ensure that if development proposals impose costs on the municipality for services (e.g. road, water, or sewer improvements, or other municipal services) then the developer should pay their fair share of these costs rather than shifting them to the general tax levy Identification of amenities from developers: The municipality will identify its priorities for such things as parks, trails, and other amenities through its plans, such as a Parks, Recreation, and Trails Master Plan. For example, the municipality will encourage development projects to provide trails and preserve open space, it will not accept the cost of maintaining open space or trails that do not serve the broader community, and which taxpayers cannot afford to maintain. 6

7 Requirements for development and planning initiatives: Developers and the general public will be provided with the information they need to prepare their planning and development applications with an appropriate level of staff assistance. This will be provided through such things as a Subdivision and Development Servicing Bylaw, which will set out the Municipality s requirements in advance. There are many readily accessible consultants who can assist with planning applications, and applicants will be encouraged to use consultants rather than expecting municipal staff to assist them in preparing their plans and proposals Operating costs for future facilities: That in considering new facilities, the municipality will begin to budget for operating costs such as increased staffing and long term maintenance, so that the true cost of future facilities is known and planned for in advance. This will ensure that a facility will be affordable once it is constructed Revenue Improvement Initiatives: The municipality will pursue revenue improvement initiatives that also contribute to better municipal management, such as business licencing Business Philosophy: The municipality will operate in a business like way, and seek development and economic development opportunities that provide a net financial gain to the municipality Updated Fee Bylaws Issues: The current development applications fee bylaw was adopted in 2000 and fees have not been updated since that time. The bylaw needs to be simplified to be more easily understood by staff and applicants, and updated to more closely match the cost to the municipality of processing applications with the revenue received. Council also identified the need to address all development related application fees (e.g. building permit fees) Objective: The objective is to adopt revised fee bylaws which more accurately reflect the costs of doing business with regard to the review and approval of development and building permit applications, and which captures the full scope of applications and demands on staff time. This will remove the cost of application review from the general taxpayer. Amendments to the Building Bylaw should also incorporate updates to provide for placing the cost and liability for permit review with the applicant through the requirement for inspections and certification by registered professionals. 7

8 Summary of Direction to Staff Staff to report back to Council with draft bylaws to update all planning and development related fees including OCP, Zoning, Development Permit, subdivision, building permit, review of covenants and easements, etc. The review should take into account fees charged by other municipalities. Development & Operations Staff to bring forward amendments to the Building Bylaw to introduce a certified professional process which permits the use of registered professionals in lieu of municipal inspectors, along with updates to the building permit fees. 3. COMMUNITY LANDS 3.1. Issues: The Community Lands have been an ongoing Council priority, and Council has been considering the use of the lands from two perspectives: That the lands are integral to achieving other high priority community objectives, including: Community facilities; Economic development opportunities; and Housing initiatives; That sale of some of the lands should address Council s financial objectives to reduce debt servicing costs, provide a return on investment, or generate revenue, and overall, provide Council with some additional financial flexibility to address other municipal priorities. There are some uncertainties which need to be considered when deciding whether to sell or develop the lands. For example, some of the lands are outside water and sewer service areas, staff have identified municipal uses they would like to have considered for the lands, and the Economic Development Advisory Committee has recommended that a portion of the lands could be used to support economic development initiatives. In this context, staff have sought direction from Council with respect to the strategies Council wishes to pursue for use of the lands. Council has asked staff to report back on the future use of the lands in consideration of the following objectives and strategies. 8

9 3.2. Objectives for the Community Lands: Council s objectives for the lands are: To recover the costs of the community lands without jeopardizing future opportunities to use the lands for the benefit of the community; To market those lands that will provide the best economic return to the municipality, and which will not create requirements for increased water or sewer servicing capacities; To retain those lands for the longer term community benefit if they are undevelopable at this time due to servicing or other constraints; To make some of the lands available to support economic development initiatives; To make some of the lands available for community facilities; and To facilitate diversity of housing and affordable housing Strategies for Use of the Community Lands The uses to be accommodated on each of the parcels should be generally as follows: Parcel 1 Low intensity Industrial / commercial uses (a function junction for Bowen Island); A new fire hall; Potential residential (limited to western end of the property); and, A new works yard building, and yard expansion Parcel 2 (Southern portion with water service): A community campus, which could include in both the near and long term, uses such as: Community centre; Municipal hall; Library; Cultural centre; Museum; Medical clinic; Residential uses Parcel 2 (Northern portion with no water service): The northern portion of Parcel 2 should be retained for future municipal purposes to be considered once the water and sewer service issues are resolved Parcel 3: Plans should be updated for Parcel 3 which would facilitate: Its sale for residential uses and commercial uses; Its use for a short term parking facility for Snug Cove. 9

