Island Plan 2 0 1 7
Welcome to Island Plan 2017 As I look over our Island Plan 2017, I can t help but reminisce over how far we ve come in the last two years. At Council s first strategic planning session in early 2015, there wasn t enough room on the walls for the lists of projects and priorities we were contemplating. We pared them down by focusing on those things already in progress and things we could all agree on. Ultimately, we focused on 11 priorities, listed the steps we could take and got to work. When we revisited our progress in early 2016, we were pleased with how far we had gotten with some of our priorities and got more realistic about just how much work and process was involved with some of our other projects. The most fun was crossing things off our lists because they were finished. Where the first steps of a priority had been completed, we were able to make more informed decisions about what should come next. As our focus improved, the proposed projects listed on sheets of paper on the walls decreased. This year s strategic planning session was a breeze compared to the previous two. We ve crossed more things off our lists and been able to really focus on what must happen to see the priorities for our term of office completed within the next two years. With any luck, we ll make enough headway this year that next year s plan will include priorities carrying over into the next council term. Looking back on our Island Plan 2016, we see a few very satisfying checkmarks. The Municipality now has a License of Occupation for Mannion Bay (Deep Bay). That means we can now deal with derelict vessels as part of a management plan for the Bay. We have a For Sale sign up for the first piece of Community Lands to be sold. This lot, on the hill above Seniors Lane, is zoned for apartment-style condominiums and some commercial space. The courts have twice upheld the bylaw prohibiting additional docks at Cape Roger Curtis. Planning for the new fire hall is progressing and we re hopeful it will be built this year. An update of our Emergency Management Plan is well in hand. We ve been able to support a number of community-driven initiatives including the new Logger Sports Field near Josephine Lake, the Cove Commons addition to the library, a new bike park near the school and a natural playscape project near King Edward Bay. 2
This year we ve made Snug Cove Improvements a stand-alone priority. Drawing on the 2016 traffic safety study, we will begin work on the Cardena corner. Our first step will be to push back some of the concrete lock-block wall, realign the traffic lanes and improve pedestrian safety. The Cove Commons building will soon replace the parking lot behind the library, Metro Parks hopes to start improvements in the Davies Orchard area and the Bowen Pub corner will be transformed. Things are going to change quickly, so we are looking proactively at traffic, parking and pedestrian issues. Please take a few minutes to peruse all 12 of 2017 s priorities. We believe we have broad community support for the projects we have identified as strategic priorities for our term of office and are committed to completing the work begun. But we always welcome feedback and have made a few course corrections over the last two years to keep our vision in line with yours. We can be reached at mayorandcouncil@bimbc.ca and look forward to hearing your thoughts. Mayor Murray Skeels March 2017 3
Vision Statement from the Official Community Plan Bowen Island is known and loved as a small, friendly, caring community characterized by: A population diverse in income, age and lifestyles Varied and affordable housing options Many people active in community life Well-protected natural ecosystems and green spaces A vibrant, resilient local economy that enhances social well-being while respecting local, regional and global environment limits An ethic of self-reliance, which underpins decisions where conserving land, air, water and energy reduces Bowen s ecological footprint Mission Statement In carrying out its mandate, Bowen Island Municipality will work towards conducting operations in a way that: Improves the economic, environmental and social well-being for present and future generations Encourages and fosters community involvement Enhances the small, friendly, caring character of the community Maintains an open, accountable and effective operation, and Preserves and enhances the unique mix of natural ecosystems and green spaces that Bowen Island possesses The Official Community Plan (OCP) is a legal document providing a long-range vision for the development of Bowen Island. The OCP provides a policy framework to guide and manage the following aspects of the Island s development: economic development, environment and natural resource use, housing, municipal services, parks and trail development and transportation. It is designed to balance the Island s current and future social, environmental and economic needs. It was adopted by Council in September 2011. 4
