2015 CORPORATE BUSINESS PLAN
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2015 CORPORATE
BUSINESS PLAN
An overview of
the City of Vancouver’s
citizen and customer
service priorities and
delivery strategies
From the City Manager
The City of Vancouver is committed to providing high-quality programs City employees across the organization deliver the services that help
and services at the best possible value for all those who live, work and make Vancouver one of the most livable cities in the world. Some
play in Vancouver. The Corporate Business Plan reflects this ongoing are directly involved in this plan’s short-term initiatives, while others
commitment. It is designed to focus and align our work to achieve contribute to one or more of the long-term strategic goals through
Council priorities, improve service delivery and ensure our regulatory specific projects or their daily work. Everyone plays a role in its success.
obligations are met. Developed by the City’s Corporate Management
I encourage all employees to review the 2015 Corporate Business Plan to
Team, the plan encompasses all departments and includes the
understand how each of us contributes to making Vancouver a great city
Vancouver Board of Parks and Recreation, Vancouver Public Library
of communities that cares about our people, our environment, and our
and Vancouver Police Department.
opportunities to live, work, and prosper.
The 2015 Corporate Business Plan maps the progress and
Penny Ballem
implementation of the City’s priority initiatives, including the Healthy
City Manager
City Strategy, the Economic Action Plan, the Housing and Homelessness
Strategy, the Greenest City Action Plan, Transportation 2040 and the
Digital Strategy.
CONTENTS Purpose of the Corporate Plan 1 Progress on Previous Plan 2 Corporate Plan Foundation 4 Overview of the Plan’s Long-Term Strategic Goals 6 Goal No. 1: The City Provides Excellent Service 8 Goal No. 2: The City is Financially Healthy and Administratively Effective 10 Goal No. 3: The City Leads the Way on Green Issues 12 Goal No. 4: The City Inspires Excellence in the Workplace and in its Employees 14 Goal No. 5: The City Optimizes Strategic Partnerships and Collaborations 16 Goal No. 6: Vancouver is a Sustainable, Affordable, Livable and Inclusive City 18 Goal No. 7: Vancouver’s Business Climate is Dynamic and Robust 20 Goal No. 8: Vancouver is a Safe City in Which People Feel Secure 22 Goal No. 9: Vancouver Offers Extraordinary Civic Amenities 24 Goal No. 10: Vancouver’s Assets and Infrastructure Are Well-Managed and Resilient 26 APPENDICES 1: City of Vancouver Value-For-Money Planning Process 28 2: City of Vancouver Organization Structure 29 3: 2014 Corporate Business Plan Key Achievements 30 4: Vancouver Services Review Initiatives Underway 42 5: City of Vancouver Long-Term Plans 46 6: City of Vancouver 2015 Corporate Business Plan Overview 52
Purpose of the Corporate Plan
The City of Vancouver’s Corporate Business Plan sets out the • be high-risk, associated either with undertaking or with not
organization’s highest priorities for 2015. The plan is used by undertaking the initiative, and/or
the City’s senior executive (the Corporate Management Team, • benefit from regular Corporate Management Team focus.
or CMT) to ensure Council priorities and regulatory obligations
This Corporate Plan is one component of the City’s value-for-money
are delivered, the City’s core service responsibilities are met, and
approach to planning, a cycle that starts with public priorities and
service delivery is continually improved upon. The Corporate
the City’s legal requirements driving resource allocation decisions,
Business Plan also serves the important function of helping City
and includes ongoing financial and service delivery performance
staff focus on key priorities, and understand how their work fits
tracking and modification as appropriate (Appendix 1). The
into the larger picture of the City’s overall goals.
Corporate Plan is an important part of this holistic approach to
The plan’s ten long-term goals provide a strategic framework that resource allocation, designed to ensure that over time, the public
is used to align all of the City’s programs and projects. In order funds in the trust of Vancouver City Council are allocated to top
to keep the plan flexible and relevant, the initiatives associated public priorities, invested effectively and spent efficiently.
with each long-term goal are refreshed annually. Those initiatives
selected for inclusion in the Corporate Plan are seen by the
Corporate Management Team as being critical to moving forward
toward one or more of the plan’s long-term strategic goals.
All initiatives included in this plan must be started,
but not necessarily completed in 2015, and as well must:
• be a significant enabler of one or more Council priorities,
• be a discrete deliverable, e.g., a strategy or plan, or a new,
amended or expanded service,
• be a complex and/or large initiative, with significant cross-
departmental responsibilities and/or impact,
1
GOVERNANCE GOALS
PROGRESS ON PREVIOUS PLAN
Significant progress has been made on the 2014 Corporate Plan, with some key highlights shown here (see Appendix 3 for more details).
Delivered 13 of 16 Engaged City Task Force quick starts 3%
10% 3,200 INCREASE IN OPENED NEW
CUSTOMER-FOCUSED
DECREASE IN ANNUAL
TALK FLEET
VANCOUVER DEVELOPMENT
AND BUILDING EMISSIONS
CITIZEN ADVISORY
REDUCTION OF
PANEL MEMBERSHIP SERVICES CENTRE
GHG EMISSIONS CITY
FOR CITY-OWNED OPEN DATA
COUNCIL
BUILDINGS CATALOGUE +1,000 FORMALLY
ACKNOWLEDGED
COMPARED TO 2007 TO DATE
LEADERSHIP TRAINING THAT
52 Pop-Up
145 SESSIONS DELIVERED
VANCOUVER
IS ON THE UNCEDED
Created the TRADITIONAL
City Hall events TERRITORY OF THE
Grandview-Woodlands
bringing a range of municipal
CITY
services to the streets Citizens' Assembly
DATASETS group of residents that will help shape the
Grandview-Woodland Community Plan MUSQUEAM,
SQUAMISH
AND
FIRST-EVER
NEW FLOOD TSLEIL-
HEALTHY CONSTRUCTION WAUTUTH
CITY LEVELS INCORPORATED FIRST
COMPLETED CONDITION STRATEGY INTO BUILDING AND ZONING
NATIONS
APPROVED BY REGULATIONS
ASSESSMENTS OF
COUNCIL
500 CITY-OWNED Completed development of
BUILDINGS REDUCED CITY’S enterprise risk management
8 MILLION WAREHOUSED INVENTORY
strategy and toolset
SQUARE FEET BY APPROXIMATELY 25%
2
CITY BUILDING GOALS
Secured 189%
of 2014 market rental
2,100 TREES
SAVED WITH PROTECTION OF
housing goal TREES BYLAW AMENDMENT – ESTABLISHED THE –
OVER 60 GRADUATES VANCOUVER
COUNCIL APPROVED THE
OF THE INAUGURAL MOBILE INSPECTIONS AFFORDABLE
CLASS OF NEW IMPLEMENTED OVER HOUSING AGENCY
URBAN FOREST VPD CADET 10,000
STRATEGY PROGRAM INSPECTIONS
FOR YOUTH COMPLETED TO DATE
19%
LAUNCHED THE
GREEN AND DIGITAL TRAFFIC FATALITIES
COLLABORATIVE DEMONSTRATION PROGRAM REDUCED
DEVELOPMENT OF THE REGIONAL
TRANSPORTATION
11
INVESTMENTS VIOLENT
VISION BY THE MAYORS’ COUNCIL ON CRIME
REGIONAL TRANSPORTATION DECREASED BY
OVER 11%
AND
GREEN JOBS NEW $1 MILLION 156,000
-IN- MATCHING FUND FOR ONECARDS
PUBLIC ART
20,000 VANCOUVER ISSUED
UP 19% SINCE 2010 COMMISSIONS A UNIVERSAL ACCESS
TOTAL
CRIME
Vancouver Building Bylaw amended to include higher energy DECREASED BY
performance requirements for residential and commercial buildings
1.5%
3
Corporate Plan
Foundation
I. City of Vancouver’s Mission
The City’s mission is to create a great city of communities that cares
about our people, our environment and our opportunities to live,
work and prosper.