10 3.4. Summary of Direction to Staff: Staff to report back to Council with recommended strategies for the development of the lands based on the above directions with respect to the use of each parcel; That the recommended strategies address the following needs/constraints: The servicing constraints on the lands; The ability to have small parcels available to sell for residential development; The need to prepare development plans for the lands, including those to be held for municipal purposes; The need to market the lands through requests for expressions of interest and/or requests for proposals. Overall strategy report assigned to T. Fletcher, Planning Consultant, with assistance from BIM: Development & Operations Recreation Corporate Services Strategy report to be submitted in April, SNUG COVE IMPROVEMENT 4.1. Issues Council has been considering an improvement program for Snug Cove, specifically the Government Road Corridor, with a view to addressing: The overall condition of Government Road infrastructure; Snug Cove parking issues, including those exacerbated by ferry marshalling; Ferry loading and unloading capacities; and Preliminary engineering design to ensure the municipality is prepared to move forward if funding becomes available. To date, Council has approved an overall strategy that: Will permit it to phase implementation of improvements to the corridor as funding permits; Includes a public consultation program, subject to resolving some outstanding options that Council would like to take forward for consideration by the community; Includes appointment of an engineering firm to complete preliminary design for the Corridor improvements; 10

11 Gives direction to staff to pursue acquisition of land from Metro Vancouver to permit diversion of the north lanes of Government Road and extension of a limited amount of retail/commercial development north of the existing Government Road. However, Council has decided not to commit to consideration of a specific option for improvements until there is some certainty that the necessary lands will be acquired from Metro Vancouver. At the same time, Council is anxious to deal with some of the parking issues in the Cove, some of the circulation / safety issues associated with ferry marshalling as it currently exists, and to ensure that Government Road improvements are coordinated with other Snug Cove improvement objectives. Consequently, Council has requested staff to report back with an alternative strategy as outlined below Strategies to be Pursued in Snug Cove in 2013: Council has requested staff to report back with an alternative strategy to be pursued in 2013 which will: Give priority to acquiring the strip of land along the north side of Government Road from Metro Vancouver; As an interim option, explore use of the existing library lands as part of a turn around option at Cardena and Government Road, and to provide additional Snug Cove Parking; Begin to establish a funding reserve for the improvements that will be available once the land acquisition has been confirmed; Pursue other funding options for Government Road corridor improvements; Complete preliminary engineering design of the improvement options; and Once the status of land acquisition is known, and it is known which options are feasible to construct, initiate the community consultation process. Upon completion of the community consultation process, Council will be able to make a final decision on the program and its implementation. More specifically, in 2013, staff are to report to Council on implementation of the following directions: Land Acquisition: That priority be given to negotiations with Metro Vancouver on the acquisition of land along the north side of Government Road Library Parking and Circulation: Staff are to report back with recommendations on a short term solution to circulation and parking that considers: More efficient utilization of parking around the library; and, A service road from Cardena through the parking area north of the library that will connect to Government Road west of the library. 11

12 Funding Strategies: Staff will report back on recommended funding strategies for improvements to Snug Cove that will consider: An annual parcel tax assessment or tax increase that will see funds put in a reserve fund for Snug Cove / Government Road improvements; and, The potential for a Ferry user fee Complete Engineering Design Work for Funding Purposes: The preliminary engineering design work that has been approved by Council is to be completed for the future phases, to ensure that the future phases are ready for implementation should funding become available, such as federal/provincial infrastructure grants. The preliminary designs are to consider the option of extending the diversion of the northerly lanes of Government Road through the parking lot north of the Library Summary of Direction to Staff: Staff to report back to Council with recommended strategies on: Acquisition of the land north of Government road; Library parking and circulation options; and, Funding for Snug Cove Improvements; That the preliminary engineering design be completed for the future phases, to ensure that the future phases are ready for implementation should funding become available, such as federal/provincial infrastructure grants. Overall strategy report assigned to T. Fletcher, Planning Consultant, with assistance from BIM: Funding strategies report to be prepared by Finance Library parking and circulation report to be prepared by Development and Operations. Strategy report to be submitted in May, COMMUNITY CENTRE 5.1 Issues: A Community Centre on the southern portion of Parcel 2 has been identified as being a priority for Council and there are a number of issues that need to be resolved before moving forward. These include: Site planning analysis incorporating all identified immediate and future elements; Funding, including identifying Municipal capacity, senior government funding opportunities and other opportunities for fund raising; 12

