THE CORPORATION THE DISTRICT OF COLDSTREAM KALAVISTA NEIGHBOURHOOD ADVISORY COMMITTEE MEETING TO BE HELD ON WEDNESDAY, AUGUST IN THE MUNICIPAL HALL COUNCIL 9901 KALAMALKA ROAD, COLDSTREAM, 5:00PM AGENDA 1. APPROVAL OF AGENDA APPROVAL OF MINUTES Page 1 a. Adoption of Minutes of the Kalavista Neighbourhood Advisorv Committee held Wednesday, August 18,2010 3. ITEMS FOR DISCUSSION Page 7 a. Kalavista Neighbourhood Plan - Work Review & Discussion of Vision I Guiding Principles ofthe Neighbourhood Plan Memo from Director of Development Services, dated July 28, 2010 Comment At the Kalavista Neighbourhood Advisory Committee meeting held August 3, 2010, the fo Howing resolution was passed: "THAT the Memo from the Director of Development Services, dated July 28, 2010, regarding Kalavista Neighbourhood Plan Work Plan Review & Discussion of Vision/Guiding Principles of the Neighbourhood Plan be deferred to a meeting of the Kalavista Neighbourhood Advisory Committee to be held at 5:00 pm on Wednesday, August 25, 2010. }J 4. ADJOURc~MENT
CORPORATION OF COLDSTREAM Minutes of the Kalavista Neighbourhood Advisory Committee Meeting held August 18,2010 in the Coldstream Municipal Hall 9901 Kalamalka Road, Coldstream, BC CALL ORDER: Chair Hladun called the meeting to order at 5 :03 pm PRESE1\T: ABSENT: Mayor Garlick (as entered in the minutes) Councillor Enns Anderson N. Hladun (Chair) R. Mackay L. Peters F. Ryan M. Kardelis Spraggs R. Turner (as entered in the B. Edblad ALSO PRESENT: M. Stamhuis, Chi K. Austin, Recor C. Broderic '-'J.V!JUl,,","< Services (as entered in the 1. of Kalavista Neighbourhood Advisory CARRIED Director of Development Services entered the meeting at 5:05 pm. 1
Minutes of a Meeting of the Kalavista Neighbourhood Advisory Committee August 18,2010 Page 2 of5 2. APPROVAL OF MINUTES a. Minutes of tbe Kalavista Neigbbourhood Moved by Enns, seconded by Anderson, the minutes of the of the Kalavista Neighbourhood Advisory Committee, held August 3, 2010, be adopt circulated, No. KNC201O-027 CARRIED 3. ITEMS FOR DISCUSSION a. Boat Launch tions raffle and Safe $ Email from Rob Mackay, dated A Email from Norm Hladun, The emails from R. Mackay and members for information. to the Committee Neighbourhood Advisory Committee reiterate the need Regional District take action to provide proper boating facilities 'Lake Kalamalka Lake in appropriate locations.',.i:l.i..lur'~:s:s'~u' CARRIED Kardelis opposed ttee agreed that it would be useful to list all suggestions as to how the in the Kalavista neighbourhood and Kalavista boat launch areas could be The following suggestions were put forward: 1. Close Kalavista launch and turn area into a park 2. Limit Kalavista boat launch to small boats 3. Eliminate 2-stroke motors from Kalamalka Lake 4. Pass a bylaw to restrict boat size on Kalamalka Lake 5. Promote kayaking and sailing on Kalamalka Lake 6. Lobby to expand lakefront camping elsewhere 7. Expand Kekuli Bay Provincial Park boat launch 2
Minutes of a Meeting of the Kalavista Neighbourhood Advisory Committee August 18, 2010 Page 3 ofs 8. Better traffic and safety control between Kalavista boat launch and parking lot 9. Paid parking at boat launch 10. Monitor overnight parking Richard Turner entered the meeting at 5:34 pm. 11. 12. 13. 14. 15. Open parking lot to all parking Employ traffic monitors to prohibit waiting on the road Parking lot restricted to single axle trailers only or 0 Sell corner lot (former Morphet property) and inv launch in a mid-lake location Maps/signage showing all boat launches on ~~. 16. Charge all non-regional District ofnqrth~k provide yearly passes to residents 17. Resident volunteer roster for long 18. Seasonal closure ofkalavist 19. Seasonal closure of Post ill 20. 21. 22. 23. 24. 25. 26. 27. Drive Temporary speedbu Pedestrian walkway Make Kalavi Paint bla )Ie e (lane or sidewalk) anew 'rking (with the owner's permission) 'With a e paint the Log House property of Log House on Kalavista Drive give out map showing overflow parking areas parking on Kalamalka Road (in front of tennis courts) to 'ng at launch dock to the middle of the launch to allow double '''t;,!u'<u,,", two boats in the launch area ~--'---..r staging area to be used for post-boating (not pre-boating) More police enforcement Committee then summarized the key issues regarding the Kalavista neighbourhood and boat launch are~ as follows: 1. Safety of Residents 2. Traffic Congestion 3. Conflict of Cultures 4. Pollution 5. Parking Problems 3
Minutes ofa Meeting of the Kalavista Neighbourhood Advisory Committee August 18, 2010 Page 4 of5 The Committee then considered which of the suggestions put forward were beyond the jurisdiction of the District or, by consensus of the Committee, were not suggestions they could support at this time. The suggestions that were rejected entirely and removed from consideration by the Committee were as follows: l. 3. 4. 6. 7. 14. 30. 33. Close Kala-vista launch and tum area into a park Eliminate 2~stroke motors from Kalamalka Lake Pass a bylaw to restrict boat size on Kalamalka Lake Lobby to expand lakefront camping elsewhere Expand Kekuli Bay Provincial Park boat launch Sell comer lot (former Morphet property) and invest launch in a mid-lake location Move the boat launch dock to the middle 0 More police enforcement anew launch Mayor Garlick left the meeting \Vith the above suggestions removedftd~ ranked their top five preferred sug 1 e trailers only or 9 2 19 3 / n~regional District of North Okanagan ncb, provide yearly passes to residents Kalavista boat launch to small boats Better traffic and safety control between Kalavista boat launch and parking lot 8 7 4 3 3 15 Maps/signage showing Lake areas 3 8 12 Employ traffic monitors to prohibit waiting on the road 9 25 Install a sidewalk in front the Log House property 2 1 4
Minutes of a Meeting of the Kalavista Neighbourhood Advisory Committee August 18,2010 Page 5 of5 The Committee agreed that they would bring forward the top 5 suggestions (identified in bold type) for further consideration and discussion at the next scheduled meeting of the Kalavista Neighbourhood Advisory Committee in early October. M. Kardelis left the meeting at 7:00 pm. 4. ADJOURNMENT Moved by Spraggs, seconded by Anderson, THAT tbemeeting oftbe Neigbbourh beld August 18, be adjourned, No. KNC2010 029 CARRIED The meeting of the Kalavista at 7:05 pm. CERTIFIED CORRECT 5
