2019-2022 Capital Plan: $2.8 billion

Get details for each of the program investment areas

The 2019-2022 Capital Plan ($2.8 billion) has been organized into 13 program investment areas.

Browse through each category to find out more about how the funding is distributed.

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• 

  Affordable housing: $540 million

  • Investments in existing affordable housing: $42 million
  • Investments in new affordable housing: $498 million

  Guiding principles

  • The ‘right supply’: retain and create housing that is truly affordable to local incomes and suits the needs of people who live and work in Vancouver
  • Preserve and expand non-market rental housing on City-owned land
  • Expansion of rental housing supply along the frequent transit network
  • Establish strategic partnerships with other levels of government

  Guiding initiatives

  • Housing Vancouver Strategy (approved 2017)

  Inventory of affordable housing

  Type of housing	City assets	Replacement value	% in good/fair condition	Partner assets
  Shelters (year around)	5 parcels of City-owned land leased to partners	-	-	300 beds on City-owned land 700 beds on non-City land
  Single room occupancy hotels (SROs)  (privately-owned)	n/a	-	-	4,200 SRO rooms owned by private sector
  Supportive housing and non-market rental	750 units in City buildings 200 parcels of City-owned land leased to partners	$190 M	65%	10,200 units on City-owned land 14,700 units on non-City land
  Purpose-built rental	100 units (#1 Kingsway)	$30 M	100%	58,000 units

   

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $42 million	City of tomorrow (new assets): $498 million
  Single room occupancy hotels (SROs)	$6 M for capital grant program to assist with the upgrading of existing SROs owned and/or managed by non-profit agencies.	-
  Supportive housing	$900 K for granting program	-
  Non-market rental housing: City-owned and operated	$12 M for the replacement of aging buildings $3 M for ongoing capital maintenance and renovations $500 K for seismic assessments	-
  Non-market rental housing: City-owned and partner operated	No projects anticipated. If needs arise, they will be addressed as emerging priorities	1,200 to 1,600 units secured through voluntary in-kind Community Amenity Contributions and inclusionary zoning (estimated value of $400 million)
  Non-market rental housing: non-City-owned on City land	$15 M toward the preservation of existing non-market and co-op housing on City-owned land (in partnership with senior governments)	$75 M for housing site acquisition to enable senior governments and non-profit housing partners to design, build, finance, operate, and maintain housing projects on City land
  Non-market rental housing: non-City-owned on non-City land	$1.6 M toward the preservation of existing non-market and co-op housing (in partnership with senior governments)	$20 M for capital grants to enable housing projects to be delivered through community partners
  Purpose-built rental	$1.5 M for rental protection and relocation programs	-
  Planning and studies	$1.6 M	$3.1 M

• 

  Childcare: $123 million

  • Investments in existing childcare: $8 million
  • Investments in new childcare: $116 million

  Guiding principles

  • Maintain existing childcare facilities in a state of good repair
  • Ensure no net loss of childcare spaces by retaining, replacing, or expanding existing childcare facilities
  • Increase the supply of childcare with the federal and provincial governments, the Vancouver School Board, and non-profit operators
  • Locate new childcare facilities in convenient and accessible locations

  Guiding initiatives

  • Healthy City Strategy – A Good Start (approved in 2014)
  • Vancouver Economic Action Strategy - Attracting and Retaining Human Talent (approved in 2011) PDF file (6 MB)

  Inventory of childcare

  Types of childcare	City assets	Replacement value	% in good/ fair condition	Partner assets
  Infant, toddler and preschool (0-4 years old)	66 facilities with 2,240 spaces	$230 M	80%	5,200 spaces provided by VSB, non-profit agencies, and private sector
  School age (5-12 years old)	17 facilities with 824 spaces	n/a	-	4,000 spaces provided by VSB, non-profit agencies, and private sector

   School age care is part-time and the spaces are typically shared with other community uses.

