Addendum - October 03, 2016 - Nanaimo€¦ · addendum . regular council meeting . shaw auditorium,...

ADDENDUM REGULAR COUNCIL MEETING

SHAW AUDITORIUM, 80 COMMERCIAL STREET, NANAIMO, BC MONDAY, 2016-OCT-03, AT 7:00 P.M.

PAGES 7. ADMINISTRATION:

(a) Status of Reports Requested by Council – Add attachment. Pg.1-2

(d) Add - Property Maintenance for Industrial Property

Purpose: To present, as requested by Council, information on propertymaintenance enforcement options for industrially zoned properties.

Note: At the 2016-SEP-26 Special Open Council MeetingCouncillor Yoachim requested that this item be placed on the2016-OCT-03 Council Meeting agenda.

Pg.3-4

9. COMMUNITY SERVICES:

(a) Lower Colliery Dam – Auxiliary Spillway Final Costs – add delegationMr. Robert Fuller.

(d) Development Permit No. DP1007 – 1680 and 1690 TownsiteRoad - add delegation Traine Developments on behalf of CMTCArchitect.

(k) Remove Unauthorized Suites – 3463 Blackfoot Way

(m) Add - Opportunities Assessment of City-Owned Greater NanaimoWater District Lands

Purpose: To present Council with an opportunities assessment of the City-owned Greater Nanaimo Water District lands, with a focus on portions of the property that could be considered for park and non-park uses.

Pg.5-9

10. BYLAWS (with no accompanying report):

(b) That “Zoning Amendment Bylaw 2015 No. 4500.078” (To rezone3425 Uplands drive from Single Dwelling Residential (R1) toTownhouse Residential (R6)) be adopted.

Pg.10-11

ADDENDUM – COUNCIL 2016-OCT-03 PAGE 2 15. CORE SERVICES REPORT AND DELEGATIONS:

(a) Add - Core Services Review Implementation Plan

Purpose: To present Council with the Core Services Review Implementation Plan and Focus Area Statements for their approval and adoption.

Staff Recommendation: That Council: 1. adopt the Core Services Review Implementation Plan

(Attachment A); and, 2. adopt the following 11 Core Service Review Focus Area

Statements: (1) That the Nanaimo City Council develop a strong and

sustainable Strategic Plan to guide the City and give direction to the administration in its development of operational plans and activities.

(2) That the City of Nanaimo strengthen its corporate policy framework to guide the design, delivery, tracking and reporting of all municipal services and activities.

(3) That the City of Nanaimo continue its focus on developing strong staff capacity, choosing tools and methodologies that will enable effective and efficient service delivery.

(4) That the City of Nanaimo develop financial policies and practices to ensure the economic use of municipal resources, and to work towards future financial sustainability.

(5) That the City of Nanaimo invest in appropriate IT infrastructure to enable efficiencies through consolidation, standardization and automation of key service delivery processes.

(6) That the City of Nanaimo commit to a common, integrated maintenance framework of programs and organizational structures for its physical assets (including buildings and vehicles) and that the management tools to support this initiative be standardized and on behalf of the entire corporation.

(7) That the City of Nanaimo commit to a single, integrated purchasing system for all municipal acquisitions.

(8) That the City of Nanaimo commit to the use of service information in decision making by establishing, tracking and publicizing meaningful and timely performance measures.

(9) That the City of Nanaimo design clear and accountable guidelines to effectively partner with community organizations and agencies to provide specialized services.

Pg.12-34

ADDENDUM – COUNCIL 2016-OCT-03 PAGE 3

(10) That the City of Nanaimo develop proper mandates and effective monitoring, mainly of grants to outside agencies.

(11) That the City of Nanaimo decide on available opportunities to reduce expenditures and streamline operations.

No. Date (2015) Title of Report Lead Support Assigned to Completed?1 C150119 Urban Aboriginal Affordable Rental Facility - 1406 Bowen Rd NAC CLERK Guillermo Ferrero Yes2 C150220 Animal Control - Standards and Care of Dogs CD Toby Seward Yes3 C150220 Animal Control - Cat Regulations - SPCA CD Toby Seward Yes4 C150420 Proposed Changes to Cultural Funding Programs CD Suzanne Samborski Yes5 C150504 Watermain at MacMillan Road options North Cedar Imp. EM COO EPW Bill Sims No6 C150601 Property Maintenance Commercial/Industrial CD Clerk Yes

7 C150615 Amendment to Option to Purchase Agreement: 100 Gordon Street Conference Centre Hotel SSS Main CLERK CD Guillermo Ferrero and Dale Lindsay Yes8 C150720 Property Disposition 611 Harewood Road CD Dale Lindsay Yes9 C150720 Terminal/Nicol Corridor Technical Steering Committee - TOR CD Dale Lindsay Yes

