The vision for our term is to leave Bowen Island an even better community than we found it when we came together as Mayor and Council in late 2022. We will have worked together to:
earn the community’s trust by governing within the limits of our resources and in an open and ethical way;
complete community work that has been started; and
prepare for our future with an evolved Official Community Plan and initiatives that make us more inclusive and ready to withstand internal and external pressures, including climate change.
Councillor Tim Wake, Councillor Alison Morse, Mayor Andrew Leonard, Councillor Judith Gedye, Councillor John Saunders, Councillor Sue Ellen Fast, Councillor Alex Jurgensen
Our approach to governing
We know that strong community engagement is critical as we focus on completing existing projects and planning for an inclusive, resilient future. We commit to:
be accessible, whether we’re out in the community or in Council Chambers and committee rooms;
offer a variety of ways for people to express their input, ideas and concerns;
identify and remove barriers to community participation; and
consider diverse perspectives in our decision-making.
Clear, regular communication from Council is also important. We commit to keeping the community informed of what we’re working on, why it matters, and what the community can expect to see over time. Sometimes, hard or controversial decisions must be made that will have a significant impact on the community. We won’t shy away from them, and will explain our decisions as quickly and clearly as we can.
Our responsibility
Throughout our term, we will remain focused on providing fiscally-responsible stewardship to commitments we inherited, and to be prudent about adding new commitments until the existing work is complete or closer to completion.
Strategic planning continuum
The 2023-2026 Strategic Plan informs and focuses the decisions and policies of Council during our term of office. The plan is executed through the annual financial planning process, staff department work plans and committee work plans.
This plan is a living document and Council will update it as necessary to address emerging issues or changing priorities. Regular strategic check-in meetings will be scheduled to provide an opportunity for Council and staff to regularly review and analyze progress. These check-ins will also be an opportunity to review new initiatives to determine if BIM has the capacity and resources to take them on.
The Annual Report will provide an opportunity to communicate progress in achieving Council’s goals, and celebrate our successes of each year.
After two years of our term in office, Council understands that the initiatives we would like to maintain and take on outweigh the capacity and resources of our staff and volunteers to carry out the work involved. The day to day operation of a Municipality takes up about 80% of staff’s time, leaving about 20% to focus on strategic initiatives. We intend to narrow our focus through our Strategic Check-Ins and reprioritize as needed, and be very careful about taking on anything new before we have completed or made substantial progress on existing initiatives.
What we plan to achieve
We have four strategic goals to help us achieve our term vision.
Ensure that Bowen Island supports a diverse population that can take pride in our environment and livability. This includes our efforts to face existing pressures – internal and external – and plan for future challenges. It also includes our efforts to promote a sense of community to all that reside here.
Strategic Initiative
Actions
Target
Diverse and Affordable Housing
1. Complete a comprehensive implementation plan for Lot 1 of the Community Lands (in partnership with BIRCH).
2. Continue completing initiatives in Bowen Island’s Housing Accelerator Fund grant application.
2026
Recreation and Culture
1. Initiate community consultation regarding new facility use, programs, and services for priority demographics (youth, seniors), as a bridge to the 2027 recreation plan update.
2. Review and update core funding agreements and policies for arts and culture organizations, specifying deliverables and metrics aligned with municipal strategy. Quantify and report on in-kind contributions (e.g., rent, utilities).
2026
Land Use Planning
1. Deliver an updated Official Community Plan (OCP) to the community, ensuring alignment with new provincial housing legislation and integration of feedback from the community OCP Steering Committee.
2026
Transportation
1. Continue advocacy for electric passenger ferry service to Downtown Vancouver and encourage more water taxi services from/to Horseshoe Bay.
2. Develop a business licence class and business case for land-based vehicle ferry operations.
3. Amend bylaw fines and enforcement provisions to address moving violations in Snug Cove.
5. Implement updated signage, lane markings, and wayfinding.
6. Report on feasibility of parking/stoppage fees for non-residents in ferry loading areas.
7. Report on a general nuisance bylaw for congestion causing business operations.
8. Develop a plan for systematic data collection on ferry traffic and congestion.
2026
Revenue
1. Implement the Municipal Regional District Tax.
2. Implement Development Cost Charges (DCCs) for wastewater, including a policy for waiving DCCs for not-for- profit/social housing projects and determining the municipal assist factor.
