City of Vancouver
City of Vancouver
04/27/2023 | Press release | Distributed by Public on 04/28/2023 03:02
2023 Budget - Council Supporting Information Excel file (932 KB)
Content Summary
| 2023 Approved Operating Budget - Supporting Information | |
| Purpose: | To provide information in supporting the 2023 Approved Operating Budget for the City of Vancouver |
| 2023 Approved Operating Budget | On February 28, 2023 Council approved the 2023 City of Vancouver Operating Budget. The 2023 Operating Budget will maintain the delivery of City services, enhance public safety and mental health services, renew and maintain infrastructure and public amenities, and strengthen the City's financial sustainability. The 2023 Operating Budget is the first full year that reflects much needed investments and initiatives that were deferred due to the pandemic, as well as adjustments to fixed costs and contingency assumptions that reflect the significant impacts of inflation on the City's costs. The 2023 Operating Budget is supported by a property tax increase of 10.7% and includes increases for fixed and contractually obligated costs and Council directed investments. |
| Supporting Information: | Sheet 1 - Prioritized Initiatives List (Updated March 2023) - List of citywide initiatives that are not included in the 2023 Approved Operating Budget |
| Sheet 2 - Explaining 2023 Approved Budget - Operating and Capital budgets through priorities | |
| Sheet 3 - Priority Plans by Service |
1-Prioritized Initiatives List
| Sheet 1: 2023 Prioritized list of initiatives - not included in Approved Operating Budget (Updated March 2023) | ||||||||||||
| Note: This is not an exhaustive list of city-wide initiatives. These have been prioritized based on critical need and materiality | ||||||||||||
| Source of funding | FTE | |||||||||||
| Themes | Department | Initiative Name | Initiative description and Service Impact | One Time or Ongoing | Status of Initiative in 2023 Approved Operating Budget | Total $ | Taxation | EHT | RFT | TFT | Total FTE Impact | % of Approved Department Expenditures & Transfers Budget |
| Action on Climate Change | Engineering Services (PW) | Pilot e-scooter program | Pilot e-scooter program - In a Notice of Motion in June 2022, Council directed staff to develop a shared e-scooter pilot in 2023. This new initiative is not accommodated in Street Use Management's (SUM) current workplan or budget. Based on a similar pilot for public bike share, which required 7 FTE staff for 5 years, SUM is requesting 2 new positions at $273K to deliver the pilot (with additional support to come for redeploying staff from PBS and other SUM work). Without these additional resources, the City is at risk of not successfully delivering the shared e-scooter pilot and/or significantly disrupting public bike share and other street use programs. | Ongoing | Unfunded | $ 273,000 | $ 273,000 | $ - 0 | - 0 | 2.0 | 2.0 | 0.2% |
| Action on Climate Change | Planning, Urban Design & Sustainability | Support for Class action Lawsuit for recovering costs caused by Climate Change primarily from burning fossil fuels | Vancouver City Council have directed staff to include in the 2023 Operating Budget an amount up to $1 per Vancouver resident to support a class action lawsuit against fossil fuel companies by municipal governments, as urged by West Coast Environmental Law's Sue Big Oil campaign, with the goal of municipal governments recovering costs they've borne to repair, adapt to and mitigate damages caused by climate change resulting primarily from the burning of fossil fuels. ($0.3M in 2023 and $0.36M in 2024) | Ongoing | Unfunded | $ 300,000 | $ 300,000 | $ - 0 | - 0 | - 0 | - 0 | 0.9% |
| Action on Climate Change Total | $ 573,000 | $ 573,000 | $ - 0 | - 0 | 2.0 | 2.0 | ||||||
| Critical Social and Homelessness Issues | Arts, Culture & Community Services | Social Operations costs | Social Ops, Housing and Homelessness and Non Market Housing, Food cost increases and additional staff time to mitigate impact of loss of volunteers | Ongoing | Unfunded | $ 140,000 | $ 140,000 | $ - 0 | 1.0 | - 0 | 1.0 | 0.3% |
| Critical Social and Homelessness Issues | Arts, Culture & Community Services | Poverty Responses: DTES | Poverty Responses: Downtown Eastside (DTES)- Staff to support CBA's to support low income Job opportunities | Ongoing | Unfunded | $ 118,000 | $ 118,000 | $ - 0 | 1.0 | - 0 | 1.0 | 0.3% |
| Critical Social and Homelessness Issues | City Manager | Urban Issues: Community Peace Officers | Team of Community Officers to work alongside the City's outreach team to address structures on sidewalks/streets by developing positive working relationship with community members and organizations. Ongoing staff resource requirements include an Operational Manager Urban Issues Community Peace Officer, three (3) Urban Issues Peace Officers, two (2) 311 Co-ordinators, admin and program support totalling $450k (partial year funding for 2023), and one-time costs including training total $20k. The unfunded $470K represents 2023 partial year amounts. The full year impact in 2024 would be $770K | One-time and Ongoing | Unfunded | $ 470,000 | $ 470,000 | $ - 0 | 7.0 | - 0 | 7.0 | 5.6% |
| Critical Social and Homelessness Issues | Board of Parks & Recreation | Park Rangers | Investment to support the current level of service in 2022. Rangers are managing the encampments in our Parks. Service impact if not funded would be risk to public safety as well as increase encampments in Parks. Total investment to implement full service ranger model is $1.8m. | Ongoing | Funded through Park Board approved revenue increase of $0.7M | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Critical Social and Homelessness Issues Total | $ 728,000 | $ 728,000 | $ - 0 | 9.0 | - 0 | 9.0 | ||||||
| Equity | Arts, Culture & Community Services | Senior Support and Engagement | Council motion requesting staff to prepare options to put money for Seniors planner in the 2023 budget (2 positions and program costs) | Ongoing | Unfunded | $ 300,000 | $ 300,000 | $ - 0 | 2.0 | - 0 | 2.0 | 0.7% |
| Equity | Arts, Culture & Community Services | Chinatown Transformation | Additional funding for the chinatown transformation for total progam cost of $250K | Ongoing | Unfunded | $ 90,000 | $ 90,000 | $ - 0 | - 0 | - 0 | - 0 | 0.2% |
| Equity | Arts, Culture & Community Services | Anti Racism and Cultural Redress team/program | Responding to Council motion on Anti Racism and Cultural Redress team/program (4 positons and program costs) | Ongoing | $0.5M Funded within the 2023 Council Approved Operating Budget through reallocation of funding | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Equity | City Manager | Language Access Specialist | Ongoing funding for temporary Langauge Access Specialist position to enable ongoing implementation of the City's Language Acces Policy. Position supports the City's equitable engagement framework and prioritization of resourcing to equity-related work. | Ongoing | Funding of $0.1 million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Equity | Arts, Culture & Community Services | Gender Equity and Safety: MMIWG, UnSafe Spaces | Responding to previous Council motions on Gender Equity and Safety: MMIWG, UnSafe Spaces (2 positions and program costs) | Ongoing | Funding of $0.2 million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Equity Total | $ 390,000 | $ 390,000 | $ - 0 | 2.0 | - 0 | 2.0 | ||||||
| Building a Resilient Economy | Arts, Culture & Community Services | Culture|Shift: - unfunded | Culture|Shift: Blanketing the City in Arts and Culture, Vancouver's next 10-year culture plan, incorporates three related, yet distinct plans that will align and increase support for art and culture: • Culture|Shift: a broad culture plan, which includes the priority actions, including actions from Making Space for Arts and Culture and the Vancouver Music Strategy; • Making Space for Arts and Culture: a cultural infrastructure report which provides further detail on cultural spaces related actions; and, • Vancouver Music Strategy: a strategy focused on music, which includes both city-led and industry-led recommendations. Culture|Shift articulates and addresses critical challenges and opportunities and will position the City of Vancouver as a global leader in cultural planning that addresses the most pressing issues of our times | Ongoing | Unfunded | $ 1,600,000 | $ 1,600,000 | $ - 0 | 1.0 | - 0 | 1.0 | 3.6% |
| Building a Resilient Economy | Office of the CSO | Implementation of the Resilient Vancouver Strategy | Implementation of the Resilient Vancouver Strategy and Resilient Neighbourhood program to enhance capacity of neighbourhoods, government, buildings and infrastructure. This will serve our diverse communities, reduce chronic stresses and withstand and recover from inevitable shocks and stresses facing Vancouver, such as earthquakes, affordability, and climate change. | Ongoing | Unfunded | $ 400,000 | $ 400,000 | $ - 0 | - 0 | - 0 | - 0 | 3.9% |
| Building a Resilient Economy | Arts, Culture & Community Services | Night Time Economy | Previous Council supported the realization of potential of a Nighttime Economy and the role it can and does play in a strong, diverse local economy. This initiative supports small businesses and jobs, the local arts and culture sectors, and the goal for Vancouver to be a sustainable, liveable city with opportunities for everyone. | Ongoing | Unfunded | $ 300,000 | $ 300,000 | $ - 0 | 1.0 | - 0 | 1.0 | 0.7% |
| Building a Resilient Economy | Planning, Urban Design & Sustainability | Vancouver Plan Implementation | The previous Council has directed staff to develop a Heritage Values map of the City's neighbourhoods which will serve as a basis for a Historic Context Statement of the Vancouver Plan. This will ensure the City's heritage is recognized, rejuvenated, and sustained. Part of Vancouver Plan implementation is acknowledging the unique identity of Vancouver's distinct neighbourhoods and recognizing the existing conditions unique to each area as part of the overall strategies articulated in the Vancouver Plan. | Ongoing | Unfunded | $ 216,000 | $ 216,000 | $ - 0 | 2.0 | - 0 | 2.0 | 0.7% |
| Building a Resilient Economy Total | $ 2,516,000 | $ 2,516,000 | $ - 0 | 4.0 | - 0 | 4.0 | ||||||
| Affordability and Housing | Planning, Urban Design & Sustainability | Broadway Plan implementation Housing Staffing | The Broadway implementation will have a direct impact on housing staff due to the increased volume and complexity of work. The majority of rezoning and development applications in Broadway will involved affordable housing delivery, including social and below-market rental housing. These projects require new Housing Agreements and housing planners. The increase in Tenant Relocation Requirements (Right of First Refusal, Interim Rent Top ups, etc) mean administrative approaches need to be developed. Due to increased volume and complexity, the following staff resourcing is required: • 1 Planning Assistant III and 1 Planner II in the Housing Projects team to work directly on rezoning and development applications, securing affordable housing agreements and implementing Tenant Relocation Plans; • 1 Planning Analyst in the Housing Policy Team to support the development of administrative processes, tools and templates to facilitate the housing projects, and monitor and will be key in monitoring the effectiveness of the new policies. These additional resources are required to accommodate new workloads and to maintain current processing timelines | Ongoing | Unfunded | $ 336,683 | $ 276,683 | $ 60,000 | 2.0 | 1.0 | 3.0 | 1.0% |
| Affordability and Housing Total | $ 336,683 | $ 276,683 | $ 60,000 | 2.0 | 1.0 | 3.0 | ||||||
| Core Business | Arts, Culture & Community Services | Community-based outreach | Support community-health care outreach to most marginalized people that are difficult for even VCH to engage | Ongoing | Unfunded | $ 340,000 | $ 340,000 | $ - 0 | 0.5 | - 0 | 0.5 | 0.8% |
| Core Business | Arts, Culture & Community Services | Peer Navigator Program | Alternative program for BIAs and others to call instead of VPD to asking people to clear doorways, move along, etc. | Ongoing | Unfunded | $ 330,000 | $ 330,000 | $ - 0 | 1.0 | - 0 | 1.0 | 0.7% |
| Core Business | Arts, Culture & Community Services | Alternative to Police for some Mental Health calls | Support pilot program to provide community-mental health responses to some types of 911 calls; exploring options with Province and region | Ongoing | Unfunded | $ 330,000 | $ 330,000 | $ - 0 | 1.0 | - 0 | 1.0 | 0.7% |
| Core Business | Arts, Culture & Community Services | Social Operations software and cost escalations | Resolver Software - Social Ops, Housing and Homelessness and Non Market Housing, Food cost increases and addiotnal staff time to mitigate impact of loss of volunteers | Ongoing | Unfunded | $ 210,000 | $ 210,000 | $ - 0 | - 0 | - 0 | - 0 | 0.5% |
| Core Business | City Manager | Intergovernmental Relations Staffing and Indigenous Relations Operational Costs | Intergovernmental relations resource to manage processes related to ongoing Council operations and Councillors' participation in intergovernmental relations. Indigenous relations operating costs to enable delivery of mandate including UNDRIP implementation, implementation of the City's Reconciliation Framework, alignment of City processes with reconciliation principles/UNDRIP and stewarding the City's government to government relationship with xʷməθkʷəy̓əm (Musqueam Indian Band), Sḵwx̱wú7mesh (Squamish Nation), and səlilwətaɬ (Tsleil-Waututh Nation). | Ongoing | Unfunded | $ 200,000 | $ 200,000 | $ - 0 | 1.0 | - 0 | 1.0 | 2.4% |
| Core Business | Finance, Risk & SCM | Ethical Purchasing Policy Implementation | Strengthening the City of Vancouver's Ethical Purchasing Policy through ongoing annual engagement of a consultant to perform compliance procedures on the City's list of supplies. | Ongoing | Unfunded | $ 100,000 | $ 100,000 | $ - 0 | - 0 | - 0 | - 0 | 0.5% |
| Core Business | Human Resources | Case Management and Safety Solution | Procurement of the New Case Management and Safety Solution is required per City Procurement Policy. Anticipated to have a positive return on investment by way of targeted interventions to improve safety compliance and reduce WorkSafe BC claims and subsequent premiums. New system will be user friendly, better interface with WorkSafe and other IT Systems, improve information retention and lead to targeted interventions. | Ongoing | Unfunded | $ 100,000 | $ 100,000 | $ - 0 | - 0 | - 0 | - 0 | 1.2% |
| Core Business | Office of the CSO | Logistics Coordinator supporting the Vancouver Emergency Management Agency (VEMA) | Dedicated resource to actively manage and maintain the City's emergency equipment, supplies, vehicles, Disaster Staging Areas, radios and mobile operations centre kits and ensuring that equipment and stockpiles are ready when required during an Emergency or Extreme weather event. | Ongoing | Unfunded | $ 120,000 | $ 120,000 | $ - 0 | 1.0 | - 0 | 1.0 | 1.2% |
| Core Business | Office of the CSO | Emergency Response Critical supplies | Critical supplies supporting the City's Emergency Support Services (ESS) program and related legislative obligations. Supplies include cots, bedding, cool kits and Disaster Staging Area (DSA) supplies deployed to citizens (including vulnerable populations) during emergency and extreme weather events. | Ongoing | Unfunded | $ 150,000 | $ 150,000 | $ - 0 | - 0 | - 0 | - 0 | 1.5% |
| Core Business | Real Estate & Facilities Management | Pest Control costs | Increase in Pest Control costs: Effective July 21, 2021, the BC Provincial gov't brought in an 18-month ban (July 2021 to Jan 2023) on the sale & use of second-generation anticoagulant rodenticides. As a result of this ban, all facilities switched to using non-toxic baited snap traps for their rodent control with increase in service levels. Previously a monthly service check, now a weekly service is required to check, empty, re-bait and reset snap traps. In 2022 costs were funded on a one-time basis. However, this ban will be permanent as of Jan 21, 2023 and REFM will face a cost pressure in 2023. | Ongoing | Unfunded | $ 300,000 | $ 300,000 | $ - 0 | - 0 | - 0 | - 0 | 0.9% |
| Core Business | Real Estate & Facilities Management | Feminine Hygiene Dispensers in Civic Facilities | Amount required to support Council motion to install free feminine hygiene products in civic facilities. Based on a the motion put forward by Council on March 10, 2020, Free Menstrual Products will be provided in City of Vancouver Civic Facilities washrooms | One-time and Ongoing | Unfunded | $ 409,700 | $ 409,700 | $ - 0 | - 0 | - 0 | - 0 | 1.2% |
| Core Business | VFRS | 2023 VFRS Growth plan (22 positions) | 2023 VFRS Growth plan requires additional $2.7M - 22 positions. Getting the additional suppression staff will help to address the ongoing overtime overspend and improve response performance. | Ongoing | Unfunded | $ 2,700,000 | $ 2,700,000 | $ - 0 | 22.0 | - 0 | 22.0 | 1.6% |
| Core Business | Vancouver Police Board | City Council Motion - Hire 100 new police Officers | City Council motion for an additional 100 police officers. Included in this request were the remaining 2 years (2021 & 2022) recommendations of the 5-year implementation plan of the VPD's Operational Review to hire an additional 40 sworn officers and 20 civilian professionals.60 more sworn officers will be hired within this initiative. The total RFT in this inititiative will be 120. Total ask:$15.7M | Ongoing | Initial funding of $8M included in the 2023 Council Approved Operating Budget | $ 7,711,000 | $ 7,711,000 | $ - 0 | 120.0 | - 0 | 120.0 | 1.9% |
| Core Business | Vancouver Police Board | Vacation Bank and gratuity payouts | Funding required for various bank payout entitlements, vacation and gratuity payouts that the VPD is obligated to pay pursuant to Collective Agreement provisions for retirements and officers that leave the VPD. This is the average amount paid that is currently unfunded. City staff have advised that no city department is entitled to the funding increase | Ongoing | Unfunded | $ 905,607 | $ 905,607 | $ - 0 | - 0 | - 0 | - 0 | 0.2% |
| Core Business | Vancouver Police Board | Vancouver Police Board budget increase | The Board provides independent oversight of the VPD and its function has grown in complexity. The budget has never been increased and requires adjustment to under/unfunded items such as legal, stipend, and contract services and to solidify funding and increase to the authorized strength for a new Communications and Community Relations Manager | Ongoing | Unfunded | $ 395,000 | $ 395,000 | $ - 0 | 1.0 | - 0 | 1.0 | 0.1% |
| Core Business | Vancouver Police Board | Adjust parking & unclaimed cash revenue lines | The VPD's parking budget is $150k for paid parking; however, employees no longer pay for parking resulting from union negotiations. Likewise, compliance related to unclaimed cash policy is under review and has resulted in a reduction of this line item. This budget is $200k and this target is not achievable. | Ongoing | Unfunded | $ 350,000 | $ 350,000 | $ - 0 | - 0 | - 0 | - 0 | 0.1% |
| Core Business | Vancouver Police Board | JIBC recruit cost | Province implemented a new funding model that downloads the cost for police recruit training at JIBC to police agencies $258,800 for inflationary increase and pro-rated charge for recruits returning in 2023 to complete training. • $55,250 related to 4.5% inflationary increase • $203,550 for 23 recruits hires in 2022, returning to JIBC in 2023 complete the training, pro-rated at $8,850 per recruit | Ongoing | Unfunded | $ 258,800 | $ 258,800 | $ - 0 | - 0 | - 0 | - 0 | 0.1% |
| Core Business | Vancouver Police Board | Statutory holiday pay | Policing services are provided on a 24/7 basis and per the Vancouver Police Union's (VPU) collective agreement, officers working on a statutory holiday are to be additionally compensated for their hours worked. Unlike other employees of city departments, not all police officers can have the day off. Additional funding of approximately $440,000 for statutory holidays that fall on a weekend, as officers are compensated for increased hours per the collective agreement; funding for the September 30, the National Day for Truth and Reconciliation of approximately $670,000; and approximately $78,000 to right-size this line item as it has been consistently underfunded. Total ask: 1.2M | One-time | Partial funding of $0.7 million included in the 2023 Council Approved Operating Budget for Truth Reconciliation hours as one-time | $ 520,567 | $ 520,567 | $ - 0 | - 0 | - 0 | - 0 | 0.1% |
