Council Priorities Framework - City of Kelowna

kelowna.ca

Council Priorities Framework - City of Kelowna

Moving Opportunities Forward

Council Focus 2012-2014

June 2012


Moving Opportunities Forward

Vision

To be the best mid-sized city in

North America

Mission

Leading the development of a safe,

vibrant and sustainable city

COUNCIL FOCUS 2012-2014

Grow our economy

Council will act as a catalyst for sustained quality

employment opportunities and prosperity by

actively pursuing partnerships, strategic investment

in municipal services and infrastructure, and reinvestment

in existing assets.

Enhance citizens’ quality of life

Council will enhance citizens’ quality of life by

leveraging strong financial decisions to support

social, cultural and environmental initiatives.

Focus on results

Council will ensure Kelowna progresses towards its

community goals through innovation.

Deliver on our plan

Council will work with citizens, partners and

applicants to move opportunities forward that

create value for the community.

Proactive & pragmatic leadership

Council will focus on providing pragmatic leadership,

working together towards solutions.


MOVING OPPORTUNITIES

FORWARD

City Council seeks to deliver on

the City’s mission to lead the

development of a safe, vibrant

and sustainable city.

In its decision-making, policy

development and its interactions with staff, the

public, investors and other key stakeholders,

Council will move opportunities forward.

A Focus on the Big Picture

Council sees the need for excellent and forwardlooking

plans for the City. Further to this,

key municipal investments in services and

infrastructure and effective re-investments

in existing asset management are viewed as

necessary catalysts for sustained employment

generation and prosperity in Kelowna. Council will

focus on these matters first and foremost and will

work actively from this perspective of governance.

Council will expect staff to address the execution of

plans and administration of day-to-day services.

Achieving Quality Outcomes will be Key

Council values the need to engage residents

and key stakeholders in community building,

investment and decision making processes;

however, the processes alone are not enough to

move the City forward. Council will work with the

community and with administration to make the

challenging decisions (in a timely manner) when

required.

The City has completed a number of important

long range plans over the past three years (e.g.

the Official Community Plan, the Downtown Plan,

etc.) Council recognizes the need now to focus on

implementing the plans, ensuring strong execution,

driving quality outcomes and achieving sustained

results for Kelowna.

Collaborative Approaches are Imperative

Council supports a collaborative approach to

working with applicants, investors and the

community. A “can do” attitude will prevail.

Innovative solutions will be derived and the

opportunity for success will be enhanced by diverse

perspectives brought together to ultimately achieve

City and community objectives. There is a desire for

collaboration and a high degree of responsiveness

in moving ideas and opportunities forward.

Innovation and Risk Taking are Valued

Kelowna will progress toward its community

goals through innovation: in service delivery, in

partnerships with the community, in infrastructure

and facility investment and in financing. Council

will foster a culture of innovation by supporting City

staff in measured risk taking.

Innovation implies a change from the status quo.

This can include the need to take risks and to evolve

and do things differently than may have been

previously contemplated. Council supports staff

in the advancement of approaches, projects and

applications rooted in innovative thinking.

Consistency and Alignment Build Confidence

Investment confidence increases in communities

where Council and staff act with consistency.

Council will work actively with administration to

continue aligning plans and will commit to acting

consistently in their implementation.

1


Pragmatic Leadership can be Expected

Collaborative approaches require a genuine

commitment to active listening and for City staff to

work together toward solutions and results. Council

will focus on providing pragmatic leadership and

decision-making with a commitment to achieving

key outcomes.

Decision Making will be Fair but Firm

Kelowna is a desirable place to live. As the

community becomes increasingly known on the

world stage, growth and pressure for development

will continue to follow.

While Council recognizes the need for employment

and investment growth, a “fair but firm” approach

will be employed in the evaluation of applications

and other matters of Council. Council recognizes

that a specific bar (or standards of expectation)

must be established to ensure the quality of life and

quality of place prized by residents is maintained.

The corollary to these standards is that the

parameters of expectation for investors are then

clarified – this will enhance Kelowna’s reputation as

a place for investment.

2


THE GOVERNANCE

SPECTRUM

The manner in which Council

intends to set the tone for

the City of Kelowna provides

greater clarity of expectations

in how they intend to lead

and govern the City. Beyond

how Council intends to act, staff will benefit from

understanding where Council stands on core

matters of governance.

Planning and Development

Council views their role as enablers of sustainable

investment in the community. They believe

sustainable investment is best achieved through a

fair yet firm implementation of the City’s plans and

policies.

Council seeks to encourage and support investment

whereby advantages accrue to the community,

further City plans and enhance quality of life while

also helping to achieve objectives of the investors/

applicants. Win-win approaches will be highly

valued.

