STRATEGIC OBJECTIVE #1: INNOVATE AND LEAD

 The City continued to monitor its work towards achieving its strategic objectives in quarter four. The 2016 Operational Work Plan is aligned with the City’s Strategic Plan objectives and the 2016 Financial Plan. Establishing key performance indicators and aligning all of the City’s work under strategic objectives continued to be the focus for 2016, providing a complete picture of the value for tax dollars.

 The physical demands analysis was completed in quarter four to reduce WorkSafeBC premiums, provide better offers of modified duties, provide medical practitioners with better information, and support supervisors in their roles. A total of 28 positions were assessed, including positions that had previously been assessed, and positions with a history of staff injuries.

 Career development continued with 22 employees receiving career and/or developmental support from Human Resources in the last quarter of 2016. Two individuals were successful in obtaining positions of increased responsibility in the organization based on the support they received.

 Staff IT learning continued with 15 sessions occurring this quarter to support staff in learning key aspects of software. In December, a cross section of City staff participated in a pilot of Microsoft Office 365. The next version will include cloud-based apps that increase connectivity and collaboration.

 Royal Roads University delivered an information session to City staff on the revised Certificate in Sustainable Community Development. Fifteen staff attended with three enrolling in the blended learning opportunity, part of which will be offered at the CityStudio Victoria in 2017.

 In quarter four, the Connect Victoria app was launched to make the organization’s most commonly accessed website information more accessible from any mobile device.

 In November, Council gave direction to staff to examine the potential to amend the Cannabis-Related Business Regulation Bylaw to provide an exemption from the prohibition on consumption on premises for existing non-profit cannabis operations that were established prior to 2009 and that have continuously operated since 2009, while remaining subject to all other clauses of the regulations. In addition, Council approved proceeding with an amendment to the Cannabis-Related Business Regulation Bylaw to allow third-party ATM’s in cannabis-related businesses.

 In December, Parking Ambassadors continued the practice of issuing holiday season courtesy parking “tickets” in the downtown core for vehicles parked at on-street meters that had expired for up to 30 minutes from December 12 to 24, 2016. Parking customers were encouraged to “pay it forward” through a donation to a foodbank or charity in lieu of a monetary parking fine.

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STRATEGIC OBJECTIVE #1: INNOVATE AND LEAD

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of job competitions 191 176 51 58 38 40 187

% of promotions/internal 60% 38% 15% 53% 37% 89%* 49% movement (avg)

# of learning hours 4,009 5,245 2,629.50 992 502 1,237 5,360.50

# of learning events 109 103 45 26 21 25 117

# of employee forums 2 2 0 1 0 0 1

# of hours of sick time 39,354 44,910 14,368 11,233 9,965 12,228 47,794 used

# of hours lost to 13,610 8,528 2,410.50 4,250.75 1,434.62 458.41 8,554.28 workplace injury

# of full-time equivalents 786.73 796.48 799.98 799.98 799.98 799.98 799.98

# of Council and 74 161** 42 46 27 39 154 Committee meetings

*Internal promotions/movement is based on number of closed competitions. Previous quarters reported based on all competitions (open and closed).

**Updated Q4 2016

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2016 Council and Committee Meeting Breakdown

Meeting Type Total 2015 Q1 Q2 Q3 Q4 Total 2016 2016 2016 2016 2016 Open PLUC Open COTW Council (Committee) 22 10 Meetings + + Open GPC Open PLUC 46 2 + Open GPC 3 Open Open Open Open COTW COTW COTW # of Open Meetings 68 15 14 9 13 51

Closed PLUC Closed PLUC 10 2 + + Closed GPC Closed GPC 26 2 + Closed COTW 1 Closed Closed Closed Closed COTW COTW COTW # of Closed Meetings 36 5 3 1 1 10

Total Meetings: 104 20 17 10 14 61

City Council Meetings

# of Open Meetings 28 13 18 10 15 56

# of Closed Meetings 29 9 11 7 10 37

Total Council 57 22 29 17 25 93 Meetings:

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STRATEGIC OBJECTIVE #2: ENGAGE AND EMPOWER THE COMMUNITY

 2016 was a busy year for community engagement. There was an increase of 55% in the number of citizens engaged in person at City events, with 7,429 citizens engaged in 2016 compared to 4,759 the previous year. There was also a 14% increase in the number of surveys completed, with 6,116 surveys completed in 2016 versus 5,344 in 2015. Eighty-three engagement events were held in 2016, (one more event than in 2015).

 In Q4, the City continued to engage the community on the Parks and Open Spaces Master Plan. Recommendations were shared through a pop-up park at Centennial Square, an open house and an online survey in November. The feedback was generally supportive of the recommendations and was used to inform the final plan which will be shared with Council in March 2017.

 The fourth quarter saw staff supporting the Youth Team in its drafting of the Youth Strategy. The Strategy was developed for youth by youth, and identifies ways for the City to get more young people involved in City activities. The Strategy will be presented to Council in Q1 2017.

 The Emergency Management Program has been restructured and updated with a new, refreshed brand that follows best practices and research which identifies negative fear-based messaging doesn’t work. Active engagement with the community is central to achieving personal and City-wide disaster preparedness and resilience. This approach acknowledges the key role the community plays in contributing to its own safety, and serves to strengthen partnerships between emergency management agencies and the broader community. The rebranding supports the goal of increased public awareness and readiness allowing citizens to recognize that readiness is a manageable part of our everyday routine.

Brand name: VictoriaReady Descriptor: Community Powered Emergency Preparedness Theme: Everyday readiness for every person, every business, every organization

 During the fourth quarter of 2016, the City hosted 12 protocol events and activities, including a visit from the Chinese Navy, a Poppy flag raising ceremony at City Hall, and lighting of the Menorah in recognition of Chanukah.

Protocol Events

– City of Victoria hosted a delegation from the City’s Friendship City of , led by Mr. Lianhong - Wednesday, October 19 – Mayor Helps visited with student group from Morioka Junior High school – Monday, October 3 – City of Victoria welcomed Mr. Pavel Hrncir, Ambassador of the Czech Republic – Tuesday, November 1 – Mayor Helps met with delegation from Province, led by Mr. Zhan Chunsen – Friday, November 18 – City of Victoria hosted a delegation from the City’s Twin City Suzhou, led by Mr. You Ying – Tuesday, December 13 – Mayor Helps met with Turkish Consul General Mr. Anil Bora Inan – Thursday, December 15 4 | P a g e

– Mayor Helps welcomed a delegation from the Chinese Navy – Thursday, December 15 – Menorah Lighting in Mayor Helps Office with Rabbi Meir Kaplan – Friday, December 30

Flag Raising / Half Masting

– Poppy Flag raising ceremony to kick off the Poppy Campaign – Friday, October 28 – Remembrance Day Half Masting – Thursday, November 11 – Raising for Movember – Monday, November 21 to Monday, November 28 – Flag – Half Masting for the Day of Remembrance and Action on Violence Against Women – Monday, December 5

Public Use Events

– Film Screening of Gord Downie’s Secret Path at City Hall – Sunday, October 23 – Capital Region Food and Agriculture Initiative Roundtable – Tuesday, October 25 – HOST Home Office Support Team meeting – Friday, November 4 – UVIC Alumni Association Committee Meeting in the Songhees Room – Monday, November 7 – Island Health, An Engaging Dialogue – Tuesday, November 8 – Victoria Community Association Network meeting -- Wednesday, November 16 – Black History Awareness Society “Welcome Home Mifflin Gibbs” – Friday, November 18 – Farm to Cafeteria Canada – Saturday, November 19 – Fernwood NRG – Wednesday, November 30 – HOST Home Office Support Team meeting – Friday, December 2 – Royal Architecture Institute of Canada – Saturday, December 3 – BC Health Communities – Tuesday, December 13 – Wedding Day at City Hall – Friday, December 16

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STRATEGIC OBJECTIVE #2: ENGAGE AND EMPOWER THE COMMUNITY

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

City Website

o # of unique visitors 781,985 918,835 222,445 223,715 222,502 193,730 862,392 o # of total visits 1,271,016 1,787,542 352,038 337,209 331,819 289,899 1,310,965 o % of traffic via mobile 30% 26% 28.24% 30.20% 35.74% 44.36% 34.68% visits w/tablets average

Webcasts o # of viewers of webcasts 20,326 19,882 4,970 7,944 7,317 5,458 25,689 o # of unique visitors 14,355 16,575 4,562 4,603 5,884 3,711 18,760 o # of total visits 16,180 19,882 5,604 5,547 6,582 4,526 22,259 o total page views 225,962 195,504 64,908 47,853 37,677 53,774 204,212 o % viewed by desktop 85% 93% 83% 82% 79% 73% 79.25% o % viewed by mobile 15% 7% 17% 18% 21% 27% 20.75%

