TOWN OF VIEW ROYAL STRATEGIC PLAN 2019 2022
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Strategic Plan 2019-2022
TOWN OF VIEW ROYAL STRATEGIC PLAN
2019 – 2022
1|PageStrategic Plan 2019-2022
We're working together to make View Royal better every day. We're focusing on what's important to the citizens of View Royal, constantly
improving how we do business and ensuring we plan for our future to build a strong, healthy and thriving View Royal.
This Strategic Plan details what we hear from citizens about what is important to them and what they want the Town to do on their behalf.
The Plan is based on ongoing public input but specifically includes input from a survey conducted in Spring 2019 following the last municipal
election.
This Plan lays out a long-term strategy for the organization that reflects what citizens said is important to them and it will guide the decision
making of Council and the work of staff.
VISION
“The following statement sets out the community’s aspirations for what type of place View Royal should be in 20 years and beyond. It
describes the state of the community in the future as residents wish it to evolve. The Vision was developed through extensive consultation
with the community and is the guiding force behind the policies of the Official Community Plan.
View Royal is a dynamic and inclusive community that manages growth, while retaining the charm of its traditional neighbourhoods. It is
home and workplace to people from all walks of life. Its neighbourhoods are attractive, affordable, walkable and safe. Each neighbourhood
has an identifiable character and is connected to nearby centres – and a recognizable central community gathering place – through
greenspace corridors and pedestrian/cyclist-friendly streets. Some centres are parks for families to gather and youth to play sports. Others
are bustling, mixed-use places with a range of services, amenities, businesses and housing.
View Royal recognizes the impacts of climate change, and is responding by actively promoting energy-efficient, sustainable development,
and environmental protection. Well-designed compact housing ensures choice, affordability and better use of land. Infill and redevelopment
near neighbourhood centres and transit corridors provides jobs and services closer to where people live – minimizing the need for
commuting, and creating pedestrian-friendly streets and destinations.
The local economy is diversified and strong, providing employment, shopping and service options to local and regional residents. Heritage
tourism and eco-tourism are promoted as sustainable ways to stimulate the economy and showcase View Royal’s environmental and
cultural assets.
2|PageStrategic Plan 2019-2022
Getting around safely by foot, bike, bus and train is convenient and enjoyable, and a viable alternative to car travel. Train, light rail and
other forms of rapid transit are supported by development that facilitates ridership and walkable places.
The Town is endowed with unique natural environments – Thetis Lake Park, Millstream Creek, Craigflower Creek, Esquimalt Harbour and
Portage Inlet. The integrity and beauty of these natural amenities are protected and enhanced, while public access to recreation and natural
areas is improved. The Town’s vast recreation assets are well promoted and integrated into the community. Environmental stewardship and
better use of resources – such as alternative energy generation and enhanced waste management – are pursued.” (Official Community Plan
Bylaw 2011)
Livable View Royal – simply the best place to call home!
MISSION
The mission statement describes the fundamental purpose of the Town. It answers the question, “Why does the organization exist?”
View Royal is committed to building a resilient and vibrant community that:
• provides good government;
• delivers services, laws and other matters for community benefit;
• provides stewardship of the public assets; and
• fosters economic, social and environmental well-being.
VALUES
Values describe enduring, collective beliefs that guide the work of the Council and Staff put into action.
The Town of View Royal pursues community good through a corporate culture that is:
• accountable
• respectful
3|PageStrategic Plan 2019-2022
• ethical
• collaborative
• innovative
• proactive
• efficient and effective
ORGANIZATIONAL EXCELLENCE
The Town of View Royal is committed to providing the best possible local government for our residents and business community. This
commitment drives constant improvement, with particular emphasis on:
• providing strong, strategic policy-based governance;
• demonstrating collaborative leadership and effective shared decision-making within the community, with our regional partners,
including First Nations;
• nurturing productive working relationships at the legislative and executive level;
• pursuing excellence founded on core values, approved plans, policies and our commitment to innovation;
• decision-making processes to be transparent and responsive;
• integrating strategic planning, business planning, budgeting and performance management systems;
• embracing evidence-based best practices for professionalism;
• enhancing customer service and related communications capacity; and
• positioning sustainability as the foundation of our municipal culture.