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $8 million	City of tomorrow (new assets): $116 million
  Infant, toddler and preschool (0-4 years old)	$1.1 M for ongoing capital maintenance and renovations $7 M for the renewal of the daycare at Marpole-Oakridge Community Centre (45 spaces)	$113 M toward the creation of 750 new childcare spaces
  School age (5-12 years old)	-	$2.5 M toward the creation of 250 new childcare spaces
  Planning and studies	-	$0.6 M

• 

  Parks and open spaces: $264 million

  • Investments in existing parks and open spaces: $77 million
  • Investments in new parks and open spaces: $187 million

  Guiding principles

  • Maintain and renew existing parks to meet today’s needs
  • Increase the resilience of the park system
  • Address service gaps to improve equity across Vancouver
  • Meet the needs of a growing population through a combination of adding features to existing parks and building new parks

  Guiding initiatives

  • Greenest City Action Plan – Access to Nature (approved 2011, updated 2015)
  • VanPlay – Parks and Recreation Strategy (currently being developed)

  Inventory of parks and open spaces

  Type of parks and open spaces	City assets	Replacement value	% in good/fair condition	Partner assets
  Parks and open spaces	1,370 hectares of parks and open spaces 215,000 trees 32 km of seawall 180 sport fields 229 sport courts 160 playgrounds 36 dog off-leash areas 6 golf courses 1 cemetery 149 park buildings	$1.8 B	65%	Playgrounds, playfields and sport courts at VSB schools Open spaces on Granville Island Open spaces at Canada Place and Convention Centre Open spaces at hospitals and post-secondary schools

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $77 million	City of tomorrow (new assets): $187 million
  Park land	-	$80 M to acquire land for future parks, including along the Fraser River waterfront
  Park amenities	$29 M toward park renewal program $9 M to renew children’s playgrounds, wading pools and water parks $600 K toward universal access improvements $400 K to maintain and renew dog parks $2.1 M toward planning and project management	$44 M to construct new parks, including new East Park in Southeast False Creek and expansion of ‘Burrard Slopes’ park $2.4 M to build new skateboard and bike parks $1.6 M to build new dog parks $17 M toward planning and project management
  Programmed activity areas	$6 M to renew and upgrade playfields and ball diamonds $1.3 M to renew and upgrade running tracks $1.0 M to renew and upgrade sport courts $500 K to renew and upgrade golf courses	$10 M to build a new competitive track and field training facility $5 M to build new synthetic turf playfields
  Seawall and waterfront	$6 M to maintain and renew shorelines, seawalls, piers, and boardwalks	$16 M to construct new waterfront parks in East Fraser Lands $2 M to improve portions of Seaside Greenway located in parks
  Urban forests and natural areas	$1.6 M to extend the stream, pond and wetland at Hastings Park $482 K to replace 4,000 trees that are forecast to die or become diseased $461 K to maintain cliffs located above the Stanley Park seawall	$8 M to plant 67,000 new trees $3.7 M to implement biodiversity projects
  General features and infrastructure	$3.5 M to maintain and renew pedestrian bridges $1.9 M to maintain and renew park roadways and parking lots $1.6 M to maintain and renew park infrastructure (water, electrical, etc.) $400 K to maintain and renew community gardens	$1.5 M to build new pathways or improve existing pathways $1.5 M to build rainwater infrastructure projects $650 K to build new park infrastructure (water, electrical, etc.)
  Park buildings	$12 M to maintain, renovate and renew washrooms, fieldhouses, and concessions	$9 M to build new washrooms and fieldhouses

• 

  Arts and culture: $185 million

  • Investments in existing arts and culture: $127 million
  • Investments in new arts and culture: $58 million

  Guiding principles

  • Preserve, enhance, and develop arts and cultural space
  • Support community initiatives to build capacity in the arts and cultural sector
  • Renew and revitalize aging cultural and entertainment facilities owned by the City                 

  Guiding initiatives

  • Creative City Strategy (currently being developed)
  • Making Space for Arts and Culture: Cultural Infrastructure Plan (currently being developed)
  • Hastings Park/Pacific National Exhibition Master Plan (2011) PDF file  (5.8 MB)
  • Public Art Program (2014 update) PDF file (572 KB)