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Kalavista Committee 0360-66 FROM Craig Broderick July 28, 2010 Director of Development Services SUBJECT Kalavista Neighbourhood Plan 1. Purpose To provide the Kalavista Committee with a methodology for the Neighbourhood Plan process as suggested at the July 5,2010 meeting. Origin Director of Development Services Background As per the attached Work Plan for the Kalavista Neighbourhood Plan, the Committee has worked through two phases - Project Initiation and Information Gathering. The third phase "Developing the Vision/Guiding Principles, Public Input, and Council Endorsement' is in progress. The key aspect of the third phase is articulating the Vision or Guiding Principles for the Plan. The details of the Plan (i.e, policies and implementation actions) will reflect and be based on the Vision or Guiding Principles. The recent input from. the Committee is a step towards developing the Vision or Guiding Principles. In order to develop the Vision or Guiding Principles, the Committee will need to commit to putting their collective thoughts in writing. The Vision or Guiding Principles is an effort to explain what the neighbourhood should be like in 15 to 20 years. The written statement can be in the form of a short paragraph or a series of points. Examples of Vision or Guiding Principles from other plans are attached as reference. After the Committee establishes the Vision or Guiding Principles, input from residents, local stake holders should be solicited. After that, the Vision or Guiding Principles should be presented to Council for endorsement 7
Page 2 After the Vision or Guiding Principles are established, a neighbourhood plan can be drafted by staff and the Committee. The neighbourhood plan can consist of the Vision or Guiding Principles, polices and implementation or action steps. The neighbourhood plan is then presented to Council and if endorsed by Council, appropriate amendments (Le. OCP & Zoning) are prepared for Readings and Public Hearings. 4. Conclusion The Kalavista Neighbourhood Committee will need to develop the Vision or Guiding Principles in order for the rest of the plan to proceed. d) ~lyr;///i SUbm~bY Craig Brod rick Director of Development Services Attachments Reviewed by Michael 8tamhuis Chief Administrative Officer 8
The Hornby Island Community Vision Statements Page 1 of 9 HOR,J\JBY ISLAND AMH RATEPAYERS ASSOCltrnON. for ollr island community. 1I"'iI11I1""'II:7 Vision The Hornby Island Community Vision Statements constitute an articulation by the majority of the community ofthe "ideal Hornby Island in the year 2020 n. This process was a way to create a picture of the future that Hornby Islanders wanted for the Island, and provide another means by which. Islanders can have more local control. The vision statements are intended to play 2 roles in the community - 1. To inspire and motivate groups and individuals to take action and organize efforts that will lead to the realization of the community visions. 2. To act as a tool through which groups and individuals can "filter" their decisions. By asking the question "Does this project or initiativefit with what the community wants for itself', the visions can help with the first step in the community consultation process. They are not intended as a limiting factor or enforcement mechanism for new initiatives, rather as a tool in the on-going work of deciding the wisest directions for Hornby Island INTRODUCTION Community Visioning gave Hornby Islanders the chance to create a clear picture of our idealfuture. We believe that with a community supported vision we will all be better equipped to start working towards those visions TODAY. The first phase of the Visioning Project was co-ordinated by the Community Economic Enhancement Committee and took a year to complete. Over 500 community members participated, providing input through workshops and writt(m questionnaires. This input was synthesized by an Advisory Committee of about 35 people over 3 months. The statements that you hold in your hands are the culmination of an inclusive and comprehensive effort to create a broadly supported vision for Hornby Island. The vision for Hornby places its hope for the future on the enthusiasm, commitment and involvement of Islanders themselves. Working as individuals, families and neighbours, visitors, local organizations and governing bodies, one step at a time, is how the vision will actually be achieved. Remember, the future of Hornby is in your hands... in all our hands. 9
The Hornby Island Community Vision Statements Page 2 of9 Vision Statement Summary Hornby Islander's have envisioned afuture based on our community strengths and our desire to remain a diverse, sustainable and viable community. Central to this vision are the values that we share as a community - creating a balance with the natural world, working together co-operatively and peacefully, taking personal and collective responsibility for the well-being of the community, and celebrating the special spirit and energy of this unique island and its people. Living Sustainably Hornby Islanders understand that living in balance with nature is essential We are dedicated to improving our transportation systems, incorporating renewable energy sources, utilizing more sustai l1 able building practices, recycling our resources and respecting the limits of our water supply. Strengthening Community We will build a healthy and diverse community by pooling our resources, sharing our skills and working-eo-operatively. A community where everyone is respected, well-nourished and adequately housed, where our education systems thrive and healthcare is available for everyone. Building A Thriving Economy Hornby Island will diversify its economy by building on the strengths within the community such