10 C150720 Terminal/Nicol Corridor Technical Steering Committee - N/A Struck to DNBIA CD Dale Lindsay No11 C150817 Nanaimo Youth Advisory Council Vacancies CD Toby Seward Yes12 C150817 100 Gordon Street - Requisition CD Dale Lindsay Yes13 C150817 Fire Response Times - New Fire 2 Engine CD Toby Seward Yes14 C151207 Access Options for Linley Valley West - 5290 Rutherford 02P CD Dale Lindsay Yes15 C151207 Colliery Dams 24/7 Live Web Camera CLERK Guillermo Ferrero Yes16 C151219 Wine in Grocery Stores cross Ref w/ Liquor Control Strat. CD Dale Lindsay IP17 COW150112 Days of Council Meetings C COW_PHO Schedules CLERK Guillermo Ferrero Yes18 COW150309 Re: establishing a Watershed Board- June Ross COO Bill Sims No19 COW150413 Illegal dumping Clerk Clerk No20 COW150427 Administration - Cemeteries EPW John Elliot and Charlotte Davis No21 COW150427 Watershed Governance and Management RDN COO Bill Sims No22 COW150525 Motion brought forward by Councillors Pratt and Thorpe - Cemetery COO Geoff Goodall No23 COW150713 Quarterly Direct Award Purchases - Bylaw 2013 No. 7175 CFO Deborah Duncan Yes24 COW150713 Colliery Dam Update from 2015-Jul-06 Council Meeting TOR for Committee etc. CLERK Toby Seward and Guillermo Ferrero Yes25 COW150713 Letter regarding concerns related to Bill 22 - 1 km criteria BC Liquor CD Dale Lindsay Yes26 COW150713 The importance of video recording all meetings of Council - Options to record SARC CLERK Guillermo Ferrero Yes27 COW150928 Automated Collection of Solid Waste EPW John Elliot Yes28 soC150622 Licensing and Control of Animals (Cats) - SPCA CD Clerk Rod Davidson No29 soC150622 DNBIA funding Request for Terminal Avenue Precinct Projects CD Dale Lindsay Yes30 soC150622 Nanaimo Aboriginal Centre Affordable Housing Proposal 1406 Bowen Road CD Toby Seward Yes31 soC150831 Garbage Automation COO Geoff Goodall Yes32 soC150914 Councillor thorpe re: Status of Watson Governance Report Recommendations CLERK Guillermo Ferrero Yes33 soC151214 Trees Medical Cannabis Dispensary, re: licensing regulations - Report on regulation CD Dale Lindsay No34 soC151214 Summary of Fire Plan reports from the 2005 Ten Year Fire Plan - November EM Craig Richardson No35 soCOW151117 2016-2020 Financial Plan - Payment in Lieu of Taxes - 2 Actions CFO PR Victor Mema and Richard Harding No36 COW151123 Worksafe Claims Statistics HR John Van Horne Yes

Report to Council2016-OCT-03

1

No. Date (2016) Title of Report Lead Support Assigned to Completed?1 C160307 Mariner Field Lighting Project PR Richard Harding Yes2 C160307 Bylaw Contravention Notice - Secondary Suites - Notice on Title (Section 57) CD Dale Lindsay No3 C160502 Councillor Bestwick - Council Travel/Conference Funds Policy CFO CLERK Victor Mema and Chris Jackson Yes4 C160502 Councillor Hong - Nanaimo Youth Poet Laureate Program CD Chris Sholberg Yes5 C160516 Request for Offers - 2103 Bowen Road CD Dale Lindsay No6 C160620 Councillor Yoachim - Human Trafficking CD Dale Lindsay and John Horn Yes7 C160711 Committee Structure - 18 Motions CLERK Sheila Gurrie Yes8 C160711 Committee Structure - Operating Guidelines CLERK Sheila Gurrie No9 C160711 Bylaw Contravention Notices - Illegal Secondary Suite 297 Harewood Road CD Dale Lindsay No

10 C160808 Etown Hall Core Services Review Consultation CAO Tracy Samra Yes11 C160808 Core Services Review Implementation - Plan CAO Tracy Samra No

12 COW160222Councillor Brennan re: Representation of Cycling and Disability Community on Planning and Transportation Committee - Link to Operating Guidelines CLERK Jane Armstrong No

13 COW160314 DNBIA Grant Application for Terminal Avenue Drinking Water Exmption Study CLERK Dale Lindsay No14 COW160314 re: Proposed modifications to a bakery at 5491 Rutherford Road CD Dale Lindsay Yes

15 COW160314 re: Proposed modifications to a bakery at 5491 Rutherford Road, , Home based business CD Dale Lindsay No16 COW160411 2016-2020 Financial Plan 2016 PTR Bylaw CFO Victor Mema Yes17 COW160509 Nanaimo Search and Rescue Lease of GNWD Lands CD PR Dale Lindsay and Richard Harding IP18 COW160509 Re: Council Remuneration CFO Victor Mema No19 COW160530 Core Services Review Final Report CAO Tracy Samra No20 COW160627 Beban Park Central Facility Development Opportunities- Open house held PR Richard Harding IP21 COW160627 MBA Games Organizing Committee - No report possible CAO Tracy Samra Yes22 COW160822 Councillor Brennan - Medical Marijuana-related Victoria Business Bylaw CD Dale Lindsay Yes23 soC160425 Delegations (not related to a report to Council) Report on TPP CD Clerk No

24 soCOW160718 Supply, Delivery, and Distribution of Wheeled Carts Contract Awarded - Rep Stopped EPW CFO John Elliot IP25 soCOW160718 Colliery Dam Park Improvement Process and Action Plan PR Richard Harding Yes