  Inventory of arts and culture

  Types of arts and culture	City assets	Replace- ment value	% in good/ fair condition	Partner assets
  Cultural facilities	55 facilities (1,310,000 sq.ft.)	$880 M	55%	Non-profit cultural facilities
  Entertainment and exhibition facilities	5 facilities (380,000 sq.ft.) Playland amusement park	$320 M	>25%	BC Place Stadium Rogers Arena Convention Centre
  Public art	300 art installations	$50 M	75%	100 art installations on private land

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $127 million	City of tomorrow (new assets): $58 million
  Cultural facilities	$14 M for ongoing capital maintenance and renovations of City-owned facilities $6 M for capital grant program to support facilities operated by non-profits $5 M toward Chinatown cultural partnerships	$16 M for new cultural facility at Pacific and Howe $15 M for new cultural facility at Oakridge Community Centre $2 M for new cultural facility at Main and 2nd Ave
  Entertainment and exhibition facilities	$7 M for ongoing capital maintenance and renovations	-
  Public art	$2 M to maintain existing public art	$10 M for new public art on private sites $10 M for new public art on public land
  Heritage	$74 M toward Heritage Incentive Program $10 M for Chinatown Society Legacy Program $3.5 M for redesign of Chinatown Memorial Plaza	-

• 

  Community facilities: $234 million

  • Investments in existing community facilities: $115 million
  • Investments in new community facilities: $119 million

  Guiding principles

  • Create a healthy city for all by supporting healthy people and healthy communities
  • Maintain and renew community facilities to meet today’s needs
  • Accommodate community needs as Vancouver grows

  Guiding initiatives

  • Vancouver Public Library Strategic Plan (2017) External website, opens in new tab
  • VanPlay – Parks & Recreation Strategy (currently being developed)
  • VanSplash – Aquatics Strategy (currently being developed)
  • Healthy City Strategy – Healthy Human Services (2014)
  • Social Infrastructure Plan (currently being developed)

  Inventory of community facilities

  Types of community facilities	City assets	Replacement value	% in good/ fair condition	Partner assets
  Libraries and archives	22 facilities (575,000 sq.ft.)	$670 M	85%	n/a
  Recreation facilities (community centre, pools, and rinks)	55 facilities (1,680,000 sq.ft.)	$1.51 B	40%	YMCA, YWCA
  Social facilities (e.g. neighbourhood house)	41 facilities (570,000 sq.ft.)	$400 M	60%	Non-profit social facilities

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $115 million	City of tomorrow (new assets): $119 million
  Libraries and archives	$18 M to renew and relocate City archives to Central Library $24 M to renew Marpole and Oakridge libraries $6 M for ongoing capital maintenance and renovations	$37 M to expand Marpole and Oakridge libraries
  Recreation facilities	$28 M to renew Marpole-Oakridge Community Centre $3 M to design first phase of Britannia Centre renewal (note: unused funding from the 2015-2018 Plan will be carried forward into 2019-2022 Plan) $2 M to plan for the renewal of RayCam Centre $15 M for ongoing capital maintenance and renovations	$11 M to expand Marpole-Oakridge Community Centre $2 M to design first phase of Britannia Centre expansion $40 M for new Oakridge Community Centre $15 M for new Marpole Outdoor Pool
  Social facilities	$4 M for Downtown Eastside capital program $3.7 M to renew Little Mountain Neighbourhood House $2.8 M for ongoing capital maintenance and renovations $1.5 M for capital grant program to support facilities operated by non-profits $1.8 M for planning and project management	$6 M for new Arbutus Centre Neighbourhood House $3.7 M to expand Little Mountain Neighbourhood House

• 

  Public safety: $48 million

  • Investments in existing public safety: $48 million
  • Investments in new public safety: none anticipated

  Guiding principles

  • Maintain public safety facilities and equipment in a state of good repair, as they provide core public services on a daily basis
  • Ensure sufficient capacity for future expansion to support growth
  • Increase the resilience of public safety facilities, as a significant portion of the portfolio will likely be inoperable after a major event

