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, and 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.
In Progress
1.4 Update Development Permit Areas 1, 2, and 9.
RAM Consulting and Stirling Geoscience working on DPA 1 update; Diamondhead Consulting working on DPA 2; Infrastructure dept working on DPA 9 with Waterline and Arya.
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.
On-going. Most recent correspondence in January of 2024 and follows engagement done at last UBCM Convention.
In Progress
2.2 Long-term care, hospice support, mental health & addictions, treatment & recovery.
On-going. Most recent correspondence in January of 2024 and follows engagement done at last UBCM Convention.
Planned
2.3 Childcare expansion, affordability and workforce.
On-going. Most recent correspondence in January of 2024 and follows engagement done at last UBCM Convention.
In Progress
2.4 Relaxation of policing downloading formula.
On-going. Most recent correspondence in January of 2024 and follows engagement done at last UBCM Convention.
In Progress
2.5 Investigation of including Town in Speculation and Vacancy and Empty Homes taxes.
On-going. Most recent correspondence in January of 2024 and follows engagement done at last UBCM Convention.
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.
On-going. Most recent correspondence in January of 2024 and follows engagement done at last UBCM Convention.
In Progress
2.7 Fair & equitable recreation service from the SCRD.
On-going.
In Progress
2.8 Federal (CBC) public release of The Beachcombers to promote local culture and history.
Not started.
Planned