13 Developing a sound business case for operations; Determining infrastructure needs and availability/capacity (sewer and water); Identifying how and when the project will be constructed (i.e. phasing); Conducting community engagement and awareness about the project; and Preparing for a borrowing referendum. 5.2 Objectives: Council objectives for the Community Centre are: To develop a phased plan; To develop a site plan that identifies the build-out of all elements; To create a funding strategy; To incorporate other revenue streams into the design and construction of facilities; and To begin construction in Strategies: Develop the community campus in the south portion of Parcel 2 within the water service area; Work closely with the Finance Advisory Committee with regard to funding options; Create a Community Campus that could incorporate the following elements: Community Centre; Municipal Hall; Cultural Centre; Library; Museum and Archives (possibly); Health and Wellness facilities including medical clinic and practitioners offices; Residential. 5.5 Summary of Direction to Staff: Standing Committee to report back to Council with recommended strategies for the development of the Community Campus and the Phased-In approach. Standing Committee and Finance Advisory Committee with assistance from BIM: Development & Operations Recreation Corporate Services Finance Advisory Committee to Report back to Council on the Standing Committee recommendations with respect to funding strategies. 13

14 6. ECONOMIC DEVELOPMENT STRATEGIES 6.1 Objectives: As discussed in Section 1.2, Council wishes to create a climate for the private sector to do business in a way that generates local economic development and helps our local businesses to thrive. Council is currently working with the Economic Development Advisory Committee to seek ways of accomplishing these objectives. It is considered important to create awareness in the community as to why economic development is a benefit to Bowen Island why it matters and why it is important to create jobs on Bowen Island. Council would like to pursue an action plan and a marketing plan that could happen simultaneously, and that would: Assess community strengths how to use the assets that the community already has; Develop a business retention and enhancement program; and Develop a Business Walk to talk to existing business about their needs. 6.2 Summary of Direction to Staff: A budget of $10,000 is to be provided in 2013 to be directed to community awareness and the development of an economic development strategy. Councillors, Economic Development Advisory Committee (EDAC) and Development & Operations June Planning staff to work with EDAC to identify planning or zoning initiatives that could assist in attracting niche businesses to Bowen Island EDAC to report back to Council with a breakdown of proposed initiatives and recommendations. 7. MANNION BAY CLEAN-UP 7.1. Issue: This once vibrant and popular destination now frequently supports heavy growth of fecal coliform, derelict and abandoned vessels and live-aboard activity, not allowed under the Land Use Bylaw. The Bay is no longer used by local families or by tourists. Potential tourism revenue and Bowen Island s image are negatively impacted. A multi-jurisdictional approach is needed to resolve this complex issue. 14

15 7.2. Objective: Council s objective is to restore Mannion Bay to standards that prevailed prior to the influx of long-stay anchorages and abandoned vessels Summary of Direction to Staff: Short term: Staff to develop strategies to remove derelict vessels from Sandy Beach Consider fund raising opportunities to support clean-up and improvements Determine the geographic area of the proposed Foreshore Lease and explore procedure for BIM to obtain the Lease Staff to include $50,000 in funding in the 2013 budget to initiate the development strategies. Bylaw Services Begin immediately Longer Term: Devise action plan for abandoned boat removal. Create a bylaw and schedule to fine contravening vessels. Develop a strategy for the patrol, maintenance and enforcement of Mannion Bay. 2014/15 8. PARKS, TRAILS AND RECREATION MASTER PLAN 8.1 Issue: The 1995 Bowen Island Parks Master Plan is out of date and does not reflect the current trail system or status of parkland. Neither does the Master Plan reflect the needs and priorities of Bowen Island residents, nor what the municipality can afford to maintain. There is a need for an updated Plan that sets out priorities for the types of parkland, the locations in which parkland should be acquired, where trails should be located and connections completed, and brings all of these elements together with Recreation planning. 8.2 Objective: The desired outcome is to develop a new Parks, Trails and Recreation Master Plan which will recognize parkland and trails now owned by the municipality, Metro Vancouver and the Crown, and will develop a vision for parks, trails and recreation facilities for the future. The Master Plan will develop standards and strategies for acquiring and maintaining parks, trails and recreational facilities and assets in the future which reflect the needs of the broader community in a manner which is affordable and sustainable. 15