| Core Business | Vancouver Public Library | STEAM programming for Youths | Three new techonology specialist positions and purchase of equipment to design and deliver a complement of programming focused on Science, Technology, Engineering, Arts, and Math (STEAM) across all VPL locations. | Ongoing | Unfunded | $ 300,000 | $ 300,000 | $ - 0 | 3.0 | - 0 | 3.0 | 0.5% |
| Core Business | Vancouver Public Library | Sunday/Monday Branch Hours Expansion | Increase the number of branches that are open full days on Sundays and Mondays, beginning with 3-4 of the busiest branches that are currently not open full days | Ongoing | Unfunded | $ 250,000 | $ 250,000 | $ - 0 | - 0 | - 0 | - 0 | 0.4% |
| Core Business | Vancouver Public Library | Social/Community Worker for Staff Resilience | Support staff resilience by creating 3 social worker/community outreach positions; converting 22 branch staff positions from materials handling to public service and increasing staff hours in most needed locations. Total ask: $445K | Ongoing | Partial funding of $0.2 million included in the 2023 Council Approved Budget Operating Budget | $ 232,000 | $ 232,000 | $ - 0 | - 0 | - 0 | - 0 | 0.4% |
| Core Business | Vancouver Public Library | Equity Officer | VPL Strategic Plan places a priority on equity, diversity and inclusion, and the Board has approved both internal and public-facing goals in these areas with a dedicated Equity Officer with lived experience, with a focus on internal transformation and supporting the public in specific areas, such as handling racism complaints and incidents. | Ongoing | Unfunded | $ 125,000 | $ 125,000 | $ - 0 | 1.0 | - 0 | 1.0 | 0.2% |
| Core Business | VFRS | 2021 - 2022 VFRS growth plan (33 postions) | Darkhorse recomended 122 in a five year growth plan to address gaps in staffing for VFRS in 2019. 67 positions have been added in the last 5 years and 55 were deferred due to COVID- 19 and related budget pressures. 2022 VFRS growth plan ($3.6M - 28 positions) and part of 2021 VFRS growth plan ($0.7M - 5 positions) are pending from prior year budget approvals. In addition, VFRS was slated to received 22 positions in 2023. The delay and deferral of the growth plan impacts response performance, inability to address risk exposure in under-served and growing parts of the city, and increases burnout. | Ongoing | Partial Funding of $4.2 million included in the 2023 Council Approved Operating Budget | $ 70,000 | $ 70,000 | $ - 0 | - 0 | - 0 | - 0 | 0.0% |
| Core Business | Arts, Culture & Community Services | Implementing the Accessibility legislation - Citywide | Costs to Implement and address forthcoming Accessbility Legislation effective in 2023 to coordinate accessbility City-wide | Ongoing | Funding of $0.3 million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Board of Parks & Recreation | Implementing the Accessibility legislation - Parks | Costs to Implement and address forthcoming Accessbility Legislation effective in 2023 for Parks | Ongoing | Funded through Park Board approved revenue increase of $0.3M | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Board of Parks & Recreation | Feminine Hygiene Dispensers in Fieldhouses | Amount required to support Council motion to install free feminine hygiene products in fieldhouse washrooms. Based on a Park Board motion that passed on February 10, 2020, free feminine hygiene products are to be available in all fieldhouse washrooms. | One-time and Ongoing | Funded through Park Board approved revenue increase of $0.3M | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Board of Parks & Recreation | Facilities Maintenance | Investment to support the outstanding need for maintenance within recreation buildings. Not funding these will result in compliance issues, inability to adhere to current service and maintenance standards and could result in facility closures due to inadequate certified staffing resources. | Ongoing | Funded through Park Board approved revenue increase of $0.5M | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Board of Parks & Recreation | Recreation Park Activation program | Investment to support the Park activation at the current service level that has been provided in 2022. Park activation is important for public safety therefore, it is a safety issue if not funded. Total investment to fully implement park activation in our current spaces is $495k. | Ongoing | Funded through Park Board approved revenue increase of $0.1M | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Board of Parks & Recreation | Washroom cleaning crew | Investment to support janitorial services across all our park fieldhouses at current service level that was provided in 2022. The service impact if not funded is below standard cleanliness on fieldhouse washrooms. | Ongoing | Funded through Park Board approved revenue increase of $0.3M | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Engineering Services (PW) | Mission Possible micro-cleaning grant | Mission Possible micro-cleaning grant to support plazas and parklets. | Ongoing | Funding of $0.2 million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Vancouver Police Board | Digital Evidence Management System (DEMS) licenses | Commenced in 2022, a province-wide comprehensive and integrated digital evidence management and disclosure system that will enable evidence collection and management by police, disclosure and prosecution services, and presentation to the courts. Funding is required for an additional 210 licenses that the VPD are contractually bound to pay. Total licenses required for patrol members at the end of 2023 will be 824. DEMS is mandated by the Ministry of Public Safety and Solicitor General. In order for DEMS to be successful, 600 cell phones will need to be purchased so that all patrol officers have a mobile device, can be trained all at once. DEMS is not feasible without a mobile device. | Ongoing | Funding of $0.7 million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Vancouver Police Board | Body worn cameras | Anticipated roll out date from the Province could be in early 2024. Pilot program will be implemented in 2023 for body worn cameras. | Ongoing | Funding of $0.2 million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Vancouver Police Board | Cell phones - operational and investigational resource tool | The VPD is the only core, municipal policing agency that does not have sufficient cell phones for its operational police officers. This allows the ability for police officers to access DEMS, call victims, suspects, and/or follow up with complaints, reduces the use of personal cell phone use, read critical and time sensitive emails, accessing policies & procedures, etc. | Ongoing | Funding of $0.4 million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Vancouver Police Board | Community Policing Centres (CPC) | A continuation from 2020's budget request. The CPCs require additional funding to provide various initiatives for crime prevention and addressing neighbourhood crime issues that are currently being impacted because of increased costs related to items such as a living wage rate to its employees, increases to rent, and inflation. In 2020, the CPCs asked for a $750,000 increase of which only $500,000 has been approved since 2020. The CPCs do not have another avenue to request for additional funding, other than the VPD asking on their behalf. Funding is a flow through in the VPD's account | Ongoing | Funding of $0.3 million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Vancouver Police Board | Additonal funding for Sworn overtime (OT) | Additional OT required for consistent spend on various demonstrations and protests, along with rightsizing this particular item | One-time | Funding of $1.0 million included in the 2023 Council Approved Operating Budget as One-time | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Vancouver Police Board | Contract awards | The Board signed a new contract for body armour and the incremental increase is $100,000 that remains unfunded | Ongoing | Funding of $0.3M million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Vancouver Police Board | Operating impacts of capital and other city adjustments | On-going funding is needed for approved capital projects that are now completed to pay for the annual software costs and inflationary adjustments. Restore City staff adjustment for recoveries increase without a corresponding increase to expenditures. | Ongoing | Funding of $0.04 million included in the 2023 Council Approved Operating Budget | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Engineering Services (PW) | DTES Comfort Stations | DTES Comfort Stations is a program that supports the 2 washrooms in one of the higher populated vulnerable communities at Main & Hastings and Victory Square in the downtown east side. It's a 24/7 service that cannot be halted. In 2023, the washrooms will be running an interim solution while the procurement process is completed. | Ongoing | Funding of $0.3 million included in the 2023 Council Approved Operating Budget as part of Uplifting Chinatown Action Plan | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business | Engineering Services (PW) | Maintain Street Cleaning service levels | Maintain current street cleaning service that were approved as one-time investments in 2021 & 2022. | Ongoing | Funding of $0.7 million included in the 2023 Council Approved Operating Budget as part of Uplifting Chinatown Action Plan | $ - 0 | $ - 0 | $ - 0 | - 0 | - 0 | - 0 | |
| Core Business Total | $ 16,407,674 | $ 16,407,674 | $ - 0 | 151.5 | - 0 | 151.5 | ||||||
| Grand Total | $ 20,951,357 | $ 20,891,357 | $ 60,000 | 168.5 | 3.0 | 171.5 |
2-Explaining 2023 Budget
| Sheet 2: Explaining 2023 Approved Budget - Operating & Capital Budgets | Updated: March 2023 | ||||||
| 2023 Approved Budget ($ in Millions) | Total Operating & Capital | Operating | Capital | ||||
| % | Operating Budget | Highlights | % | New Multi-Year Capital Budget | Highlights | ||
| Deliver quality core services that meet residents' needs | $ 2,180.6 | 88% | $ 1,727.0 | The City's primary priority is to maintain and improve the core services that meet the needs of our residents. This includes "the basics"-things like picking up your garbage, keeping streets clean and safe, community centres, libraries and pools, and public safety including fire and police services. Few initiative highlights are: • Initial funding for hiring of additional police officers to enhace public safety • 33 new positions to implement recommendation for Year 4 of the Vancouver Fire Rescue Servces growth plan | 78% | $ 453.6 | The City's primary priority is to maintain and improve the core services that meet the needs of our residents. Few capital initiatives supporting the priorities are: • Ongoing Capital Maintenance and Renovations of Civic Infrastructure and Amenities • Renewal and upgrades of Water and Sewer infrastructure • Renewal and expansion of existing Community and Public Safety Facilities (Vancouver Aquatic Centre, etc.) |
| Address affordability and the housing crisis | $ 114.2 | 4% | $ 73.3 | Ensuring that housing in Vancouver supports residents of all incomes now and into the future. Few initiative highlights are: • Implementation of the Empty Homes Tax, with all net revenue from the program allocated to affordable housing initiatives • Delivery of more housing, including social and low-income housing • Facilitating priority development projects and improving communication with renters | 7% | $ 40.9 | Ensuring that housing in Vancouver supports residents of all incomes now and into the future. Few capital initiatives supporting the priorities are: • Housing Grants to support new or redeveloped Partner units • Predevelopment funding program for housing projects on City-land • New 0-4 fullday Childcare spaces |
| Protect and build a resilient local economy | $ 79.2 | 3% | $ 61.2 | Vancouver has a diverse and thriving local economy, and striving to provide the services, land-use plans and regulatory environment that will promote and strengthen local businesses while also making the city an attractive destination for new businesses to consider. Few initiative highlights are: • Civic Theatres bringing together community and supports the resilience and vibrancy of Vancouver's arts and culture sector • Business Licence Review • Arts and Culture grants to local non profit organizations to support and further operations • Funding to support Uplifting Chinatown Action Plan | 3% | $ 17.9 | Vancouver has a diverse and thriving local economy, and striving to provide the services, land-use plans and regulatory environment that will promote and strengthen local businesses while also making the city an attractive destination for new businesses to consider. Few capital initiatives supporting the priorities are: • Grants to support new full day (0-4) Partner spaces • Grants to non-profits and privately owned heritage buildings • Cultural Capital Grants |
| Increase focus on equity and critical social issues | $ 76.7 | 3% | $ 68.3 | Investing in and supporting equity focused initiatives and infrastructure. Few initiative highlights are: • Funding to enhance and expand mental health initiatives in partnership with Vancouver Coastal Health • Continue to deliver cultural equity & accessibility initiatives, including Vancouver Chinatown Cultural Heritage Assets Management Plan, redress and equity initiatives, and advancing work on supporting intangible cultural heritage in heritage planning. • Delivering quality core programs and services with the goal of supporting basic needs and belonging through 3 Social Centres • Social grants and other supports to the non for profit sector supporting reconcilliation, equity, anti-racism, cultural redress and assessbility efforts. | 1% | $ 8.5 | Investing in and supporting equity focused initiatives and infrastructure. Few capital initiatives supporting the priorities are: • Neighbourhood House capital grants • New Public Art to be delivered by City |
| Accelerate action on climate change | $ 101.3 | 2% | $ 41.4 | Building on a strong foundation of environmental action to tackle climate change. Few initiative highlights are: • Climate Emergency Action Plan (CEAP) - Implement the CEAP to cut Vancouver's carbon pollution in half by 2030. • Climate Change Adaptation Strategy - Implement high-priority core and enabling actions, with a focus on sea level rise. • Collecting green bin material from residential households | 10% | $ 60.0 | Building on a strong foundation of environmental action to tackle climate change. Few capital initiatives supporting the priorities are: • Renewal and upgrades of Green Rainwater Infrastructure • Infrastructure to support Zero Emissions objectives for Buildings and Vehicles • Electrification of exisitng City end-of-life Fleet |
| Approved Budget | $ 2,552.0 | 100% | $ 1,971.2 | 100% | $ 580.8 | ||
| 2023 Approved Operating Budget by Department | |||||||
| Operating Budget Summary by Department (in $ millions) | Deliver quality core services that meet residents' needs | Address affordability and the housing crisis | Protect and build a resilient local economy | Increase focus on equity and critical social issues | Accelerate action on climate change | 2023 Approved Operating Budget | |
| Utility | |||||||
| Water Utility | 154.1 | - | - | - | - | 154.1 | |
| Sewer Utility | 184.4 | - | - | - | 0.6 | 185.0 | |
| NEU Utlility | 4.2 | - | - | - | 3.9 | 8.1 | |
| Solid Waste Utility | 77.2 | - | - | - | 18.1 | 95.3 | |
| Department | |||||||
| Engineering - Public Works | 104.7 | - | 7.3 | 1.6 | 3.5 | 117.1 | |
| Vancouver Police Department | 401.8 | - | - | - | - | 401.8 | |
| Vancouver Fire and Rescue Services | 161.9 | - | - | 2.6 | 164.4 | ||
| Board of Parks and Recreation | 142.1 | - | - | 5.9 | 6.8 | 154.8 | |
| Vancouver Public Library | 55.7 | - | - | 3.1 | - | 58.9 | |
| Britannia Community Services | 3.9 | - | - | 2.1 | - | 6.1 | |
| Civic Theatres | - | - | 15.2 | - | - | 15.2 | |
| Arts, Culture & Community Services | 5.8 | 7.9 | 4.3 | 26.1 | - | 44.0 | |
| Grants Program | 0.6 | 1.7 | 14.3 | 15.8 | - | 32.4 | |
| Planning, Urban Design & Sustainability | 12.9 | 6.3 | 4.3 | 2.6 | 7.1 | 33.2 | |
| Development, Buildings and Licensing | 17.1 | 13.5 | 11.2 | 2.2 | 0.9 | 45.0 | |
| Mayor & Council | 3.8 | - | - | - | - | 3.8 | |
| Office of the Auditor General | 2.0 | - | - | - | - | 2.0 | |
| Corporate support | |||||||
| Real Estate and Facilities Management | 31.0 | - | - | 3.3 | 0.4 | 34.7 | |
| Finance, Risk and Supply Chain Management | 21.0 | - | - | - | - | 21.0 | |
| Technology Services | 43.0 | - | - | - | - | 43.0 | |
| Human Resources | 8.0 | - | - | - | - | 8.0 | |
| Legal Services | 6.2 | - | - | - | - | 6.2 | |
| City Clerk's Office | 6.2 | - | - | - | - | 6.2 | |
| City Manager's Office | 5.3 | - | 0.9 | 2.4 | - | 8.5 | |
| Office of Chief Safety Officer | 10.3 | - | - | - | - | 10.3 | |
| Other Corporate Support Services | 16.7 | 44.0 | - | - | - | 60.7 | |
| General Government (excl. BPPS) | 183.1 | - | 3.8 | 0.5 | 0.1 | 187.5 | |
| General Debt charges | 63.8 | - | - | - | - | 63.8 | |
| Total | 1,727.0 | 73.3 | 61.2 | 68.3 | 41.4 | 1,971.2 | |
| 2023 New Multi-Year Capital Budget: Council Priorities by Service Categories | |||||||
| 2023 New Multi-Year Capital Budget By Service Category (in $ millions) | Deliver quality core services that meet residents' needs | Address affordability and the housing crisis | Protect and build a resilient local economy | Increase focus on equity and critical social issues | Accelerate action on climate change | 2023 Multi-Year Capital Budget in 2023 | |
| Housing | 0.6 | 34.5 | - | - | - | 35.1 | |
| Childcare | 1.3 | 6.4 | 5.4 | - | - | 13.1 | |
| Parks & public open spaces | 19.0 | - | - | 0.9 | 3.2 | 23.0 | |
| Arts, culture & heritage | 7.5 | - | 2.5 | 0.5 | - | 10.5 | |
| Community facilities | 34.0 | - | - | 6.6 | - | 40.6 | |
| Public Safety | 12.0 | - 0 | 5.1 | - 0 | - 0 | 17.1 | |
| Fire & Rescue | 12.0 | - | - | - | - | 12.0 | |
| Police | - | - | 5.1 | - | - | 5.1 | |
| Animal Control | - | - | - | - | - | - 0 | |
| Civic facilities & equipment | 23.5 | - | - | - | 6.7 | 30.2 | |
| Streets | 110.7 | - | 4.9 | 0.5 | 17.0 | 133.1 | |
| Water, sewers & drainage | 150.1 | - | - | - | 27.4 | 177.6 | |
| Waste collection, diversion & disposal | 50.4 | - | - | - | 0.2 | 50.6 | |
| Renewable energy | 6.4 | - | - | - | 5.5 | 11.9 | |
| Technology | 29.4 | - | - | - | - | 29.4 | |
| Emerging priorities, contingency & project delivery | 8.6 | - | - | - | - | 8.6 | |
| Total | 453.6 | 40.9 | 17.9 | 8.5 | 60.0 | 580.8 | |
| Previously Approved Capital Project Budget in Progress: Council Priorities by Service Categories | |||||||
| By Service Category (in $ millions) | Deliver quality core services that meet residents' needs | Address affordability and the housing crisis | Protect and build a resilient local economy | Increase focus on equity and critical social issues | Accelerate action on climate change | Previously Approved Capital Project Budget in Progress | |
| Housing | 9.8 | 168.6 | - | - | - | 178.4 | |
| Childcare | 1.0 | 84.3 | - | - | - | 85.3 | |
| Parks & public open spaces | 68.7 | - | - | 1.0 | 8.9 | 78.6 | |
| Arts, culture & heritage | 5.9 | - | 34.5 | 5.4 | - | 45.8 | |
| Community facilities | 120.7 | 25.9 | 0.1 | 13.9 | - | 160.5 | |
| Public Safety | 70.3 | - 0 | - 0 | - 0 | 14.9 | 85.2 | |
| Fire & Rescue | 66.2 | - | - | - | 12.1 | 78.3 | |
| Police | 1.6 | - | - | - | 2.9 | 4.4 | |
| Animal Control | 2.5 | - | - | - | - | 2.5 | |
| Civic facilities & equipment | 21.1 | - | - | - | 4.7 | 25.8 | |
| Streets | 70.9 | - | 0.4 | 3.0 | 43.1 | 117.4 | |
| Water, sewers & drainage | 101.3 | 11.6 | - | - | 19.8 | 132.8 | |
| Waste collection, diversion & disposal | 12.3 | - | - | - | 11.8 | 24.1 | |
| Renewable energy | - | - | - | - | 26.7 | 26.7 | |
| Technology | 5.4 | - | - | - | - | 5.4 | |
| Emerging priorities, contingency & project delivery | - | - | - | - | - | - 0 | |
| Total | 487.4 | 290.4 | 35.0 | 23.3 | 130.0 | 966.1 |
3-Priority Plans-->
| Sheet 3: Priority Plans by Service | |
| Department Name | Department Abbreviation |
| Delivery Departments | |
| Arts, Culture and Community Services | ACCS |
| Development, Buildings and Licensing | DBL |
| Engineering - Public Works | ENG Pub. Works |
| Engineering - Utilities | ENG Utilities |
| Planning, Urban Design and Sustainability | PDS |
| Vancouver Board of Parks and Recreation | Parks & Rec. |
| Vancouver Fire and Rescue Services | VFRS |
| Vancouver Poilce Department | VPD |
| Vancouver Public Library | VPL |
| Corporate Support Departments | |
| City Clerk's Office | Clerk's |
| City Manager's Office | CMO |
| Finance, Risk and Supply Chain Management | FRS |
| Human Resources | HR |
| Legal Services | Legal |
