Powell River
INTEGRATED COMMUNITY
SUSTAINABILITY PLAN
August 20 th, 2015
Contents
About the Plan ...... 1
Powell River: A Sustainable Community ...... 5
Strategy Areas & Structure ...... 7
Monitoring & Evaluation ...... 19
Ongoing Implementation ...... 21
Appendices ...... 25
A: Background & SWOT ...... 27
B: Indicators ...... 37
Acknowledgements This Integrated Community Sustainability Plan (ICSP) was developed by our community, with guidance from the Whistler Centre for Sustainability. We would like to acknowledge and thank all community members who participated in the process though surveys, by attending public events, and by serving on the Sustainability Steering Committee. Their contributions provided invaluable information and insights throughout the process.
THE SUSTAINABILITY STEERING COMMITTEE The Sustainability Steering Committee worked closely with the Whistler Centre for Sustainability team and its members represented the community’s interests in the project. Thanks to the team members for all their hard work, time, and commitment to the future of Powell River.
Councillor Russell Brewer Councillor CaroleAnn Leishman City of Powell River City of Powell River Chair Patrick Brabazon Former Councillor M.K Leishman Powell River Regional District City of Powell River Steve Buskie Micki McCartney Community Futures Powell River Vancouver Island University Marlane Christensen David Morris Vancouver Island University Powell River Regional Economic Development Society Curtis Colegrave Former Chair Colin Palmer Vancouver Island University Powell River Regional District Former Councillor D.A Dee David Parkinson City of Powell River Community member Steve Formosa Councillor Rob Southcott Powell River Board of School Trustees City of Powell River Maynard Harry Arlette Raaen Community Futures Powell River Vancouver Island University Ashley Hull Thomas Knight MCIP, RPP Powell River Board of School Trustees City of Powell River, Director of Planning Services Mark Hassett Powell River Chamber of Commerce
VISION STATEMENT Powell River is a coastal city with a proud heritage, diverse local economy and a sustainable future - environmentally, socially and economically. With a superb natural setting, vast recreational opportunities and vibrant arts & cultural services, we are a community for all ages. The pearl on the Sunshine Coast, the City continues to work cooperatively with the Regional District and our Tla’Amin Nation neighbours to foster a respectful community, inclusive for all.
About the Plan
WHAT IS POWELL RIVER’S INTEGRATED COMMUNITY SUSTAINABILITY PLAN? Powell River’s Integrated Community situation and opportunities in order to prioritize Sustainability Plan (ICSP) summarizes the goals the most important categories of Actions that need from the Sustainability Charter and Sustainable to be delivered on in the next 1-3 years. As a Official Community Plan (SOCP) to articulate the conversation and planning process that involves community’s shared outcomes for a successful multiple partners, the ICSP creates a common and sustainable future. This shared vision is direction and will come to assign responsibility for Powell River’s highest-level articulation of actions. community goals. Combining these Goals with a review of the current situation also provides Finally, the Indicators and evaluation system short- to medium-term Strategic Directions and promoted in the ICSP helps the community to stay prioritized implementation Actions for both the on track, explore performance, and ultimately City and its partners. The ICSP Goals are also better prioritize where actions are required. embedded in practical design and decision- making tools for new projects, other community WHY SUCCESS AND SUSTAINABILITY? plans, as well as a monitoring system to track and evaluate progress. Powell River’s Sustainability Charter and the subsequent ICSP process are about envisioning a successful and sustainable future for our WHY IS THIS PLAN IMPORTANT? community and creating it together. To reach a The ICSP fulfills multiple roles for the City of positive future, we know that the vision and the Powell River. The vision statement and Goals activities needed to get there must be desirable in articulate a desired future for the community, order to create the human energy required for acting as a ‘north star’ for what is important to implementation. the community to achieve. As such, the ICSP will guide all other community plans to help At the same time, our success as a community ensure that these plans support all the ICSP needs to align with what is required for a Goals. The ICSP Goals also play the role of sustainable and resilient community so that our ‘touchstones’ or ‘design criteria’ to help success can endure. innovate community opportunities, ideas, and specific actions that are aligned with the Goals Achieving success and sustainability will be a long- in the short term and especially over the long term journey – not something that can be term. accomplished overnight, but over time. While certain goals may seem in opposition given today’s More immediately, with a number of City and reality, increasingly aligning our economic goals Region wide plans having been completed in with social and environmental goals will help us recent years, the ICSP considers the current get there.
P a g e | 1 HOW WAS IT DEVELOPED? Beginning with the recent work completed on Powell River’s Sustainable Official Community Plan and Sustainability Charter, the City of Powell River Sustainability Steering Committee (SSC) worked closely with the Whistler Centre for Sustainability to confirm that the goals from these two documents aligned with public input received from events and surveys. ICSP Goals (pg. 7), prioritized by the public in an online survey, were then confirmed through the SSC while a snapshot of the current situation was compiled using a ‘strengths, weaknesses, opportunities and threats’ (SWOT) analysis.
The Background & SWOT (pg. 27) was developed using existing reports such as the Mayor’s Task Force on Economic Revitalization Report, public survey results, and official data agencies such as Statistics Canada and BC Stats.
Strategic Directions (pg. 7) were identified from reviewing the prioritized Goals and SWOT results, and then selected in order to create a manageable set of directions. Goals and Strategic Directions were shared with local partners for feedback while Action ideas were solicited from existing FIGURE 1: ICSP FRAMEWORK WITH VISION, GOALS, STRATEGIC DIRECTIONS City and Regional plans as well as from the AND ACTIONS SSC and public survey/open houses. These Actions (pg. 7) were prioritized through one round of public input and two rounds of input from the SSC. Finally, a set of Indicators (pg. 37) based on readily available data were recommend to track progress toward the ICSP Goals.
WHO IS RESPONSIBLE F OR IT? Powell River’s ICSP articulates the community’s Vision and Goals for success and sustainability over the long term. To effectively achieve this desired future the ICSP Vision and Goals must be owned, used and actively supported by individuals, community groups, partners and the City.
HOW IS IT IMPLEMENTED? Implementing the ICSP includes a multitude of ongoing approaches such as: aligning future plans and decision- making with the ICSP; further collaboration with community partners such as the Tla’Amin First Nation and
P a g e | 2 Powell River Regional District on the implementation of Actions; potentially expanding the SSC and considering task forces for specific issues like social planning and economic planning; and undertaking an annual check-in with partners to ensure the relevance of the Strategic Directions, as well as monitoring and evaluating progress regularly. Further detail on how to implement the ICSP is located on pg. 21.
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Powell River: A Sustainable Community
WHAT IS SUSTAINABILITY? There is a multitude of manners in which to define sustainability or sustainable development. The Brundtland Commission, in the 1987 report Our Common Future, introduced the term sustainable development as
“development that meets the needs of the present Can we afford to think about sustainability without compromising the ability of future issues? Should we not concentrate our generations to meet their own needs.” efforts on more pressing economic challenges?
This definition helped achieve a global consensus that meeting the Sustainability planning and actions are not needs of current and future generations is absolutely dependent about choosing between economic, upon the health and viability of three completely embedded environmental and social issues. Rather, they systems: are about making smart decisions today to achieve all three in the future. Sustainability 1. the natural environment, which provides the services and includes short- and long-term economic finite resources that enable society and the economy to success, which is essential to achieve our social function; and environmental objectives.
2. society, which is sustained by the life-providing services of the natural environment (air, water, soil, etc.) as well as the social connections and structures that contribute to our health and prosperity; and We cannot afford to lose sight of environmental or social issues. Our futures are 3. the economy, which aims to efficiently allocate many resources for jobs and a prosperous life yet is intricately tied to the ability of natural systems governed by and dependent on society and to function. the natural environment to thrive. Environment With this relationship in mind, a sustainable community is one with a robust resilient economy Society within and serving a strong, equitable inclusive society, supported by and living within a highly functioning natural environment.
