Corporate Plan2016-2018

VISION GOALS COUNCIL FOCUS AREAS KEY CORPORATE STRATEGIES

SOCI

AL D

EVEL

OPM

ENT

The City of Prince George is committed to a population health approach to social development, which considers a broad range of social impacts.

• Affordable, Accessible Housing

• Clear Identity and Pride

• Cultural Richness

• Equity and Inclusion

• Health and Wellness

• Safe Environment

• Supportive and Engaged Community

• Reconnect to create an inclusive and proud community.

• Support and promote initiatives that facilitate healthy and active living.

• Collaborate with partners to enhance the quality of life for residents.

• Celebrate success of our citizens and our community partners in order to foster civic pride.

• Continue initiatives related to youth engagement and education.

• Mobilize partnerships to address homelessness and increase affordable housing options.

• Implement the Community Recreation Services Plan.

• Facilitate and support initiatives to ensure an inclusive and safe community.

• Develop and implement a Child, Youth, and Family Strategy.

• Establish partnerships and support initiatives to encourage and enable physical activity.

• Utilize the Canadian Coalition of Municipalities Against Racism and Discrimination (CCMARD) framework as a tool to guide dialogue and action in support of reconciliation initiatives and events.

ENVI

RONM

ENT

The City of Prince George and its partners are committed to protecting our air, water and terrestrial environments.

• Clean Air

• Clean Water

• Green City, Green Practices

• Green Energy

• Reduce Carbon Emissions and Adapt to Climate Change

• Reduce Waste

• Advance activities and operations that are environmentally sustainable.

• Develop and integrate transportation linkages, means and solutions.

• Monitor and work to decrease greenhouse gas emissions.

• Improve air quality, and build education and awareness in community.

• Prioritize active modes of transportation and connected network through the Active Transportation Plan.

• Employ Transportation Demand Management tools.

• Refocus on Transit Planning.

• Monitor and advance the City’s Energy and Greenhouse Gas Management Plan (Corporate and Community).

• Expand the Downtown District Energy System Service to external customers.

ECON

OMIC

DEV

ELOP

MEN

T The City of Prince George is committed to creating a more diversified, vibrant, growing economy in which citizens have access to a wide range of employment opportunities.

• Diversified Economy

• Vibrant Economy

• Employment Diversity and Accessibility

• International Connections

• Sustainable Business

• Advance progress in the Downtown.

• Prioritize infill development and advance housing within targeted growth areas.

• Integrate economic development priorities and strategies with City operations and functions.

• Program downtown civic facilities and spaces.

• Market downtown for development and growth opportunities.

• Facilitate the development of new partnerships to encourage a broader range of housing options.

• Develop and implement an Economic Development Strategy.

CITY

GOV

ERNM

ENT

The City of Prince George is committed to citizen-centered service and sustainable fiscal management. Our corporate values stress strong leadership, respect for the individual, and personal and professional development for our workforce.

• Sustainable Infrastructure

• Sustainable Fiscal Management

• Organizational Excellence

• Healthy Workplace

• Effective Governance

• Prioritize service, transportation, recreation, and facility infrastructure needs and investment.

• Build a strong and committed team.

• Provide a workplace committed to health, safety and wellness.

• Improve City of Prince George communication by fostering a service culture focus and ensuring transparency.

• Actively communicate and engage with employees, citizens, local organizations and partners, and key constituencies outside of Prince George to advance the community.

• Assess, prioritize, and align all capital, operating and maintenance activities.

• Update and improve systems to ensure appropriate and valid customer service delivery.

• Identify opportunities to improve citizen access to Open Data.

• Improve the Records Management Program.

• Improve employee engagement.

• Ensure organizational learning strategies and succession management practices meet current and future needs.

• Implement best practices related to health and safety, and employee wellness.

• Present information that reinforces Council’s focus areas and highlights progress being made with respect to social development, the environment, the local economy, and city government.

• Work towards consistency in the presentation of the City of Prince George.

• Foster greater linkages with the Lheidli T’enneh.

• Provide opportunities for gaining citizen feedback and engaging with public and private sector organizations.

OUR COMMUNITY’S myPG VISION OF PRINCE GEORGE IN 2040“As BC’s northern capital, Prince George is a model for sustainable Canadian cities. The local environment is healthy, supporting a robust economy and an enviable quality of life for residents. Everyone has housing they can afford, good food on the table, and a strong, supportive network of friends and co-workers. Built on regional assets, the economy is strong and stable. A vibrant downtown, great community, affordable lifestyle, and spectacular natural setting are Prince George’s greatest strengths.”

STRONG TEAM. STRONG RELATIONSHIPS. CITIZENS AS PARTNERS.

CORPORATE PLAN2016-2018

WHAT IS myPG? AN INTEGRATED COMMUNITY SUSTAINABILITY PLAN FOR PRINCE GEORGE

Completed in 2010, myPG is an “Integrated Community Sustainability Plan” to help Prince George realize a sustainable and prosperous future.

myPG captures the results of extensive public and stakeholder engagement that created a vision of the long-term future of Prince George and outlines what the City needs to do to achieve that vision. The plan is the first step

in a long-term process of becoming a sustainable, prosperous, and healthy community connected to the world.

myPG is action oriented and engages the whole community to achieve common short, medium, and long-term goals.

www.princegeorge.ca

STRATEGIC FRAMEWORK

30 YEARS 4 YEARS

COMMUNITY AND STAKEHOLDER ENGAGEMENT

myPG COMMUNITYGOALS

STRATEGIES &POLICIES

ANNUAL BUDGET5 YEAR FINANCIAL PLAN

ANNUALREPORT

COUNCILPRIORITIES

CORPORATEPLAN

Through its planning process and on-going community consultation, including comprehensive surveys and regularly held neighbourhood conversations, Council reviews and approves the City’s Annual Budget for each year.

The Annual Report documents progress towards the achievement of Council priorities in the four strategy areas: Economic Development, Social Development, Environment, and City Government.

COMMUNITY AND STAKEHOLDER ENGAGEMENT

The Strategic Framework is informed by on-going, meaningful engagement with community partners and citizens. Reconnecting with partners and citizens has also been identified as a priority for Council in its strategic plan.

ANNUAL BUDGET ANNUAL REPORT