Social Media o # of Facebook likes 9,862 11,186 11,750 12,154 12,385 12,786 12,786 o average organic 1,446 1,440 1,789 1,905 3,687 2,917 2,575 reach

o # of Twitter followers 18,551 27,300 29,757 32,444 36,300 40,600 40,600

o YouTube channel o # of - 84 129 158 177 211 211 subscribers o views of all 2,500 34,010 46,190 55,926 61,679 72,994 72,994 videos to date

STRATEGIC OBJECTIVE #2: ENGAGE AND EMPOWER THE COMMUNITY

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

o LinkedIn # of - 1,349 1,030 1,046 1,057 1,826 1,826 followers

o Instagram: # of followers (launched 0 1,500 2,500 4,252 4,963 6,304 6,304 March 2015)

VicMap: o Desktop: # of unique 28,771 30,968* 6,880* 7,116 6,650 5,011 25,657 users

o Mobile: # of unique 7,262 11,864* 3,772* 4,084 4,130 3,842 15,828 users (+1,408 Singles (*Updated Aug 2016) Map)

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STRATEGIC OBJECTIVE #2: ENGAGE AND EMPOWER THE COMMUNITY

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

Garbage Collection Widget Statistics: o total # of households 6,512 8,554 9,508 10,114 10,438 11,207 11,207 signed up for active reminders - email, text, phone, Twitter, iCalendar

o # of personal 8,960 11,342 11,466 11,541 11,594 11,868 11,868 garbage calendars downloaded to date

o # of unique 13,928 17,232 17,848 18,479 18,780 19,403 19,403 households have accessed this service ((Note: not unique users)

# of Freedom of Information requests received 86 124 42 41* 35* 24 142

# of Freedom of Information 83 99 55 42 29 33 159 requests closed (*updated Q4 2016)

# of Bylaws consolidated 0 35 6 3 3 0 11

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STRATEGIC OBJECTIVE #2: ENGAGE AND EMPOWER THE COMMUNITY

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of total page views of N/A 5,821 1,638 2,572 1,969 2,221 2,221 Development Tracker page

(launched in May 2015)

# of citizens engaged in person 3,500 4,759 1,055 2,789 2,220 1,365 7,429 at City events

# of surveys completed 2,800 5,344 1,745 2,636 983 752 6,116

# of public engagement events 25 82 22 21 18 22 83

# of media enquiries 2,500 ------

(2014 # based on average of seven media enquiries per day) To be To be To be To be To be To be tracked in tracked in tracked in tracked tracked tracked future future future in future in future in future

# of media releases 180 136 25 29 30 46 130

Total # of dog licences sold (*updated Jan 2017) 6,500 6,492 4,643* 1,123 610 6,565 189

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STRATEGIC OBJECTIVE #2: ENGAGE AND EMPOWER THE COMMUNITY

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

**Online Transactions:

Business Licensing o # of transactions 3,347 3,662 1,345 188 129 1,743 3,405 o $ value $473,957* $523,257 $215,757 $23,767 $12,534 $230,829 $482,887

Dog Licensing o # of transactions - 1 442 62 -* 32 536 o $ value - $30 $13,881 $3,140 -* $980 $18,001 (launched December 2015)

Homeowner Grant o # of transactions 7,324 7,868 N/A taxes 7,057 1,110 70 8,237 o $ value $4.5 million* $4.9 million not levied $4.45 $669,468 $41,800 $5.16 million million

Parking (municipal ticketing) o # of transactions 62,875 51,971 10,772 13,360 13,511 14,007 51,650 o $ value $1.7 million $1.43 $294,458 $362,875 $369,889 $383,500 $1.41 million million Property Taxes o # of transactions 9,069 o $ value $36.35 10,990 801 7,535 2,806 399 11,541 million $47.49 $781,850 $33.69 $15.35 $487,782 $50.31 million million million million

*Updated Q4 2016

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STRATEGIC OBJECTIVE #2: ENGAGE AND EMPOWER THE COMMUNITY

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

Property Taxes PAWS o # of transactions 28,603 30,572 8,466 5,623 8,030 8,614 30,733 o $ value $10.1 $14.37 $4.08* $2.73 $5.55 $4.37 $16.73 million million million million million million million Property Taxes Prepayments o # of transactions 1,470 1,656 780 279 330 576 1,965 o $ value $458,640 $539,455 $880,232 $87,620 $78,998 $162,633 $1.21 million Property Taxes Mortgages o # of transactions 2,024 2,051 N/A taxes 1,002 1,058 - 2,060 o $ value $7.3 $7.75 not levied $5.03 $2.64 - $7.67 million million million million million Utility Billing o # of transactions 36,531 38,941 1,607 9,653 10,662 18,967 40,889 o $ value $15.6 $16.25 $1.018 $3.94 $4.39 $7.06 $16.41 million million million million million million million Utility Billing PAWS o # of transactions 4,120 4,287 712 1,457 1,205 745 4,119 o $ value $2.01 $2.04 $406,807 695,882 $574,383 $463,096 $2.14 million million million

TOTAL TRANSACTIONS: 155,425 152,112 24,925* 46,216* 38,841* 45,153 155,135

TOTAL VALUE: $78.60 $95.4 $7.7* $51.1 $29.64* $13.2* $101.6 million million million million million million million

*Updated Q4 2016

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STRATEGIC OBJECTIVE #3: STRIVE FOR EXCELLENCE IN PLANNING AND LAND USE

 In October, 10 community workshops were completed as part of the accelerated local area planning program for the Fairfield and Gonzales neighbourhoods. Approximately 275 people attended the 10 workshops. The purpose of the workshops were to “dig deeper” into the neighbourhood issues identified through earlier engagement during summer and fall of 2016. The workshop topics included a renters forum (in partnership with the Fairfield Gonzales Community Association), two workshops on future housing and urban villages (for Fairfield and Gonzales), transportation, parks and recreation, heritage, sustainability and neighbourhood resiliency, two Cook Street Village forums and one Cook Street Village workshop with merchants. The workshop outcomes will be used to formulate future growth options and neighbourhood plan content.

 Council approved a new Density Bonus Policy that provides guidance for negotiating amenity contributions from development applications which request bonus density. The policy sets fixed rates downtown ($12 per square foot) and the rest of the city ($5 per square foot) for community amenity contributions. It also includes guidance for negotiating affordable housing amenities for projects in the Downtown Core Area above a certain size threshold. The approval followed stakeholder consultation that occurred from May-June 2016.

 Public engagement was completed in October for the draft Burnside-Gorge Neighbourhood Plan, which was presented to Council the following month at a workshop in November. The workshop included a summary of the public engagement with recommended plan revisions based on the input received. The final Burnside-Gorge Neighbourhood Plan will be brought forward for consideration of approval in Q1 of 2017.

 In December, Council approved revised Procedures and Terms of Reference for Community Association Land Use Committees (CALUC) in their review of rezoning and variance applications. This approval followed staff analysis and stakeholder consultation throughout 2016. The review explored models and options to address resourcing and equity issues amongst the CALUCs to enable the City to provide more formalized support to the CALUC process in the review of development applications.

 Work continued on updates to the Zoning Bylaw. An open house was held on the draft new Downtown Zoning regulations, where the development community, land owners and the community commented on the proposed changes.