| Office of the Chief Safety Officer | OCSO |
| Real Estate and Facilities Management | REFM |
| Technology Services | TS |
| Priority Plan: Outlines initiatives, projects, programs, or plans that consume a material amount of discretionary resources and/or are of high public interest. These include service level improvements, process improvements, responses to safety or regulatory requirements, and responses to needs identified by Council. |
Priority Plans - ACCS
| PRIORITY PLANS BY SERVICE (Arts, Culture, and Community Services) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Cemetery Services | Cemetery Services | 1105. Infrastructure and perimeter improvement projects | Develop infrastructure improvement schedule based on 2023-26 capital funding. Establish plan and funding requirements to begin improvements to the key entryways and high-visibility corners based on 2022 perimeter study. | Yes | Yes | Primary | ü | ü | ||||
| Cemetery Services | 1512. Mountain View Cemetery Phase 2 | Complete the schematic design and business plan for Council approval. If approved, commence detailed design and construction drawings in preparation for construction in 2024. | Yes | Yes | Primary | ü | ü | |||||
| Cemetery Services | 1104. Core software update | Complete the selection and implementation of new cemetery software to integrate financial reporting, provide mobile access for field staff and provide enhanced functionality. | Yes | No | Primary | ü | ||||||
| Cemetery Services | 1426. Fields of Honour restoration | Continue work on year four of a five-year contract with Veterans Affairs Canada to renovate 7,300 military markers. Complete work in the portion north of 33rd Avenue and commence work in the portion south of 33rd Avenue. | Yes | Yes | Primary | ü | ü | |||||
| Cultural Services | Cultural Services | 1098. Cultural Infrastructure | Continue to implement Making Space for Arts and Culture and prioritize reconciliation and decolonization, cultural equity and cultural redress. Work to achieve goals that include working towards cultural spaces targets, regulatory and policy updates, integration of culture into major projects, development, plans and providing cultural space grants and awards. | Yes | Yes | Primary | Secondary | ü | ü | |||
| Cultural Services | 1438. Commemoration policy development | Work on the second phase of the Commemoration Framework involving expansive rights-holder consultation and community engagement, centring the host Nations and communities seeking redress for past and present injustices and exclusion. | Yes | No | Primary | ü | ||||||
| Cultural Services | 1095. Public art review | Review public art policy and practices to better align public art policies with Culture|Shift directions on centring artists, advancing reconciliation and decolonization, and cultural redress. Encompass the Private Sector Public Art Program, temporary projects by arts organizations and community partners, and collections policy in this review. Advance work on motion to explore public art on construction hoarding. | Yes | No | Primary | Secondary | Secondary | ü | ||||
| Cultural Services | 1100. Cultural equity and accessibility | Continue to deliver cultural equity and accessibility initiatives, including implementing the Chinatown Cultural Heritage Assets Management Plan, collaborating with other departments on redress and equity initiatives and advancing work on supporting intangible cultural heritage in heritage planning. | Yes | Yes | Primary | ü | ü | |||||
| Cultural Services | 1099. Vancouver Music Strategy implementation | Appoint and work in consultation with a music task force to begin Phase 2 of the implementation plan, which includes expanding music granting activities, supporting policy development and creating more spaces for music across Vancouver. | Yes | No | Primary | Secondary | ü | |||||
| Cultural Services | 1101. Equity learning | Support equity leadership in sector by launching a cohort for equity leaders and working with non-equity mandated organizations to embed equity and accessibility into their organizational policies, programs, and practices. | Yes | No | Primary | ü | ||||||
| Housing and Homelessness Services | Housing and Homelessness Services | 1096. Renter supports | Continue to improve communication with renters and support the resolution of renter issues through the Renter Enquiry Line, website and monthly e newsletter. Enhance internal coordination and collaboration on renter issues across City departments through the Renter Advocacy and Services Team (RAST). Engage renters and service providers in the feasibility assessment for the creation of a renter services office. | Yes | No | Secondary | Primary | Secondary | ü | |||
| Housing and Homelessness Services | 1502. Renter Services grant program | Continue implementation of grant program to non-profit, community based programs. Promote renter education and engagement, and empower Vancouver renters to understand and pursue their rights. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Housing and Homelessness Services | 1362. SRO Vacancy Control Policy and regulations | Implement, monitor and enforce newly adopted policy and regulations by hiring staff, implementing monitoring and compliance programs, and carrying out public awareness and engagement. The newly adopted policy and regulations limit rent increases in SRA-designated buildings between tenancies. | Yes | Yes | � | Primary | ü | ü | ||||
| Housing and Homelessness Services | 1368. Supportive housing and SRO revitalization | Lead the implementation of the SRO Revitalization Action Plan and implement the next phase of the City's Supportive Housing Strategy, including the development and implementation of a complex care pilot program. | Yes | No | Secondary | Primary | ü | |||||
| Housing and Homelessness Services | 1369. System and regional planning approach to homelessness | Work with senior government partners to use the Homeless Individuals and Families Information System (HIFIS) to better understand the need for housing and homelessness service. Renew focus of developing regional approach to address homelessness by working with BC Housing, municipalities and community-based service providers. | Yes | No | Secondary | Primary | Secondary | ü | ||||
| Housing and Homelessness Services | 1371. Additional crisis shelter capacity | Work with BC Housing to increase emergency shelter capacity as an interim crisis measure, including opening of a navigation centre, while additional supportive permanent homes are developed and opened. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Housing and Homelessness Services | 1372. Responding to the impacts of street homelessness | Work with internal and external partners and agencies to develop and implement programs and approaches to mitigate the impacts of unsheltered homelessness on people experiencing homelessness, neighbours, and public spaces. | Yes | No | Secondary | Primary | ü | |||||
| NPO lease management | NPO lease management | 1427. Grant management system | Onboard non-profit organizations with below-market leases to VanApply, the recently implemented software used to manage grant applications and monitor performance. | No | Yes | � | Secondary | Secondary | Primary | � | ü | |
| NPO lease management | 1428. Non-profit lease management | Implement operational and documentation improvements in management and oversight of non-profit leases to support improved governance and deliver public benefits aligned with the City's strategic priorities. | Yes | Yes | � | Primary | Secondary | ü | ü | |||
| NPO lease management | 1429. Annual grant impact report | Develop an annual ACCS Grant Impact Report, outlining grant & lease information for the previous year, including information that highlights the impacts of City investment in community organizations and initiatives. | Yes | No | Primary | Secondary | ü | |||||
| Non Market Housing Development & Operations | Non Market Housing Development & Operations | 1526. Strategic planning | Finalize VAHEF targets in line with the Housing Vancouver strategy target refresh planned for 2023. | Yes | No | Primary | ü | |||||
| Non Market Housing Development & Operations | 1097. Investments to support the delivery of affordable housing | Review Community Housing Incentive Program parameters for the allocation of the $65-million 2023-2026 capital budget to enhance affordability of community housing sector projects. | Yes | Yes | � | Primary | ü | ü | ||||
| Non Market Housing Development & Operations | 1295. Co-op and non-profit lease renewal implementation | Engage existing non-profit and co-op partners to renew leases and explore redevelopment associated with expiring leases on City lands. | Yes | Yes | Primary | ü | ü | |||||
| Non Market Housing Development & Operations | 1292. Permanent and temporary modular supportive housing implementation | Advance projects in Permanent Modular Supportive Housing Initiative to public hearing, development and building permits as well as construction to further the development of 300+ permanent modular supportive homes. Support relocation planning of BC Housing's temporary modular housing program located on City sites. | Yes | Yes | � | Primary | ü | ü | ||||
| Non Market Housing Development & Operations | 1435. Rapid Housing Initiative implementation | Substantially complete delivery of projects related to the 2021 allocation of Canada Mortgage and Housing Corporation's RHI funding to deliver 88 supportive homes. | Yes | Yes | Primary | ü | ü | |||||
| Non Market Housing Development & Operations | 1436. Housing delivery partner & turnkey operator short lists | Define development pipeline for new social housing projects and procure delivery partners individually by project and/or via short list. Evaluate housing operator short list established in 2018/2019 for turnkey housing operators and refresh short list for future projects. | Yes | No | Primary | ü | ||||||
| Non Market Housing Development & Operations | 1297. Lease management monitoring | Enhance management and monitoring for approximately 200+ non-market housing sites (co-ops and non-profit) to mitigate risks to the City and ensure partners are delivering outcomes outlined in agreements. | Yes | Yes | � | Primary | ü | ü | ||||
| Non Market Housing Development & Operations | 1298. Non-market housing strategic business review | Launch strategic business review and implement findings to strategically enhance responses to current and future challenges and opportunities in direct delivery of social housing by the City and in alignment with Vancouver Affordable Housing Endowment Fund (VAHEF). | Yes | No | � | Primary | ü | |||||
| Social Operations | Social Operations | 1456. Social Operations service plan review | Implement service delivery review to ensure the centres are responding to shifting demographics, community trends and evolving service demands. Ensure recommendations consider the ongoing impacts of inflation on food services and of decreasing volunteerism on service delivery. | Yes | No | Primary | ü | |||||
| Social Operations | 1458. Accessibility | Continue to implement capital improvement projects that enhance accessibility measures within the centres. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Social Operations | 1459. Reconciliation | Enhance efforts to support Indigenous community members through programming and culturally focused workshops. | Yes | Yes | Primary | ü | ü | |||||
| Social Operations | 1460. Emergency social supports | Funded by BC Housing, implement Evelyn Saller Centre as a temporary winter shelter for approximately 40 individuals. | Yes | No | Primary | Secondary | ü | |||||
| Social Operations | 1102. Safety and security | Implement updated safety and security protocols to ensure a safe, secure, and welcoming environment for patrons and staff. Continue to ensure all staff have trauma-informed, non-violent de-escalation training to support a safe public space and work environment. | Yes | No | Primary | Secondary | ü | |||||
| Social Policy and Projects | Social Policy and Projects | 1142. Social Grants Program | Implement and leverage the City's new grant management system and platforms to create systems that enable stronger mutual relationships between the City and the non-profit sector. Implement new practices such as multi-year granting and streamlined application processing. Continue to align granting priorities with equity and reconciliation priorities. | Yes | Yes | Secondary | Primary | ü | ü | |||
| Social Policy and Projects | 1219. Reconciliation and decolonization | Liaise with urban Indigenous communities to support community-identified priorities and advocacy efforts. Invest in Metro Vancouver Aboriginal Executive Council's leadership. Support an urban Indigenous healing and wellness strategy. Implement initiatives in response to findings of the National Inquiry into Missing and Murdered Indigenous Women and Girls (MMIWG). | Yes | Yes | Secondary | Secondary | Primary | ü | ü | |||
| Social Policy and Projects | 1367. Overdose response | Continue overdose response in the context of the ongoing public health emergency. Review and update Four Pillars drug strategy and recommend safe supply options for the City. Work closely with Metro Vancouver colleagues and the provincial government with respect to implementation of s.56 exemption of the Controlled Drugs and Substances Act. | Yes | No | Secondary | Primary | ü | |||||
| Social Policy and Projects | 1380. Childcare and social infrastructure | Implement the recently approved childcare strategy that incorporates considerations directed by Council motions and new investments and leadership from senior governments. Develop the Social Infrastructure Plan financial strategy and an implementation plan for this recently approved long-range strategy. | Yes | No | Secondary | Secondary | Secondary | Primary | ü | ü | ||
| Social Policy and Projects | 1409. Equity, anti-racism and cultural redress | Implement the Equity Framework. Develop recommendations for redress for historical discrimination toward the Black and South Asian communities. Finalize work on the UN Safe Spaces for Women and Girls scoping study and sex worker safety plan and its implementation. Finalize an anti-racism/hate action plan to address ongoing racism and hate faced by racialized communities. | Yes | No | Secondary | Primary | ü | |||||
| Social Policy and Projects | 1451. Healthy City Strategy renewal | Commence review of the Healthy City Strategy, the City's long-term social sustainability (well-being) plan spanning 2014-2024, to support its renewal for the next decade. | Yes | Yes | Secondary | Secondary | Secondary | Primary | Secondary | ü | ü | |
| Social Policy and Projects | 1454. Accessibility Strategy | Develop and implement Phase 2 of the Accessibility Strategy across the City and implement internal operations to align with new provincial legislation. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Social Policy and Projects | 1455. Poverty reduction and response | Continue to implement Community Benefit Agreement policy. Provide opportunities for low-barrier employment, including legal vending. Work with public and community partners to explore alternatives to police response to some 9-1-1 calls and street cleaning support. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Vancouver Civic Theatres | Vancouver Civic Theatres | 1260. VCT Presents | Expand implementation of VCT Presents programming through partnerships and co-presenting to increase community and audience engagement. | Yes | No | Secondary | Primary | Secondary | ü | |||
| Vancouver Civic Theatres | 1261. Operational sustainability | Improve business processes to enhance services, to achieve operational efficiencies and sustainable practices, and to reduce environmental impact of VCT operations. | Yes | Yes | Primary | Secondary | Secondary | Secondary | ü | ü | ||
| Vancouver Civic Theatres | 1315. Reconciliation and Equity Framework | Engage VCT Advisory Board and staff in a process of acknowledgement and understanding to develop commitments and actions to support the City's Reconciliation and Equity Framework objectives. | Yes | No | Primary | ü | ||||||
| Vancouver Civic Theatres | 1425. Increase audience awareness | Increase traffic on all digital platforms by 5% year over year to support attendance and engagement at Vancouver Civic Theatres (VCT). | Yes | No | Secondary | Primary | Secondary | ü |
Priority Plans - DBL
| PRIORITY PLANS BY SERVICE (Development, Buildings, and Licensing) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Animal Services | Animal Services | 1200. Animal Services shelter replacement | Validate and assess options for the replacement of City's existing shelter to enable the long-term transformation of animal services | Yes | Yes | Primary | ü | ü | ||||
| Business and Vehicle for Hire Licensing | Business and Vehicle for Hire Licensing | 1211. Ride-hailing | Participate in inter-municipal working group to review the existing licence structure to assess opportunities for increased alignment with industry operations and to simplify reporting requirements. | Yes | Yes | Primary | Secondary | ü | ü | |||
| Business and Vehicle for Hire Licensing | 1381. Business licence review | Continue the business licence review project, including business licence rationalization, stakeholder consultation, licence fee review and by-law updates. | Yes | Yes | Primary | Secondary | Secondary | Secondary | ü | ü | ||
| Business and Vehicle for Hire Licensing | 1442. Liquor primary distancing review | Review the City's liquor licence capacity and location policy and guidelines (2005) to identify opportunities to update and simplify policy requirements. The review will include an assessment of dual licensing. | Yes | No | Primary | Secondary | ü | |||||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | Permit and Plan Reviews; Compliance and Enforcement Inspections | 1343. Digital Transformation Program | Use the Interactive Digital Development Application (IDDA) proposal to form the basis for designing and building a scalable digital shift in DBL's core services. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | ||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1340. Improving customer contact channels | Increase use of digital and self-service channels, including 3-1-1, for customer-driven, multi-channel journeys that provide a balance between customer experience, service delivery efficiency and service excellence. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1202. Noise By-law | Undertake a review of the Noise By-law to identify opportunities to update approaches, strengthen enforcement tools, and reflect the evolving needs of the community. Implement the approved changes from Council. | Yes | Yes | Primary | ü | ü | |||||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1210. Affordable housing | Facilitating priority development projects through the complexity of the end-to-end planning and development process in order to more efficiently and effectively meet both the City's and stakeholder's housing priorities. Continue to apply the learnings from key measurables to implement service level improvements and provide consistent, dependable operational processes. | Yes | Yes | Secondary | Primary | Secondary | Secondary | ü | ü | ||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1344. New energy standards | Implement new energy standards for low-density housing to provide practical methods and performance-based options to increase energy efficiency and reduce greenhouse gas emissions from buildings. | Yes | No | Secondary | Secondary | Primary | ü | ||||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1201. Vacant buildings strategy | Focus on proactively managing and enforcing abandoned and vacant properties. | Yes | Yes | Primary | Secondary | Secondary | Secondary | ü | ü | ||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1461. Building upgrade policy | Monitor the effectiveness of changes to building upgrade policy for existing buildings to facilitate and promote business recovery and growth, and continue to search for additional improvements to increase effectiveness and reduce misalignments of upgrade scale and intended scope of work. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1376. Short-term rentals | Enhance current data analytics and partnership with short-term rental platforms and regulatory stakeholders to improve efficiency of compliance and enforcement. Continue to adapt licensing processes to enhance compliance. Maintain safety, compliance and minimal community impact as a priority. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1463. Sprinkler review | Review of the fire sprinkler design, permitting and construction process to improve the overall process and experience. | Yes | No | Primary | Secondary | ü | |||||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1345. Accessibility strategy | Coordinate the provision of building accessibility standards with other City departments and senior levels of government to harmonize the delivery of accessibility in the built environment. | Yes | Yes | Secondary | Secondary | Primary | ü | ü | |||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1441. Harmonize building regulations | Review existing construction regulations and bulletins to seek low-impact opportunities to modernize construction policies, align regulations with their federal and provincial analogues, and reduce complexity in application. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Permit and Plan Reviews; Compliance and Enforcement Inspections | 1443. Standards of Maintenance By-Law review | Review current standards of maintenance regulations for all residential buildings, including designated single room accommodation (SRA) buildings. | Yes | No | Primary | ü |
