Strategic Plan 2009 - 2011 by lzn15439


Strategic Plan 2009 - 2011
                            CAPITAL REGIONAL DISTRICT
                      Strategic Plan 2009 - 2011

Capital Regional District
625 Fisgard Street
Victoria, BC V8W 2S6
Tel. 250.360.3000
Document Index
    The Context for Action                                                                              page 6
    	      Climate	Change		 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	 page 7
    	      Demographics		 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	 page 5
    	      Growth		 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•			 page 5
    	      Sustainability	       •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	 page 5
           Technology			•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•		 page 7
    Introducing the Capital Regional District                                                           page 8
    	      Mission	 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	 page 8
    	      Our	Vision		 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•		 page 9
    	      Key	Services		•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	 page 9
    	      Stakeholder	Orientation			•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	 page 10
    	      Operating	Philosophy	 •	•	•		•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	 page 11
    Defining Sustainability at the CRD                                                                  page 12

                                                                                                                  page 5
           Regional	Sustainability	 •	•	•		•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	 page 13
    Strengthening Our Foundation                                                                        page 14
           Regional	Sustainability		 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	 page 15
    	      Fiscal	Accountability		•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•		•	•	•	•	•		 page 15
    	      Governance	and	Leadership			 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•			 page 15
    Strategic Plan Implementation & Indicators                                                          page 16
    Strategic Priorities 2009 - 2011                                                                    page 18
    	      Strategic	Priority:		CLIMATE	ACTION		 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•		 page 20
    	      Strategic	Priority:		ENVIRONMENTAL	PROTECTION	•	•	•	•	•	•	•	•	•	•	•	•		 page 22
    	      Strategic	Priority:		HOUSING		 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•				page 24
    	      Strategic	Priority:		REGIONAL	TRANSPORTATION			•	•	•	•	•	•	•	•	•	•	•	•		 page 26
    	      Strategic	Priority:		WASTE	MANAGEMENT		 •	•	•	•	•	•	•	•	•	•	•	•	•	•	•	•		 page 28
    Initial List of Previously Approved Visionary Outcomes                                              page 30
         The Context for Change
         When considering the future strategic direction
         for the Capital Regional District (CRD) it is critical
         to consider the context within which regional
         government carries out its mandate and sets its
page 6

         priorities. Trends affecting the world, the nation,
         the province and this region will shape the types
         of services needed in the region and the methods
         required to deliver those services effectively.
The most significant trends and forces of change that were considered in the development of this
plan include:

 Climate Change Global climate change is considered by many to be the primary threat
 facing the world today. Emerging scientific consensus suggests that by the middle of this
 century our global society must achieve net-zero greenhouse gas emissions (GHG). This
 unprecedented challenge will require changes at all scales of society: personal, local, national
 and global. The provincial government has set an aggressive goal to reduce GHG emissions by
 at least 33% below current levels by 2020. The CRD and many of our member municipalities
 have signed on to the Climate Action Charter which commits us to becoming carbon neutral,
 with respect to our operations, by 2012.

 Demographics As with many countries, Canada’s, and indeed the CRD’s, demographic
 profile is characterized by an aging population and an increasing diversity of lifestyle, culture
 and linguistics. Projections indicate decreases in the percentage of school-age children and a
 doubling of the percentage of population in the 65+ age category by 2036. For the CRD, this
 change will impact our service delivery and policy development in areas such as travel choices,
 housing needs, access to health care facilities, planning for recreational needs, and more.

 Growth The economic and environmental impacts of growth are of global and local concern.

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 Poorly executed development projects can negatively impact our farmland, water quality, rural
 areas, transportation routes and environmentally sensitive areas. Our region has experienced
 steady growth in the past, which is expected to continue into the future. We are expected to
 grow to a population of 460,000 by 2036 – an increase of 30% from 2006. The challenge for
 the CRD and our member municipalities is to accommodate this projected growth in a manner
 that respects the social, cultural and environmental values of our residents.