SUSTAINABILITY PRINCIPLES Economy It is a challenge and a responsibility of local government to assist in a ‘societal shift’ or change in human behaviour within our day-to-day decision- making. Governments need to foster the process by developing sustainable policies and objectives that are achievable, and will ultimately serve as public role models to educate and influence societal change in order to foster more sustainable communities. It was with this mindset that the City of Powell River and its regional partners embarked on a process to develop and ultimately adopt a Sustainability Charter in 2010. The charter contained 10 principles of sustainability that were re-established into the City’s Sustainable OCP.
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PRINCIPLES OF SUSTAINABILITY The principles of sustainability are from Powell River’s Sustainability Charter, as revised by Powell River City Council in August 2010. The principles provide context for ICSP planning; outcomes defining what this plan is aiming for; and procedures guiding how we go about creating and implementing this plan.
IT IS WITHIN THIS IMP ORTANT CONTEXT THAT WE PLAN Recognize and respect Tla’Amin Aboriginal Rights and Title and existing agreements among governments.
Recognize ecological limits. Begin with an understanding of the earth’s limited capacity to support us; design economic and social systems to provide feedback when limits become clear.
Promote self-reliance. Sustainability recognizes that we are all part of a global community. In the context of continued trade and links between communities, we will embrace self-reliance as an important facet of long-term community health.
WHAT THE PLAN IS AIMI NG FOR Integrate. To maintain quality of life with limited resources, we will create efficient strategies that meet environmental, social, and economic goals at the same time.
Strive for equity. We will recognize the inherent value of every human being and work to support economic and social systems that strengthen equity.
GUIDING HOW THE PLAN IS CREATED AND IMPLE MENTED Take the long view. Sustainability is both a journey and a destination. We will address urgent issues while also setting long-term goals, adjusting our approach along the way.
Work together. We will collaborate and coordinate with one another, recognizing the value of diversity and bringing diverse perspectives to bear on problems, maximizing creativity, generating solutions, and minimizing duplication.
Learn continuously. The natural world is highly complex; to live within its limits and those of our own society, we will pay attention to how it works and learn to thrive in harmony with it.
Manage uncertainty. Exercise caution: when in doubt about the impacts of a project or initiative, we will take action to safeguard the environment and society.
P a g e | 6 Strategy Areas & Structure
Strategy Areas (Groupings of Like Community Systems and Issues): In shifting focus from the present to the future, it is important to ensure that the ICSP addresses a host of relevant issues such as economic diversification, protection of forests and watersheds, affordability, and arts and culture; but this plan doesn’t need to be structured by every issue to do that. In fact, a plan structured by all issues would probably be unmanageable. Instead, the way in which this ICSP is organized seeks to address issues through five broad categories (the Community Strategy Areas) that include the community systems, i.e. the inter-related parts of the community that need to be considered together for planning.
While we don’t always think of our community as made up of a transportation system, environment system, housing system, economic system, etc., we can all intuitively understand that they exist and will continue to exist into the future. All community systems are interconnected to some extent, and they are all inextricably linked to the three aspects of sustainability – economic, social, and environmental. For example, the Working comprehensively to address the social, transportation and infrastructure systems encompass economic, and environmental issues through the way various organizations, systems and people collaborate to meet the community’s energy, water, Strategy Areas facilitates integrated solutions waste management and transportation needs, and the that are long-lasting and will avoid unforeseen system has an impact on air quality, climate change, problems in other areas. water ecology, the cost of doing business, etc.
The following Powell River Strategy Areas combine community systems and align with the Powell River Sustainable OCP chapter areas. Each community Strategy Area Goal integrates the three aspects of sustainability – economic, social and environmental.
OUR L AND, NEIGHBOURHOODS AND HOMES OUR ENVIRONMENT OUR COMMUNITY L IFE OUR TRANSPORTATION AND INFRASTRUCTURE OUR ECONOMY Each Community Strategy Area is made up of long-term (20- to 25-year) high-level goals and 3- to 5-year key strategic directions and shorter-term actions.
Goals (what we are striving for): The high-level statements describe what the community must work on in order to achieve long-term success and sustainability in each of the strategy areas. They provide specific yet flexible outcomes that should be used to provide a frame for indicators, more detailed planning, and decision- making. They can be used directly for decisions, or embedded into more detailed plans. All goals are equally important and inter-dependent; all that we do should ultimately support all goals. While short-term trade-offs between them may sometimes be necessary, ultimately we should make progress toward all goals collectively in the long-term.
Strategic Directions (opportunities to move forward today): These are informed and prioritized based on the SWOT analysis and provide general directions over the short to medium term that will guide specific actions for implementation.
P a g e | 7 The Vision Statement and Goals form a comprehensive vision for the community, and should remain relatively constant over time. Strategic Directions should be reviewed periodically in order to take address opportunities and challenges that arise.
Actions (Key tasks to capitalize on opportunities): These are key tasks to drive toward the strategic directions. Actions are specific enough to describe a deliverable and to be assigned to an individual or organization. Actions contain immediate steps and should be reviewed annually for progress and compatibility with the strategic directions.
Indicators (Track progress toward goals): See Monitoring and Reporting section and Appendix B.
P a g e | 8 STRATEGY AREA: OUR LAND, NEIGHBOURHOODS AND HOMES
Scope of topics: land use; development; housing diversity; housing affordability; green space; Tla’Amin First Nation; agriculture; hazardous lands
GOALS Environmentally sensitive land use: Development and economic activity respects natural systems and habitats. Site designs cause minimal disturbance and incorporate natural and historical features as environmental, aesthetic and economic assets.
Housing diversity and affordability: A diverse and adequate supply of rental and ownership housing is accessible to meet different individual and family needs through all life stages.
Growth management: Development prioritizing infill is environmentally, socially, and environmentally sustainable, is compatible with the identity of each neighbourhood, and retains environmental, recreational and cultural assets important to residents.
Agricultural land: Agricultural and food production land is maximized and protected, and these uses are supported on farmland and in urban areas.
Parks, green space: A mix of passive and active parks, playing fields, and green spaces are publicly accessible and widely used by residents and visitors.
Hazardous lands: People and the built environment are protected from natural hazards through policies, proactive planning and development, and management strategies.
Tla’Amin First Nation: Land use planning of Tla’Amin lands within City boundaries, critical to our success, is done efficiently, effectively, and in a coordinated and collaborative manner.
Neighbourhoods: Neighbourhoods have great public spaces, and are diverse and safe, allowing children to play throughout the area.
Waterfront: Our waterfront lands are preserved for public access, recreation, and views.
STRATE GIC DIRE CTION 1 Adapt City bylaws including zoning and other policies to be more aligned with the Sustainable OCP . ACTIONS 1. Adopt a sustainability checklist to be considered for development applications, including rezoning applications, building permits, and subdivision and development permits. 2. Implement and adopt smart growth principles into community land use planning and zoning bylaws.
P a g e | 9 3. Adopt a “Complete Streets” policy for preferred modes of transportation (walking, cycling, transit) and develop Complete Streets implementation guidelines. 4. Expedite permit approvals, reduce fees (DCC’s, BP’s), and offer rebates and other financial incentives for energy efficiency and GHG emission reduction measures. 5. Encourage infill & brownfield re-development and discourage rural sprawl. 6. Develop wildfire protection guidelines in susceptible areas of the City & Regional District. 7. Provide more protection for locally designated heritage buildings. 8. Revise zoning bylaws to define desired energy performance.
STRATE GIC DIRE CTION 2 Encourage multifamily and seniors'/low income housing. ACTIONS 1. Create an inventory of current low income and seniors' housing and explore filling the gaps. 2. Develop a social policy framework. 3. Provide tax incentives for low income housing creation. 4. Create a city non-profit to create seniors' housing or co-op housing.