The 12 Fundamental Goals of the Official Community Plan The following goals are considered fundamental to our island life, present and future. 1. To preserve and protect the unique amenities and natural environment of Bowen Island for the benefit of Bowen Island residents and, generally, for residents of British Columbia. 2. To recognize the importance of the marine environment and preserve a marineoriented community and island atmosphere. 3. To provide environmental stewardship strategies, to be followed by residents and visitors alike, that recognize societal responsibilities, as well as the rights of property owners. 4. To minimize Bowen Island s contribution to global climate change. 5. To establish a land use pattern which places high priority on environmental and social factors. 6. To manage growth in a way that it is conditioned by the natural environment and respects social and economic diversity. 7. To be inclusive by welcoming residents with varying income levels, lifestyles and age groups. 8. To ensure a healthy community, with residents working together to improve the quality of life. 9. To ensure that a balance is maintained between community well-being and the rights of individual property owners. 10. To foster the creation and maintenance of local employment in island-based sustainable activities. 11. To recognize Snug Cove as the commercial and community heart of Bowen Island, and to provide for the expansion of commercial, residential, and community and cultural uses that will contribute towards a pleasant, walkable village, appropriate in form and scale to a small community. 12. To engage other levels of government and non-governmental organizations to accomplish the objectives and policies of this OCP. 5
Introducing the strategic pillars and our 12 priorities for 2017 STRATEGIC PILLAR A WELL-PROTECTED ECOSYSTEMS AND GREEN SPACES This pillar covers the work we do to protect, preserve and enhance our unique mix of natural ecosystems and natural spaces for the benefit of Bowen Island residents and visitors. It includes developing environmental stewardship strategies affecting parks, greenways, trails and beaches; and our commitment to manage growth in a way that is conditioned by the natural environment. 1. Complete the Parks Master Plan 2. Develop environmental protection measures 3. Protect the shoreline STRATEGIC PILLAR B ENGAGED, ACCOUNTABLE AND EFFECTIVE GOVERNMENT This pillar covers the work we do to maintain open, accountable and effective municipal operations focused on improving the economic, environmental and social well-being of present and future generations of Bowen Island residents. It includes fostering community involvement in municipal affairs, and engaging with other levels of government and nongovernmental organizations to accomplish our goals. 1. Sell some Community Lands 2. Continue to improve municipal procedures and policies STRATEGIC PILLAR C VIBRANT COMMUNITY This pillar covers the work we do to enhance the friendly, caring character of the Bowen Island community, with residents working together to improve our collective quality of life. Recognizing Snug Cove as the commercial and community heart of Bowen Island, it includes work to expand commercial, residential, community, institutional and cultural uses that will contribute towards a pleasant, walkable village, appropriate in form and scale to our small community. 1. Continue working towards building the Community Centre and new Municipal Offices 2. Start building our main Fire Hall and a new Emergency Operations Centre 3. Enable and support small communitydriven initiatives 4. Improve Snug Cove 6
STRATEGIC PILLAR D DIVERSE POPULATION This pillar covers the work we do to welcome and support a population diverse in income, age and lifestyle. Our work here reflects our commitment to manage growth in a way that respects social and economic diversity, and to ensure varied and affordable housing options. 1. Actively support diverse housing STRATEGIC PILLAR E WISELY MANAGED ECOLOGICAL FOOTPRINT This pillar reflects the work we do to conserve land, air, water and energy to reduce Bowen Island s ecological footprint, minimize our contribution to global climate change, and help to maintain our ethic of self-reliance. It includes our work to preserve a marine-oriented community and island atmosphere. 1. Initiate a Climate Action Program STRATEGIC PILLAR F ROBUST AND RESILIENT LOCAL ECONOMY This pillar reflects our work to foster a robust and resilient local economy that enhances social well-being while respecting local, regional and global environment limits. It includes our work to help create and maintain local jobs in sustainable Bowen Island based activities. 1. Improve transportation options 7