 Sustainability Sustainability is not a new concept but is being increasingly applied to government actions. The common
 definition of sustainability is meeting the needs of the present without compromising the ability of future generations to
 meet their own needs. Essentially, sustainability is about being respectful – of the environment, of the limits to resource
 consumption, and of each other. Our commitment to sustainability goes beyond environmental protection and includes
 increasing financial efficiency, building social capacity and ‘doing more with less’ in the long term.

 Technology Advances in communications technology — including the Internet, social networking sites, online survey
 options and multi-media — are changing the way people access information and engage in community issues. We are
 committed to ongoing improvements in citizen engagement and information sharing – using a range of mediums to meet
 people’s needs.
         Introducing the Capital Regional District

         Our Mission | Our purpose, why we exist.
         The CRD: diverse communities working together to better serve public interest and build a livable, sustainable region.
page 8
Our Vision | What we are striving to create.
Endowed with a temperate climate, a rich ecology, stunning landscapes and proud histories; our diverse ‘community of
communities’ will be one of the world’s premier places to live, work and visit. Together, we will strive to create livable, vibrant
communities, practice exemplary environmental stewardship and build a prosperous and sustainable economy. The CRD will be
an outcome driven, high performance organization respected for its commitment to open, collaborative processes.

Key Services | Our key deliverables.
We fulfill our mission by providing services in the following areas:

 Regional Services                            Sub-Regional                               Local/EA

 The CRD provides services, explores          The CRD provides the political and         The CRD serves as local government
 issues, undertakes initiatives and           administrative framework for a             for electoral areas, providing for or
 advocates in areas best addressed at a       combination of municipalities to           supporting:
 regional level.                              collaborate in the provision of
                                              sub-regional services, including:          •	   Electoral area planning
 Current functions include:                                                              •	   Water services
                                              •	   Parks and recreation (SEAPARC and     •	   Waste management
 •	   Water services                               Panorama/Peninsula)                   •	   Bylaw and regulatory services

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 •	   Waste management (solid and liquid)     •	   Storm water quality                   •	   Building inspection
 •	   Regional parks and trails               •	   Sewer systems and wastewater          •	   Animal control
 •	   Regional planning and transportation         treatment                             •	   Community transit and transportation
 •	   Hazmat                                  •	   Water distribution and support for    •	   Parks and recreation
 •	   Emergency and disaster planning, 911         water commissions                     •	   Fire protection
 •	   Climate action                          •	   Emergency dispatch                    •	   Emergency disaster response
 •	   Housing                                 •	   Arts, grants and theatre              •	   Library and harbour services
 •	   Finance                                 •	   Housing Trust                         •	   Search and rescue
                                              •	   Regional History Society              •	   Economic development
 The CRD Board also serves the region as                                                 •	   House numbering
 the Hospital Board and the Local Board of                                               •	   Electricification
 Health.                                                                                 •	   Street lighting
          Introducing the Capital Regional District

          Stakeholder Orientation | Who we serve.
          The CRD is directly accountable to its municipal partners. As the local government for the electoral areas, we are directly
          accountable to those citizens. Together, with our municipal partners, we are accountable to the communities of the region, both
          urban and rural. More specifically, we have a direct relationship with the individuals, households, businesses, organizations
          and institutions using our utilities and services; and with the communities that contract our services on behalf of their
          residents. We will work collaboratively with First Nations and senior levels of governments.
page 10
Operating Philosophy | How we intend to go about our business.
In order to excel in the work assigned to us by our member municipalities and electoral areas, we
commit to, encourage and support the following organizational behaviours:

 Good governance and visionary leadership – a strong Board, working with
 dedicated Commissions and Committees, comprised of informed individuals, focused on a
 preferred future, and always willing to put the public interest before specific group or
 individual interests

 Mutual respect and collaboration – within the Board, with Commissions and
 Committees, with local Councils, between policy and administrative levels, with our partners,
 and throughout the organization

 Strategic, focused and outcome driven – committing our energies and resources
 toward priority results directly linked to our mandate

 Open minded, flexible, and innovative – always looking for more efficient and

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 effective ways to achieve agreed upon outcomes and results