STRATE GIC DIRE CTION 3 Take advantage of innovative agricultural/food production opportunities in the City and elsewhere. ACTIONS 1. Create a program to promote use of vacant land for community food gardens . 2. Investigate using City lands and rooftops for food-growing initiatives. 3. Lease public agricultural land to young farmers. 4. Explore joint investment attraction (recruitment) campaign with the Powell River Regional District and Tla’Amin First Nation to promote the region as a sound agricultural investment area. 5. Explore partnerships with the local farming community, as set out in the Economic Development Plan for Agriculture. 6. Make local food production a regional priority--help the farming, gardening, and food production community with ideas from the Economic Development Plan for Agriculture.
STRATE GIC DIRE CTION 3 Revisit the relationship/services between City Hall and 1) Developers 2) Investors and 3) Non-profits. ACTIONS 1. Explore allowing carriage houses and smaller guest cottages/micro-homes on larger lots (increase density). 2. Work with the Regional District and Tla’Amin First Nation to encourage harmonized land use planning along jurisdictional boundaries. 3. Host a forum for developers, builders, investors, and non-profits to better understand issues so as to identify strengths & gaps in cooperation among these sectors. 4. Update the zoning bylaw to reflect the new Sustainable Official Community Plan. 5. Host a forum on unconventional building technologies and designs.
P a g e | 10 STRATEGY AREA: OUR ENVIRONMENT
Scope of topics: actively restored terrestrial productivity; marine/aquatic health; clean air; environmentally sensitive areas.
GOALS Marine and aquatic health: Ocean and freshwater ecosystems are robust and secure, and contribute significantly to local food production. Local salmon populations are restored to historical levels and have regained their key role in the Tla’Amin diet, culture, and heritage.
Air quality: Air pollution is minimized and air quality is very good.
Environmentally sensitive areas: Environmentally sensitive areas* are identified and protected, and the community has a strong understanding of the importance of the natural environment.
Terrestrial productivity: Soil health is improved and supports strong forests and agriculture. Forestry practices allow the forest ecosystem to become more diverse, resilient, and functional.
Learning and Development: Our understanding of natural systems and the best way to preserve, restore, or enhance them is continually growing through transfer of knowledge from Tla’Amin Elders, local researchers, and local and visiting experts.
*Environmentally sensitive areas: Sensitive ecosystems are those which are fragile and/or rare and those ecosystems which are ecologically important because of the diversity of species they support. Includes: Old forests, mature forests, woodland, herbaceous, freshwater riparian, tidal/salt water riparian, wetland. (SOCP, mapped in Schedule F)
STRATE GIC DIRE CTION 1 Investigate the potential for increasing alternative renewable energy projects bylaws. ACTIONS 1. Establish a residential solar incentive/financing program for photovoltaic solar or solar hot water (BCSEA and look at Solar Colwood & Solar Halifax as examples). 2. Remove barriers for off-grid living (will reduce infrastructure costs) and net-metering to BC Hydro. 3. Identify opportunities for on-site renewable energy systems for all City buildings (e.g. solar hot water or photovoltaic panels, heat exchangers, heat pumps). 4. Investigate solar generation from roadways, parking areas, and city buildings. 5. Establish a regional energy (multi-building energy system) co-operative. 6. Adopt solar-ready building code provisions to require that all new homes be future-proofed to support solar opportunities. 7. Investigate and consider solar panels on the Powell River Recreation Complex and City Hall. 8. Provide a low-carbon and electric vehicle policy for the City. 9. Encourage the Powell River Regional District and Tla’Amin First Nation to establish a regional energy
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STRATE GIC DIRE CTION 2 Protect ocean natural shoreline ecosystems and property from sea level rise. ACTIONS 1. Have a summer program or forum that people of all ages attend to learn about natural systems. This can be marketed to people from all over the world - perhaps as an Eco Lodge/ Learning Centre. 2. Adopt new bylaws that minimize risks of future climate change threats. 3. Require that internal decisions by local government departments use the most current climate science. 4. Provide more funding & support for the James Thomson Eco-Initiatives (School District 47). 5. Adopt a climate change adaptation/mitigation plan. 6. Create an education and outreach campaign to engage citizens and businesses in efforts to reduce climate change vulnerability.
P a g e | 12 STRATEGY AREA: OUR COMMUNITY LIFE
Scope of topics: arts and culture; heritage; youth, family, special needs; crime prevention/safer communities; social cohesion and inclusion; lifelong learning; civic empowerment; diversity; health; recreation.
GOALS Arts and cultural connection: Powell River residents are proud of the region’s cultural diversity and arts. Community events are celebrated where neighbours meet, new connections are made, and people are able to express themselves.
Youth Opportunities: Powell River celebrates the contribution its youth make to the community and provides opportunities for mentorship, employment, and ventures that capture their imagination.
Social cohesion: Powell River is known for its rich volunteerism. Neighbours and community members know each other and help each other.
Social inclusion: Diversity is celebrated and people of all demographics, cultures, and abilities are included and interact in neighbourhoods, public spaces, and community events. Young people and new families are attracted to the area and all community members can find the necessary resources to remain here.
Civic empowerment: Residents and community groups are empowered and supported to participate in decision- making and take action to improve economic, social, cultural, and environmental quality in and around their neighbourhoods and their community.
Cultural heritage: Archaeological and historical sites important to the Tla’Amin First Nation and other community ethnic groups are identified, protected, and celebrated to maintain the community’s connection to its cultural heritage while adding depth to the tourism experience.
Health: Residents experience a high quality of life and overall health and wellness. Services such as health care, housing, recreation, nutritional food, and transportation are affordable and accessible.
Lifelong learning: Children and youth are well-educated and residents have universal access to high quality educational opportunities. Powell River is a centre for education.
Safety/crime prevention: The community feels safe with ever decreasing crime trends and there are sufficient police and fire protection services as well as other resources to ensure emergency preparedness.
Recreation: Diverse recreation facilities maintain and enhance the quality of life for all residents and visitors who are increasingly drawn to the area’s recreation experiences.
STRATE GIC DIRE CTION 1 Encourage local youth to remain in Powell River.
P a g e | 13 ACTIONS 1. Host a youth forum to better understand Powell River’s areas for improvement. 2. Investigate nurse practitioner training at Vancouver Island University (VIU) in Powell River-. 3. Support/create practicums & work experience opportunities for returning youth/summer students. 4. Investigate expanded programming between VIU & School District 47. 5. Develop and implement programming aimed at retaining youth with the Tla’Amin First Nation. 6. Gain a broader youth perspective by embedding youth in local governance & the School Board. 7. Continue partnerships with the City, School District 47, Tla’Amin First Nation, Powell River Chamber of Commerce, and others in exploring shared opportunities and resources, and to promote VIU PR as a significant community economic and social force.
STRATE GIC DIRE CTION 2 Attract more health-care professionals to the area. ACTIONS 1. Explore a residence for new doctors & locums. 2. Connect medical professionals’ spouses with appropriate employment support agencies. 3. Support the development of a palliative care facility. 4. Continue delivering quality education focused on assisting an aging population (VIU).
STRATEGIC DIRECTION 3 Work with stakeholder groups to identify strategies for increasing local food production and equitable access and distribution. ACTIONS 1. Conduct community food-systems assessment so we have up-to-date information on community needs. 2. Create a program to promote use of vacant land for community food gardens. 3. Investigate using Public/City lands and rooftops for food growing initiatives. 4. Lease public agricultural land to young farmers. 5. Explore an investment attraction (recruitment) campaign to promote the Powell River Regional District as a sound agricultural investment area. 6. Explore partnerships with local agricultural community, as set out in the Economic Development Plan for Agriculture. 7. Make local food production a regional priority--help the farming, gardening, and food production community with ideas from the Economic Development Plan for Agriculture.