4|PageStrategic Plan 2019-2022
STRATEGIC PLANNING PROCESS
Preparing to Plan -
Consultation with staff
prior to workshop and
community survey
Reporting on the Plan -
Regular reporting to
Initial Council
Council on progress
workshop
against Strategic Plan
goals
Public engagement
Community satisfaction
and engagement survey
Staff identification of
work plan, timelines,
required resources, plus Council workshop -
targets and measures Focused on building the
Plan around survey
themes and identifying
key strategic priorities
5|PageStrategic Plan 2019-2022
STRATEGIC PRIORITIES
Six strategic priorities have been identified as shown in the chart below. These priorities lay the groundwork for our ten to twenty-year (and
beyond) vision.
Tied to each of the priorities are a series of goals and an associated staff work plan that are further described in the tables below.
To measure progress on our goals over time, targets are listed. In the early stages of the Strategic Plan, staff time will be spent gathering
benchmark or measurement data for these targets. While some data will be available in 2020, some will only be available once it is collected
or after Census 2021 data is released (though 2016 data may be used initially). As well, more targets and associated measurement data may
be listed over time. It is important to note that some of the actions taken today will not show a measurable result for years to come!
We recognize that over the term of this Strategic Plan (2019-2022), the staff work plan will change as initiatives are completed and new or
pressing items come forward. 2022 will be an opportunity to fine-tune and recalibrate our goals and associated work plan to set the Town
of View Royal up for success for the next iteration of the Strategic Plan. Monitoring of our targets will be on-going.
Financial
Environmental Sustainability
Stewardship & Service
Excellence
Community &
Good
Economic
Governance
Growth
Enhance Strategic Community
Safety &
Liveability
Priorities Security
6|PageStrategic Plan 2019-2022
A. ENHANCE LIVEABILITY IN VIEW ROYAL
What we heard from citizens
Citizens told us they want to:
• be able to move around the community efficiently
• have a range of housing options close to services
• participate in community events and have a sense of belonging
• celebrate View Royal’s unique history
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
a) Identify and implement
improvements to enhance Complete. Installed speed boxes in
25% Percentage of existing infrastructure that school zones and participated in Ready
2019- Step Roll program with CRD for View
trips to work facilitates improved safe routes In-house
2023 Royal Elementary.
and school by to schools and Walking School
transit/walking Bus opportunities (2019/2020
1. Shift primary /cycling Ready Step Roll)
transport mode (Census data)
b) Engage BC Transit to pursue Service improvements to Thetis Lake
within View Royal area are being developed /considered
away from vehicles commitment for a higher level
by BC Transit. Ongoing improved service
to walking, cycling of transit service, including 2020 In-house and design of rapid bus lanes on Island
and transit improvements to Highway.
underserviced areas
c) Engage MOTI to review
feasibility of Colwood/Victoria 2019- Engagement with the Ministry of
In-house Transportation & Infrastructure Regional
commuter ferry and E & N 2020
Corridor Corridor Study is in progress.
7|PageStrategic Plan 2019-2022
A. ENHANCE LIVEABILITY IN VIEW ROYAL
What we heard from citizens
Citizens told us they want to:
• be able to move around the community efficiently
• have a range of housing options close to services
• participate in community events and have a sense of belonging
• celebrate View Royal’s unique history
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
d) Develop an Active $5,000 for
Transportation Master Plan 2022 RFP in 2021; The project proposal is included in the
(after OCP is complete) $145,000 in 2020-2024 Financial Plan.
2022
10% Increase a) Complete Housing Gaps and 2019-
$45,000 Complete. Housing Gaps and Needs
number of non- Needs Study 2020 Study completed in September 2020.
2. Access to a broad
market housing
range of housing
units
options to meet the
needs of various b) Develop a housing affordability
10% Increase 2022 $75, 000 OCP Housing Chapter using the review
ages, family types strategy to help address housing gaps.
number of
and incomes
rental units
(Census data)
Complete. The Precinct Land Economics
a) Identify commercialStrategic Plan 2019-2022
A. ENHANCE LIVEABILITY IN VIEW ROYAL
What we heard from citizens
Citizens told us they want to:
• be able to move around the community efficiently
• have a range of housing options close to services
• participate in community events and have a sense of belonging
• celebrate View Royal’s unique history
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
commercial or b) Include densification around
mixed-use commercial areas or
centres development of commercial 2021 Incl. in OCP The OCP Review contract awarded to
areas within current residential EcoPlan on June 15, 2021.