 Accountable, productive and fiscally responsible – monitoring cost
 effectiveness/benefit, measuring results, and regularly reporting to local government partners,
 other stakeholders and customers

 A valued resource to our local government partners – determined to add value and prove the results/
 benefits that can be achieved through mature partnerships

 Open, transparent conduct of business – supported by exemplary communications, full access to information,
 dialogue and participation processes that ensure optimal policies, plans and decisions

 Commitment to sustainability and the triple bottom line – our actions and decisions are consistent with
 the environmental, economic and social well-being of our community
          Defining Sustainability
          at the CRD
          The common definition of sustainability is meeting
          the needs of the present without compromising
          the ability of future generations to meet their
          own needs. Essentially, sustainability is about
          being respectful – of the environment, of the
          limits to resource consumption, and of each other.
          Our commitment to sustainability goes beyond
          environmental protection and includes increasing
          financial efficiency, building social capacity and
          doing more with less over the long term.
page 12
Regional Sustainability
The CRD and its ‘community of communities’ are committed to working together to create a livable, healthy region with
sustainability as our key driver when making the decisions that fall within our mandate or when influencing the decisions
of other governments and institutions. By using sustainability as the core value when discussing the our policies, programs,
practices and operations, we will work to protect and enhance the quality of life for present and future generations in the
region. Our sustainability initiatives include:

       •	 Implementing our corporate sustainability strategy that addresses all aspects of our operations and ensures that
          the sustainability perspective is considered as key decisions are made
       •	 Working with our local government partners to evolve the Regional Growth Strategy into a regional sustainability
          strategy, incorporating housing, economic development, environmental protection, transportation, climate action
          and land use
       •	 Hosting dialogues and forums with related authorities to explore more comprehensive sustainability
          commitments related to green businesses, green buildings, sustainable agriculture, protecting biodiversity,
          community eco-economic development, sustainability education, and the shift to renewable energy resources.
       •	 Ensuring that the strategic priorities identified in this plan are addressed holistically, from a sustainability
          perspective (climate action, environmental protection, housing, regional transportation and waste management)

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       •	 Working with the Round Table on the Environment (RTE) to explore options for regional monitoring from the full
          sustainability perspective

Sustainability is a complex pursuit that requires a holistic approach to decision-making and performance measurement. As a
result, we are committed to adding a triple bottom line (TBL) lens to decision-making and performance measurement on all of
our activities. Specifically we will apply this approach to the priorities identified in this strategic plan which are critical for action
to further the goal of sustainability for our region over the next three years and for the long-term.

The TBL approach means that decisions are made based on a broad analysis of factors – not just the financial bottom line. TBL
focuses decision makers on the economic, environmental and social costs and benefits of decisions. The intent is to consider the
short and long term implications so that benefits are maximized and negative impacts are decreased.
          Our Foundation
          During this planning period (2009 – 2011), we
          will strengthen the foundation from which our
          services are provided and our strategic priorities
          are built. These enhancements will have a system
          wide impact, increasing both effectiveness and
          efficiency across all of our programs and services.
page 14
Fiscal Accountability
The CRD and our member municipality finances are challenged by a combination of cost drivers,
expanded services and revenue reductions related to the economic downturn. While the CRD
does not have the tax base to engage in the economic stimulus practices of senior levels of
government, more than ever we will be required to demonstrate fiscal prudence and sensitivity
to economic challenges of our partners. Initiatives over the next three years to implement this
commitment include:

       •	 Revisiting Current Service Summaries with the Finance Committee and Board to
          enhance understanding of value for money
       •	 Refining budget development and approval processes to improve the Board and
          member municipality understanding of budget requirements and options
       •	 Providing regular performance reports to the Board, Commissions and Committees
       •	 Conducting reviews to ensure that ‘best practice’ financial systems are in place
          throughout CRD operations
       •	 Working towards integrating TBL information into both budgeting and reporting systems
       •	 Providing annual presentations on services and budget/business plans to each
          municipal council