Priority Plans - ENG Pub. Works
| PRIORITY PLANS BY SERVICE (Engineering Public Works) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Creation, activation and use of public space | Creation, activation and use of public space | 1133. Advance key plaza and public realm projects | Advance key plaza and public realm projects, including temporary pilot spaces, upgrades to existing successful spaces and permanent street improvements. Permanent projects include Bute-Robson Plaza, Chinatown Memorial Square, and Water Street and other Gastown streets and spaces. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü |
| Creation, activation and use of public space | 1382. Film industry power kiosks | Identify new sites for power kiosk installations to further assist the film industry in reducing reliance on diesel generators. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Creation, activation and use of public space | 1118. Public spaces development | Continue to develop placemaking, Share a Square, Green Streets and other stewardship programs, as well as ongoing plaza management services, to support public life and enable community partners and residents to use, enjoy and express themselves in public spaces. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü | |
| Creation, activation and use of public space | 1374. Graffiti art wall pilot and other initiatives | Continue graffiti art wall pilot and other initiatives to encourage community expression and discourage nuisance graffiti. | Yes | No | Primary | Secondary | Secondary | Secondary | � | ü | ||
| Creation, activation and use of public space | 1375. Public space policy development | Contribute to public space policy development through City and community plans such as the Vancouver Plan, the Accessibility Strategy, the commemoration policy, and the Rupert and Renfrew Station Area Plan. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü | |
| Creation, activation and use of public space | 1543. Horticulture Service Levels | Improve management of street horticulture assets through increasing maintenance service levels, exploring natural management alternatives, advancing asset management planning and delivering asset renewals. | Yes | Yes | Primary | � | Secondary | Secondary | Secondary | ü | ü | |
| Creation, activation and use of public space | 1285. Critical amenities | Advance a human rights-based public space infrastructure initiative to provide critical amenities such as seating and weather protection, with a focus on the Downtown Eastside. | Yes | Yes | Secondary | Secondary | Secondary | Primary | Secondary | ü | ü | |
| Creation, activation and use of public space | 1121. Long-term support of special events | Continue to support diverse and creative use of streets and public spaces for events, with a focus on improved and streamlined services. | Yes | Yes | � | Primary | Secondary | ü | ü | |||
| Creation, activation and use of public space | 1284. Street furniture supply and maintenance agreement | Advance detailed plans for the renewal of the city-wide, multi-year street furniture supply and maintenance agreement. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü | |
| Creation, activation and use of public space | 1120. Motion picture industry collaboration | Continue to maintain and build partnerships with the film industry through the Motion Picture Leadership group. Enhance service to the industry and promote economic development through investments in infrastructure, technology and human resources. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Creation, activation and use of public space | 1325. Film by-law review | Review by-laws, policies and guidelines as they relate to filming in the City of Vancouver. Report back to Council with recommendations for any by-law or policy adjustments. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Creation, activation and use of public space | 1156. Electrical infrastructure | Develop a coordinated approach to deliver electrical infrastructure to accommodate special events, food vendors, micro-mobility devices and other curbside power users, in support of climate change emergency, equity and public realm goals. | Yes | Yes | Secondary | Secondary | Secondary | Primary | ü | ü | ||
| Creation, activation and use of public space | 1391. Micro-mobility network | Build out Vancouver's micro-mobility network by continuing the geographic expansion and rollout of e-bikes for public bike share (Mobi), developing a new shared e-scooter pilot and identifying locations for micro-mobility utilities through redevelopment, public realm projects, and community and area plans. | Yes | Yes | Secondary | Secondary | Secondary | Secondary | Primary | ü | ü | |
| Creation, activation and use of public space | 1157. Street Use Programs | Improve street use programs by updating program guidelines and streamlining internal processes, including through the patio program review, to enhance opportunities for use of the public realm and to support local businesses. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Curbside Vehicle Management | Curbside Vehicle Management | 1314. Parking meter replacement | Continue to modernize parking equipment by replacing single-space parking meters with pay stations. | Yes | Yes | Primary | Secondary | ü | ü | |||
| Curbside Vehicle Management | 1410. Licence Plate Recognition Technology | Expand use of Licence Plate Recognition (LPR) technology to support enforcement of time limits, permit areas and paid parking. | Yes | No | Primary | Secondary | ü | |||||
| Curbside Vehicle Management | 1173. On-street commercial loading update | Continue to modernize the Commercial Vehicle Decal program (previously managed by the Union of BC Municipalities) to improve the access, use and management of commercial loading zones. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Curbside Vehicle Management | 1178. Continued management of on-street parking | Continue to manage residential and commercial on-street parking to ensure that curb space is used effectively across the city. | Yes | Yes | Primary | ü | ü | |||||
| Engineering development services and land survey | Engineering development services and land survey | 1111. Long-term initiatives and projects | Support major long-term initiatives and projects, such as the Vancouver Plan, Employment Lands and Economy Review, digital transformation and process redesign. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | ||
| Engineering development services and land survey | 1112. Development permit process improvements | Reduce development permit turnaround times through corporate and department-specific process improvements. | Yes | Yes | Primary | Secondary | Secondary | Secondary | ü | ü | ||
| Engineering development services and land survey | 1279. Latecomer agreements | Settle and administer latecomer agreements in accordance with the Vancouver Charter and the City's Latecomer Policy. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Engineering development services and land survey | 1280. Asset reporting | Track and document integrated development and infrastructure projects for improved asset reporting, including an improved website for external stakeholders. | No | Yes | Primary | Secondary | Secondary | ü | ||||
| Engineering development services and land survey | 1281. Complex development projects | Continue to facilitate complex development projects, including design review and construction coordination for developer-provided infrastructure. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Engineering development services and land survey | 1282. Services through digital platforms | Sustain and improve the shift to provide services through digital platforms as a result of the COVID-19 pandemic. | Yes | Yes | Primary | ü | ü | |||||
| Fleet and Manufacturing Services | Fleet and Manufacturing Services | 1424. Custom projects | Manufacture custom projects, including 800 parking meter bike racks, 200 bin surrounds and 20+ misting stations. | Yes | No | Primary | ü | |||||
| Fleet and Manufacturing Services | 1131. Advancement of the fleet asset management programs | Continue to advance fleet asset management programs and strengthen the programs' asset lifecycle replacement forecasting, with a focus on fleet health, resilience and innovation. Improve fleet condition through the advancement of the fleet replacement program, with key replacements including sanitation 20-yard automated side loaders, sewer and waterworks backhoes, tandem axle dump trucks, and VFRS heavy apparatus. | No | Yes | Primary | Secondary | ü | |||||
| Fleet and Manufacturing Services | 1385. Climate emergency response and Zero emission vehicles | Execute the 2023-2026 Capital Plan, which integrates the Climate Emergency Response, with a specific focus on replacing fleet assets with zero emissions vehicles. Key initiatives include commission of Canada's first electric fire truck, order the 225th electric vehicle in the City's fleet, and commission 64 fleet electric vehicle charging stations as part of Natural Resources Canada's Zero Emission Vehicle Infrastructure Program funding. | No | Yes | Secondary | Primary | ü | |||||
| Fleet and Manufacturing Services | 1423. Side guards | Review implementation of side guards on all City-owned heavy-duty trucks. | Yes | No | Primary | ü | ||||||
| Street cleaning | Street cleaning | 1141. Public waste receptacles | Increase the overall capacity of existing litter receptacles by replacing them with higher-volume containers, and increase the number of receptacles in key areas of the city, focusing on high-volume pedestrian areas and transit hubs. This work will be ongoing. | Yes | Yes | Primary | ü | ü | ||||
| Street cleaning | 1366. Enhanced street cleaning | In 2023, the focus will be sustaining services in support of structure removal related to encampments issues and maintaining core services City wide. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Street infrastructure and maintenance | Street infrastructure and maintenance | 1148. Sidewalk rehabilitation program | Accelerate repairs and develop a needs-based approach to project selection. | Yes | No | Primary | Secondary | Secondary | ü | |||
| Street infrastructure and maintenance | 1365. LED roadway fixtures | Install LED roadway fixtures city-wide along with the street lighting control and voltage sensor systems (44,000 over a period of four years, or 11,000 per year). | Yes | No | Primary | � | Secondary | Secondary | ü | |||
| Street infrastructure and maintenance | 1146. Granville Bridge coating renewal | Begin first phases of coating renewal as part of required bridge maintenance. | Yes | Yes | Primary | � | Secondary | � | � | ü | ü | |
| Street infrastructure and maintenance | 1147. Cambie Bridge Seismic Upgrades and Rehabilitation Program | Perform routine repairs and first phases of seismic upgrades to the Cambie Bridge. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Transportation planning, design and management | Transportation planning, design and management | 1393. Active Transportation Corridors | Continue to improve sidewalks, local streets, cycling facilities and greenways in line with the Vancouver Plan, the Climate Emergency Action Plan and Transportation 2040. Significant upcoming projects include the interim Granville Bridge Connector, Drake Street active transportation connections, improvements to the Arbutus and Portside greenways, first phase of the Bute Greenway, and other city-wide spot improvements. | Yes | Yes | Secondary | Secondary | Secondary | Secondary | Primary | ü | ü |
| Transportation planning, design and management | 1394. Bus-priority projects | Continue improving bus travel times and reliability by implementing bus-priority lanes, bus bulbs and intersection upgrades, and by balancing bus stops on key transit corridors in partnership with TransLink. Support bus fleet conversion to support transit ridership recovery, improve bus stop accessibility, and manage transit impacts from construction and other street uses. Key corridors include West Fourth Avenue, Robson Street, Burrard Street, Commercial Drive, Granville Street, Main Street, Kingsway, Broadway, 49th Avenue and other bus routes across the city. | Yes | No | Secondary | Secondary | Secondary | Secondary | Primary | ü | ||
| Transportation planning, design and management | 1168. Transportation Safety and Vision Zero | Continue to work with partners in the education, healthcare, and enforcement sectors to advance the City's goal of zero traffic-related fatalities and serious injuries. With a data driven approach, identify and prioritize road safety capital investments such as ped/bike signals, flashing beacons, speed reduction, and other traffic control measures which have proven to reduce risk for the most vulnerable road users. In addition, complete safety upgrades at rail crossings to meet the new Transport Canada requirements due in 2024. Continue to engage the community, and work with the Port of Vancouver and rail partners to secure funding and advance the Prior/Venables underpass project and manage at grade crossings on the Burrard Inlet Rail Line. | Yes | Yes | Primary | Secondary | Secondary | Secondary | ü | ü | ||
| Transportation planning, design and management | 1170. City-wide transportation demand management | Expand the School Active Travel Planning program, and develop an action plan to launch programs with employers, local businesses, schools and the public to reduce private vehicle use, incentivize sustainable modes, and continue to support remote and flexible work options. | Yes | Yes | Secondary | Secondary | Secondary | Primary | ü | ü | ||
| Transportation planning, design and management | 1177. Off-street Parking Policy updates | Update the Parking By-law where feasible to support sustainable transportation modes, eliminate parking minimums, implement parking maximums and introduce streamlined Transportation Demand Management requirements, as per the Climate Emergency Action Plan. | Yes | Yes | Secondary | Secondary | Primary | ü | ü | |||
| Transportation planning, design and management | 1158. Broadway Subway Project | Work with the provincial government and its contractor to coordinate traffic management, nearby development, communications and engagement throughout construction. | Yes | Yes | Secondary | Primary | Secondary | Primary | ü | ü | ||
| Transportation planning, design and management | 1169. Neighbourhood traffic management | Further develop an ongoing neighbourhood-based traffic management program and pilot measures in the Strathcona and Hastings-Sunrise neighbourhoods near the Adanac Overpass to help reduce vehicle speed and volume. Work with the provincial government to advance blanket reduced speed limits. Transition the COVID-19-related Slow Streets program to a longer-term program. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Transportation planning, design and management | 1159. UBC Extension | Work with TransLink, the provincial government and other partners to advance the design development of the SkyTrain extension from Arbutus Street to UBC in preparation for the creation of the business case. Advocate senior government funding for the design and construction of the extension, including working with the provincial government to explore delivery models. Work with internal, provincial and private development partners to maximize development opportunities above future UBCX stations. | Yes | Yes | Secondary | Primary | Secondary | Primary | ü | ü | ||
| Transportation planning, design and management | 1167. Advance city-wide and regional long-term plans | Update the City's transportation plan to align with the Vancouver Plan and TransLink's Transport 2050. Support the development of new area plans, such as the Rupert and Renfrew Station Area Plan. Advance major initiatives such as walkable, complete neighbourhoods; affordability; the repurposing of road space; and updates to the Climate Emergency Action Plan, including supporting regional efforts in carbon reduction. | Yes | Yes | Secondary | Secondary | Secondary | Primary | ü | ü |
Priority Plans - ENG Utilities
| PRIORITY PLANS BY SERVICE (Engineering Utilities) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| False Creek Neighbourhood Energy Utility (NEU) | False Creek Neighbourhood Energy Utility (NEU) | 1417. Satellite peaking plant | Deliver a satellite peaking plant to add generation capacity required to meet system growth and enhance overall system resiliency. | Yes | Yes | Primary | Secondary | ü | ü | |||
| False Creek Neighbourhood Energy Utility (NEU) | 1387. NEU decarbonization roadmap | Develop road map for the NEU to transition to 100% renewable energy supply by 2030 in response to the Climate Emergency Action Plan report. | Yes | No | Primary | ü | ||||||
| False Creek Neighbourhood Energy Utility (NEU) | 1405. Additional sewage heat recovery capacity | Complete the construction and installation of 6.9 megawatts of additional sewage heat recovery capacity at the False Creek Energy Centre to increase the utility's renewable energy supply. | Yes | No | Primary | Secondary | ü | |||||
| Garbage and green bin collection | Garbage and green bin collection | 1140. Technology improvements | Assess and implement additional technology-based improvements to provide increased efficiencies, better linkage of collection services to billing and optimization of street cleaning service levels. | Yes | Yes | Primary | ü | ü | ||||
| Garbage and green bin collection | 1138. Electric vehicles | Pursue the use of electric vehicles in sanitation collections and street cleaning programs. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Garbage and green bin collection | 1139. Cart inventory | Develop a new garbage and green bin cart management software system to replace the current system, which is at end-of-life. The cart management system links directly to the City's Solid Waste Utility billing system. | Yes | No | Primary | ü | ||||||
| Integrated Watershed Planning | Integrated Watershed Planning | 1286. Growth-triggered utilities upgrade program 2023-2026 | Complete two sewer construction projects (West 54th and West 49th avenues), begin construction for Oak Street project and substantially complete Alberta Trunk design. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü |
| Integrated Watershed Planning | 1291. Sewer system monitoring equipment installations | Continue to install sewer system monitoring equipment to estimate combined sewer overflows (CSOs) and sewer and drainage flows to meet regulatory obligations, develop an understanding of the sewer and drainage system operation, and inform utility planning. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Integrated Watershed Planning | 1414. Green Rainwater Infrastructure (GRI) asset management plans | Develop GRI asset management plans, operations and maintenance program and asset performance monitoring for constructed GRI assets in the right-of-way and public spaces. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü | |
| Integrated Watershed Planning | 1416. Green Rainwater Infrastructure (GRI) capital assets | Design and/or construct GRI capital assets on streets and in public spaces. These projects include St. George Rainway, Broadway Complete Street, Cambie Complete Street, Bute Greenway and Hastings-Sunrise neighbourhood GRI. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü | |
