An overview of the City of Vancouver s citizen and customer service priorities and delivery strategies 2015 CORPORATE BUSINESS PLAN

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1 An overview of the City of Vancouver s citizen and customer service priorities and delivery strategies 2015 CORPORATE BUSINESS PLAN

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3 From the City Manager The City of Vancouver is committed to providing high-quality programs and services at the best possible value for all those who live, work and play in Vancouver. The Corporate Business Plan reflects this ongoing commitment. It is designed to focus and align our work to achieve Council priorities, improve service delivery and ensure our regulatory obligations are met. Developed by the City s Corporate Management Team, the plan encompasses all departments and includes the Vancouver Board of Parks and Recreation, Vancouver Public Library and Vancouver Police Department. The 2015 Corporate Business Plan maps the progress and implementation of the City s priority initiatives, including the Healthy City Strategy, the Economic Action Plan, the Housing and Homelessness Strategy, the Greenest City Action Plan, Transportation 2040 and the Digital Strategy. City employees across the organization deliver the services that help make Vancouver one of the most livable cities in the world. Some are directly involved in this plan s short-term initiatives, while others contribute to one or more of the long-term strategic goals through specific projects or their daily work. Everyone plays a role in its success. I encourage all employees to review the 2015 Corporate Business Plan to understand how each of us contributes to making Vancouver a great city of communities that cares about our people, our environment, and our opportunities to live, work, and prosper. Penny Ballem City Manager

4 CONTENTS Purpose of the Corporate Plan 1 Progress on Previous Plan 2 Corporate Plan Foundation 4 Overview of the Plan s Long-Term Strategic Goals 6 Goal No. 1: The City Provides Excellent Service 8 Goal No. 2: The City is Financially Healthy and Administratively Effective 10 Goal No. 3: The City Leads the Way on Green Issues 12 Goal No. 4: The City Inspires Excellence in the Workplace and in its Employees 14 Goal No. 5: The City Optimizes Strategic Partnerships and Collaborations 16 Goal No. 6: Vancouver is a Sustainable, Affordable, Livable and Inclusive City 18 Goal No. 7: Vancouver s Business Climate is Dynamic and Robust 20 Goal No. 8: Vancouver is a Safe City in Which People Feel Secure 22 Goal No. 9: Vancouver Offers Extraordinary Civic Amenities 24 Goal No. 10: Vancouver s Assets and Infrastructure Are Well-Managed and Resilient 26 APPENDICES 1: City of Vancouver Value-For-Money Planning Process 28 2: City of Vancouver Organization Structure 29 3: 2014 Corporate Business Plan Key Achievements 30 4: Vancouver Services Review Initiatives Underway 42 5: City of Vancouver Long-Term Plans 46 6: City of Vancouver 2015 Corporate Business Plan Overview 52

5 Purpose of the Corporate Plan The City of Vancouver s Corporate Business Plan sets out the organization s highest priorities for The plan is used by the City s senior executive (the Corporate Management Team, or CMT) to ensure Council priorities and regulatory obligations are delivered, the City s core service responsibilities are met, and service delivery is continually improved upon. The Corporate Business Plan also serves the important function of helping City staff focus on key priorities, and understand how their work fits into the larger picture of the City s overall goals. The plan s ten long-term goals provide a strategic framework that is used to align all of the City s programs and projects. In order to keep the plan flexible and relevant, the initiatives associated with each long-term goal are refreshed annually. Those initiatives selected for inclusion in the Corporate Plan are seen by the Corporate Management Team as being critical to moving forward toward one or more of the plan s long-term strategic goals. be high-risk, associated either with undertaking or with not undertaking the initiative, and/or benefit from regular Corporate Management Team focus. This Corporate Plan is one component of the City s value-for-money approach to planning, a cycle that starts with public priorities and the City s legal requirements driving resource allocation decisions, and includes ongoing financial and service delivery performance tracking and modification as appropriate (Appendix 1). The Corporate Plan is an important part of this holistic approach to resource allocation, designed to ensure that over time, the public funds in the trust of Vancouver City Council are allocated to top public priorities, invested effectively and spent efficiently. All initiatives included in this plan must be started, but not necessarily completed in 2015, and as well must: be a significant enabler of one or more Council priorities, be a discrete deliverable, e.g., a strategy or plan, or a new, amended or expanded service, be a complex and/or large initiative, with significant crossdepartmental responsibilities and/or impact, 1