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Governance & Leadership Excellence
The CRD Board is charged with regional leadership. We must commit to effective partnerships to
address priority regional issues, to finding increased efficiency/effectiveness through collaborative
approaches, and to enhancing our ability to speak with one voice on critical issues. Initiatives to
implement this commitment include:

       •	 Developing Board capacity and internal processes to support collaboration and advocacy on key regional
       •	 Developing a governance policy that clearly defines expectations, processes, roles and responsibilities for
          effective regional leadership
       •	 Hosting ‘Forum of Council’ information and policy workshops at least twice annually
          Strategic Plan
          Implementation & Indicators
          We are committed to effectively implementing
          this Strategic Plan and being accountable for
          its implementation by identifying measurable
          success indicators. To achieve that end, in
          addition to the success indicators identified at the
          beginning of each strategic priority, CRD staff will
          also produce more focused short-term success
          indicators in individual department and division
          business plans as well as in the annual budget
page 16
Each strategic priority will have an identified staff lead to ensure staff accountability for the strategic plan and to provide
‘one window’ updates on progress to date to achieve identified outcomes. We will also play a leadership role by hosting
twice yearly forums, where appropriate, with key external players in each of the five strategic areas. Our goal will be to
build on alliances and create synergies to ensure that major progress is being made on each of the five priorities.

In addition to the success measures, we will track a number of broad context indicators related to sustainability through the
‘State of the Region’ sustainability monitoring report produced by CRD Regional Planning staff. Some of these are measures
that are beyond the jurisdiction of local government to affect, however they can influence our ability to realize the region’s
corporate goals. The CRD Board is charged with regional leadership. We must commit to effective partnerships to address
priority regional issues, to finding increased efficiency/effectiveness through collaborative approaches, and to enhance our
ability to speak with one voice on critical issues. Broad context indicators that will be used to track this commitment include:

                        •	   Total population
     Regional Context

                        •	   Annual average growth rate
                        •	   Total land area
                        •	   Resource land (hectares of Agricultural Land Reserve (ALR); hectares of managed forest land)
                        •	   Hectares of ALR land used for agricultural purposes
                        •	   Number of dwelling units
                        •	   Urbanized land area

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                        •	   Average density within defined settlement areas and UCB (Urban Containment Boundary)

                        •	   Average household income
                        •	   Unemployment rate

                        •	   Number of business formations
                        •	   Number of business bankruptcies
                        •	   Average municipal property tax
                        •	   Total/average farm receipts
                        •	   Hectares of land zoned for industrial uses

                        •	   Number of households below Low Income Cut-Off (LICO)
                        •	   Rental vacancy rate

                        •	   Consumer price index for shelter

                        •	   Voter participation rate
                        •	   Crime rate (personal and property)
                        •	   Percentage of students not graduating from high school

                        •	   Water quality in selected water bodies and streams

                        •	   Ground level ozone
                        •	   Per capita water consumption
                        •	   Per capita energy consumption
                        •	   Per capita solid waste generation
          Strategic Priorities
page 18

          2009 - 2011
          Sustainability is our guiding principle and the
          triple bottom line is the lens through which we
          will make decisions. At a time when there are
          real fiscal limitations and the need for regional
          leadership, we have identified — climate action,
          environmental protection, housing, regional
          transportation and waste management —
          as those issues requiring critical action over the
          next three years. These priorities are listed in
          alphabetical order. It is important to note that
          some of the proposed strategies detailed in the
          following pages support more than one strategic
          priority. For example, the E&N Rail Trail project falls
          within the priority of Regional Transportation under
          development and within urban forest strategies
          as a part of the Environmental Protection priority.
                                      >>      >>>>>
                               >   >>
                                                 Housing                                        A




        Environmental                                             EN                           Regional
                                         IC                                                 Transportation