Legend:Date: = Meeting type followed by YY/MM/DAY C=Open Council MeetingCOW = Committee of the Whole MeetingsoC = Special Open Council MeetingsoCOW = Special Open Committee of the WholeMatching colours indicates a link between motions to its matching colour

2

Council 2016-SEP-19Regular Council Meeting2016-OCT-033

4

CITY OF NANAIMOt h i H A a o o u a . - v ^ c i t r

Information ReportFile Number: LD002216

DATE OF MEETING October 3, 2016

AUTHORED BY BILL CORSAN, MANAGER, REAL ESTATE

SUBJECT OPPORTUNITIES ASSESSMENT OF CITY-OWNED GREATER NANAIMO WATER DISTRICT LANDS

OVERVIEW

Purpose of ReportTo present Council with an opportunities assessment of the City-owned Greater Nanaimo Water District lands, with a focus on portions of the property that could be considered for park and non-park uses.

DISCUSSION

At the 2016-SEPT-26 Special Open Council meeting, a Staff report was presented to Council containing information on the existing archaeological and environmental features of 801, 1150 and 1151 Nanaimo Lakes Road. These lands are often referred to as the Greater Nanaimo Water District (GNWD) lands and total 84ha (208ac in size).

Council motioned to direct Staff to undertake an opportunities assessment on the property to identify portions of the lands that could be considered for park and non-park uses.

Attachment A identifies the environmental features of the property. This includes the environmentally sensitive areas identified in the previous Staff report, the archaeological features, a buffer for riparian areas, the 30, Parkway setback and those lands with a slope greater than 30%. These lands have high park values and would support retention in their natural state.

Attachment B illustrates the existing trail network, users of the site, and legal rights-of-way.Many of these lands have been disturbed and have low park values.

Attachment C identifies that 52ha (128ac) of land has park values. Four areas are identified that could be considered for non-park uses, totalling 32ha (79ac) of land. Area 1 contains the former GNWD offices. Area 2 and 3 are currently forested and contain walking trails. Area 4 contains the City’s animal shelter and forest.

Currently, the GNWD lands have limited development potential due to their location outside the Urban Containment Boundary and their Official Community Plan (OCP) designation as 'Resource Protection’. The lands are zoned Agricultural Rural Residential (AR2) which limits lot sizes to 1 ha (2.5ac) in size and does not support the provision of City water or sewer. Going forward, if there is a desire to explore non-park uses, more detailed analysis should be done on servicing costs and an amendment to the OCP and Zoning Bylaw could be brought forward to Council for consideration.

IRV1

Regular Council Meeting2016-OCT-03

5

CITY OF NANAIMOT H E H A It D O U It I T Y

Information Report O ctober# 2016 OPPORTUNITIES ASSESSMENT OF CITY-OWNED GREATER NANAIMO

WATER DISTRICT LANDS Page 2

Following Council direction from the 2016-SEP-26 Special Open Council meeting, Staff will commence a public engagement process on the existing conditions and opportunities assessment. A Staff report will be brought to Council to summarize the public engagement process.

SUMMARY POINTS

• Staff has completed an opportunities assessment of the GNWD lands and identifiedportions of the property that could be considered for park and non-park uses,

o The total property is 84ha (208ac) in size. Park uses occupy 52ha (128ac) of theproperty. Land that would support non-park uses is concentrated in four areas, for atotal of 32ha (79ac).

o Development of non-park uses would require amendments to the OCP and rezoning andmore detailed analysis would be needed to determine if they are economically viable,

a Staff will present the park and non park options to the public at an upcoming open house.

ATTACHMENTS

Attachment A: Environmental Features Attachment B: Existing Uses & Encumbrances Attachment C: Potential Park and Non-Park Uses

Submitted by: Concurrence by:

Bill CorsanManager, Real Estate munity Development

Richard H ard ing^Director, Parks & Recreation

6

ATTACHMENT A

J City of NanaimoEnvironmental Features on 801,1150,1151 Nanaimo Lakes Road

Parcels A Culturally |-------1 Environmentally | 1 " '“ I Parkway 30mM odified Tree '--------- ' Sensitive Areas *------- - J Setbacko f Interest

Archaeological

PubIishe<J:Seplember 28.2016

Meters

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C IT Y OF' N A N A IM O

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Siteo Potential

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I Steep Slope

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7

ATTACHMENTB

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1 Existing Land Uses for 801,1150,1151 Nanaimo Lakes Road 0 625 125 250

Miters G I S S E C T I O N

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8

ATTACHMENT C

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o f Inte rest A M odm ed Tree □ N ° n Park UseS □ Park UseS15.000

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9

CITY OF NANAIMO

BYLAW NO. 4500.078

A BYLAW TO AMEND THE CITY OF NANAIMO “ZONING BYLAW 2011 NO. 4500”

WHEREAS the Council may zone land, by bylaw, pursuant to Sections 890, 891, 903 and 904 of the Local Government Act;

THEREFORE BE IT RESOLVED the Municipal Council of the City of Nanaimo, in open meeting assembled, ENACTS AS FOLLOWS:

1. This Bylaw may be cited as the “ZONING AMENDMENT BYLAW 2015 NO. 4500.078”.

2. City of Nanaimo “ZONING BYLAW 2011 NO. 4500" is hereby amended as follows:

By rezoning the lands legally described as LOT 51, DISTRICT LOT 18, WELLINGTONDISTRICT, PLAN 13120 (3425 Uplands Drive) from Single Dwelling Residential (R1) toTownhouse Residential (R6) as shown on Schedule A.