as our vibrant arts scene, sustainable agricultural practices, diverse healing arts and our capacity to live in harmony with nature. Tourism is a valued part of our economy, and to be more sustainable it will become more integrated into the values and lifestyles that Islanders cherish. Creating Local Control Hornby Islanders intimately understand this island's natural cycles, its community and its needs. We will continue to fm<;l ways to bring as much decision-making power as possible into the hands of the community. In co-operation with off-island agencies, we will establish our own mechanisms for dealing with conflict, protecting the environment, providing essential services, creating peace and security and meeting the needs of all our citizens. Community Valu.e Community values are an attempt to create a broad picture of what many of us currently hold in common, rather than an attempt to impose these values on individuals. Community values hetp to guide our individual and collective lives, and provide common reference points through which to make decisions and guide our community's jilture. Hornby Islanders Value -.. Our connections to the natural world " Diversity.. The spirit and energy of this unique island and its people 10 '7 1'1 0 1'1 II 1 II
The Hornby Island Community Vision Statements Page 3 of9 o Simplicity, self-sufficiency and sustainability.. Working through our disagreements in a respectful manner " The strong sense of belonging and safety that comes from living in this community o Our connections with the rest of the world II> Local control over decisions which effect our community and our environment Working co-operatively to create an inclusive and healthy community " Creativity and innovation Agriculture In the year 2020, Hornby Islanders strongly support local agricultural activities which hiclude permaculture, horticulture and aquaculture. We place a strong value on organic agriculture, selfsufficiency and creating value-added agricultural products. There is a strong market for local agricultural products, both on and off the island. The community uses a large percentage of cleared arable land for agricultural and there are many communally owned and operated lands and facilities for food production. People come to Hornby specifically to learn about our thriving agricultural sector and participate in many facets of agricultural production. Arts In the year 2020, Hornby is known for its thriving arts community. All the arts are part of our daily lives and we cherish the contributions that artists, performers and crafts people make to our community. Art is also one of the mainstays ofthe economy with both residents and visitors buying local arts and crafts. Visitors and residents of all ages enjoy the many learning opportunities provided around the arts. Through mutual support and collective initiatives,local artists work together to improve their skills and businesses. Building Practices In the year 2020, buildings on Hornby are kno\vi1 for their beautiful and creative design and their environmental sensitivity. Small-scale, energy efficient buildings v'lith a light ecological footprint are the norm. Common use is made of recycled and innovative materials. New buildings and renovations are done in a manner that is sensitive to the mrique Hornby aesthetic and in harmony with the natural environment. This "Hornby style" is affordable, accessible, rural, natural and hand-built with heart. Building methods and materials incorporate a "zero-waste" philosophy and alternative energy practices. The community works to promote the recycling and re-use of building materials. Buildings and landscaping integrate energy conservation methods, water catchment and storage techniques and innovative and effective used water disposal systems into all designs. 11
The Hornby Island Community Vision Statements Page 4 of9 Co-operative Ventures & Community Infrastructure In the year 2020, co-operative and community-run ventures are flourishing because the community believes that collective initiatives are the most effective ways to meet the needs of the community, maintain local control and create a healthy economy. In order to survive and be able to live the simple, low impact lifestyle \ve desire, we have developed many effective ways for pooling and sharing our resources, talents and energy. We re81ize that only through mutual effort and respect will we be able to achieve our goals of self-reliance and self-determination. Local government bodies and community organizations play an active role in initiating and sustaining a variety of ventures for the common well-being, from land acquisition to construction of facilities and the establishment of co-ops. Community services such as the Fire Department, the Recycling Depot, the Co-op, the Community Hall, New Horizons and the Ballpark are shining examples of our co-operative spirit in action and have inspired many other co-operative ventures. Hornby Island is connected to a network of other like-minded communities with whom we share and trade resources and services. Seasonal residents and visitors are interested in working on and supporting our community efforts. Many of our needs are met locally in centrally-clustered service areas, which encourage the shared.use of resources such as parking lots, energy, equipment, etc. These central areas also provide many opportunities for people to gather together, participate in arts and cultural activities, shop and visit Economy In the year 2020, Hornby Island's economy reflects and helps sustain the unique nature of Hornby's people and natural environment. We recognize that a healthy community is what creates a healthy economy and visa versa. Our thriving and diverse economy is comprised of small-scale, locally and/or communally-owned businesses, services and value-added industries as well as low-impact tourism. Many community groups are working to create and finance the infrastructure necessary for the prosperity and common good of all. Local taxes are retained in the community to support local initiatives. The community