CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies

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CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
CORPORATE
PLAN 2018

An overview of the City of Vancouver’s citizen and
customer service priorities and delivery strategies
CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
Message from the City Manager

                  Fostering a livable, safe and vibrant city is the         strategies, including the Healthy City Strategy, the Housing Vancouver
                  foundation of our work at the City of Vancouver.          Strategy, the Greenest City Action Plan, Transportation 2040 and the
                  Each year, the Corporate Plan helps us map out            Renewable City Strategy.
                  priority initiatives that will enable us to address the
                                                                            The Plan’s short-term priority initiatives have been selected by the
                  opportunities and challenges we experience as a
                                                                            City Leadership Team from a much wider range of work underway,
                  growing city.
                                                                            each identified as critical to advancing the City’s long-term internal
We strive to support Vancouver’s communities, to meet the diverse           governance and external city-building goals. While the Plan captures
needs of our residents, businesses and visitors, and to ensure that         a snapshot, there is a tremendous amount of work underway in 2018
Vancouver is well-positioned for the future. We do so by maintaining        that is not highlighted here — projects, programs and day-to-day
quality services, programs and infrastructure, by designing and             operations that contribute significantly to the City’s overall success.
enforcing policies and regulations that keep Vancouver safe,
                                                                            I encourage all staff members to review this Corporate Plan to
prosperous, inclusive, peaceful and sustainable, and by continually
                                                                            understand how your work fits into the larger picture as part of a
reviewing and refining how we work, with the objective of providing
                                                                            short-term initiative or a long-term goal, and ultimately contributes to
good value to Vancouver’s taxpayers and ratepayers.
                                                                            the success of our extraordinary city.
Developed by the City Leadership Team, the 2018 Corporate Plan
highlights our priority initiatives for the year ahead, aligning with       Sadhu Aufochs Johnston

Council’s overarching priorities and with the roadmap set out in the        City Manager

City’s 2018 Budget and Five-Year Financial Plan. The priorities of
the 2018 Corporate Plan draw from the City’s key long-term service
CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
CONTENTS

Purpose of the Corporate Plan                                                        1

2017 Corporate Plan Achievements: Internal Governance Goals                          2

2017 Corporate Plan Achievements: External City-Building Goals                       3

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 Inspires Excellence in the Workplace and in its Employees      12

Goal No. 4: The City Optimizes Strategic Partnerships and Collaborations            14

Goal No. 5: Vancouver is a Livable, Affordable and Inclusive City                   16

Goal No. 6: Vancouver is an Environmentally Sustainable 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 Organization Structure                                         28

2: Prior-Year Corporate Plan Key Achievements                                       29

3: City of Vancouver Long-Term Service Strategies                                   46

4: City of Vancouver 2018 Corporate Plan Overview                                   58
CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
Purpose of the Corporate Plan
The City of Vancouver’s Corporate Plan sets out the                       The Plan’s ten long-term goals provide a strategic framework that
organization’s highest priorities for 2018. The Plan is used by the       is used to organize and align the City’s programs and projects.
City’s senior executive – the City Leadership Team – to ensure            In order to keep the Plan flexible and relevant, the initiatives
Council priorities and regulatory obligations are delivered, the          associated with each long-term goal are refreshed annually.
City’s core service responsibilities are met, and service delivery
                                                                          Those initiatives selected for inclusion in the Corporate Plan are
is continually improved. The Corporate Plan also serves the
                                                                          seen by the City Leadership Team as being critical to advancing
important function of helping City staff focus on key priorities
                                                                          one or more of the Plan’s ten long-term strategic goals. All
and understand how their work fits into the larger picture of the
                                                                          initiatives included in this Plan will be started, but not necessarily
City’s overall long-term goals.
                                                                          completed, in 2018, and 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 highly complex and/or large initiative, with significant
                                                                           cross-departmental responsibilities and/or impacts,

                                                                          • be high-risk, associated either with undertaking or with not
                                                                           undertaking the initiative, and/or

                                                                          • benefit from regular City Leadership Team focus.

                                                                          This Corporate Plan is one component of the City’s integrated
                                                                          planning and performance measurement process, a cycle that
                                                                          integrates the City’s long-term service strategies and policy
                                                                          directions, departmental strategic plans and service plans,
                                                                          emerging priorities and financial planning with performance
                                                                          monitoring. The Corporate Plan is an important part of this holistic
                                                                          planning cycle, designed to ensure that over time, the public funds
                                                                          in the trust of Vancouver City Council and staff are allocated to
                                                                          top public priorities, invested effectively and spent efficiently.

                                                                      1
CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
2017 PROGRESS ON INTERNAL GOVERNANCE GOALS

            REDUCED MEDIAN
            REZONING PROCESSING
                                                                 185 CITY STAFF
                                                                 trained on passive
            time by 18.5 weeks
            via affordable housing pilot                         house building standards

                                                CRITICAL
20,000                                   26     INCIDENT
more bags of litter                             RESPONSE           232 SECURITY RISK
collected through                               GUIDES             assessments completed
expanded street           20,000
                                                                   for City-owned facilities
cleaning grants program             rolled out for City staff

                                                                    Hired City’s first CHIEF
 Published a corporate     $2 million direct investment             RESILIENCE OFFICER
 Decision-Making and       IN OPIOID CRISIS MITIGATION
 Accountability Toolkit
                                                                 Over 230 members of the
                                                                 public and experts engaged
           $99 MILLION                                           for zero waste planning
           senior government funding
           secured for Millennium Line
           Broadway Extension
                                                                                60

  300 LOW-INCOME RESIDENTS
                                                                     In process of installing
  provided opportunities to earn
  income and develop skills                20,000+
                                           new trees planted
                                                                         water meters in
  through legal vending                                               60 CIVIC FACILITIES
                                           throughout the city
                                              2
CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
2017 PROGRESS ON EXTERNAL CITY-BUILDING GOALS

         21 NEW PUBLIC ART PROJECTS
                                               Over 10,000 people engaged in development
         throughout the city supported         of the Housing Vancouver Strategy
         by the Public Art Boost funding

60 VIVA VANCOUVER PUBLIC                            Safety improvement
REALM POP-UP EVENTS                                 upgrades to
hosted with 15 partners                             100 INTERSECTIONS          ENGAGED OVER

                                                                               4,000
                                                                               STAKEHOLDERS
   21%                    Over 4,000 people shared
                                                          4,000                in discussions
                                                                               about sea level
                          their views about the future                         rise impacts to
                          of the Arbutus Greenway                              Fraser River
                                                                               and Southlands
                                                                               communities
  DECREASE         Implemented new          Secured funding to deliver
 in break and      short-term
 enter crimes
                                            600 TEMPORARY                       Completed
                   rental regulations       MODULAR HOUSING UNITS               the new
                                                                                NORTHEAST
                                                                                FALSE CREEK
Six large-scale                                                                 AREA PLAN,
temporary                                    16,000 PEOPLE ENGAGED              with a
artworks                   Launched          about the future                   recommended
commissioned                the new          of Vancouver’s                     $1.4 billion
by Indigenous               EMPTY            parks and                          in public
artists for               HOMES TAX          recreation                         amenities and
Canada 150+                                  services                           infrastructure

                                               3
CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
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.

    Learning           We are a learning workplace that grows
                       through our experiences.

