Strategic Priority 1
Leadership
GOAL 1
Update critical plans and bylaws, and governance processes, to reflect current community needs and best practices in organizational excellence.
1.1 Update the Official Community Plan with a focus on water supply and housing needs.
The project was awarded to McElhanney Ltd. and work on it has begun. A Residents Assembly, lead by SFU, submitted its report to Council in May of this year. Community-wide engagement, including engagement with the Squamish Nation are also in progress.
In Progress
1.2 Update Zoning Bylaw in coordination with the OCP Update.
This work to be done in conjunction with the OCP update.
In Progress
1.3 Partner with the Sunshine Coast Regional District to establish a Fringe Area Plan for Aquifer 560.
Watershed Agreement in place. Planning and Infrastructure staff from both organizations are working on drafting a Fringe Area Plan and or completing a systems’ optimization study. On July 11, 2024. Town staff presented a series of recommendations to the SCRD Board, providing feedback on the draft Regional Water Strategy.
In Progress
1.4 Update Development Permit Areas 1, 2, and 9.
RAM Consulting and Stirling Geoscience working on DPA 1 update; DPA 2 received first reading and is being referred for comments before 2nd reading; DPA 9 and Bylaw 1192 updates currently under review.
In Progress
1.5 Update the Town’s Public Participation Toolkit and fully implement it into Town processes.
Full update of the toolkit to be considered in the 2025 budget process.
Planned
1.6 Public participation training for staff and Council.
Some staff have received additional training.
In Progress
1.7 Approve a new Council Code of Conduct.
Adopted in 2023. Click here to view the new Code of Conduct.
Complete
1.8 Establish a framework of personal growth planning for organizational development and excellence.
The Town’s current Performance Management System is under review with a full revision planned as staff capacity allows. The revised program will include a focus on the Town’s foundational principles, professional competencies and personal goal setting that aligns with departmental goals and objectives.
Staff continue to look at options to maintain the momentum of leadership development across the organization. This includes identifying opportunities to upskill the Town’s people leaders and provide additional tools and resources required to effectively lead and manage the Town’s dynamic workforce.
A 2024 or 2025 operational budget request is required. DEFERRED BY COUNCIL to future budget year.
Planned
1.9 Clarify our governance roles and delegation of authority.
To be done in conjunction with DPA Updates project.
Planned
GOAL 2
Deliver strong and sustained advocacy for our community on critical issues that matter to Gibsons residents. Advocacy will include:
2.1 Coast-wide housing & homelessness supports and accountability.
We now have our own Homelessness Outreach Program (HOP), still advocating for more funding for it. Got Housing Accelerator Fund (many municipalities did not…) First roll-out of BC Builds a significant achievement, with childcare… Our HOP will be administering 40 CBCHB housing subsidies Coast-wide. SItuation Table. Everybody Deserves a Home Housing=2 units as part of support for relocation or Irwin Motel residents. EDH has taken on management of Smith’s Boardinghouse and created two new units there.
In Progress
2.2 Long-term care, hospice support, mental health & addictions, treatment & recovery.
Situation Table. 20 Complex Care beds for Sechelt greatly due to our advocacy. Working with hopsice for new build on Christenson lands. Looking at rent out 5 beds for transitional/second stage (sober) housing. Multiple letters and meetings with VCH and MOH about long-term care. 4 meetings with MHA about mental health & additions support.
In Progress
2.3 Childcare expansion, affordability and workforce.
Childcare funding approved for spaces at Shaw Rd. Childcare spaces are offered in multiple developments as amenities.
In Progress
2.4 Relaxation of policing downloading formula.
Two letters, one UBCM meeting with Solicitor General. Commitment to make changes to this formula but not until 2026. Support for Pemberton motion at LMLGA.
In Progress
2.5 Investigation of including Town in Speculation and Vacancy and Empty Homes taxes.
Raised to MOF at UBCM, not much transparency/interest from them. Has been extended to some other communities. MOF expressed preference for extending it to the region, not just Town.
In Progress
2.6 Support for our current central recycling drop-off model enhanced by the option of subscription recyclables collection and delivery to our local depot.
Brought this to UBCM. Working with SCRD on a new recycling depot/resource recovery model & site. Currently there is a provincial questionnaire to elected officials on this topic, suggesting Province is moving toward action.
In Progress
2.7 Fair & equitable recreation service from the SCRD.
Some advocacy took place regarding delivery of seniors’ programs at Gibsons pool last year.
In Progress
2.8 Federal (CBC) public release of The Beachcombers to promote local culture and history.
Many angles on this discussed, have brought it to MP Weiler (not a lot of interest at this point). Current strategy is to seek provincial support for at least advocacy–working on bringing Minister of Tourism & Culture to Gibsons in June for further discussion.
Planned