P a g e | 14 STRATEGY AREA: OUR TRANSPORTATION AND INFRASTRUCTURE
Scope of topics: energy, GHG, buildings; streets/roads; cycling; trails, greenways; public transit; marine transportation; airport; water supply; stormwater; waste (solid + liquid).
GOALS Reliable and low-impact sources of energy: Locally generated and distributed renewable energy is the main source of energy for Powell River, and the impacts of generation, transmission, and distribution on the ecosystem are minimal. Fossil fuels are used rarely, and emissions are reduced and captured.
Energy-efficiency: Buildings and vehicles are highly energy efficient, and people use energy wisely.
Reduced consumption and waste production: The region’s residents and businesses minimize their material consumption and waste, and focus on local materials that can be absorbed by the local environment or readily reused. Toxic materials are rarely and carefully used, and are contained and reused as much as possible. Any waste produced is treated locally, resulting in new economic opportunities.
Sufficient, good quality water: Water is used wisely to ensure an ongoing supply of high-quality surface water, and groundwater is available to serve both human and ecosystem needs.
Complete streets: Streets are safe for walking, cycling, transit, movement of goods, and private vehicles. Pedestrian and cycle trails and greenways are well used and connect major destinations, parks, and greenspace areas with strategic nodes throughout the city.
Public transit: Efficient, reliable, accessible, and affordable public transit is available and well-used by the community. All new developments integrate transit access.
Marine and air transportation: Adequate, safe, reliable, and economically viable marine and airport transportation options exist that support travel, tourism, and economic development opportunities locally and abroad.
Stormwater + wastewater: Stormwater is increasingly treated through natural infiltration, wastewater is reduced through reuse strategies, and any effluent into Malaspina Strait has minimal impact on marine life.
STRATE GIC DIRE CTION 1 Investigate the potential for increasing alternative renewable energy projects. ACTIONS 1. Establish a residential solar incentive/financing program for photovoltaic solar or solar hot water (BCSEA and look at Solar Colwood & Solar Halifax as examples). 2. Remove barriers for off-grid living (will reduce infrastructure costs) and net-metering to BC Hydro.
P a g e | 15 3. Identify opportunities for on-site renewable energy systems for all City buildings (e.g. solar hot water or photovoltaic panels, heat exchangers, heat pumps). 4. Develop solar generation from roadways, parking areas, city buildings. 5. Establish a regional energy (multi-building energy system) co-operative. 6. Adopt solar-ready building code provision to require all new homes are future proofed to support solar opportunities. 7. Investigate and consider solar panels on the Powell River Recreation Complex and City Hall. 8. Provide a low-carbon and electric vehicle policy for the City.
STRATE GIC DIRE CTION 2 Enhance the energy efficiency of buildings and transportation. ACTIONS 1. Improve cycling and alternative transportation infrastructure. 2. Provide green-building support for homeowners wishing to build/renovate. 3. Lower the minimum size allowable for a single family dwelling (to less than 400 sq ft). 4. Investigate a shared school and public transportation system. 5. Support the development of car share/truck share/ride share programs. 6. Improve walking infrastructure to create a walkable city. 7. Establish intercommunity transit services. 8. Initiate an efficient wood stove program.
STRATEGIC DIRECTION 3 Move Liquid Waste Management ahead with the right approach and public support. ACTIONS 1. Investigate innovative ways to treat our liquid waste and how we can create energy and value-added fertilizer products from the waste. 2. Allow and encourage the use of composting toilets, especially in new developments.
STRATEGIC DIRECTION 4 Continue to enhance the airport capabilities. ACTIONS 1. Develop an Airport Industrial Park Development Plan.
STRATEGIC DIRECTION 5 Concentrate waste management efforts on composting (organics) and recycling. ACTIONS 1. Support the development of a compost facility and initiate curbside pickup of organic materials within the City. 2. Investigate the implementation of an Eco-fee on disposable single-use plastic bags at major retailers (Eco-fee to create a social/environmental fund). 3. Develop Resource Recovery Centre at Waste Transfer Site with goal of zero waste to landfill. 4. Investigate an anaerobic digestion facility to convert organic waste into biomass (Harvest Power). 5. Implement a sustainable purchasing policy to encourage sustainable procurement decisions. 6. Implement incentives or enforce regulations ensuring that residents and businesses are working toward community waste reduction targets. 7. Conduct an inventory of local sources of organic nutrients and waste and evaluate the potential to use them or convert them into organic fertilizers.
P a g e | 16 STRATEGY AREA: OUR ECONOMY
Scope of topics: economic development; tourism; local, sustainable/resilient economy; meaningful employment opportunities; labour force development; living wage.
GOALS Investment climate: The community, governments, businesses, and individuals work collaboratively to foster a climate that supports investment and continuous innovation.
Local Value: Local resources and businesses create value through jobs, purchasing practices, and good services, which are directed back to the local community.
Resilience: The economic base of Powell River is diverse, minimizes the negative impacts of global economic cycles, and supports a resilient local economy.
Energy-Efficiency: Businesses have little exposure to risks from increasing fossil fuel prices and scarcity.
Sustainable business: Businesses have a high degree of local ownership, are environmentally and socially responsible, and enhance the reputation of Powell River. Financial structures, economic strategies, and local policies support sustainable business practices.
Employment: Diverse, safe, and fair employment is available to those of all needs and abilities who want to make a contribution and earn a living wage.
Learning and development of the labour force: Workers embarking on new careers find multiple local opportunities to train and mentor in a variety of industries and to become active members of the labour force.
Tourism as a gateway: Access to Powell River and the region and the experiences and amenities that the region provides have visitors promoting the area to friends and family, ensuring that tourism contributes to the diversity of the local economy.
STRATE GIC DIRE CTION 1 Attract younger families and young adults to the region. ACTIONS 1. Provide focused support, resources, and services to entrepreneurs and businesses. 2. Invite joint delivery of pilot programs to attract younger families and young adults to the region. 3. Provide and implement educational opportunities with community partners to attract younger families and young adults. 4. Market post-secondary and training opportunities. 5. Expand the resident attraction program.
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STRATE GIC DIRE CTION 2 Recognize and leverage the economic opportunity to capitalize on Powell River as an ocean community. ACTIONS 1. Encourage/support a farmer or artisan market near the waterfront to attract boaters. 2. Encourage musicians & performers to busk in summer months and do not require permits. 3. Enhance the public realm downtown: furniture, street trees, banners, and decorative lighting. 4. Take steps to initiate changing downtown Marine Ave to one way north with Willingdon Ave one way south (collaborate with Ministry of Transportation and Infrastructure). 5. Connect sea walk from Westview ferry terminal to Willingdon Beach. 6. Purchase an electric bus (or trolley) to service the downtown core of Powell River (Marine Ave up to Joyce and Townsite). 7. Turn Willingdon South lot into a visually appealing landscaped and programmed community gathering space. 8. Explore the opportunity to operate shuttle buses in Marine Avenue area, near harbour & ferries.
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Monitoring & Evaluation
Monitoring and evaluating progress toward (or away from) the ICSP Strategy Area Goals is essential in order Select Communicate to provide transparency, inform decision-making, and Indicators enable continuous improvement. Ongoing, consistent, and reliable monitoring provides the community with a number of essential functions and benefits, including: Prepare Collect Informing decision-making throughout the community; Report Data
Informing annual planning and budgeting processes; Analyze Ensuring transparency and accountability to community stakeholders;
Engaging businesses, residents, and visitors in the journey toward the vision by providing meaningful and timely information in an interactive way.
The initial set of indicators (outlined in the detailed Appendix B on pg. 37 is based on the most valid type of data currently available for little or no charge. We also considered how the ICSP matches up with the local Community Foundation Vital Signs initiative and in some cases indicators overlapped.