4
CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
III. Business Planning Principles                                          IV. Culture Goals

The City’s business planning principles describe how staff translate       The City’s culture goals direct how staff work together to achieve
the organization’s corporate values into behaviours; they are the          our goals and get our work done.
lens through which staff plan, make decisions and take action.
                                                                            Think strategically   We align our decision-making and
 Accountability      We are committed to transparent decision-                                    behaviours with our long-term goals,
                     making, engaging our stakeholders, and                                       encourage more innovative thinking and
                     measuring and reporting our performance to                                   enable measured risks.
                     the public.
                                                                            Be accountable        We know how our individual role
 Fiscal              We serve as responsible stewards of the                                      influences the City’s long-term goals,
 responsibility      public’s money, ensuring the best value-for-                                 are outcome-focused, exercise ethical
                     money for the City’s taxpayers and ratepayers.                               behaviour and good judgement, and take
                                                                                                  ownership for our work.
 Long-term           We integrate financial, social, environmental
 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
                                                                                                  organization and celebrate together.
 Economic            We take into account the impacts on
 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
CORPORATE PLAN 2018 - An overview of the City of Vancouver's citizen and customer service priorities and delivery strategies
PEOPLE
                              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.

                                           +

                                  PROSPERITY
                                Provide and enhance the
                               services, infrastructure and
                                conditions that sustain a
                                  healthy, diverse and
                                resilient local economy.

                                           +

                                ENVIRONMENT
                            Protect and enhance Vancouver’s
Overview of the Plan's          climate, ecology, natural
                            resources and connections to the
Long-Term Strategic Goals   city’s remarkable natural setting
                                 for future generations.

                        6
GOVERNANCE GOALS
 1. THE CITY PROVIDES EXCELLENT SERVICE: The City integrates a service focus into all dealings with citizens and customers, ensures they
    are appropriately informed and included in municipal decision-making, and maintains the corporate knowledge, data and information in a
    robust and accessible network of systems, to ensure the right information gets to the right people to inform decision-making.

2. THE CITY IS FINANCIALLY HEALTHY AND ADMINISTRATIVELY EFFECTIVE: The City sustains long-term fiscal health and administrative
   effectiveness through responsible financial stewardship and robust internal administrative structures and processes.

 3. THE CITY INSPIRES EXCELLENCE IN THE WORKPLACE AND IN ITS EMPLOYEES: The City develops and sustains a dynamic, healthy and safe
    workplace environment that consistently attracts and retains top-quality people and enables them to perform at their best.

4. THE CITY OPTIMIZES STRATEGIC PARTNERSHIPS AND COLLABORATIONS: The City cultivates strong intergovernmental relationships and
   seeks opportunities to leverage benefits from strategic partnerships and collaborations.

                                                        CITY-BUILDING GOALS
5. VANCOUVER IS A LIVABLE, AFFORDABLE AND INCLUSIVE CITY: The City strives to make Vancouver a livable, affordable and inclusive
   city with a strong sense of place, through service delivery, regulation, advocacy, and effective land use planning that integrates housing,
   transportation, energy, community amenities, social services and food delivery systems into our diverse communities across the city.

6. VANCOUVER IS AN ENVIRONMENTALLY SUSTAINABLE CITY: The City strives to be an environmentally sustainable city, with an emphasis
   on 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.

 7. VANCOUVER’S BUSINESS CLIMATE IS DYNAMIC AND ROBUST: 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.

8. VANCOUVER IS A SAFE CITY IN WHICH PEOPLE FEEL SECURE: The City provides the high-quality and effective police, fire, emergency
   preparedness and regulatory services that make Vancouver safe and enjoyable for residents, businesses and visitors.

9. VANCOUVER OFFERS EXTRAORDINARY CIVIC AMENITIES: The City provides high-quality recreational, social, cultural and lifelong learning
   amenities that provide everyone in the city the opportunity to develop and enjoy themselves, and help attract the talent needed in our city
   to maintain a strong economy.

10. VANCOUVER’S ASSETS AND INFRASTRUCTURE ARE WELL-MANAGED AND RESILIENT: The City plans for, develops and sustains the
    low carbon, energy resilient, environmentally sound, cost-effective, reliable and safe public works and infrastructure that play an essential
    role in making Vancouver a healthy, safe and prosperous city.

                                                                        7
1   THE CITY PROVIDES EXCELLENT SERVICE
    The City integrates a service focus into all dealings with       MEASURED BY
    citizens and customers, ensures they are appropriately           • Resident satisfaction rating for City services, per the
    informed and included in municipal decision-making,                Budget Public Engagement Satisfaction Survey
    and maintains the corporate knowledge, data and
                                                                     • Business satisfaction rating for City services, per the
    information in a robust and accessible network of
                                                                       Budget Public Engagement Satisfaction Survey
    systems, to ensure the right information gets to the
    right people to inform decision-making.                          • Percentage of 3-1-1 calls answered within 60 seconds
                                                                     • Average number of weeks to issue an outright building
                                                                       permit for a one- or two-family dwelling

                                                                 8
2018 SHORT-TERM PRIORITIES
1A. Safely Improve the Management       1B. Development and Building            1C. Development and Building       1D. Resident Experience Initiative
of Building Assets                      Permit Service Improvements             Regulatory Review                  Advance the City’s resident
Advance the SIMBA (Safely               Improve development permitting,         Undertake a cross-departmental     experience initiative centred
Improve the Management of               with a current-year focus on            regulatory review associated       around the “Love Where You Live”
Building Assets) project, to include    enhancing efficiencies and                                                 campaign, with the objectives
                                                                                with the City's development and
resourcing and capital/operating        driving value from the customer’s                                          of improving civic literacy,
                                                                                planning processes, to include
funding recommendations, with the       perspective – reducing permit                                              creating a sense of ownership,
                                                                                bylaws, regulations, policies,
goal of optimizing building asset       timelines, implementing an                                                 and strengthening confidence
                                                                                processes, online tools, public/   in City staff and services among
management, policies, practices         expedited permitting pilot
and service delivery, in order to       program for low-density housing,        stakeholder engagement, and a      Vancouver citizens, while at the
reduce facility-related risk, improve   implementing an affordable/             review of the mandates/roles of    same time creating and sustaining a
facility condition and service          green housing priority process          advisory committees.               customer-centred service approach
responsiveness.                         pilot, and revising the Vancouver                                          among City staff.
                                        Building Bylaw to align with BC
                                        Building Code.