II. Corporate Values
The City’s corporate values describe the way staff collectively
conduct themselves in the workplace.
Responsiveness We are responsive to the needs of our citizens
and our colleagues.
Excellence We strive for the best results.
Fairness We approach our work with unbiased
judgement and sensitivity.
Integrity We are open and honest, and honour our
commitments.
Leadership We aspire to set examples that others will
choose to follow.
Tourism Vancouver/Clayton Perry
Learning We are a learning workplace that grows
through our experiences.
4
III. Business Planning Principles
IV. Culture Goals
The City’s business planning principles describe how staff translate
the organization’s corporate values into behaviours; they are the The City’s culture goals direct how staff work together to achieve
lens through which staff plan, make decisions and take action. our goals and get our work done.
Accountability We are committed to transparent decision- Think strategically We align our decision-making and
making, engaging our stakeholders, and behaviours with our long-term goals,
measuring and reporting our performance to encourage more innovative thinking and
the public. enable measured risks.
Fiscal Be accountable We know how our individual role
We serve as responsible stewards of the
responsibility influences the City’s long-term goals,
public’s money, ensuring the best value-for-
are outcome-focused, exercise ethical
money for the City’s taxpayers and ratepayers.
behaviour and good judgment, and take
Long-term We integrate financial, social, environmental ownership for our work.
perspective and cultural sustainability considerations into
Act as a team We embrace a one-team mindset, build
our decisions and actions.
relationships and access talent across the
Economic We take into account the impacts on organization and celebrate together.
perspective Vancouver’s businesses and economy when
making decisions and taking actions.
Corporate We consider the impacts on and implications
perspective for the organization as a whole when we
make decisions and take actions as individual
departments and agencies.
Innovation and We cultivate a progressive and creative
improvement approach to our work, incorporating continuous
improvements into what we do and how we do it.
5
Overview of the
plan’s long term
PEOPLE
strategic goals Cultivate and sustain vibrant,
creative, safe and caring
communities for the wide
diversity of individuals and
families who live in, work in and
visit Vancouver.
+
Overview of the Plan's
Long-Term Strategic Goals PROSPERITY
Provide and enhance the
services, infrastructure and
conditions that sustain a
healthy, diverse and
resilient local economy.
+
ENVIRONMENT
Protect and enhance Vancouver’s
climate, ecology, natural
resources and connections to the
city’s remarkable natural setting
for future generations.
61. THE CITY PROVIDES EXCELLENT SERVICE: 6. VANCOUVER IS A SUSTAINABLE, AFFORDABLE,
The City integrates a service focus into all dealings with LIVABLE AND INCLUSIVE CITY: The City strives to make
citizens and customers, ensures they are appropriately Vancouver a sustainable, affordable, inclusive and livable
informed and included in municipal decision-making, city with a strong sense of place, through planning that
and maintains the corporate knowledge, data and ensures land use, transportation, energy, public realm,
information in a robust and accessible network of community amenities, social services, and food delivery
systems, to ensure the right information gets to the right systems are well integrated into our diverse communities
people to inform decision-making. and across the city.
2. THE CITY IS FINANCIALLY HEALTHY AND 7. VANCOUVER’S BUSINESS CLIMATE IS DYNAMIC AND
ADMINISTRATIVELY EFFECTIVE: The City sustains long- ROBUST: The City fosters the relationships and provides
term fiscal health and administrative effectiveness through the services and regulatory environment that support a
responsible financial stewardship and robust internal flourishing local economy, and ensures that the City’s land
CITY-BUILDING GOALS
administrative structures and processes. use planning reflects the diverse needs of industry and
GOVERNANCE GOALS
businesses of all sizes over the long-term.
3. THE CITY LEADS THE WAY ON GREEN ISSUES: The City
develops and maintains the internal corporate systems, 8. VANCOUVER IS A SAFE CITY IN WHICH PEOPLE FEEL
policies, practices and asset-management plans that SECURE: The City provides the high-quality and effective
emphasize reducing carbon dependency, enhancing police, fire, emergency preparedness and regulatory
energy resilience, conserving energy and resources, services that make Vancouver safe and enjoyable for
reducing waste, creating a green corporate culture and residents, businesses and visitors.
protecting and enhancing the health of the ecosystem.
9. VANCOUVER OFFERS EXTRAORDINARY CIVIC
4. THE CITY INSPIRES EXCELLENCE IN THE WORKPLACE AMENITIES: The City provides high-quality recreational,
AND IN ITS EMPLOYEES: The City develops and sustains social, cultural and lifelong learning amenities that provide
a dynamic, healthy and safe workplace environment that everyone in the city the opportunity to develop and enjoy
consistently attracts and retains top-quality people and themselves, and help attract the talent needed in our city to
enables them to perform at their best. maintain a strong economy.