16 Funding is being set aside in the Engineering and Parks and Recreation budgets to begin work on this plan in Summary of Direction to Staff: Document and map currently owned parks, trails and other assets. Community Ongoing Develop a terms of reference for a new Master Plan for review and input by the Parks, Trails and Greenways Advisory Committee and the proposed new Community Recreation Commission and adoption by Council; Recreation, Development & Operations Engage an appropriately qualified consultant to work with staff, the relevant Committees of Council, and the public in developing an overall vision and set of standards for the Plan; With input from the Committees and the public at large, update the classification system for parks and supporting infrastructure that respects Bowen Island values; Link the outcomes with the development of a Community Centre; Develop a 20-year Parks, Trails and Recreation Master Plan for Council approval that reflects current and anticipated needs of Bowen Islanders, that includes strategies for the phasing, funding and maintenance of facilities, and Includes appropriate and sustainable levels of service. 9. TUNSTALL BAY BOAT LAUNCH 9.1 Issue: BIM has had a long-term program to improve public and emergency access for boats and barges at Tunstall Bay through the construction of a hardened ramp and adjusting the gradient below the high water mark. In considering this as a priority, it was determined that in the instance of an emergency, barges could use the existing beach, which is also used informally for boat launching. It is recognized that the installation of temporary works below the high tide line may be necessary to facilitate barge access and appropriate procedures for using the Tunstall Bay access to the sea for emergency purposes needs to be defined as part of the Emergency management plan. It is a concern that the municipality may be taking on more that it can afford to construct and to maintain at Tunstall Bay and that the work should be postponed or cancelled. 16

17 9.2 Outcome: The adoption of a cost-effective means of ensuring emergency access to the sea at Tunstall Bay. 9.3 Summary of Direction to Staff: That Development & Operations staff report back to Council with regard to reconsideration of whether or not to proceed with work on the Tunstall Bay Boat Launch. Development & Operations 2013 C. KEY ADMINISTRATIVE PRIORITIES 1. EMERGENCY PLAN 1.1 Issue: Bowen Island s Emergency Plan needs to be updated and Council, staff and volunteers need to know their roles and responsibilities in the event of a disaster or emergency situation. 1.2 Objective: To ensure that the residents of Bowen Island will receive the highest level of emergency response possible, by ensuring that everyone understands the emergency response plan and their roles in it, and that the emergency response plan itself is kept up to date. 1.3 Summary of Direction to Staff: Emergency preparedness staff to prepare a checklist of Emergency Plan responsibilities by individual staff and ensure it is up to date Emergency preparedness staff to test through limited scope table top exercises with BIM staff and Council that the checklists are complete and understood Subsequent to 1.3.2, Staff to hold a table top exercise with Council and key participants, and to update the Emergency Plan and Neighbourhood Emergency Response Program. Fire Chief, Development & Operations

18 2. OCCUPATIONAL HEALTH AND SAFETY 2.1 Issue: The Workers Compensation Act and the Occupational Health and Safety Regulation are Provincial laws that set specific expectations and responsibilities for the members of an organization. Bowen Island Municipality does not have clear policies and procedures on workplace safety, nor does it have an Occupational Health and Safety Committee in place. These are required by WorkSafe BC and must be implemented Objective: To ensure that the appropriate policies and procedures are in place to ensure work place safety for Bowen Municipal employees, and to meet the Provincial requirements. 2.3 Summary of Direction to Staff: Staff and consultants to develop Policy documents; clarify for Staff the responsibilities of Management, Supervisors, and Workers; and to provide appropriate training and support for each group Staff to participate in: Training exercises, identifying workplace hazards and implementing specific preventative measures; Developing clear written procedures for workers; and Developing and completing appropriate documentation forms. Development & Operations, Community Recreation ongoing 3. FILE RETENTION AND DESTRUCTION BYLAW 3.1 Issue: BIM does not currently have a policy, supporting bylaw, or administrative procedures in place on how long various types of files must be retained, what types of records and documents must, by law, be kept indefinitely and in what form, and when files can be destroyed. This is particularly the case with development application files, and has led to a situation where there is a shortage of storage space for current and necessary files. It is important for the municipality to have efficient access to the necessary records, and to not spend municipal resources on the rental of space for the storage of old records. Many municipalities have developed systems of scanning or digitally recording closed files, and destroying those components of the old files that they are not required by law to maintain. 18