Accountable                             Accountable                             Accountable                        Accountable
GM, Real Estate and                     GM, Development, Buildings              GM, Planning, Urban Design         Director, Corporate
Facilities Management                   and Licensing                           and Sustainability                 Communications

                                                                            9
2A. Long-Term Financial
                                                                                    Sustainability Strategy
                                                                                    Evolve the City's five-year financial
                                                                                    planning process and tools to align
                                                                                    to the City's long-term financial
                                                                                    sustainability strategy.

                                                                                    Accountable
                                                                                    GM, Finance, Risk and
                                                                                    Supply Chain Management

    THE CITY IS FINANCIALLY HEALTHY
2
                                                                                    2B. Community Amenity
                                                                                    Contribution Review

    AND ADMINISTRATIVELY EFFECTIVE                                                  Initiate a comprehensive review
                                                                                    of the City’s Community Amenity
                                                                                    Contribution (CAC) Policy, including
                                                                                    implementation guidelines, with the
    The City sustains long-term          MEASURED BY
                                                                                    objective of updating the policies
    fiscal health and administrative     • City of Vancouver credit rating          and processes concerning CACs.
    effectiveness through responsible
                                         • Debt service as percentage of total
    financial stewardship and robust
                                           operating revenue
    internal administrative structures
                                                                                    Accountable
    and processes.                       • Year-over-year percent tax and utility
                                                                                    GM, Planning, Urban Design and
                                           fee increase
                                                                                    Sustainability

                                                        10
2018 SHORT-TERM PRIORITIES
2C. Corporate Sponsorship and Revenue Strategy       2D. Regulatory Compliance Framework                 2E. Business Commitment Management
Optimize the City’s strategic approach to            Develop and socialize the City's enhanced           Develop a set of policies, procedures, tools and a
revenue generation, with a current-year focus on     regulatory compliance program, with a current-      supporting organizational structure to optimize
developing an updated corporate sponsorship,         year focus on refining internal compliance          the City's contract management and oversight
donations and naming rights strategy and             processes and tracking/reporting systems,           functions.
related policies, initiating the next phase of       and on enhancing compliance training, with
comprehensive fee reviews, and evaluating            the objective of supporting health, safety and
potential new revenue sources.                       payment card industry (PCI) compliance.

Accountable                                          Accountable                                         Accountable
GM, Finance, Risk and Supply Chain                   GM, Finance, Risk and Supply Chain                  GM, Finance, Risk and Supply Chain
Management                                           Management                                          Management

2F. Comprehensive City-Building Framework            2G. Information Technology Resilience
Initiate the development of a Comprehensive          Advance the City’s technology security
City-Building Framework that meaningfully            and resilience, with a current-year focus on
informs and aligns the City's capital planning       enhancing the City’s data centre redundancy,
and city-building functions, to encompass the        improving the City’s cyber security, and
City’s capital and operating budget planning,        assessing the City’s mission-critical operational
community and neighbourhood planning, public         technologies.
benefits strategies, service and benefits delivery
models, and regulatory and advocacy activities.

Accountable                                          Accountable
GM, Planning, Urban Design and Sustainability        Deputy City Manager

                                                                             11
THE CITY INSPIRES EXCELLENCE IN THE
3   WORKPLACE AND IN ITS EMPLOYEES
    The City develops and sustains a dynamic, healthy          MEASURED BY
    and safe workplace environment that consistently           • Percent staff turnover in first year of employment,
    attracts and retains top-quality people and enables          excluding Vancouver Police Department and Vancouver
    them to perform at their best.                               Public Library staff
                                                               • Average corporate employee absence rate
                                                               • Number of corporate training participants per year

                                                          12
2018 SHORT-TERM PRIORITIES
3A. Talent Strategy                              3B. Employee Health and Safety                     3C. Equity, Diversity and Inclusion
Develop and deliver a City of Vancouver talent   Enhance the City's health, wellness and safety     Create and begin the implementation of an
strategy, with a focus on senior leadership      practices, with a current-year focus on updating   action plan for the leadership representation
succession planning, and establishing a          the City's Safety Plan and associated processes.   component of the City’s recently-developed
workforce planning approach.                                                                        Women’s Equity Strategy, implement the City’s
                                                                                                    Trans* and Gender Variant Inclusion Strategy,
                                                                                                    and continue to execute the City’s cultural
                                                                                                    competency training program.

Accountable                                      Accountable                                        Accountable
Chief Human Resources Officer                    Chief Human Resources Officer                      Chief Human Resources Officer

                                                                        13
THE CITY OPTIMIZES STRATEGIC
4   PARTNERSHIPS AND COLLABORATIONS
    The City cultivates strong intergovernmental             MEASURED BY
    relationships and seeks opportunities to leverage        • Share of total City capital funding provided by external
    benefits from strategic partnerships and                   partners
    collaborations.
                                                             • Share of total City operating funding provided by external
                                                               partners
                                                             • Dollar value of cultural grants awarded by the City per year
                                                             • Dollar value of social policy grants awarded by the City per year

                                                        14
2018 SHORT-TERM PRIORITIES
4A. Smart Cities Challenge               4B. Senior Government Partnerships            4C. Mental Health and Addiction       4D. Social Equity and Inclusion
Participate in Infrastructure Canada’s   Actively work with the federal and            Align City departments, Vancouver     Working closely with the senior
Smart Cities Challenge, a pan-           provincial governments to secure              Coastal Health, other senior          governments and other key
Canadian competition encouraging         senior government funding, policy             government agencies and key           partners, advance the City’s
municipalities, regional governments     and regulatory changes to support             partners to develop a five-year       key social equity and inclusion
and Indigenous communities to            the City’s priority policy objectives,        mental health and addictions action   initiatives, with a current-year focus
adopt a smart cities approach to         services and capital projects.                plan, with a focus on addressing      on developing the City’s Social
improving the lives of their residents                                                 the overdose/addictions crisis, and   Infrastructure Plan, the Vancouver
through innovation, data and                                                           the development of a dedicated        Poverty Reduction Plan, and the
connected technology.                                                                  Indigenous healing and wellness       Age-Friendly Action Plan.
                                                                                       space in the Downtown Eastside.