5. THE CITY OPTIMIZES STRATEGIC PARTNERSHIPS 10. VANCOUVER’S ASSETS AND INFRASTRUCTURE ARE
AND COLLABORATIONS: The City cultivates WELL-MANAGED AND RESILIENT: The City plans
strong intergovernmental relationships and seeks for, develops and sustains the low carbon, energy
opportunities to leverage benefits from strategic resilient, environmentally sound, cost-effective, reliable
partnerships and collaborations. and safe public works and infrastructure that play an
essential role in making Vancouver a healthy, safe and
prosperous city.
71 THE CITY PROVIDES
EXCELLENT SERVICE
The City integrates a service focus into all dealings with MEASURED BY
citizens and customers, ensures they are appropriately • Percentage of 3-1-1 calls answered in 60 seconds or less
informed and included in municipal decision-making, and
• Percentage of residents very/somewhat satisfied with City
maintains the corporate knowledge, data and information of Vancouver services
in a robust and accessible network of systems, to ensure
• Percentage of businesses very/somewhat satisfied with
the right information gets to the right people to inform City of Vancouver services
decision-making.
• Percentage of permits applied for online by customers
• Number of vancouver.ca website visits
• Number of vancouver.ca website page views
• Number of people engaged through outreach, online
surveys and consultation programs
82015 SHORT-TERM PRIORITIES
1A. Digital 1B. Permits and Licences 1C. Public Engagement 1D. Recreation Customer
Service Delivery Transformation Project and Outreach Service and Business Processes
Implement the City of Vancouver Substantially improve the Implement the Vancouver Enhance the City’s recreation
Digital Strategy priority systems, processes and Mayor’s Engaged City Task service delivery, with a current-
initiatives, with the current- customer service associated Force priorities, with a current- year focus on (a) implementing
year focus on (a) launching the with the issue and enforcement year focus on enhancing online ActiveNet, the Park Board’s
mobile 3-1-1 application, of municipal permits and consultation, and building new information and recreation
(b) integrating and aligning licences, bringing the business stronger relationships through reservation system, and
the business processes of and processes in line with best the Pop-Up City Hall and Doors (b) undertaking a business
services delivered via the City’s practices, with the current- Open Vancouver programs. process review with the objective
digital and 3-1-1 contact centre year focus on building and of improving Park Board
channels, and (c) expanding development permit and related Executive Sponsor operational efficiencies and
public wifi access. engineering processes. Director, Corporate
customer service.
Communications
Executive Sponsor Executive Sponsor Chief Digital Officer Executive Sponsor
GM, Human Resource Services GM, Planning and GM, Board of Parks
Development Services and Recreation
Chief Digital Officer
9THE CITY IS FINANCIALLY HEALTHY
2 AND ADMINISTRATIVELY EFFECTIVE
The City sustains long-term fiscal health and administrative MEASURED BY
effectiveness through responsible financial stewardship and • City of Vancouver credit rating
robust internal administrative structures and processes.
• Quarterly projection of annual net operating surplus/
deficit, $
• Total outstanding debt owed by the City of Vancouver
102015 SHORT-TERM PRIORITIES
2A. Enterprise Risk 2B. Legal Services Business and 2C. Corporate Fee Review
Management and Business Technology Improvements
Optimize the City’s strategic
Continuity Planning
Complete implementation of approach to revenue-
Continue to embed a culture new legal enterprise records generation, with a current-year
of strategic risk management management system and focus on undertaking the first
among management and staff, associated business process phase of a comprehensive
with a current-year focus on transformations, with the review of the City’s major
(a) enhancing the City’s objective of improving efficiency fees and charges, focusing on
capacity for risk identification, and effectiveness of the City’s planning and development fees.
analysis and mitigation, Legal Services department.
(b) designing and implementing Executive Sponsor
issue escalation processes for Executive Sponsor GM, Financial Services Group
priority business units, and
Director, Legal Services GM, Planning and Development
(c) business continuity planning
Services
for priority critical business
services and infrastructure.
Executive Sponsor
GM, Financial Services Group
113A. City Fleet and
Trip Optimization
Redesign business processes
and optimize the use of available
modes of transportation
used for City operations, with
the objective of improving
productivity and service,
reducing travel needs, reducing
3 THE CITY LEADS THE
WAY ON GREEN ISSUES
fleet costs and supporting
corporate environmental goals,
with a target of a 20% reduction
in fleet size by 2020.
Executive Sponsor
The City develops and maintains the internal corporate systems, policies, practices and
GM, Engineering Services
asset-management plans that emphasize reducing carbon dependency, enhancing
energy resilience, conserving energy and resources, reducing waste, creating a green
corporate culture and protecting and enhancing the health of the ecosystem.
MEASURED BY
• Greenhouse gas emissions from City facilities and operations, tonnes CO2e
• Tonnes of garbage collected from City facilities and operations
• Percentage of Vancouver Landfill gas collected
• Reduction in greenhouse gas emissions associated with the City-owned
neighbourhood energy utility, tonnes CO2e
• Pages of paper used by City of Vancouver operations
• City facility greenhouse gas emissions per square foot, tonnes CO2e
• Number of units in the City of Vancouver fleet
122015 SHORT-TERM PRIORITIES
3B. Climate Change Adaptation 3C. Solid Waste Strategies 3D. Urban Forest Strategy 3E. Greenest City 2020
and Services Action Plan Refresh
Implement top-priority Develop and implement
initiatives articulated in Update the City’s solid waste Phase 2 of the City’s Building on the current Greenest
the City’s Climate Change strategies and operations, with a Urban Forest Strategy. City 2020 Action Plan (GCAP),
Adaptation Strategy, with focus on (a) developing a long- (a) refresh the GCAP to identify
a current-year focus on term waste management strategy Executive Sponsor next set of priority actions
completing a coastal flood risk that includes consideration of the required to advance toward
GM, Board of Parks
assessment and identifying role of the Vancouver Landfill, and Recreation the plan’s goals, including
highest priority flood-proofing (b) in consultation with Metro the development of a new
actions. Vancouver, updating the biodiversity target, and
Vancouver Landfill tipping (b) develop a plan for reducing
Executive Sponsor fee strategy, (c) updating carbon emissions city-wide by
the Vancouver Landfill legal 80% by the year 2050.