6 GOVERNANCE GOALS PROGRESS ON PREVIOUS PLAN Significant progress has been made on the 2014 Corporate Plan, with some key highlights shown here (see Appendix 3 for more details). 10% REDUCTION OF GHG EMISSIONS FOR CITY-OWNED BUILDINGS COMPARED TO 2007 TO DATE 52 Pop-Up City Hall events bringing a range of municipal services to the streets COMPLETED CONDITION ASSESSMENTS OF 500 CITY-OWNED BUILDINGS 8 MILLION SQUARE FEET Delivered 13 of 16 Engaged City Task Force quick starts INCREASE IN 3,200 TALK VANCOUVER CITIZEN ADVISORY PANEL MEMBERSHIP OPEN DATA CATALOGUE 145 CITY DATASETS FIRST-EVER HEALTHY CITY STRATEGY APPROVED BY COUNCIL REDUCED CITY S WAREHOUSED INVENTORY BY APPROXIMATELY 25% OPENED NEW CUSTOMER-FOCUSED DEVELOPMENT AND BUILDING SERVICES CENTRE +1,000 LEADERSHIP TRAINING SESSIONS DELIVERED Created the Grandview-Woodlands Citizens' Assembly group of residents that will help shape the Grandview-Woodland Community Plan NEW FLOOD CONSTRUCTION LEVELS INCORPORATED INTO BUILDING AND ZONING REGULATIONS 3% DECREASE IN ANNUAL FLEET EMISSIONS CITY COUNCIL FORMALLY ACKNOWLEDGED THAT VANCOUVER IS ON THE UNCEDED TRADITIONAL TERRITORY OF THE MUSQUEAM, SQUAMISH AND TSLEIL- WAUTUTH FIRST NATIONS Completed development of enterprise risk management strategy and toolset 2

7 CITY BUILDING GOALS Secured 189% of 2014 market rental housing goal COLLABORATIVE DEVELOPMENT OF THE REGIONAL TRANSPORTATION INVESTMENTS VISION BY THE MAYORS COUNCIL ON REGIONAL TRANSPORTATION 20,000 COUNCIL APPROVED THE URBAN FOREST STRATEGY GREEN JOBS -IN- VANCOUVER UP 19% SINCE 2010 OVER 60 GRADUATES OF THE INAUGURAL CLASS OF NEW VPD CADET PROGRAM FOR YOUTH NEW $1 MILLION MATCHING FUND FOR PUBLIC ART COMMISSIONS 2,100 TREES SAVED WITH PROTECTION OF TREES BYLAW AMENDMENT MOBILE INSPECTIONS IMPLEMENTED OVER 10,000 INSPECTIONS COMPLETED TO DATE LAUNCHED THE GREEN AND DIGITAL DEMONSTRATION PROGRAM 1 1 OVER 156,000 ONECARDS ISSUED A UNIVERSAL ACCESS Vancouver Building Bylaw amended to include higher energy performance requirements for residential and commercial buildings ESTABLISHED THE VANCOUVER AFFORDABLE HOUSING AGENCY 19% TRAFFIC FATALITIES REDUCED VIOLENT CRIME DECREASED BY 11% AND TOTAL CRIME DECREASED BY 1.5% 3

8 Corporate Plan Foundation I. City of Vancouver s Mission The City s mission is to create a great city of communities that cares about our people, our environment and our opportunities to live, work and prosper. II. Corporate Values The City s corporate values describe the way staff collectively conduct themselves in the workplace. Responsiveness We are responsive to the needs of our citizens and our colleagues. Excellence We strive for the best results. Fairness We approach our work with unbiased judgement and sensitivity. Integrity We are open and honest, and honour our commitments. 4 Tourism Vancouver/Clayton Perry Leadership Learning We aspire to set examples that others will choose to follow. We are a learning workplace that grows through our experiences.