encourages activities that promote local and individual self-sufficiency, and barter and trade are integral parts ofthe economy. We re-circulate resources and currency within the community and patronize local businesses and services. There are plenty of skill-building and educational opportunities, co-operative arid support mechanisms to assist the creation and success of small businesses. Employment opportunities and apprenticeships for youth are \'v':idely available. Everyone is able to support themselves doing what they love. We also value the contribution of volunteer and unpaid labour to our community. The arts, agriculture, education, high tech, health care, trades and small-scale production are the major sources of income. Additionally, we are successfully marketing our products and services off-island. Our connections to the broader economic structures are based in just and fair trade practices and do not contribute to the exploitation of people or the planet. 12 /I,. 7 i') 9. /')(j1 n
The Hornby Island Community Vision Statements Page 5 of9 Education In the year 2020 Hornby Island is knovm a centre for learning where education is a life-long pursuit with plentiful opportunities for people of all ages to develop their full potential. Education is focused on the unique assets of the community such as the healing arts, agriculture, the arts and the environment. The community has created a life-long learning infrastructure (which could be an actual Centre or a loose network) that is responsive to the needs of all individuals and the community. It is flexible, well-funded and sustainable. Learners and teachers from around the world are welcome and important participants in this educational process. There is a high level oflocal involvement in all aspects of the educational system. The education system emphasizes inter-generational mentoring, global awareness and connection, developing life skills, creativity and environmental awareness. The community values its local Community School and Pre-school, and works together to ensure their continued viability. Teens are offered a choice of an excellent high school education right here on Hornby, on Vancouver Island or anywhere in the world. Adult education is an umbrella activity for academic, social, creative and economic development. Energy In the year 2020, Hornby Island has extended the type offorward thinking that created the Recycling Depot and has become a centre oflearning for energy conservation and innovation. There is strong support and encouragement for the development and use of renewable energy systems that promote local energy self-sufficiency and are environmentally sensitive. There are active research and development projects taking place on renewable energy sources and the "zero-waste" ethic is integrated into how we use energy. By the year 2020 we are living in balance and harmony with the Earth. Many of us chose to live on Hornby because of the healthy, wild environment and we cherish our intimate connection with the natural world. Everyone understands the natural limits ofthis fragile eco-system and strives to reduce their ecological footprint by living lightly on the land. All forms 'ofhuman activity are designed to have a minimal impact on. the environment. Land use planning emphasizes resource conservation. We take a strong stand on protecting our water resources, defending native species from invasion, avoiding the use of harmful chemicals, and maintaining a GMO and nuclear-free zone. Effective mechanisms are in place to conserve our supply of clean fresh water for everyone on the island. Safe, innovative systems for processing sewage are widely used and respected. We take an active role in educating ourselves and our visitors on environmental issues and are known for our environmental sustainability.our "reduce, reuse, recycle" program has resulted in the word "waste" being dropped from our vocabulary. 13
The Hornby Island Community Vision Statements Page 6 of9 Governance In the year 2020, Hornby Island community members support, value and actively participate in an innovative model of autonomous governance. This new stmcture is responsive to the community, encourages and facilitates egalitarian participation and is based on the principles of consensus building and cooperative conflict resolution. This kind of governance stmcture will: $ Be reflective of our diverse population Retain local taxes to meet local needs, wherever possible " Have in place clear conflict resolution mechanisms to resolve community disagreements on policy, neighbourhood, political and land-use issues e Maximize local decision-making on local issues " Co-operate with off-island agencies and resources " Facilitate inclusive and wide-spread participation in decision-making " Encourage commlmity groups to meet regularly to create a network/fomm for discussion, celebration and decision-making. In the year 2020, Hornby Island has become a place where people.come to heal and to be healed. The community defines health as inclusive of physical, psychological, emotional, sexual and spiritual well,-being, and not merely the absence of disease. Individuals are supported in their effort to become self-actualized, integrated beings. Spirituality is a vital aspect of heath and all sacred paths and health choices are respected and supported. People are aware of what they need to do to maintain and be responsible for their own good health and they have access to many options for prevention and healing. To assure life-long well-being we have high-quality, community-based health care. There is a commlmity-run holistic health care centre that embraces western and complementary health practices. We reach out to health experts and networks in the wider world and invite people to visit our excellent healing facilities. The community values its local health services such as permanent, full-time doctors, First Responders team, Iocal clinic, dentist, home support services, Health Care Society and diverse alternative practitioners. 14 The community acknowledges and works to enhance all the determinants of good health including: '7 /'jq /'j()1 ()