Deputy City Manager
agreements among the City of
Vancouver, Metro Vancouver Executive Sponsor
and the Corporation of Delta, Deputy City Manager
and (d) continuing to adjust the
City’s recycling operations to
accommodate changes arising
from new extended producer
responsibility legislation and
contractual relationships with
Multi-Material British Columbia.
Executive Sponsor
GM, Engineering Services
13THE CITY INSPIRES EXCELLENCE IN THE
4 WORKPLACE AND IN ITS EMPLOYEES
The City develops and sustains a dynamic, healthy and MEASURED BY
safe workplace environment that consistently attracts and • Average number of workdays lost to absenteeism
retains top-quality people and enables them to perform at
• Employee workplace injury rate
their best.
• Percent turnover in first year of employment, excluding
VPD and VPL
142015 SHORT-TERM PRIORITIES
4A. Employee Engagement and 4B. Talent Attraction 4C. Corporate Health and
Internal Communications and Retention Safety Initiatives
Implement top-priority initiatives Enhance the City’s current Enhance the City’s health,
arising out of the most recent talent attraction and retention wellness and safety strategies,
employee engagement survey, strategy, with a current-year with a current-year focus on
with a current-year focus on focus on (a) replacing the City’s improving safety management
(a) continuing to enhance the current online recruitment practices, reducing workplace
skills and capacity of leaders system, and (b) continuing injuries and associated lost time.
across the organization, to improve the efficiency and
(b) implementing strategies to effectiveness of the City’s Executive Sponsor
improve the effectiveness of hiring processes, building on GM, Human Resource Services
internal communications, and the success of the Park Board
(c) preparing for a constructive recruitment pilot project.
process to renew the City’s
collective agreements that are Executive Sponsor
due to expire in December 2015. GM, Human Resource Services
Executive Sponsor
GM, Human Resource Services
15THE CITY OPTIMIZES STRATEGIC
5 PARTNERSHIPS AND COLLABORATIONS
The City cultivates strong intergovernmental relationships MEASURED BY
and seeks opportunities to leverage benefits from strategic • Percentage of total capital funding provided by
partnerships and collaborations. external partners
• Percentage of total operating funding provided by
external partners
162015 SHORT-TERM PRIORITIES
5A. First Nations 5B. Healthy City
Collaboration Initiative Strategy Partnerships
Continue to engage inter- In collaboration with Vancouver
departmental staff and expertise Coastal Health and a number
to strengthen our partnerships of other strategic partners,
with local First Nations and develop an implementation
urban Aboriginal citizens on plan for the highest-priority
projects that contribute to initiatives recommended in the
reconciliation and betterment 2014 Healthy City Strategy,
of the city. with a current-year focus on
(a) developing a set of Healthy
Executive Sponsor City metrics and an associated
City Clerk
dashboard to track progress,
(b) collaborating with other
public sector agencies to
leverage under-used space for
childcare and other purposes
beneficial to the community
at large, and (c) increase
public participation in lifelong
learning through the Learning
Tourism Vancouver/Al Harvey
City’s Summer of Learning
pilot initiative.
Executive Sponsor
GM, Community Services
Chief Librarian
176A. Local Housing Availability
and Affordability
Advance toward the housing
goals articulated in the City’s
Housing and Homelessness
Tourism Vancouver/Cycle City Tours
Strategy, with a current-
year focus on (a) bringing
the City’s new Vancouver
Affordable Housing Agency to
VANCOUVER IS A SUSTAINABLE,
6
steady-state operations and
AFFORDABLE, LIVABLE AND developing five hundred new
affordable homes over the
INCLUSIVE CITY next three years through this
agency, (b) updating the City’s
policy on how to address the
loss of rental housing units
The City strives to make Vancouver a sustainable, affordable, inclusive and livable city with (“rate of change” policy), and
a strong sense of place, through planning that ensures land use, transportation, energy, (c) updating the City’s policy on
three-bedroom residential units.
public realm, community amenities, social services, and food delivery systems are well
integrated into our diverse communities and across the city.
Executive Sponsor
Chief Housing Officer
MEASURED BY
• Tonnes of Vancouver residential garbage collected
• Number of City of Vancouver housing units committed and opened
• Number of childcare spaces enabled by the City of Vancouver
• Percentage of trips made using sustainable modes – walking, biking, transit
• Litres of water consumed per capita
182015 SHORT-TERM PRIORITIES
6B. Broadway Corridor 6C. GHG Reduction Plan for 6D. Downtown and Cambie 6E. Community Planning
Rapid Transit New and Existing Buildings Corridor District Energy and Heritage Action Plan
Coordinate strategy and efforts Advance toward the Greenest Working with the appropriate Ensure future growth meets
with key partners to educate City 2020 Action Plan GHG private industry and public the needs of Vancouver
the public on the benefits of reduction targets by sector partners, enable communities and contributes to
the Mayors’ Transportation (a) implementing the Energy the delivery of the Cambie sustainable, affordable, livable
and Transit Plan in anticipation Retrofit Strategy for Existing Corridor and downtown and inclusive neighbourhoods,
of the associated 2015 public Buildings that was approved district energy systems. with a current-year focus on
referendum, to advance by City Council in 2014, and (a) community planning that
progress on the proposed (b) developing a strategy for Executive Sponsor includes Phase 3 of the Cambie
Broadway SkyTrain Extension requiring all new buildings GM, Engineering Services
Corridor Planning Program,
project planning, and to secure constructed from 2020 the False Creek Flats Plan, the
senior government funding for onward to be carbon-neutral Downtown Places and Spaces
this project. in operations, that includes Plan, and planning related to the
proposed tactics and associated Georgia and Dunsmuir viaducts,
Executive Sponsor costs implications for the City and (b) implementing the top-
GM, Engineering Services
and for building developers, priority recommendations in
owners and/or occupiers. the City of Vancouver Heritage
Action Plan.
Executive Sponsor
Deputy City Manager Executive Sponsor
GM, Planning and
Development Services
197A. Vancouver Innovation Hub
Work with third-party
partner to establish an early-
stage technology and social
enterprise incubator/accelerator
in downtown Vancouver that
is inclusive and collaborative,
and that complements the
existing local array of business
incubators and accelerators.