Accountable                              Accountable                                   Accountable                           Accountable
Deputy City Manager                      City Manager                                  GM, Arts, Culture and                 GM, Arts, Culture and
                                                                                       Community Services                    Community Services

4E. Downtown Eastside and                4F. City of Reconciliation
Chinatown Initiatives                    Initiatives
Advance various inter-related            Develop a City of Reconciliation
Downtown Eastside initiatives,           corporate workplan that states
exploring opportunities for additional   relevant goals for each City
social housing, health centres, open     department, with current-year
spaces and public amenities, and         work to include naming the Queen
embarking on a transformative            Elizabeth Theatre Plaza and
approach in Chinatown, leveraging a      Vancouver Art Gallery north lawn,
number of policy and programming         advancing the Locarno Area Midden
tools, and exploring opportunities       Management Plan, and creating
for a UNESCO World Heritage Site         several new Indigenous planning and
designation.                             engagement staff positions.

Accountable                              Accountable
GM, Planning, Urban Design and           City Manager
Sustainability
                                                                                  15
5A. Housing Policy and Regulation
                                                                                Initiate top-priority actions of the Housing
                                                                                Vancouver Strategy related to affordable housing
                                                                                policy and regulation, with a current-year focus
                                                                                on enabling new forms of housing and diverse
                                                                                ways of living in lower-density neighbourhoods,
                                                                                developing new approaches to limiting the
                                                                                impacts of speculation in the local housing
                                                                                market, developing a financial plan to support
                                                                                strategy implementation, and establishing a
                                                                                methodology for tracking and reporting progress
                                                                                against the City’s Housing Vancouver goals.

                                                                                Accountable

    VANCOUVER IS A LIVABLE,                                                     GM, Planning, Urban Design and

5   AFFORDABLE AND INCLUSIVE CITY
                                                                                Sustainability

    The City strives to make        MEASURED BY
    Vancouver a livable,            • Cumulative number of City-facilitated
    affordable and inclusive city     childcare spaces                          5B. Affordable Housing on City Land
    with a strong sense of place,
                                    • Share of trips in Vancouver undertaken    Through the Vancouver Affordable Housing
    through service delivery,                                                   Agency (VAHA), work with private sector, senior
                                      via walking, biking or transit
    regulation, advocacy, and                                                   government, non-profit and Indigenous partners
    effective land use planning     • Cumulative number of social housing       to facilitate the delivery of new affordable
                                                                                housing units on both City-owned and third
    that integrates housing,          units committed by property
                                                                                party land, to include the identification of sites
    transportation, energy,           developers under the 2012-2021            in Vancouver for 600 temporary modular unit
    community amenities, social       Housing and Homelessness Strategy         homes and the development of tenanting plans
    services and food delivery                                                  for these units.
                                    • Cumulative number of secured market
    systems into our diverse          rental housing units committed by
    communities across the city.      property developers under the 2012-2021   Accountable
                                      Housing and Homelessness Strategy
                                                                                City Manager

                                                             16
2018 SHORT-TERM PRIORITIES
5C. Short-Term Residential                           5D. Empty Homes Tax                                  5E. Rental Housing Stock
Rental Regulation                                    Complete the first full cycle of the City’s new      Undertake a set of actions identified in the
Implement the City's new short-term rental           empty homes tax, evaluate effectiveness              Housing Vancouver Strategy to increase
regulation and policies, and evaluate the            against the City’s stated policy objectives,         affordable rental housing stock and enhance
efficiency and effectiveness of the associated       review the effectiveness and efficiency of the       tenant security, including updating the City’s
processes and outcomes against the City’s            established billing, collection, audit, review and   Tenant Relocation and Protection Policy,
stated objectives.                                   reporting processes, and identify/implement          reviewing the City’s Rate of Change regulations
                                                     any appropriate process and/or regulatory            and rental incentive programs and policies, and
                                                     improvements.                                        refining the City’s Interim Rezoning Policy to align
                                                                                                          rezoning opportunities with the City’s affordable
                                                                                                          housing goals.

Accountable                                          Accountable                                          Accountable
GM, Development, Buildings and Licensing             GM, Finance, Risk and Supply Chain                   GM, Planning, Urban Design and
                                                     Management                                           Sustainability

5F. At-Risk Building Preservation and                5G. Central Waterfront Review                        5H. Broadway Corridor Land Use Planning
Enforcement                                          In collaboration with the Vancouver Fraser           Initiate the Broadway Corridor community
Develop and implement the City’s Single Resident     Port Authority and TransLink, build upon             planning process to identify the opportunities
Occupancy Revitalization Plan to proactively         the City’s 2009 Central Waterfront Hub               and constraints for redevelopment along this
enhance and better coordinate inspection and         Framework to explore the waterfront                  corridor between the Great Northern Way
enforcement functions with troubled single room      interface with the Port Lands, Vancouver
                                                                                                          Campus and Arbutus Street, in order to best
occupancy building operators, with the objective     Convention Centre activities and regional rail
                                                                                                          leverage the proposed Millennium Broadway Line
of improving building condition and affordability,   connections, with a focus on the northern
                                                                                                          Extension, and undertake a planning process for
and ensuring tenants have access to adequate         shore of the downtown waterfront.
                                                                                                          the six new station areas along the proposed
support.
                                                                                                          Millennium Broadway Line Extension route.