19 3.2 Objective: The adoption of a bylaw, and related policy for the retention and destruction of planning application and other files, and for the protection of documents and data which must, by law, be retained by the municipality and implementation thereof Summary of Direction to Staff: Staff and consultants to obtain legal input and to develop a bylaw for adoption by Council that sets out the requirements and municipal policies for document and file retention and destruction. Corporate Services, Development & Operations Staff to develop a work program to review files, develop recommendations for electronic retention of data where possible, and for the destruction of the paper copies of closed files, and to report back to Council with respect to any cost implications associated with this work. 4. BYLAW ENFORCEMENT STRATEGY 4.1 Issue: Due to budget constraints, only 0.6 of a full time equivalent staff person per week is currently available for the enforcement of bylaws and other BIM regulations. A revised enforcement policy is needed to set priorities for the effective use of the staff resources available, and to improve the consistency in bylaw enforcement. In addition, an improved mechanism to collect fines associated with bylaw infractions is needed, in that fines are not being paid and that potential revenue is being lost. 4.2 Objectives: To develop policies to reflect a shift in Bylaw Services from an enforcement-based approach to a consistently applied education and community service oriented, compliance-based approach, with a focus on public health and safety. To augment revenues through increased remittance for bylaw violations. This could provide additional resources for bylaw services and create a means for bylaw enforcement to at least in part, become a self-funding program. 19

20 4.3 Summary of Direction to staff: Staff to bring forward a draft policy on bylaw enforcement, including recommendations on the approach to bylaw compliance and use of staff time. Bylaw, Corporate Services Summer Staff to bring forward a report outlining options for increasing revenue through increased remittance associated with bylaw violation notifications. 5. SUBDIVISION AND DEVELOPMENT SERVICING BYLAW 5.1 Issue: Bowen Island s Subdivision and Development Servicing Bylaw is currently in draft form, and has not been approved by Council. The lack of clear direction in an updated and Council approved bylaw results in lost time on the part of both staff and applicants, and leads to inefficiency and inconsistency in the review of subdivision and development applications. The current situation can also cause confusion, and could potentially put the municipality at risk. Standards for roads, drainage, services and utilities that address Bowen Island s requirements in a Council adopted bylaw will save staff time, and provide applicants with clear and consistent direction regarding required infrastructure development. 5.2 Objective: Preparation and adoption by Council of a revised, up-to-date Subdivision and Development Servicing Bylaw which reflects the development challenges and realities of Bowen Island. 5.3 Summary of Direction to Staff Staff to bring forward for Council review and approval: The content of a Subdivision and Development Servicing Bylaw; A work program for specific sections of the bylaw with a schedule for their adoption; In the short term, as much of the high priority content for the Bylaw as possible. Development & Operations, Engineering consultant Begin in 2013 Completion in That as part of the bylaw preparation, staff review other similar bylaws and retain an engineering consultant (s) to assist with components of the bylaws as required. 20

21 6. CAPITAL ASSET MANAGEMENT 6.1. Issue: Bowen Island does not have a formal Capital Asset Management program in place to identify and value what infrastructure it owns, to calculate what annual reserve contributions are necessary to maintain and replace infrastructure and to ensure that the municipality can afford to maintain and replace infrastructure as required. A good understanding of the resources necessary to fund and service our capital assets is important to recognize current obligations and to understand the implications of acquiring, purchasing or creating new capital assets Objective: Identify capital assets and evaluate the condition, remaining life span, and life cycle costs for each asset and develop a long term financial and capital asset management plan Summary of Direction to Staff: Staff to develop a database of existing capital assets and to determine life cycle costs for each asset. Manager of Development & Operations, Begin in 2013 Ongoing program Staff to develop a policy to consider capital asset management when considering acquiring, purchasing or creating new capital assets. Corporate Services. 7. SERVICE LEVELS 7.1 Issue: The municipality has not defined the level of service it will provide with respect to the ongoing maintenance and renewal of its infrastructure, nor has it established standard operating procedures for its staff and contractors. 7.2 Objective: A Service Arrangement will be developed to clarify service levels for all existing and proposed services, and will consider: Service Scope; Service Level; Service Area; Service Lifespan; Service Cost For each defined Service Level, written Standard Operating Procedures will be developed to ensure that the agreed upon service level is consistently met. 21