Tourism Vancouver/Al Harvey
Executive Sponsor
VANCOUVER’S BUSINESS
7
GM, Real Estate and Facilities
CLIMATE IS DYNAMIC Management
CEO, Vancouver Economic
AND ROBUST Commission
The City fosters the relationships and provides the services and regulatory
environment that support a flourishing local economy, and ensures that the City’s land
use planning reflects the diverse needs of industry and businesses of all sizes over the
long-term.
MEASURED BY
• Square feet of floor area from approved building permits
• Number of business licences issued, excluding vehicles for hire
• Number of green jobs
202015 SHORT-TERM PRIORITIES
7B. Support to Entrepreneurs 7C. Updated Sign Bylaw 7D. Targeted Property 7E. Sport Hosting
and Innovators Tax Land Averaging
Complete a review of the City’s Working with a range of
Undertake a set of initiatives current Sign Bylaw and update For the 2015 tax year, external strategic partners,
to support Vancouver’s legislation and associated implement the 2014 develop and implement the
entrepreneurs and innovators, processes to reflect best Property Tax Policy Review City’s sport hosting strategic
with a current-year focus on practices and stakeholder input. Commission’s recommendation plan, intended to promote
(a) establishing a green to transition from using three- Vancouver as a premier sport
enterprise zone in the False Executive Sponsor year land value averages for hosting destination, and
Creek Flats industrial area, calculating property taxes aligned with other key City
GM, Planning and
designed to bring together Development Services for all properties, to applying objectives including active
various stakeholders to enable three-year land averaging only living, community development
green business and attract to a select set of properties and economic development,
investment, (b) implementing that experience an increase to include enhancements to
a green/digital demonstration in property value above a sports field infrastructure.
program designed to assist local specified threshold.
entrepreneurs in accelerating Executive Sponsor
commercialization of their Executive Sponsor GM, Board of Parks
innovations and attracting GM, Financial Services Group and Recreation
investment capital, and
(c) developing and
implementing the Vancouver
Capital Attraction Initiative,
with the objective of promoting
Vancouver as a destination for
investment capital.
Executive Sponsor
CEO, Vancouver
Economic Commission
218A. Emergency Preparedness
Systems and Infrastructure
Enhance City support for public
emergency preparedness,
with a current-year focus on
(a) conducting a functional
emergency exercise,
(b) replacing the City’s
emergency management
VANCOUVER IS A information system,
8
(c) fully implementing the
SAFE CITY IN WHICH new Vancouver Volunteer
PEOPLE FEEL SECURE Corps management and
operational structure, and (d) in
collaboration with the private
sector, developing a building
The City provides the high-quality and effective police, fire, emergency
damage assessment program.
preparedness and regulatory services that make Vancouver safe and
enjoyable for residents, businesses and visitors. Executive Sponsor
Deputy City Manager
MEASURED BY
• Response time to fire emergency (priority 1) calls
• Average dollar loss per fire
• Number of medical incidents, including motor vehicle incidents
• Response time of Vancouver Police Department to emergency (priority 1) calls
• Number of property crimes reported per 1,000 population
• Number of violent crimes reported per 1,000 population
• Number of traffic collisions per capita
• Number of Emergency Operations Centre staff trained
222015 SHORT-TERM PRIORITIES
8B. Marine and Shoreline Safety 8C. Policing and Mayor’s 8D. Vehicle, Cyclist and 8E. Medical
and Environmental Protection Task Force Implementation Pedestrian Safety Response Optimization
Advance marine and shoreline Building on the work Meet the VPD 2.5% annual Through collaboration and
safety and environmental undertaken in a series of reduction target for vehicle coordination with E-Comm,
protection, with a current- recent VPD reports as well collisions that result in injury British Columbia Emergency
year focus on (a) monitoring, as the 2014 report of the and/or death through the Health Services, Provincial Health
evaluating and responding to Mayor’s Task Force on Mental initiatives identified in the VPD
Services Authority and BC
the proposed Kinder Morgan Health and Addictions, 2012-2016 Strategic Plan that
Ambulance Services, enhance
oil pipeline expansion, in order continue the VPD’s include the implementation
the efficiency of Vancouver Fire
to ensure that the appropriate multidisciplinary approach of a new pedestrian and
and Rescue Services’ role in
risk mitigation and emergency to interactions with mentally cycling police unit, increased
response measures are in place ill individuals, including enforcement and education emergency medical response.
if/when the project advances, tracking and reporting VPD for drivers, cyclists and
Executive Sponsor
and (b) in collaboration with calls for service that involve pedestrians, and collaboration
Fire Chief
Port Metro Vancouver and mentally ill individuals. among the VPD, the City of
inner harbour municipalities, Vancouver Engineering Services
implementing the renewed Executive Sponsor department and the Insurance
marine fire response program. Chief Constable Corporation of BC, with a focus
on improving the safety of
Executive Sponsor roadways.
Deputy City Manager
Executive Sponsor
Fire Chief
Chief Constable
23VANCOUVER OFFERS
9 EXTRAORDINARY CIVIC AMENITIES
The City provides high-quality recreational, social, cultural and MEASURED BY
lifelong learning amenities that provide everyone in the city the • Number of Vancouver Public Library in person and
opportunity to develop and enjoy themselves, and help attract website visits
the talent needed in our city to maintain a strong economy. • Number of trees planted
• Attendance at Vancouver civic theatres and museums
• Number of registrants in community centre programs
operated by the Park Board
242015 SHORT-TERM PRIORITIES
9A. Arts and 9B. Vancouver Civic Theatres 9C. Vancouver Public Library
Culture Support Customer Service and Digital Inspiration Lab
Efficiency Improvements
Continue to focus support to Support the City’s digital
Vancouver’s arts and culture Continue with implementation literacy programs through
sectors, by (a) providing City of recommendations from launch of the Digital Inspiration
support for proactive financial the recent Vancouver Civic Lab at the Vancouver Public
sustainability planning for Theatres (VCT) business Library Central Library, and in
cultural organizations, review, with the objective collaboration with the digital
(b) establishing a new approach of enhancing alignment of entertainment sector, provide
to developing and securing theatre operations with the the public a gateway to creative
arts and cultural spaces such as City’s Culture Goals, and digital expression and related
artist production spaces, and improving customer service, skills-building opportunities.
(c) streamlining the City’s revenue-generation and
efficiencies for the Queen Executive Sponsor
cultural grant process, including
a pilot online application Elizabeth Theatre, the Chief Librarian
processing project. Vancouver Playhouse, the
Orpheum Theatre, and all
Executive Sponsor other VCT facilities.
