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CITY OF WILLIAMS LAKE

STRATEGIC PLAN to 2020

Summary
Growing and diversifying Williams Lake is the foundation for all activities for the next two to four years. Council is
passionate about attracting and expanding the population and local businesses. As the key hub in the Cariboo, Williams
Lake is well positioned to capitalize on growth opportunities, while continuing to meet the service demands of its
residents. By 2020, the City aims to be recognized as a business-friendly and safe community, attracting new
investments and residents. This Strategic Plan will be reviewed and updated annually to reflect shared priorities for
Council and staff.

Vision:

Surrounded by open skies, lakes and gentle mountains, Williams Lake is the perfect community to call home. We are
open for business, with leading edge technology and transportation links across the country and beyond. Ideally
positioned in the heart of the Cariboo, our community is attractive for investment and relocation, while offering
accessible amenities in a laid-back setting.

Key Pillars:

Five pillars serve as the foundation of the City of Williams Lake Strategic Plan to 2020 including:
1. Strong Diversified Economy within Williams Lake
2. Strong Community Relationships
3. Financial Stability & Sound Asset Management
4. Strong Positive Community Image
5. Healthy and Inclusive Workplace

The purpose of the Strategic Plan is to link with the City of Williams Lake’s operational plans, and to ensure regular
reporting against the indicators and targets, using a baseline of 2016.

Moving Forward:

The approved City of Williams Lake’s Strategic Plan to 2020 sets the foundation and provides direction to both staff and
Council. Once approved by Council, this Plan will be integrated into staff planning and reporting. Annually, the Strategic
Plan will be reviewed and updated, if needed. Along with the annual budget, annual work plans are prepared by each
department, to clearly show action toward the desired targets.

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Pillar 1: Strong Diversified Economy within Williams Lake
To maintain and attract new residents from youth to senior, a strong and diversified economy is key.

INDICATOR (what is to be
measured)
1. GROWTH and TAXATION
Diversifying the economy will
help create increased revenue for
meeting City objectives
2. ECONOMIC DEVELOPMENT for a
DIVERSE ECONOMY
TARGET (what is the goal by 2020-within Potential Actions (to be
the mandate of the City of Williams Lake) considered for Annual
Plans):
Positive trend in new business licenses 1. Develop mechanism to
monitor the trend for
Positive trend in # of residents assessment values
2. Increase efficiency for
Positive trend in local employment review of business and
development
Increased tax contributions proposals
3. Review and analyze tax
contributions and non-
contributors
Approved Business Investment Strategy 1. Business Investment
Strategy that includes:
Positive trend in attracting small business - Support relocation for
(i.e. manufacturers, agriculture-based, value lifestyle
added, tourism, wood products) - identify key potential
partners and business
Increased advocacy with other key partners opportunities
to increase business opportunities
2. Annual reporting
against Business
Investment Strategy

3. Increase in # of
regional trade
delegations beyond BC

3. HIGH QUALITY OF LIFE
A wide range of amenities could
include enhanced industrial park,
senior housing, enhanced trail
network, indoor sports facility,
new museum, performance arts,
First Nations Cultural Centre,
outdoor fitness park, community
gathering places, increased
access to lake
Vibrant Downtown Core could
include new restaurants,
recreation/lifestyle activities,
community events
1. Funding approved for key amenities
based on Development Plan
2. City amenities increase or are enhanced
annually
3. City promotes and partners with
downtown core activities annually
4. Increased advocacy with other key
partners to support diverse city
amenities
1. City Development Plan
completed, with clear
priorities and funding
needs for key amenities
2. Increased use of
Boitanio Park
3. Expanded trail system
4. Identify and work with
key partners to call for
action such as on social
planning, First Nations
and Recreational needs

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Pillar Two: Strong Community Relationships
Relationships with neighbouring communities, partners, community leaders and others are key to a strong, attractive
community, as well as building networks, sharing information, and celebrating local successes. Strengthening linkages
with neighbouring First Nations supports mutual economic, social and educational growth. By 2020, the City of Williams
Lake will demonstrate strong partnerships across the community.
INDICATOR (what is to be
measured)
1. PARTNERSHIPS and
CCOMMUNITY
Formal partnerships/agreements
with key community partners
including First Nations, such as:
business, cultural, recreation,
youth and senior, social support
(health/harm reduction)
Partnerships with First Nations
Community Leaders on mutually
beneficial issues such as:
economic planning, shared fire
services, shared transit planning,
shared initiatives, education and
communication, rural health
Strong advocacy for shared
community needs including:
expanded hospital and increased
health care, services for aging
population, Traditional Medicine
Health Care Centre of Excellence,
expanded and new programs at
educational institutions
2. CULTURAL
DIVERSITY/AWARENESS
City of Williams Lake has a
diverse population, including
strong connections to local First
Nations heritage.
The City is home to numerous
community organizations, some
with similar mandates. Sharing
information across organizations
can benefit activities such as:
recreational programs, youth at
risk, homeless programs, mental
health
TARGET (what is the goal by 2020 within Potential Actions (to be
the mandate of the City of Williams Lake) considered for Annual
Plans):
Increase communication (including 1. Identify key potential
meetings) and strengthen partnerships with partners and mutual
key partners including: measures of progress
a. First Nations for building a stronger
b. CRD community
c. non-governmental organizations 2. Increase
d. provincial and federal leaders communication and/or
meetings with key First
Increase in # of collaborative community Nations leaders
issues supported by City such as health care, followed by action on
aging, etc. shared key priorities
3. Increase in # of City
Increase growth and recognition of representatives at First
volunteers Nations’ inauguration
events
4. Increase in # of
Economic Plans
integrated across City
with First Nations
communities
5. Establish a formal
volunteer program
including recognition
Increase in # of events and awareness 1. Increase in # of First
activities reflecting Williams Lake’s diversity Nations cultural displays
or artifacts at City of
Williams Lake facilities,
Increase in youth program participation including airport
2. Promote/ coordinate
Increase in # of community events that are shared community
directly supported by City including staff and calendar of events
Council 3. Facilitate partnerships
across community
organizations with
common interests/goals
4. Host a new event such
as: Community Health
Challenge
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Pillar Three: Financial Stability & Sound Asset Management
Stable financial management is essential; financial planning, especially for infrastructure, must be managed with a long-
term view. The City’s diverse range of capital assets are integral to meeting the safe operations and services for the
community and require scheduled maintenance and replacement. Taxpayers need a clear understanding of how their
taxes are spent and where increased taxation is allocated.