Address our infrastructure deficits, and measure and manage our capital assets. This foundational work – addressed strategically – will enable other critical community priorities such as affordable and diverse housing supply.
Strategic Initiative
Actions
Target
Asset Management
1. Update the Guiding Principles for Planning and Budgeting Decision-Making Policy.
2. Roll out Asset Report Cards for culverts, water mains, and roads, and include them in the public budget book and capital report as living documents.
3. Start Capital Replacement Plans for Municipal Assets.
4. Develop a framework for a core service review and service level assessment as the next step in comprehensive asset management planning.
5. Define the terms of reference for foundational engineering master plans (water, liquid waste, drainage). Determine a procurement funding strategy for these studies. Issue an RFP to begin work on the water master plan first.
6. Begin work on a solid waste strategy.
2026
Municipal Utility Systems
1. Commission Cove Bay Water Treatment Plant. Continue troubleshooting and explore engineered options.
2. Advance the Eagle Cliff-Cove Bay Connection Project.
3. Design, permit and tender the Snug Cove Sewer Outfall Replacement Project.
4. Initiate the process of registering the Snug Cove Wastewater Treatment Plant under the Municipal Wastewater Regulation.
5. Complete the Infiltration and Inflow Study of the Snug Cove Wastewater Collection System.
2026
Operational Capacity
1. Select a funding and procurement strategy with project roadmap to complete the Bowen Island Operations Centre at the location of the Public Works Yard to house Public Works and Utilities staff and equipment.
2. Implement a workflow and maintenance management system for PublicWorks that documents service requests, recurring work orders, and operational responses.
Establish ourselves as trusted leaders of the community who invite and value the participation of individuals, community groups, and other partners to plan our future. Recognized as ethical, transparent, and able to make good community decisions, even under pressure. Create the conditions and opportunities for our staff to harness their expertise in an efficient and effective way.
Strategic Initiative
Actions
Target
Intergovernmental Relations
1. Continue fostering a collaborative relationship and consultation protocol with the Sḵwx̱wú7mesh Úxwumixw (Squamish Nation) to advance mutual interests.
2026
Reconciliation
1. Select an artist for Sḵwx̱wú7mesh Úxwumixw art at the Community Centre in collaboration with local partners and Sḵwx̱wú7mesh Úxwumixw.
2. Install interpretative signage for the places that have been given Indigenous names.
3. Integrate community awareness-building initiatives related to reconciliation into programs and special events.
2026
Inclusion
1. Implement Accessibility Plan, including establishing timelines, monitoring, and progress reporting to Council.
2026
Leadership Development
1. Implement the approved leadership development plan for municipal employees.
2026
Communications
1. Develop a communications strategy to share municipal public works and community project outcomes through accessible, engaging, and narrative-driven storytelling.
2026
Organizational Efficiency
1. Organize and update existing Council Policies and Administrative Directives into manuals and identify gaps that require new policies and directives.
Strengthen and protect our natural ecosystems, address the effects of climate change and protect our Island lifestyle. This includes managing our natural assets and supporting continued biodiversity.
Strategic Initiative
Actions
Target
Land Conservation
1. Engage with Squamish Nation for collaborative land use planning and conservation of provincial public land blocks on Bowen Island.
2. Complete zoning amendments to change land use designations to Parks for municipal parks.
3. Facilitate discussions with the Tourism Sector to develop sustainable Tourism models and mitigate potential impacts.
2026
Forest Landscape Planning
1. Explore options for a forest landscape plan or community forest model to expand stewardship over provincial public land blocks.
2026
Watershed Management
1. Develop a Watershed Management Plan with community engagement for the Nature Reserve and trail systems around Grafton Lake.
2. Develop a Septic Maintenance Bylaw, integrating it with a broader Water Sustainability Plan and Watershed Management Plan.
2026
Water Sustainability
1. Explore and implement measures to conserve drinking water (e.g. encouraging grey water reuse, rainwater collection, etc).
2026
Climate Change Action
1. Conduct builders’ workshops to educate about the BC Building Step Code 4 and Zero Carbon Step Code.