GM, Community Services
Executive Sponsor
GM, Community Services
25VANCOUVER’S ASSETS AND
10 INFRASTRUCTURE ARE
WELL-MANAGED AND RESILIENT
The City plans for, develops and sustains the low carbon, MEASURED BY
energy resilient, environmentally sound, cost-effective, • Percentage of major public works assets in poor condition
reliable and safe public works and infrastructure that play
• Number of 3-1-1 engineering asset service requests
an essential role in making Vancouver a healthy, safe and
• Percentage of demand maintenance orders completed
prosperous city.
262015 SHORT-TERM PRIORITIES
FOR
LEASE
10A. City-Owned Property 10B. Capital Projects 10C. Safety and Energy 10D. End-of-Lease
Leased to Non-Profit Agencies Operational Efficiency Performance of Valuation Methodology
City-Owned Buildings
Implement an effective Enhance management and Request that the provincial
business strategy that coordination of capital projects Optimize the management of government enact regulations
establishes a centralized undertaken by the City, City-owned buildings, with a under the Strata Property
structure and process for with the primary objectives current-year focus on Act that establish a valuation
managing and overseeing the of maximizing efficiencies (a) developing and methodology for determining a
City-owned property leased to and value-for-money, and implementing a seismic strategy, lessee’s end-of-lease interest in a
non-profit agencies. minimizing disruptive impacts and (b) implementing the City’s leasehold strata lot, that reflects
on the public and other facility energy plan with the aim a balance between the interests
Executive Sponsor stakeholders, with current-year of reducing greenhouse gas of the lessees and those of the
focus on the establishment of emissions associated with City- broader stakeholders, including
GM, Real Estate and
Facilities Management a new project management owned buildings. all taxpayers.
centre of excellence within the
City’s Engineering Services Executive Sponsor Executive Sponsor
department, with a mandate GM, Real Estate and GM, Real Estate and
to develop, implement, and Facilities Management Facilities Management
oversee leading-practice
project management
frameworks and processes.
Executive Sponsor
GM, Engineering Services
GM, Financial Services Group
27APPENDIX 1
CITY OF VANCOUVER VALUE-FOR-MONEY PLANNING PROCESS
Shown here is the City’s value-for-money planning cycle, that starts with the various drivers that inform City services and service levels, leading
to standardized evaluation of new initiatives, through to annual service planning, financial allocations, and regular performance reviews.
PUBLIC PRIORITIES REGULATORY REQUIREMENTS COUNCIL/BOARD PRIORITIES
INPUTS
CMT PRIORITIES
DIRECTIONAL
PLANNING
CORPORATE BUSINESS PLAN POLICY DIRECTIONS EMERGING PRIORITY/ISSUES
STRATEGIC ANALYSIS AND VALUE PROPOSITION
SERVICE AND FINANCIAL
PLANNING ANALYSIS
LONG-TERM
FINANCIAL
PLAN
SERVICE PLANNING
BUDGET SERVICE AND PERFORMANCE REVIEWS
28APPENDIX 2
CITY OF VANCOUVER ORGANIZATION STRUCTURE
THE COMMUNITY
VANCOUVER MAYOR AND CITY COUNCIL
LIBRARY BOARD
OFFICE OF THE CITY MANAGER
VANCOUVER
POLICE BOARD
CITY CLERK'S DEPARTMENT COMMUNITY SERVICES
BOARD OF PARKS
AND RECREATION
CORPORATE COMMUNICATIONS ENGINEERING SERVICES
FINANCIAL SERVICES GROUP FIRE AND RESCUE SERVICES
HUMAN RESOURCE SERVICES LEGAL SERVICES
PLANNING AND REAL ESTATE AND
DEVELOPMENT SERVICES FACILITIES MANAGEMENT
29APPENDIX 3
2014 CORPORATE BUSINESS PLAN KEY ACHIEVEMENTS
Shown here is a summary of the key progress and achievement highlights for the previous-year Corporate Plan’s short-term priorities.
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
1A. Advance City’s Digital Citizen and Customer Services • Chief Digital Officer on-boarding complete and team formation optimized
to support execution of the Digital Strategy and establish Digital Services
Implement the City of Vancouver Digital Strategy top
organization and governance.
priorities, with a focus on (a) developing a standard and
user-friendly customer-facing interface that integrates • Consolidated highly-used services available on the City website in an
the City’s suite of digital services and online transaction easy-to-use, highly visible Online Services launch page.
processing, (b) enhancing mobile accessibility to City
• Developed corporate standards for digital services and applications, and
digital services, (c) advancing availability of the City’s
consolidated access point for City of Vancouver digital services.
open data, and (d) optimizing digital governance.
• Delivered a fully responsive website, designed to optimize viewing on mobile
devices, and City’s open data catalogue expanded to over 145 City datasets.
1B. Permits and Licences Transformation Project • Opened a consolidated, customer-focused Development and Building Services
Centre for in-person permits and licences enquiries and transactions.
Substantially improve the systems, processes and
customer service associated with the issue and • New enterprise system (POSSE) to manage permit applications launched, over
enforcement of municipal permits and licences, 7,500 trade permits processed to date.
bringing the business processes in line with best
• Mobile inspections implemented, with over 10,000 inspections completed to
practices, including the replacement of up to forty
date.
existing systems with a single, state-of-the-art
integrated system.
1C. Improve Public Engagement and Outreach • Delivered 13 of the 16 Engaged City Task Force quick start actions, including:
Implement the Vancouver Mayor’s Engaged City Task -- Pop-Up City Hall, a mobile City Hall providing easy access to key municipal
Force priorities, with a focus on (a) operationalizing services in various neighbourhoods,
the City’s social media strategy, (b) refreshing the
-- Doors Open Vancouver, a one-day event that invites the public to explore
City’s Development Services’ consultation and
popular Vancouver buildings and learn about civic services,
communications approach, including new notification
design, new webpages, new methods of gathering input -- block party promotions, and
online, standardized reporting tools for consultation
results, and guidelines for developers, (c) building -- redesigned development notification signs.
membership and the overall effectiveness of Talk • Implemented a corporate social media policy, accompanied by a handbook
Vancouver, the City’s online consultation platform, and staff training.
and (d) establishing and operationalizing standards
for internal and public reporting/information-sharing • Talk Vancouver citizen advisory panel increased to 3,200 members, reflecting
concerning public consultation findings. the diversity of Vancouver’s population.