  Guiding initiatives

  • Police Department Strategic Plan (2017) External website, opens in new tab
  • Fire and Rescue Strategic Plan (currently being developed)
  • Resilient City Strategy (currently being developed)

  Type of public safety facility	City assets	Replacement value	% in good / fair / condition	Partner assets
  Police	3 police stations 8 other police buildings 465 vehicles and equipment	$705 M	75%	n/a
  Fire and Rescue	19 firehalls 3 other fire buildings 110 vehicles and equipment	$340 M	45%	n/a
  Animal Control	1 animal control shelter	$10-15 M	0%	n/a

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $48 million	City of tomorrow (new assets): none anticipated
  Police	$18 M to renew police vehicles and equipment $2.8 M for ongoing capital maintenance and renovations	-
  Fire and Rescue	$15 M to renew fire trucks $6 M to seismically upgrade Firehall #12 in Kitsilano $3 M to design next firehall to be renewed (location TBD) $2.2 M for ongoing capital maintenance and renovations	-
  Animal Control	$200 K for ongoing capital maintenance and renovations	-

• 

  Civic facilities: $108 million

  • Investments in existing civic facilities: $108 M
  • Investments in new civic facilities: $1 M

  Guiding principles

  • Maintain civic facilities and equipment in a state of good repair, as they provide core public services on a daily basis
  • Ensure sufficient capacity for future expansion to support growth
  • Increase the resilience of civic facilities, as a significant portion of the portfolio will likely be inoperable after a major event

  Guiding initiatives

  Resilient City Strategy (currently being developed)

  Inventory of civic facilities

  Type of civic facilities	City assets	Replacement value	% in good/fair condition	Partner assets
  Administrative facilities	12 facilities	$360 M	60%	-
  Service yards	21 service yards 830 vehicles and equipment	$515 M	35%	-

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $108 million	City of tomorrow (new assets): $1 million
  Administrative facilities	$5 M for planning and design of City Hall campus renewal $7 M for ongoing capital maintenance and renovations	-
  Service yards	$9 M for first phase of Sunset Yard renewal $3.7 M for planning and design of Manitoba Yard renewal $9 M for ongoing capital maintenance and renovations $50 M to renew public works and parks vehicles and equipment	-
  All City facilities	$10 M for city-wide renovation programs (e.g. accessibility program) $5 M for planning and studies $10 M for city-wide project management	$500 K for city-wide project management

• 

  Transportation and street use: $311 million

  • Investments in existing transportation: $160 million
  • Investments in new transportation: $150 million

  Guiding principles

  • Maintain and repair critical transportation infrastructure
  • Prioritize sustainable modes of travel: walking, cycling, and transit
  • Prioritize safety in transportation planning and design

  Guiding initiatives

  • Transportation 2040 (2012)
  • Greenest City Action Plan – Green Transportation (approved 2011, updated 2015)

  Inventory of transportation and street use

  Types of transpor- tation	City assets	Replace- ment value	% in good/ fair condi- tion	Partner assets
  Walking and cycling	2,165 km of sidewalk 320 km of bikeways 381 pedestrian-bike signals 16 pedestrian bridges and tunnels	$1.25 B	80%	Sidewalks and paths at Granville Island, Canada Place, and Convention Centre
  Transit	18 km of bus lanes 2,000 bus stops	n/a	90%	3 rapid transit lines with 25 km
  Major roads	358 km of arterial roads 29 bridges 486 traffic signals 8,000 street light poles 400 km of conduit	$4.34 B	75%	6 km of highways 4 km within Port 9 bridges
  Local roads	1,058 km of roads 650 km of lanes 24,000 street light poles 1,200 km of conduit	$3.21 B	75%	Local roads on Granville Island and within Port of Vancouver
  Parking	10,000 parking meters	$12 M	85%	n/a
  Public spaces	23 community gardens 4 plazas 20 parklets and curbside patios 250,000 m2 of ‘green streets’ features 2 public washrooms in the Downtown Eastside	$70 M	80%	Automated public toilets, wayfinding, benches, and litter cans managed through street furniture contract