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                         E       C                                              >
                              AN     N
          Strategic Priority
          Climate Action
          In November 2007, the Intergovernmental Panel
          on Climate Change concluded that the earth’s
          climate is changing, that the change is being
          caused by human activities, and that effects will
          worsen if no action is taken. This panel engaged
          2,500 scientists from 130 countries. The CRD
          joins the BC Government and local governments
          across the province in a collective determination
          to do what we can locally to address this global
          challenge. During the last term of the Board, a CRD
          Climate Action Plan was adopted and a Climate
          Action Service was created to address mitigation
          and adaptation strategies.
page 20
  Outcomes/Results Desired                                               Potential Strategies
                                           •	   Update the CRD community energy and emissions inventory
  Reduce greenhouse gas emissions          •	   Take a leadership role with community partners and stakeholders to implement
(GHG) throughout the Capital Regional           the Community Energy Plan
       District by 33% by 2020             •	   Incorporate appropriate climate change response strategies (mitigation and
  (based on 2007 as the base year)              adaptation) in the revised Regional Sustainability Plan/RGS

                                           •	   Establish internal, inter-departmental steering committee
  Carbon-neutral CRD operations to
                                           •	   Update corporate energy inventory
meet commitments made in 2007 as a
                                           •	   Implement Corporate Climate Action Plan
     signatory to the provincial
                                           •	   Report out on progress annually to 2012
       Climate Action Charter

                                           •	   Develop inter-municipal committees (steering level and staff level) to engage
Strengthen capacity of municipalities to        member municipalities and support their individual climate action plans
          achieve their carbon             •	   Develop strategy and annual work plans that provide resources (i.e. available
   reduction goals and commitments              funding, legislative guidance and interpretation, workshops) based on steering
  (made in 2007 as a signatory to the           committee guidance
        Climate Action Charter)            •	   Annual report to Environment Committee and Board

                                                                                                                                    page 21
                                           •	   Support the development of urban agriculture and protection of agricultural lands
                                                to increase access to local foods
                                           •	   Protect/increase forested lands under CRD ownership (watershed & park land)
         Utilize natural assets            •	   Coordinate efforts to inventory and plan for the region’s urban forest as a
    and enhance regional resiliency             contributor to carbon capture and adaptation strategies
                                           •	   Develop integrated watershed management strategies and programs to address
                                                projected changes in precipitation and sea level rise

                                           •	   Develop a social marketing campaign to increase awareness of climate change and
                                                the importance of meeting the established targets
   Increase community awareness,
                                           •	   Provision of public information about species resilient to climate change
    engagement and participation
                                           •	   Report annually on climate change progress within overall communications plan

                          Success Indicators
       Climate            •	The CRD corporate operations become carbon-neutral by 2012
        Action            •	All member municipalities fulfill their commitments to climate action charter by 2012
                          •	Decrease GHG emissions and work toward the provincial target of a 33% reduction by 2020
                          •	Increase percentage of outreach, engagement and training initiatives conducted annually
          Strategic Priority
          Environmental Protection
          We have consistently committed to environmental stewardship through the ‘Values, Goals and Priorities Project’, the Regional
          Growth Strategy, the Regional Green & Blue Space Strategy, and the 2006 - 2008 Strategic Plan. Our Parks and Community
          Services Department provides leadership from land management and outdoor recreation perspectives; Environmental Services
          addresses challenges associated with waste management; and the RTE monitors and advises on the broader spectrum of
          environmental issues.
page 22
Outcomes/Results Desired                                               Potential Strategies
                                      •	   Work with partners to refine mapping of environmentally sensitive and significant areas
                                           and to develop appropriate protection strategies and procedures
 Protection of environmentally        •	   Continued acquisition of priority regional and community parkland identified in the RGS,
 sensitive and significant areas           Regional Green and Blue Space Strategy, and Regional Parks Plan (with provincial and
                                           local government partners, Land Trust)
                                      •	   Enhance regional perspectives and collaborations related to environmental stewardship

                                      •	   Develop an integrated watershed management program (IWM) with emphasis on
 Multi-use watersheds protected            multi-jurisdictional watersheds
  to ensure quality water and a       •	   Engage community partners and stakeholders through existing IWM committees
       healthy ecosystem              •	   Work with member municipalities to increase emphasis on storm water quality with a
                                           focus on Source Control/management