30APPENDIX 3
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
2A. Development-Related Benefits Plan • Implemented new tools to achieve public benefits without requiring individual
site-specific rezonings, resulting in reduced time and cost of development
Improve the alignment of development-related benefits
approvals, and increased certainty and predictability for developers and
with corporate priorities and processes by (a) using
the community.
relevant metrics to optimize allocation of development-
related benefits, (b) evaluating and planning for the -- Approval of new inclusionary density bonus zones included in the West End
long-term financial implications of new development- Community Plan and Downtown Eastside Area Plan, allowing additional
related benefits, (c) updating and rationalizing existing density in exchange for social and/or rental housing.
development cost levy bylaws, and (d) exploring new
-- New density bonus zones included in the Marpole Community Plan allow
tools/approaches to achieve and manage development-
additional density in exchange for “amenity share” contributions, to be
related benefits.
applied toward affordable housing and other public benefits identified in the
plan’s public benefit strategy.
-- City policies and procedures amended to accommodate new extended
Development Cost Levy (DCL) rate protection legislation approved by the
Province, intended to provide more certainty regarding DCL rates over
development process.
-- Expanded use of flat rate target community amenity contributions (CACs) to
include Cambie Corridor, Norquay Village, Little Mountain Adjacent Area and
Marpole neighbourhoods.
2B. Enterprise Risk Management and • Completed development of the enterprise risk management strategy and
Business Continuity Planning supporting tools, and restructured the City’s Risk Management Committee.
Develop and implement an enterprise risk management • Multi-year implementation of enterprise risk management function designed
framework, organizational structure that assists Council and underway, for five programs: compliance, risk registers, business
and staff in strategically assessing and addressing continuity, issues management, and project management.
the various risks facing the City over time, including a
business continuity planning function.
2C. Business Intelligence Program • Business Intelligence Strategy Phase 1 completed.
Develop and implement a coordinated strategy for • Corporate Driver Services dashboard designed and implemented.
enhancing internal decision support and analytic
capabilities, that considers metric development, business
intelligence tools, internal skills/capacities, and existing
software system capabilities; deliverables to focus on
public works planning, land development planning,
human resources and financial information/data.
31APPENDIX 3
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
2D. Warehousing and Inventory Optimization • Designed and implemented a consolidated organizational structure for
Phase 1 warehouses under the Director, Supply Chain Management, based
Enhance warehouse and inventory management,
upon leading practice, standardized warehouse and inventory processes and
streamlining and standardizing operations across
procedures.
the City’s warehouses, and optimizing site layouts
and equipment to provide a single view of the • Reduced inventory value for Phase 1 warehouses by approximately 25% over
City’s inventory operations and ensure the right the twelve months ending December 2014.
supplies are available and delivered as needed in
• Consolidated a number of standalone inventory tracking systems to the
the most sustainable and cost-efficient way.
City’s enterprise SAP system, including Heavy Urban Search and Rescue and
National Works Yard’s non-stock inventory.
3A. City Fleet Optimization • Completed GPS Initialization Phase, background work required for the
incorporation of vehicle telematics into all City-managed fleet units, targeted
Implement the City’s Green Fleet Plan, with a
for 2016.
focus on developing and initiating implementation
of a plan to leverage technology such as GPS • Lowered annual City fleet emissions by 3% by the end of Q3/2014 over the
to optimize City vehicle fleet in terms of cost, same period last year, attributed to idle reduction programs, enhanced route
customer service and GHG efficiencies, with a planning, and replacement of end-of-life fleet units with newer, more fuel
target of reducing size of overall vehicle fleet by efficient technologies.
20%.
• Notable fleet additions include two hybrid electric garbage collection
vehicles, eight electric vehicles and sixty-one VPD patrol vehicles with
reduced engine size and idle reduction technology.
3B. Climate Change Adaptation • Phase 1 of the Coastal Flood Risk Assessment completed, with recommended
new flood construction levels, associated building and zoning bylaw
Implement the top priorities of the City’s Climate
amendments have been enacted.
Change Adaptation Strategy, including (a)
completing a coastal flood risk assessment, (b) • Completed Phase 1 of the backup power inventory, and generated VanMap link
updating regulated flood construction levels, to map backup power with seismic, soil condition and flood map layers.
(c) developing a back-up power strategy, (d)
• Completed the Extreme Heat Initial Response Guideline in conjunction with the
developing an extreme heat response plan, and (e)
Medical Health Officer, Vancouver Coastal Health and Environment Canada,
developing an integrated storm water management
Cool Building pilot project, using heat island and vulnerability mapping,
plan.
underway at Simon Fraser University.
• City-Wide Integrated Stormwater Management Plan (ISMP) completed,
including a partnership with Musqueam First Nation for the Musqueam
Creek ISMP.
32APPENDIX 3
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
3C. Update Solid Waste Strategies and Services • Multi-material British Columbia (MMBC) agreement has been executed,
to Adapt to Changing Landscape resulting in increased financial support for City’s recycling programs.
Update the City’s solid waste strategies and operations • Green bin service collecting food scraps and organic waste expanded to
to respond to the changing regulatory landscape and to include approximately 1,800 multi-family buildings.
operational requirements, with a focus on -- Garbage tonnage decreased by 40%
(a) developing a long-term strategy for the Vancouver
Landfill that includes the City’s landfill gas collection -- Compost recovery increased by 60%
targets, (b) developing a strategy to respond to -- Overall diversion from landfill of residential solid waste is 60%, up from 55%
Metro Vancouver’s waste-to-energy plans, (c) aligning in 2013.
the City’s recycling collection/disposal operations
with changes arising from new “extended producer • In 2014, Council approved the Construction and Demolition Waste Diversion
responsibility” legislation, (d) developing an action plan Strategy, the Building Materials Reuse and Recycling Bylaw and an organics
to respond to imminent/potential legislative changes waste ban.
such as the construction demolition ban, organics waste
ban, and zero waste legislation, and (e) expand the
City’s compostables collection and disposal program to
include multi-unit residential buildings.
3D. Urban Forest Strategy • Council approved the Urban Forest Strategy, informing the protection,
planting and management of the city’s urban forest.