STRATEGIC PILLAR A WELL-PROTECTED ECOSYSTEMS AND GREEN SPACES Priority A1 Complete the Parks Master Plan Finish the Parks Master Plan by fall 2017. Review and update land use descriptions for existing municipal parklands. Steps to be taken 1. Work with the contracted Parks Consultant to complete the Parks Master Plan. 2. Through the Parks, Trails and Greenways Advisory Committee, continue with identified short-term projects undertaken as small-scale initiatives while the Parks Master Plan is in progress. See Priority C3. 3. Using a parks classification scheme, zone parks appropriately. Key contact for this priority Councillor Sue Ellen Fast Priority A2 The community has been actively involved in the consultation phase of the Parks Master Plan. The document is complete and short-term projects are underway or complete. Develop environmental protection measures Develop environmental protection measures to address two key areas of concern. This priority will include developing a hazardous slopes bylaw and an environmentally sensitive areas bylaw. 8
STRATEGIC PILLAR A WELL-PROTECTED ECOSYSTEMS AND GREEN SPACES Steps to be taken 1. For the hazardous slopes bylaw, a) present completed research to Council b) update mapping c) begin drafting bylaws 2. For the environmentally sensitive areas bylaw, a) present completed research to Council b) update mapping c) begin drafting bylaws Key contact for this priority Councillor Sue Ellen Fast Drafting of bylaws is underway. 9
STRATEGIC PILLAR A WELL-PROTECTED ECOSYSTEMS AND GREEN SPACES Priority A3 Protect the shoreline Continue work related to shoreline protection. This priority will include the Mannion Bay (Deep Bay) Management Strategy, further work on dock regulation, and public education related to shoreline protection. Steps to be taken 1. For further implementation of the Mannion Bay Management Strategy, a) decide on bylaw enforcement strategies b) identify social planning options c) determine the scope of environmental assessment (e.g., identify source of pollution) 2. For further work on dock regulation, a) continue work on Phase 2 (protecting public beaches and the recreational foreshore) 3. For public education, a) implement a Green Shores approach to development Key contacts for this priority For Mannion Bay, Councillor Alison Morse For dock regulation, Mayor Murray Skeels For public education, Councillor Sue Ellen Fast Sandy Beach is being enjoyed by residents and visitors, with fewer problems arising in the evening. The number of boats anchoring in Mannion Bay (Deep Bay) remains stable. Community members are aware of the Green Shores approach. 10
STRATEGIC PILLAR B ENGAGED, ACCOUNTABLE AND EFFECTIVE GOVERNMENT Priority B1 Sell some Community Lands Identify additional portions of the Community Lands that are surplus to municipal needs, and sell chosen parcels. Use sale proceeds to pay down our Community Lands debt and provide funds for capital projects. Steps to be taken 1. Continue with the sale of Lot 2, Area 1: a) complete land subdivision b) list land for sale c) when sale is completed, decide how to allocate proceeds 2. Identify and rezone, as needed, other Community Lands for possible sale including: a) proceed with community consultation to inform an OCP amendment and rezoning of Lot 1 b) decide on subdivision and marketing strategies if areas of Lot 1 are to be sold 3. Update priorities and planning for the remaining Community Lands Key contacts for this priority Mayor Murray Skeels, Councillor Gary Ander, Councillor Maureen Nicholson Lot 2, Area 1 has sold. Other Community Lands may have been identified to be sold. Any required rezoning is initiated, with a plan in place to market those lands. 11
STRATEGIC PILLAR B ENGAGED, ACCOUNTABLE AND EFFECTIVE GOVERNMENT Priority B2 Continue to improve municipal procedures and policies Continue work on several operational priorities and on a review of the Land Use Bylaw. Steps to be taken 1. Finish update of the Emergency Management Plan and Programs. 2. Improve municipal communications through the redesign of the municipal website, improving access to electronic files and archives. 3. Appoint a Municipal Services Review Task Force to identify areas where municipal services can be streamlined. Includes completion of the subdivision and servicing bylaw. 4. Improve financial sustainability through the development of an Asset Management Plan and the creation of a development finance strategy. 5. Continue work on a multi-year project to update the Land Use Bylaw. 6. Consider the feasibility of introducing business licensing. Key contacts for this priority For Emergency Management Plan, Councillor Sue Ellen Fast For Municipal Communications, Councillor Maureen Nicholson For Municipal Services Review Task Force, Councillor Gary Ander, Councillor Maureen Nicholson For Asset Management Plan, Councillor Alison Morse For Land Use Bylaw, Councillor Sue Ellen Fast, Councillor Alison Morse For Business Licensing, Councillor Michael Kaile, Councillor Maureen Nicholson The redesign of the municipal website has been successfully managed, and people can find the information they need. Council has adopted the subdivision and servicing bylaw. Work continues on updating the Land Use Bylaw. 12