INDICATOR (what is to be TARGET (what is the goal by 2020) Potential Actions (to be
measured) considered for Annual
Plans):
FINANCIAL PLAN for 5 and 20 Long-term Financial Plan approved including 1. Review links to
1. years infrastructure, capital and programs. Plan Integrated Community
includes clear annual priorities and targets Sustainability Plan and
update, if needed
Annual operational budget meet strategic 2. Long Term Financial Plan
plan priorities approved and annually
updated; linked to
Increased diversity of revenue streams with Strategic Plan.
targets for grants and licenses to help ensure 3. Annual plan approved;
financial needs reflect community’s ability to linked to Strategic Plan.
pay 4. Quarterly reporting
linked to annual plan
5. Updated policies ensure
financial expenditures
linked to strategic plans
LONG-TERM INFRASTRUCTURE Infrastructure Management Plan approved 1. Inventory of current
ASSET MANAGEMENT PLAN by 2020 (including water, roads, etc.) that is assets
2. which drives a 5 year plan and linked to Capital Plan 2. Development of
annual plans Infrastructure Plan
Decreased use of potable water 3. Review of water
metering, conservation
Increased use of grey water practices, greywater
use by industry
Resources allocated annually to meet 4. Identify alternate
Infrastructure Management Plan sources for water
RESERVE FUNDS Capital reserve established 1. Develop and approve
3. New DCC Bylaw approved Reserve Fund bylaw
Reserve Funds bylaws/policy approved and policy

PROACTIVE TAX POLICY
Competitive taxation approach
that diversifies revenues and is
4. attractive to businesses
Taxation levels covers annual increased costs 1. Analysis completed for
of operations CRD infrastructure
contributions
Increased revenue diversity (including 2. Grant policy in place
provincial/federal/grants)

100% fee for service rates cover costs

CLEAR FINANCIAL CONTROLS Financial costs of city operations linked to
5. FOR OPERATIONS tax revenue

Increase financial management support

including for grant applications
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Pillar Four: Strong Positive Community Image
Increasing the public profile of Williams Lake as a safe and welcoming community is key for attracting new residents,
professionals and businesses. Proactive, positive branding will help attract people who recognize that the community is
safe, vibrant and growing.

INDICATOR (what is to be TARGET (what is the goal by 2020) Potential Actions (to be
measured) considered for Annual
Plans):
1. SAFE WELCOMING Positive trend on investment and 1. Work with Police
COMMUNITY partnerships on community safety, including Commission to ensure
policing police activities reflect
public needs
Diverse range of resources and programs 2. Annual statistical
including fire, police and bylaws analysis of actual
community safety
Positive trend reflecting safety level in 3. Annual report on bylaw
communities infractions
4. Marketing and
Decrease in bylaw infractions such as bad education on safety in
neighbours, noise, fire safety violations City
2. CONSISTENT, POSITIVE Increase in market awareness of WL with 1. Complete wayfinding
BRANDING focus on amenities and lifestyle signage by 2020
2. Marketing/branding
Wayfinding signage distinct and consistent plan in place
3. Finalize vision and
Positive slogan and vision integrated into slogan
communication 4. Letterhead and
business cards
Decrease in derelict buildings consistent across
organization

3 COMMUNICATION PLAN Communication policies reviewed/updated 1. Communication

annually and supported by Council and staff procedures in place and
followed
Increase in positive reputation 2. Communication training
for staff and Council
Increase in public relations (i.e. # of positive 3. Communications
press releases) Director hired
4. Webcasting in place
Increased use of technology for all aspects of 5. Social media plan in
city operations, where it adds value place

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Pillar Five: Healthy and Inclusive Workplace
By aiming to be an employer of choice, the City of Williams Lake will retain and attract strong, innovative and leading
edge staff. With a robust community as the foundation, the City will provide an excellent workplace that attracts
employees from across the province.

INDICATOR (what is to be TARGET (what is the goal by 2020) Potential Actions (to be
measured) considered for Annual
Plans):
PROFESSIONAL Annual completion of training and 1. Professional
1. DEVELOPMENT development goals for all staff development plans for
staff
Increased number of apprenticeships,
internships, internal advancements and
training opportunities supported annually

Succession plans approved for staff

2. HEALTHY/INCLUSIVE
WORKPLACE and SOCIAL
ENGAGEMENT
3. EMPLOYEE RETENTION
Decrease in absenteeism 1. Develop best practices
on social media,
Decrease in number of workplace grievances including seek input
2. Annual staff survey
Demonstrate respect and cultural sensitivity 3. Maintain high level of
across staff and Council respect across
workplace in all
Increase in % engagement at social events communication
Decrease in staff turnover 1. Annual staff survey

Increase opportunity for advancement

Increase in employee satisfaction