Develop and implement an urban forest strategy and
management plan. • Approximately 2,100 trees saved annually via amendment to the Protection
of Trees Bylaw.
4A. Employee Engagement Action Plan and • Enhanced the City's leadership development programs, with focus on
Internal Communications front-line managers and supervisors, including a new CityLearn leadership
framework, delivered almost 1,000 leadership training sessions in 2014.
Implement the top priority actions arising out of the
2013 employee engagement survey aimed at improving • Business unit leaders have developed and implemented action plans to
employee engagement, including development and address priorities identified in the most recent employee engagement survey.
implementation of an internal communications strategy.
4B. Recruitment Strategy • Implemented centralized recruiting function for Vancouver Board of Parks and
Recreation, with substantial improvements in hiring process efficiency and
Develop and implement an updated recruitment
quality of hiring outcome.
strategy to support City management in attracting
the best talent to work at the City, including specific • Increased in-house capacity to support senior-level recruitment and to reduce
strategies around how to best leverage technology and reliance on contracted search firms.
social media for these purposes.
33APPENDIX 3
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
5A. First Nations Collaboration Initiative • Vancouver City Council formally acknowledged that Vancouver is on the
unceded traditional territory of the Musqueam, Squamish and Tsleil-Waututh
Create an internal organizational structure for
First Nations.
enhancing collaboration among the City and local First
Nations leadership both within the local bands and • City of Vancouver and the Musqueam entered into a comprehensive services
within the urban Aboriginal communities, by tracking agreement.
and ensuring alignment among relevant initiatives
• City Council and senior staff were welcomed at a dinner hosted by the
being led by disparate City departments that include
Tsleil-Waututh Nation.
External Relations and Protocol Office, City Clerk’s,
Office, Engineering Services, Community Services, • Elected officials and staff involved in a wide range of Year of Reconciliation
Vancouver Police Department, and Park Board. activities.
5B. Regional Funding Allocation Decisions • City involved in collaborative development of the Mayors’ Transportation and
Transit Plan for Metro Vancouver, a document that identifies a plan for regional
Improve the City’s ability to influence key regional
transit expansion and associated funding, to be put to a public referendum in
funding allocations in order to ensure fair and
2015.
equitable outcomes, including the Broadway rapid
transit project and upcoming Metro Vancouver liquid • City staff and elected officials working with Metro Vancouver to ensure fair
waste and solid waste capital investments. and equitable allocations for other major capital works.
5C. Healthy City Strategy Partnership with • Council approved the City’s first-ever Healthy City Strategy: A Healthy City for
Vancouver Coastal Health All, supported by a public engagement process that included over
10,000 people.
In collaboration with Vancouver Coastal Health, the
Vancouver Police Department, and a number of other • Established the Healthy City for All Leadership Table, comprised of the City
key stakeholders, develop an long-term integrated and various partner agencies, with the mandate of advancing the highest-
strategy that focuses on advancing the overall priority recommendations in the Healthy City Strategy.
health of Vancouver’s citizens, communities and • Partnered with Vancouver Coastal Health on the Healthy People,
local environment, focusing on mental health issues Healthy Places Summit.
and sex trade workers, and aligned to key strategies
such as the Vancouver Police Department 2012-2016
Strategic Plan, the City’s Greenest City Action Plan, the
Vancouver Economic Action Strategy, the Housing and
Homelessness Strategy, and Transportation 2040.
5D. Municipal Access to Fraser River Shoreline and • Negotiations underway with the Province of BC to renew approximately thirty
Other Provincial Land leases and sewer outfalls along the north shore of the Fraser River.
Engage the BC provincial government to secure long-
term recreational and other municipal-purpose access
to the north shore of the Fraser River as well as other
key locations.
34APPENDIX 3
2014 CORPORATE PLAN SHORT-TERM PRIORITY ACHIEVEMENTS SINCE JANUARY 2014
6A. Refine Policies and Structures to • Significant progress toward meeting City of Vancouver’s housing targets, have
Advance Housing Availability and Affordability achieved:
Using the City’s Housing and Homelessness Strategy -- 65% of the City’s 2014 non-market housing target,
as a guiding framework, develop a set of clearly -- 86% of the City’s 2014 supportive housing target,
articulated deliverables associated with meeting
the City’s housing, affordability and homelessness -- 189% of the City’s 2014 market rental target, and
objectives, to include -- 90% of the City’s 2014 suites and laneway homes target.
(a) evaluating options for establishing a City of
Vancouver housing development company that • Established the Vancouver Affordable Housing Agency, a corporation owned
acquires and develops new homes, (b) exploring how by the City of Vancouver with the mandate to serve as the City’s agent in
community amenity contributions can be leveraged enabling the development and delivery of new affordable housing units in
to create more family-oriented housing, (c) working Vancouver.
to improve the capacity of the non-profit and co-op
housing sectors to enable them to help meet the City’s
housing availability and affordability objectives, and
(d) regularly reporting to Council on progress toward
meeting the City’s housing targets.
6B. Support Shift to Transit, Cycling and • The Mayors' Council on Regional Transportation, representing twenty-one
Pedestrian Transportation municipalities, came together to develop a ten-year plan for enhancing
Metro Vancouver’s transit and transportation system and for funding these
Support the goals articulated in the City’s enhancements, significant progress on Broadway SkyTrain extension project.
Transportation 2040 Plan, by focusing on (a) by
working with Translink to support/optimize Broadway • Contextual work for parking strategy completed, including a cruising for
Corridor rapid transit planning, (b) implementing parking study to better understand how long it takes to find a parking space,
a public bike share system, and (c) developing a a meter compliance survey, and on-street residential parking best-practices
comprehensive parking strategy for Vancouver. research.
6C. GHG Reduction Plan for New and Existing Buildings • The Energy Retrofit Strategy for Existing Buildings approved by Council,
external implementation funding secured.
Develop and implement an action plan for achieving
the Greenest City Action Plan goals of (a) reducing • Vancouver Building Bylaw amended to include higher energy performance
energy use and GHG emissions from existing buildings requirements for residential and commercial buildings.
citywide by 20% over 2007 levels, and (b) requiring all
• An external network of certified energy advisors established to verify
buildings constructed from 2020 onward to be carbon
compliance with new energy requirements for one- and two-family homes.
neutral in operations – articulating the City’s tactics to
achieve these goals, as well as associated costs to the
City and to building owners/occupiers.
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