                                      •	   Continue parkland acquisition fund and expand to include regional trails
    Increase in regional land         •	   Complete regional trail system (including Trans Canada Trail and integration with
  protected as parks and trails            commuter trail system)
                                      •	   Expand park donation/gifting opportunities

                                      •	   Develop a long range financial management plan that integrates recent and future
Effective stewardship of regional          acquisitions with development, protection and maintenance requirements and realities
 park lands and protected areas            – to ensure ecological protection and mitigation of any negative impacts associated

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                                           with public use
                                      •	   Work with First Nations on stewardship collaborations

                                      •	   Continue to support protection of ALR
    Enhanced regional food
                                      •	   Continue to support agricultural community through subsidized water rates
      supply and security
                                      •	   Establish role of the CRD in supporting community efforts on food supply and security

                                      •	   Support coordinated efforts to plan for and protect the region’s urban forest
  Effective stewardship of the        •	   Provide public information about species resilient to climate change
     region’s urban forests           •	   Take the lead, working with municipal partners, in educating the public about the value
                                           and benefits of urban forests

                         Success Indicators
                         •	Increase in percentage of CRD land base protected as regional or provincial park, ecological
 Environmental             reserve and nature trust
   Protection            •	Increase in number of regional watersheds with approved Watershed Management Plans
                         •	Decrease in number of hectares of managed forest land developed for non-forestry uses
                         •	All municipalities have plans or policies in place to protect urban forests by 2012
                         •	No decrease in percentage of ALR land in the region
          Strategic Priority
          In March 2007 the CRD, in collaboration with
          municipalities, adopted the Regional Housing
          Affordability Strategy – to address the critical and
          ongoing lack of affordable housing for families,
          seniors and persons experiencing homelessness.
          Our region is one of the least affordable and lowest
          vacancy rate areas in Canada. In recent major
          regional public surveys, affordable housing and
          homelessness is ranked as a priority for community
          action. In early 2008 we created an Affordable
          Housing Secretariat to execute the Regional
          Housing Affordability Strategy and to partner with
          the Greater Victoria Coalition to End Homelessness.
          This Housing Delivery Framework, with the benefit
          of Regional Housing Trust Funds, is focusing on
          partnering with senior levels of governments and
page 24

          the private housing industry to develop affordable
          housing for those at median income and below.
          Affordable housing is essential to individual and
          family health and for attracting and retaining the
          required workforce for our region.
 Outcomes/Results Desired                                               Potential Strategies
                                         •	   Increase community collaborations and partnerships to refine and strengthen the
                                              Affordable Housing Delivery Framework
                                         •	   Secure more funding for non-market and low end market housing
                                         •	   Secure participation from all CRD municipalities in the CRD Housing Trust Fund
 Increase housing for those in need      •	   Build neighbourhood level support for low cost housing
                                         •	   Monitor effectiveness of strategies to legalize and encourage development of
                                              additional secondary suites
                                         •	   Work with CRD Housing Action Team to engage neighbourhood, non-profit and
                                              private sector partners in affordable housing initiatives

                                         •	   Continue to support and partner with the Greater Victoria Coalition to End
                                              Homelessness and other partners
                                         •	   Align CRD Housing Trust Fund grant criteria to support housing needs identified by
      Production of substantial               the Coalition and CRD Housing Action Team
additional affordable, attainable and    •	   Work with partners to advocate at the provincial and federal government levels
       accessible housing units               for appropriate investment to reduce the number of homeless people and support
                                              their transition out of homelessness
                                         •	   Work with Vancouver Island Health Authority (VIHA) to clarify and coordinate with
                                              their role in supportive housing

                                         •	   Position the Capital Region Housing Corporation (CRHC) as the overall leadership
                                              body for affordable housing production and management