9 III. Business Planning Principles The City s business planning principles describe how staff translate the organization s corporate values into behaviours; they are the lens through which staff plan, make decisions and take action. IV. Culture Goals The City s culture goals direct how staff work together to achieve our goals and get our work done. Accountability We are committed to transparent decisionmaking, engaging our stakeholders, and measuring and reporting our performance to the public. Think strategically We align our decision-making and behaviours with our long-term goals, encourage more innovative thinking and enable measured risks. Fiscal responsibility Long-term perspective Economic perspective We serve as responsible stewards of the public s money, ensuring the best value-formoney for the City s taxpayers and ratepayers. We integrate financial, social, environmental and cultural sustainability considerations into our decisions and actions. We take into account the impacts on Vancouver s businesses and economy when making decisions and taking actions. Be accountable Act as a team We know how our individual role influences the City s long-term goals, are outcome-focused, exercise ethical behaviour and good judgment, and take ownership for our work. We embrace a one-team mindset, build relationships and access talent across the organization and celebrate together. Corporate perspective We consider the impacts on and implications for the organization as a whole when we make decisions and take actions as individual departments and agencies. Innovation and improvement We cultivate a progressive and creative approach to our work, incorporating continuous improvements into what we do and how we do it. 5

10 Overview of the plan s long term strategic goals Overview of the Plan's Long-Term Strategic Goals PEOPLE Cultivate and sustain vibrant, creative, safe and caring communities for the wide diversity of individuals and families who live in, work in and visit Vancouver. + PROSPERITY Provide and enhance the services, infrastructure and conditions that sustain a healthy, diverse and resilient local economy. + ENVIRONMENT Protect and enhance Vancouver s climate, ecology, natural resources and connections to the city s remarkable natural setting for future generations. 6

11 1. THE CITY PROVIDES EXCELLENT SERVICE: The City integrates a service focus into all dealings with citizens and customers, ensures they are appropriately informed and included in municipal decision-making, and maintains the corporate knowledge, data and information in a robust and accessible network of systems, to ensure the right information gets to the right people to inform decision-making. 6. VANCOUVER IS A SUSTAINABLE, AFFORDABLE, LIVABLE AND INCLUSIVE CITY: The City strives to make Vancouver a sustainable, affordable, inclusive and livable city with a strong sense of place, through planning that ensures land use, transportation, energy, public realm, community amenities, social services, and food delivery systems are well integrated into our diverse communities and across the city. GOVERNANCE GOALS 2. THE CITY IS FINANCIALLY HEALTHY AND ADMINISTRATIVELY EFFECTIVE: The City sustains longterm fiscal health and administrative effectiveness through responsible financial stewardship and robust internal administrative structures and processes. 3. THE CITY LEADS THE WAY ON GREEN ISSUES: The City develops and maintains the internal corporate systems, policies, practices and asset-management plans that emphasize reducing carbon dependency, enhancing energy resilience, conserving energy and resources, reducing waste, creating a green corporate culture and protecting and enhancing the health of the ecosystem. 4. THE CITY INSPIRES EXCELLENCE IN THE WORKPLACE AND IN ITS EMPLOYEES: The City develops and sustains a dynamic, healthy and safe workplace environment that consistently attracts and retains top-quality people and enables them to perform at their best. CITY-BUILDING GOALS 7. VANCOUVER S BUSINESS CLIMATE IS DYNAMIC AND ROBUST: The City fosters the relationships and provides the services and regulatory environment that support a flourishing local economy, and ensures that the City s land use planning reflects the diverse needs of industry and businesses of all sizes over the long-term. 8. VANCOUVER IS A SAFE CITY IN WHICH PEOPLE FEEL SECURE: The City provides the high-quality and effective police, fire, emergency preparedness and regulatory services that make Vancouver safe and enjoyable for residents, businesses and visitors. 9. VANCOUVER OFFERS EXTRAORDINARY CIVIC AMENITIES: The City provides high-quality recreational, social, cultural and lifelong learning amenities that provide everyone in the city the opportunity to develop and enjoy themselves, and help attract the talent needed in our city to maintain a strong economy. 5. THE CITY OPTIMIZES STRATEGIC PARTNERSHIPS AND COLLABORATIONS: The City cultivates strong intergovernmental relationships and seeks opportunities to leverage benefits from strategic partnerships and collaborations. 10. VANCOUVER S ASSETS AND INFRASTRUCTURE ARE WELL-MANAGED AND RESILIENT: The City plans for, develops and sustains the low carbon, energy resilient, environmentally sound, cost-effective, reliable and safe public works and infrastructure that play an essential role in making Vancouver a healthy, safe and prosperous city. 7