zones in OCP review
a) Engage a community events
10% Increase coordinator to enhance current
2023 TBD
number of events and/or devise new
participants in community-building initiatives
4. Build strong community
relationships and events b) Review View Royal Park Master 2019- Complete. The View Royal Park Master
$35,000 Plan was adopted on November 17,
engagement Plan 2020
2020.
through community
c) Develop Helmcken Centennial
events and Number of 2022 $50,000 The project proposal is included in the
Park Master Plan 2020-2024 Financial Plan.
celebrations Block Party
permits issued d) Increase accessibility to and
2019- Complete. The Block Party Toolkit has
awareness of block party In-house been uploaded and is available on the
2020
permitting process website.
9|PageStrategic Plan 2019-2022
B. COMMUNITY AND ECONOMIC GROWTH
What we heard from citizens
Citizens told us they want:
• controlled growth
• implications of growth considered
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
a) Complete precinct land economic
2019- Complete. Report was presented
analysis for identified sites (see $120, 000 to Committee of the Whole on
2020
2 Development A.3.a.)) June 8, 2021.
applications
received for b) Create a map that identifies sites in
1. Private investment in corridors and gateways that are Land Economics Study now
redevelopment of identified sites
by 2022 likely to redevelop based on the 2021 In-house complete and with OCP revision
strategic sites difference between assessed land can feed info.
value and value of improvements
c) Liaise with South Island Prosperity
2020-
Project (SIPP), Urban Development In-house Complete.
2023
Institute and property owners
d) Update sustainability checklist 2021 In-house
2% Increase in jobs a) Invite SIPP to present to Council re
2. Increase skilled 2020- Complete. SIPP presented to
by type (Census their initiatives and strategic In-house Committee of the Whole on
employment 2023
data) priorities September 15, 2020.
a) Island-wide business licence
3. Business 2019-
Number of new program – research and In-house Complete. Bylaw adopted
retention/attraction 2020 February 18, 2020.
20 business consideration by Council
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B. COMMUNITY AND ECONOMIC GROWTH
What we heard from citizens
Citizens told us they want:
• controlled growth
• implications of growth considered
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
licences issued b) Review home-occupation business
annually licence program (after OCP 2022 In-house
complete)
Percentage of
80% business licence Complete. Due to COVID-19 no
in-person event was possible in
renewals
c) Review annual business community 2020. Instead, a flyer from the
annually West Shore Chamber of
engagement event; consider 2020 In-house
offering speaker Commerce was included in
business licence renewals. We
will revisit hosting an event in
2021.
a) Placemaking Urban Design Plan to
4. Strategic investment in 2024-
facilitate distinct identity for View $100,000 The project proposal is included
public realm 2025 in the 2020-2024 Financial Plan
Royal’s public realm
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C. ENVIRONMENTAL STEWARDSHIP
What we heard from citizens
Citizens told us they want to:
• focus on community action around climate change
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
a) Update and adopt an amendment to The grant application was not
the 2012 Community Climate Action 2021 successful. An RFP for the
$70,000
Plan project has been issued and
1. Respond to the closes July 12, 2021.
Decrease per
declared climate action b) Update Tree Protection Bylaw to
capita GHG
emergency by reducing recognize loss of tree canopy in land 2021
emissions for In-house In progress. Fall of 2021.
greenhouse gas development
buildings and
emissions in our
transportation c) Update and adopt an amendment to
community
by 2030 based the 2012 Corporate Climate Action 2022 $40,000 The project proposal is included
on 2012 Plan. in the 2020-2024 Financial Plan.
Community
Energy and a) By 2022, adopt Step 3 of Step Code
Emissions for Part 9 buildings and Step 2 of Step
Inventory Report Code for Part 3 buildings and 2022 In-house The proposed implimentation
2. Support climate change has been deferred to 2022.
transition to Step 5 of Step Code by
mitigation and
2030
adaptation measures
with an emphasis on b) Facilitate Step Code 3
transportation systems implementation
and energy efficient The project proposal is included
2022 $7,500 in the 2020-2024 Financial Plan.
buildings
12 | P a g eStrategic Plan 2019-2022
C. ENVIRONMENTAL STEWARDSHIP
What we heard from citizens
Citizens told us they want to:
• focus on community action around climate change
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
c) Engage a building energy auditor to
assess all municipal buildings and
develop a strategy to improve the
2021 $30,000 The project proposal is included
energy efficiency of the buildings, in the 2020-2024 Financial Plan.