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                                         •	   Work closely with non-profit housing groups who focus on niche markets (seniors,
                                              mentally ill, immigrants, homeless, etc.)
  Establish an effective affordable      •	   Support development of local government affordable/attainable housing policies
housing delivery framework between            and regulations across the region
  CRD, Coalition and municipalities      •	   Assist local governments to evaluate the effectiveness of their affordable and
                                              attainable housing initiatives – a key step in the process of identifying and
                                              replicating success
                                         •	   Develop an effective CRD Housing Secretariat and Coalition partnership to eliminate
                                              homelessness within the 10 year target

                        Success Indicators
                         •	 Decrease in percentage of households in core housing need
     Housing             •	 Increase in number of housing units produced through CRD partnerships and the CRHC
                         •	 Increase in total annual contribution to regional housing trust fund
                         •	 Number of housing initiatives/partnerships between CRD municipalities and Housing Secretariat
                         •	 Support the Coalition to achieve the target decreases in number of ‘visibly homeless’
          Strategic Priority
          Regional Transportation
          We have demonstrated a commitment to
          sustainable transportation since the adoption of
          the TravelChoices Strategy in 2005. That strategy
          recognized the need to encourage an increasing
          proportion of people to use travel alternatives
          such as transit, cycling and walking in order
          to accommodate the projected population
          increase, without having to build new roads, as
          well as the importance of integrating land use
          and transportation planning. Our mandate for
          transportation is limited to the Regional Growth
          Strategy, transportation planning and modeling,
          and related information services. As such, we work
          in partnership with other agencies to implement
          transportation projects.
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Outcomes/Results Desired                                                      Potential Strategies

                                 •	   Update transportation components of revised Regional Sustainability Strategy (RGS) to reflect
                                      sustainability, incorporate climate change objectives, and align with the provincial policy position
An effective and sustainable          (Provincial Transit Plan)
   transportation system         •	   Identify transportation initiatives, including those that will encourage and act as a catalyst for
     consistent with the              sustainable growth and development patterns – through RGS process
       regional vision           •	   Work with BC Transit to examine implementation of rapid transit (i.e. Light Rail Transit)
                                 •	   Develop and implement a regional Transportation Demand Management (TDM) strategy for peak
                                      hour demand reduction and enhanced travel choices

                                 •	   Update TravelChoices mode share targets to reflect GHG reduction targets
                                 •	   Complete construction of E&N rail trail and planning for community connectors
                                 •	   Prepare a regional Cycling Master Plan and implementation program
Increased percentage of trips    •	   Develop an implementation plan and funding strategy for facilitation of modal shifts prescribed in
     by walking, cycling,             TravelChoices
   transit, or ride-sharing      •	   Work with the Corridor Foundation to conduct feasibility analysis of public transit development on the
                                      E&N corridor
                                 •	   Continue to access gas tax funding for projects related to modal shift strategy
                                 •	   Social marketing – towards sustainable transportation behaviour

                                 •	   Continue to update, calibrate and apply the TransCAD transportation model – increase ability to assess
                                      transportation impacts of land use development and forecast investment and environmental benefits
      Enhanced project
                                 •	   Develop sub-regional transportation assessment and scenario testing capacity
   planning, modeling and

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                                 •	   Enhance ability to generate growth and development options
  implementation viability
                                 •	   Establish a Transportation Technical Committee to identify strategic investments in model/plan
                                      development, data collection, and network improvement

                                 •	   Develop an integrated corridor project assessment strategy and incorporate into the TravelChoices
                                      Implementation/ Investment Plan (TIIP)
                                 •	   Continue to work with Ministry of Transportation (MOT) and BC Transit on the Greater Victoria Rapid
                                      Transit Plan, the West Shore to Victoria Rapid Transit Project, and related sub-regional transit strategies
 Increased collaboration for
                                 •	   Work with the Province to review options for an improved solution to the coordination of regional
   regional transportation
                                      transportation decision making — advocate for a comprehensive transportation function or authority
                                      to coordinate planning and development of road and transit services in the region
                                 •	   Strengthen ability and resolve of CRD members to advocate with a common voice (i.e. more leverage
                                      to strive for increased provincial funding)

