Andrew on laptop

OCP, LAP & CZB A Transparent Reset

I do not support the Official Community Plan (OCP), Local Area Plan (LAP), or Comprehensive Zoning Bylaw (CZB) in their current form. I will support rescinding these documents and will only support a replacement plan that truly reflects our community, is shaped by significant community input, and is developed through a transparent process and developed in house not by consultants.

Staff propose a three-phase process:

  1. Scoping: Compare the two OCPs and review public, director, and stakeholder concerns regarding the current OCP and draft Comprehensive Zoning Bylaw. After the October 2026 election, staff would present findings, recommendations, and a proposed project charter and budget.
  2. Plan development and engagement: Prepare the plan through a Board-approved process that may require external planning, engagement, GIS, and technical support.
  3. Statutory approval: Complete referrals, consultation, bylaw readings, a public hearing, and adoption.

The newly elected Board will retain substantial discretion. It may pursue a comprehensive OCP replacement, make targeted amendments to the current OCP, or resume work on the Comprehensive Zoning Bylaw and amend the OCP only where necessary. A comprehensive replacement would be the most expensive and time-consuming option.

Any new OCP must reflect the latest Housing Needs Report and comply with the Local Government Act and the Emergency and Disaster Management Act. This will require current natural-hazard and climate-adaptation information, alignment with the forthcoming Disaster Risk Reduction and Climate Adaptation Plan, and meaningful collaboration with Indigenous Governing Bodies and First Nations.

The immediate scoping phase is expected to cost less than $25,000 and is covered by the 2026 budget. A comprehensive review beginning in 2027 is estimated at $250,000–$300,000, subject to future Board approval. For context, the CVRD spent approximately $2.21 million on long-range planning consultants and engagement between 2020 and mid-2026, supported partly by $500,000 in grants.

Bottom line: Staff are preparing the evidence and options needed for the next Board, but the ultimate scope, timeline, engagement approach, and financial commitment will be determined after the election and the adoption of a new corporate strategic plan.