Staff will be empowered, highly motivated and

accountable to work with applicants (pro-active

approach) to help shepherd applications through

their respective processes.

Law, Order and Enforcement

The City of Kelowna has a variety of bylaws which

require development, refinement and enforcement.

Bylaw enforcement is an important function in

ensuring health, safety and community standards.

The level of bylaw enforcement and the resultant

approach, staffing and expenditure levels are

decisions for each Council to make as they set the

tone.

Council’s approach is:

For bylaws which genuinely serve important

preservation of health and safety purposes be

actively enforced by City staff; and

To review remaining bylaws to determine

their cost versus benefit and determine if

streamlining/harmonization can occur to

simplify the enforcement regime and to clarify

expectations for community standards.

Project Evaluation

The City of Kelowna, through its Official Community

Plan and Council Policy on Sustainable Municipal

Infrastructure, has established a multiple bottom

line framework to evaluate program and project

investments from a holistic perspective that

incorporates economic, social, cultural and

environmental considerations.

Council supports the continued use of the multiple

bottom line framework and will endeavour to seek

a balanced approach to decision making. While a

holistic perspective is critical, Council recognizes

the nature of our economic times and will work to

ensure prosperity is fostered in our community.

3


INFLUENCES

ON KELOWNA’S FUTURE

Council members reflected on the

core issues which could influence

Kelowna’s growth and evolution as

a community over the next 10 to 20

years. Key indicators that influences

corporate and strategic planning

processes were identified.

Regional Governance and Impact on Growth

The region is growing and Kelowna’s growth is

outpacing the provincial average. Growth in the

region’s communities also continues to exceed

growth experienced in other areas of the province.

Development on lands in proximity to the City’s

boundaries has multiple impacts on Kelowna’s

infrastructure, services and municipal finances and

will require careful consideration on a variety of

fronts. There may be a need for greater and more

direct City involvement in land use matters on

and outside the City’s boundaries (e.g. there may

be a need in specific circumstances to consider

boundary restructuring where it would provide for

enhanced effectiveness and efficiency in municipal

service delivery and governance).

Water

Water availability, water quality and the approach

to governance for water-related matters will

impact quality of life, opportunity for growth and

development, and sustainability of agriculture

in Kelowna and the broader region. Effective

leadership and coordination are required when it

comes to water-related matters.

University of British Columbia and

Okanagan College

The UBC and Okanagan College campuses

in Kelowna are growing hubs of innovation,

employment and training for Kelowna’s workforce

of today and tomorrow. Continued evolution of the

campuses and integration in the community are

desirable to achieve benefits for all. The annual

economic impact of students, faculty and staff at

both institutions exceeds $1.5 billion. Institutions

of higher learning continue to play a growing

and important role in the regional and provincial

economies.

Kelowna International Airport

Beyond providing access for tourism, Kelowna

International Airport (YLW) is an integral and

growing part of the regional economy. The 2010

Economic Impact Assessment notes that the airport

creates close to 2,700 jobs (direct, indirect and

induced) and over $600 million in total economic

impact on the provincial economy.

Sustained investment and future planning for YLW

are important to support employment growth and

opportunity in Kelowna.

The Greying Population

Kelowna’s population is aging. The City’s amenities,

natural features, services and housing are attracting

more seniors and those seeking to retire. From

one perspective, this presents challenges 20 years

in the future (e.g. re-purposing seniors’ housing).

From another vantage point, the greying population

and migration of seniors from around the world to

Kelowna offers access to a skilled workforce which

may provide considerable connections, coaching

and mentoring as well as investment and business

development opportunities for local governments,

businesses and non-profit groups.

Community Diversity

With the growth in the seniors population and in

other sectors of the economy, there will be a need

to attract skilled and unskilled labour to Kelowna.

The price of housing is a concern as Kelowna tries

to ensure a sustainable workforce of the future.

The community’s ability to integrate a diversity of

newcomers raises other questions of readiness.

4


Transportation

Residents have cited in the 2012 Citizen Survey

that transportation is one of the items of greatest

concern to the community. Investment in multiple

modes of transportation enabling intra- and intercommunity

travel will be of high importance for

continued community growth and quality of life.

Preserving and Enhancing the

Natural Environment

In the 2012 Citizen Survey, residents placed a high

value and priority on the natural environment and

its influence on Kelowna as a great place to live. As

a community facing continued growth pressures,

Kelowna will need to be pro-active, creative and

diligent in its efforts to preserve, protect and

enhance the natural environment.

Planning for Infrastructure Renewal

Twenty years in the future, Kelowna will face

considerable re-investment costs for the

rehabilitation and renewal of infrastructure and

facilities which will be reaching the end of useful

lifecycles. A plan is required to ensure these

renewals and investments can occur in a timely

manner.