STATUS UPDATE FOR MAJOR DEVELOPMENT APPLICATIONS Quarter Four – as of December 31, 2016

(Sites with “COMPLETE” status indicated, are included to note progress since previous update and will be removed with next update)

Major Development Applications Site Application Type Status / Notes Estimated Project Value Burnside/Gorge 3147 Douglas (Mayfair Mall) DP COMPLETE $38,000,000 2925-2929 Douglas Street – car dealership DP Applicant revising plans and then $9,250,000 to ADP Downtown 1312-1314, 1318 Wharf Rezoning/DP Applicant revising proposal $20,000,000 (Northern Junk) – ground floor commercial with residential above 727 Johnson – Heritage Revitalization with Rezoning with DP Proceeding to Public Hearing $3,975,000 additional two floors

Fairfield / Gonzales 1303 Dallas – Rezoning Recently reinitiated. $2,000,000 (Clover Point Pump Station) 913 – 929 Burdett Avenue and 914 – 924 Rezoning/DP/HAP Presented to COTW January 12, $3,800,000 McClure (Mount St Angela) - 106 seniors 2015. Committee approved a units + 26 assisted living motion for a Joint HAPL and ADP report be included when COTW considers application. Joint meeting scheduled for Feb. 1, 2017. 1041 Oliphant – 4 live work and commercial Rezoning/DP COMPLETE $8,200,000 at grade with 49 residential units above 1120-1128 Burdett Avenue – 36 unit Rezoning/DP Revisions submitted. Under staff $5,800,000 residential review Fernwood

1144-1154 Johnson Street/1406 Chambers Rezoning/DP Applicant submitted a complete $12,000,000 – 48 unit multiple dwelling redesign. Under staff review. Harris Green 848 Yates Street - ground floor commercial DPwV Presented to ADP on December $55,000,000 and 226 residential units above 21, with applicant

Major Development Applications Site Application Type Status / Notes Estimated Project Value 840 Fort Street (the Sawyer Building) - DP Revisions to previous design to $3,175,500 ground floor commercial with 63 residential remove existing building units above Hillside-Quadra 2813-2887 Quadra Rezoning/DP New owners proceeding with $2,250,000 (Quadra Village) – 33 residential units in 3 apartment development. New new buildings CALUC meeting complete. Revisions submitted. 1025 – 1075 Tolmie - seven small lots and DP With applicant for revisions. $2,100,000 one panhandle lot 2560 Quadra – mixed use DP with Variances Advancing to Building Permit $1,900,000 James Bay 701 Belleville Street – 15 storey building Senior’s Housing Waiting for revisions from $41,278,640 accommodating Seniors Housing applicant and registration of legal agreements before proceeding to PH Ogden Point Master Plan Planning exercise GVHA leading and at public N/A that will lead to a engagement stage. Draft new Zone Masterplan submitted to staff for review, January 2017. Submission of major Rezoning Application expected following completion of Masterplan (possibly Summer/Fall 2017). 71-75 Montreal - 19 multi-residential units Rez / DP Preparing for COTW

345 Quebec – conversion of hotel to 219 rental REZ/DP Application under review units Jubilee (North and South) Royal Jubilee Hospital Master Campus Plan Planning exercise Campus plan complete. N/A that will lead to new Requires rezoning Zone Turner Block – mixed use Rezoning and DP Awaiting revisions from applicant. $10,000,000 North Park N/A N/A N/A N/A Oaklands N/A N/A N/A N/A

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Major Development Applications Site Application Type Status / Notes Estimated Project Value Rockland 750 Pemberton Street DP, possible Applicant resubmitted in Dec. Not Available rezoning 2016 1201 Fort Street Rez, OCP Revisions submitted. Proceeding $28,000,000 6-storey (47 units), 5-storey (34 units), 12 Amendment, DP to ADP. Land lift analysis townhouse units underway. Victoria West

353 Tyee Road (Dockside) – mixed use Rezoning, MDA PH scheduled for Jan 26, 17 $196,384,000 Amendments and OCP Amendment

Legend

 DP - Development Permit Application  REZ - Rezoning Application  HAP - Heritage Alteration Permit Application  OCP - Official Community Plan Amendment  MDA - Master Development Agreement  Under $2,000,000 – no cost provided in application submission

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STRATEGIC OBJECTIVE #3: STRIVE FOR EXCELLENCE IN PLANNING AND LAND USE

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

$ value of heritage $420,000 $420,000 Measured Measured Measured Measured $420,000 grants to Victoria Civic annually annually annually annually Heritage Trust to administer Building Incentive Program

$ value of private $17.07 $950,000 Measured Measured Measured Measured $5.46 investments leveraged million annually annually annually annually million from these grants

(Source: Victoria Civic Heritage Trust)

Heritage

# of heritage 8 14 1 2 0 2 5 designations (in process) (in progress) (in progress)

Heritage Alteration Permit: 13 21 1 0 0 1 2 # of permits issued - 18 4 3 1 0 8 # of applications received

Heritage Minor 34 23 14 12 10 17 53 Amendment Permit: # of applications received

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STRATEGIC OBJECTIVE #3: STRIVE FOR EXCELLENCE IN PLANNING AND LAND USE

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

Community Association Land Use Committee

# of notices generated 18,053 18,996 2,328 1,390 3,356 5,154 12,228 for committee meetings

# of meetings 38 43 8 7 7 17 39

Meetings

# of Board of Variance 16 20 5 5 5 5 20 meetings

# of Advisory Design 9 9 0 2 2 2 6 Panel meetings

# of Heritage Advisory 8 13 4 3 1 2 10 Committee meetings

# of Technical Review 24 29 9 12 12 19 43 Committee meetings (includes special meetings)

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STRATEGIC OBJECTIVE #3: STRIVE FOR EXCELLENCE IN PLANNING AND LAND USE

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

Applications

# of rezoning 38 29 13 5 4 27 49 applications (14 cannabis)

# of development 52 54 5 17 3 10 35 permit applications

# of development 13 18 7 3 5 13 28 variance permit applications

# of development 57 85 25 27 21 19 92 permit minor amendments applications (previously called Minor Development Permit)

# of board of variance 37 39 10 12 12 15 49 applications

Permits

# of construction 3,452 3,426 962 942 887 778 3,569 permits issued

$ value of construction $156 $235 $119,721,568 $62,293,355 $51,605,194 $66,798,739 $300,418,856 permits million million

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STRATEGIC OBJECTIVE #3: STRIVE FOR EXCELLENCE IN PLANNING AND LAND USE

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

Permit Breakdown: # of building permits 758 746 208 221 214 149 792 issued

# of plumbing permits 951 956 265 268 251 215 999 issued

# of electrical permits 1,604 1,575 issued 437 427 391 379 1,634

# of demolition permits 34 69 issued 17 17 16 17 67 (also included in total number of building permits)

# of signage permits 88 91 35 24 31 16 106 issued

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STRATEGIC OBJECTIVE #4: BUILD FINANCIAL CAPACITY OF THE ORGANIZATION

 In October, the Draft 2017-2021 Financial Plan was presented to City Council; the Plan received first reading in November. The financial planning process focused on improving metrics and summary sheets for each capital project area; introduced divisional summary sheets; provided a financial plan overview including community impacts; and outlined the “budget at a glance”.

 Public consultation on the Draft Financial Plan included a Town Hall and an e-Town Hall meeting on December 1, an online survey, the introduction of a new budget simulator, and a budget at a glance package, all of which resulted in approval of the budget on January 12, 2017.

 Permissive exemptions, which were provided to 112 organizations, totalled $1,967,302 in value.

 A new mobile ticketing application that operates on smart phone technology and provides up-to-date data was introduced for use by the City’s Parking Ambassadors.

 The purchase of the 2006 Emergency One (E-One) 100’ Bronto Skylift resulted in considerable savings to the City. The strategy of replacing the ladder truck with a 2006 apparatus to meet the requirements of the Fire Underwriter’s Survey resulted in savings of approximately $1.3 million. Complete costs for the 2006 Bronto were $532,350 in comparison to the proposed replacement cost for a new ladder truck at $1,821,798.

STRATEGIC OBJECTIVE #4: BUILD FINANCIAL CAPACITY OF THE ORGANIZATION

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of grants 30 31 n/a n/a n/a n/a Available received April 2017 (measured annually) $16.9 $17.2 million million $ value of investment

$ value of $2.75 $2.76 n/a n/a n/a n/a Available investment million million April 2017 interest earned (measured annually)

$ value of $1.37 $2.33 $425,000 n/a n/a n/a $425,000 growth/new million million property tax assessment revenue (measured in Q1)

STRATEGIC OBJECTIVE #5: CREATE PROSPERITY THROUGH ECONOMIC DEVELOPMENT

 In October, Mayor Lisa Helps led a 19-person delegation to China to export innovation and further strengthen economic development, tourism, and educational opportunities between Victoria and China. Joining Mayor Helps on the mission were representatives from Tourism Victoria, the University of Victoria, Royal Roads University, Camosun College, and the Alacrity Foundation (a local Victoria technology start-up incubator). Departing on October 14, the eight-day mission included visits to , Nanjing, and Victoria’s Twin City Suzhou. The goal of the mission was to export innovation to China as highlighted by Victoria’s Alacrity Foundation’s announcement to open a tech incubator/fund in Shanghai. The office will also act as an entry point for Victoria and Canadian-based business to set up operations in China.

The University of Victoria signed an agreement with Soochow University that will see 100 students per year come to Victoria.

During the mission, the Mayor toured the facility where the Johnson Street Bridge steel is being fabricated.