Expenditure for with supplementary funding from BC
$0 carbon offsets Hydro/Fortis
purchased by the
Town to be d) Review density bonusing as an
carbon neutral incentive to achieve Step Code level 2022 In-house
in excess of minimum requirement
e) Develop resident owner program to
improve energy efficiency of existing
2021 In-house
housing stock (i.e. oil or gas furnace,
window replacement)
f) Collect location inventory of
oil/natural gas/propane residential 2021 In-house
users
3. Accelerate a transition a) Develop and implement a municipal
to low carbon fleet and equipment policy to 2019-
In-house The policy update is in progress.
transportation modes prioritize low-emission vehicles and 2020
within the Town equipment
13 | P a g eStrategic Plan 2019-2022
C. ENVIRONMENTAL STEWARDSHIP
What we heard from citizens
Citizens told us they want to:
• focus on community action around climate change
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
b) Work with car-share companies to Staff initiated contact with
2021-
establish presence in View Royal In-house MODO and are working to
2022 schedule a site meeting in
August.
c) Amend Zoning Bylaw to update
parking requirements including
2020 In-house Complete.
charging stations for cars (public and
private), e-bikes and e-scooters
a) Develop an Urban Forest Strategy $75,000 The project proposal included in
2022
the 2020-2024 Financial Plan.
b) Develop a sea-level rise and storm In progress. Received sea level
2020-
surge mitigation and adaptation policy TBD rise forecasts from the CRD
4. Support community 2021 Coastal Flooding Inundation
preparation for climate Mapping Project.
change impacts with c) Update the wildfire interface zone
respect to sea level rise, assessment and update development Did not receive grant approval
storm surge, forest fires, 2021 $25,000 from UBCM; will re-apply in
permit area guidelines accordingly
food security, and other (concurrent with OCP) 2022.
extreme weather events
d) Develop and implement a fuel load
management program for wildfire 2022, $25,000
interface zones ongoing /annum
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D. FINANCIAL SUSTAINABILITY & SERVICE EXCELLENCE
What we heard from citizens
Citizens told us they want to:
• receive good value for tax dollars
• fund the continuation of current service levels through taxation (52% of survey respondents said “Increase taxes to maintain services at
current levels”)
• fund future large projects through putting aside funds annually (68% of survey respondents indicated “Put aside funds each year to fund
future large projects”)
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
Partial grant funding has been
approved. Development of
a) Complete Asset Management Plan, asset replacement funding
2019- requirement is in progress. The
Minimize Infrastructure considering options to minimize $70,000
1. Confidence in the 2024 project proposal is included in
deficit infrastructure deficit
fiscal health and the 2020-2024 Financial Plan.
financial
sustainability of the
Town
b) Develop Long-term Financial Plan The project proposal is included
that incorporates implications of 2019- in 2020-2024 Financial Plan.
Asset Management Plan and funding 2024 $80,000 Costs may be offset if further
choices grant applications are
approved.
2. Diversified revenue a) Continue to improve relationships
base* 30% Ratio of with business community to build * See also the Goals listed in B.
2020-
commercial In-house Community and Economic
commerc business friendly reputation—annual 2023
assessments to Growth
ial/ light business mixer; Island-wide mobile
industrial business licence; online business
15 | P a g eStrategic Plan 2019-2022
D. FINANCIAL SUSTAINABILITY & SERVICE EXCELLENCE
What we heard from citizens
Citizens told us they want to:
• receive good value for tax dollars
• fund the continuation of current service levels through taxation (52% of survey respondents said “Increase taxes to maintain services at
current levels”)
• fund future large projects through putting aside funds annually (68% of survey respondents indicated “Put aside funds each year to fund
future large projects”)
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
assessme total licence renewals and applications; Online business licence search
nts assessments consider expanded Home Occupation and renewal functionality was
definition; engage with South Island launched in November 2020.
Prosperity Project annually
b) Revise sewer utility revenue structure
to include CRD costs associated with 2019- Complete. Bylaw approved with
In-house the 2020 billing cycle complete
TBD sewer conveyance and treatment 2020
(adds institutional contribution) under the restructured rates.