The Hornby Island Community Vision Statements Page 7 of9 safety', affordable housing, food and clean water, social interconnectedness, economic well-being, support for children, families and seniors, easy access to all levels of health care, etc. We know about and understand addictions and mental health issues and there is an integrated support system to assist in achieving wellness in these areas. Housing In the year 2020 Hornby Island is a balanced, diverse community where all its residents are able to find adequate housing. Stable and affordable housing makes it possible for residents to put dov\1j1 roots and build a life here, actively participate and contribute to the well-being of the community. The community takes collective responsibility for land availability, housing options, creating local mortgage funds and land-use planning. We have in place easy and amicable ways of assessing and deciding on land and housing issues. There is a broad range of housing options and choices available for everyone from home ov\ljlership to temporary accommodation, from large lot rural to clustered housing and single person dwellings. Some areas combine mixed use zoning, multi-generational housing and communally available resources, facilities and services. A strong community priority is placed on creating affordable, year-round housing for permanent residents. Because the community values year-round residents, they are not evicted from rental homes during the summer. All landlords and tenants are responsible to and respectful of each other and the environment. Houses are energy efficient, ecologically solmd, built to last and well-maintained. Every home has adequate water through the use of catchment and storage as well as environmentally friendly waste water management. Peace-Making & Conflict resolution In the year 2020, Hornby Island is a safe, understanding and trusting commlmity that is respectful of its core values which include: personal responsibility, respectful communication and a variety of local mechariisms for resolving conflict. Homby Islanders have little or no need for police intervention, and there is a freedom from fear which allows people to leave their doors unlocked and children to play in safety. Islanders are committed to resolving their differences peacefully and take personal responsibility for dealing with personal and community conflicts. The foundation of Hornby's conflict resolution approach will include: " The creation of a set of core community values (for families, individuals, groups, neighborhoods, governance, etc) " On-going education on communication and conflict resolution skills for the entire community. " Access to relevant services and resources to help underlying problems which lead to personal and community conflict (e.g.: drug and alcohol counselling) /,-" 1 15
The Hornby Island Community Vision Statements Page 80f9 " Building connections among neighbors which will encourage strong community bonds and understanding. ~ On-going community consultation with local law enforcement agencies. Recreation and In the year 2020, Hornby Islanders enjoy our 0\Vl1 unique island ways of having fun and have created many interesting options feir recreation and entertainment. The community stays strong by providing many opportunities to gather together, celebrate and stay healthy in mind and body. There is a lively cross-generational cultural scene with activities that are an on-going part of community life. The sea and local parks provide wonderful opportunities for outdoor activities. Children and teens have plenty of space and opportunity for creative and recreational activities. Facilities for recreation and entertainment fit with local values and recognize the need for Islanders to maintain a simple, rural lifestyle. Social support Diversity is the cornerstone of any healthy community. The Hornby community thinks of itself as a large multi-generational family. We take care of each other like an extended family would and take responsibility for meeting the needs of our community members. Strong neighbourhoods provide a place where people know and support each other, share resources and provide a strong social network. Farililies, singles, youth, seniors and kids are all vital parts of our diverse community, and a balance of representation from all these groups has been achieved. Activities, services and support are available for families so that they are able to have a safe and enjoyable life on the island. Youth are seen as a vital part of the community and have opportt.inities for education, recreation and employment. We have excellent infrastructure in place to allow our elders to remain on the Island till the end of their days. This includes health care, housing and other support services. There are many opportunities for close connection among all members of the community from the very young to the very elderly. Effective relationship and communication skills are a vital part of maintaining a healthy community. Services and support mechanisms are in place to address the needs of people who are in crisis. In 2020 tourism is only one part of Hornby Island1s diverse and thriving economy. Tourism is now actively planned and managed by the community for the benefit of residents, visitors and the island itself We foster low-impact, "intentional" toul1sm and have a manageable, comfortable number of visitors each year. We prefer the concept of a "visitor" rather than a "tourist". A visitor is someone who comes to the 16 'I.. 1/ I ".. 1"'\ 1..L ~ 1 7/'lR/'1010