22 7.3 Summary of Direction to Staff: Staff to develop: A list of existing municipal services currently being provided; Written standard operating procedures to guide workers and contractors in consistently meeting the expected service levels; and, A clear procedure to re-evaluate existing services and to evaluate future proposed services. Manager of Development & Operations 2013 Ongoing Program 8. THE OLD LIBRARY LOT ON CARTER ROAD 8.1 Issue: The Old Library Lot on Carter Road is owned by BIM and is a potential site for multi-family housing or other uses. It is also being considered as a site for the location of the Cove Bay Water Filtration Plant, or could be used for other municipal projects. 8.2 Objective: To determine a use for this site which maximizes benefit to the municipality. 8.3 Summary of Direction to Staff: Staff to undertake an initial assessment of the site including the lot size, planning context and status and the size of potential building footprint of the property to determine potential options for the use of the site. Development & Operations mid

23 D. SUMMARY OF BUDGET DIRECTIONS 1. INTRODUCTION A number of initiatives have been identified in the Business Plan that have implications to the 2013 budget. These initiatives, and the estimated impact on the budget, are summarized in the following table. Staff will bring these items forward as part of the overall 2013 budget when it is presented for final Council consideration and approval. Some of the items represent savings; with respect to those items that require additional funding, if Council decides not to fund one or more of them in 2013, the projects will be postponed, and may be considered in future Business Plans. 2. SUMMARY TABLE TABLE SUMMARIZING POTENTIAL BUDGET SAVINGS AND EXPENDITURES (SUBJECT TO COUNCIL APPROVAL AS PART OF 2013 BUDGET CONSIDERATIONS) Project / Activity Funding Source Amount $ 1. Snug Cove Improvement New Taxes 218, Occupational Health and Safety Plan 10, Funding for EDAC Committee 10, Deferral, Cardena Traffic Circle Construction New Tax/Surplus Funds (650,000) 5. Deferral, Tunstall Bay Boat Launch Parks Reserve (230,000) 6. Subdivision and Development Servicing Bylaw Existing Planning Budget 20, Development Application Fees Bylaw Existing Planning Budget 20, Mannion Bay Clean Up Parks Reserve 50, Library Parking Lot Accumulated Surplus 50,000 Total Net Amount (Proposed Budget Decrease) ($ 502,000) 23

24 E. EMERGING PRIORITIES The following projects have been identified as priorities which will be brought forward for consideration as part of the 2014 Business Plan. 1. NEW FIRE HALL 1.1. Issue The main Fire Hall, constructed in 1969, has been determined to be seismically unsound. While the emergency response centre will be temporarily relocated in the new satellite facility, the main fire hall is in need of replacement to protect personnel and equipment and to be able to serve as the emergency command/response centre. Community Surplus Land Parcel 1 has be identified as a potential site for the location of a new facility, although the Fire Chief may wish to explore other options. A referendum or alternative approval process will be required for approval of borrowing to fund the construction of the building Objective Replacement of the main Fire Hall with a seismically sound building in a location which maximizes the level of service to the municipality. 1.3 Summary of Direction to Staff: Staff will bring forward the strategies and directions to move forward with this project as part of the 2014 Business Plan Fire Chief, Fire Hall Facilities Steering Committee NEW/EXPANDED WORKS BUILDING 2.1. Issue: The existing works yard has deteriorated to the point where it must be replaced; it is too small to accommodate the municipal staff that currently work from the building. For example, there is only one, inadequate washroom, and separate washrooms for men and women should be provided; there is insufficient office space available; a lunch space separate from workspace needs to be provided; there is no secure place for the SCADA computer systems; there are no showers which should be provided to facilitate washing after exposure to hazards or significantly dirty work; and the space does not function well as a maintenance garage (the garage does not have a ventilated space) and the location of the sewer field is uncertain and in unknown condition Objective Replacement of the existing building with a seismically sound building that is sufficiently large to accommodate current requirements. 24

25 2.3 Summary of Direction to Staff: Staff will bring forward the strategies and directions to move forward with this project as part of the 2014 Business Plan. Manager of Development & Operations 2014 F. CONCLUSION As noted earlier in the Plan, it is a work in progress that will evolve with staff experience, and will of necessity change as circumstances change in the Municipality. However, it is important to note that the priorities in the Plan are the ones that staff will concentrate on during the next year. In addition, the next Business Plan should be initiated earlier in the year, ideally in September, so that it is completed in time to assist with the initial budget preparations for On that basis, there are only 6 months remaining before it is initiated, and it is anticipated that some of these initiatives may not be completed and will need to be carried forward. Finally, it is anticipated that for 2014, staff will be ready to prepare their own departmental plans as part of this process, which will make the corporate plan process more efficient, and will also assist the departments in managing their overall work program and priorities more effectively. ================================================= 25