| Integrated Watershed Planning | 1406. Healthy Waters Plan | Launch Phase 2 of the Healthy Waters Plan (formerly known as the Sewage and Rainwater Management Plan), a high-level city-wide plan to address pollution from CSOs and rainwater run-off while managing risks related to climate change, growth and aging infrastructure. Phase 2 scope relates to assessment of options for infrastructure upgrades and policy development to meet the City's regulatory requirements and council objectives, and the identification of a preferred plan for implementation in Phase 3. | Yes | Yes | Primary | Secondary | Secondary | Secondary | ü | ü | ||
| Non-City utility management | Non-City utility management | 1390. Telecom network advancement | Continue to support and implement the 5G services in coordination with the Curbside Electrical Program, which provides power for film and special events, food trucks, e-bikes and digital advertisements. | Yes | Yes | Secondary | Secondary | Primary | ü | ü | ||
| Non-City utility management | 1106. Network system upgrade | Coordinate and manage major network system upgrade projects by BC Hydro, FortisBC, Creative Energy, Telus, Rogers, Shaw and other non-City utilities, including projects for: - BC Hydro: West End and East Vancouver substations, including transmission and distribution system planning. - BC Hydro: Transmission line supply to Creative Energy's decarbonization project. - FortisBC: Lower Mainland Intermediate Pressure System Upgrade (LMIPSU) on Kent Avenue. - Telecommunications companies: Fibre optic, antenna attachments and 5G implementation. | Yes | Yes | Primary | � | Secondary | Secondary | ü | ü | ||
| Non-City utility management | 1117. Capital plan and major project coordination | Manage and coordinate non-City utility infrastructure to support the City's Capital Plan and major projects, including the Broadway Subway Project and Northeast False Creek PlanSu. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Non-City utility management | 1108. Project approval improvements | Improve the non-City utility projects review and approval process through the use of software tools and other recommendations from the Lean Six Sigma process improvement. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Sewer and drainage utility management | Sewer and drainage utility management | 1413. Service connections | Support development through the replacement and/or upgrade of approximately 900 service connections. | Yes | No | Primary | ü | |||||
| Sewer and drainage utility management | 1412. Sanitary and storm sewers | Replace 7.8 kilometres of combined sewers with separated sanitary and storm sewers, in conjunction with Engineering's coordinated capital project delivery, to address asset deterioration, reduce combined sewer overflows, improve resiliency, mitigate flood risk, enable growth and support holistic urban watershed management. | Yes | No | Primary | ü | ||||||
| Sewer and drainage utility management | 1384. Flood Protection | Continue to accelerate and expand programs to address impacts of climate change, including planning activities related to inland and coastal flood protection and construction of coastal flood protection assets to protect against storm surges, king tides and sea level rise. | No | Yes | Primary | Secondary | ü | |||||
| Sewer and drainage utility management | 1277. Pump station construction | Commence construction for Jericho, Raymur and Dunbar pump stations; construction will continue into 2024. Continue design of Thornton pump station and commence planning for Locarno and Terminal Central pump stations. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Transfer station, recycling centres and landfill | Transfer station, recycling centres and landfill | 1411. Phase 5 closure | Commence the design for closing a 27-hectare section at the Vancouver Landfill, which includes a plastic cap to shed clean stormwater and reduce greenhouse gas (GHG) emissions. Construction is expected in 2024 or 2025, depending on the filling rate. | Yes | Yes | Primary | ü | ü | ||||
| Transfer station, recycling centres and landfill | 1116. Landfill planning | Continue working with Delta in the development of suitable end-use options for the Vancouver Landfill. Continue work with Delta to discharge clean stormwater outside the landfill's leachate collection system. Work is ongoing in both areas. | Yes | Yes | Primary | ü | ü | |||||
| Transfer station, recycling centres and landfill | 1114. Landfill gas to renewable natural gas and operational gasworks | Continue to work toward 100% utilization of collected landfill gas. Coordinate with FortisBC and Village Farms to develop systems and infrastructure to convert landfill gas to renewable natural gas for distribution through the provincial utility network. Some delays in project development were experienced in 2021 as detailed design and costing of new facilities were undertaken by proponents. Work will continue into 2023. Key iniativies also include ongoing installations of horizontal gas collectors as the filling progresses to reduce GHG emissions and meet or exceed the provincial target of 75% landfill gas collection efficiency. This work is ongoing and requires additional infrastructure installation each year. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Waterworks utility management | Waterworks utility management | 1125. Water use reductions | Continue to reduce potable water use through targeted conservation strategies and civic water use reductions. | Yes | Yes | Primary | Secondary | ü | ü | |||
| Waterworks utility management | 1127. Drinking water emergency preparedness | Prepare and implement strategies for the provision of drinking water following emergencies in collaboration with federal, provincial and municipal governments. | No | Yes | Primary | � | ü | |||||
| Waterworks utility management | 1128. Aging water mains replacement | Increase levels of linear asset renewal, specifically for water distribution and transmission pipe systems, to meet the needs of aging and deteriorating infrastructure. Replace 15 kilometres of aging water mains in 2023. | Yes | Yes | Primary | ü | ü | |||||
| Waterworks utility management | 1129. Seismically resilient water network | Refine the strategy to increase seismic resilience of the drinking water system and advance the build-out of the City's network of earthquake-resistant water mains. | Yes | Yes | Primary | ü | ü | |||||
| Waterworks utility management | 1124. Smart water meter technology | Initiate procurement to replace meter-reading system at end-of-life, with opportunity to expand capabilities and benefits through smart metering and advanced metering technology. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Waterworks utility management | 1126. Water utility rate review | Initiate a residential metering and water rates strategy to increase accountability for water use, improve equity, and incentivize water efficiency and conservation. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Waterworks utility management | 1431. Drinking water | Increase access to drinking water in the public realm. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Zero waste | Zero waste | 1389. Reducing wasted food | Continue to expand efforts to reduce food waste and associated greenhouse gas emissions by working directly with businesses and communities. | Yes | Yes | � | Secondary | Primary | ü | ü | ||
| Zero waste | 1136. Zero waste outreach and education | Continue with public outreach initiatives and reduce overall reliance on disposal, with increased focus on promoting share, reuse and repair in addition to recycling. Seek opportunities to attend events and festivals to provide zero waste education. School programs for both online and in-person will be available and expand to secondary schools in 2023. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Zero waste | 1137. Community drop-off and repair events | Schedule neighbourhood drop-off events to collect recyclable and reusable items and repair events to help residents fix and prolong life of items, as both reduce waste and foster a shift toward a share, reuse and repair culture. In 2023, eight to 10 drop-off events and six to eight repair events will be scheduled in different neighbourhoods. | Yes | Yes | Primary | Secondary | ü | ü |
Priority Plans - PDS
| PRIORITY PLANS BY SERVICE (Projects and Development Services) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Affordable housing | Affordable housing | 1408. Implementation of Housing Vancouver and Vancouver Plan housing policies | Support the creation of equitable housing policies through the development of a three-year housing action plan. Develop new housing targets to align with the anticipated growth framework and land use plan developed with the Vancouver Plan. | Yes | Yes | Primary | Secondary | ü | ü | |||
| Affordable housing | 1446. Implementation of Broadway Plan housing policies | Determine priority zoning amendments needed to advance new social and rental housing. Train staff and industry on new plan policies. Update Tenant Relocation and Protection Policy implementation guidelines, checklists/forms, and internal processes; engage with stakeholder groups; and develop a public education and awareness campaign to inform renters of their rights. Review and update housing indicators included in Broadway SPA tracking and monitoring framework. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Affordable housing | 1447. Review of housing policy and design guidelines for families in multi-family areas | Update the Family Room: Housing Mix Policy for Rezoning Projects document and the High-Density Housing for Families with Children Guidelines. Explore strategies to improve livability for families in apartments as well as ways to encourage more two- and three-bedroom units while balancing the financial impacts of policy options on project viability. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Affordable housing | 1448. Seniors housing strategy | Initiate the development of a seniors housing strategy, focusing on partnerships with the provincial government and Vancouver Coastal Health, and the development of new land use policies to enable a range of housing and care needed for older persons and elders. | Yes | No | Primary | Secondary | ü | |||||
| City-wide and community planning | City-wide and community planning | 1470. Multiplex (missing middle) and RS simplification | Developing options for up to six units on a single RS lot, together with RS zone district schedule improvements, including simplifying the regulations and number of district schedules. | Yes | No | Secondary | Primary | Secondary | Secondary | ü | ||
| City-wide and community planning | 1269. Major projects planning and implementation | Ongoing work to support rezoning and implementation of several significant large sites. | Yes | Yes | Primary | ü | ü | |||||
| City-wide and community planning | 1223. Downtown Eastside Local Area Plan | Manage development and support redress and reconciliation with different communities. Deploy DTES capital funding to support community economic development. Improve public spaces, and achieve the goals laid out in the Downtown Eastside Plan. Implement the Special Enterprise Program pilot, and align the City's housing policies with the Downtown Eastside Plan. Coordinate the implementation of strategic capital initiatives related to public realm and amenities, affordable spaces, and community stewardship. | Yes | Yes | Secondary | Secondary | Primary | ü | ü | |||
| City-wide and community planning | 1227. Jericho Lands | Preparation of the site-wide Jericho Lands Policy Statement to guide redevelopment. To be presented to Council for consideration in Q3 followed by initiation of Phase 1 rezoning. | Yes | No | � | Secondary | Secondary | Primary | Secondary | ü | ||
| City-wide and community planning | 1225. Chinatown Transformation Program | Work with the community to implement the Chinatown Heritage Assets Management Plan to retain and enhance the rich cultural heritage of Chinatown for the purpose of pursuing UNESCO World Heritage status. Continue supporting Chinatown Legacy Stewardship Group to implement pilot projects and undertake a concept design for Chinatown Memorial Square. Continue supporting the provincial government to locate a permanent site for the museum in Chinatown. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| City-wide and community planning | 1224. Complete communities program | Conclude the Rupert and Renfrew Station Area Plan to support the City's economic, housing and climate policies and goals through the restoration of Still Creek, strengthening the employment lands surrounding the stations, and increasing housing options for rental and social housing throughout the area. | Yes | No | Primary | Secondary | Secondary | ü | ||||
| City-wide and community planning | 1151. Northeast False Creek Area Plan | Continue plan implementation, including progressing rezonings to deliver public amenities and street network improvements. | Yes | No | Secondary | Primary | Secondary | ü | ||||
| City-wide and community planning | 1149. Broadway Plan | Advance plan implementation, including processing rezonings, zoning by-law changes, public realm design and policy development to respond to Council directions. | Yes | No | Primary | Secondary | Secondary | Secondary | ü | |||
| City-wide and community planning | 1479. Vancouver Plan implementation | Update the City's tools and undertake community planning to advance the equity, reconciliation and resilience goals of the Vancouver Plan through building complete and affordable neighbourhoods, strengthening an economy that works for all, and enhancing Vancouver's resilience through climate action and restored ecosystems. | Yes | Yes | Primary | Secondary | Secondary | Secondary | ü | ü | ||
| City-wide and community planning | 1501. Reconciliation and cultural redress | Develop a reconciliation, cultural redress and equity team that will prioritize building relationships with the xʷməθkʷəy̓əm (Musqueam), Sḵwx̱wú7mesh (Squamish) and səlilwətaɬ (Tsleil-Waututh) Nations, urban Indigenous communities and equity-denied cultural groups. The team will identify and advance new policy tools and strategies as well as assist communities to identify their cultural heritage assets and how to preserve these into the future. | Yes | Yes | Secondary | Secondary | Primary | ü | ü | |||
| City-wide and community planning | 1492. Granville Street Refresh | Staff will undertake a planning program that will result in a vision for Granville Street and will update planning and development policy, respond to development proposals in the area and address the issues challenging one of Vancouver's iconic pedestrian and transit-priority commercial high streets. This work responds to several Council motions and will be aligned with related interdepartmental work, such as transportation and public realm improvements. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Current Planning and Regulation Policy | Current Planning and Regulation Policy | 1181. Heritage Action Plan | The Vancouver Heritage Program (2020) includes objectives and emerging priorities to expand the meaning of heritage to firmly embrace the diverse cultural heritage as often manifested through both tangible and intangible aspects. Vancouver Heritage Register Upgrade work is intended to reflect these values in the heritage assessment and listing process and in procedures developed through a consultative research and engagement work plan. The Vancouver Heritage Program specifically supports self-expressed histories and heritage of the xʷməθkʷəy̓əm (Musqueam), Sḵwx̱wú7mesh (Squamish) and səlilwətaɬ (Tsleil-Waututh) Nations and urban Indigenous Peoples. | Yes | No | Primary | ü | |||||
| Current Planning and Regulation Policy | 1268. Development Process Redesign | Update and simplify existing regulations, policies and procedures for building in Vancouver to reduce permit processing times. | Yes | No | Primary | ü | ||||||
| Current Planning and Regulation Policy | 1222. Public realm planning | Continue to work with Engineering as a joint public realm design resource team on design concepts and details for key public realm initiatives, including the Gastown Streets and Spaces Strategy, Broadway Great Street, Hastings Street and Kiwassa urban design guidelines, and the network of blue green systems. | Yes | Yes | Primary | Primary | ü | ü | ||||
| Current Planning and Regulation Policy | 1272. Affordable housing | Support processing of rezoning applications under various City policies to deliver social, below market and market rental housing and social housing. | Yes | No | Secondary | Primary | ü | |||||
| Current Planning and Regulation Policy | 1439. Major housing projects | Facilitate delivery of fee-funded enhanced rezoning projects from policy through to rezoning applications. | Yes | Yes | Secondary | Secondary | ü | ü | ||||
| Economic Planning and Development Contributions | Economic Planning and Development Contributions | 1273. Development contribution monitoring and revenue forecasting | Continue to assess and provide increased analysis and monitoring of development contribution rates, market conditions/forecasting, and enhanced process for anticipating revenue projections from development (e.g., DCL Pipeline review). Continue to inform the City's capital budgeting processes and Capital Delivery Oversight Committee decision-making. | Yes | Yes | Primary | ü | ü | ||||
| Economic Planning and Development Contributions | 1274. Small business policy and recovery initiatives | Extend current work to include coordinating and linking Small Business Initiatives across the organization, including split tax assessment, commercial tenant protection, Digital Main Street, the Commercial Renovation Centre, Business Improvement Area maintenance, and safety and security programs. | Yes | Yes | Primary | ü | ü | |||||
| Economic Planning and Development Contributions | 1153. Economic and employment lands policy | In partnership with the Vancouver Economic Commission, lead the economic development planning components of the Vancouver Plan process. Develop, refine and implement policies and plans to support equitable and inclusive economic growth in Vancouver including implementation of zoning and regulatory changes identified through the Employment Lands and Economy Review. | Yes | Yes | Secondary | Primary | Secondary | ü | ü | |||
| Economic Planning and Development Contributions | 1364. Vancouver Plan implementation | Preparation of an official development and generalized land use plan including updated Regional Context Statement. | Yes | Yes | Secondary | Secondary | Primary | Secondary | Secondary | ü | ü | |
| Economic Planning and Development Contributions | 1154. Business support, data tracking and monitoring | Provide ongoing support and recovery assistance to local businesses and Business Improvement Associations through the Business Communications and Support Office. Monitor local commercial and retail districts and matching of businesses with vacant commercial/retail space. Continue to support the patio program. | Yes | Yes | Primary | ü | ü | |||||
| Sustainability | Sustainability | 1444. Vancouver Plan ecological strategy | Reshaping Vancouver's relationship to nature and restoring its ecological health | Yes | Yes | Secondary | Secondary | Primary | ü | ü | ||
| Sustainability | 1396. Climate Emergency Action Plan | Cut Vancouver's carbon pollution in half by 2030. | Yes | Yes | Secondary | Secondary | Secondary | Primary | ü | ü | ||
| Sustainability | 1397. Climate Change Adaptation Strategy | Implement high-priority core and enabling actions, with a focus on sea level rise. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Sustainability | 1399. Zero Emissions Building Plan and resilient buildings | Transition all buildings in Vancouver to zero GHG emissions, as part of the Climate Emergency Action Plan. Coordinate all aspects of building resilience, from energy and seismic to water conservation, to ensure integrated approaches and optimal use of limited resources. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Sustainability | 1402. EV Ecosystem Strategy | Expand the City's public and private electric vehicle charging network, as part of the Climate Emergency Action Plan. | Yes | Yes | Primary | ü | ü | |||||
| Sustainability | 1403. Natural climate solutions | Investigate long-term nature-based solutions for removing carbon from the atmosphere (e.g., trees, coastal habitats and soil management), as part of the Climate Emergency Action Plan. | Yes | Yes | Primary | ü | ü | |||||
| Sustainability | 1400. Green Operations Plan | Oversee and support implementation of the revised plan to lead by example in City operations. | Yes | Yes | Primary | ü | ü |
Priority Plans - Parks & Rec.