Collecting and communicating indicator results will build commitment and support for increased engagement and innovative action planning; and therefore data collection, analysis, and reporting should line up with a community engagement cycle. Due the fact that Powell River has a Community Foundation Vital Signs Indicator, Engagement, and Reporting Program, we strongly recommend that the City engage the Foundation to consider incorporating the ICSP indicators into its regular reporting regime.
The most efficient method of reporting back to the community on a continuous basis is lik ely through a website. Publicly accessible, easy to understand, and easily updated, a web-based platform is fast, efficient, and effective for communicating results. Reporting in the same format and using the same metrics year after year will allow for identifying trends and systematic updating.
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Ongoing Implementation
Developing the City of Powell River’s Integrated Community Sustainability Plan (ICSP) is just one step of many toward the community Vision and Goals. It will require ongoing commitment towards implementation such as alignment of planning and decision-making, and proactive action planning. It also requires annual monitoring and evaluation on progress, and continued development and implementation of actions and initiatives. It will also require continued collaboration and partnerships with the Powell River Regional District, the Tla’Amin First Nation, and other regional partners and stakeholders.
The main areas for building on the ICSP and creating an ongoing process for embedding sustainability in the community are outlined below:
Align planning and decision-making with the ICSP – specifically the Economic Strategy, Social Plan, and the implementation of the Arts and Culture plan (See more on these processes below).
Continue to partner with community stakeholders on implementation.
Expand the Sustainability Steering Committee and consider task forces.
Undertake an annual check-in with partners to ensure common directions.
Monitor, evaluate, and report regularly.
ALIGNI NG P LANNING AND DECISION-MAKING The ultimate goal for implementing the ICSP is to ensure that planning and day-to-day decision-making are aligned, which includes the formal decisions made by City Council on policies, plans, and procedures, as well as the day-to-day planning and decision processes made by staff and community partners on projects, practices, and purchasing.
Decision-makers should understand the ICSP framework and know how to apply it to their decision-making. Further, they will likely benefit from integrating four strategic questions into existing decision-making tools to assist them through the process. The four questions to be consistently asked in all levels and types of decisions are:
1. Does the project/development/purchase/etc. move the community toward our goals?
2. Does it move us toward our sustainability objectives?
3. Is it a flexible platform for future steps toward our goals and sustainability objectives? In general, most initiatives have some trade-offs or conflicts with elements of the priorities or sustainability objectives. Flexible approaches and technologies will help ensure we are not faced
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with unacceptable costs, do not limit our ability to adapt, and instead enable the next steps and avoid trade-offs to achieve more success for our community in the future.
4. Will it provide a good return on investment? Ensuring that the community’s money is spent wisely and effectively will always be an important part of decision-making. However, saving money in the short term is not always the best solution, nor is making a large investment where the payback period is too long.
The design and decision-tool and sample requests for proposals (RFPs) can be used by staff in all project planning to ensure that the goals and desired outcomes are incorporated in early stages of a project. The tools can also be used with project proponents (service providers, developers, suppliers, etc.) so that everyone doing business with the City understands and supports the vision. Similarly, the tool can be used to guide decision-making to ensure that discussions and decisions are based on the community’s vision for success and sustainability.
Change doesn’t just happen through tools, and there are many factors that are critical to successful change processes, including passionate leadership, on-the-ground champions, aligned performance management systems, training, and tools. The ICSP development process included a training workshop for decision-makers that should ideally be replicated on a regular basis and whenever turnover occurs in an organization.
PARTNER WITH COM MUNITY STAKEHOLDERS ON IMPLEMENTATION Ensuring ongoing partner engagement, as well as getting new partners on board, is essential to ensure that the ICSP continues to be a long-term plan for the whole community. Community partners can participate in collective monitoring & evaluation, annual action planning, or they can undertake their own annual action planning process, ideally as part of their annual strategic or business planning process. Encouraging more community organizations to join as partners will ensure that the ICSP continues to get traction and implementation in the community.
To ensure that the roles and responsibilities of the City’s community partners are clear, a partnership agreement signed between the municipality and the community partner is a useful tool. The partnership agreement should articulate a commitment to the shared vision and goals articulated in the Powell River ICSP, as well as some principles for community partnerships (e.g. collaboration, transparency).
EXP AND THE SSC AND CONS IDE R TAS K FORCE S The City of Powell River Sustainability Steering Committee (SSC) played an instrumental role in the development of the ICSP. It would be ideal if the SSC continued to play a role in the process through annual evaluations of progress and action planning as well as implementation of actions in their respective organizations. It is recommended that the SSC be formalized as an ongoing ICSP implementation committee and perhaps expanded to include more representatives of community organizations and stakeholders so that actions can be determined and accepted for implementation by a broader range of organizations.
In addition to the SSC, a number of existing committees can align within the ICSP framework by using it as a guide for evaluating progress and action planning. The benefits of creating several groups are that it increases the number of community members actively engaged in the process, shares the workload, and helps to broaden the perspectives and expertise brought to the table, thereby strengthening the overall outcomes. These benefits should be weighed against the resources it will take to convene multiple groups into the future.
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ANNUAL ACTIO N P LANN ING Regardless of whether the SSC continues and/or other committees or task forces align with the framework, the City should be engaged in annual evaluation and action planning to ensure that the ICSP continues to be a living document and, most importantly, that it creates on-the-ground action and results. Committees do not necessarily need to be convened all at the same time or even in the same year: one or more community topic areas may be identified as more of a priority in a given year, and thus action planning can focus on that area.
As the City already engages a number of committees, we recommend that all committee members review the ICSP and develop the capacity to use the aforementioned tools such as the RFP template, planning and decision tool, and the indicators & evaluation process. Committees which could be involved include the Economic Development Advisory Committee, Asset Management Steering Committee, and the Social Planning Committee.
PERIODIC REVIEW AND R EFINEMENT OF THE ICSP Keeping the ICSP current and ensuring that it continues to connect with local values is another important factor to attend to. While action planning should occur on an annual basis, other elements of the plan should be held more constant so that they can effectively guide decision-making and action planning. However, the need for constancy should not outweigh the importance of reflecting the community’s changing goals for the future. The other elements of the ICSP and suggestions for the frequency and method of updating them in the future are provided below.
Goals: These should be reviewed and refined every five to ten years. Consideration should be given to undertaking another visioning process in ten years.
Strategic Directions and Actions: The strategic directions should be reviewed every two years through a strategic planning process. Corresponding actions for implementation should also be identified for each of the strategic directions.
Indicators: The recommended indicators should be kept as constant as possible so that trends can be monitored and performance evaluated over time. However, transitioning to new and improved indicators as they become available should be considered annually so that decision-makers are armed with the best possible information.
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Appendices
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A: Background & SWOT Sourced: City of Powell River Website, Sustainable Official Community Plan, and the Community Profile
PAST Powell River’s traditional place name is Ayjoomixw, meaning ‘good, clear ground.’ Tla’Amin First Nations people have inhabited the region since time immemorial. Archaeological evidence proves village sites did exist more than 4,000 years ago and perhaps as long as 10,000 years ago. About 300 years ago, up to 20,000 people inhabited more than 10 permanent villages and many more seasonal sites throughout the territory.
Tla’Amin teachings, oral history, and ethnological studies confirm that the Tla’Amin people once owned and managed a vast traditional territory extending from the vicinity of Stillwater and part of Texada Island, northward along the Malaspina and Gifford Peninsulas, including the smaller off-shore islands such as Hernando, Savary and Harwood as well as Powell, Goat and Haslam Lakes. This territorial claim was recognized and acknowledged by other First Nations as well as Tla’Amin peoples.
By about 1870, some Homalco and Klahoose peoples over-wintered at the village at Sliammon Bay and many permanently joined the Tla’Amin Nation over the next 50 years. Anthropologist Homer Barnett interviewed Tla’Amin Elders during the early 1900s and reported an exceptionally strong tradition of ownership whereby specific individuals or families controlled specific lands, rivers, lakes and resources.