PASSED FIRST READING 2015-JUN-15 PASSED SECOND READING 2015-JUN-15 PUBLIC HEARING HELD 2015-NOV-05 PASSED THIRD READING 2015-NOV-05 COVENANT REGISTERED 2016-SEP-16 ADOPTED

MAYOR

CORPORATE OFFICER

File: RA349 Address: 3425 Uplands Drive


10

11

CITY OF NANAIMO

Staff ReportDATE OF MEETING October 3, 2016

AUTHORED BY TRACY SAMRA, CAO

SUBJECT CORE SERVICES REVIEW IMPLEMENTATION PLAN

OVERVIEW

Purpose of ReportTo present Council with the Core Services Review Implementation Plan and Focus AreaStatements for their approval and adoption.

RecommendationThat Council:1. adopt the Core Services Review Implementation Plan (Attachment A); and,2. adopt the following 11 Core Service Review Focus Area Statements:

(1) That the Nanaimo City Council develop a strong and sustainable Strategic Planto guide the City and give direction to the administration in its development ofoperational plans and activities.

(2) That the City of Nanaimo strengthen its corporate policy framework to guide thedesign, delivery, tracking and reporting of all municipal services and activities.

(3) That the City of Nanaimo continue its focus on developing strong staff capacity,choosing tools and methodologies that will enable effective and efficient servicedelivery.

(4) That the City of Nanaimo develop financial policies and practices to ensure theeconomic use of municipal resources, and to work towards future financialsustainability.

(5) That the City of Nanaimo invest in appropriate IT infrastructure to enableefficiencies through consolidation, standardization and automation of key servicedelivery processes.

(6) That the City of Nanaimo commit to a common, integrated maintenanceframework of programs and organizational structures for its physical assets(including buildings and vehicles) and that the management tools to support thisinitiative be standardized and on behalf of the entire corporation.

(7) That the City of Nanaimo commit to a single, integrated purchasing system for allmunicipal acquisitions.

(8) That the City of Nanaimo commit to the use of service information in decisionmaking by establishing, tracking and publicizing meaningful and timelyperformance measures.

(9) That the City of Nanaimo design clear and accountable guidelines to effectivelypartner with community organizations and agencies to provide specializedservices.

(10) That the City of Nanaimo develop proper mandates and effective monitoring,mainly of grants to outside agencies.

(11) That the City of Nanaimo decide on available opportunities to reduceexpenditures and streamline operations.

SRV1


CITY OF NANAIMO Staff Report October 3, 2016 CORE SERVICES REVIEW IMPLEMENTATION PLAN

Page 3

T H E u n s n r t u n ^ t i t v

(10) That the City of Nanaimo develop proper mandates and effectivemonitoring, mainly of grants to outside agencies.

(11) That the City of Nanaimo decide on available opportunities to reduceexpenditures and streamline operations.

a Policy Implication: Core Services Review recommendations focus on development of policy suite.

• Engagement Implication: Engagement with internal and external stakeholderswill continue.

e Strategic Priorities Implication: Core Services Review is a Council priority and is part of the Strategic Plan priority, governance renewal.

2. That Council provide alternate direction.

SUMMARY POINTS

• Staff have recommended that Council approve the Core Services ReviewImplementation Plan and Focus Area Statements, as presented.

• Staff will have detailed work synopsis’ outlining their progress.® Reports regarding implementation of the recommendations will be brought forward to

Council starting in October 2016.

ATTACHMENTS

Attachment A - Core Services Review Implementation Plan Attachment B - WMC Presentation “Implementation Plan for Core Services Review

Recommendations”

Submitted by:

Tracy Samra, CAO

13

Implementation Plan for Core Services Review

(CSR) Recommendations

October 3rd, 2016 14

CONTENTS

1. CSR Recommendations Overview

2. Implementing CSR Recommendations

3. High level recommendation for Council

4. Portfolio by Accountabilities

1. CAO

2. CFO

3. COO

4. Strategic Planner

5. HR Director

6. City Clerk

5. Next Steps

15

CSR Recommendations Overview

By Status 5 Implemented

27 in progress

58 planned, but yet to

begin(high-level)

By Accountability 22 with CAO

23 with CFO

16 with COO

17 with Strategic Planner

8 with HR Director

4 with City Clerk

90* individual CSR recommendations

* Excludes recommendation for Council to “Approve the 11 CSR Focus Area Statements”

16

Implementing CSR Recommendations

Accountabilities – One accountable person identified for all

recommendations

Initiatives – Recommendations will be reviewed and logically grouped

into Initiatives for efficient implementation.

17

High-level Recommendation for Council

1 – Strategic Plan That the Nanaimo City Council develop a strong and sustainable Strategic Plan to guide the City and give direction to the administration in its development of operational plans and activities.