 The City led a three-day trade mission to San Francisco to showcase and connect Victoria start-up companies to investors and investment firms based in the Bay Area. The objectives of the trade mission were to engage talent, particularly Canadian ex-patriots who live in the Bay Area but may look for a change of lifestyle (and think of moving to Victoria) and/or to serve as ambassadors for our unique lifestyle innovation and entrepreneurial-drive offering; engage with and connect to any potential academic partnerships that will enhance Victoria’s “education” brand or institutions; and highlight the reverse mission ‘A Capital Mission’ as an opportunity to qualified participants to visit Victoria in February 2017. During the mission, meetings were held with Venture Capital companies that have interests in BC and Victoria; the Canadian Consulate, and Victoria start-up tech companies now working in San Francisco. The Mayor was a panel speaker on the topic ‘New Solutions for Universal Challenges’ and the City hosted a reception/fireside chat with Scott Lake, Co-founder of Shopify and CEO of Hello Ventures moderated by Mayor Helps. Forty representatives from San Francisco tech and business companies attended the event.

 The Business Hub provided staff support to the Mayor’s Task Force on Social Enterprise and Social Procurement. The Task Force was a recommendation of the Mayor’s Task Force on Economic Development and Prosperity, which with input from the community, developed the City’s economic action plan, Making Victoria: Unleashing Potential in 2015. The economic action plan identifies six engines to drive economic prosperity, generate jobs and raise household incomes. One engine that encompasses the rest is entrepreneurship and social enterprise.

“Creating Prosperity Through Economic Development” is a key objective of the City of Victoria’s 2015-2018 Strategic Plan for focus and investment. Appointed by City Council in July 2016, the Task Force on Social Enterprise and Social Procurement is chaired by Mayor Lisa Helps and includes Councillor Marianne Alto and First Nations representatives, as well as leaders in social enterprise, community and economic development, and business.

Business Hub by the Numbers

 Marked its first year of operation in December  96 inquiries to the Business Hub in quarter four, up marginally by three inquiries from quarter three  65 of these inquiries were directly related to starting a new business  51% of inquiries related to business licensing followed by permits and inspections at 28%  Home occupation inquiries were at 46%, followed by retail stores at 21%  Contact by telephone 34%; email 27%

Business Events

– Victoria Business Services Providers Session — The Session was held at City Hall in October. The City partnered with small business resource organizations including Small Business BC, Futurpreneur, The Reger Group, ETHOS Business Works, Community Microlending, Women’s Enterprise Centre and VanCity. Approximately 75 people attended to learn what resources are available in Victoria for small business owners.

– Multicultural Business Connector — The Multicultural Business Connector (MCBC) was held in October at City Hall. The Business Hub worked with MCBC to plan this kick-off event with a welcome from the Mayor. The event was a collaboration with community partners such as the Downtown Victoria Business Association and the Greater Victoria Chamber of Commerce.

– Young Entrepreneurs Society — The Business Hub participated in a panel at the Young Entreprenurs Society event on starting a business in Victoria and was an exhibitor at the event.

– Rock My Business Plan — In November, the Business Hub partnered with Futurpreneur to provide a business plan writing workshop at CityStudio Victoria in November, at which 15 people attended.

– EcoStar Awards — The annual Vancouver Island EcoStar Awards recognize outstanding environmental achievements and leadership by businesses, organizations and individuals. The City was a proud sponsor of the ‘Manufacturing Excellence’ award which recognizes a local manufacturer who is addressing environmental issues in their product or operations.

– Francophone Job Fair — Business Hub attended the Francophone Job fair at GT Hiring in November and gave a presentation about the resources available for entrepreneurs.

– Home Office Support Team — In December, the Business Hub attended the Home Office Support Team monthly meeting and made a presentation about the resources available for entrepreneurs.

– Victoria Conference Centre — Contracts were executed for 11 conferences, including 10 city- wide conferences:

 The Pentecostal Assemblies of Canada 2018  Colleges and Institutes Canada 2018  Municipal Information Systems Association (BC) 2017  BC Chamber of Commerce AGM & Conference 2017  Canadian Association for Enterostomal Therapy 2018  International Bacillus ACT Meeting 2017 23 | P a g e

 Payne’s Marine Supply Trade Show 2017  Canadian Housing and Renewal Association 51st Annual Conference 2019  Western Canadian Regional OIREACHTAS 2017  Early Learning Incorporated Summit 17

2016 ended with an increase over 2015 in delegate days and room nights:

 Delegate days total: 106,808 (10.6% increase over 2015)  Room nights total: 25,509 (9% increase over 2015)

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Q4 2016 Victoria Conference Centre Events (61 Events)

Start Event Delegates 01Date-10 -16 BC Government & Service Employees' Union - Activists Appreciation Dinner 303 03-10-16 Victoria and District Dental Society - Grow Your Practice with 4 Effective New Restorative Procedures 120 04-10-16 Complete Purchasing Services Inc - 12th Annual Professional Development Day 140 04-10-16 Office of the Chief Information Officer - OCIO Connect 2016 550 07-10-16 Victoria Marathon Society - GoodLife Fitness Victoria Marathon 2016 8,000 11-10-16 Canadian Society for Exercise Physiology - CSEP 2016: From Health to High Performance 300 12-10-16 Victoria Foundation 400 14-10-16 Cantrav Services Inc. - Cargill Gala Awards Evening 100 16-10-16 Integral Counselling BC - Psychedelic Psychotherapy Post Forum Workshop 48 16-10-16 Cruise Ship Centers - 2nd Annual Travel the Globe Tradeshow 400 18-10-16 BC Public Service Agency - Premier's Innovation & Excellence Awards 710 20-10-16 Association of Professional Engineers and Geoscientists of BC - APEGBC Annual Conference & AGM 2016 650 21-10-16 Tomari Martial Arts - Silver Gloves Championship 275 22-10-16 Victoria Film Festival - Art of the Cocktail 2016 875 24-10-16 Chartered Professional Accountants of British Columbia 85 24-10-16 The Oceanography Society - Ocean Optics 2016 300 25-10-16 Canadian Association of Midwives 300 28-10-16 Midlife Crisis Show - The Victoria Midlife Show 2016 3,200 29-10-16 Fine Vintage (International) LLC 12 01-11-16 Immigration, Refugees and Citizenship Canada 350 02-11-16 Overwaitea Food Group - Save on Foods Service Awards Dinner 230 03-11-16 College of Dental Surgeons of BC - CDSBC Listening Session - We're All Ears 55 04-11-16 Autism Awareness Centre Inc. 200 04-11-16 Nova Clinical Services Inc - Infectious Diseases Update 2016 370 05-11-16 Payne's Marine Supply Group - Payne's Marine Trade Show 2016 350 06-11-16 City of Victoria Parks, Recreation and Community Development Division - 27th Annual Island Fitness Conference 165 08-11-16 City of Victoria - Climate Action RE-Boot Workshop 30 09-11-16 Small Business BC - MyBizDay 130 12-11-16 Fine Vintage (International) LLC 24 12-11-16 Jace Holdings Ltd. - Thrifty Foods 300 14-11-16 Global Knowledge - Global Knowledge Network 5 14-11-16 British Columbia Lung Association 20 14-11-16 Global Knowledge - Global Knowledge Network 35 15-11-16 BC Public Service Agency Region to Region Meeting 360

16-11-16 Investors Group Financial Services Inc. 250 17-11-16 Gold Medal Plates - GMP - A Celebration of Canadian Excellence 530 18-11-16 Chartered Professional Accountants Western School of Business - CPA Exams 54 18-11-16 Victoria and District Dental Society - VDDS Eating for Optimal Health & Happiness 180 19-11-16 Fine Vintage (International) LLC 24 21-11-16 Trilogy Software, Inc - TaxCycle Suite Tour 2016 50 22-11-16 Meridican Incentive Consultants - RBC Global Asset Management Finding Opportunity in a Rapidly Changing World 430 23-11-16 City of Victoria - Leadership Meeting 55 25-11-16 Out of Hand Artisans Fairs Inc. - 28th Annual Artisan Fair 5,500 26-11-16 Studio 4 Athletics - Fight 4 The Cause - Charity Boxing Classic 2016 1,200 27-11-16 Fine Vintage (International) LLC 18 28-11-16 Global Knowledge - Global Knowledge Network 20 28-11-16 Chartered Professional Accountants of British Columbia 350 28-11-16 Canadian Mental Health Association BC Division - B4Stage4 236 01-12-16 BC Road Builders and Heavy Construction Association - AGM and 50th Anniversary Celebrations 470 02-12-16 Fine Vintage (International) LLC 19 02-12-16 SMUS Parents' Auxiliary Society - SMUS Holiday Celebration 870 03-12-16 MAXIMUS BC Health Inc 380 05-12-16 Jace Holdings Ltd. - Sendial Luncheon 360 08-12-16 Victoria Hotel Marketing Committee - December Reception 60 09-12-16 British Columbia Investment Management Corporation - Town Hall 360 11-12-16 Fairmont Empress & PMBA Kids Christmas Party 700 12-12-16 BC Forest Practices Board 28 13-12-16 City of Victoria - COV Annual Staff Holiday Lunch 630 15-12-16 Microsoft Canada Co 15 17-12-16 Seaspan Victoria Shipyards - Holiday Party 576 18-12-16 Saudi Arabia Cultural Bureau 30