Accountable                                          Accountable                                          Accountable
GM, Development, Buildings and Licensing             GM, Planning, Urban Design and Sustainability        GM, Planning, Urban Design and Sustainability

                                                                              17
VANCOUVER IS AN ENVIRONMENTALLY
6   SUSTAINABLE CITY
    The City strives to be an environmentally sustainable        MEASURED BY
    city, with an emphasis on reducing carbon                    • Percentage of Vancouver Landfill gas collected
    dependency, enhancing energy resilience, conserving          • Total litres of water consumed per capita
    energy and resources, reducing waste, creating
                                                                 • Number of metric tonnes of solid waste and recyclables
    a green corporate culture and protecting and
                                                                   collected via the City’s residential collection programs
    enhancing the health of the ecosystem.
                                                                 • Total greenhouse gas emissions from the City fleet
                                                                 • Total greenhouse gas emissions from City-owned buildings

                                                            18
2018 SHORT-TERM PRIORITIES
6A. One Water Strategy                                6B. Zero Waste Strategy                                 6C. Zero Emissions Building Plan
Develop the City of Vancouver’s One Water             Complete the City's Zero Waste 2040 Strategy            Launch a Zero Emission Building Centre of
Strategy to optimize and align the City's goals       and implement priority early actions, including         Excellence to support the local building industry
concerning water conservation, storm sewer            evaluating the business case and feasibility of         in advancing zero emission building practices and
infrastructure, green infrastructure, shoreline       options to increase waste recovery and diversion        to foster the voluntary development of near-zero
protection and infrastructure resiliency.             at the Vancouver Transfer Station and Vancouver         emission buildings, and update the Vancouver
                                                      Landfill, and developing/implementing the City's        Building Bylaw and General Policy for Higher
                                                      Single-Use Item Reduction Strategy.                     Buildings to ensure new and renovated buildings
                                                                                                              are comfortable, healthy and achieve near-zero
                                                                                                              GHG emissions.

Accountable                                           Accountable                                             Accountable
GM, Engineering Services                              GM, Engineering Services                                GM, Planning, Urban Design and Sustainability

6D. Green Fleet Initiatives                           6E. Renewable City Action Plan                          6F. Electric Vehicle Ecosystem
Advance the City’s green fleet initiatives with the   Implement the top priority actions of the City’s        Implement Vancouver’s Electric Vehicle Ecosystem
objective of reducing corporate use of fossil fuels   Renewable City Action Plan to advance toward            Strategy, with the objective of providing electric
and GHG emissions, with a current-year focus          the goal of Vancouver using 100% renewable              vehicle charging infrastructure that is integrated
on lowering the emissions of the City’s medium        energy, with a current-year focus on refining           into neighbourhoods and residents’ lifestyles,
and heavy duty truck fleet, advancing the City’s      building regulations concerning GHG emissions           and incorporating electric vehicle infrastructure
renewable fuel strategy, and enabling business        while supporting the building industry through this     planning into the City’s core planning processes.
transformation and fuel consumption reduction of      transition, developing a retrofit strategy to support
all non-emergency fleet vehicles through GPS and      the reduction of GHG emissions from existing
telematics analytics.                                 buildings, updating the City’s Sustainable Large
                                                      Sites Policy to ensure it aligns with Renewable City
                                                      Action Plan objectives, and developing the City’s
                                                      corporate carbon pricing policy.

Accountable                                           Accountable                                             Accountable
GM, Engineering Services                              GM, Planning, Urban Design and Sustainability           GM, Planning, Urban Design and Sustainability

                                                                               19
VANCOUVER’S BUSINESS CLIMATE
7   IS DYNAMIC AND ROBUST
    The City fosters the relationships and provides the             MEASURED BY
    services and regulatory environment that support a              • Square feet of new residential and non-residential floor
    flourishing local economy, and ensures that the City’s            area in approved building permits
    land use planning reflects the diverse needs of industry
                                                                    • Number of business licences issued, excluding vehicles
    and businesses of all sizes over the long term.
                                                                      for hire

                                                               20
2018 SHORT-TERM PRIORITIES
7A. City Core 2050                       7B. Employment Lands and
Initiate the development of a vision     Economy
for the economic, social and cultural    Initiate development of the City’s
future of Vancouver's city core, with    employment lands and economy
current-year activities focused on       strategy and action plan, to ensure
reviewing existing relevant policies,    that the beneficial use of all
initiating a public conversation,        employment lands across Vancouver
establishing a set of core principles    – including office, retail and industrial
to guide the evolution of this area,     uses – is maximized over time.
and developing a framework to
implement the vision.

Accountable                               Accountable
GM, Planning, Urban Design                GM, Planning, Urban Design
and Sustainability                        and Sustainability

7C. Supporting Local Retail and          7D. Playland Redevelopment
Small Business                           Undertake detailed evaluation and
Undertake a set of actions to            planning to transform Hastings
enhance the City’s support of local      Park into a greener, year-round
retail and small businesses, including   entertainment destination, with a
completing a retail business study to    current-year focus on developing an
identify key issues and opportunities,   implementation plan for the Council-
and refining policy and regulatory       approved Hastings Park-PNE Master
support for small retail businesses in   Plan that includes the expansion of
local shopping districts, to include a   Playland and the development of
review of civic property tax policy.     additional park lands.

Accountable                              Accountable
GM, Planning, Urban Design               City Manager
and Sustainability

                                                                                     21
VANCOUVER IS A SAFE CITY IN WHICH PEOPLE
8   FEEL SECURE
    The City provides the high-quality and effective           MEASURED BY
    police, fire, emergency preparedness and regulatory        • Vancouver Police Department call response time at the 90th
    services that make Vancouver safe and enjoyable for          percentile
    residents, businesses and visitors.
                                                               • Average Vancouver Police Department response time to Priority
                                                                 1 emergency calls
                                                               • Vancouver Fire and Rescue Services call response time at the
                                                                 90th percentile
                                                               • Crime Severity Index, total crimes within Vancouver
                                                               • Number of Vancouver residents trained in personal emergency
                                                                 preparedness

                                                          22
2018 SHORT-TERM PRIORITIES
8A. Marijuana Policy and Regulation                8B. Earthquake Preparation and Resilience           8C. Vancouver Fire and Rescue
Based on direction from the federal and            Undertake a set of initiatives to enhance seismic   Services Strategic Plan
provincial governments, collaborate with the       resilience across Vancouver, with a current-year    Develop an updated Vancouver Fire and Rescue
City’s key partners and stakeholders to update     focus on implementing the City’s new emergency      Services Strategic Plan that is based on a
and implement City policy and regulations          management information system, advancing            comprehensive and evidence-based assessment
related to the legalization of marijuana.          planning for a major earthquake response            of Vancouver’s longer-term fire and rescue
                                                   exercise in 2019, assessing options to address      service needs.
                                                   seismic risks associated with Vancouver’s private
                                                   building stock, and launching a neighbourhood
                                                   resilience program pilot.