12 1 THE CITY PROVIDES EXCELLENT SERVICE The City integrates a service focus into all dealings with citizens and customers, ensures they are appropriately informed and included in municipal decision-making, and maintains the corporate knowledge, data and information in a robust and accessible network of systems, to ensure the right information gets to the right people to inform decision-making. 8 MEASURED BY Percentage of calls answered in 60 seconds or less Percentage of residents very/somewhat satisfied with City of Vancouver services Percentage of businesses very/somewhat satisfied with City of Vancouver services Percentage of permits applied for online by customers Number of vancouver.ca website visits Number of vancouver.ca website page views Number of people engaged through outreach, online surveys and consultation programs

13 2015 SHORT-TERM PRIORITIES 1A. Digital Service Delivery 1B. Permits and Licences Transformation Project 1C. Public Engagement and Outreach 1D. Recreation Customer Service and Business Processes Implement the City of Vancouver Digital Strategy priority initiatives, with the currentyear focus on (a) launching the mobile application, (b) integrating and aligning the business processes of and services delivered via the City s digital and contact centre channels, and (c) expanding public wifi access. GM, Human Resource Services Chief Digital Officer Substantially improve the systems, processes and customer service associated with the issue and enforcement of municipal permits and licences, bringing the business processes in line with best practices, with the currentyear focus on building and development permit and related engineering processes. GM, Planning and Development Services Implement the Vancouver Mayor s Engaged City Task Force priorities, with a currentyear focus on enhancing online consultation, and building stronger relationships through the Pop-Up City Hall and Doors Open Vancouver programs. Director, Corporate Communications Chief Digital Officer Enhance the City s recreation service delivery, with a currentyear focus on (a) implementing ActiveNet, the Park Board s new information and recreation reservation system, and (b) undertaking a business process review with the objective of improving Park Board operational efficiencies and customer service. GM, Board of Parks and Recreation 9

14 2 THE CITY IS FINANCIALLY HEALTHY AND ADMINISTRATIVELY EFFECTIVE The City sustains long-term fiscal health and administrative effectiveness through responsible financial stewardship and robust internal administrative structures and processes. MEASURED BY City of Vancouver credit rating Quarterly projection of annual net operating surplus/ deficit, $ Total outstanding debt owed by the City of Vancouver 10

15 2015 SHORT-TERM PRIORITIES 2A. Enterprise Risk Management and Business Continuity Planning Continue to embed a culture of strategic risk management among management and staff, with a current-year focus on (a) enhancing the City s capacity for risk identification, analysis and mitigation, (b) designing and implementing issue escalation processes for priority business units, and (c) business continuity planning for priority critical business services and infrastructure. 2B. Legal Services Business and Technology Improvements Complete implementation of new legal enterprise records management system and associated business process transformations, with the objective of improving efficiency and effectiveness of the City s Legal Services department. Director, Legal Services 2C. Corporate Fee Review Optimize the City s strategic approach to revenuegeneration, with a current-year focus on undertaking the first phase of a comprehensive review of the City s major fees and charges, focusing on planning and development fees. GM, Financial Services Group GM, Planning and Development Services GM, Financial Services Group 11