Total: 61 Events

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STRATEGIC OBJECTIVE #5: CREATE PROSPERITY THROUGH ECONOMIC DEVELOPMENT

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# unique 1,387 13,857 10,832 12,480 14,157 15,965 23,982 ParkVictoria app users (in different quarters)

(App was launched Dec 5, 2014)

# of 3,765 207,953 87,050 102,386 102,277 126,493 418,206 ParkVictoria transactions

(launched December 5, 2014)

# of on-street 2,757,602 2,721,014 663,629 706,456 700,455 693,628 2,764,168 transactions

# of City 785,512 1,282,830 335,476 363,797 355,710 379,359 1,434,342 parkade transactions

# of events 181 175 57* 61* 30* 61 209 held at VCC

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STRATEGIC OBJECTIVE #5: CREATE PROSPERITY THROUGH ECONOMIC DEVELOPMENT

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of delegate 97,827 96,590 18,416* 30,265* 20,741* 37,386 $106,808 days at VCC

$ value of $44,022,150 $43,465,500 $8,287,200* $13,619,250* $9,333,450* $16,823,700 $48,063,600 events at VCC (based on delegate days @ average delegate spend)

# of VCC 43 62 19 8 11 11 49 contracts signed for future conferences

*Updated Q4 2016

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STRATEGIC OBJECTIVE #6: MAKE VICTORIA MORE AFFORDABLE

 Throughout October and November 2016, a series of actions to implement the Victoria Housing Strategy commenced. The actions included submission of input to the National Housing Strategy, and proposed Zoning Regulation Bylaw amendments to encourage more secondary units by permitting garden suites in zoning outright and removing barriers to the creation of secondary suites. These bylaw amendments will be considered at public hearings in 2017.

 Another initiative that progressed in quarter four was an update to the Victoria Housing Reserve Fund guidelines to change funding allocations to a tiered model based on number of bedrooms to encourage family-oriented units. The proposed guidelines will be brought to affordable housing providers and the development industry for input in early 2017 prior to final consideration by Council.

STRATEGIC OBJECTIVE #6: MAKE VICTORIA MORE AFFORDABLE

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of new housing units 361 1,025 274 256 149 262 941

# of total new dwelling unit construction in Victoria 182 933 277 241 128 247 893 neighbourhoods

(excluding secondary/garden suites)

# of total dwelling unit 145 78 14 2 9 2 27 conversions

(excluding secondary/garden suites)

# of total secondary suites 31 46 15 13 21 13 62

(including new construction and conversions)

# of inspections performed 8,725 8,636 2,327 3,015 2,898 2,596 10,836

# of demolitions 55 54 17 17 16 17 67

STRATEGIC OBJECTIVE #6: MAKE VICTORIA MORE AFFORDABLE

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of rental units (affordable 65 89 0 0 0 0 0 rental) created by Housing Reserve Fund (in Saanich)

# of purpose-built rental units approved through 24 683 Measured Measured Measured Measured 241 building permits issued annually* annually annually annually

(excluding secondary and garden suites)

(*Updated to be measured annually)

% of overall vacancy rate 1.3% .6% Measured Measured Measured Measured 0.5% in City of Victoria annually annually annually annually

(Source: Canada Mortgage and Housing Corporation)

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STRATEGIC OBJECTIVE #6: MAKE VICTORIA MORE AFFORDABLE

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

$ value of average sales $612,784 $651,810 Measured Measured Measured Measured $758,500 price for single family annually annually annually annually

$ value of average sales $349,324 $353,409 $373,700 price for condominiums

$ value of average sales $473,938 $488,861 $502,200 price for townhouses

(Source: Victoria Real Estate Board)

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STRATEGIC OBJECTIVE #7: FACILITATE SOCIAL INCLUSION AND COMMUNITY WELLNESS

 In December, Crystal Pool and Fitness Centre day camp staff participated in cultural perspectives training, led by the Indigenous Perspective Society. The three-hour workshop helped youth workers strengthen collaborative relationships with Indigenous youth while engaging in ongoing reflection on how privilege and stereotypes impact our work and relationships. The training assists organizations develop actionable ideas to respond to the Truth and Reconciliation Commission of Canada’s Calls to Action.

 In Q4, Recreation hosted a family skate at Save-On-Foods Memorial Centre featuring the Anna and Elsa characters from the Disney movie Frozen and a Toonie Skate. A total of 170 people attended.

 Recreation staff offered a Nature’s Way program at the Government House gardens made possible by funding from Canadian Tire’s JumpStart program. The program was offered in partnership with Human Nature Counselling with support from School District #61’s Central Middle School counsellors. Held entirely outside in nature, the program is designed for children 10 -13 years of age who struggle with anxiety. Eleven children graduated from the program.

 On November 6, the City invited the community and neighbourhood of St. Andrews Street to come together to celebrate Tree Appreciation Day. The event was attended by people ages six to 80 who helped to plant 13 boulevard trees.

 In quarter four, the City hosted the 27th Annual Island Fitness Conference at the Victoria Conference Centre. Twenty-six educational sessions led by 12 industry-leading fitness presenters attracted 225 fitness professionals.

 Seventy children from Quadra Elementary School participated in Red Cross Swimming lessons and learned swimming skills and safety around water.

 The Victoria Masters hold a swim-a-thon every December and the City of Victoria donates the pool space. In quarter four, 41 swimmers swam 350km and raised over $2,000 for Our Place Society. This donation was matched, raising $4,000 for the local charity.

 Over the holiday season, Crystal Pool hosted a Swimming Canada camp for Para-athletes.

 St. Michaels University School (SMUS) piloted a triathlon workshop in the fall that was so successful they added a second option. SMUS had decided to run another triathlon camp in the 2017 to build on the momentum, which may tie athletes into local triathlon groups.

 Eleven community/seniors’ centres supported by the City provided over 2,700 recreation programs to residents – social events which were attended by 228,000 visitors involving an average of 230 volunteers per facility throughout the year.

STRATEGIC OBJECTIVE #7: FACILITATE SOCIAL INCLUSION AND COMMUNITY WELLNESS

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

Crystal Pool and Fitness Centre

# of visits 250,000 256,000 57,317 68,280 61,846 58,284 254,014 # of registrants 5,223 8,464 1,852 2,632 2,095 1,708 8,287 # of online registrations* 398* 1,250 267 545 593 294 1,699 # of in person/by phone 4,825 6,944 1,585 2,087 1,502 1,414 5,315

# of registered programs 1,703 2,016 325 376 564 325 1,590

# of camp registrants 1,982 1,700 116 37* 1,835* 78 2,066

# of drop-in fitness classes 963 985 273 283 240 231 1,072 # of drop-in fitness 6,367 6,200 2,007 1,994 1,217 1,218 6,436 participants

# of aqua-fitness classes 816 794 182 221 160 209 772 # of aqua-fitness 8,858 13,282 4,087 4,526 3,352 1,220 13,185 participants

# of children who learned 1,929 2,183 902 435 426 351 2,114 to swim

*Updated Q4 2016

# of playgrounds 40 40 40 40 40 40 40

STRATEGIC OBJECTIVE #7: FACILITATE SOCIAL INCLUSION AND COMMUNITY WELLNESS

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of ball diamonds and 45 45 45 45 45 45 45 soccer fields

# of outdoor fitness 4 4 4 4 4 4 4 equipment locations

# of bookings of Royal 76 79 1 29* 41* 0 71 Athletic Park

Attendance at Royal 70,000 60,089 800 19,947* 53,763* 0 74,510 Athletic Park

*Update Q4 2016

# of dog leash-optional 12 12 12 12 12 12 13 areas

# of public washrooms in 17 17 17 17 17 17 17 parks

# of tennis courts 23 23 23 23 23 23 23

# of community/senior 10 10 10 10 10 10 10 centres City owned or leased

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STRATEGIC OBJECTIVE #8: ENHANCE AND STEWARD PUBLIC SPACES, GREEN SPACES AND FOOD SYSTEMS

 In October, a new concrete pathway connecting the May Street crosswalk with the Cook Street play lot, was completed to improve accessibility.