Accountable                                        Accountable                                         Accountable
GM, Development,                                   Deputy City Manager                                 Fire Chief
Buildings and Licensing

8D. Fight Violent Crime                            8E. Improve Road Safety                             8F. VPD Mental Health Initiatives
Continue to fight violent crime, with a current-   Work with partner agencies to improve road          Using an integrated and collaborative approach
year focus on addressing online crimes             safety for pedestrians, cyclists and drivers,       among the VPD, the City and community
including cyber-bullying and child exploitation,   with a current-year focus on intelligence-led       partners, work to address gaps in the health
collaborating with partner agencies to disrupt     enforcement targeting unsafe driving behaviour      care system that affect people with mental
and prevent criminal gang activity, and            that includes distracted driving, speeding and      health and addiction issues, and help to protect
undertaking proactive interventions targeting      impaired driving, and ongoing public education      individuals with mental health issues from
at-risk youth.                                     campaigns and community presentations.              predatory crimes.

Accountable                                        Accountable                                         Accountable
Chief Constable                                    Chief Constable                                     Chief Constable

                                                                          23
9A. Arbutus Greenway
                                                                            Seek Council approval of the conceptual design
                                                                            and commence detailed design of the Arbutus
                                                                            Greenway, 42 acres of open space over nine
                                                                            linear kilometres, to be developed as a corridor
                                                                            for walking, cycling and future light rail transit.

                                                                            Accountable
                                                                            GM, Engineering Services

    VANCOUVER OFFERS
9   EXTRAORDINARY CIVIC AMENITIES
    The City provides high-          MEASURED BY
    quality recreational, social,    • Annual attendance at Vancouver       9B. Park Board Concession Renewal
    cultural and lifelong learning     Civic Theatres facilities            Supported by public and stakeholder
    amenities that provide           • Number of registrants in
                                                                            consultation, develop a renewal strategy for the
                                                                            Park Board food and beverage concessions, that
    everyone in the city the           community centre programs            takes into consideration potential new business
    opportunity to develop and         operated by the Park Board           models, locations and concepts that enhance
    enjoy themselves, and help                                              customer experience and increase revenue
                                     • Number of Vancouver Public
    attract the talent needed in                                            generation.
                                       Library in-person and website
    our city to maintain a strong      visits
    economy.
                                     • Share of Vancouver residents
                                       who live within a five-minute walk
                                                                            Accountable
                                       to green space
                                                                            GM, Park Board

                                                      24
2018 SHORT-TERM PRIORITIES
9C. City Archives and Central Library              9D. Public Library Upgrades                            9E. Parks and Recreation Citywide Strategies
Co-Location                                        Undertake redevelopment planning for Marpole,          Develop Vancouver’s Playbook, a master plan
Relocate the City of Vancouver Archives to         Britannia and Oakridge library branches,               to guide the development and renewal of parks
the Vancouver Public Library Central Branch,       and with the financial support of the VPL              and recreation amenities and facilities over
implement the plan to create an optimized          Foundation, initiate planning for the revitalization   the next 25 years, and the VanSplash Aquatics
Archives service delivery model, and               of the Central Branch’s main entry level, third        Strategy, to inform the renewal and innovative
modernize the archives location management         floor and Children’s Library.                          growth of the Park Board’s aquatic system
system.                                                                                                   including pools, beaches and spray parks.

Accountable                                        Accountable                                            Accountable
Chief Librarian                                    Chief Librarian                                        GM, Park Board

9F. Vibrant Public Spaces                          9G. Creative City Strategy
Advance placemaking, livability and                In consultation with key stakeholders and
sociability of the public environment through      strategic partners, develop Vancouver’s Creative
the development of the Places for People           City Strategy that articulates a vision for culture
Downtown Strategy and the Plaza Stewardship        and creativity in Vancouver, addresses current
Strategy, and through a number of initiatives      and emerging challenges and opportunities,
enabling public space activation and innovation,   while reflecting Vancouver’s culture and history,
including VIVA Vancouver, filming and special      and aligning/integrating with the City’s other
event activities, street patios and street-to-     related long-term service strategies and policies.
plaza conversions.

Accountable                                        Accountable
GM, Engineering Services                           GM, Arts, Culture and Community Services
GM, Planning, Urban Design and Sustainability

                                                                           25
VANCOUVER'S ASSETS AND INFRASTRUCTURE ARE
10   WELL-MANAGED AND RESILIENT
     The City plans for, develops and sustains the low           MEASURED BY
     carbon, energy resilient, environmentally sound,            • Percentage of major public works assets owned by the
     cost-effective, reliable and safe public works and            City of Vancouver in poor condition
     infrastructure that play an essential role in making
                                                                 • Number of 3-1-1 engineering asset service requests
     Vancouver a healthy, safe and prosperous city.
                                                                 • Percentage of facilities maintenance demand orders
                                                                   completed

                                                            26
2018 SHORT-TERM PRIORITIES
10A. Northeast False Creek Planning                  10B. Property Endowment Fund Strategy               10C. City Hall Campus Planning
Advance Northeast False Creek (NEFC) planning        Develop a long-term strategy for the City’s         Advance City Hall Campus planning to meet
and design, with a current-year focus on             real estate investment portfolio – the Property     the objectives of enhancing service to the
developing the NEFC Plan and public benefits         Endowment Fund (PEF) – that will guide future       public, providing civic amenities such as
strategy, advancing four significant rezonings and   investment and asset management decisions           public gathering spaces, addressing seismic
associated Official Development Plan amendments,     over the next 30 years to best achieve a            risks, and reducing the City’s reliance on
developing the conceptual design of new and          reasonable rate of return, while at the same time   leased work space.
renewed parks and open space, and substantially      supporting the City’s priority policy objectives.
completing all streets and utilities design.

Accountable                                          Accountable                                         Accountable
GM, Engineering Services                             GM, Real Estate and Facilities Management           GM, Real Estate and Facilities Management

10D. Non-Profit Lease Management                     10E. Millennium Line Broadway Extension             10F. Climate Change Adaptation Strategy
Establish a centralized structure and robust         Coordinate with key partners to advance the first   Update the City’s Climate Change Adaptation
end-to-end process for managing City property        phase of the Millennium Line Broadway Extension     Strategy and implement related priority projects,
leased to non-profit agencies, to include the        – the SkyTrain tunneled to Arbutus Street, with     with a current-year focus on the Fraser River
establishment of a decision framework to inform      a current-year focus on supporting TransLink in     Flood Management Plan, integrating coastal
how subsidized property is allocated, and the        the selection of a design-build contractor, and     flood protection into the East Fraser Lands and
development of a standardized approach to lease      securing senior government project funding.         Northeast False Creek projects, and supporting
negotiation, ongoing lease management, and                                                               efforts to address impacts of increased rainfall
lease renewal decisions.                                                                                 events and heat events.