| PRIORITY PLANS BY SERVICE (Parks & Recreation) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Business services | Business services | 1194. Develop long-term strategic framework for VanDusen Botanical Garden and Bloedel Conservatory | Develop a new Joint Operating Agreement between the Park Board and the Vancouver Botanical Garden Association, the Park Board's joint operating partner at both facilities. | Yes | No | Primary | � | ü | ||||
| Business services | 1334. Develop Parking Policy Framework | Develop a new parking policy framework to improve strategy and overall outcomes of these spaces. | Yes | Yes | Primary | ü | ü | |||||
| Decolonization, Arts and Culture | Decolonization, Arts and Culture | 1358. Colonial audit | Work with all Park Board divisions to apply the learnings from the Park Board's colonial audit. | Yes | Yes | Secondary | Primary | ü | ü | |||
| Decolonization, Arts and Culture | 1330. Colonial audit | Recognize traditional place names and initiate renewed park naming process within the Park Board's jurisdiction. | Yes | Yes | Primary | ü | ü | |||||
| Decolonization, Arts and Culture | 1331. Continue implementing Truth and Reconciliation Actions | Strengthen relationships with the xʷməθkʷəy̓əm (Musqueam), Sḵwx̱wú7mesh (Squamish) and səlilwətaɬ (Tsleil-Waututh) Nations and urban Indigenous Peoples. Make progress in implementing the Park Board's 11 reconciliation strategies (2016). Expand use of Park Board Truth and Reconciliation diagnostic tools to all departmental decision-making activities. Compile options for Park Board consideration in response to the Co-Management of Vancouver Parklands with the Musqueam, Squamish, and Tsleil-Waututh Nations motion. | Yes | Yes | Primary | Primary | ü | ü | ||||
| Decolonization, Arts and Culture | 1332. Develop and update arts and culture policies and strategies to guide ongoing delivery of arts and culture services as aligned with the City's Culture Shift Plan | Develop an Arts and Culture Collections Management Strategy. Co-create a Commemoration Strategy and Policy with Arts, Culture and Community Services. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Decolonization, Arts and Culture | 1359. Continue Arts, Culture and Engagement programming as aligned with the City's Culture Shift Plan | Continue work rebuilding and expanding Arts, Culture and Engagement programs, including work with artists, cultural practitioners and communities, incorporating mixed delivery models such as in person, outdoors and online guided by pandemic response insights.Support new community-driven and community-engaged opportunities for activities, programs and events. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Parks and green spaces | Parks and green spaces | 1498. Improve safety and security in parks | Deliver Park Ranger program service model review report.Respond to those sheltering in parks and park encampments in collaboration with internal and external key stakeholders.Focus on graffiti removal, effective garbage management, and general cleaning and repair of buildings and amenities to improve safety and security for park users. | Yes | Yes | Primary | Primary | ü | ü | |||
| Parks and green spaces | 1499. Improve janitorial service levels | Develop a janitorial service level standard for all washrooms to improve park experience. | Yes | Yes | Primary | ü | ü | |||||
| Parks and green spaces | 1182. Transition small equipment from fuel to battery operated | Continue to transition small equipment inventories from fuel based to battery powered to reduce greenhouse gas emissions. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Parks and green spaces | 1203. Adapt natural areas and ecosystems | Support and implement an adaptive management approach to plant species selection, standards and best practices. Promote the selection of urban forest species that considers location, connectivity, function, habitat, climate change adaptation and local First Nations forestry knowledge and importance. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Parks and green spaces | 1333. Update and implement the Urban Forest Strategy | Update the Urban Forest Strategy to reflect new canopy cover targets with a focus on equitable distribution of urban forest canopy. Implement five main goals of the strategy: protecting, expanding and managing the urban forest while also engaging citizens and monitoring outcomes to adapt actions to support goals. | Yes | Yes | Primary | ü | ü | |||||
| Parks and green spaces | 1270. Update and implement field maintenance standards | Consistently deliver attractive, well-maintained natural and horticultural assets while adapting to changing climate. Improve city-wide sports field quality and consistency as directed by Sport Field Strategy recommendations. Through the strategy implementation, prioritize renovations and establish and implement sports field maintenance standards. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Parks and green spaces | 1363. Enhance park experiences as part of the Capital Plan implementation | Deliver on reconciliation goals through integration of First Nations perspective, culture and ways of knowing into capital delivery and planning initiatives. Delivery of projects in response to emerging priorities, e.g., city-wide pollinator meadow pilot, Stanley Park bike lane, and Alcohol in Parks Pilot. Lead proactive climate work, such as the Climate Emergency Action Plan initiatives, terrestrial and coastal resilience, urban forest canopy, biodiversity enhancements, and green infrastructure and stewardship initiatives. | Yes | Yes | Primary | ü | ü | |||||
| Parks and green spaces | 1183. Washrooms and fieldhouses renewals and upgrades | Implement the Washroom Strategy to provide single-user washrooms with universal options for all users, to ensure that safe, clean and accessible washrooms are available to everyone. Develop a fieldhouse design standard. Apply new provincial accessibility standards to all new and renewed washrooms. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Parks and green spaces | 1132. Deliver new and renewed parks and amenities as part of the Capital Plan implementation | Design and build new parks: two new parks in East Fraser Lands (River District), Burrard Slopes Park, and Main and 7th Park. Ongoing city-wide program to renew neighbourhood parks. Master planning for destination parks: West End Waterfront Park and Queen Elizabeth Park. New destination track and field facility in Killarney Park. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Recreation Services | Recreation Services | 1271. Continue to deliver high-quality recreation programming with community centre associations (CCAs) | Enhance partnerships with CCAs to support the Joint Operating Agreement. Support CCAs and staff with system-wide programming and administration of the Joint Operating Agreement.Implement recommendations from the Recreation Safety Audit. | Yes | Yes | Primary | Secondary | ü | ü | |||
| Recreation Services | 1189. Continue to deliver new and renewed community centres as part of the Capital Plan implementation | In collaboration with community centre associations, implement recommendations from the 2022 Community Centre Strategy. Support delivery of new Oakridge, East Fraser Lands and Northeast False Creek Community Centres.Support renewal of Britannia, Marpole, Ray-Cam and West End Community Centres. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Recreation Services | 1361. Complete and implement recommendations from a program and service review of aquatic and arena facilities | Determine optimal program and service mix across all aquatic and arena facilities, and implement actions to reduce waiting lists.Identify and implement new, accessible and inclusive program and service opportunities. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Recreation Services | 1193. Continue to improve access and inclusion to recreation | Continue urban park activations and use a community development lens to respond to complex issues as they arise.Replace the historical permit process for ice and outdoor sports fields with contemporary, equitable, inclusive and transparent allocation policies and supportive administrative procedures. Complete the Strathcona funding model project. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Recreation Services | 1192. Improve aquatic, arena and fitness facilities, programs, services and safety | Implement recommendations from the VanSplash Aquatic Strategy. Support renewal planning for the Vancouver Aquatic Centre.Support ammonia plant improvements and operations. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Recreation Services | 1191. Improve janitorial and building maintenance services in recreation centres | Support the delivery of improved janitorial service levels and building maintenance in community centres.Investigate options to secure additional janitorial and building maintenance resources and implement a new maintenance program. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Recreation Services | 1190. Develop a Sport Field Strategy | Complete a sports field, usage and demand/capacity analysis to determine the renewal, expansion and maintenance needs for city-wide artificial turf, natural grass fields and diamonds. Define sports facility locations, designs, functions and programming to meet community and sport hosting demands. | Yes | Yes | Primary | Secondary | ü | ü |
Priority Plans - VFRS
| PRIORITY PLANS BY SERVICE (Vancouver Fire & Resecue Services) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Community Safety and Risk Reduction | Community Safety and Risk Reduction | 1487. Fire Life Safety support for Vancouver Residents in SROs and encampments | Provide regular inspections, education and fire suppression support to residents and various stakeholders serving people living in SROs and encampments. | Yes | Yes | Primary | Primary | ü | ü | |||
| Community Safety and Risk Reduction | 1483. Overdose crisis | Working with City and external partners to develop mitigation strategies to save lives. | Yes | Yes | Primary | Primary | ü | ü | ||||
| Community Safety and Risk Reduction | 1346. Community Needs Assessment | Develop an-all hazards community risk assessment to identify and prioritize local risks, which targets the most effective way to serve the community and respond to emergencies and prevent their occurrence and impact. | Yes | No | Primary | |||||||
| Community Safety and Risk Reduction | 1145. Commission on Fire Accreditation International Accreditation | Achieve Commission on Fire Accreditation International (CFAI) accreditation set goals by developing a detailed performance management and measurement framework, following up with re-accreditation after 5 years. This 2020 initiative was deferred because of constraints caused by COVID-9. | No | Yes | Primary | ü | ü | |||||
| Fire suppression and special teams | Fire suppression and special teams | 1539. Growth Plan | Address the current and future needs through a multi-year growth plan to help VFRS address increasing risk in Vancouver, including challenges related to the increasing frequency and severity of fires, providing effective community outreach and public education to a diverse city, and the overdose crisis. | No | Yes | Primary | ü | ü | ||||
| Fire suppression and special teams | 1540. Outreach and Diversity | Engage fire staff to contribute in recruitment outreach through the development of youth programs (co-ops) or other programs to seek out potential candidates from a pool of individuals who meet the high standards of acceptance. Develop and expand rewards and certificates programs. | Yes | Yes | Primary | ü | ü | |||||
| Fire suppression and special teams | 1480. Improve health and safety initiatives | Expand safety responsibilities by assigning Health, Wellness and Safety Officer roles on each shift. Officers will help manage the risks that staff face during emergencies by monitoring and assessing hazardous or unsafe situations and developing mitigation measures to protect personal safety. This 2020 initiative was deferred because of constraints caused by COVID-19. | No | Yes | Primary | ü | ü | |||||
| Fire suppression and special teams | 1263. Enhance staff attraction, retention and engagement | Engage fire staff to contribute in recruitment outreach and expand efforts to attract and maintain a workforce that is representative of the diversity of the City of Vancouver. | Yes | Yes | Primary | ü | ü | |||||
| Fire suppression and special teams | 1262. Enhance the mental health program | Implement a holistic, evidence-based, non-biased mental health program with a mental health professional as part of the VFRS mental health team to proactively manage the impacts of occupational stress injuries, cancer, and other notable health and wellness challenges. This 2020 initiative was deferred because of constraints caused by COVID-19. | No | Yes | Primary | ü | ü | |||||
| Medical response | Medical response | 1481. Working with provincial health authorities | Engage in joint planning discussions to better understand challenges and opportunities with current medical calls. Identify methods to optimize VFRS and BCEHS resources and collaborate with these partners to address issues and gaps in the healthcare system. | Yes | Yes | Primary | Primary | ü | ü | |||
| Medical response | 1347. New patient care initiatives | Advance integration of the electronic patient care record system (e-PCR) with BC Ambulance Service and hospital records to provide more comprehensive care and better patient outcomes. Explore community health patient care opportunities, including blood pressure and cholesterol checks and flu shots, and appropriate funding. | Yes | Yes | Primary | ü | ü |
Priority Plans - VPD
| PRIORITY PLANS BY SERVICE (Vancouver Police Department) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Police Services | Police Services | 1544. Hire 100 New Police Officers | Initial funding enables the requisitioning and hiring of 100 new police officers. The VPD will implement the recruitment plan for the 100 officers as approved by the Vancouver Police Board. | Yes | Yes | Primary | Secondary | Secondary | Secondary | ü | ü | |
| Police Services | 1545. Digital Evidence Management System (DEMS) | DEMS is a province-wide evidence management and disclosure system mandated by the Ministry of Public Safety and Solicitor General (B.C. Reg. 309/2021). It will enable evidence collection and management by police, disclosure and prosecution services, and presentation to the courts. Smartphones are required to leverage the new capabilities of DEMS. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Police Services | 1547. New Community Policing Centre for Vancouver's Mount Pleasant Neighbourhood | City Council approved a new Community Policing Centre (CPC) for the neighbourhood in response to rapid population growth and densification of the area. This will be Vancouver's 12th CPC. | Yes | No | Primary | Secondary | Secondary | Secondary | ü | |||
| Police Services | 1546. Body-Worn Cameras (BWC) | On December 6, 2022, City Council approved a motion to enable the VPD to implement BWC program that will equip all front-line and patrol officers by 2025. A pilot project is planned for 2023. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Police Services | 1322. Equitable, diverse, and inclusive policing practices | Strengthen public accountability and community relationships by reviewing the VPD's policies, procedures and practices, as well as furthering anti-racism awareness and decolonization efforts. | Yes | Yes | Secondary | � | Primary | ü | ü | |||
| Police Services | 1519. Violent crime | Work to prevent and combat all acts of violence, and specifically target those who commit sexually motivated crimes and those responsible for random, unprovoked stranger attacks. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Police Services | 1520. Child exploitation and human trafficking | Target child-luring predators and human traffickers through enhanced investigations and information-sharing, and enhance support for victims. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Police Services | 1316. Disorder and hate crimes | Continue to respond in a sensitive and evidence-based manner to current issues relating to protests and demonstrations, encampments, disorder in the north half of Vancouver (i.e., Downtown core, Yaletown, Granville Street, Davie Village, the West End, Chinatown, and Strathcona), and hate crimes. Continue to work with the provincial government in relation to their review of policing in British Columbia. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Police Services | 1521. Overdose crisis | Mitigate the impact of organized crime in relation to the ongoing overdose crisis by disrupting the supply of toxic drugs. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Police Services | 1319. Property crime and cybercrime | Leverage technology, community partnerships and public education to improve reporting and police response. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Police Services | 1324. Employee support | Enhance health and wellness and professional development supports to advance the health, mental resiliency, training and personal growth of sworn officers and civilian professionals. | Yes | Yes | Primary | Secondary | ü | ü |
Priority Plans - VPL
| PRIORITY PLANS BY SERVICE (Vancouver Public Library) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Collections and resources | Collections and resources | 1484. Lending kits | Develop and lend kits of materials that support learning, engagement and technological discovery. | No | Yes | Primary | ü | |||||
| Collections and resources | 1229. Controlled digital lending | Establish a digitization and online access program for older Canadian materials not currently available in digital format. | Yes | No | Primary | ü | ||||||
| Information technology access | Information technology access | 1490. Accessibility | Improve accessibility for people with disabilities across physical and digital touchpoints system-wide. | Yes | No | Primary | ü | |||||
| Information technology access | 1236. Alternative service delivery models | Identify and pilot new ways to provide service, leveraging community partnerships for locations and network access, including kiosks and Wi-Fi hot spots. | No | Yes | Primary | ü | ||||||
| Library public space | Library public space | 1231. Workplace diversity and inclusion | Expand the diversity of VPL's workforce and enhance a culture of inclusivity and anti-racism so that people of all backgrounds, ages and races feel welcome in the library's public spaces. | Yes | No | Primary | ü | |||||