The Hornby Island Community Vision Statements Page 9 of9 island in the same manner in which they would visit a friend - respectfully and lovingly - and we welcome them accordingly. We have found ways to inform visitors and summer residents about the lifestyles, values and ecology of the island so that tourism is a positive experience for both year round residents and visitors. The ideal visitor would: " come here because they appreciate and share our interests and values " walk, bike or use public transportation Q purchase local goods, food and services " walk lightly on the land (including water use and disposal) " contribute time and energy for the benefit of the community and participate in the community We have incorporated some of the ideas from the "Slow Cities" movement such as preserving and celebrating our traditions and lifestyles and then encouraging our visitors to participate in them. We work at what we love and people come to learn about what We have to offer. Visitor accommodation is accessible for people of all income levels. The community feels energized and 'stimulated by visitors to the island and welcomes the excitement and fun provided by interaction with new people and new ideas. Visitors leave the Island feeling revitalized in body, mind and spirit. Transportation In the year 2020 Hornby Island no longer participates in the global petroleum economy. We are forerunners in the use of renewable energy sources for transportation. We use Canadian-made and environmentally-friendly fuels to power our vehicles and have significantly reduced our use of individual motorized vehicles. \Ve have a low-cost, convenient, community transportation system, such as a bus or a tram-way/train to get arolmd the island and into town. The ferry system is affordable and provides convenient service for residents. There is a strong infrastructure making it easy for visitors and residents to choose to travel by foot, bike, or horse. We have lessened the need to travel because many of our needs are met locally in centrally-clustered service areas. 17
EXECUTIVE SUMMARY This plan embodies a vision for the Departure Bay neighbourhood which emerged early in the planning process:. The vision for Departure Bay is to preserve and enhance the existing sense of community, unique neighbourhood character, natural beauty, environmental quality, and accessibility of the area. Residents of the Departure Bay planning area care deeply about maintaining the beach, the parks, and the views that combine to make Departure Bay a unique 'neighbourhood in Nanaimo. Building heights, the protection of views of the bay, and the inclusion of building design guidelines have been identified as priorities by the residents. Traffic safety and calming, and the continuation of recreational opportunities in the area are also priorities. The environmental health and integrity of the area is cherished by the Departure Bay community as habitat for wildlife and as a natural amenity to the neighbourhood. All the elements of this neighbourhood plan have been designed with the vision of the long-term livability of the Departure Bay neighbourhood. The first two sections of the plan set out the context and planning process. In the third section, "Plan Recommendations",. plan objectives and actions, identified through the community consultation process, are grouped under the foliowing section headings: Environment; Traffic, Safety & Parking; Development & Redevelopment; and Recreation. In "Action and Implementation", the fourth section, a master table is laid out of all the objectives and actions. Each action is identified in terms of relative cost, responsibility, and implementation time frame. The overall aim of this plan is to illustrate the past and present of Departure Bay, and -outline the community's vision for the future of the neighbourhood. PLAN OBJECTIVES: A. ENVIRONMENT e To support a safe and healthy environment for wifdlife within 'the neighbourhood. To maintain and enhance the ecological health of parks and creeks in the neighbourhood, including Wardropper and Woodstream Park.,' To maintain and enhance the ecology of the Departure Bay waterfront as habitat for local and migrating wildlife, while providing long-term benefits to residents and other beach users. B. TRAFFIC, SAFETY & PARKING Ii> To provide adequate parking for beach users while maintaining and enhancing the quality of open space available for recreation. I) To maintain and improve existing parking in the area while balancing the parking needs of residents and visitors. (1J To ensure maximum pedestrian accessibility and safety while balancing the need to ensure traffic flow through Departure Bay. > To promote and enhance alternative transportation options, includi,ng cycling and transit. DEPARTURE BAY NEIGHBOURHOOD PLAN iii 18
19 C DEVELOPMENT & REDEVELOPMENT @ To preserve and enhance the character of Departu're Bay through sustainable development, design guidelines, and view protection. I) To support a local commercial centre that maintains the neighbourhood character. I) To manage future residential development in the plan area surrounding the Departure Bay Village Core. D. RECREATION Ii> Ii> To maintain, enhance, and improve the Departure Bay beach area for recreational activities. To improve walking opportunities in Departure Bay and ensure safe and pleasant pedestrian use of recreational areas.. Ii> <Il II> To enhance Departure Bay's recreational areas through landscaping and design in order to create a more positive aesthetic experience for users and passers-by.. To ensure the Departure Bay beach, parks, and indoor facilities continue to accommodate a variety of recreational activities. To improve and enhance the recreational opportunities for youth in Departure Bay, " To provide sufficient amenities and monitoring in park areas to ensure safe and enjoyable use by all. iv DEPARTURE BAY NEIGHBOURHOOD PLAN