16 3 THE CITY LEADS THE WAY ON GREEN ISSUES 3A. City Fleet and Trip Optimization Redesign business processes and optimize the use of available modes of transportation used for City operations, with the objective of improving productivity and service, reducing travel needs, reducing fleet costs and supporting corporate environmental goals, with a target of a 20% reduction in fleet size by The City develops and maintains the internal corporate systems, policies, practices and asset-management plans that emphasize reducing carbon dependency, enhancing energy resilience, conserving energy and resources, reducing waste, creating a green corporate culture and protecting and enhancing the health of the ecosystem. GM, Engineering Services MEASURED BY Greenhouse gas emissions from City facilities and operations, tonnes CO 2 e Tonnes of garbage collected from City facilities and operations Percentage of Vancouver Landfill gas collected Reduction in greenhouse gas emissions associated with the City-owned neighbourhood energy utility, tonnes CO 2 e Pages of paper used by City of Vancouver operations City facility greenhouse gas emissions per square foot, tonnes CO 2 e Number of units in the City of Vancouver fleet 12

17 2015 SHORT-TERM PRIORITIES 3B. Climate Change Adaptation Implement top-priority initiatives articulated in the City s Climate Change Adaptation Strategy, with a current-year focus on completing a coastal flood risk assessment and identifying highest priority flood-proofing actions. Deputy City Manager 3C. Solid Waste Strategies and Services Update the City s solid waste strategies and operations, with a focus on (a) developing a longterm waste management strategy that includes consideration of the role of the Vancouver Landfill, (b) in consultation with Metro Vancouver, updating the Vancouver Landfill tipping fee strategy, (c) updating the Vancouver Landfill legal agreements among the City of Vancouver, Metro Vancouver and the Corporation of Delta, and (d) continuing to adjust the City s recycling operations to accommodate changes arising from new extended producer responsibility legislation and contractual relationships with Multi-Material British Columbia. 3D. Urban Forest Strategy Develop and implement Phase 2 of the City s Urban Forest Strategy. GM, Board of Parks and Recreation 3E. Greenest City 2020 Action Plan Refresh Building on the current Greenest City 2020 Action Plan (GCAP), (a) refresh the GCAP to identify next set of priority actions required to advance toward the plan s goals, including the development of a new biodiversity target, and (b) develop a plan for reducing carbon emissions city-wide by 80% by the year Deputy City Manager GM, Engineering Services 13

18 4 THE CITY INSPIRES EXCELLENCE IN THE WORKPLACE AND IN ITS EMPLOYEES The City develops and sustains a dynamic, healthy and safe workplace environment that consistently attracts and retains top-quality people and enables them to perform at their best. MEASURED BY Average number of workdays lost to absenteeism Employee workplace injury rate Percent turnover in first year of employment, excluding VPD and VPL 14

19 2015 SHORT-TERM PRIORITIES 4A. Employee Engagement and Internal Communications Implement top-priority initiatives arising out of the most recent employee engagement survey, with a current-year focus on (a) continuing to enhance the skills and capacity of leaders across the organization, (b) implementing strategies to improve the effectiveness of internal communications, and (c) preparing for a constructive process to renew the City s collective agreements that are due to expire in December B. Talent Attraction and Retention Enhance the City s current talent attraction and retention strategy, with a current-year focus on (a) replacing the City s current online recruitment system, and (b) continuing to improve the efficiency and effectiveness of the City s hiring processes, building on the success of the Park Board recruitment pilot project. GM, Human Resource Services 4C. Corporate Health and Safety Initiatives Enhance the City s health, wellness and safety strategies, with a current-year focus on improving safety management practices, reducing workplace injuries and associated lost time. GM, Human Resource Services GM, Human Resource Services 15

20 5 THE CITY OPTIMIZES STRATEGIC PARTNERSHIPS AND COLLABORATIONS The City cultivates strong intergovernmental relationships and seeks opportunities to leverage benefits from strategic partnerships and collaborations. MEASURED BY Percentage of total capital funding provided by external partners Percentage of total operating funding provided by external partners 16

