In 2014, the Board confirmed the CRD’s vision, mission, values and mandate and agreed on a set of Strategic Priorities for 2015 – 2018.

• Strategic Priorities (PDF)

These priorities confirm and set the direction for long-term strategies and plans that provide ongoing management direction for regional areas of responsibility.

The Regional Housing Affordability Strategy supports current CRD policies, programs, services and initiatives in the area of housing development and affordability. Read more >>

Approved in 2015, the CRHC Strategic Plan sets a vision to 2019 for the CRHC to be leaders in non-profit housing in the capital region, and supports the CRHC’s ongoing delivery of affordable, attractive, inclusive, and sustainable housing. Read more >>

The Regional Parks Strategic Plan sets the direction for regional parks and trails. A complementary Financial Program provides the fiscal roadmap to implement priorities identified in the plan.

• Regional Parks Strategic Plan 2012-21
• 2012 to 2016 Financial Program to Implement the Regional Parks Strategic Plan

The Province of British Columbia mandates regional districts to develop plans for the management of municipal solid waste and recyclable materials. The CRD is currently working on Revision 3 of its Solid Waste Management Plan, which will guide the region’s solid waste management activities over the next 10 years while also considering longer-term objectives and opportunities. Read more >>

The Corporate Plan introduces corporate strategies and actions aimed at achieving the CRD Board’s strategic priorities. The plan also identifies corporate and core service priorities to enable a capable and responsive workforce, the continued implementation of professional best practices, and policy development aligned with the CRD’s mission, vision and values.

• CRD's Corporate Plan (PDF)

The Organizational Development Plan is an internal framework of actions intended to ensure the CRD is able to continually meet its mandate, and has a culture that is engaged, adaptive, responsive and aligned with corporate priorities. A key objective of the plan is to build organizational resilience.

• Organizational Development Plan (PDF)

The First Nations Special Task Force final report consists of recommendations to guide the Board in continuing the work of relationship-building and Reconciliation. Underpinning the report is a Statement of Reconciliation, which will guide the organization’s initiatives at the Board, leadership and staff level.

• Final Report (PDF)

The Corporate Climate Action Strategy guides the organization in reducing its operational greenhouse gas emissions by 33% (from 2007 levels) by 2020 and preparing for the projected impacts of climate change by integrating climate action into everyday business across the CRD’s divisions.

• Corporate Climate Action Strategy (PDF)

• Arts Development

• Core Area Liquid Waste

• Building Inspections
• Juan De Fuca Parks and Recreation
• Juan de Fuca Planning
• Protective Services
• Salt Spring Island Administration
• Southern Gulf Islands Administration

• Environmental Resource Management
• Environmental Protection
• Facilities Management & Engineering Services

• Asset Management
• Corporate Communications
• Corporate Services
• Financial Services
• First Nations Relations
• Human Resources and Organizational Development
• Information Technology/Geographic Information System
• Real Estate
• Risk & Insurance Management

• Regional Housing
• Health and Capital Planning

• Panorama Recreation Centre

• Community Health
• Protective Services
• Regional and Strategic Planning

• Regional Parks

• Customer and Technical Services
• Infrastructure Engineering
• Infrastructure Operations
• Watershed Protection

• Sooke Electoral Area Parks and Recreation