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $160 million	City of tomorrow (new assets): $150 million
  Manage transportation network	$55 M to maintain and renew surfaces, including $37 M for major roads, $8 M for local roads and $9 M for sidewalks $36 M to maintain and upgrade structures, including $25 M for Granville Bridge rehabilitation and seismic work $27 M to maintain and renew street lighting $21 M to maintain and renew traffic signals $6 M to maintain and renew parking meters $3.5 M to improve safety at rail crossings $1 M for safety improvements $6 M for planning and monitoring	$7 M for safety improvement projects $4 M for congestion management projects $4 M for new traffic signals $1.5 M for new street lighting $2.5 M for planning and monitoring
  Expand sustainable transportation capacity	$2 M for transit improvement projects	$90 M for active transportation projects, including $25 M for Granville Bridge greenway, $5 M for first phase of Arbutus Greenway, and $3 M for Bute Greenway and Helmcken-Comox greenway extension $20 M for complete street projects, including $10 M for Gastown, $7 M for Georgia Gateway, and $2.8 M for Cambie Corridor $4.4 M for the City’s rapid transit office to provide support to the Millennium Line Broadway extension to Arbutus Street
  Street use	$2.3 M to renew public space assets and amenities $1.2 M to renew public washrooms in the Downtown Eastside	$18 M for new or improved public spaces, including $8 M for the 800 Robson project and $8 M for Robson-Alberni projects in the West End

• 

  One water (water, sewers, and green infrastructure): $616 million

  • Investments in existing one water infrastructure: $529 million
  • Investments in new one water infrastructure: $87 million

  Guiding principles

  • Unify the planning and management of drinking water, ground water, surface water, rainwater, and wastewater
  • Ensure that existing assets are well managed and robust to support community resiliency
  • Implement policies to manage water, in all its forms, to optimize investments to achieve City objectives for the long term

  Guiding initiatives

  • Greenest City Action Plan – Clean Water (2011, updated 2015)
  • Metro Vancouver’s Integrated Liquid Waste and Resource Management Plan (2011) External website, opens in new tab
  • Integrated Rainwater Management Plan (2016)
  • Rain City Strategy (underway)

  Inventory of one water infrastructure

  Types of infra- structure	City assets	Replace- ment value	% in good/ fair condition	Partner assets
  Water	1,474 km of water mains 12 km of pipes and 2 pump stations for dedicated fire protection system 27 pressure reducing valve stations 100,000 water connections 20,000 water meters 6,600 fire hydrants	$2.4 B	75%	103 km of water mains and 3 reservoirs (Metro Vancouver)
  Sewers and drainage	2,117 km of sewer and drainage mains 24 pump stations 90,000 sewer connections 200 green infrastructure features	$6.1 B	65%	125 km of sewer pipes (Metro Vancouver)

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $529 million	City of tomorrow (new assets): $87 million
  Drinking water	$83 M to renew 40 - 50 km of water mains $26 M to renew water connections and meters $13 M to renew other water infrastructure (e.g. fire hydrants) $1.9 M for planning	$400 K for new water mains $2 M for new water meters $8 M for resilience and demand management $6 M for planning
  Sewerage and drainage	$248 M to renew 45 - 50 km of sewer mains $98 M to renew sewer connections $25 M to refurbish or replace up to 4 sewer pump stations $14 M to renew other sewer and drainage infrastructure $10 M for sewer monitoring and inspections, and flood management $7 M for planning	$10M for shoreline protection: construction of a dike in East Fraser Lands
  Green infrastructure	$1.1 M to renew 30 green infrastructure features	$53 M to construct 140 new green infrastructure features $8 M for planning and water quality monitoring

• 

  Solid waste: $92 million

  • Investments in existing solid waste infrastructure: $92 million
  • Investments in new solid waste infrastructure: none anticipated