Accountable                                          Accountable                                         Accountable
GM, Real Estate and Facilities Management            GM, Engineering Services                            GM, Planning, Urban Design and
                                                                                                         Sustainability

                                                                            27
APPENDIX 1 – ORGANIZATION STRUCTURE

                                                      THE COMMUNITY

    VANCOUVER
                                              MAYOR AND CITY COUNCILLORS
  LIBRARY BOARD

   VANCOUVER
                                              OFFICE OF THE CITY MANAGER
  POLICE BOARD

 BOARD OF PARKS               ARTS, CULTURE AND
                                                                      CORPORATE COMMUNICATIONS
 AND RECREATION              COMMUNITY SERVICES

                                 DEVELOPMENT,
                                                                        ENGINEERING SERVICES
                            BUILDINGS AND LICENSING

                               FINANCE, RISK AND
                                                                       FIRE AND RESCUE SERVICES
                           SUPPLY CHAIN MANAGEMENT

                              HUMAN RESOURCES                              LEGAL SERVICES

                            PLANNING, URBAN DESIGN                         REAL ESTATE AND
                              AND SUSTAINABILITY                        FACILITIES MANAGEMENT

                                               28
APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS

This appendix contains a summary of progress and achievement highlights for the 2017 Corporate Plan’s short-term priorities.

1. THE CITY PROVIDES EXCELLENT SERVICE
1A. Data-Driven Decision-Making

        •   Advanced the City’s performance measurement culture and data-driven decision-making by delivering a corporate performance
            measurement program.
        •   Established performance metrics to measure major operating budget investments and associated 2017 outcomes.
        •   Evolved short-term focus metrics reporting for key operational areas, such as permit processing and street cleaning, with an emphasis on
            continuous process improvement.
        •   Established a set of service, finance and human resources metrics to be included in the corporate quarterly performance measurement review.
        •   Initiated development of a performance measurement benchmarking strategy to compare the City of Vancouver to other cities.

1B. Development and Building Service Improvements

        •   Reorganized the development permit process to drive workflow efficiencies, resulting in faster application processing for two-thirds of all
            applications, and a reduction in the low-density housing permit application backlog.
        •   Expedited single-storey laneway permit processing, with some completed in seven days.
        •   Completed the discovery phase of an expedited permit pilot program for high-quality applications.
        •   Launched the Small Business Commercial Renovation Centre to assist small business owners in navigating the City’s land use regulations
            and permitting process, and engaged over 750 clients in 2017.
        •   Launched a one-year Affordable Housing Pilot Project focused on process efficiencies and prioritizing affordable housing permit
            applications, with median rezoning processing time decreased from 45 weeks in 2016 to 26 weeks for 2017 pilot project applications.
        •   Created a process to expedite affordable modular housing development on City land or private property, as well as a system for
            evaluating, building upon, and improving this process over time.

1C. Development and Building Regulatory Review

        •   Completed several foundational work components for the development and building regulatory review, including condensed and
            simplified RT-5 and 6 zones, creation of new zones to remove the requirement for rezoning (e.g., in Joyce-Collingwood and the False
            Creek Flats), and finalized zoning amendments for the Character Home Zoning Review in RS neighbourhoods.
        •   Completed the thematic framework, heritage register gap analysis, and strategic plan framework for the City’s Heritage Action Plan
            (HAP), and launched the final phase of the HAP.

                                                                         29
APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS

                                                 1D.   Public Realm Cleanliness

                                                       •   Awarded an incremental $250,000 in street cleaning
                                                           grants, which collectively resulted in an incremental
                                                           20,000 bags of litter collected, and 45,000 low-threshold
                                                           employment hours.
                                                       •   Expanded the City’s on-street recycling program, adding 16
                                                           stations located downtown and in Stanley Park.
                                                       •   Launched a comprehensive anti-litter campaign focused on
                                                           behaviour change, communicated through billboards, transit
                                                           hub and bus panels, social media, and outreach teams.

                                                 2. THE CITY IS FINANCIALLY HEALTHY AND
                                                     ADMINISTRATIVELY EFFECTIVE

                                                 2A.   Long-Term Financial Sustainability Strategy

                                                       •   Substantially completed the City’s preliminary
                                                           30-year vision, forming the foundation of the City’s new
                                                           Comprehensive City Building planning process, integrating
                                                           community planning and capital planning.
                                                       •   Substantially completed an updated version of the City’s
                                                           10-Year Capital Strategic Outlook.

                                                 2B.   Corporate Revenue Review and Sponsorship Strategy

                                                       •   Completed a comprehensive fee review for development,
                                                           building, rezoning and other related permit fees,
                                                           significantly improving alignment between costs to
                                                           revenues for these fee-based services.
                                                       •   Advanced the first phase of a multi-year fee adjustment
                                                           strategy for planning and development fees, to support the
                                                           City’s ongoing effort to enhance permitting service levels
                                                           and to ensure user fees continue to be set at rates that
                                                           reflect cost recovery.
                                                       •   Completed the asset valuation and policy gap analysis
                                                           components of the City’s updated sponsorship, donation
                                                           and naming rights strategy.

                                            30
APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS

2C.   Information Technology Performance and Resilience

      •   Completed an IT isolation test to ensure that all key City applications and services can run from the City’s primary data centre, and
          initiated a similar test of the City’s secondary data centre.
      •   Completed Phase 1 of developing an IT security operating model, co-developed by the Chief Technology Officer and the Chief Risk
          Officer.
      •   Completed Phase 1 of an operational technology review for the Engineering Services and Real Estate and Facilities Management business
          units.

2D.   Regulatory Compliance Framework

      •   Hired a dedicated Corporate Compliance Manager, and developed a regulatory compliance framework that has been endorsed by
          Deloitte.
      •   Initiated compliance reviews in various business units, including Real Estate and Facilities Management, Human Resources, Community
          Services, Urban Forestry and Driver Services, and improved business unit programs to meet compliance requirements and to address
          compliance-related risks.

2E.   Development Cost Levy Review

      •   Completed the City-Wide Development Cost Levy Update, the first major update since 2003, introducing new rates, a new rate category
          for utilities, and revised allocations ratios informing how development cost levy funds are spent over time.
      •   Completed Phase 1 of the City’s Community Amenity Contribution (CAC) policy review, focusing on simplifying rental housing rezoning
          CAC approaches, and on the development of a “linkage fee” for new commercial development that will eliminate the need for negotiated
          CACs associated with commercial rezonings.