Emergence as a Major Centre

Downloading from senior governments (service

delivery and responsibilities) to local governments

is projected to continue. Grant programs will be

less available. There will be a need for the City to

elevate its engagement with provincial and federal

governments to make funding/cost-sharing happen,

particularly for projects and services of major

importance to the community and region.

Changing Land Use Patterns

There will be a desire for increased housing options

and choice in the community. Growth in the seniors

population and the need to provide attainable

housing for younger residents (the workforce of the

future) would suggest increasing densities in the

City’s Town Centres as per the Official Community

Plan policies. This will create additional impacts

and needs for investment in infrastructure,

transportation facilities and service delivery.

Community Safety

There will be a need to continue working with

the Royal Canadian Mounted Police (RCMP), the

province, the federal government and community

groups to enhance the sense of safety in the

community. The community may need to increase

their engagement (or re-engage) in safer cities

initiatives.

Rise of the Technology Sector

An increasing number of technology professionals

are incubating businesses in Kelowna. Growing

pools of talent coupled with a significant and

growing “angel investor” community suggest

additional momentum in the future. City

investments in marketing, infrastructure and other

items should be considered to foster growth in this

sector.

Need for Partnership with First Nations

Westbank First Nation and other First Nations in the

Okanagan Valley are becoming important players in

the regional economy. Opportunities will emerge to

work with First Nations on matters of infrastructure

investment, business attraction, governance,

service delivery and capacity building. The City will

do well to continue fostering progressively stronger

relationships.

Leveraging Investments

With grants and other senior government funding in

short supply, the City will need to specifically target

municipal investments where additional leverage

can be achieved through community, private sector,

and/or public partnerships.

5


STRATEGIC PRIORITIES

Council has set out a 3-3-3

framework for the establishment

of service and project initiatives.

The first phase represents areas of

focus for Council’s existing term,

through 2014.

Much of the effort in this term

will revolve around building on momentum

created through previous Councils, completing

progressive and well-considered plans for the future

and beginning the process of establishing the

foundation for major projects to be completed in

future years.

2012-2014 Priority Items

Waterfront

development

Work with landowners and investors to encourage an attractive waterfront

development and hotel, in conjunction with the Downtown revitalization

efforts and public pier project.

Tourism Centre Collaborate with relevant government agencies and community groups to

secure an agreement for a new tourism centre.

Increased Focus

on Economic

Development

Activities

Cedar

Avenue Plan

Mobile Service

Requests

New Park

Strategy

One Stop

Community

Services

Rutland

Town Centre

Revitalization

Consider how the City of Kelowna (Council and staff) may invest and get

more directly involved with marketing and promotion of the community

and investment opportunities with the goal of enhancing employment

opportunities in Kelowna.

Develop a plan for Cedar Avenue.

Develop a GPS-linked mobile service application that would allow citizens

and visitors to note repair needs, provide feedback and enhance service

delivery effectiveness and efficiency.

Target City investments in parks to serve as a catalyst for further

community and private sector investment/collaboration.

Evaluate a one-stop shop for community, health, social and employment

services for those in need in the downtown.

Advance the revitalization of Rutland Town Centre, building on the desire

from merchants, residents, property owners and other stakeholders.

Technology

Centre

Attract startups in the high-tech sector by providing zoned and serviced

land required for incubator facilities.

6


2015-2017 Priority Items

The second phase will require at least three years of groundwork.

UBC Connector

(John Hindle

Drive)

Benvoulin

Cultural Corridor

North End

Boat Launch

New Major

Downtown Hotel

Sidewalk Path

Network

Provide a multi-modal transportation connection between the University of

British Columbia Okanagan Campus and the Kelowna International Airport

(John Hindle Drive).

Create a cultural corridor along Benvoulin Road linking heritage, agriculture,

First Nation lands/interests, tourism and community facilities.

Explore the construction of a new boat launch in the City’s north end to

meet increased demand for boating on Okanagan Lake.

Work with the investment community and property owners to site a new

hotel in the downtown core in addition to a waterfront hotel.

Consider City completion of pedestrian connections where development/

re-development will not result in sidewalk construction/extension.

2018-2020 Priority Items

The third phase represents initiatives which will require the most time and likely the most collaboration

with the public, government agencies and others to affect.

Second Bridge

Crossing of

Okanagan Lake

Mill Creek

Parkway

Build the case, select alignment and engage regional, provincial, federal

and First Nation governments to advance the second bridge crossing of

Okanagan Lake, recognizing the need to meet a 15-to-20-year plan horizon.

Complete the development of the Mill Creek Linear Corridor.

7


City Council

1435 Water Street

Kelowna, BC V1Y 1J4

Tel 250 469-8500

mayorandcouncil@kelowna.ca

kelowna.ca

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