Shortly after the colony of British Columbia joined Confederation in 1871, there was a strong government push to stimulate industry. While settlers were allowed to acquire First Nations land for free, First Nations members could not claim land.
One such case of land acquisition resulted in the loss of the Tla’Amin village known as Tees Kwat, a major village site at the mouth of what came to be called the Powell River. Although Tees Kwat was a Tla’Amin village site, it was sold and became the site of the first wood pulp and paper mill in British Columbia in 1909.
By 1912, the pulp and paper mill was fully operational, producing newsprint and employing 600 people. By 1913, the salmon run in Powell River had come to a permanent end and a large portion of the land now known as Lot 450 was converted to heavy industrial and urban use, eventually to become the company town of Powell River. Tla’Amin homes were burned and the village site was destroyed by the construction of the dam and associated development.
In 1913, the ‘planned community’ of Townsite contained 22 homes, apartment buildings, bunkhouses, a school, church, general store, hotel and a hospital. By the early 1920s, the individual communities of Townsite, Cranberry Lake, Wildwood and Westview, accounted for a population
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of over 2,000 people. By 1941, the population had quadrupled to 8,000 with the mill serving as the primary employer for a large part of the community. The area continued to grow and marine traffic increased, served by a mill dock in Townsite and a wharf in Westview.
Access to the remote areas only grew, and the 1950s saw the opening of the Westview airport, the extension of the highway to Saltery Bay and establishment of ferry connections to the Sechelt Peninsula, Texada Island and Comox on Vancouver Island. The ‘Powell River Company’ had become the world’s largest producer of paper. The Powell River Incorporation Act of 1955 amalgamated the individual communities of Cranberry Lake, Townsite, Wildwood and Westview into the new “City of Powell River”.
PRESENT As a result of its incredible staying power and strength of community, the City of Powell River has now emerged with a mix or both rural and urban amenities, relatively affordable cost of living in a safe environment, stunning sea to mountain recreation areas, excellent education, vibrant arts and culture, passionate spirit of community and active volunteerism. The relationship with the Tla’Amin has only deepened in recent years as a result of learning from past challenges and due to a Community Accord offering mutual recognition, cooperation, continuity, openness, inclusion and a means to resolve disputes.
POPULATION Powell River had a relatively stable population base for the past 25 years, and as of the 2011 Census the population of Powell River was 13,165 with the total regional figure at 19,906. The majority of Powell River’s population is of working age between 20 and 69, though the age is skewed somewhat toward the older side of that range. Those aged 19 and under make up approximately 2,600 or 20% of the population base.
QUALITY OF L IFE Part of Powell River’s staying power comes from to being in one of Canada’s most desirable regions to live, work and play. Playing in Powell River is nurtured through access to numerous recreation and cultural facilities both within and outside of the City. Events and festivals celebrate local culture as well as fine arts, while local art troupes provide outlets for creative endeavours. With a hospital serving the Region, Powell River is fully equipped with state of the art services 24 hours day. A range of housing choices exist or are being developed in Powell River and the area remains one of the most affordable in BC.
ECONOMY While the economy continues to be closely tied to the forest industry, there are a number of other sectors important to the community such as health and social services as well as education, seafood, limestone quarrying and value added production such as windows and cabinetry. In 2013, about 800
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businesses employed area residents, with another 2,950 individual-owned and-operated businesses in the region.
TRANSPORTATION Over time, Powell River’s transportation resources have grown and now include servicing from two large barge companies, deep-water berth locations as well as an airport that offers multiple flights to Vancouver International Airport. To the south and west, Powell River connects to neighbouring communities and regions via BC Ferries passenger, transport and vehicle services.
EDUCATION Powell River and its neighbouring jurisdictions’ population base yields roughly 2,100 students in Secondary and Primary Schools that are made up of a variety of traditional and alternative learning programs including French Immersion and Adult learning. In addition to the Primary and Secondary schooling, Powell River hosts Vancouver Island University (VIU) which strives to be a dynamic and diverse education organization with 136 full-time students and 1,000 part-time students. The year round campus offers more than 30 programs and courses which are relevant to those living in the community. The technical focussed Camber College also hosts between 30 and 60 full-time students. While the proportion of the community with a University Bachelor’s Degree trails the Provincial average, Powell River makes up for it with a high percentage of Trades certificates and diplomas.
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STRATEGIC ANALYSIS: SWOT A SWOT is a preliminary analysis and prioritization of:
Strengths: assets we have that need to be enhanced or leveraged to move toward our desired outcomes Weaknesses: liabilities that need to be developed to move toward our desired outcomes Opportunities: trends/issues that are opportunities because of our strengths Threats: trends/issues that are threats because of our weaknesses or lack of strengths
HOW WAS THIS DRAFT SWOT COMPILED?
Available to leverage Needs to be developed The information contained in this initial draft of the strengths, weaknesses, opportunities and threats (SWOT) was developed using the following sources: S W
LocallyControllable Strengths Weaknesses Background documents (transportation study, liquid waste studies, water study, solid waste study, AC
Issues we might be able Issues we might be
initiative, economic reports etc…) to take advantage of vulnerable to
Public input via the online ICSP survey
Sustainable Steering Committee Survey/Meeting Summary notes from previous SWOT analyses in the O T
Powell River OCP Outside Trends Trends/Opportunities Trends/Threats It is important to note that the SWOT is not a comprehensive research report; the intent of the SWOT summary is not to create an exhaustive compilation of all data and information. The intent of the SWOT is to present essential information that is relevant to Powell River’s current situation and the external context in which it operates.
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OPPORTUNITIES AND THR EATS The following table is a compilation of political, economic, social, technological, legal and environmental trends and issues that the City of Powell River has little control over. The list’s generally follow the ICSP strategy area order and are not in order of importance. Opportunities BC Hydro standing offer for green energy provides an opportunity given Energy utilities have energy efficiency funding programs for households and Powell River’s experience in this industry commercial businesses Increasing global demand for seafood and aquaculture is required and Low energy/GHG/water technologies are increasingly available at reasonable growing to meet this demand prices Borrowing costs are at all-time lows – though access for smaller business In general, increasing energy costs which makes energy reduction initiatives can be somewhat challenging more attractive The concept of localism is gaining some momentum, which may support Multi Materials BC and increased producer responsibility creating conditions keeping wealth in the community for better design and less waste Canadian dollar is expected to lower in the short term compared to the US General move toward less toxic materials and better recovery programs dollar
Land uses on the Tla’Amin Treaty settlement lands may present opportunities Chinese companies and citizens have expressed significant interest in for innovative infrastructure provision and partnerships British Columbia and Powell River. Increasing interest in the community could lead to further investment Trend toward sharing resources such as car sharing, ride sharing and bike sharing Growth of new industries such as data centres, medical cannabis and others, that may benefit from isolated locations Attractive and robust community amenities are increasingly a key driver of economic activity and resident attraction
Threats General sentiment of growth solving all the problems, which can Increasing pension-based incomes in Powell River exacerbate the problems In general, energy costs continue to rise year after year and faster than Provincial funding stress between health and education as well as in other inflation areas Slow but steady increases in the costs of emitting GHG due to regulations, taxes etc. Marine ridership on BC Ferries has dropped over all routes in the area from 2010-2013, reducing mobility and increasing fares Climate change/GHG impact uncertainty about sea level rise, changing weather, ecosystem health, global economies British Columbia will be facing significant labour shortages in the next 5 to 10 years due to retiring baby boomers and large energy projects moving Land and marine environmentally sensitive areas are fast disappearing throughout the lowlands surrounding the Strait of Georgia forward (e.g. LNG, Northern Gateway, Site C, etc...). General pollution from other jurisdictions including countries i.e air Uncertainty with respect to the impact of the Tsilhqot'in First Nation contaminants from coal in Asia supreme court ruling on land use
Provincial and federal environmental and trade policy relaxation and reduced Global economy recovery is extremely tenuous funding to municipalities in general Technology use is reducing the need for resource-based items like paper