2F.   Corporate Security Plan

      •   Completed security risk assessments for 232 City facilities, and developed work plans for high-risk areas to implement operational
          enhancements through security services and/or physical security upgrades.
      •   Completed a Corporate Security Management Plan, articulating a revised organizational structure and key functional areas for the City’s
          Corporate Protective Services (previously called Corporate Security) group.
      •   Completed a redesign of the City’s corporate security model and associated implementation plan, including a set of processes and tools
          to structure the business relationship between Corporate Protective Services and internal customers.
      •   Amended agreement terms with outside contractors that will result in approximately $500,000 annual savings, beginning in 2018.

                                                                       31
APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS

3. THE CITY LEADS THE WAY ON GREEN ISSUES

3A. Zero Emissions Building Policy for City-Owned Buildings

       •   Provided Passive House building standards training to 185 staff.
       •   Achieved Passive House certification for four City-led development projects.

3B.    Civic Water Use Reduction

       •   Identified 60 priority civic facilities for water meter installation, installed meters in 11 of these facilities, and secured resources to complete
           the 2018 water efficiency work plan.
       •   Retrofitted a single-pass ice machine at the City’s National Works Yard, and completed design drawings for more complex retrofits of 10
           single-pass units in three other City-owned facilities.
       •   Identified non-recirculating fountains owned by the City and Park Board, turned off five non-recirculating fountains, and issued a request
           for proposal for the design of a recirculation system for four other non-recirculating features.

3C.    Vancouver Landfill Gas Capture

       •   Completed the business case analysis to support viability of the new Fortis Landfill Renewable Natural Gas Project, and secured City
           Council approval to move forward with the project, with conditions to appropriately mitigate risks.
       •   Secured joint agreement to key terms between the City and Fortis for the proposed new Fortis Landfill Renewable Natural Gas facility,
           for submission to the BC Utilities Commission for final approval.

3D.    Biodiversity Strategy

       •   Created 1.75 hectares of new inter-tidal and marine riparian habitat as part of the restored New Brighton Park salt marsh, in partnership
           with Vancouver Fraser Port Authority.
       •   Enhanced pollinator habitat on the Arbutus Greenway, New Brighton Park, Everett Crowley Park, and the Fifth and Pine pop-up park.
       •   Planted approximately 8,500 native trees in Vancouver parks and over 20,000 trees across the city.
       •   Increased support for environmental stewardship in Vancouver parks and on other City-owned land through a Neighbourhood Matching
           Fund, and the implementation of a new park stewards initiative.

3E.    Zero Waste Strategy

       •   Substantially completed the foundational work for the City’s new Zero Waste 2040 Strategy, including the vision, objectives, approach
           and key opportunity areas, supported by significant stakeholder, public and industry expert consultation.

                                                                            32
APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS

      •   Finalized a consultation summary report articulating the
          input of over 230 representatives of residents, businesses,
          non-profit organizations and other levels of government
          concerning the opportunities and challenges associated
          with a zero waste goal in Vancouver.
      •   Initiated the development of a Single-Use Item Reduction
          Strategy, and associated stakeholder and public
          consultation.

4. THE CITY INSPIRES EXCELLENCE IN THE
   WORKPLACE AND IN ITS EMPLOYEES

4A.   Decision-Making and Accountability

      •   Published the corporate Decision-Making and Accountability
          Toolkit, supporting widespread use of the DARCI
          Accountability Matrix to help define and adhere to decision-
          making roles over the life of a project.
      •   Finalized a standard Delegation of Authorities and Policy
          Framework, and completed updates to delegation of
          authority policies for both the Human Resources and Real
          Estate and Facilities Management business units.

4B.   Employee Health and Safety

      •   Developed and rolled out 26 critical incident response
          guides to help staff identify and effectively respond to and
          mitigate risks related to emotional and psychological health,
          occupational safety, and security risks and threats.
      •   In partnership with the Vancouver Fire and Rescue Services
          (VFRS), Vancouver Fire Fighters’ Union Local 18 and
          Homewood Health, developed and implemented a VFRS/
          City-specific post-traumatic symptoms and depression care
          program, which provides first responders with treatment
          options, quick access to mental health services, and rapid
          specialized psychological intervention.
      •   Implemented a cloud-based incident reporting tool
          that enables operational unit management to report
          occupational injury claims to the City’s Organizational
          Health department electronically, enhancing process
          efficiencies.

                                                                          33
APPENDIX 2 – PRIOR-YEAR CORPORATE PLAN KEY ACHIEVEMENTS

                                                       •   Moved from a labour-intensive paper-based process to a
                                                           cloud-based system for incident investigations, improving
                                                           the City’s ability to comply with the Workers Compensation
                                                           Act within required timelines.

                                                 4C.   Diversity and Inclusion

                                                       •   Formed an implementation team for trans*, gender variant
                                                           and two-spirit inclusion initiatives and provided a progress
                                                           update to Council in July 2017.
                                                       •   In consultation with the Women’s Advisory Committee,
                                                           reviewed progress against the City’s 2005 Gender Equality
                                                           Strategy, and developed the Women’s Equity Strategy,
                                                           2018-2028.

                                                 4D.   Employee Engagement

                                                       •   Revised and refreshed the City’s staff engagement survey
                                                           approach, with a new roll-out planned for 2019.

                                                 5. THE CITY OPTIMIZES STRATEGIC
                                                     PARTNERSHIPS AND COLLABORATIONS

                                                 5A.   Mental Health and Addiction

                                                       •   Demonstrated leadership in responding to the opioid
                                                           crisis by supporting the Mayors’ Task Force to highlight
                                                           local issues and potential solutions, and the Federation of
                                                           Canadian Municipalities’ Mayors’ Task Force on the Opioid
                                                           Crisis, to advocate for solutions at a national level.
                                                       •   Supported the City’s response to the opioid crisis with an
                                                           innovative data coordination system, with collaboration
                                                           among the City, Vancouver Fire and Rescue Services, and
                                                           the Vancouver Police Department.
                                                       •   Provided approximately $1 million in grants to over 21
                                                           organizations to address immediate needs associated
                                                           with response to the opioid crisis, and a $1 million capital
                                                           contribution to the St Paul’s Hospital Mental Health Hub
                                                           that includes a state-of-the-art rapid access addictions
                                                           clinic.

                                            34
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