1 Community Vision... '1".,,"'... A community vision statement is a description- of what a community would like to be at some time in the future. -A vision statement, presented here as a series of statements covering different topic areas, helps provide "goalposts" to aim for as the community changes. While a vision statement is not a policy, it can serve as the guiding principle behind more detailed land use objectives and policies. The following vision statement describes Sechelt at some time in the future, perhaps 25 or 35 years from now -- a community which more closely reflects the values of people living here today than the present day Sechelt does. Overall Goal: An attractive, safe, prosperous, healthy, diversified and ecologically sound community which is culturally and socially-fulfilling for its residents. The following statements create a 'word picture' of what Sechelt could be like. To achieve this vision, commitment to the policies of this Official Community Plan will be required 'and effective partnerships among all levels of government, the private sector and the c'ommunity. 1. Sechelt has been developed in harmony with its diverse natural environment. New development within the last 10 years has been designed to minimize impacts on the natural environment and reduce the need for non-renewable energy and resources. Previously damaged environments are being restored over time. 2. In an attempt to become a sustainable community, development of certain lands has been strictly managed in order to: " protect sensitive, rare or representative habitat lands for other species;.. ensure that a variety of ecological functions (hydrological, air purification, food production, soils creation, waste recycling/assimilation, etc.) remain possible within the boundaries of the community; * provide open space and recreation opportunities for residents and visitors;.. preserve landscapes of historical, cultural,aesthetic and spiritual importance; '" define the 'edges' of different neighbourhoods; and continue their sense of separate identity through use of 'green belts'; and G protect people and property from harm resulting from developing in geologically unstable areas or floodplains. 3. Sechelt is closer to being a complete community. More of the facilities and services used by residents can be found here, mostly in an active and busy Downtown, but also in a few small mixed-use nodes in outlying areas. This has helped to: " achieve a better jobs to housing balance, and related tax base;!j avoid the look of typical subdivisions, giving a visible and functional focus to each neighbourhood, and; " reduce the need for residents to drive elsewhere for day-to-day services. 4. A range of housing types and densities can be found in all neighbourhoods so that more residents, including those whose physical abilities or financial circumstances change, can choose to stay in their neighbourhood over time. SECTION 1 - INTRODUCTiON District of Sechelt Official Community Plan 20
5. A consistent planning emphasis on our connection with the waterfront has resulted in improved public access to and along the foreshore on Davis Bay, Trail Bay and Sechelt Inlet. 6. Sechelt has become more of a compact community, avoiding urban sprawl through the use of green belts, preservation of sensitive and unstable lands, neighbourhood nodes and the successful'infill' and redevelopment of the Downtown to a medium density. As a consequence, lower costs per household for infrastructure construction and maintenance are reflected in municipal taxes and new housing costs. 7. Residents of Sechelt now have greater choice in transportation methods and areprovided with a full range of transportation options: safe and convenient highway connections; efficient local road network; regional air connection; frequent and costeffective transit service connecting all neighbourhoods, the rest of the Sunshine Coast and transportation hubs in Vancouver; and safe and complete cycle and-walkway links between neighbourhoods and to other communities in the SCRD. While dependence upon private vehicles has been reduced through a number of techniques, the continued need for the private automobile, especially for long distance travel, is recognized through the support of long term parking facilities to encourage transit use and carpooling. 8. A diverse and stable economy is developing based strongly on jthe resources and culture of.the area, and supporting clean, value-added and low-impact industries (e.g. sustainable forestry and wood products, eco-tourism, aquaculture, and recycling). Links with educational institutions have improved local skills and the range of services available. Land use policies have helped to provide opportunities for small start-up business space and honie businesses, and for larger, more established operations. Residents appreciate and buy local products and produce. 9. The number of jobs available has grown to provide more Ibcal employment opportunities, greater selection in goods and services available locally, and a stronger tax base which is less dependent upon residential assessment. 10. Planning and development policies and decisions reflect the fact that artistic creativity and cultural vitality are essential to the aesthetic, spiritual and social life of the community. The community also shows respect for and encourages the culture and arts of the Sechelt Indian Government District. - 11. The community has felt a responsibility to pass along to future generations the rich legacy of human history through the ongoing identification and conservation of its heritage resources. 12. The regional role of Sechelt as the "Heart of the Sunshine Coast" has been strengthened by offering an identifiable, accessible Village core with a good range of government, retail, business, recreational, cultural and educational services; and as a result of Sunshine Coast Regional policies which support this role. 13. Residents ~nd visitors alike recognize Sechelt has a distinct identity because an architectural landscape and streetscape has evolved which helps define the character of Sechelt and strengthens its identity as a unique community in a spectacular setting. SECTION 1 -INTRODUCTION District of Sechelt Offjcial Community Plan 21