| Library public space | 1235. Children's Library expansion | Develop, design and implement changes to enlarge and revitalize the Children's Library, adding capacity for group programming and interactive and welcoming spaces for children and families. | No | Yes | Primary | ü | ||||||
| Library public space | 1232. Oakridge Branch development | Complete the planning and design for a new Oakridge Branch Library, build new collection/resources and open the new Oakridge Branch. | No | Yes | Primary | ü | ||||||
| Library public space | 1489. Indigenous engagement in facilities redevelopment | In alignment with the City's 2023-2026 Capital Plan, work with the xʷməθkʷəy̓əm (Musqueam), Skwxwú7mesh (Squamish) and səlilwətaɬ (Tsleil-Waututh) First Nations to integrate Indigenous history, language and culture into facility redevelopments, and seek opportunities to apply this learning in other library spaces. | Yes | No | Primary | ü | ||||||
| Public programming | Public programming | 1306. Equity and inclusion programming | Continue to offer and expand programs that increase understanding and reduce discrimination against IBPOC communities. | No | Yes | Primary | ü | |||||
| Public programming | 1238. Indigenous relations | Strengthen relationships with xʷməθkʷəy̓əm (Musqueam), Skwxwú7mesh (Squamish), and səl̓ilwətaɁɬ (Tsleil-Waututh) Nations and urban Indigenous communities in Vancouver to offer programs and services that enhance understanding and appreciation of Indigenous ways of knowing, being and doing. | No | Yes | Primary | ü | ||||||
| Public programming | 1237. Supporting diverse cultures | Develop a holistic approach to support English-language learning and enhance newcomers' connections to resources, identifying ways to help patrons maintain ties to culture/heritage, and reflect diverse cultures of Vancouver in VPL services. | No | Yes | Primary | ü | ||||||
| Public programming | 1494. Civic dialogue strategy | Develop an action plan to establish VPL as a forum for civic conversation and understanding about difficult issues. | Yes | No | Primary | ü | ||||||
| Reference and information services | Reference and information services | 1549. Public Service Positions | Convert branch materials handling positions to public service positions to improve staffing coverage and enhance public service. | Yes | Yes | Primary | Secondary | Secondary | Secondary | � | ü | ü |
| Reference and information services | 1548. Staff Social Worker | Hire an internal-facing social worker to support staff in building skills in crisis prevention and intervention, harassment, mental health and related areas. | Yes | Yes | Secondary | Secondary | Secondary | Primary | � | ü | ü | |
| Reference and information services | 1485. Newcomer supports | Establish and leverage partnerships with community agencies and settlement workers to provide information, resources and support to newcomers to Canada. | Yes | No | Primary | ü | ||||||
| Reference and information services | 1486. Multicultural strategy | Develop a multicultural/multilingual strategy through community consultation and demographic research to support English-language learning, enhance connections with other newcomer resources, and reflect diverse cultures and languages in VPL services. | No | Yes | Primary | ü | ||||||
| Reference and information services | 1230. Technology sandbox | Create a "technology sandbox" pilot, introducing flexible ways to enable library patrons to explore new and emerging technologies, to understand the impact of these tools on their lives and to manage the pace of technological change. | No | Yes | Primary | ü |
Priority Plans - Clerks
| PRIORITY PLANS BY SERVICE (Clerks) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Access to Information and Privacy | Access to Information and Privacy | 1161. Centralized corporate records management | Initiate a review of centralized corporate records management to ensure consistency in City processes and procedures and compliance with Council-approved corporate records policy and by-law. | Yes | No | Primary | ü | |||||
| Access to Information and Privacy | 1160. FOI and privacy case management system | Provide efficient and cost-effective management process for statutory Freedom of Information and Protection of Privacy Act obligations. | Yes | No | Primary | ü | ||||||
| Business and Election Services | Business and Election Services | 1094. Your City Hall | Add resources and material to the Your City Hall civics toolbox and expand community awareness of the toolbox. | Yes | No | Primary | � | � | ü | |||
| City of Vancouver Archives | City of Vancouver Archives | 1433. Archives facility | Work with Real Estate and Facilities Management to stabilize satellite site. | Yes | Yes | Primary | ü | ü | ||||
| City of Vancouver Archives | 1432. Digital Archives Strategy | Explore methods to stabilize the digital archives program to enhance public access to digital and digitized records. | Yes | Yes | Primary | ü | ü | |||||
| External Relations and Protocol | External Relations and Protocol | 1488. Commemorating Muslim holidays | Work with the Muslim community to investigate the possibility of co-hosting a yearly iftar dinner during the month of Ramadan and adding Eid al-Fitr and Ramadan to the list of Council-appoved celebrations and observances. | Yes | Yes | Secondary | Primary | ü | ü | |||
| Legislative Operations | Legislative Operations | 1475. Update the Corporate Policy Management Framework | Draft and recommend an overarching policy that augments the existing Corporate Policy Management Framework, by clarifying and entrenching the purpose, scope, structure, and approval mechanisms of corporate policies. The report will also present a comprehensive review of existing policies in need of updates. | Yes | No | Secondary | ü | |||||
| Legislative Operations | 1472. Council development | Offer ongoing training that focuses on the Chair role and is open to all Council members, not just those appointed to Chair positions. Ensure a clear understanding of the Procedure By-law and assist with applying it consistently in meetings. | Yes | No | Primary | ü | ||||||
| Legislative Operations | 1474. Advisory Body continuous improvements | Continue to implement improvement measures identified in theType A Advisory Body Review Report, ensuring Advisory Bodies in the purview of the City Clerk's Office are best positioned to advise on City priorities, projects, and initiatives. Based on feedback from Advisory Bodies and community members on barriers to participation, expand the existing system of expense reimbursements to include automatic honoraria. | Yes | No | Secondary | ü |
Priority Plans - CMO
| PRIORITY PLANS BY SERVICE (City Manager's Office) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Business Planning and Project Support | Business Planning and Project Support | 1179. Strategic business relationships | Oversee the City's business relationship with EasyPark, Hastings Park/PNE, the Vancouver Economic Commission, the Vancouver School Board, the Vancouver Fraser Port Authority and Granville Island. | Yes | No | � | Primary | ü | ||||
| Business Planning and Project Support | 1180. False Creek South | Continue to lead the project, providing project management and strategic business advice. | Yes | No | � | Primary | ü | |||||
| Business Planning and Project Support | 1305. Internal Development Application and Permitting Modernization Task Force | Review, assess and implement initiatives to improve permit processing times and reduce the current backlog of permit applications. | Yes | No | Primary | Secondary | ü | |||||
| Business Planning and Project Support | 1467. Northeast False Creek | Coordinate and support the implementation of the Northeast False Creek Plan. | Yes | Yes | ü | ü | ||||||
| Business Planning and Project Support | 1536. FIFA World Cup 2026 | Coordinate and support the Host City planning, delivery and reporting on the FIFA World Cup 2026. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Civic Engagement and Communications | Civic Engagement and Communications | 1300. Emergency response communications | Improve messaging, tools and channels to increase public awareness of risks from extreme weather events and other public emergencies, with focus on access to assistance and services and on preparedness. | Yes | Yes | Primary | ü | ü | ||||
| Civic Engagement and Communications | 1301. Expanded focus on equity in public engagement | Continue integrating an equity lens into engagement planning practices, building on the City's Equity Framework guidelines, including emerging work in language access. Continue to build relationships with equity-seeking groups, and work with project teams to mitigate barriers to participation. | Yes | Yes | Primary | ü | ü | |||||
| Equity Office | Equity Office | 1538. Cross-departmental strategy implementation | Coordinate and track progress on the implementation of the City's identity-based strategies, such as the Accessibility Strategy and Women's Equity Strategy, to ensure a one-City mindset and aligned approach across City departments. | Yes | Yes | Primary | ü | ü | ||||
| Equity Office | 1537. Equity literacy and capacity building | Implement the new equity curriculum and provide a wide range of opportunities for staff and elected officials to learn about equity and the key commitments within the Equity Framework. This includes training, immersive experiences, dialogues, learning groups, communities of practice, toolkits and resources. | Yes | Yes | Primary | ü | ü | |||||
| Equity Office | 1264. Key central initiatives | Work with the City's central service units, such as Human Resources, Civic Engagement and Communications, Finance, City Clerk's Office and units within the City Managers' Office, on changes to policy and standard procedures to advance equity and decolonization. | Yes | Yes | Primary | ü | ü | |||||
| Indigenous Relations | Indigenous Relations | 1188. Intergovernmental relations | Continue to lead intergovernmental relations with the local First Nations, providing strategic government-to-government support and advice on corporate-wide City policies and projects, including engagement with the xʷməθkʷəy̓əm (Musqueam), Sḵwx̱wú7mesh (Squamish), and səlilwətaɬ (Tsleil-Waututh) Nations. | Yes | No | Primary | ü | |||||
| Indigenous Relations | 1185. Reconciliation | Develop and present the annual Reconciliation Report to Council. Support the work of City of Vancouver's UNDRIP Strategy with xʷməθkʷəy̓əm (Musqueam), Sḵwx̱wú7mesh (Squamish) and səlilwətaɬ (Tsleil-Waututh) Nations, as well as the continued engagement with the diverse urban Indigenous populations living in the city. | Yes | No | Primary | ü | ||||||
| Intergovernmental Relations and Strategic Partnerships | Intergovernmental Relations and Strategic Partnerships | 1187. Intergovernmental relations | Collaborate with federal, provincial, regional and municipal levels of government to advocate for and advance the City of Vancouver's interests and needs. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü |
| Intergovernmental Relations and Strategic Partnerships | 1186. Intergovernmental relations | Assist the City Manager, City Leadership Team, and Mayor and Council to execute their respective intergovernmental roles to advance the City of Vancouver's priorities. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü | |
| Internal Audit | Internal Audit | 1464. Audit plan | Complete an annual audit plan comprising compliance, financial and operational audits under the guidance of the City of Vancouver's Audit Committee. Deliver the plan through objective assurance, advisory and investigative work. | Yes | Yes | Primary | ü | ü | ||||
| Internal Audit | 1276. Follow up on audit recommendations | Follow up on action plans to address open recommendations of past completed audits on a semi-annual basis to support positive change across the organization. | Yes | Yes | Primary | ü | ü | |||||
| Sport Hosting Vancouver | Sport Hosting Vancouver | 1204. Five-year strategy | Lead the development of a five-year strategy to strengthen collaboration and develop stronger models for the economic and social benefits of sport events exploring regional, national and international event bids. | Yes | No | Secondary | Primary | Secondary | ü | |||
| Sport Hosting Vancouver | 1205. Collaboration | Explore new ways to collaborate across City departments to source efficiencies and partnerships that will benefit hosting objectives. | Yes | No | Primary | Secondary | ü | |||||
| Sport Hosting Vancouver | 1206. Anchor events | Identify long-term anchor events. Develop a business plan for the major events hosting calendar targeting 2023 and beyond. | Yes | No | Primary | Secondary | ü |
Priority Plans - FRS
| PRIORITY PLANS BY SERVICE (Finance, Risk, & Supply Chain Management) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Financial Planning and Analysis | Financial Planning and Analysis | 1245. Integration of data for decision-making | Improve integration of financial reporting and metrics to enhance analytics and business decision-making. | Yes | Yes | Primary | ü | ü | ||||
| Financial Planning and Analysis | 1302. Equity Framework | Support implementation of the Equity Framework through development of an equity-based budget approach. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Financial Planning and Analysis | 1247. Financial planning | Deliver the City's 2023 operating budget, capital budget and a five-year financial plan, and address the City's short- and mid-term financial issues in order to ensure the ongoing financial health of the City while accommodating future growth. | Yes | Yes | Primary | ü | ü | |||||
| Financial Planning and Analysis | 1246. Revenues | Explore opportunities to increase revenue streams for the City. | Yes | Yes | Primary | ü | ü | |||||
| Financial Services | Financial Services | 1242. Environmental, social and corporate governance financial reporting | Continue to support environmental, social and corporate governance (ESG) financial reporting initiatives. | Yes | Yes | Secondary | Primary | ü | ü | |||
| Financial Services | 1240. Automation | Continue to explore and implement technological solutions for Accounting Services to drive process efficiencies. | Yes | Yes | Primary | ü | ü | |||||
| Financial Services | 1241. Improve internal controls framework | Improve organizational financial controls through automation and standardization of processes, integration of systems, clarification of financial authorities, and refinement of policies. | Yes | Yes | Primary | ü | ü | |||||
| Financial Services | 1243. Financial processes improvements | Streamline processes including revenue-to-cash, procure-to-pay and hire-to-retire cross-functional value streams to drive efficiency and accountability. | Yes | Yes | Primary | ü | ü | |||||
| Financial Services | 1535. Empty Homes Tax | Ensure the Empty Homes Tax is fair and effective in meeting the tax policy objectives by ensuring the revenues are collected to support housing initiatives and the audit compliance program is robust. | Yes | Yes | Primary | ü | ü | |||||
| Long-term Financial Strategy | Long-term Financial Strategy | 1249. Municipal finance reform | Implement Bill 28: Municipal Affairs Statutes (Property Taxation) Amendment Act, 2022 to provide development potential tax relief to support small businesses, arts, culture and non-profits; explore options to transform the City's service delivery through business model optimization, cost rationalization and revenue optimization; and continue advocacy on modernizing municipal funding tools to address evolving mandate and support growth. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü |
| Long-term Financial Strategy | 1248. Asset portfolio optimization | Co-develop with program departments a sustainable and resilient portfolio strategy for the Vancouver Affordable Housing Endowment Fund (VAHEF) and the Property Endowment Fund (PEF) to maximize social return and financial performance through robust asset management and business model optimization. | Yes | Yes | Primary | Primary | Secondary | ü | ü | |||
| Long-term Financial Strategy | 1251. Climate mitigation and adaptation | Support implementation of the Climate Emergency Action Plan and Climate Change Adaptation Strategy and associated policy work. Develop sustainable and resilient funding strategies. Pursue sustainable senior government partnerships and funding. | Yes | Yes | Secondary | � | Secondary | Primary | ü | ü | ||
| Long-term Financial Strategy | 1250. Vancouver Plan | Support development of a city-wide public benefits and financial strategy. | Yes | Yes | Secondary | Secondary | Secondary | Secondary | Secondary | ü | ü | |
| Strategic Planning and Program Management | Strategic Planning and Program Management | 1465. Continuous process improvement | Foster a culture of continuous process improvement to build capacity within all City departments by educating City staff in process improvement methodologies and leading/supporting key process improvement projects. | Yes | Yes | Primary | ü | ü | ||||
| Strategic Planning and Program Management | 1257. Project management | Manage select projects that encompass business, technology and process changes to support and enable major change such as improvements to capital project delivery, opportunities to transform business processes through SAP upgrades, designing energy carbon reporting operations, and process automation. | Yes | No | Primary | ü | ||||||
| Strategic Planning and Program Management | 1457. SAP upgrade and associated business improvements | Upgrade end-of-life version of SAP and implement a series of business improvement projects. | Yes | Yes | Primary | ü | ü | |||||
| Supply Chain Management | Supply Chain Management | 1239. Supply chain process improvements | Implement improvements to strategic sourcing and category management with a focus on maturing the City's contract management program, and continue to advance supply chain processes and technology (e.g., e-sourcing). | Yes | Yes | Primary | Secondary | Secondary | ü | ü | ||
| Supply Chain Management | 1226. Sustainable and Ethical Procurement Program | Advance the City's social and environmental objectives through the Sustainable and Ethical Procurement Program. | Yes | Yes | Secondary | Secondary | Secondary | Primary | Secondary | ü | ü | |
| Supply Chain Management | 1296. Warehousing and inventory management | Improve warehousing and inventory management processes with a focus to increase service to internal business units while reducing inventory levels and increasing turns. | Yes | Yes | Primary | � | Secondary | � | Secondary | ü | ü | |