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Strengths Weaknesses/Challenges
General General
Strong partnership and relationship with Tla’Amin First Volunteer burn-out is a reality as in most small Nation communities
SOCP Bylaw supports most if not all of the ICSP goals and Municipal funding is limited and funding for many of the suggests actions/policy to improve progress activities in planning documents does not exist
The community holds the natural environment in very Population is aging faster than the Provincial average and high regard (ocean, lakes, forest, scenery) incomes are shifting to toward pension based sources
Municipal business operations such as the community General feeling from the survey that PRRD and City forest provide a stream of funding partnerships could be stronger
Population is relatively stable or growing slightly during Our Land, Neighbourhoods and Homes the past 15 years to 13,165 in 2011. Total regional population is 19,905. Limited supply of more affordable multi-residential unit types, 75% are single-family detached homes Community organizations have a strong history of creating innovative partnerships i.e. PRSC Limited partnership (City, Housing stock is aging - a higher than average number are Tla’Amin First Nation) requiring major repairs 11.7% vs. BC 7.4%
Strategy Area: Our Land, Neighbourhoods and About 87% of the labour force commutes by vehicle, due Homes in part to community layout/design and building types
Slow to low growth pressures to expand the land base as It is estimated that there are 250 people in Powell River the existing zoning is adequate to accommodate projected without housing (Homelessness Partnering Strategy demand Report)
Significant land base, agricultural, park/natural amenities Public spaces could be improved and made more and areas and extensive built infrastructure exists already attractive
Dedicated group of small individual farmers and farms Vacant properties and businesses are often unattractive, utilizing agricultural land worn down Powell River has a bold and rich history recognized by a Our Environment diverse local culture and well preserved built heritage Environmentally sensitive areas (ESA) are fast disappearing In general, housing is affordable compared to other throughout the lowlands surrounding the Strait of Georgia coastal locations in BC and smaller lot sizes allow for more compact living Privately owned ESA areas can hamper coordinated restoration and protection efforts Strategy Area: Our Environment Several land sites in the City have been contaminated due Increasing ability to reduce the environmental impacts to previous landfills or activities involving the use of heavy from industry in Powell River metals and/or toxic substances
SOCP Bylaw identifies the type and location of ESAs as well The City has limited jurisdiction over many of the impacts as how development may occur in or adjacent to these on the local/regional environment areas Sentiment from the survey that sustainability and The City is involved as the shareholder in Powell River environmental protection could be stronger Community Forest ltd. The organization’s primary objectives include: protecting water quality and fisheries. Questionable contamination of industrial and agricultural land Outdoor learning opportunities for children i.e. school, Haywire bay location Strategy Area: Our Community Life Our Community Life
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Strengths Weaknesses/Challenges
A strong arts and culture community along with facilities, Somewhat fragmented nature of Powell River’s current events, programs and an understanding of many creative capital community spinoffs from a healthy Arts and Culture sector Costs for maintaining the recreation complex is relatively Powell River Arts and Cultural Plans provide direction on high compared to the tax base, cost recovery is 35%. the most pertinent opportunities and best practice tools Trail and greenway corridors are not all protected for to support the community and associated economic pedestrian enjoyment benefits There are limited cohesive planning documents or Powell River Homelessness Plan provides direction on how strategies on many of the social goals in this area to best approach the challenge 1/3 of Powell River’s children live below the low income Powell River has a bold and rich history recognized by a measure (some call poverty line), ¼ of families too (Vital diverse local culture and well preserved built heritage Signs) Extremely mature and entrepreneurial social services A lack of coordination of efforts, awareness and attitudes, sector covering a broad range of issues emergency shelters, funding and skills development all Broad spectrum of formal and innovative learning hamper dealing with homelessness opportunities from kindergarten-post secondary The percentage of advanced learning degrees held by local Climate is conducive to food growing opportunities at residents is relatively low home or at a larger scale Most aged 18 and under rated the community Seeds of increased participation in civic life during the commitment to good education as below average ( Vital Sustainability Charter and SOCP processes Signs)
Recreation facilities and park offerings are quite vast and Most residents were not satisfied with their opportunities include neighbourhood parks and playing fields as well as to participate in important community decisions (Vital facilities and a region full of natural areas and trails inland Signs) and waterfront Local farms produce less than 3% of the food consumed in Violent, nonviolent/property and overall crime severity are the PRRD (not including marine harvests), scaling up is in decline. Powell River is significantly below both challenging due to the lack of critical mass provincial and national averages in those categories (Vital Some facilities are inadequate for the intended purpose Signs) i.e. sentiment from the survey that the current library is Powell Riverites have good longevity, are pretty upbeat, inadequate and our youth are playing safe about sex (Vital Signs). The Our Transportation and Infrastructure composite health index rated Powell River area as 37th out of 78 local health areas in BC. Approximately $36 million of energy is imported from outside Powell River each year Hospital and health facilities are relatively advanced for the size of community Non-renewable energy makes up over two thirds of all energy used in the community, just under half is from Small town atmosphere and friendly caring people were transportation highly recognized in the survey A significant amount of natural gas is still used to Strategy Area: Our Transportation and Infrastructure supplement the wet wood waste used in the Catalyst Powell River has an energy plan (Community Energy and energy generation system Emissions Plan) and a City specific plan with opportunities Little to no bicycle lanes/infrastructure in the City and on identified and detailed action steps and targets; approaching roadways community is experiencing slow population growth Local bus ridership flatlined to 2010, and more Catalyst generates much of its own power and heating service/demand is required (Vital Signs) needs from wood waste (93%) and works to optimize energy use Ferry costs are prohibitive for regular use, timing is often
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Strengths Weaknesses/Challenges
Catalyst’s annual excess power generation is not coordinated with adjacent ferries or buses approximately equal to the amount of electricity used by Users lack of knowledge about current transit options as the entire City of Powell River annually well as active transportation safety for both vehicle drivers Significant expertise in the area for clean energy and active transportation users development – micro-hydro developments/Catalyst In general, toxic chemicals are used in such a way that operations allows them to disperse New understanding of the importance of A large majority of waste materials continue to be shipped environmentally/aesthetically sensitive storm water to landfills and off-coast waste facilities management – i.e. Westview watershed Drainage Plan Liquid waste system is currently non-compliant on a Water efficiency plan outlines the most cost effective number of issues with respect to the provincial actions to take on reducing water use environmental standards PRRD – Regional transportation plan provides a good Drinking water supply may be compromised at times sense of the issues, approaches and funding opportunities to improve transportation: Pedestrian and Bicycle Network Our Economy Plan, Road Network Plan and a Transit Network Plan (bus, Human resources/partnerships - staff, volunteers, board ferry air) members, businesses target population Groups like the Powell River Cycling Association are Lack of a younger population needed to maintain a strong working on active transportation networks labour pool as the population is aging more rapidly than Airport is a great asset for the region and could be crucial the provincial average to increasing population Too many things to do and not enough human resources Progressive results and policies to reduce solid waste such Physical resources - your location, building, equipment as a’ tag bag’ garbage system that encourages recycling and the PRRD has an outreach program to support zero- Being only accessible by water and air, the community and waste efforts region has struggled with maintaining reliable and affordable access Strategy Area: Our Economy Internet connectivity speed may be lacking some areas Human resources/partnerships - staff, volunteers, board members, businesses, target population Accommodation and food-service options are somewhat limited for pursuing groups and adventure-oriented Economic development is a priority of Council - Advisory tourists Committee, Economic Development Officer and the upcoming economic strategy development process that Activities and processes - programs, systems employed, will use the Sustainability Charter to help make decisions research, policy