STRATEGIC PILLAR C VIBRANT COMMUNITY Priority C1 Continue working towards building the Community Centre and new Municipal Offices Work towards building the Community Centre, including Municipal Offices. Steps to be taken 1. Select the Architectural Design team to complete Schematic Design, Design Development and Quantity Survey. Start on Working Drawings for review. 2. Design and implement a communications strategy for fundraising and engaging the community. 3. Validate costs at Schematic Design and Design Development. 4. Develop and implement a financial strategy including a capital fundraising campaign. Key contacts for this priority Councillor Gary Ander, Councillor Melanie Mason, Councillor Alison Morse Completed design of the Community Centre and validated project costs. 13
STRATEGIC PILLAR C VIBRANT COMMUNITY Priority C2 Start building our main Fire Hall and new Emergency Operations Centre Relocate and replace the current main Fire Hall, including an Emergency Operations Centre. Steps to be taken 1. Complete the rezoning of the chosen site. 2. Inform the community about this project, including why this project is so critical to community safety and disaster planning. 3. Obtain elector assent to borrow the necessary funds. 4. Start building the Fire Hall. Key contacts for this priority Councillor Gary Ander, Councillor Alison Morse Priority C3 The community has spoken through the elector assent process. The Fire Hall is being built. Enable and support small community-driven initiatives Using the Collaborative Projects policy, enable and support small communitydriven initiatives. As appropriate, provide guidance on municipal procedures and policies, funding options, access to staff expertise and/or proposal development. As needed, form working groups or task forces. Steps to be taken 1. Continue to enable and support identified initiatives (e.g., bike park, West Side children s playground). 2. As resources permit, continue to enable and support new initiatives. 14
STRATEGIC PILLAR C VIBRANT COMMUNITY Key contacts for this priority Councillor Melanie Mason, Councillor Michael Kaile, Councillor Maureen Nicholson Priority C4 Innovative ideas are encouraged by Council. Community members have a better understanding of the processes and policies involved to gain Council s support. Improve Snug Cove Initiate, coordinate and support Snug Cove improvement projects. Steps to be taken 1. Continue to enable and support initiatives, including those in progress (e.g., Cove Commons, heritage orchard revitalization). 2. Work to improve the safety and functionality of Cardena corner for pedestrians and vehicles. See Priority F1. 3. Improve the lock-block concrete wall at the ferry terminal. 4. Improve parking for vehicles, scooters and bicycles. See Priority F1. 5. Through the Snug Cove Improvements Working Group, continue with small steps to improve the experience of Snug Cove users. Key contacts for this priority Mayor Murray Skeels, Councillor Michael Kaile, Councillor Melanie Mason, Councillor Maureen Nicholson Cove Commons is nearing completion. Cardena Road is being improved and the corner is safer. Davies Orchard improvements have been agreed upon with Metro Vancouver. Miller Road parking area is being used. Snug Cove is increasingly welcoming, attractive and vibrant. 15
STRATEGIC PILLAR D DIVERSE POPULATION Priority D1 Actively support diverse housing This priority is all about making Bowen Island a welcoming, long-term home for people of varying income levels, lifestyles and age groups. In 2017, we will decide which part of the Community Lands to use to create housing for community needs, and continue to implement housing initiatives identified in our community plan. Steps to be taken 1. Adopt the Detached Secondary Suites Bylaw. 2. Initiate an affordable rental housing project: a) meet with BC Housing to discuss a Community Partnership Initiative (CPI) project b) update community assessment for housing types and needs c) allocate appropriate Community Land d) identify a suitable partner organization e) prepare and submit a Community Partnership Initiative business plan to BC Housing 3. Encourage other diverse housing initiatives. Key contacts for this priority Mayor Murray Skeels, Councillor Gary Ander, Councillor Maureen Nicholson The community knows what is happening regarding housing on the island and is looking forward to positive changes. The bylaw to allow the use of accessory buildings for residential purposes has been adopted. Other housing initiatives are underway. 16