2 - Policy Framework That the City of Nanaimo strengthen its corporate policy framework to guide the design, delivery, tracking and reporting of all municipal services and activities.

3 -Staff Capacity That the City of Nanaimo continue its focus on developing strong staff capacity, choosing tools and methodologies that will enable effective and efficient service delivery.

4 - Finance Policies That the City of Nanaimo develop financial policies and practices to ensure the economic use of municipal resources, and to work towards future financial sustainability.

5 - IT Infrastructure That the City of Nanaimo invest in appropriate IT infrastructure to enable efficiencies through consolidation, standardization and automation of key service delivery processes.

6 - Integrated Maintenance That the City of Nanaimo commit to a single, integrated maintenance program for its physical assets (including buildings and vehicles) and that the management tools to support this initiative be standardized and on behalf of the entire corporation.

7 - Integrated Purchasing That the City of Nanaimo commit to a single, integrated purchasing system for all municipal acquisitions.

8 - Performance Measures That the City of Nanaimo commit to the use of service information in decision making by establishing, tracking and publicizing meaningful and timely performance measures.

9 - Community Partnerships That the City of Nanaimo design clear and accountable guidelines to effectively partner with community organizations and agencies to provide specialized services.

10 - Grant Mandates & Monitoring That the City of Nanaimo develop proper mandates and effective monitoring, mainly of grants to outside agencies.

11 - Efficiencies and Streamlining That the City of Nanaimo decide on available opportunities to reduce expenditures and streamline operations.

Approve the 11 CSR Focus Area Statements

18

Portfolio by Accountability - CAO

CSR recommendations completed by CAO: Adopt 2012 vision or create a new one (CSR

recommendation 1.C.1)

Eliminated one management position in Bylaw Services section of the Social and Protective Services Department(currently vacant and budgeted for $110,000 per annum) (CSR recommendation 11.A.1.1)

Eliminate the Culture & Heritage Group Director position (currently vacant and budgeted for $140,000 per annum) (CSR recommendation 11.A.1.2)

19

Initiatives Portfolio by Accountability - CAO

Q4 2017 Q2 2017 Q1 2017 Q4 2016 Q3 2017

NEDC*

2018

Island Corridor Rail Foundation

DNBIA*

VICC*

89 Prideaux

* Commenced Q3 2016

Opportunities with School Board, SFN, RDN & Y

Prisoner guard positions

Operational Reviews Contracting in Policy

RCMP Negotiations

Close the Departure Bay Activity Centre

Beban Pool

Note: Each initiative addresses one or more CSR recommendations

20

Portfolio by Accountability - CFO

CSR recommendation completed by CFO: Consolidated the Financial Analyst with the existing

Financial Analyst that supports PRE and E&PW into Financial Services (CSR recommendation 11.A.5)

21

Initiatives Portfolio by Accountability - CFO

Q4 2017 Q2 2017 Q1 2017 Q4 2016 Q3 2017 Purchasing*

2018

Planned for 2018 & beyond Prepare an implementation plan to introduce multi-year budgeting, leading to four-year budgeting that

coincides with the terms of councils (CSR Recommendation 1.A.2) Continue plans to implement modified zero-based budgeting (CSR Recommendation 4.A.2)

Bylaw 7073*

Asset Management Funding*

Debt Policy

Grants & PTEs

Capital Projects Improvements

Revenue Policy

Investment Policy

Cost Allocation Model

* Commenced Q3 2016


22

Initiatives Portfolio by Accountability - COO

Q4 2017 Q2 2017 Q1 2017 Q4 2016 Q3 2017 2018

Facilities and Parks & Recreation Master Plans

CMMS Implementation

FleetFocus Upgrade

GPS Re-deployment

Fleet Services Vehicle Rentals

Facilities Management Consolidation (complete by Q1 2018)

Fleet Services Operational Improvements

Automated trucks & bins

Thermoplastic pavement & asphalt milling


23

Initiatives Portfolio by Accountability – Strategic Planner

Q4 2017 Q2 2017 Q1 2017 Q4 2016 Q3 2017 2018

Corporate Operations Plan

Performance Measures

Social Wellness Strategy

Capital Projects Policy PRE Improvements

Community Development Improvements

Planned for 2018 & beyond Develop a clear policy with Council on sponsorships, naming and partnering so that revenues may be increased

without cost to residents (CSR Recommendation 2.A.3)


24

Portfolio by Accountability – HR Director

CSR recommendation completed by HR Director: Position for developing & coordinating strategic and

operational planning processes complete, staffing underway (CSR recommendation 1.A.3)

25

Initiatives Portfolio by Accountability – HR Director

Q4 2017 Q2 2017 Q1 2017 Q4 2016 Q3 2017

Collective Bargaining

2018

Management Bylaw 7000

Refine HR Polices & Practices Consolidate

Police Support Services bldg.

main. staff


26

Initiatives Portfolio by Accountability – City Clerk

Q4 2017 Q2 2017 Q1 2017 Q4 2016 Q3 2017

Hotel Parking Fees Negotiation*

2018

CPSO Closure

Bylaw & Parking Services

improvements*

* Commenced Q3 2016


27

Next Steps

Planning – A one-page charter will be developed for each initiative,

including those already in progress (click here for the template)

– Timelines may be tweaked as detailed plans are developed

External engagement

– Accountable person and other internal resources assigned to each initiative will approach committees, and other stakeholders (e.g. Union working group) as required.