21 2015 SHORT-TERM PRIORITIES 5A. First Nations Collaboration Initiative Continue to engage interdepartmental staff and expertise to strengthen our partnerships with local First Nations and urban Aboriginal citizens on projects that contribute to reconciliation and betterment of the city. City Clerk 5B. Healthy City Strategy Partnerships In collaboration with Vancouver Coastal Health and a number of other strategic partners, develop an implementation plan for the highest-priority initiatives recommended in the 2014 Healthy City Strategy, with a current-year focus on (a) developing a set of Healthy City metrics and an associated dashboard to track progress, (b) collaborating with other public sector agencies to leverage under-used space for childcare and other purposes beneficial to the community at large, and (c) increase public participation in lifelong learning through the Learning City s Summer of Learning pilot initiative. GM, Community Services Chief Librarian Tourism Vancouver/Al Harvey 17

22 6 The City strives to make Vancouver a sustainable, affordable, inclusive and livable city with a strong sense of place, through planning that ensures land use, transportation, energy, public realm, community amenities, social services, and food delivery systems are well integrated into our diverse communities and across the city. MEASURED BY VANCOUVER IS A SUSTAINABLE, AFFORDABLE, LIVABLE AND INCLUSIVE CITY Tonnes of Vancouver residential garbage collected Number of City of Vancouver housing units committed and opened Number of childcare spaces enabled by the City of Vancouver Percentage of trips made using sustainable modes walking, biking, transit Litres of water consumed per capita Tourism Vancouver/Cycle City Tours 6A. Local Housing Availability and Affordability Advance toward the housing goals articulated in the City s Housing and Homelessness Strategy, with a currentyear focus on (a) bringing the City s new Vancouver Affordable Housing Agency to steady-state operations and developing five hundred new affordable homes over the next three years through this agency, (b) updating the City s policy on how to address the loss of rental housing units ( rate of change policy), and (c) updating the City s policy on three-bedroom residential units. Chief Housing Officer 18

23 2015 SHORT-TERM PRIORITIES 6B. Broadway Corridor Rapid Transit 6C. GHG Reduction Plan for New and Existing Buildings 6D. Downtown and Cambie Corridor District Energy 6E. Community Planning and Heritage Action Plan Coordinate strategy and efforts with key partners to educate the public on the benefits of the Mayors Transportation and Transit Plan in anticipation of the associated 2015 public referendum, to advance progress on the proposed Broadway SkyTrain Extension project planning, and to secure senior government funding for this project. GM, Engineering Services Advance toward the Greenest City 2020 Action Plan GHG reduction targets by (a) implementing the Energy Retrofit Strategy for Existing Buildings that was approved by City Council in 2014, and (b) developing a strategy for requiring all new buildings constructed from 2020 onward to be carbon-neutral in operations, that includes proposed tactics and associated costs implications for the City and for building developers, owners and/or occupiers. Working with the appropriate private industry and public sector partners, enable the delivery of the Cambie Corridor and downtown district energy systems. GM, Engineering Services Ensure future growth meets the needs of Vancouver communities and contributes to sustainable, affordable, livable and inclusive neighbourhoods, with a current-year focus on (a) community planning that includes Phase 3 of the Cambie Corridor Planning Program, the False Creek Flats Plan, the Downtown Places and Spaces Plan, and planning related to the Georgia and Dunsmuir viaducts, and (b) implementing the toppriority recommendations in the City of Vancouver Heritage Action Plan. Deputy City Manager GM, Planning and Development Services 19

24 7A. Vancouver Innovation Hub Work with third-party partner to establish an earlystage technology and social enterprise incubator/accelerator in downtown Vancouver that is inclusive and collaborative, and that complements the existing local array of business incubators and accelerators. 7 VANCOUVER S BUSINESS CLIMATE IS DYNAMIC AND ROBUST Tourism Vancouver/Al Harvey GM, Real Estate and Facilities Management CEO, Vancouver Economic Commission The City fosters the relationships and provides the services and regulatory environment that support a flourishing local economy, and ensures that the City s land use planning reflects the diverse needs of industry and businesses of all sizes over the long-term. MEASURED BY Square feet of floor area from approved building permits Number of business licences issued, excluding vehicles for hire Number of green jobs 20