 In November, consultation with the community continued on the Parks and Open Spaces Master Plan project. The final plan will be presented to Council in March 2017.

 Construction of a new fully-fenced dog off-leash area was completed in Vic West Park. The dog park is located in the north east corner of Vic West Park and includes agility play features, a dog drinking fountain, and incorporates the natural rock out- cropping. Public feedback to date has been favourable and the dog community is enthusiastic about this new, safe play environment for their pets.

 For thousands of years, Beacon Hill has been a place of cultural significance to the Lekwungen People. Having adopted 2017 as a Year of Reconciliation, the City has committed a portion of the hill top to the Esquimalt and Songhees Nations to build a traditional longhouse for cultural and educational activities. To prepare the site for future development, Checkers Pavilion was demolished and the hill top was landscaped in November.

 The City’s residential leaf pick-up service collected 2,026 cubic metres of leaves from October to December. This year, to help prevent leaves from clogging storm drains and causing flooding during heavy rains, the use of clear compostable plastic bags was promoted on the City’s social media channels.

 A carved couch and chair from a reclaimed Cypress tree were installed next to the Moss Lady sculpture in Beacon Hill Park.

 Restoration of the historic windows on the third floor of City Hall was completed in December to meet Parks Canada Regulations for National Historic Buildings. The restoration work is part of the City’s ongoing commitment to preserve one of Victoria’s most identifiable landmarks.

 In December, three options for the Crystal Pool and Fitness Centre were shared with Council for renewing this public amenity.

Council asked staff for further details regarding renovation risks, potential partnerships, federal and provincial funding opportunities, and a process for exploring non-profit housing. Staff reported back in February 2017.

 In quarter four, City staff were directed to explore options for the renewal of Centennial Square in 2017, through the development of a long-term plan for the plaza. The plan will be informed by engagement underway as part of the Visual Victoria process.

STRATEGIC OBJECTIVE #8:

ENHANCE AND STEWARD PUBLIC SPACES, GREEN SPACES AND FOOD SYSTEMS

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of inquiries to remove Not Will track 39 38 18 29 124 trees from private property available in future

# of tree removal permits issued for private property 38 62 8 26 23 15 72

(within scope of Tree Preservation Bylaw)

# of pruning permits 57 78 15 20 24 19 78 issued for private property

# of trees planted on 190 144 150 124 12 32 318 public property

# of trees removed from Not 109 Measured Measured Measured Measured 214 public property Available annually annually annually annually

# of City-owned trees 32,718 32,753 Measured Measured Measured Measured 32,857 annually annually annually annually

STRATEGIC OBJECTIVE #8:

ENHANCE AND STEWARD PUBLIC SPACES, GREEN SPACES AND FOOD SYSTEMS

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of City parks and green 72 72 132 132 132 137 137 spaces (parks only) (parks only)

# of annuals produced in Not 86,623 n/a 72,000 n/a n/a 72,000 nursery (for hanging available total baskets and beds) annually

# of edible demonstration 2 2 2 2 2 2 2 gardens

# of hanging baskets 1,344 1,290 n/a 1,260 n/a n/a 1,260 made

# of Parks calls for service 3,300 3,404 816 1,460 1,327 704 4,307

# ladybugs released 92,000 0 n/a 105,000 n/a n/a 105,000

# Aphidoletes aphidimyza (Predatory Midge) 500 149,500 n/a 134,000 n/a n/a 134,000 released

# of km of boulevard 300km 300km 219.7km 219.7km 219.7km 219.7 km 219.7km

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STRATEGIC OBJECTIVE #8:

ENHANCE AND STEWARD PUBLIC SPACES, GREEN SPACES AND FOOD SYSTEMS

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of hectares of parkland 191 191 198 198 198 207 207

# of rain garden locations 9 9 9 9 9 9 9

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STRATEGIC OBJECTIVE #9: COMPLETE A MULTI-MODAL AND ACTIVE TRANSPORTATION NETWORK

 An update was provided to Council in early December on the implementation of the bike network, which noted that the Pandora Avenue bike lane was under construction, the detailed design for the Fort Street bike lane was underway, and the functional design for the Cook Street corridor had been initiated. Council directed staff to include Wharf Street in Phase 1 of the network implementation instead of Government Street.

 Seven crosswalks were installed or upgraded for pedestrian safety and mobility in quarter four. The crosswalk locations included Douglas at Michigan, Douglas at Blanshard, Fairfield at Linden, Finlayson at Yew, Hillside at Higgins, Hillside at Blackwood and Richmond at Leighton.

 In the last quarter of 2016, the first phase of the City’s LED Streetlight Replacement program got underway on City-owned metal poles. The City is replacing its old streetlights with new, energy efficient LED streetlights. The next step will be to replace all City-owned streetlights on BC Hydro-owned wooden poles. The conversion from HPS to LED streetlights will reduce the City’s streetlight energy use by 50%. The work is expected to be completed by the end of 2017.

 In October, Council directed that speed-reader boards be placed in strategic locations and that reduced speeds be more broadly promoted to enforce the City’s 30km/hr and 40km/hr speed limits. Speed control elements will continue to be introduced in future street designs for these and other required corridors.

 The fourth quarter report on the Johnson Street Bridge Replacement Project noted that work on the steel fabrication continues at two locations in China. The main bridge structures, including the work to support all of the steel while the bridge is erected in Victoria, are under fabrication by ZTSS at JingJiang near Shanghai.

The span support structures, which connect the main bridge steel to the machinery that moves the bridge, are being fabricated by QuayQuip in . An additional trip in January to visit the two plants is planned. The City continues to closely monitor work on the design of the fendering system to ensure cost effective solutions are brought forward for Council consideration in a timely manner. The Johnson Street Bridge Replacement Project is scheduled to open by December 31, 2017, with completion by March 2018. The first shipment of steel is scheduled to arrive in Victoria in July, 2017.

 In order to free up on-street parking and loading zones, Council approved a one-year pilot project to allow taxis to stop at six designated fire hydrants. The taxi hydrant zone pilot will be introduced in quarter one of 2017.

STRATEGIC OBJECTIVE #9:

COMPLETE A MULTI-MODAL AND ACTIVE TRANSPORTATION NETWORK

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of km of road paved 2.3km 2.3km 0 0.8km 0.24km 0.47km 1.51km

# of new crosswalks 3 3 0 0 1 1 2 installed

# of crosswalks upgraded - 1 - - - 5 5

# of sidewalk 5 4 0 0 0 1 1 projects completed

# of metres of new 680m 440m* 0 0 0 170m 170m sidewalk installed

(*updated to read as metres)

# of metres of new 1,500m 230m* 0 0 0 1,200m 1,200m bike lane

(*updated to read as metres)

# of new bike racks 14 12 0 4 6 3 13 installed

STRATEGIC OBJECTIVE #9:

COMPLETE A MULTI-MODAL AND ACTIVE TRANSPORTATION NETWORK

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of bus shelters 3 2 0 1 1 3 5 installed

# of new LED pedestrian 6 6 0 0 0 4 4 countdown signals

# of major street 8 5 0 1 1 2 4 rehabilitation projects completed

# of local street 6 6 0 3 1 0 4 rehabilitation projects completed

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STRATEGIC OBJECTIVE #10: NURTURE OUR ARTS, CULTURAL AND LEARNING CAPITAL

 The City of Victoria, in partnership with the Greater Victoria Spirit Committee, kicked off Canada’s 150th in style on New Year’s Eve with a First Night event. Approximately 24,000 people came downtown to the Inner Harbour to gather for a community celebration of music, performance, artwork, lighting spectacles and fireworks. Highlights included a First Nations welcome and blanket ceremony; artwork projections by the City’s Artist in Residence, Luke Ramsey; headline performances on the mainstage; plus a fireworks show that was more robust than anything previously seen in Victoria.

 In quarter four, the call for the City’s new Youth Poet Laureate was announced. The Youth Poet Laureate champions the literary arts and provides a voice for local youth in the community. The Youth Poet Laureate serves a one-year term from January – December and receives a $1,750 honorarium and $1,000 in project funding, in addition to a year-long mentorship with Victoria’s Poet Laureate Yvonne Blomer. The position is funded by the City of Victoria with project support from the Greater Victoria Public Library.

 Victoria-based artist Luke Ramsey was announced as the City’s Artist in Residence for 2017. The Artist in Residence program aims to ‘keep art in mind’, providing the opportunity for a local artist to work collaboratively with City staff and the community to identify and develop a creative artwork for one or more capital projects over a one-year term.