28

APPENDIX

29

Initiative Charter Template Initiative Name of Initiative

Description Describe the initiative and reference the CSR recommendations addressed through this initiative

Cost $xx Effort H/M/L Change Complexity

H/M/L Proposed Sponsor

Accountable person

Scope Key Stakeholders Key Risks

Includes • To be completed • To be completed

Does not include • To be completed

•To be completed •To be completed

•To be completed •To be completed

Milestones Resources Required •Milestone 1 – Date •Milestone 2 – Date •Milestone 3 – Date

•Internal resources •Consultants •Others

Return to Next Steps 30

Implemention Plan for Core Services Review Recommendations

# Focus Area Action Category Recommendation

Q3 20

16

Q4 20

16

Q1 20

17

Q2 20

17

Q3 20

17

Q4 20

17

Q1 20

18

Q2 20

18

Q3 20

18

Q4 20

18

Q1 20

19 Accountable Consulted Status Reference to CSR report

1 General Council Council to formally accept and approve the 11 CSR focus area statements CAO, Tracy Samra Work in progress NA2 Strategic Plan Council Adopt the 2012 vision created or create a new one. Identify no more than six strategic priorities for the period 2016 to

2019 CAO, Tracy Samra Complete 1.C.1

3 Strategic Plan Council Articulate the full range of community goals and identify and link the City’s program outcomes to these. Strategic Planner Council Yet to begin 1.C.24 Strategic Plan Administrative Develop a four year, rotating Corporate Operations Plan. Departments to prepare 2017– 2019 Operating Plans for each

business unit. Strategic Planner Yet to begin 1.A.1

5 Strategic Plan Administrative Prepare an implementation plan to introduce multi‐year budgeting, leading to four‐year budgeting that coincides with the terms of councils.

CFO, Victor Mema Yet to begin 1.A.2

6 Strategic Plan Administrative Create a position with the responsibility of developing and coordinating strategic and operational planning processes Director ‐ HR, John Van Home

Complete 1.A.3

7 Strategic Plan Administrative Develop and implement the plans and resources needed to conduct a facilities master plan and parks and recreation master plan

COO, Brad McRae Yet to begin 1.A.4

8 Strategic Plan Administrative Develop a long term Social Wellness strategy Strategic Planner Director ‐ Community Development, Dale Lindsay

Yet to begin 1.A.5

9 Policy Framework Administrative Develop, for Council approval, a Capital Projects Policy Strategic Planner CFO, Victor Mema Yet to begin 2.A.1

10 Policy Framework Administrative Foster greater compliance to Purchasing Policies CFO, Victor Mema All Work in progress 2.A.2

11 Policy Framework Administrative Develop a clear policy with Council on sponsorships, naming and partnering so that revenues may be increased without cost to residents

Strategic Planner Yet to begin 2.A.3

12 Policy Framework Administrative Need to clarify Bylaw 7073 on Fees charges, rentals and leasing CFO, Victor Mema Director ‐ Parks & Recreation, Richard Harding

Work in progress 2.A.4

13 Staff Capacity Administrative Develop a Strategic Organization Development Plan to address employee recruitment, retention, appraisal, succession, development and training needs ‐> Review & refine HR policies & practices related to employee recruitment, retention, appraisal, succession, development and training needs.

Director ‐ HR, John Van Home

All Yet to begin 3.A.1

14 Staff Capacity Administrative Seek to provide greater flexibility in staffing and resource allocation in the Collective Agreement Director ‐ HR, John Van Home

Yet to begin 3.A.2

15 Staff Capacity Council Conduct operational reviews of each Municipal program, beginning with those that were not in scope of the Core Services Review, with a target of conducting one or two of such reviews each year.

CAO, Tracy Samra Yet to begin 3.A.3

16 Staff Capacity Administrative Work with CUPE to ease scheduling issues with aquatics staff, and enhance the capabilities of supervisors in conjunction with CUPE.



17 Staff Capacity Administrative Amend the Exempt Management Policy to provide an alternative method for establishing management wage increases, job evaluation & adjusting the movement within Salary Range Provisions.


Yet to begin 3.A.5

18 Staff Capacity Administrative Amend the Management Terms & Conditions of Employment Bylaw to reduce the banking of vacation days. Director ‐ HR, John Van Home

Yet to begin 3.A.6

19 Staff Capacity Administrative Establish a policy on contracting in and the criteria that would have to be met before this could take place CAO, Tracy Samra Director ‐ HR, John Van Home

Yet to begin 3.A.7

20 Finance Policies Council Develop a philosophy on the City’s use of debt to fund major capital and infrastructure projects. CFO, Victor Mema Finance & Audit Committee Work in progress 4.C.1

21 Finance Policies Council Provide governance oversight on the City’s investment portfolio. Audit & Finance Committee

CFO, Victor Mema Work in progress 4.C.2

22 Finance Policies Administrative Develop a plan to fund asset renewal requirement post‐2017, giving consideration to continuing the current 1% tax charge, amending the value upward or downward, and/or using debt

CFO, Victor Mema Work in progress 4.A.1

23 Finance Policies Administrative Continue plans to implement modified zero‐based budgeting CFO, Victor Mema Yet to begin 4.A.2

24 Finance Policies Administrative Incorporate the City’s Debt philosophy in developing a comprehensive Debt Policy. The Debt policy should be integrated with other financial policies including operating and capital budget policies.