| Treasury | Treasury | 1304. Investment risk management | Develop and regularly refine cash flow profiles for major reserves to optimize risk-adjusted investment portfolio yields against select benchmarks. | Yes | Yes | Primary | ü | ü | ||||
| Treasury | 1303. Payment Card Industry Level 1 Readiness Plan | Refine a multi-year Payment Card Industry (PCI) Level 1 Readiness Plan in collaboration with Technology Services to proactively prepare the City for the highest level of merchant designation by the credit card brands. | Yes | Yes | Primary | ü | ü | |||||
| Treasury | 1253. Investment strategy | Continue Phase 2 of investment strategy to enhance returns via diversification into additional sectors. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Treasury | 1404. Responsible investment framework | Complete the responsible investing framework based on the current investment policy on environmental, social and corporate governance factors, as well as global standards, that aligns to the United Nations Principle for Responsible Investing (UN-PRI). | Yes | Yes | Primary | Secondary | Secondary | ü | ü |
Priority Plans - HR
| PRIORITY PLANS BY SERVICE (Human Resources) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| HR Business Partnerships and Labour Relations | HR Business Partnerships and Labour Relations | 1507. Technology roadmap | Continue with a phased implementation of HR's technology roadmap. | Yes | Yes | Primary | ü | ü | ||||
| HR Business Partnerships and Labour Relations | 1509. Collective bargaining | Commence and conclude collective bargaining. | Yes | Yes | Primary | ü | ü | |||||
| HR Business Partnerships and Labour Relations | 1510. Implement ServiceNow | Implement ServiceNow technology to automate HR enquiries and workflows and enable service measurement metrics. | Yes | No | Primary | ü | ||||||
| HR Business Partnerships and Labour Relations | 1511. Policy Refresh | Review and refresh key HR policies: Respectful Workplace, Human Rights Harassment, Whistleblower and Code of Conduct. | Yes | No | Primary | ü | ||||||
| Organizational Health and Wellness | 1523. Stay at work/Return to work | Support appropriate, sustainable stay at work and early return to work arrangements for recovering employees. | Yes | Yes | Primary | ü | ü | |||||
| Organizational Health and Wellness | 1522. Psychological Health and Safety | Develop and implement initiatives focused on achieving the National Standard of Canada for Psychological Health and Safety in the Workplace with a focus on ACCS and Engineering in 2023. | Yes | Yes | Primary | ü | ü | |||||
| Organizational Health and Wellness | Organizational Health and Wellness | 1524. Managing absenteeism | Focus on appropriate use of the City's Relationship Based and Conversation Led Approach to managing absenteeism. | Yes | Yes | Primary | ü | ü | ||||
| Talent Management and Organizational Development | 1506. Flexible work | Monitor, adjust and optimize the City's flexible work program. | Yes | No | Primary | ü | ||||||
| Talent Management and Organizational Development | Talent Management and Organizational Development | 1503. Workforce planning | Focus on talent and succession planning across the organization, with an emphasis on equity, diversity and inclusion, to encourage employees and applicants who are representative of community diversity. | Yes | Yes | Primary | ü | ü | ||||
| Talent Management and Organizational Development | 1505. Equity action planning | Lead and support equity action plans flowing out of the Global Diversity, Equity and Inclusion Benchmarks exercise and other equity-related strategies. Works collaboratively with the City's Equity Office on much of this work. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Talent Management and Organizational Development | 1525. Strategic service review | Conduct a strategic review of HR's services to ensure that the delivery of services continues to add value and meet the needs of the organization. | Yes | Yes | Primary | ü | ü | |||||
| Talent Management and Organizational Development | 1504. Leadership development | Develop and implement identified phases of a leadership development framework for leaders of various levels across the organization. | Yes | Yes | Primary | ü | ü |
Priority Plans - Legal
| PRIORITY PLANS BY SERVICE (Legal Services) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Legal Services | Legal Services | 1370. Housing Vancouver Strategy | Support implementation of Council initiatives to prioritize creation and sustainment of affordable housing supply. Advise on and draft housing policy, guidelines and zoning amendments, and amendments to applicable legislation. Provide legal advice on key programs and initiatives, which will include the Supportive Housing Strategy, Rapid Housing Initiative, Permanent and Temporary Modular Supportive Housing program, VAHA development projects, SRO Revitalization Action Plan, vacancy control policy and regulations, renter protection and rental accommodation supply strategies. Support ongoing work to address persistent homelessness, including Tiny Shelter Pilot Project. Negotiate agreements and procurements with the City's partners in the non-profit and co-op housing sector, and advise on the co-op lease renewal program. Defend challenges to Empty Homes Tax program. Negotiate rezoning agreements to advance housing opportunities in areas such as Broadway Corridor, Oakridge and Cambie Corridor. | Yes | Yes | � | Primary | Secondary | Secondary | � | ü | ü |
| Legal Services | 1468. Social Infrastructure Strategy implementation | Support implementation of key initiatives, which include Accessibility Strategy, Equity Framework, City of Reconciliation framework, Healthy City Strategy, Culture|Shift, and Spaces to Thrive policy framework, through negotiation and drafting of MOUs, partnership agreements, service agreements, procurements, rezoning agreements and development conditions. Advise on granting programs and advocacy to secure funding and partnership opportunities with non-profit entities, community organizations and senior government. | Yes | Yes | Primary | ü | ü | |||||
| Legal Services | 1290. City of Reconciliation | Provide legal advice and support on implementation of the City of Reconciliation framework and of decolonization and redress initiatives. Support continued engagement with urban Indigenous communities on key initiatives, including development of healing and wellness spaces. Provide legal support to engagement with the Sḵwx̱wú7mesh (Squamish) Nation on the Sen̓áḵw Development. Support the work of the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) Task Force. Advise on implementation of recommendations from the National Inquiry into Missing and Murdered Indigenous Women and Girls. Advise on partnerships and agreements to facilitate the Jericho Lands development. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | |||
| Legal Services | 1213. Anti-racism and redress | Support continuing initiatives to address historic discrimination and implement cultural redress strategies. Advise on policies that address anti-Indigenous, anti-Black and anti-Asian racism. Support engagement with Vancouver's Black and African diaspora communities to inform finalization of anti-Black racism and redress strategy, including advising on research partnerships, funding agreements and granting programs to support community initiatives. Support implementation of agreement with the Hogan's Alley Society for redevelopment of the 898 Main Street site. | Yes | Yes | � | Primary | ü | ü | ||||
| Legal Services | 1401. Climate Change Adaptation Strategy, Climate Emergency Action Plan and sustainability initiatives | Provide legal advice on implementation of plan priority actions, including policy, regulation and by-law amendments to accelerate decrease in carbon pollution from residential buildings, continued implementation of One Water program, Zero Waste Strategy, finalization of City-wide Sewage and Rainwater Management Plan, Cambie Corridor drainage servicing plan, program to mitigate risk of sea level rise and coastal flooding, procurement and funding agreements for NEU system expansion, and development of end-use options for Vancouver Landfill. | Yes | Yes | � | Secondary | Primary | ü | ü | |||
| Legal Services | 1217. Major planning and development projects | Provide legal advice and support on development of major sites, including negotiation and drafting of rezoning by-laws and agreements, and development conditions to secure diverse and affordable housing, parks, amenities, heritage preservation and infrastructure. Support planning programs for East Fraser Lands, False Creek South, Northeast False Creek, Oakridge, Oakridge Transit Centre Lands, new St. Paul's, Broadway Corridor, Jericho Lands and Heather Lands. | Yes | Yes | Secondary | Primary | Secondary | Secondary | Secondary | ü | ü |
Priority Plans - OCSO
| PRIORITY PLANS BY SERVICE (Office of the Chief Safety Officer) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| City Protective Services | City Protective Services | 1496. Contracted security services governance | Implement a preferred service delivery model for contracted security services to ensure the City receives value-driven services to protect the safety, security and accessibility of all facilities. | Yes | No | Primary | ü | |||||
| City Protective Services | 1495. Security and safety information management system | Mature the security and safety information management system to improve City-wide reporting of real-time incidents and information, performance metrics, and to support tactical response | Yes | No | Primary | � | ü | |||||
| City Protective Services | 1497. Integrated Protective Services Program | Actualize an integrated protective services program for independent City departments aimed at realizing standardized processes and gaining financial efficiencies . | Yes | No | Secondary | ü | ||||||
| Vancouver Emergency Management Agency (VEMA) | Vancouver Emergency Management Agency (VEMA) | 1527. Disaster Risk Reduction Governance | Develop a governance structure to oversee the City's Disaster Risk Reduction initiatives across all hazards. | Yes | No | Primary | Secondary | Secondary | ü | |||
| Vancouver Emergency Management Agency (VEMA) | 1528. Hazard Risk and Vulnerability Assessment | Update the City's Hazard RIsk and Vulnerability Assessment (HRVA) to support mitigation and preparedness planning with this second phase, focusing on gap identification and action planning. | Yes | No | Primary | Secondary | ü | |||||
| Vancouver Emergency Management Agency (VEMA) | 1529. Resilient Neighbourhoods Program | Continue roll-out the Resilient Neighbourhoods Program with focus on supporting equity-denied and community members disproportionately impacted by major hazard events. | Yes | No | Primary | Secondary | Secondary | ü | ||||
| Workplace Safety | Workplace Safety | 1513. Workplace safety organizational structure | Develop, implement and evolve a new organizational structure for the City's workplace safety team. | Yes | Yes | Primary | ü | ü | ||||
| Workplace Safety | 1515. Safety road map | Develop a safety road map with organizational priorities for action, ensuring alignment of departmental safety efforts. | Yes | Yes | Primary | ü | ü | |||||
| Workplace Safety | 1533. Data enablement | Enable existing data sources to provide metrics and reporting that will pinpoint safety challenges for improvement. | Yes | Yes | Primary | ü | ü | |||||
| Workplace Safety | 1534. Safety culture | Develop an organizational safety culture improvement plan and initiate implementation of the first phase. | Yes | Yes | Primary | ü | ü |
Priority Plans - REFM
| PRIORITY PLANS BY SERVICE (Real Estate and Facilities Management) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Environmental Services | Environmental Services | 1287. Environmental management | Support Vancouver's affordable housing initiatives, major development projects and other City priorities by managing environmental site contamination and other environmental aspects. | Yes | Yes | Primary | Secondary | ü | ü | |||
| Environmental Services | 1288. Aquatic Environments Action Plan | Continue to advance the Aquatic Environments Action Plan, including implementing the False Creek Water Quality Improvement Initiative, supporting implementation of the Vancouver Plan ecology policies, integrating aquatic environment considerations into key City strategies and initiatives, and advancing other actions in collaboration with Indigenous communities and other parties. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Environmental Services | 1450. ePlan environmental reviews | Advance transition to electronic plan reviews for environmental reviews of development applications. | Yes | Yes | Primary | Secondary | � | ü | ü | |||
| Facilities Management & Operational Excellence | Facilities Management & Operational Excellence | 1199. Workforce diversification | Work collaboratively with the City's Equity Office and contracted partners to diversify our workforce and contractors. | Yes | Yes | Secondary | Primary | Secondary | Secondary | Secondary | ü | ü |
| Facilities Planning & Development | Facilities Planning & Development | 1266. Developer-delivered community facilities | Oversee community buildings delivered by developers, including Oakridge Community Centre and Library, Oakridge performance space, East Fraser Lands Community Centre, Arbutus Neighbourhood House and adult day centre, Little Mountain Neighbourhood House, and Sixth Avenue and Fir Street music studios. NEFC Plaza of Nations civic centre including community centre, ice arena, music presentation space, and childcare. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü |
| Facilities Planning & Development | 1377. Childcare | Deliver approximately 1,175 new childcare spaces through a combination of in-kind projects delivered by developers (approximately 680 spaces in design and construction) and City/REFM-managed projects (approximately 215 spaces), including Marpole Community Centre, Coal Harbour, and West Fraser Lands Childcare. In partnership with Vancouver School Board, deliver approximately 280 spaces, including Eric Hamber Secondary School, David Lloyd George Elementary School, Henry Hudson Elementary School and Olympic Village. | Yes | Yes | Primary | Secondary | Secondary | Secondary | Secondary | ü | ü | |
| Facilities Planning & Development | 1378. City-delivered community facilities | Deliver multiple co-located community facilities, including the master plan for the West End Community Centre, rezoning and Phase 1 for Britannia Centre, rezoning for Ray-Cam Community Centre, engagement and test fits for Marpole Civic Centre, and delivering the Marpole Community Centre with childcare. Initiate the Vancouver Aquatic Centre renewal project. Detailed design for the delivery of a renewed PNE Amphitheatre. | Yes | Yes | � | � | Primary | ü | ü | |||
| Facilities Planning & Development | 1379. Affordable housing | Deliver approximately 2,000 affordable housing units through a combination of in-kind projects delivered by developers (approximately 1,840 units in design and construction stages) and City/REFM-managed projects (including 60 units at Coal Harbour under construction). Rezoning at Britannia and planning for Marpole Civic Centre (approximately 150 units). | Yes | Yes | Secondary | Secondary | Secondary | Primary | Secondary | ü | ü | |
| Facilities Planning & Development | 1395. Renewable City Strategy | Continue implementation of the Renewable City Strategy for City-owned buildings to achieve 100% reduction in GHG emissions by 2040. Deliver a further GHG emission reduction of 22% by 2025 compared with 2007. | Yes | Yes | Secondary | Primary | ü | ü | ||||
| Facilities Planning & Development | 1449. City-delivered public safety facilities | Construction of seismic upgrades to existing Firehall No. 12, and design and development for renewal and replacement of Firehall No. 8, No. 9 and the Fire Headquarters. New facilities to target the Renewable City Strategy. | Yes | Yes | Primary | Secondary | ü | ü | ||||
| Real Estate Services | Real Estate Services | 1184. City-owned landpre-development planning | Continue planning for future opportunities for City-owned lands, such as Granville Loops North, False Creek Flats and Southeast False Creek. | Yes | Yes | Primary | Secondary | Secondary | ü | ü | ||
| Real Estate Services | 1221. Site acquisitions | Pursue site acquisitions to support City initiatives and services, including transportation, parkland, and the Vancouver Affordable Housing Endowment Fund. | Yes | Yes | Primary | ü | ü |
Priority Plans - TS
| PRIORITY PLANS BY SERVICE (Technology Services) | ||||||||||||
| Service | COV Service | Priority Plan | Description | Current Service Plan Year | Looking Ahead | Core | Affordability | Economy | Social | Climate | 2023 | 2024-2027 |
| Application Development and Support | Application Development and Support | 1348. Enterprise integration | Implement the enterprise grade integration capabilities to connect City applications and services. | Yes | No | Primary | ü | |||||
| Application Development and Support | 1267. SAP strategic roadmap | Upgrade to new SAP S/4 HANA platform along with business process improvements for core functions. | Yes | No | Primary | ü | ||||||
| Client Services | Client Services | 1351. ServiceNow platform adoption | Adopt the ServiceNow platform to enable the technology and business services of the City. | Yes | No | Primary | ü | |||||
| Enterprise Data and Analytics | Enterprise Data and Analytics | 1477. Analytics development | Development of analytical, business intelligence and reporting applications with business units, including implementation of Microsoft Power BI premium service and public-facing data dashboards. | Yes | Yes | Secondary | ü | ü | ||||
| Enterprise Technology | Enterprise Technology | 1339. Microsoft 365 platform | Progress implementation of Microsoft 365 platform to support digital workplace, data integration, application development and collaboration. | Yes | No | Primary | ü | |||||
| Enterprise Technology | 1478. Fibre project | Procurement and installation of 80 kilometres of City-owned optical fibre supporting high-speed connectivity to 42 City of Vancouver sites. | Yes | Yes | Primary | ü | ü | |||||
| Enterprise Technology | 1234. Cybersecurity roadmap | Continue to evolve and mature cybersecurity practices to protect City data and services. | Yes | No | Primary | ü | ||||||
| Enterprise Technology | 1233. Hybrid data centre program | Establish a co-location facility outside the seismic zone to provide resilience for the City's digital services and protect the City's data assets. | Yes | No | Primary | ü |