 Aligned with 2017 being the Year of Reconciliation, the City held a call to artists for its new Indigenous Artist in Residence program to provide the opportunity for a local artist or artist team to develop artistic works and engage the community in dialogue, workshops, events, and activities for a one-year term. The selected applicant will collaborate with the community and City staff to produce a range of artistic works, which may include an exhibition, performance, publication or forum. Although a specific theme will not be prescribed, the artist’s conception of reconciliation will be explored. The selected candidate will be announced in early 2017.

STRATEGIC OBJECTIVE #10: NURTURE OUR ARTS, CULTURAL AND LEARNING CAPITAL

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of calls to artists 1 3 1 0 1 1 3

# of applicants 9 151 0 23 44 6 73

# of calls for musicians 0 0 1 0 0 1 2

# of public art pieces 85 86 86 88 89 91 91

# of block parties 27 26 1 3 26 1 31

# of outdoor festivals 29 39 2 17 20 1 40 and events City financially supports

(Includes FIG, Strategic Plan Grants, and other direct cash funding. Not in-kind.)

# of special event 311 213 17 98 64 21 200 permits issued

# of film permits 83 98 13 11 13 31 68 issued

STRATEGIC OBJECTIVE #10: NURTURE OUR ARTS, CULTURAL AND LEARNING CAPITAL

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of attendees at 45,000 40,000 n/a n/a 50,000 n/a 50,000 Canada Day celebrations

# of City-programmed 44 43 0 3 48 0 51 music concerts at Beacon Hill Park

# of City-programmed 60 43 0 1 45 0 46 music concerts at Centennial Square

# of City-programmed n/a - 0 0 6 0 6 activities at Beacon Hill Park

# of City-programmed n/a 64 0 20 45 0 65 activities at Centennial Square

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STRATEGIC OBJECTIVE #11: STEWARD WATER SYSTEMS AND WASTE STREAMS

 In November, Council received a report from the Core Area Wastewater Treatment project board on the progress towards a treatment plant. Council provided some further direction to staff to work with the CRD and report back public amenities including washroom facilities and improved greenspace at the Clover Point Pump Station; the proposed alignment, conceptual designs, costs and timeline for a multi- use trail along Dallas Road from Memorial Crescent to Ogden Point; and engaging with the Fairfield and James Bay Residents the neighbourhoods associations on the alignment and design of the trail.

 On October 13, 2016, City Council directed staff to proceed with the removal of abandoned vessels from the Gorge Waterway and to seek injunctions as required to remove any vessels or wharves that remain in the area in contravention of City bylaws.

The ultimate goal is for all owners to remove their vessels and wharves voluntarily. After Friday, October 28, 2016, the City began looking into enforcement to remove the remaining vessels according to Transport Canada’s requirements. Injunctions will be pursued in the first quarter of 2017.

 In the fourth quarter, the 100-year-old brick storm drain that runs under Ross Bay Cemetery was rehabilitated. A new glass-reinforced fibre pipe was installed inside the old, existing pipe, avoiding any excavation or disruption to the cemetery.

STRATEGIC OBJECTIVE #11: STEWARD WATER SYSTEMS AND WASTE STREAMS RESPONSIBLY

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

# of km of sewer upgrades 1.29km 2.23km 0.77km 0km 1.45km 0km 2.22km

# of km of stormwater 9.78km 2.08km 1.04km* 0km 1.13km 0.63km 2.80km system upgrades

# of km of water system 2.11km 1.84km 0.30km* 0.31km 0.48km 0.23km 1.32km upgrades

# of properties participating 0 10* 6* 2 2 4 14 in stormwater utility rebates

# of properties participating 0 21 15* 8 3 12 38 in stormwater utility credits (Launched in Q2 2015)

# of tonnes of residential 3,388 3,687 959 1,002 1,024 1,118 4,103 garbage collected

# of tonnes of residential 1,827 1,989 510 526 534 554 2,124 organics collected

(*Updated Aug 2016)

STRATEGIC OBJECTIVE #12: Plan for Emergencies Including Climate Action Short and Long-Term

 In quarter four, Council directed staff to move forward on a number of climate actions in 2017, including creating a process and format for citizen-led Climate Ambassadors to provide input and inform development of the City’s climate leadership plan, and to take climate and sustainability action out into the community.

 The Victoria Fire Department continued its implementation of the Emergency Management division’s operational strategy, delivery of emergency social services to the community, focused redevelopment of public education programming, corporate education and “industry best” instruction to all stakeholders.

 Quarter four saw an increased response by the Fire Department to medical emergencies as a result of increased opioid overdose calls in the community.

 The Emergency Management division received a “Partners in Humanity Citation” award from the Canadian Red Cross in recognition of their contribution to the community,

 In recognition of the quick action of Victoria fire fighters in response to the fire at Spinnakers Pub in November, Spinnakers released a limited edition beer titled “Fire Fighters' Session Thirst Extinguisher”, and is generously donating partial proceeds of sales to the Victoria Fire Fighters' Charitable Foundation.

 In quarter four, the Victoria Fire Department began its Hazards, Risks, and Vulnerabilities Assessment (HRVA) and Business Impact Analysis (BIA). The HRVA and BIA are prerequisites for updating and enhancing the City of Victoria Emergency Plan as mandated under the Emergency Program Act. The HRVA is scheduled for completion in February; the BIA is to be finished in April, 2017.

 An Emergency Operations Centre activation exercise was held with City Council and the leadership team to increase understanding of roles and responsibilities associated with the City of Victoria Emergency Plan.

 The Fire Department hosted a Rapid Damage Assessment and Coordinators course which was attended by staff from the Fire Department, City departments, and Emergency Management volunteers.

 City staff were provided “individual” emergency preparedness training, which will expand to all City departments in the 2017.

 Emergency Social Services (ESS) responded to two major events, providing assistance to 43 evacuees in the fourth quarter. ESS collaborated with external stakeholders to secure services for evacuees, in addition to the standard 72 hours at the Evergreen Terrace fire.

 Emergency Management, through the new leadership team, enhanced relationships with external stakeholder agencies with improved and expanding opportunities in preparation for future events.

 The Fire Department “peer” Critical Incident Stress Debriefing (CISD) was utilized on two occasions in quarter four to provide support to staff of other City departments, as a result of witnessed traumatic events. This call-out was the third this year in which Fire Department CISD members were requested to provide support to other City staff.

 Fire Officer candidates completed the ProBoard Officer Development Program, IFSAC-accredited to (NFPA) 1021 Professional Fire Officer Qualifications. This program was delivered with increased focus on internal operations and increased efficiencies related to scheduling and training. In keeping with the goal of continuous improvement, the next program will incorporate in-house instruction from Fire Department and other City staff.

 Beach fires decreased slightly in 2016 with responses to 230 separate reports of beach fires in 2016, compared to 287 in 2015.

 In 2014, a “frequency of inspection,” based on the risk associated with each property classification, was presented to Council and approved to meet the legislative requirement defined in the BC Fire Services Act. The BC Fire Services Act, under Section 26 (1) states that a municipal council must provide a regular system of inspections for hotels and public buildings within a municipality. The Act provides for a respective municipal council to determine the requisite “frequency of inspection”.

Due to the increasing number of properties requiring inspection, technical enhancements and improvements to life safety systems, and occupancy changes and building code considerations, the “frequency of inspection" guidelines continue to challenge resources available for this task. In 2016, through increased operational efficiency, the Fire Department significantly improved the frequency of inspections to approximately 68% of the required inspectable properties located within the City of Victoria.

2014 - 2016 Percentage of Completed Fire Inspections as defined in Bylaw 14-100

2014 2015 2016

Classification Frequency Due Inspected Not Inspected % completed Due Inspected Not Inspected % completed Due Inspected Not Inspected % completed A1 Every Year 14 4 3 29% 14 5 0 36% 14 8 6 57% A2 Every 2 Years 360 165 73 46% 361 253 63 70% 331 285 46 86% A3 Every Year 4 3 0 75% 4 0 0 0% 2 0 2 0% B1 Every Year 1 1 1 100% 1 0 0 0% 1 0 1 0% B2 Every 2 Years* 17 11 4 65% 17 7 1 41% 12 9 3 75% B3 Every 2 Years* 1 1 1 2 0 0% 8 6 2 75% C - sprinklered Every 2 Years 224 75 45 33% 225 218 56 97% 229 181 48 79% C - non sprinklered Every Year 887 122 69 14% 887 572 107 64% 890 367 523 41% D Every 2 Years 522 150 52 29% 522 426 39 82% 516 400 116 78% E Every 2 Years 456 226 81 50% 457 413 61 90% 461 435 26 94% F1 Every Year 29 1 0 3% 29 2 0 7% 26 5 21 19% F2 Every 2 Years 199 28 8 14% 199 56 2 28% 195 141 54 72% F3 Every 2 Years 67 17 4 25% 67 44 2 66% 63 31 32 49%

Total 2,781 804 340 29% 2,785 1,996 789 72% 2,748 1,868 880 68%

* With the exception of senior care homes w ithout sprinkler systems, w hich shall be inspected each year.