25 Finance Policies Administrative Develop a comprehensive revenue policy (and cost allocation model) that enables the City to fully understand its cost of service delivery.


26 Finance Policies Administrative Develop a (comprehensive revenue policy and ) cost allocation model that enables the City to fully understand its cost of service delivery.


Printed on 30/09/2016 Page 1 of 4

Regular Council Meeting

2016-OCT-03

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27 Finance Policies Administrative City should follow its Investment Policy and prepare investment reports and provide updates to Council on a regular basis.


28 IT Infrastructure Administrative Implementation of a common maintenance management system for all City assets should be agreed upon. COO, Brad McRae Yet to begin 5.A.1

29 IT Infrastructure Administrative Implement the planned computerized maintenance management system and integrate it with asset management and work management tools, GIS and financial systems.

COO, Brad McRae CFO, Victor Mema Yet to begin 5.A.2

30 IT Infrastructure Administrative Upgrade FleetFocus to a newer version to support downtime measurement and ensure appropriate training COO, Brad McRae Yet to begin 5.A.3

31 IT Infrastructure Administrative Re‐deploy alternatively‐sourced GPS technology in all City vehicles COO, Brad McRae CFO, Victor Mema Yet to begin 5.A.4

32 Integrated Maintenance

Administrative Consolidate all facility management responsibilities for all City of Nanaimo facilities in one department. COO, Brad McRae Director ‐ HR, John Van Home

Yet to begin 6.A.1


Administrative Consolidate Police Support Services building maintenance staff with the facility maintenance unit. Director ‐ HR, John Van Home

Yet to begin 6.A.2


Administrative Develop and implement the plans and resources needed to bring facility and parks assets to the same level of asset management as is being achieved currently and planned in the future for linear assets



Administrative Assess options for the planned maintenance management application including developing a strategy to integrate with asset management and work management tools, GIS and financial systems.


36 Integrated Purchasing

Administrative Standardize purchasing processes and tools. CFO, Victor Mema Work in progress 7.A.1


Administrative Identify opportunities for aggregating purchases of common categories across departments CFO, Victor Mema Work in progress 7.A.2


Administrative Coordinate all vehicle rentals in Fleet Services COO, Brad McRae CFO, Victor Mema Work in progress 7.A.3

39 Performance Measures

Administrative Define performance measures (5 recommendations) Strategic Planner Yet to begin 8.A.1

40 Performance Measures

Administrative Service Levels Strategic Planner Yet to begin 8.A.2

41 Community Partnerships

Council NEDC CAO, Tracy Samra CFO, Victor Mema Work in progress 9.C.1


Council DNBIA ‐ Discontinue the City Grant, and replace it with project specific grants as justified. CAO, Tracy Samra CFO, Victor Mema Work in progress 9.C.2


Council VICC ‐ Develop and monitor a revised mandate for the management of VICC with defined performance measuresDevelop and implement a credible marketing destination strategy in a collaborative effort with all interested parties.Attract a quality hotel with any city funding contingent on development of the destination strategy aboveDevelop a new management contract containing stronger performance incentives prior to the expiry of the existing contract in 2017

CAO, Tracy Samra CFO, Victor Mema Work in progress 9.C.3


Administrative Explore opportunities to attract the Y to Nanaimo and other partnership opportunities with the school board, RDN and the Snuneymuxw First Nation

CAO, Tracy Samra Director ‐ Parks & Recreation, Richard Harding & Director ‐ Community Development, Dale Lindsay



Administrative Give the Harewood Community Centre to another Community group COO, Brad McRae Yet to begin 9.A.2

46 Grant Mandates & Monitoring

Administrative Review the NEDC grant in the context of an updated strategic plan for the City and for NEDC, and in relation to comparable municipalities

CAO, Tracy Samra Work in progress 10.A.1


Administrative Understand and consider all forms of financial assistance (PTEs, grants and submarket rents) received by applicants when providing funds. No cap should be applied to PTES.





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Administrative To ensure maximum consistence in calculating financial support to benefitting organizations, provide an estimated value for property tax and sub market rents if they are not otherwise available

CFO, Victor Mema Finance & Audit Committee Yet to begin 10.A.3


Administrative Improve the level of financial scrutiny in respect of major operating subsidies, including clarification of mandates and expectations against which performance can be measured.

CAO, Tracy Samra Finance & Audit Committee Yet to begin 10.A.4


Administrative Review of PTEs should last 5 years rather than 3. CFO, Victor Mema Yet to begin 10.A.5


Administrative Landlords of tenants receiving PTE should be obliged to report change of occupancy or face repayment of any PTE received after the tenant leaves.