STRATEGIC PILLAR E WISELY MANAGED ECOLOGICAL FOOTPRINT Priority E1 Initiate a Climate Action Program Ensure progress continues towards reducing Greenhouse Gas (GHG) emissions to mitigate the severity of climate change, as required by the BC Climate Action Charter and our community plan. Consider climate change impacts in municipal decision-making. Steps to be taken 1. Discuss the Community Energy and Emissions Plan and, if approved, move forward with Year 1 items, including adoption of the Energy Step Code and additional feasibility assessments for an on-island composting facility. 2. Continue work on meeting targets for corporate carbon neutrality and report on progress through the provincial Climate Action Revenue Incentive Program. 3. Continue work on a drought management plan, especially water conservation measures. 4. Continue to encourage alternative transportation options, on and off island, and with BC Ferries. See Priority F1. 5. Make use of resources and programs offered through the Federation of Canadian Municipalities, the provincial government and Metro Vancouver. 6. Encourage and support community-based initiatives, as appropriate, related to climate action (e.g., Climate Conversation series). Key contacts for this priority Councillor Sue Ellen Fast, Councillor Maureen Nicholson Our community continues with its renewed commitment to climate action. Community members continue to reduce, reuse and recycle. Support for composting and local agriculture is growing. Water conservation measures are better understood and practised. Improved active transportation options such as walking, cycling and improved transit options are incorporated in planning. Bowen is back on track for reducing its GHG emissions and addressing other climate change concerns. 17
STRATEGIC PILLAR F ROBUST AND RESILIENT LOCAL ECONOMY Priority F1 Improve transportation options Completion and adoption of the Integrated Transportation Master Plan (ITMP) that focuses on seamless transportation on Bowen Island and between Bowen Island and key points on the mainland. Continue to address Cardena Road safety concerns/ Snug Cove ferry terminal and parking issues in the cove. Advocate for improvements that enhance the ferry connection between Bowen Island and Horseshoe Bay during the planning phase for BC Ferries Horseshoe Bay terminal upgrade in 2021. Steps to be taken 1. Complete and adopt the ITMP a) Phase 4 Create alternatives Research best practices Refine and map alternatives Prepare research report Hold a public open house Select and refine strategies b) Phase 5 Finalize plan Prepare public engagement report Prepare first draft Review and revision Prepare final draft Adopt the ITMP 2. Prepare and submit application to BikeBC and other identified funding partners for funding of Phase 1 of Cross Island Multi Use Path. 3. Address Cardena Road/Snug Cove ferry terminal safety concerns and parking issues in the cove. See also Priority C4. 4. During the planning phase for the BC Ferries Horseshoe Bay terminal upgrade, advocate for improved integrated and multi-modal transportation options and improvements that enhance the ferry connection between Bowen Island and Horseshoe Bay. 18
STRATEGIC PILLAR F ROBUST AND RESILIENT LOCAL ECONOMY Key contact for this priority Councillor Melanie Mason The Integrated Transportation Master Plan is adopted and is on track for implementation starting in 2018. Bowen Islanders are seeing transportation issues being addressed and are looking forward to a more diverse and comprehensive choice of transportation options. Values as Our Moral Compass At our Inaugural Council Meeting on December 1, 2014, we were reminded of the importance of understanding, stating and using the values we hold dear as a community. We have now adopted a Values Statement that will inform how to approach all matters that come before us, and how to act with integrity in our leadership roles. In decision-making, these core values will act as our moral compass guiding us to do the right thing. Our Values Statement contains 10 core values. 1. Accountability accepting responsibility for our actions 2. Appreciation recognizing the quality, value and significance of people, places and the natural environment 3. Caring showing respect, concern and empathy for others 4. Clear thinking acting intelligently, with a focus on the realities 5. Courage leading the community with confidence and resolution 6. Creativity responding imaginatively to opportunities and challenges 7. Honesty conducting ourselves in a fair and straightforward way 8. Inclusiveness including, sharing with, and listening to people across the community 9. Moderation doing and spending neither too much nor too little 10. Resilience demonstrating the capacity to recover quickly from difficulties 19
981 Artisan Lane Bowen Island BC V0N 1G2 www.bimbc.ca 604-947-4255 bim@bimbc.ca facebook.com/bowenislandmunicipality @BIMunicipality youtube.com/bowenislandmunicipality Designer: Fenella Jacquet, Bowen Island Photography courtesy of Tristan Deggan, Reidun van Kervel, Leah Darling, Shauna Jennings, Sophie Idsinga