Using a risk-based approach, the department will continue to strive to meet the meet the frequency of inspection with current staffing levels by inspecting properties in the order of highest to lowest risk. The department will monitor and investigate opportunities to increase efficiencies in the inspection process.

 The 2016 Fire Prevention Week theme was “Don’t Wait: Check the Date! Replace Smoke Alarms Every 10 Years”. The week was launched with an opening ceremony at City Hall followed by a staff fire drill. Suppression and Prevention staff conducted fire drills and presented fire safety messaging to over 3,300 children at 14 schools.

 The focus for public education in quarter four was the introduction and delivery of a “new” Grade 6 Fire/Earthquake Safety Workshop. Eight sessions were attended by 213 students, which garnered positive feedback from teachers and students. A survey of attendees combined with staff input identified further enhancements that will be made to the program.

 In Q4, Emergency Management presented 20 emergency preparedness workshops in which 449 attendees participated. There was a total of 91 life safety sessions offered through Fire Prevention and Emergency Management divisions, attended by over 4,700 participants.

 The Mechanical Division completed the fabrication and customization of the aerial apparatus in-house, resulting in additional cost savings and efficiency in introduction of the apparatus to “first line” status.

 The “new” Bronto aerial apparatus will be p laced in operational service in the first quarter of 2017 and will be assigned to Station 2 in James Bay to support the City’s increasing high-rise operations and population densification.

 The Mechanical Division completed 40 Emergency Vehicle services, in addition to Commercial Inspection services, for 22 apparatus for regional fire services and Victoria Fire Department.

 The Department completed the initial design and approval for two replacement fire engine apparatus to be delivered in 2017.

 CREST’s transition to the 700 MHz radio system and provision of new Victoria Fire Department user equipment was not completed in 2016 due to product and implementation challenges. The Department is awaiting updated implementation timelines.

 Quarter four saw the introduction and implementation of dispatch software to provide an “interface” with BC Ambulance Service. Implementation includes introduction of GIS data, review of initial response zones and increasing response efficiency in relation to medical and emergency response. This interface software is expected to reduce response times and increase efficiency in relation to mutual response to medical emergencies.

 The Fire Department Manager (FDM) software data review was completed to meet industry best practices and improve accuracy of reporting. These updates are now being integrated into the database for testing and training prior to going live. Testing and training will continue into 2017 followed by implementation.

 In quarter four, the City’s unmanned aerial vehicle (UAV) program progressed with four pilots now trained to level four certification. This designation allows Victoria Fire Department personnel to conduct missions without the oversight of an instructor or more highly qualified pilot. The UAV program has generated interest and communication from other fire departments both within Victoria and in neighbouring municipalities. The Victoria Fire Department continues to identify possible uses and applications and are currently planning mapping missions with the City’s Engineering and Public Works Department for lower Pandora Avenue and Centennial Square.

STRATEGIC OBJECTIVE #12:

PLAN FOR EMERGENCIES INCLUDING CLIMATE CHANGE SHORT AND LONG-TERM

Total Total Q1 Q2 Q3 Q4 Total Measurement 2014 2015 2016 2016 2016 2016 2016

Response:

# of Victoria Fire Department calls for service: 6,645 7,741 1,612 1,933 2,104 1,953 7,602

Breakdown: # Alarms Activated Not Not 210 229 301 275 1,015 # False alarms available available 211 220 301 267 999 # Billable false alarms (billable when more 7 25 71 69 172 than three consecutive false alarms occur at one property within a 12-month period) # Assistance 44 60 60 60 224 # Cyclist struck 6 12 4 6 28 # Fire-structure 29 45 30 39 143 # Investigation (smell of smoke, 67 77 68 62 274 odours etc.) # Marine (Fire Boat) 2 3 1 1 7 # Medical aid 1,098 1,223 1,260 1,358 4,939 # Motor vehicle accident 82 90 86 93 351 # Mutual aid provided to Victoria (requested 1 1 0 1 3 by VFD) # Mutual aid provided to Esquimalt 0 0 0 0 0 # Mutual aid standby requests by Esquimalt 0 1 1 0 2 # Mutual aid provided to Oak Bay 0 1 1 1 3 # Mutual aid standby requests by Oak Bay 3 6 1 7 17 # Mutual aid provided to Saanich 0 1 0 1 2 # Mutual aid standby requests by Saanich 6 8 4 6 60 # Mutual aid standby requests 9 15 6 13 43 # Automatic aid – Royal Jubilee Hospital 3 1 0 0 4 # Other fire (beach, grass, garbage can) 45 155 160 33 393 # Pedestrian struck 4 5 6 5 20 # Rescue 7 25 16 20 68

# Skateboarder 1 0 0 0 1 # Spill/Leak 12 12 20 6 50 # Vehicle fire 2 6 6 7 21

# Total hours dedicated to response: 411 522 545 546 2,024

# Confirmed structure fires: 12 14 9 17 52

# of fires contained to the room or area of origin: 9 13 6 13 38 # High Rise Residential/Hotel/Office Not Not 0 1 0 0 1 # Contained to room/area of origin) available available 0 1 0 0 1 # Apartment/Motel/Hotel 5 5 4 5 19 # Contained to room/area of origin 67 67 3 5 4 5 17 # Commercial/Industrial 2 3 2 5 12 # Contained to room/area of origin 25 40 2 3 2 3 10 # Single family/ Duplex/ Townhouse 5 5 3 7 20 # Contained to room/area of origin Not Not 4 4 3 5 16 available available

Fire Prevention:

# of inspections and re-inspections 1,586 2,676 658 541 535 928 2,662 (prevention and business):

Breakdown: # Company inspections Not Not 41 74 224 48 387 # Fire investigations available available 9 13 14 11 47 # Investigation hours 51 58 45 84 238 # Incendiary fire 5 3 3 1 12 # Customer concern calls 38 42 74 45 199 # Customer response hours 19 46 37 20 122 # Oil tank installations 19 31 4 17 71 # Oil tank removals 21 21 26 15 83 # Occupant load calculations 23 5 6 5 39 # Smoke Alarm Installs (home visits) 30 34 5 10 11 4 30

# Calls received - HEAT Hotline for all Not Not 25 49 39 33 146 municipalities available available

(calls are managed/distributed by VFD)

# Hoarding calls distributed to Vancouver Island fire departments - 35 22 6 63 # Hoarding calls specific to Victoria 12 14 11 8 48 # Hoarding responses in Victoria 8 10 4 8 30 # People assisted in Victoria 12 13 6 8 39

Life Safety Education:

# Life safety education sessions Not Not 35 14 62 91 202 available available

# People who attended public 4,890 6,651 1,129 1,215 2,094 4,730 9,168 workshops/talks

(includes emergency preparedness, fire safety, school tours, hoarding, school education program, card seat installation)

Training and Staff Development:

# Aggregate training hours: 14,898 16,000 3,588 4,706 4,446 3,644 16,384

Breakdown: # Certification sessions Not Not 10 9 8 11 38 # Members received certification available available 53 35 10 131 229 # Hours for certification 1,211 1,656 640 435 3,942 # Specialized drill sessions 128 136 222 150 636 # Members participated in drill sessions 228 246 270 210 954 # Member hours for drill sessions 2,377 3,050 3,360 1,914 10,701

Evacuee Assistance:

# ESS activations 12 11 2 5 2 2 11

# People assisted 187 29 62 9 14 43 128

# Volunteer training sessions - - 30 27 21 24 102

Fleet Management:

# Services performed on Victoria Fire 160 112 29 28 28 42 127 Department apparatus

# Services performed on Regional fire 36 44 5 14 4 20 43 apparatus

STRATEGIC OBJECTIVE #13: DEMONSTRATE REGIONAL LEADERSHIP

 The City provided feedback on the CRD’s proposed 2016 Regional Growth Strategy (RGS) for consideration at a public hearing scheduled for October 19, 2016. The feedback confirmed that the RGS is consistent with the City’s Official Community Plan objectives related to growth, environment, housing, transportation and economic development. The feedback also expressed concern over incremental urban sprawl and loss of green space in the region particularly in the Juan de Fuca electoral area and that the RD take action to strengthen urban containment.