                          Success Indicators
                          •	Decrease in total number of single occupancy trips taken daily
     Regional             •	Decrease in percentage of commute-to-work trips made in private vehicles
  Transportation          •	Increase in peak period mode share for transit, walking, cycling
                          •	Decrease in average travel time (journey-to-work)
                          •	Increase in extent of walking and cycling infrastructure
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          Strategic Priority
          Waste Management
          The CRD sits at a ‘waste management crossroads’. The
          region is working to develop and implement a viable
          plan to treat its wastewater generated in the core area
          and to look for ways to maximize beneficial reuse
          of resources and generate offsetting revenue. These
          requirements are consistent with the ongoing CRD
          commitment to sustainability using a triple bottom
          line approach in all waste management decisions. We
          will be updating both our Liquid Waste and Solid Waste
          Management Plans and improving related operations
          from five perspectives: public and environmental
          health; maximizing resources and value based on the
          principles of resource recovery; reduction of greenhouse
          gas emissions (GHG); the ultimate goal of zero waste;
          and cost efficiency.
Outcomes/Results Desired                                             Potential Strategies
                                    •	   Complete Core Area Liquid Waste Management Strategy
                                    •	   Use solid research and community consultation to choose a treatment model and
                                         program that will minimize negative social, economic, environmental impacts while
Meet provincial requirements for         maximizing opportunities
   core area effluent quality       •	   Complete business case for selected model and select procurement method
                                    •	   Launch a carefully planned implementation program including: land acquisition
                                         and zoning, program development, and facility planning, design, construction and
                                         commission (up to 10 years)

                                    •	   Update both the core area Liquid Waste Management Plan (LWMP) and the Solid Waste
                                         Management Plan (SWMP)
                                    •	   Evaluate feasibility of integrating waste (solid and liquid) management plans.
                                    •	   Work with other regional districts on waste-to-energy management strategies
                                    •	   Evaluate opportunities for integration of waste management streams, with an over
Environmentally and economically
                                         arching objective of resource and energy recovery
 responsible management of the
                                    •	   Establish an implementation plan for a zero waste strategy
      region’s waste streams
                                    •	   Focus efforts on effective organics management by working towards a landfill ban and
                                         establishment of processing facilities. Consider biosolids management strategy and
                                         opportunities for integration.
                                    •	   Work with municipal partners to reduce the number of high priority storm drains and
                                         implement storm water source control

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                                    •	   Public process and education for Core area LWMP strategy including open houses,
                                         community dialogues and community validations
Public understanding and support
                                    •	   Continuation of Regional Source Control Program residential outreach and on site septic
 for regional waste management
                                         public education
                                    •	   Public consultation and education to support existing solid waste programs, new
                                         diversion initiatives and stewardship partnerships

                       Success Indicators
                       •	Increase in composting in the region
                       •	Fully compliant with the ministerial order for Core Area Liquid Waste Management Strategy
   Waste               •	Reduced level of inflow and infiltration and frequency of storm water overflows
 Management            •	Increase waste diversion to 60% by 2012 measured in total solid waste (tonnes) sent to landfill
                       •	Increase percentage of amount of waste recycled
                       •	Decrease residential waste generation per capita
                       •	Decrease percentage of storm-water contamination
          Initial List of
          Previously Approved
          Visionary Outcomes
          Our common vision for the region is a compilation,
          crafted by our communities over the years. The CRD
          provides a forum for ongoing definition of visionary
          outcomes desired by all, often best achieved through
          collaborative efforts. Vision statements are contained
          in the ‘Capital Region Values, Goals & Priorities Project’,
          the Regional Growth Strategy, the Regional Green/
          Blue Space Strategy, Travel Choices, the Economic
          Development Opportunities Blueprint, the Housing
          Affordability Vision and the Regional Arts Strategic Plan.
          Together, these vision statements speak of a region
          committed to the ‘triple bottom line’ and stewardship
          of the assets that make it unique and special.
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625 Fisgard Street
Victoria, BC V8W 2S6
Tel. 250.360.3000

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