Community interest in clean energy, clean economy Employment opportunities are lacking, especially those initiatives as well as local wealth creation and quality of that can attract young families life Deep research analysis of certain economic opportunities Entrepreneurs make up 16% of the workforce, this is is limited higher than the BC average Sustained uncertainty over the status of the Catalyst Mill Expertise and resources in export industries such as paper, Financial - grants, funding agencies, taxes, other sources of lumber, crushed limestone, coal, clean energy, seafood income, natural amenities or resources and agricultural products Median incomes are lagging below the provincial average Physical resources - your location, building, equipment, and incomes of newcomers to the community are natural amenities or resources generally much lower than those of long-term residents Well served by infrastructure, recreational, cultural, There is an increasing shift from employment income to educational and social and natural amenities other forms of income such as pensions, which tend to be
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Strengths Weaknesses/Challenges
There is an abundance of land-based and ocean-based lower natural resources in the area Funding for major infrastructure investments, that Good inventory of developable industrial/light industrial underpin many other region’s sports tourism strategies, lands, Agricultural Land Reserve as well as a protected does not exist waterfront capable of supporting marine transportation Waterfront development is improving the connection to ocean-based economic opportunities
Airport along with scheduled flights to Vancouver Financial - grants, funding agencies, taxes, other sources of income
Local economy initiatives such as Powell River Dollars Activities and processes – actions, programs, systems employed, policy
Community has a good sense of the critical first steps to take on economic development from the strategic plan
Catalyst, the largest employer in Powell River, is increasingly competitive
Business Retention and Expansion (BR&E) program and support for businesses needing succession planning-80% of investment comes from existing businesses
Toehold in the international education marketplace
Sports tourism strategy was created and identifies the three more promising approaches Past experiences - building blocks for learning and success, reputation
History and reputation in export industries such as paper, lumber, crushed limestone, coal, clean energy, seafood and agricultural products
Powell River has a strong reputation for event hosting - among athletes and families as well as regional, provincial and national sports organizations that oversee the events
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B:Indicators
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Vital Main ICSP Indicator Description Notes Signs Source Strategy Area indicator Our community Includes Life expectancy at birth, life Potential years of life lost due to Composite health index for natural or lifestyle, infant http://www.bcstats.gov.bc.ca/StatisticsBySubject Health Index Y /SocialStatistics/SocioEconomicProfilesIndices/So local health area Powell River mortality rate. cioEconomicIndices/LHAReports.aspx
Our community All levels of government % of the registered voters life Voter Turnout Y Elections BC voting in elections
Our community Vital Signs Survey life % with a high or very high Sense of Belonging sense of belonging to the City Possibility of Powell River
Our community % of residents believing that Vital Signs Survey life Empowerment they are able to have a positive Possibility impact on their community Our community % volunteering at least one Vital Signs Survey life Volunteering hour/month over the past year Possibility
Our community Number of volunteer-run life Community Organizations community organizations District of Powell River based in Powell River Our community % of total kindergarten life children considered vulnerable Human Early Learning Child Development based on the Early Childhood Partnership UBC Development Index (EDI)
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Vital Main ICSP Indicator Description Notes Signs Source Strategy Area indicator Our community % of the population that has Vital Signs % 18 year olds who did life High School Graduation completed high school within not graduate, % who didn't write Census, SD six years in the region or pass the grade 12 english exam Y Our Community % of the population satisfied Life Vital Signs Survey Learning with formal education Possibility opportunities
Our community by drug crime and other crime life Number of criminal code types and severity BC Stats Uniform Crime Unlawful Incidents Y incidents Reporting
Our community life Population Population of Powell River Our economy BC Stats and Census Our community Look at the median age of those life Median age of Powell River's moving to the community in the Median Age Our economy population past 5 years Census Our economy Vital Signs is average, should be BC Stats, Stats Canada median. Also should look at Median Income Median taxfiler income Y Neighbourhood Taxfile employment income Income Data Our economy Total farms with revenue of Farm Revenue Y Farm Census $100,000 or more Our economy % over that income Total income required for http://www.conferenceboard.ca/ Living Income Y Generated Locally reference family hcp/hot-topics/caninequality.aspx
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Vital Main ICSP Indicator Description Notes Signs Source Strategy Area indicator Our economy Employment Rate % of people employed Y BC Stats and Census
Our economy Displayed by new, renewed Total number of existing Business Licenses City of Powell River business licenses Our economy Chamber of Commerce Business Vitality Index Business Vitality Index Score administered survey and workshops Our economy Diversity Index Labour force breakdown by Occupation by Export export industry (tourism, Y BC Stats Industry forestry, etc.) Our economy Number of locally owned Local Businesses City of Powell River businesses
Our economy Total number of new New Industry businesses/employment in a City of Powell River export based industry sector. Our economy % of residents 25-64 who have Type of education Education Level not graduated from high Census school Y Our economy % of Powell River residents Income assistance, EI or both Our community Safety Net between 19 and 64 dependent Safety net keeps changing Y Stats Canada life on the social safety net
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Vital Main ICSP Indicator Description Notes Signs Source Strategy Area indicator Our Hectares of provincial parks, environment Park Space Y PRRD/COP protected areas and local parks
Our Area or percentage of environment intensely developed or Development Footprint developable (zoned, not built) District of Powell River land within municipal boundaries Our environment Water Use Total water consumption District of Powell River
Our Number of incidences when a environment Beach Closures local beach is closed due to Regional Health fecal coliform Our Energy use/GHG proxy environment Readings or discharges from Air Quality Catalyst Catalyst if available
Our CSA Greg Hemplhill - Powell environment % of forestry land certified by River Community Forest Sustainable Forests CSA Sustainable Forest Ltd, http://cagstw.org/ Management standard Jane Cameron - [email protected] Our land , % of new single family homes By neighbourhood City of Powell River neighbourhoods New Housing Mix compared to other housing Building Permit Data and homes forms
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Vital Main ICSP Indicator Description Notes Signs Source Strategy Area indicator Our land , % of home units requiring neighbourhoods Housing Quality Y Census and homes repair Our land , Median assessed value divided Stats Canada, BC neighbourhoods Housing Affordability and homes by median income Assessment Our land , neighbourhoods Rental Availability Vacancy rate Y CMHC and homes Our land , neighbourhoods Rental Cost Average gross monthly rent Y CMHC and homes Our land , # of hectares of actively used neighbourhoods Farm Land BC Assessments farm land and homes Our land , neighbourhoods % of direct waterfront lands and homes Public Waterfront City of Powell River that are public lands
Our land , neighbourhoods and homes % of dwellings within a Our community Walk Score Walk Score .com reasonable walk score life Our environment
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Vital Main ICSP Indicator Description Notes Signs Source Strategy Area indicator Our land , neighbourhoods and homes Our community % of families comfortable with Vital Signs Survey life Popsicle Index an 10 year old child going to Possibility Our get a popsicle from the store transportation and Infrastructure Our Normalized by area and transportation temperatures Community Energy and Energy Use Total energy use and costs and Emissions Inventory Infrastructure Our Bus ridership? % of labour force using each transportation Commute Mode different mode of Y Census and transportation to work Infrastructure Our Normalized by area and transportation temperatures and Greenhouse Gas Total greenhouse gas Community Energy and Infrastructure Y Emissions emissions Emissions Inventory
Our Estimated amount of all transportation Total Solid Waste materials used (includes Y PRRD Stats and landfilled, recycled) Infrastructure
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Vital Main ICSP Indicator Description Notes Signs Source Strategy Area indicator Our Need to confirm with City transportation # of days in compliance with engineers the waste water permit, City of Powell River (to and Waste Water Infrastructure Concentration of key confirm approach) pollutants in waste water.
Our Index is a function of the extent Drinking water disruption transportation of disruption (% of dwellings) and Water Quality index due to boil water City of Powell River and length of disruption ( hours) advisories or other Infrastructure Our transportation Ratio of sidewalks/ paths to Pedestrian Access City of Powell River and roadways Infrastructure
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