Part "The Vision" Steering Committee Vision The desired Uc1uelet is an attractive, safe, healthy, friendly, vibrant, ecologically sound maritime. community contained by nearly 40 kilometers of waterfront, greenbelt, and natural environment. Ucluelet's built and natural environment respects, above all, the outstanding div,erse natural habitat and optimizes recreational opportunities for its citizens and its visitors. Ucluelet residents enjoy a high quality of life built upon a sustainable and diversified local economy; >- The waterfront is particularly emphasized and made accessible to all through trails and walkways where fea$ible; >- A vibrant commercial core created around the harbour front provides an attractionfor the visitors and local residents;, >- Suitable, safe, healthy housing with easy access to transportation, recreation, open space,. shopping, schools, and extensive community services is provided to meet the diverse needs of ) individuals and families at varying income and age levels; >- The road network proposes a new alternate route through the Weyerhaeuser lands. Vehicle movement is {mproved with the provision of off-street parking, and safe loading and un- loading spaces, encouraging non-motorized pedestrian movement. o Ucluelet has included major involvement of the commlmity into the Official Community Plan, at a grass-roots level. In addition to District staff, a major factor was the help garnered through Malaspina University College to gather information from the public and to help undertake the public participation process. A variety of public consultation activities were completed between June 2003 and September 2003. A compilation of an the comments made at the coffee shop meetings, open houses, picnics, co-op tables, steering committee, community focus groups and the community survey can be found in Appendix 1. "A." The list includes both supportive and non-supportive opinions including criticisms. A Steering Committee composed of a cross section of community members worked on all aspects of the OCP and met throughout the summer. The Steering Committee also identified the above vision statement. This Plan represents the Steering Committee member's dedication and commitment to listening to the community and each other as well as the hopes and dreams of individuals ofuc1uelet. 22
23 EXECUTIVE SUMMARY PRIMARY GOALS To establish a Sooke Town Centre that will; 1. Be a well defined, compact, mixed-use 'village core'. 2. Provide a strong "heart" for the community 3. Reflect Sookes' distinct cultural heritage 4. Reinforce its unique geographic location and spectacular natural setting. LAND USE RECOMMENDATIONS The fundamental guiding recommendation of this Town Centre Plan is to transform the area South of Sooke Road and develop around a new 'main street' (Waterview Street) that will visually and physically link Sooke Road to the waterfront. Development along Waterview Street should be mainly four storeys, with commercial spaces below residential floors. Adjacent lands would best be developed with a mix of housing types but primarily for three storey townhouses. Appropriate sites for new buildings along the waterfront are limited. New development should provide, whenever possible, public access at the foot of Waterview Street and from the extension of Church Road to the waterfront. Development along Sooke Road should be primarily a mix of h.llo storey commercial and service buildings with parking between and behind. Major improvements to the appearance and performance of pedestrian amenities within the public rights-of-way are to be a priority for all redevelopments of adjacent lands. Development north of Sooke Road wilt focus on key sites including the potential reuse of Sooke Elementary School for community services and development of a business precinct on the vacant land at Gatewood Road. STREETS Sooke Road will serve as a major route for through traffic, while a system of wide sidewalks, landscaped boulevards, medians and a number of traffic-calming strategies, will provide a safer, quieter and a visually improved highway. The proposed Graht Road extension will route traffic generated north of Sooke Road, around the Town Centre without requiring access to Sooke Road from within the Town Centre. SOOKE TOWN CENTRE PLAN
SUMMARY South of Sooke Road, Lincroft Road, Goodmere Road and Horne Road would be extended as a collector road system that will link Murray Road to the proposed Church Road extension and Charters Road. A key component of the street system will be a network of lanes that will provide services and access to properties without interupting the street frontages with too many driveways. URBAN DESIGN The Design Guidelines adopted by the District of Sooke in 2006 laid out the basic streetscape design for Sooke Road, new streets and the waterfront as well as providing principles for future development. The Town Centre plan builds on this by providing a more detailed description of a new main street with a wide park-promenade, primarily four storey commercial residential development, public uses such as arts and cultural facilities, a public plaza, relocated library, and a farmers market. Provisionally named Waterview Street, this shop-lined 'high street' connects to the waterfront. Here, marine-commercial uses and a public pier complete this new 'spine' for the Town Centre. Lower density development on the streets that cross Waterview Street will be primarily townhouses with vehicle access from lanes at the rear of the lots. HEIGHT AND DENSITY This plan recommends maximum building heights based on public feedback, street proportions and shadowing studies. The building massing also reflects the density limits recommended in the plan. This plan recommends a built form based on public feedback, expected viable growth capacity for the area and the rate of development that will result in the comprehensive development of a new town centre. DEVELOPMENT STANDARDS The Downtown Design Guidelines provide the context forthe development of sidewalks, landscaping, lighting and other key elements that define the appearance of the streets. The current Subdivision and Development Standards Bylaw will be amended in reference to stormwater management, street classification, paving surfaces and street furnishings. Sustainable practices to be implemented will include rain gardens and bioswales as alternatives to conventional drainage systems. The plan will also encourage alternative strategies for all parking lots, Dennis Carlsen D'Ambrosio architecture + urbanism Don Roughley Boulevard Transportation Group 6 24