25 2015 SHORT-TERM PRIORITIES 7B. Support to Entrepreneurs and Innovators Undertake a set of initiatives to support Vancouver s entrepreneurs and innovators, with a current-year focus on (a) establishing a green enterprise zone in the False Creek Flats industrial area, designed to bring together various stakeholders to enable green business and attract investment, (b) implementing a green/digital demonstration program designed to assist local entrepreneurs in accelerating commercialization of their innovations and attracting investment capital, and (c) developing and implementing the Vancouver Capital Attraction Initiative, with the objective of promoting Vancouver as a destination for investment capital. 7C. Updated Sign Bylaw Complete a review of the City s current Sign Bylaw and update legislation and associated processes to reflect best practices and stakeholder input. GM, Planning and Development Services 7D. Targeted Property Tax Land Averaging For the 2015 tax year, implement the 2014 Property Tax Policy Review Commission s recommendation to transition from using threeyear land value averages for calculating property taxes for all properties, to applying three-year land averaging only to a select set of properties that experience an increase in property value above a specified threshold. GM, Financial Services Group 7E. Sport Hosting Working with a range of external strategic partners, develop and implement the City s sport hosting strategic plan, intended to promote Vancouver as a premier sport hosting destination, and aligned with other key City objectives including active living, community development and economic development, to include enhancements to sports field infrastructure. GM, Board of Parks and Recreation CEO, Vancouver Economic Commission 21

26 8A. Emergency Preparedness Systems and Infrastructure 8 The City provides the high-quality and effective police, fire, emergency preparedness and regulatory services that make Vancouver safe and enjoyable for residents, businesses and visitors. MEASURED BY VANCOUVER IS A SAFE CITY IN WHICH PEOPLE FEEL SECURE Enhance City support for public emergency preparedness, with a current-year focus on (a) conducting a functional emergency exercise, (b) replacing the City s emergency management information system, (c) fully implementing the new Vancouver Volunteer Corps management and operational structure, and (d) in collaboration with the private sector, developing a building damage assessment program. Deputy City Manager Response time to fire emergency (priority 1) calls Average dollar loss per fire Number of medical incidents, including motor vehicle incidents Response time of Vancouver Police Department to emergency (priority 1) calls Number of property crimes reported per 1,000 population Number of violent crimes reported per 1,000 population Number of traffic collisions per capita Number of Emergency Operations Centre staff trained 22

27 2015 SHORT-TERM PRIORITIES 8B. Marine and Shoreline Safety and Environmental Protection 8C. Policing and Mayor s Task Force Implementation 8D. Vehicle, Cyclist and Pedestrian Safety 8E. Medical Response Optimization Advance marine and shoreline safety and environmental protection, with a currentyear focus on (a) monitoring, evaluating and responding to the proposed Kinder Morgan oil pipeline expansion, in order to ensure that the appropriate risk mitigation and emergency response measures are in place if/when the project advances, and (b) in collaboration with Port Metro Vancouver and inner harbour municipalities, implementing the renewed marine fire response program. Deputy City Manager Fire Chief Building on the work undertaken in a series of recent VPD reports as well as the 2014 report of the Mayor s Task Force on Mental Health and Addictions, continue the VPD s multidisciplinary approach to interactions with mentally ill individuals, including tracking and reporting VPD calls for service that involve mentally ill individuals. Chief Constable Meet the VPD 2.5% annual reduction target for vehicle collisions that result in injury and/or death through the initiatives identified in the VPD Strategic Plan that include the implementation of a new pedestrian and cycling police unit, increased enforcement and education for drivers, cyclists and pedestrians, and collaboration among the VPD, the City of Vancouver Engineering Services department and the Insurance Corporation of BC, with a focus on improving the safety of roadways. Chief Constable Through collaboration and coordination with E-Comm, British Columbia Emergency Health Services, Provincial Health Services Authority and BC Ambulance Services, enhance the efficiency of Vancouver Fire and Rescue Services role in emergency medical response. Fire Chief 23

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