  Guiding principles

  • Reduce the amount of waste we dispose and recover the value from materials in the waste stream
  • Ensure compliance with regulatory requirements and minimize negative environmental impacts and risks associated with the landfill in Delta

  Guiding initiatives

  • Greenest City Action Plan – Zero Waste (2011, updated 2015)
  • Zero Waste 2040 (2018)

  Inventory of solid waste infrastructure

  Types of infrastructure	City assets	Replacement value	% in good/ fair condition	Partner assets
  Solid waste	Landfill in Delta Transfer station 2 recycling centres 140 vehicles and equipment	$85 M Landfill: N/A	Transfer station: poor to fair Landfill: N/A	Village Farms landfill gas beneficial use facility

  What we propose investing for 2019-2022

  Area	City of today (existing assets): $92 million	City of tomorrow (new assets): none anticipated
  Disposal	$62 M to close sections of the Delta landfill, including installation of gas collection infrastructure $15 M to renew vehicles and equipment $6 M to maintain transfer station in state of good repair	-
  Sanitation	$10 M to renew vehicles and equipment $450 K for other systems	-

• 

  Renewable energy: $41 million

  • Investments in existing renewable energy infrastructure: none anticipated
  • Investments in new renewable energy infrastructure: $41 million

  Guiding principles

  • Improve energy efficiency and increase the supply and use of renewable energy
  • Support low-carbon neighbourhood energy systems that provide heating and hot water in compact mixed-use communities

  Guiding initiatives

  • Greenest City Action Plan – Green Buildings (2011, updated 2015)
  • Zero Emissions Buildings Plan (2016)
  • Strategic Approach to Neighbourhood Energy (2012)

  Inventory of renewable energy infrastructure

  Types of infrastructure	City assets	Replacement value	% in good/ fair condition	Partner assets
  Neighbourhood energy	1 energy centre 6 km of pipes 33 transfer stations	$45 M	100%	2 systems owned by other governments 2 systems owned by private utility providers

  What we propose investing for 2019-2022

  Area	City of today (existing assets): none anticipated	City of tomorrow (new assets): $41 million
  Neighbourhood energy	-	$20 M to expand the distribution network to serve new buildings in the False Creek area $17 M to increase the capacity of renewable energy generation at the existing False Creek energy centre and by building a satellite energy centre $2.2 M for planning
  Electric vehicle infrastructure	-	$1.8 M for infrastructure strategy

• 

  Technology: $100 million

  • Investments in existing technology: $71 million
  • Investments in new technology: $29 million

  Guiding principles

  • Ensure the smooth running and maintenance of critical technology infrastructure
  • Establish Vancouver as a leader in effectively leveraging digital technologies and supporting a vibrant digital economy
  • Enhance the City’s data and analytics capabilities with a corporate enterprise data strategy
  • Adapt to the multiple emerging technologies on the horizon             

  Guiding initiatives

  Digital Strategy (2012)

  Inventory of technology infrastructure

  Types of infrastructure	City assets	Replace- ment value	% in good/ fair condition	Partner assets
  Technology	4,700 computers and laptops 850 infrastructure components 400+ software applications 230+ km of fibre optic cable	$0.4B	75%	#VanWiFi free public WiFi network at 550 locations throughout the city is comprised of assets deployed by our partners, Telus, and Shaw

  Area	City of today (existing assets): $71 million	City of tomorrow (new assets): $29 million
  Technology	$71 M for maintenance and renewal of existing IT systems and infrastructure	$25 M for technology transformation $4 M for upgrades to IT systems and infrastructure

• 

  Emerging priorities and overhead: $108 million

  Guiding principles

  Retain some financial capacity to address emerging priorities and cost escalations that surface over the course of the four-year capital plan.

  What we propose investing for 2019-2022

  • Funding earmarked to address emerging priorities and cost escalation, with priority given to projects related to existing infrastructure: $88 million
  • Funding earmarked to cover capital-related corporate overhead (for example, finance and legal support) and cost associated with debt issuance: $20 million