Administrative Consider not renewing the assistance given to the Island Corridor Rail Foundation, in light of the RDN decision to cease funding this organisation


53 Efficiencies & Streamlining

Council Buy 6 more new automated trucks & bins in the near future to realize potential one‐time cost savings of $255,000. COO, Brad McRae Engineering Work in progress 11.C.1


Administrative Through Reducing Positions1. Eliminate the vacant management position

CAO, Tracy Samra Director ‐ HR, John Van Home

Complete 11.A.1


Administrative Through Reducing Positions2. Eliminate the culture and heritage group director position.


Complete 11.A.1


Administrative Through Reducing Positions3. Eliminate four prisoner guard positions




Administrative Through Increasing Revenues1. Negotiate agreements with the Province and Federal Government/RCMP to reimburse the City for costs of supporting non‐municipal Nanaimo RCMP Detachment members.

CAO, Tracy Samra CFO, Victor Mema Yet to begin 11.A.2


Administrative Through Increasing Revenues2. Renegotiate parking fees with hotels.

City Clerk, Jane Armstrong



Administrative Through Increasing Revenues3. Clarify Bylaw 7073 and increase arena charges to be in the top 2 or 3 on Vancouver Island, Increase rates for commercial users to the highest amount the market will bear and ensure that commercial uses do not displace public uses.

CFO, Victor Mema Director ‐ Parks & Recreation, Richard Harding



Administrative Through Consolidating Space Requirements1. Close the CPSO office and move staff to SARC.


Yet to begin 11.A.3


Administrative Through Consolidating Space Requirements2. Prepare a Facilities Master Plan



Administrative Through Consolidating Space Requirements3. Sell 89 Prideaux and relocate to the Public Works offices when they are rebuilt



Administrative Through Rationalizing Service Levels1. Close the Departure Bay Activity Centre to avoid capital expenditure of $2.1 million and accommodate users elsewhere.

CAO, Tracy Samra Director ‐ Parks & Recreation, Richard Harding

Yet to begin 11.A.4


Administrative Through Rationalizing Service Levels2. Consider closing Beban pool for 3 months in summer instead of one month to reduce costs.

CAO, Tracy Samra Director ‐ Parks & Recreation, Richard Harding

Yet to begin 11.A.4


Administrative Through Operational Improvements focused on Capital Project Development, Planning, Budgeting & Managementi. Modify Project Scope Sheets, created for all except Preliminary Projects to include additional informationii. All projects for which a project charter is to be developed should specify the expected estimating confidence at each stage of project development. Capital projects which are identifiable but for which scope and initial project estimation have not been made should be categorized in the Capital Plan as “Preliminary Projects” and costed at best estimate plus 100% for financial planning purposes.iii. Develop criteria for assessing applicability of alternative project delivery models and include assessment of approved processes in project chartering for applicable projects.

CFO, Victor Mema All Yet to begin 11.A.5




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Administrative Through Operational Improvements focused on Purchasing and Contract Administrationi. Foster increased usage of Purchasing Cards (PCards) ii. Automate replenishment orders.



Administrative Through Operational Improvements focused on Transportation Operations: Develop and bring forward business cases and budgets to Support increased use of thermoplastic pavement markings and purchase of an asphalt milling machine.

COO, Brad McRae Engineering Yet to begin 11.A.5


Administrative Through Operational improvements focused on Fleet Servicesi. Re‐write Vehicle Utilization Policy, Amend Vehicle Allowance Policy and increase availability of assigned or pooled City vehicles, estimated to save $110,000 annually

COO, Brad McRae CFO ‐ Victor & Director ‐ HR, John Van Home

Yet to begin 11.A.5


Administrative Through Operational improvements focused on Fleet Servicesiii. Improve data sources to be able to analyze optimum fleet replacement timing, estimated to result in savings of$32,546 annually.iv. Modify fuel use reports to Directors and the CAO to show year‐over‐year comparisons for each unit

COO, Brad McRae CFO ‐ Victor & Director ‐ HR, John Van Home

Yet to begin 11.A.5


Administrative Through Operational improvements focused on Fleet Servicesii. Implement a 12:00 (noon) to 8:00 p.m. shift for mechanics (John)


Yet to begin 11.A.5


Administrative Through Operational Improvements focused on Police Support Services: Consolidate the Financial Analyst with the existing Financial Analyst that supports PRE and E&PW into Financial Services

CFO, Victor Mema Director ‐ HR, John Van Home

Complete 11.A.5


Administrative Through Operational Improvements focused on Bylaw and Parking Servicesi. Add consulting expertise as needed for technology and parking planning.ii. Cease payments of $78,000 to VICC for security.




Administrative Through Operational Improvements focued on Parks, Recreation and Environmenti. Provide additional planning and marketing resources.ii. Seek a program for low income users that is easier to administer than LEAP.iii. Develop policy to resolve conflicts between user groups relative to facility use and scheduling.iv. Add marketing capabilities to optimize facility.

Strategic Planner Director ‐ Parks & Recreation, Richard Harding

Yet to begin 11.A.5


Administrative Through Operational Improvements focused on Subdivision, Development, Land Use Planning & Approvals i. Improve Coordination between Service Centre and other Community Development sections.ii. Consider the Establishment of a Formal Pre‐Consultation Process to Start Development Application Review Process.

Strategic Planner Director ‐ Community Development, Dale Lindsay

Yet to begin 11.A.5


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