Reduce
percentage of
c) Develop an investment program
revenue from
(policy, contracts, relationships
property taxes 2020 $25,000 The project proposal is included
(Municipal Finance Authority)) to in the 2020-2024 Financial Plan.
increase return on investments
Variability a) Include projected new market
between tax construction estimates in tax revenue
3. Predictable propertyStrategic Plan 2019-2022
D. FINANCIAL SUSTAINABILITY & SERVICE EXCELLENCE
What we heard from citizens
Citizens told us they want to:
• receive good value for tax dollars
• fund the continuation of current service levels through taxation (52% of survey respondents said “Increase taxes to maintain services at
current levels”)
• fund future large projects through putting aside funds annually (68% of survey respondents indicated “Put aside funds each year to fund
future large projects”)
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
each year of the b) Include future staffing level
2020-
five-year requirements for all five-years in In-house The item is included in the
2023 budget planning process.
financial plan financial plan
Complete. The Initiative was
approved in December 2019
90% + Maintain or a) Online interactive citizen budgeting 2020- and was implemented for the
$11,500 2020 budget cycle. It is
increase citizen tool 2021
satisfaction included in the planning
process for the 2021 budget
4. Citizen satisfaction levels from 2019
cycle.
with services and survey
b) Develop a priority list for spending
value community amenity contributions 2021-
In-house
through engagement with the 2022
community
c) Conduct a statistically valid citizen
2022 $42,500 Project proposal included in
satisfaction and engagement survey draft 2020-2024 Financial Plan
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E. GOOD GOVERNANCE
What we heard from citizens
Citizens told us they want:
• transparency in decision-making
• respectful meetings
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
a) Explore partnership with West Shore
1. Strong and active citizen Parks & Recreation Society for 2021-
Delayed to 2021/2022 due
participation in Increase number programming in View Royal’s parks 2022 In-house
to COVID-19.
community engagement 10% of participants in and neighbourhoods
in Town of View Royal municipal
meetings, open houses, engagement b) Develop community engagement The project proposal is
surveys, budget events strategy to identify methods and tools 2022 $80,000 included in the 2020-2024
development for strong community engagement Financial Plan.
a) Host at least one Council to Council
2021 In-house
2. Strong constructive event with each First Nation.
relationships with b) Arrange intermunicipal events
neighbouring celebrating park connections between
municipalities, 2021 In-house
Colwood, Esquimalt, Langford,
Songhees Nation, Saanich, CRD Parks and View Royal
Esquimalt Nation, and in
relations at the CRD The project proposal is
c) Host community training re. First
included in the draft 2022-
Nations relationships, history and 2022 $10,000 2026 Financial Plan.
protocols
18 | P a g eStrategic Plan 2019-2022
E. GOOD GOVERNANCE
What we heard from citizens
Citizens told us they want:
• transparency in decision-making
• respectful meetings
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
Complete. Policy 0100-
d) Develop an acknowledgement of
052 was approved by
traditional territories in Town of View 2020-
In-house Council on February 16,
Royal and develop policy regarding its 2021 2021. Territorial
use acknowledgements are in
place for Council meetings.
a) Develop Council code of conduct 2020 In-house In progress.
3. Respectful, constructive Complete. Project advanced
$37,500
Council relationships due to pandemic; completed
b) Council meeting webcasting 2020 plus annual July 2020, including real-
fees time public engagement by
phone or instant messaging.
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F. COMMUNITY SAFETY AND SECURITY
What we heard from citizens
Citizens told us they want to:
• live and work in a safe community prepared for emergencies (96% and 89% of survey respondents said they are very or somewhat
satisfied with fire and police services respectively)
Target How will we
Resources
Goals measure Work Plan Timing Status
Required
progress
a) Increase Fire Department FTE 2021 TBD Complete.
1. A real and perceived b) Increase volunteer night shifts 2021 New schedule to be
In-house
implemented by July 2021.
safe community
c) Encourage greater implementation of
2020 In-house
Block Watch in View Royal
a) Require every employee to complete
at least one Justice Institute of BC
2021 In-house
Emergency Operations Centre course
100% Well-trained staff or equivalent
2. Prepared for available for EOC
emergencies b) Update Business Continuity Plan 2022 In-house
c) Update Emergency Response and
Recovery Plan, based on new 2021 $20,000 In progress.
legislation
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